E111: Lizzy Morris – Focus on WE (Willing and Enabled)

Kayana Singing  00:02

Let's talk about it. talk, talk, talk. Lets go deep. We all have something to share. KnolShare with Dr. Dave

 

Dr. Dave  00:12

All righty then Lizzie Morris, let me start with Welcome to the knowledge share with Dr. DE podcast. You know, I am grateful for your generous contributions to my journey. You know your willingness to be a keynote at the Agile for humanity conferences, such a testament to your gift of lifting others up. Also just for the work that you do as a learning facilitator, helping people learn how to apply agility globally. So hey, Lizzie, welcome. Glad that you're here.

 

Lizzie  00:46

I do. Thank you. Thank you. Thank you for the wonderful welcome. It's always nice to be a part of something where somebody is doing more, because you know, doing more reaching more hands here hands that's like, whoa, yes, yes, definitely want to be a part in supporting that. Because it's it's important, right? We come together as a mosaic of different experiences, different thoughts, different things, challenges, like this is something that you'll go with and go dig into that. And that might not appeal to me or not appeal to somebody else. But then somebody else feels oh, I want to dig into that. When it comes together. It forms a school rate, mosaic of knowledge that everybody can pull from and be uplifted from and that's the point. It's serving everybody. But we all bring something unique to the table set about promoting that uniqueness.

 

Dr. Dave  01:36

Yes, yes, for sure. So I can't wait to hear what you have to share about building a culture with a focus on we willing and enabled. So let's talk about how can leaders create a culture of we're willing and enabled in their teams? What are your experience with that?

 

Lizzie  01:54

It's so funny, I was planning to write an article later today, right? Because I read something on LinkedIn, that's sparked a thought and it was this, a retired leader said, you know, they're kind of fed up of all this stuff, everybody's putting on LinkedIn, about leadership. Because in reality, leaders really don't have the ability to change much. And I thought, so many organizations give people a title, with leadership connotations involved, right? To the title, but don't give them the power. So yes, it's great for the bank account. Because if you get into a leadership role, you know, when you get the progressions and pay raises, etc, you get into another pay bracket. But if you're never empowered to truly ever lead and change anything, what does that do to your morale? And how does that empower you to lead others? Because if your model is a model of its title, but it's not anything that can move anything or anybody, you're not going to be motivated to be a leader, who, you know, inspires people to dream. And imagine, because your world has some very stark realities in it that hold you here. Right. So it makes me think when I think about leadership today, there has to be some conversations, and some things that are sparked in boardrooms. And the reason why I say boardrooms is because for most organizations, it's a board that controls a C suite. And then the C suite then acts out the things that have been commissioned to do by a board. So if the board rooms are not seeing the need for a new dimension of leadership that is truly empowered, versus being dictated to, it won't shift anything. And so I think our challenge there is, we must spark board everywhere, and C suites to go back to their boards, and say, This is the world today. And this is what people need. And if we want to have great talent, or grow and nurture, and evolve great talent, this is what we need to be able to do. So set us free. That's my thoughts on that.

 

Dr. Dave  04:22

You know, that's an excellent thought in terms of, you know, some of the limitations that could take place for leaders creating this culture for their teams for so that we could have this focus on we but let's talk about strategies. Are there some strategies or approaches that leaders can employ, to cultivate a sense of willingness in their teams, and just ensuring members are not just compliant but genuinely committed to the work that we have to do?

 

