#H2HChat Sharing Your Way to Stronger Relationship with Tamara McCleary

We're live.

Hey everybody, this is Bryan Kramer. I'm here with my co-host Susie McCarthy and we have a special guest today. I'm so excited to have her on because we haven't actually had a chance to be on a show together, but at the same time We have met in person, had drinks in person, had coffee in person, everything but a show in person. So now we are going to get to live the full circle, so I'm really excited about that. And I will introduce her in just a second because we all know that, you know, we— I'm certain that you guys can't figure out who it is by now. But I'm so excited to let you guys know that we are doing this weekly. It is at 12 Real quick, before we get into the show and I make the official introduction, I just wanted to give a shout out to our sponsors who are helping to make this possible. Those sponsors are NuStar, IBM, MasterCard, Cisco, Freshdesk, Mutual Mind, Influitive, HootSuite, Speakeasy, and we just had Cox Communications come on board. We have a lot of good stuff, a lot of good content to come. As you all know, this is driving towards the topic of sharing, which is my upcoming book Shareology, and there's going to be surprises later this week in that regard. But we will save that for another time because we're really here to focus on the topic today, which is sharing your way to stronger relationships. And we have the best guest for that today, Tamara McCleary, and she is an author, a keynote speaker, the relationship economist, Also, we're going to talk to her a little bit about this because I actually want to know for myself what relation shifting is. It's called Relation Shift. First of all, I just want to welcome you, Tamara, for being here. Thank you so much.

Yay! I'm so excited to be here, Bryan. Thank you.

Thanks for being here. How are you doing today? You're in Colorado. How's everything going?

Fabulous. I am here in Colorado on our farm. It's It's a beautiful day to be alive.

I love it, and it's a Monday, so that's a good day to get started saying something like that.

Seriously, you're saying that on Monday? More power to you.

You don't even want to see me on a Friday.

Oh man, ditto.

Real quick before we dive into it, what is your favorite thing about your farm?

The animals. I love the animals and the plants, but plants are living as well. It's just the life. Everything is growing, and it's real. I think for me, it's a great ground for as much travel as I do, to have that grounding foundation of this farm.

Oh, I bet. Do you have eggs? Do you have chickens and eggs, and you get to eat your eggs?

Oh, we've got eggs. We've got turkey eggs, duck eggs, and chicken eggs. We've got turkeys, ducks, and chickens.

Oh my God.

And then we have our goats, those pesky little goats, but they're pretty cute.

That's great. And just real quick, just so you know, this is a Twitter chat as well, so #H2Hchat. Everyone out there is going to be tweeting, and the second half of this we're going to be taking questions. And Suzy is on Twitter. She's a multitasker. We've got a multitasker with us. She's not only on the show, she's also tweeting.

And I'm going to be tweeting too.

We're all multitasking.

Yes,

we are. So it's a truly interactive experience. I hope everyone will participate. We love questions. I know you would love some questions too for the second half, so please shoot them out to us and take part. That's what it's all about. Alright, so let's dive into a little bit about you. Why don't you just give us just a taste of who you are and what you've done in your career? I remember walking with you at South by Southwest and having the most fascinating conversation about the most eclectic background, and I'd love to hear— I'd love to make sure that everybody knows what I heard.

