How Leaders Think with Kenny Lange

Welcome to the How Leaders Think podcast, the show that transforms you

by renewing your mind and giving you new ways to think. I am your host,

Kenny Lang, and with me today is Bill Green. He

is the founder and principal of Affect with an A

Advisors. He is obsessed with affecting the potential of

people to do great things together. He's a founding actuator of the

culture fix, a certified system and Soul Coach and Predictive

Index Partner. He's also a certified facilitator of the six

types of working genius, so he knows his stuff.

Bill's primary aim is to inspire people to thrive authentically and

to find the freedom to do more of what they love. By guiding leaders to

convert their company core values into better business bets, bill

helps leaders energize their teams to win without

them. Welcome to the show, Bill. Hey, Kenny. Thanks for having

me. Well, Bill, as we start

every podcast episode, tell us what is on your

mind. Well,

in short, I think it's how powerful it can be

these days, especially leading with values.

It's such a catchphrase. Core values, something comes up all the time. But I

was looking at some notes from a recent series

of interviews that I did with the client, and one of the quotes I jotted

down that really, really resonated with me and it's kind of topical for our

conversation today is, and I quote, I don't want to just feel like I

know how to perform to belong. I want to feel like I can be exactly

who I am and still belong. That's very different.

And that really struck me as how important it is for people to feel like

what they do every day matters and that leaders understand

that people in their organizations want good stuff too. It's just their

job to help them get there, for sure.

That's a powerful, powerful quote, and one I

think everybody should pause for a minute, hit pause on the podcast, we'll be here

when you get back, and just chew on that for a hot minute.

But hearing a quote like that and some of what you're

saying means that there's a different way of

thinking or at least a different experience out there that's being

perpetrated feels like a strong word because it feels like it's

intentional. But what are you seeing in

your years of coaching and all the sessions you've run? That the current thinking, the

prevailing wisdom in leading in such a way that might

provoke that sort of quote you just read.

Yeah, I appreciate that. I think historically, the idea

of mission, vision, values, even

goals tends to happen at the leadership team level.

Maybe it's a few people in the room who are responsible for guiding the direction

of the company, and maybe they even do seek input in some form or another

to kind of develop that strategy. But in the end, I think with the

prevailing thinking that might create that sort of divide is that when it

comes to the blocking and tackling the I like to call it operationalizing

culture it breaks down between what? The strategy and the

leadership team is doing behind closed doors in a boardroom or maybe at a retreat,

and how the people feel when they're actually being expected to execute.

So I think the prevailing thinking is that if we

tell them what we want or if I explain the

vision, that everyone's just going to get it and follow along. And too often

we know that's not the case because that gap that exists brings quotes

like that from people who are out there every day trying to show up and

be their best, but maybe falling a little bit short.

Right? That reminds me of a quote

a pastor friend of mine would say is told don't

mean taught, right? And it just stuck with me.

And so what I feel like I hear you saying is most senior

leadership teams, they're well intentioned in setting the

values. Let's say they did the actual effort. They didn't just

pick honesty and integrity, right?

It's like, you better be honest and have some integrity or you have no right

to be here. But they pick some great core values. They get all excited,

they've been marinating on them for months and they have some sort

of announcement and that's about where they

stop. But their expectation is that

they've internalized those values the same way they

have. Is that fair to say? Yeah. I think,

as you said a minute ago, maybe the values that the leadership team

arrives at are aspirational in nature. Maybe they're even, as

Lincione would say, pay to play the idea that every

organization probably should have integrity as a core value. But what

it actually shows up as day to day in your

business needs to be something that people can kind of get behind.

And I think what I've experienced and where I really like to spend my time

is helping to understand what makes a person like the one

I quoted at the beginning of our time here today feel the way they

do and why the leadership doesn't understand and

appreciate that that feeling is prevalent.

Because when that gap occurs, those values, no matter how good they

are or off they may be, don't get really dealt with. They get thrown

up on the wall. Maybe there's a really cool poster or back in the day,

the successories golf course poster and

motivation or something. And there's ways that you sort of merchandise

feeling. But until you really reach down deep into the organization and

ask people, hey, is this making sense? Can you show me what it looks

like when this value is being lived? Do you feel like these are right? Are

you the right kind of person for this organization? Are we the right kind of

organization for you? Those conversations need to be had. Otherwise we

are just kind of pretending our way through it and just baking it till we

make it right. So two questions come up for me

in that is, number one, what have

you seen prevent or what's

holding back the senior leaders from diving deep in the

organization, like you said, to really find out if the values are

resonating, are they lived? Are they clear? Are they understood so that

the people can internalize them? And I would

think, yeah, so let's start there. What's

with keeping those conversations from happening? Because you could say,

well, just go talk to your people. But if

it was just that easy, it's like we'll just sell more than

your expenses are and you'll have a successful business, right? Like that's an

oversimplification. So what's holding people back?