Lizzie  04:56

There's something I've been utilizing with some People in coaching at the moment, can I call it the four C's? Right? It started as three C's. But just in conversation, I'm like, Okay, we got to put this forth. See, the fourth C is challenge. And why that's there is the idea of what do we need to challenge ourselves to become, or to do or to stop? Right. That's where the challenge piece comes in. But the other three C's are connection. I think what we have got to demonstrate as leaders to our teams is that we are connected. Because when I connect with you, then you are seeing this human side of me, I'm acknowledging your humanity. And you're seeing that I'm here with you, we've made a connection, right. And I think, I think that's so vital. You got to connect with your team, if you are here, and your team is here, you're not even going to begin to get what it is you would like to get, because they're not going to volunteer their skills, they'll give you just enough that is being demanded or commanded of them. Right. The second C is collaboration. Now why the second C is collaboration is when you really collaborate, you are really listening. It's not brainstorming. And it's similar, but it's different. Brainstorming is I've got this, I've got this, everybody's throwing stuff. But when we collaborate, we're taking something and together, we're organizing our thoughts around this thing to bring together and harmony that we can use as a result of all our mass genius, right? So collaboration is really important. And if you're going to collaborate, people have to be respecting each other. And there has to be that safety net space that I feel respected. So I can voice this, that you're going to hear it you're going to listen, and then we're going to collaborate around it. So that's the second see, right? The third one is communication. And I know it sounds like if you're going to collaborate, you're going to commit communication should absolutely happen. But many years ago, in my 20s, when I was going for contracts in the UK, I put together this formula, right? Saying communication equals message sent being message received within the same context in which it was sent. And it won't be the shoot contract. But I think that is still relevant today. What I'm saying to you, did you receive the package that I sent with the context that I sent it with? Or did you receive the package, but not the context. So if you didn't receive the context, although it's language and per se word, you would understand, you will hear it differently from how I sent it to you. And in hearing it differently, you'll have either a reaction or response, but it won't be the response or reaction that I need, because that wasn't the message that I sent. So communication, we've really got to dig deep into communication, to make sure Okay, when you say this, how do you want it to be received? What's the context that they should have around it, when they receive it, and work to craft our language to achieve that? Because if you don't get the communication, right, you can't get what I call the dance if the communication to happen, right? Because nobody knows the rhythm that we're on. So then it's not a dance, if you remember, watch people on the dance floor who aren't blessed with rhythm. Right? They're hearing the music, okay, they're hearing it, and they're having a good time. And they're with you. Like, they just don't got rhythm. So we just look so awkward. It's not the great optics of the world, when you've got somebody with rhythm and somebody's not with the rhythm, and the optics are not great. So when you think about that, teams have got to think about the optics to other teams and to the organization at large. And leaders have definitely got to hold that because their optics, right? So it's important to get communication, right? So that you get the dance happening and everybody's flowing in rhythm. So the optics look right, as well as the outputs. Does that make sense?

 

Dr. Dave  09:22

No, no, it makes sense. You know, in a break, bringing those C's together, the three C's or four C's, or you added the fourth and really being able to share and show them having that willingness to show out into the rest of their community or organization. Just how do we work well together?

 

Lizzie  09:44

Because it's humans, right? And, and some people get offended if you call people, your family or call where people your family. But I think the reason why a lot of people lean into saying family is because you think about family dynamics. Yeah. Right. Because in the dynamics of a family, you've got really strong people, these are people not so strong, let's just go with notice follow, you've got times when people aren't talking to each other. So then when you think about family dynamics, there's always somebody in the family who's a peacemaker, they come in to bring everybody back together. So I think that's the reason why so many people look at families, look at their teams and call them their families. And when you think about how much time we spend working, we have to spend more time with our work colleagues, than you even do your biological and the people in your world for you classifies family members. So if you think about here are people I'm going to spend most of my year with? Sound, that's what he was saying life just say most of my year, right. So here's a bunch of people I'm gonna spend most of my year with, when I'm sick when I'm not sick when I'm coming down with something. Because you know, there's times you're coming down with something, acknowledge that you're sick yet, right times when I'm coming down with things, times when the rest of my world, my ecosystem, my relationships outside of work, my finances, my health, my dreams, other things could be challenged around me. But in that year, these people are going to see me at my best and my own best. So if we've got humans that you want to spend so much time with, and the idea of spending this time with humans is to produce something, an outcome that's valuable that you can make profits on, why not invest? In making that relationship work? Why not invest time in making that environment work for those people? Because it's so much time? You know, instead of your idea. A box you're like, you're like, you're homeless person, and you just got a box. And, okay, it's a box, you hear that sometimes the way we treat the work environment. We're not considering that all these humans will come spend all this time together this year. What can we do to facilitate that? As a leader, what can I do to facilitate this? So it's the best possible that it could be for all of them, considering all the many dynamics that are going to happen to them to out this year? And I'm wanting this great outcome? What do I do?

 

Dr. Dave  12:14

So that's, that's a great leeway into talking about enablement. You know, we're talking about what resources training on and or invert environmental factors are essential for assuring a team feels fully enabled to tackle challenges, because it's not just willingness, but it's also enablement. How do we bring that in? As a core example as a leader to help move things along? And make things better?