Well, I have never had a direct trajectory toward anything, and I would say that I have had an interesting life of All kinds of experience, starting off in the '80s as a registered nurse working in end-of-life care. I did pediatric hospice as well as neonatal intensive care, pediatric ICU, and Life Flight, so emergency Life Flight with respect to high-risk deliveries and pediatrics. That was my beginning in the '80s. My end-of-life care, working with pediatric patients, children who were dying, 6 months or less to live was their diagnosis, and doing bereavement counseling with their parents was an extraordinary experience in my very beginning at age, you know, 21, 22, 23, to be basically steeped in end-of-life. And what I learned was That we, we really don't think about the end. We always think about today and all the crazy stuff we're dealing with that we think is so important, but really it's not. And we often don't do or experience or cultivate or accomplish those things that we really, really care about because we're gonna get to it sometime on the weekend, on vacation, whenever it is that we're going to have the experience we want. We're not really doing it every day. So it really hit me early on. And I thought What do I want to create? What do I want to do? I went back to school again. I went to grad school and started looking at ways in which I could help people. At that time, I thought maybe curing cancer is what I want to do. This is what the mind of a 22-, 23-year-old is. I'm going to cure cancer. What I realized in isolating enzymes behind a microscope was that, well, Okay, I do want to help people, and I do want to ease pain and suffering, but behind a microscope isn't me. I'm much more of a people person. And so I went into business for myself doing healthcare consulting, and that led me into all kinds of just beautiful, wonderful business experiences, corporate experiences, And I came to a point when I started realizing with all the companies that I was working with is that everybody is suffering from this disconnect between their life, what they have to do, their obligations, their thing they do in the world to make money and make income, and who they are, what they want to experience, what they love, what they enjoy. And so I began to get very invested in working with companies on culture, and culture with respect to how to engage or make the work environment more engaging, how to get employees more invested in their roles, how to get teams to work together, how to get the message from the C-suite to communicate down to all the levels of operation in a company, out to your customer service and your sales team and working with the culture of the company to be able to not only acquire incredible talent and have happy employees who love what they do and feel connected to what they do, but have customers who feel like they're a part of the company culture, that they love the organization that they're working with or the products that they buy, and so there's a relationship between the company and their customer, which we know if a customer feels seen, heard, and acknowledged by a company, they're loyal. So customer loyalty to the brand. So that's a, that's a very weird trajectory from starting off in end-of-life care, wouldn't you say?

Well, we were talking before we got on the show, and I would agree with you that weird is good. If you're not weird, get off this show and stop tweeting. We only take weird. But I'm curious, and I know Suzy has a— I kind of jumped in, sorry Suzy. No, no, no. But I know she has a question too. My quick question, real quick before she asks hers, how do you do that? How do you give Employees, and you know, how do you give them a way to want to invest their time so that their energy is moving towards the company without forcing it? How do you do that?

Through what employees want, what we all want, what you and I want. We want work that is meaningful and real, and today, right now, we have the Bless them, I love them. The millennials coming in who are literally demanding that the workplace be something that is meaningful in their overall structure of their life. They're demanding that companies have social responsibility, and so how you make sure that your employees are feeling that sense of connection. Is that the company has to have a structure where their mission and their values and the behaviors in that company are all reflective of what people genuinely want, and that is to feel a part of something bigger than themselves that has a mission. There's a purpose to what they're doing every day, and that's how they cultivate satisfaction in their work.

Susie, do you want to jump in or can I?

Right now I'm in awe. The one thing I would say though is it also sounds like there needs to be in some ways some consciousness raising on the part of letting employees know who are potentially workaholics. I know nothing about that whatsoever. That they should be thinking through what, not just work, but what they want to do separate. So have you found that? How does that work?

What you're saying is so true because it's this beautiful marriage between who I am as an individual and what I go out and do each day. Am I expressing a version of that self in what I'm doing? So when you look at your overall picture, And this is huge for me. I talk a lot about work-life satisfaction. And if you look at your whole life as being your life, there isn't a work self and there isn't a personal life. Let's face it, ever since technology came into our life, we are just that one life all the time. So we're taking our home with us to work every day and we're taking our work home with us every day. And a lot of us don't even go somewhere for work. So there are no boundaries anymore between this is work me and this is personal me. Ever since we got one of these smartphones, you're receiving texts and you can check email from anywhere and when you're at home you're returning work email and when you're at work you might get a text from either your beloved or your child and you're going to respond. So there aren't those lines anymore and so when you're looking at Yeah. So if you're telling someone in your work, how do you make sure you're not being a workaholic, what I would say is, are you enjoying your day? Because you've got 24 hours and that's it. And what you invest your time in, in that 24-hour period, is a part of yourself that you're giving away. So if you're giving it away in service towards something that you believe in and the work that you do means something to you and the culture of that company supports the individuals in that company as being

You said

human.

And that's it. I mean, that's what we are, right? We go to work, we do work, we stay at home and work, but it's our life. This is the thing is that we are alive right here, right now. By some miracle, we are alive. We're experiencing this age-to-age chat. And how amazing is that? How incredibly stinking amazing is it that we have the choice with how we feel or experience this moment? So we could be doing something totally mundane in our work and yet feel the connection to that sacred space of being alive and this is what we do. And if what we do right now is to finish this project that we're on at work, Great, then you're in alignment with actually living consciously, being present with your life. And that is what I'm getting at, is are you enjoying your experience? Are you having a nice ride? At the end of it all, did you spend your time wisely and did you extract that succulent nectar of being alive that you wanted?