It's funny. What I found, Kenny, is it is really as simple

as you just said. It's a commitment to saying, you know what? I know

we're busy. I know our quarter isn't on track. I know we've

got some ground to make up or we're launching a new software system or whatever

it may be. The busyness of business doesn't stop

because you want to go talk to your people. But I think as simple

as it should be, it isn't. Because

in the end, we're too busy trying to do the things that we do in

our business without really intentionally placing the notion of

leading with values, engaging with your people,

asking them, how are you feeling? How is it going? What does it

feel like to work here? Do you feel like when we say, we are this,

we're actually doing that, and so forth? It's the dialogue. It doesn't have to

be instead of the busyness of the business, it just has to be

integrated into it. And I think what's really preventing it,

as simple as it is, in my experience, in my own observation, is a commitment

and a prioritization to make those conversations as

important as any discussion about the balance sheet or

operational procedure or what have you got? You. So you

see in a lot of leaders mind, it's not floating on the same plane

as those other things that have become just baked in. They're

disciplined in them and that discipline doesn't

exist there yet. And that takes some measure of

intention. I mean, you go through like the levels of learning, right?

They may see the need, but it takes so much energy on top

of what they feel is already a jam packed schedule to just go

ask those great questions that you just laid out,

right? So on different

ends of the spectrum, what sort of damage

is maybe that lack of intention or discipline

doing in an organization? Sort of like,

at best we're unclear, at

worst, everybody wants to quit or something like that. But

where do you see in that spectrum, what kind of damage is this doing? Because

I have a feeling that if a leader is listening to this right now and

they're going, yeah, that probably is important, Bill,

you're right. But really, if I don't do it,

what's the harm? So I guess what's the harm?

Yeah, that's a great question. Well, the US Surgeon General actually

recently, about a year ago, a little less than a year ago, released a report

on the importance of well being in the workplace. And really

it's reached an epidemic proportion in the US where actually

coming out of COVID there's been so much core light cast on

employee wellness and mental health in the workplace because of all

the turmoil that we went through with work from home. Am I going to have

a job? Should I be working? Can I be working? And as the dust begins

to settle and it's still really settling, I think what

this report and the Surgeon General's work has done is

said, well, what's happening that we didn't know before COVID that we

now know because we've been forced to look under the hood a little bit core

and here's something to think about. This kind of answers your question, at least indirectly

in this work that the US Surgeon General did. They surveyed

about 1500 US adult workers. 76% of the

respondents surveyed said they had at least one mental health issue that they were dealing

with at work. Maybe it was anxiety, depression, you name

it. 84% of the respondents said that their mental health

condition was caused by their job.

Wow. So if you're going to work every day and

you're having mental health issues either exacerbated or

created by the work you do and nobody who's leading the

organization for whatever reason, in whatever direction, is asking

you how you're doing, how you're feeling, how can I help you? Is

this the right place for you? Are we doing the right things for you? The

problem is a heck of a lot worse than just lack

of productivity, efficiency,

retention attrition turnover. It

could end up having costly outcomes in terms of

financial expenses, in terms of health care and things like that,

but also just employee wellness and God forbid, what might happen when those people come

home from work. So we don't even know necessarily how bad it could be, but

it shows up in my team doesn't follow the

direction, they don't do what they say they're going to do. They're running to the

door at 05:00, they can't wait for Friday, they call in sick, blah blah

blah. So there's ways that we can see it manifest day to day on the

surface, but what's below the surface is far more insidious.

How so? If you haven't been scared straight yet,

hopefully that helps.

You're deeply affecting other people, right? Nothing we

do or say as humans doesn't affect the other

humans. We're around right at the most basic level.