 

Lizzie  12:43

Yeah, I mean, I'm thinking about your program, right? Generative leadership, to thrive in the modules that you've put together? Because I think one of the things a leader has to admit and be okay with, you don't have to have all the answers. Nobody's saying you're a bad leader, if you don't have these answers, and you can't solve for what I'm talking about. Nobody's saying you have to solve for it. But what you want to do is be a facilitator of the solution. Right, so go hunt, or talk to people about hunting to find these things, because I have all these humans, and I don't know how to deal with all of them. I know what I've been commissioned to do, and I'm good at what I have been commissioned to do. I'm good at thinking strategically, but strategy around making humans work well together. It's not something I've dedicated time to. And it's not something that industry, globally, has really put time in to give leaders do you know what I mean? The idea of a leader is that you can either command leadership, and command respect, so people follow you, and you have results. And because you've had results before people follow you and believe you'll do it again. But the environments you've done it before, and now, what the environments are like now, because the world and COVID has gone to forever be for us for many generations, the thing that we refer back to right, because COVID did this big red stop to the world boom, not just to a nationality, not just to a group of people, but to the world. It said, You are all humans and you don't have an answer for everything. So what is the most important thing that you can focus in on? And what everybody focused in on was people they care about? That's what they did in COVID. Right? And then what can I do to create an environment that allows the people I care about to be okay, and to be safe, and what can I do for me, that enables me to be okay, so I can help my people to be okay. It was that priority order that people went to. So forever the world has been touched by this. So leadership has to shift to acknowledge the workers you have today are not always going to be the workers you have tomorrow. So the company that you're building today and the culture you're Building today has got to be able to sustain the workers that will come. Because the workers like you and me, those older are getting ready to leave. Right? Because of our ages. So it's a new workforce that's coming in, what will this workforce need to be able to thrive and to produce for you the way you want things to be produced very different from our era. So it's okay to say, I don't know how to prepare for that. And get

 

Dr. Dave  15:36

and that is so true. If we wanted to look at from your perspective, you know, how do willingness and enablement differ yet complement each other in the context of Team resilience and leadership, which is a very interesting thing. I've tried to battle these two different things, and getting them to work together. And really understanding that there's a difference between those who are willing, and those who weren't, are enabled. And then when you put two of them together, ah, something new and beautiful,

 

Lizzie  16:13

something amazing that comes together, because we need the willingness I want to I choose to, I will do this. But we need the skill set the techniques, the how tos, right, which is that enablement, so you need to be enabled to do it. And if you don't have the techniques, and you don't have the skill set, then you've got to be able to get it from somewhere. So combining now I'm willing, willingness to start willing is the start, because I can have tools and not be willing to share them with you. And not be willing to let you into that knowledge and just act like I don't even know it. Right. But like you said, bringing those two together and marrying them. Now we've got strength. You know, because that willingness allows us to say we it might be hard, it might be difficult, we may have a little bit of curve to go through, but we're going to go through it. And then we've got the enablement that comes with that now. Because we've been willing, we've gotten we dig, we go, we learn, we discovery research. And then we find here's now offering to the workplace that we can bring. So it's important for the both to be combined, because we're very good at looking at the enablement will go send you to this course go get this certification, go learn this stuff. So now you've been in abled with knowledge, and then skip the wheeling pot. Right. And then you got sorry, go ahead.

 

Dr. Dave  17:48

No, no, I was just gonna say, yeah, it's extremely important to have bolt working well together. But when we look at it from a leadership perspective, right, in your experience, you know, what are common barriers or misconceptions leaders might encounter? When implementing, you know, this kind of like we way of working or framework, you know, and how might they overcome those. So you know, it's really not a simple while the enablement part may be simple, but doing both together, it's really difficult, in my opinion.

 

Lizzie  18:21

I think you're right, because one of the things leaders have to be prepared to do is to unravel themselves as a leader. And what I mean by that is, the leader that we are, is based on the leadership we've been exposed to. Right, and also based on the leadership that we've modeled, whether intentionally or unintentionally. So if I'm really wanting to be a willing leader that is going to make an environment great. So that people aren't able to do, I've really got to take some time out and work on myself. And that's the thing that we don't often call out to leaders. Right? Yeah. We I mean, how often do you hear that? There are some organizations who are really big on that, though, don't get me wrong. So like when they hired leaders in at certain levels, they hired them personal coaches, right. So they hire them a life coach. They hire them, a thinking coach, and they do these things because they understand that they have got to support the human within this role. And the human comes with things and we all do, right. There is so much Korea trauma that exists in our workplaces that we don't deal with. And so then they deal with us, and they sneak up on us, and they can cause us to damage others even when we don't want to. So it's important for leaders to do the work On unraveling their leadership and understanding who they are as a leader now, and what is the leader they're wanting to become that personal work has got to be done. It cannot be ignored. It's vital to the success of their legacy and their teams if they're serious, but some people will act like they're unflawed. And they're unscarred. Sometimes there are scars that are totally invisible to everybody else. Nobody can see those scars, but they still are scars.