I want to take the drugs you're on. I love your passion. So I'm curious, I know we're talking at a 500-foot level, which is great for a lot of organizations that need to hear this, but how do we, how do you instill it? How do you change, how do you relation shift an organization that is struggling with what you're saying into something where they're doing what you're saying? What's the— I know it's not easy, it's not something you could just tell us like swallow this pill and it'll make it all go away. I get that, but what are some things that like make this work?

Well, the thing that makes it work is taking an organization and looking at that organization as a— I'm going to do it Human being. So if you look at the organization as a whole, as a person, right, then you address what's the personality of this company, what is the structure and the meaning of this company, what does this company want to achieve, what does this company want to experience. And so you look at that Globally as a whole, and you judge how well this company is functioning based on its behavior, right? So its behavior then can be shifted from the inside out, just like you would— say some individual is having issues and they attend a personal development course and they realize they want to get themselves on track and they make shifts and movements in their life. It's the same for a company. The company then basically does personal development with respect to what is their value, what's the value set that they have, what are their goals for the organization, what's their vision, what's their mission, and then making sure that every part of that organization, every organism that comes together to create that whole, that's every employee, everything from your C-suite to your mid-managers to those folks that are just starting out. Everybody has to have this cohesion, and that's what affects those behaviors in the company. So with relationship, it's shifting what's not working. So going in and looking at, okay, what is the current structure, where are the weak spots, where are the strengths, because we can play on strengths. But then we take those weak spots and we bolster them through what is the company's mission, vision, and values. And then making sure that the communication channels are very clear. And what I find most of the time is the structure isn't set up to even function with great communication. And a lot of times when you have disengaged employees or mid-level managers who are burnt out is that no one is really on fire with the living, breathing message of the company. And when you get people together on that and you bring them together, and corporate culture is not fixed by casual Fridays and you can wear pair of jeans. That doesn't fix it. Or let's have a barbecue. That's not going to fix it. We have to fix how the organism is functioning, just like you would as a person. If you've got issues in your life with your relationships, you have to shift your behaviors, and behaviors shift through clear understanding of what the goal is that we're all here for.

Love that. That is super quotable. So how do you— do you mind, Bryan?

Go

ahead. So how do you measure— what does success look like for the C-suite?

I think success for the C-suite is measured in how effectively is their vision and their mission and their goals carried out through the entire organization, because Most of the time you can have all kinds of decisions at that C-level, but perhaps your customer service team or your sales team is not functioning with that same vision or mission, and so you have that disconnect and you're not realizing those goals that you have for the company simply because not everybody is on the same page or understands why something is vital and important. And just, it goes the other way too. I mean, you have your sales staff who are actually working with the customer, you have your customer service team who is interacting with those customers on a daily basis, and they have great information and great communication that oftentimes the C-suite is not paying attention to or is not open to. And so everybody has to come together and form a unified front so that all the goals are equally communicated throughout the organization, so everybody is doing the same thing with the same goal in mind. So from your customer service and how they speak to the customer or interact with them on social media, to your sales team and what their overall pitch is and how they intend to sell the product or service, and it all comes down from the top. So however your C-suite is functioning, whatever is going on at that level, it trickles down throughout the entire organization. So it goes from the top down, and I immediately have to look at what's the leadership in this company, what is the philosophy in this company, and how is it being communicated to everyone within the organization.

Let's take a quick shift here and move back over to something you mentioned earlier where you're working 24/7. You really have to be passionate about what you love to do. Once you've made that shift, or you're already shifted, you just love what you do like yourself, how do you maintain a work-life balance? Or, I mean, there has to be on some level a balance of some kind to enjoy life. What does that mean? How do you define that?

I think it's really getting clear with what it is That you want to experience. Because when you begin to feel out of alignment and you begin to feel like you're stuck in obligation or you're not experiencing what it is that you want to experience, it's usually because you're saying yes to things that don't have a high amount of value to you. So getting clear with what your values are, what your priorities are, and begin to make decisions on how you spend your time With respect to where it fits on your priority list. And the only way you're going to know what your priorities are is to get very crystal clear on your values. So it's the same with an individual as it is for a company, is what are your values? What do you want? What do you want to experience? And you begin with the end in mind, just like with a company where we're looking at what is their end goal and how are we going to get there. I'm going to say that to an individual, what is your end What do you really want to experience this lifetime? And let's look at what you're doing today because is today and what you're doing in alignment with actually getting here or are you just putting out fires and getting caught up in drama and issues that have nothing to do with what you want in the end? Because I think a lot of people waste a significant amount of time on things they really don't care about

Yeah, you know, and that's— I wonder, so as you're looking at a mindful approach to that, what's your prescription, your thought process on being mindful in order to maintain that balance?