 

Dr. Dave  20:38

They certainly are. And as you brought up the generative leadership to thrive course, you know, two topics that I cover in there is one is limiting belief. We all have those. And the second part is the Dunning Kruger effect, the biases that we have, right, so those are two very important topics that is discussed in that course have helped people to become aware of what they are. Yeah, yeah, it is totally, uh, you know, it really it is. So look, when we talk about, you know, the Wii way of working the willing and enabled way of working, you know, how does that feed in to the development of resilient teams and share an example, you know, where, you know, focus on willingness and enablement, you know, directly contributed to a team's resilience, you know, during some adversity, they may have account encountered.

 

Lizzie  21:44

You know, we certainly just come to bear like, most likely just recently, right? One of my colleagues have come down with COVID. Now, this particular colleague is a workaholic to the core, right? To the core, and his plan, oh, it has this amazing ability to have his hands in everything, and always been aware of what's going on, like, just really good at that. And when he came down with it, he hit him hard. And so he wasn't able to, even when he, you know, he was still trying to come on line. And we're like, what are you doing here? Like, what do you do? Get off, go to bed. But it was the way the team swarmed around his stuff. To make sure there was nothing lacking. And did it with such willingness, because they know how much he always does it for everybody else. But just so how genuine he is about trying to be there for all the groups and make sure they have what they need and be that listening ear. He's just, it's so very genuine with it. It was beautiful to see everybody come around gods have their own schedules and things to fill those gaps. You know, discuss Okay, well, I can handle that I can handle that. It was beautiful to see that willingness. You know what I mean? Because you can be in teams where when somebody is sick, or they're not there, everybody just slips has to fall to the does. Yeah, but there was there wasn't that and it was beautiful. And I don't even know if he's, if he's analyzed, just how much of an effect and respect everybody has for him. And like, I mean, I just say respect, like, we often don't talk about the light. But that's true. Yeah. Yeah. What do you like the people you work with, you don't like is important, I need to like you, it makes a difference when you like the people you work with, makes the atmosphere so much more, makes it better. And when you are thinking about resilience. Resilience isn't something that although you can go to resilience training when people tried to give you the 12345 of how to be resilient, right? What has to understand the reason why resilience comes into play is because there has been some kind of drama that has happened, something triggered that something that's unexpected, and something that can cause people to go into fight or flight has happened. This is why we need resilience. Something hard is taking place is been introduced to our environment. And that's the part we don't tend to look at. Something hard has been introduced that we weren't expecting. What happens normally as a result of that. So understanding that that's what normally happens, preparing people like you would do for a fire drill. Do you know what I mean preparing people and I think that's the part that we're not great at. So then you don't get resilience to show up with intention, you're not only like we practice resiliency, so it's kind of like, you will have a fire drill. And we practice that if this alarm goes off, everybody needs it this part of the building or we do X, we need to kind of have some dry runs, to simulate to people, so they have examples of when they need to tap into resilience. Yeah, it's

 

Dr. Dave  25:24

yeah, you know, I was just interesting. Sorry for interrupting. Um, I was just thinking about something that I read about resilience today. And I was talking about three points up. One is perspective, the way we see things, the other is pivot, the ability to make change. And the last is purpose, really understanding. Why are we here? Why are we bonded together? Why are we working on this stuff? So if you could think of resilience in those three different themes per se? You know, that's another way that we could practice this though we have perspective, we have the ability to pivot and changes need be. Right. And that's that's agility. And we're also having a purpose. We know why, why we're here together as a team. So I thought that was pretty profound. That

 

Lizzie  26:14

something when you think about that could be practiced because you can give scenarios? Yeah. Right. So I can test this on you. If this happens, what will you pull on? Or what will you push away? And have those discussions facilitate those kinds of discussions with teams, so we can understand if our resilience muscle is strong enough?

 

Dr. Dave  26:36

Yeah. Yeah. And, you know, for us who will live in this adaptability world or agility world, you know, we practice that through an event called retrospectives. You know, that's one place that we could really test that and see if it's something that we really need to work on.

 

Lizzie  26:57

thinking I'm not throwing our away our retrospectives because retrospectives are awesome. A tool I use. Right? Yeah. I have How do you bring that topic into the retrospective? Yeah. So I mean, even aware that we need to be resilient. Otherwise, we're not where we need to be resilient. Nothing's really happened that's pulled recently on our resilience. So if we try to measure it, how would we do that? When it's not yet a topic? So maybe one of the things we need to put in topics of retrospectives is like a standard is how are we feeling on the resilience radar today? What spectrum do we think we have? Do we think if something really bad happened, that would be good? And we didn't know what we're going to do next? Would we be able to keep our purpose in mind? Or will the purposely you know, and do no, that's brilliant. I mean, I think it's, you know, now you brought that up. I'm just like, I think about retrospectives and our standard retrospectives tools. Right. Yeah. And concepts that we use. I don't see anything that we've got that, you know, that creates a space for resilience as such. So maybe

 

Dr. Dave  28:18

I'm so we, sorry for talking over? I'm so excited about this topic.

 

Lizzie  28:26

Like you're saying stuff, and I'm like, my mind is getting, I'm getting all these pictures. And I'm like, we could, you know, yeah,

 

Dr. Dave  28:35

I could just imagine, as the IE team event that you could bring this up as a topic right here. Like I just read about resilience in a very interesting way today. That's how you bring it in, it may not even it may come in before you even do a retrospective, it may just be something you do during the learning day. And that's some of the things that I believe leaders can do introduce some of these type of topics, as they're working with their teens.

 

Lizzie  29:07

You know, when you think if you are now to be given the opportunity, and somebody says to you, Dr. Dave, come in and lead our organization. So let's just say somebody throws at you, the CEO, you know, position in an organization. And let's give you an organization of 5000 people. Okay, so an organization of 5000 people, and a company that's been existing for, let's give it at least 15 years, which is almost a new company, but you know what I mean, right? Yeah. Would be your first five things that you would do in that kind of environment, given what you know, what you believe in? What will be those first five things?

 

Dr. Dave  29:55

Wow, that's a heavy question. So I mean, the very first thing that I think of about, you know, is really to learn more about the culture. And you know, that's where I would start is through inquiry. That would be the very first thing that, you know, I would want to know what's what's, what's really going on here. And really start to think about how do I really either augment what's really here amplify, right? Or what areas that we really need to work on. So I think of things of, you know, an organization being able to deliver value. So I think about, what about the happy contributing people and be people positive? We wanted to first things the second thing that I care about. The other thing that we care about is that, you know, are we satisfying our customers? Right? I mean, it's another aspect of it, I think about how do we build a thriving organization? Right, and so that's about four. And I don't know if they're going in any specific order, but to me, it's, it's Can we really build e generative culture, where we're giving life to people who are they're giving life to our customers given life to our products? In that context. So that's the way I would look at this. And obviously, there's many other structures and techniques that you can use to implement some of those things that I just enumerated. But But that's where I would approach it. And it's more from a perspective of, I need to learn, I need to ask, I need to, you know, learn more about people, and what's really important to them. Because to me, that's, that's, that's a critical aspect that I see with some leaders is that they have the Dunning Kruger effect going on and their bias, and they know everything. And that's not my stance, right.

 

Lizzie  31:59

I think it's interesting that you mentioned people in three types of dimensions as you were speaking, because you talked about people, the employees, right people, the customers, because they rank. And then people are spectators, for people looking on, kind of at the organization. And it's interesting to me more and more, as you look at, it doesn't matter what we say comes back to people. Yeah. So you're going to inquire and look at the culture, you're gonna look at, well, how do these people act with each other right now? Yet, it's the biggest struggle to get leaders to admit they're leading people, for the benefit of people, customers, benefit of community, more people. Rather than thinking to themselves, they're managing and leading resources.

 

Dr. Dave  33:05

Wow, that that's just the, you know, the military industrial, complex context that we have been trained in for many, many generations, right to start. And so I went to a conference, one just to share this with you. And there was a sticker that says, If you mean, people say, people is what the bumper sticker said, and the reason that that resonated with me is that oftentimes, as leaders, we want to talk about people as resources. People, not resources, money is a resource. People are people. And there's a distinction. And if we don't make that distinction, as leaders, this is really difficult for us to think about our own humanity and the individuals that we're leading and their humanity and some of the challenges that they're faced with.