I think—

Mindfulness isn't easy. It's not something that you can just do. You gotta practice mindfulness. I've been trying to do it for many years, and I'm really— I think I'm alright, but I suck at it a lot of times too. So how do you— how can I be more mindful?

My prescription for bringing mindfulness is bringing consciousness to your every moment as much as you possibly can. And when you actually bring a presence and a consciousness to what you're doing, Even if it's washing the dishes or going to pick your child up from school or working on some project at work that you really don't enjoy, if you bring mindfulness and presence to it and what you're doing, the purpose behind it, it brings kind of a sacredness to it and it no longer becomes banal, boring, or mundane, but yet a part of what you're contributing to right now in this moment. If you're washing the dishes, the dishes need to be done. And if you want to have a clean house and you care about your, your family and you care about yourself, this is what you're going to do. And so if you bring presence to every moment, you no longer feel like you're wasting time. And if you bring presence to every moment, you begin to experience a joy. And this joy is amazing, a joy unspeakable, and you do begin to have an experience of being truly alive in whatever it is that you're doing.

I just did it right now. I'm excited to be here right now. Thank you so much.

Yes.

While you're talking, I'm being mindful. Really, really good stuff. So one quick question, and then I know Suzie has some questions too. Just to follow on to that, how does being mindful, how is that going to help people in the corporate culture?

Oh my goodness, it makes night and day. I mean, I think that a company that can become incredibly conscious and help their employees to cultivate this presence and this awareness You begin to have a happy company. You have happy employees. You have engaged— because if you're mindful, you're engaged. You have engaged employees. You actually completely obliterate all the negative politics in a company when you begin to cultivate this presence, this mindfulness. And any of the things that don't serve in a company, such as the cliques You know, there's the popular group, there's the not popular group. All those things dissipate because as you bring presence and mindfulness to it, it seems ridiculous and nobody can participate in that. So for a company to become very conscious about their employees and caring about their employees and caring about their mission and their vision and caring about their customer and then cultivating that awareness for their employees to care About their customer as well as the company. It's an amazing experience because a happy company is a wildly successful company because it just emanates and customers pick up on it. And you, Bryan, and I both know people are attracted to that kind of energy. And when a company harnesses that kind of energy It's just explosive, the kinds of profits that they can realize because people are magnetically attracted to them and the salespeople, the customer service team, it's just phenomenal.

What would— so give me an example of a company that you would say is just hitting it out of the park with that.

Oh my gosh. I would say Pure Matter.

Thank you. Really? You like that? We'll take it. That's what we try to do.

I absolutely love— I just absolutely love you, Bryan. I just think that Pure Matter— when I say it flows from the top down, I'm serious. You have to be someone that I met in real life who is as genuine and authentic person-to-person as you are up on stage giving your keynote to audiences internationally. And that's rare. I mean, as a speaker, I meet lots of incredible people, famous people, people with, you know, big audiences. And sometimes the hard part is when you meet them in person It's a little shocking, the difference between who they are one-on-one and who they are on stage. I just think the reason people are attracted to you and Pure Matter is because you really are the real deal. You do care about people. You're out there serving and helping. I mean that genuinely. I know we didn't discuss anything about this show, so this is definitely— I'm excited. From my heart, you are definitely— you are doing what you say. You are authentically in alignment with what you preach.

I'm doing a computer hug because you're not here in person. Here we go.

Yes.

Thank you so much. I appreciate that. Thank you. That means a lot coming from you.

It's true.

It is kind of a— with speakers, I find it's one of those never meet your heroes Often you get that amazing, amazing vibe and then you meet in person and go, I just don't— this isn't working. You just want them to stay on stage. I would definitely say 2 thumbs up to Bryan.

Definitely. Have you— sorry, go ahead.

I was going to say we're getting some great questions from the Twitter stream.