 

Lizzie  33:57

Because people come with resources. Yes, that knowledge is a resource to you, their experience. Their ability to learn is a resource, they come resourced. And I think that's what that's the message that we have to get. We have to get better at, you know,

 

Dr. Dave  34:24

without a doubt.

 

Lizzie  34:26

Yeah, because you talk when we're talking about generative leadership, we can't be regenerating this old mindset.

 

Dr. Dave  34:33

Now, it's not regenerating is rebirth. So it's new life. New context, is the perspective of when we talk about being generative, right, it's being you know, it's not like, hey, let's take all these bad habits and keep doing it. No, no new life. New context right Yeah, so

 

Lizzie  35:02

second, I told you, because I just thought about, you know, when they have the people have what's it gonna have the guns and the guns give them like new cells, so whatever wasn't there, they could not grow back and it's new and better than but it takes the amputation or dismantling of the old? Yes. For the new? Yes,

 

Dr. Dave  35:29

yes, we Yeah. There has to be some some clearing, right. I mean, if you plant if you do any type of farming, there has to be clearing for you to go and plant new, you know, new crop for it to grow. Okay. So let's let's think of about, you know, as work and team dynamics evolve, what tips would you offer leaders to ensure their teams remain willing and enabled, thereby ensuring resilience in the face of uncertainty? Because that's where we are right, we have all of this uncertain stuff going on? So?

 

Lizzie  36:21

Honesty? Yeah. Honesty, you know, we talk in our world about transparency, right? You often say, but you have to be really realistic depends on what kind of organization that you're in. Transparency on goes this far, you got to be transparent to this, this this, this, you know, we give those caveats. But I think honesty is where the power is going to lie. Because if I can be honest with you about this is where it is. I'm not going to soup it up and put fanfare on it. This is where it is. But I'm hopeful that now that we know where it is, we can begin to think well, what can we do? Now, what should we do? There's a difference. Because should can be something that's been dictated, because other people have viewed it and not seen everything. So they've said you should be doing X. But we who are in it, we who are the team together. And when I say team, I'm including the leader, and I want to make sure I say that. So we as a team, we're coming together. If we are honest, we can find what can we do. Right, and then we can find where is that place that we can stretch to. So now we need to get some knowledge, we need to get some understanding. But if you start with honesty, you leave room for hope. And when hope comes in, you're definitely going to have resilience that will build because it's like a natural thing that hope brings with it. So you don't even have to strategize around it. Because hope just brings it into play. And we begin to there's, we begin to feel we can and you know, when you have that amplified by three or four other people, and they feel that too, anything's possible. So we start with we can, and then what will emerge is things that we hadn't thought we could do, will now become things we can do next. So I think it's I think honesty is where it's got

 

Dr. Dave  38:44

you know, that is is a great place to lean in from, you know, and become that that comes from the heart and from from the Spirit. So that is so critical for leaders to be able to just level with people. Yeah, just level with people. So, what would you like to leave in our listeners with a, you know, a word of inspiration? Someplace for them that someplace for them to go? As human beings.

 

Lizzie  39:22

I feel like I feel like that has been great. We taught it feels so heavy. It feels so heavy. And I'm like, Oh my gosh, this feels so heavy. I can one of the things I wanted to say is you still need a happy environment where people can laugh. Yes, right. They peep you've got to be able to laugh. Because there's just so many things like this topic can be so heavy of a topic that you've got to be able to have some humor with this. This has got to be sprinkled with a whole bunch of crazy jokes, with some old Characters shipped, you know, we got to kind of put some humor on this because otherwise you'd be so depressed by what's coming. Because you don't know what's coming in that sense of shorty is gone. But if you can get a group of people together, you can laugh. And if you want another funny person, because like, I'm not a funny person, I got a good laugh, but I didn't know that moneybags. Right, but bring some funny people in, you know, share some jokes from YouTube, you know, an area where people can laugh. because laughter is healing to the soul. And when we're dealing with humans, oh my gosh, with all the things that go wrong, there's gotta be some healing that's around. And the way we can bring healing into a work atmosphere is through laughter. So we've got to laugh. We've got to be able to laugh at ourselves. First. quirkiness about us the odd way we look at things, you know, stuff that we say and, and so then, humor does. It is so much. So if we want resilience, and we want honesty, and we want generative growth, we've got to bring some humor.

 

Dr. Dave  41:15

I concur. I agree. 100%.

 

Lizzie  41:19

And yeah, ladies, bring in humor, please bring some humor in. We gotta do that.

 

Dr. Dave  41:27

Yeah, and one of the, you know, the the generative agile leadership, or generative leadership tenets. Number eight. The last one is fun, and joy. So it completely aligns with what you're saying is that, you know, so willing and enabled and focusing on Wi Fi is important, but you need to have some fun and joy in there.

 

Lizzie  41:52

It's like, finding all year with all these people, for all these hours. Oh my gosh, you gotta be you gotta be you gotta gotta be able to laugh. So that's if there's one thought I want to leave with everybody is half don't, don't let go of left. Right, I

 

Dr. Dave  42:14

completely agree.

 

Lizzie  42:16

Don't do it. Don't let anything take that away. So make a point of being deliberate about laughter. You know, be deliberate about it. So there's always a space. There's always room made for joy. And laughter so that one can emerge. You know, cuz everybody knows, we can have a good laugh.

 

Dr. Dave  42:40

Yes, yes. Oh, really? Nothing. Nothing like it. Nothing like it. So Lizzie, let's see. Morris, thank you so much for coming on the knowledge share with Dr. Dave podcast. Yeah, I mean, I always have such a great conversation with you. So I'm always excited to, you know, have this time with you to share knowledge and experiences. So. So thank you so much.

 

Lizzie  43:08

Welcome. And I look forward to us, you know, you bringing this topic out? And just being able to sit down with lots of minds and just really dig in, you know, what I mean? Really, kind of, yes, I'm saying really collaborate around it. Because it's a sure so much in this, you know, and I'm excited that you're bringing this podcast to the world and all the things that will happen as a result of it. Because this is, this is what we need. You know, what? Yes, we have a past whether it was great or bad or indifferent. But the hope is we have a future. Right? And generative leadership is about tomorrow. It's about the future that we do have. So hooray. You know, there is a future coming that we haven't yet got to that can be better than where we are right now. But without each other.

 

Dr. Dave  44:05

We need to do this together.

 

Lizzie  44:08

Or do we need to do this together? That's the message to leave everybody with, you know, take another look at your team's leaders. Take another look at yourself. And think about okay, if we go, let's do let's start new. Let's take on a new product and just start over. It's okay. You know, as long as you've got life and as long as you've got a brain, right, because life and bringing you the two movement together, right? If you've got those two going, I always believe it's possible for you to make your next best move. And so that's what I encourage everybody to do, make your next best move. And can I do a plug

 

Dr. Dave  44:55

just to a plug before we close.

 

Lizzie  44:58

I want to tell everybody about the company As we're doing the gratitude attitude, and we're doing a live conference, the 17th to the 19th of November in Dallas, and you can register on next best move.com. And next with an X not not an E. So just X move, next best move because we believe that when you're moving forward, you X out all the things that have already happened into your next best move. Right? So we're bringing together leaders, people from the HR world and change people, people don't change, an organizational change to discuss things like generativity leadership, you know, what is next on the menu? What do we have to start doing so that the world of work looks different? And it's a place where you enjoy being for so many hours out of the day? What can we do to make that better, so please check it out. Check them out on LinkedIn, you'll see ads about it. Center doctrinal here, we'll be sharing doing a workshop on generative leadership, because this is awesome stuff. We want everybody to make their next best move and generative leadership is definitely an expert move for leaders and organizations everywhere. So thank you again for having me. Thanks for making me make my blog.

 

Dr. Dave  46:10

Thank you so much for sharing that. So you know, let me just wrap up and say you know, this is a wrap for another insightful episode of the nostril with Dr. Dave podcast. Just remember your agility journey is a series of learning opportunities and leadership is a continuous process of growth and adopt tation right, so stay tuned for our next episode where we will dive into not only the importance of trust, you know, and how we achieve our goals. And so trust is an essential effective leadership. So build trust with your team and encourage them to take ownership of their work. So until next time, keep leading with a focus on we willing and enabled and may your leadership journey be filled with inspiration and positive impact. Thank you. That's a good way to go out.

 

Lizzie  47:09

Amen to that. Like that we willing and enabled. That's it.

 

Kayana Singing  47:14

Let's talk about it. talk, talk, talk. Lets go deep. We all have something to share. KnolShare with Dr. Dave