Please. I was just going to say, part of what you're talking about also means giving of yourself. A lot of that is giving of yourself and your energy, and where to put your energy. Where do you pull that from, and where do you put it? A lot of people like to draw energy from you in the wrong places, and some people A lot of people draw it in the right places, and it's tough to know where. So I just give everything of myself. I think you do the same, and see where it ends, where the chips fall. But do you have any recommendations on that, on where you spend your energy?

I think that it's the same as what you just said. I spend my energy on What feeds my soul. And I mean, you could ask my husband, you could ask anybody who really, really is with me all the time. I just really want to ease the suffering of others. And whenever I'm involved in that, it just makes me so happy. I mean, I've always— my personal mission inside myself forever since I was 20 years old and working with dying patients was that I just want to be A drink of water to a thirsty world. That's all I've ever wanted to be. And when I'm serving in that way, it makes me so happy because to me it feels completely in alignment with everything that I am at the cellular level. That's just why I'm here. It's what I want to do, and I absolutely love it. And when I'm in the flow of doing that, when I'm in the flow of serving and uplifting and supporting and making others see how amazing they are and how bright they shine. That's all I want to do. That's all I want to do.

That's great.

Absolutely love that.

Speaking of spreading the love, why don't we take some of the questions that are coming in because there's a lot of them. Susie, if you don't mind pulling a couple in and asking. Asking them here, then we can try to get those going.

Totally. Yeah, yeah. I'd like to— let's go ahead and kick it off with Carol. Shout out to Carol. She's an H2H Chat veteran. Love her contributions. So she's asking, are there any exercises or tools you'd recommend, or you recommend, to share with our teams and management to help them be more mindful and more engaged?

Yeah, I mean, it's a big question, and you're right. I think that people need practical, applicable steps that they can take. And for me, when I'm working with a company, it's a self-development course for the company. And one thing that I can say is that if you're open right now, it would be to begin to do exactly as Bryan was saying he was doing today, and that's Just see, just notice whether or not you can stay present in this moment. And how you do that is to begin to notice when you have a thought that makes you time travel. And what I mean by that is most of the time we have thoughts bombarding our consciousness all the time, and the thought is usually about a present— I mean, a past experience, right? We think about something in the past and that takes us away from here. Or the thought is about a future experience, like, what am I going to have for lunch today? Or did I pull the chicken out of the freezer to make dinner for everybody tonight? Or, you know, whatever that future thought is, it takes you away from this present moment. Just begin to notice how often you're actually here. And I think it'll be eye-opening to realize that most of us Most of us really are never here, or very rarely are we here. Most of the time we're in our head, in a past moment or a future expectation.

I love that. So when you would go— let's walk through. So you go into a corporate setting, and what do you encourage? Meetings? How do you— how do you—

How I do it, first of all, I want to find out what the organization's mission is, what their vision is, what their values are, and what their end goal is. So what is it that they want to achieve, right? Just like for a person, what do I want to have experienced by the time my life is over? It's the same for a company. What do we want, right? Because obviously we're not getting it, that's why we want it. So what is it we want? And then I'm looking at how the structure of the organization is, how the leadership is defined, what is the feeling of that leadership. Do we have some personality issues there that we need to work on, or communication issues? Or maybe the leadership is not in alignment with what they say the vision and the mission is, and the values. So it's taking a look at the way that it's structured, because a lot of times what you have is you have a company that's completely disconnected from its vision and its mission And of course they'll never realize their goals because they're not even connected to their own vision and mission. And it starts with the top down. And then going in and what I would do is working with the teams is working with them on, after we know what the vision and the mission and the value structure is of the company, is making sure that they're fired up about that. That they get it, that they know, you know, what the overall goal is and how to do these things. Because there is a lot of how-tos. So working with them in a workshop setting, depending on who I'm working with, whether it's the sales team or the customer service team or the C-suite, it's really working out and working through how we're going to communicate what it is that we're doing, why we're doing it. People need to know the why in order to rally up behind how they're going to do it.

That's awesome. Yeah, that makes a lot

of sense. Suzy, Bryan Fonzo, our friend Bryan, asked a question. Do you mind if I—

No, that was the next one I was queuing up before.

Oh, okay. Good. He said, curious what her thoughts are on influencer relationships and how influencers are rewarded. I think that's a great question too. That's a big question right now for a lot of people.

Good question. Yeah. Well, first of all, hi Bryan. I absolutely love Bryan Fanzo. So anybody doesn't know Bryan Fanzo, you better get to know him.

Hi social fans.

Unfortunately, he spells his name wrong. With an

R.

But we like him even though that's the case.

How influencers are rewarded by companies? Is that what he said?

Yeah, let's see, he said, what are your thoughts on influencer relationships in general?

Yeah.

And then how influencers are rewarded.

Well, I think influencer relationships in general, the reason those relationships are cultivated is from the word influencer, and that word I think is tossed around a lot. I don't know that necessarily everyone who calls themselves an influencer is, but you know you're an influencer When people actually shift and do things based upon something that you've shared or you suggested or you recommended or you believe in. So you know you're an influencer when you have the power of connectedness with other human beings to—

You knew that was coming.

To cause a shift in someone's behavior. something that they're doing or cause them to make a decision, a buying decision, and that's how you're an influencer. I think Bryan Fanzo is definitely an influencer, as are you, Bryan Kramer. How influencers are rewarded, there's a couple of things I think of. If he's thinking monetarily, and I'm assuming you are, Bryan, I think that companies out there who want to further promulgate what their mission and their vision is. The use of an influencer needs to be rewarded monetarily if the influencer is actually driving back business to the company, because the influencer is a unique relationship in that they don't actually work in the organization. They're independent of the organization, and so they have the ability to affect a potential customer About the product from an outsider perspective through that trust relationship that the influencer has. The influencer is actually bringing relationships to a business through their trust relationship. I think that influencers absolutely need to be monetarily rewarded for their efforts. Bryan, is that answering your question?

Well, since it's Fanzo's question, I'll speak up for him and say yes, it is.

Okay. Bryan and Bryan, I guess it works, right?

That's right. That's right. No, that's a good one. That's a good one. It's a hard one to answer too because there's no right way. I don't think that there is actually an answer. I think it's on a per-case basis. You answered a really difficult question, and I think you answered it well, because it is a tough one to answer. You can look at it differently, and dare I say B2B versus B2C, or any kind of relationships, it's altogether different. So Suzy, is there another question lined up, or can I ask one, or where are we at there?

Yeah, I have another one.

Okay, go.

Lynn is asking us, and shout out to Lynn, who are some of the corporate leaders who have gone conscious? I think embodying that mindfulness.

That's a good one.

I don't know that I can actually answer who is conscious. I would say the best advice I could give is we shall know them by their fruits. And what I mean by that is you have to— I think it would be difficult to know whether or not a company has gone conscious or not, but you'd have to look at what they're expressing out there with respect to how are they treating their employees, how are they treating their customers. And you're going to know through their behaviors whether or not you're dealing with a conscious company. I mean, what are they doing for the environment? What are they doing to give back to their communities? I mean, all those other things that corporate responsibility plays a part in, to know whether or not a company is at least attempting to cultivate consciousness in their culture.

Yeah, I like that. All right, Bryan, go for it.

Have you been keeping up with what's going on with Zappos and how they said that they wanted to change to— God, I'm forgetting the word. It's like a hip— hypocrisy? It's where everybody is a leader. They just announced this, I think, last week, where they want to change over everything. In the next 30 days, if you do not agree with it, you can leave. And he's basically said everyone can leave Zappos if they do not feel like they can manage themselves. What do you think about that?

I think what they're trying to do is very interesting. I think that they are trying to give the employees empowerment and a sense of ownership. And we've seen that in other companies. Right, right. So I think, I think one thing, one thing to think about, about is when we've looked at models, we've empowered their employees to actually take ownership. A lot of those companies have done incredibly well. We've got Colorado here, we've got breweries who have instituted that model where everyone who works within that brewery actually takes ownership. I think it's an incredible way of creating an employee and employers who invest themselves in the company because the company is investing in them.

Yeah, so in that case, I think the main issue I have with the Zappos thing is giving Giving 1 month seems very short to me because you're not adding that training period and mentorship period. Especially when we're dealing with lots of different personality types, which we all know exist, it very much seems like a one-size-fits-all. Be our model or leave. What are your thoughts about that?

I think you're right. I think the 1 month is quick. That's a quick turnaround time. And maybe some more education and some help facilitating and enabling that shift, that move to take place.

Yeah, yeah. And I guess moving off of that, what would you suggest that a company do in order to help an employee— this gets back to my earlier question. Right, help an employee be able to feel that greater sense of empowerment. You kind of talked about that, but let's take the Zappos example.

Well, how you empower anyone, you would empower your employee the same way with giving them the sense that what they're doing matters, that they are making a difference, and that the company is investing into them as much as they're investing themselves in the company. I think people work harder when they know there's a future. Right? And when they realize that they're doing something that's actually getting them someplace else, they don't want to feel stagnant. And you will have a much more engaged employee if, if you're empowering your employee to make decisions, to have an impact on the workspace, to have an impact on the company, and giving voice to that employee so that they do have a voice to be able to either come to the company with something they think might work better. If there are issues within the company, which we all know there are, having that open dialogue, that open level of communication, and fostering— if a company can foster this culture or environment of innovation from within, because our best asset is our employees. I mean, they have— they are all bringing all kinds of talent to the table, and I find that most companies aren't tapping into that talent. And if you tap into an employee's talent, they have a greater sense of feeling connected to the company and empowered to bring the company somewhere positive. That's a great way to empower your employee.

Yeah, yeah, I completely agree. So we have another question. Here from— let me see. I'm sorry, I'm not getting your name here. But we have another question saying, should companies be broadcasting their philanthropic efforts?

For me, it's a great question, whoever asked that, because I don't think it's a should as much as you're wasting your time. Because if you broadcast your philanthropic message, Do any of us believe it anyway? I just think it's wasted time and effort and energy on the company's part to broadcast anyway. I think that if they want to pack the most powerful punch behind their philanthropic efforts, it's to begin to share and get human.

Applause! Bryan is muted at the moment.

A company needs to show us You know, why they're involved in it. So they have to show us why they're involved in it so that we will believe that socially responsible philanthropic message they're putting out there. And we don't believe it unless they're engaging in a communication about it with us and we know that it's important to them and it weaves back into the company's overall

Yeah, I completely agree. I think it has to be that 360 holistic approach. I love, for example, Ben& Jerry's. I feel like they're a great example of that, right? Because their missions and their goals, everything just plugs together. And so if you see them in the news, saying, okay, we're taking this stance against GMOs, you look and go, well, yes you are. I completely believe that. I would also say you see that within— it relates to that influencer question too. As you get people on board, they're broadcasting your message, etc. One question I have, and by the way, that was from Karen. That initial question is from Karen. Great question, Karen. So question I personally have, let's bring this into the world of social. So what's the role of social in mindfulness? I feel like at some point it would actually kind of collide since we multitask and all of that.

Oh gosh, I love that question. You don't know how much I love that question. I think it's an incredible way to bring in that mindfulness. I mean, can you imagine if when we logged on to our Twitter or Facebook or looked at Instagram that we were bombarded with mindfulness? And that is, you have a greater ability to genuinely and authentically connect with people through the social streams. If your message, if what you're putting out there is incredibly mindful, if you're thinking about what you're saying, why are you saying it, what's the purpose in your message. And even if, and this brings me to the next step, even if say you automated some messages. If you automate messages but your message is clear with your vision and your mission and your goals and who you are and what your values are, whether as an individual or company. if your messages are in alignment with that, what it allows you to do is it allows you to begin to attract to you people who vibrate with that message, who resonate with that message, and it begins to cultivate a space to have conversation going on in real time. So on social media, it's always thinking about whether you're a company, thinking about your brand, and if you're an individual, thinking about your personal brand, it's the same thing. Are your messages in alignment with your values and your overall mission and vision and goals? And yes, you can be really present even if you have to multitask, even if we're sitting here tweeting. If I'm tweeting and I'm responding to people and I'm still here with you, when I'm responding to someone and I'm here with you, it's all the same. We're together on this thing. We're all together on this H2H show talking about an incredible topic. This is an incredibly important topic and we're present with it. I think we can multitask and be present. At the very least, you can say, I'm here and I'm tweeting and I'm talking and I'm here now with you.

Right, right. I like that. You can have, especially in a chat, you're very focused, you're very present and there's that conversation. That's what I always tell people. Especially with that, you have amazing conversations. Bryan, you're back with us. We're having some tech issues.

Yes, I've been a little quiet because my headphones were not working. Hopefully that sounds okay and everything's good now. I'm curious, where do you see the next— I know you're staying in the moment and you are Present. Let's say you're present 2 years from now. Where do you see yourself? What's coming for you?

Gosh, I do think you can remain present and still make plans for the future. I mean, we're human beings. We have to do that. So being present and also thinking about what would I like to experience in the future. What I'm doing is I am shifting into doing more online courses because as was brought up here, it's like, okay, Tamara, that's great and all, but how do I do it? I feel and resonate with that because it's really important to know how do I do this. Instead of making people have to get on an airplane and travel to a conference or a convention to hear me speak on stage somewhere to learn how, is putting out these online courses so that anywhere, anyplace, anyhow, anyone can get on the computer and learn some of these techniques and really shift their relationships, whether they be business or personal, from a place of suffering and shift it into a place of sensational. Mm-hmm. That's what's on the table for me, is making more of this available to people in an easier format so they can access it from home.

That's great. I think that's— so you're going to go— you are going global with this.

Yeah, absolutely.

And is there anything that you have— we were talking before we got on that you were doing something around mobile. that you wanted to share with everybody?

Yes, actually I have a game going that will launch on May 1st, and it's kind of a contest game, but really I'm just asking people, I really want to know from people their genuine feelings, their experience with this whole debate, this whole struggle around work-life satisfaction, work-life balance. I'm just going to do a game. Whoever wins by May 31st, I'll have all the data in. Whoever has the most points will win my first online course for free, which is due out in about a month. The game, how you can access it, is if you go to my website, TamaraMcLeary.com, and the game will be on there. If you go to TamaraMcLeary.com, and I think it's Backslash, oh forward slash game. So tamramcclary.com/game, and if you play the game, it's just a couple of questions to answer. But the more you answer it, the better it is for me to just collect the data, and it won't be shared with anyone. It's just for me, and then it does allow you and I to be connected because then I can text you and. and ask you how you're doing and what you thought about the quiz, the game. At the end of it, if you shared, the more you share, the more points you acquire. Whoever wins by May 31st, I'm going to give them my course for free.

Wow, I am on. I can't wait to try it out. I love gamification.

I

would be all over it.

I'm so honored. It's just me. I put this game together, so it's not like there's some big giant company with Oz behind the curtain who's collecting this data. It's me because I really care about this subject. I want to know what my friends, my people that I'm connected with on social media, I want to know people who connect with me. I want to know what you think. I want to know what you think because it helps me to be better at communicating things that are going to be helpful if I don't guess about what you think, but instead I know more about what you think.

Absolutely.

So we have

our

final question.

Sorry. Our final question is from Alan. He wants to know, how do you document, disseminate, instill the culture of vision throughout an organization?

That's such a good question, and I think how you do it is first of all you get the company clear on what that vision is, and when you get that clear, how you document that is you have them actually write out what their vision is, but then how you get that vision alive, breathing and living, and how you extract it out into every single employee. Employee that you have is through communication with the employees. So whether or not you're structuring— I mean, how I like to do it is I have breakdown those employees into smaller groups and have that discussion about this is the company's vision, this is the company's mission, this is what we want to get to, these are the goals, and begin to make those folks feel empowered and a part of that whole process. So they know every single employee in your organization, if they can't say what the vision is of the company, that's a problem, right? So the goal at the end would be communicating it out and having fun exercises and things to do with the employees. That's what I like to do. I like to get teams together. I like to get people playing together. I like— to have them communicating together so that everybody not only knows the vision, but it's not because they read the vision. Oh, this is the company's vision. No, we want them to feel the vision, experience the vision, be on fire with the vision and a part of that vision. And so they not only can tell you what that vision is, but it is their vision too.

Man, we could sit here and talk to you all day, but unfortunately we're running out of time. And so I would appreciate it if everybody on the Twitter chat would continue asking their questions, because I'm sure she'd love to stick around and answer those questions.

I'll answer.

Awesome. As will we. And so thank you so much. We really appreciate you being here and spending time with us today. And this has been, as you'll see on the tweet chat if you haven't already, it's been ticker just kind of going like this. So you're going to hopefully enjoy that. And again, we wanted to thank our partners, our sponsors who helped to support us today. Again, they are MasterCard, Cisco, Freshdesk, Mutual Mind, and Flutive, HootSuite, Speakeasy, and Cox Communications. Thank you guys so much, and again, wonderful audience. You guys were great. We enjoyed your questions, and we will see you next week on Monday at noon Pacific Standard Time. Cheers.

Thank you.