But when you have a power dynamic

where if you're the senior leader you hold a

disproportionate amount of power in a relationship, then even

small things you do or don't do have a great

impact on the people you lead. Right. And

maybe what I'm hearing you saying is part of the discipline of just

incorporating it as a thing to do, but it also sounds

like it might need to be feeling the weight of responsibility

you have as a leader. Is that

accurate? Yeah, I think that's a good way to put it. And I think

as a leader, it's less about making people feel the way we

feel and more about understanding how they feel

so that we can create a connection that may not exist, that may be

fractured or that may be inconsistent. When the boss

is around, when we get feedback during our annual review,

when we do something well and we get recognized, there's this feeling of

connection. And all the dopamine rush and the way that we feel about

doing good work kind of serves as a temporary

fix for us. But how do we create environments as leaders where people feel

that connection all the time, including when they're getting

constructive feedback, when they're being held accountable, when there's

clarity of expectations, they're given the

autonomy to do the work they're expected to do. They're being held

accountable for results and rewarded when they deliver them

and coached when they don't. So it doesn't have to

be something that we do, especially for

some particular problem or on Thursdays or Fridays when we get to

wear jeans to work or whatever. It's something that should be just as much a

part of your business operations as anything you do at your core.

And Kenny, I think the thing that I'm fascinated by this because

of what I love to do, but the Harvard University study that's been going

on for 85 some years on happiness continues

to show that the thing that contributes most to people's happiness in

life, not just at work, but in life, is a strong sense of

connection. And despite all of the other interesting

insights that have been gained from this research, if people feel connected,

ultimately they're better. In fact, Gallup recently

released some data that I saw the other day, and because I'm a junkie for

this stuff, people are nearly four times more likely to be

engaged at work when they feel a sense of connection to the culture of the

organization. They're more than five times more likely to recommend that

company as a great place to work, and they're 55% less

likely to be looking for another job while they're at the one they're getting

paid to do. So if you create connection as a leader and you come off

of your perch or outside of your ivory tower or away from the boardroom and

you go talk to your people and say, hey, how you feeling? What's going on?

What can I do to make it core enjoyable to come here every day and

remove barriers for you? You get better outcomes.

Absolutely. Yeah. And it's so green to have

those studies that you said but beyond people just anecdotally saying,

yeah, I think you should do this is a good idea. And now we have

these large scale, peer reviewed all these

things that help validate that. And even in

the face of that, some people still will ignore it. It made

me think of a study, I forgot who conducted it but it

was the retention rate

of people who felt that they had a work

best friend. Yeah. And even just one

person. Right. So it wasn't I need a connection to my

boss and the entire team and the team below me and the team in the

next building or the next country or whatever it is. It was

literally if I could have one meaningful connection at work

it was something drastic. Well over 50% improvement in

retention rate because they had a

work BFF. Yeah. So

as people start to shift, they see the data. There's

coaches like you out there

that are putting this information out and trying to reach teams and

train them up. So how are you

helping leaders? And how could leaders, say one who's driving down

the road right now? Yeah. So take a left. I'm just

kidding. That would have been really cool. How

should they start shifting their thinking and how soul they

be thinking about it to where it's not cookie cutter but it's

something they can think about for their life and their leadership?

Yeah, that's a great question. And simply put, I think there's really three things

to think about. If you're in that position where you feel like you've got a

clear vision, your mission, your values are good in your own mind or

the mind of your leadership team you feel like you've got it right and you

may in fact, you probably do. But if you're not sure about the

one or 100 or 1000 people that aren't in the room with

you every day the first thing you can do is ask them.

A survey, a simple employee survey can be done.

So ultimately the idea is to get input from everybody in the

organization from the CEO down to the intern in whatever

way is most efficient, most effective and preferably most honest.

To get that to that point where you can bring your culture

alive by putting words and behaviors to

it that are not ripped from some book or a seminar or

some workshop but rather from your people, everyone in the

organization. That's step one. Work to bring your culture alive. The second thing

you can do is work together with those people in the organization.

Not every single one. Maybe create a small group or some small subgroups depending

on the nature of organization and work to internalize that market, that

purpose make a connection to it. Because Gallup again says

10% increase in a connection to purpose yields

an 8% decrease in turnover and almost a 5% increase

in profitability. So if there's a day to day

engagement with those values, with the words and the

actions, where you're rewarding it, you're coaching it, you're celebrating it,

there's merchandise, T shirts, hats, whatever it may be, maybe even

ping pong tables and beer Fridays. Anything we can do

to increase that connection and that feeling of joy helps. That helps

you make the culture thrive. And the third thing I'd say, very importantly, because

we don't do this just for warm, fuzzy touchy feely, we need to ultimately connect

it to the business. And so if you can look at your

HR process after creating those core values that come

alive, making them thrive inside of your organization, use them to drive

performance by connecting those values and behaviors to your performance

process. And look for ways to connect savings,

revenue, increase profit margin to changes

in the culture. Because there's evidence out there from McKinsey and Gallup and

many other organizations that show there is a direct relation, a direct

correlation, rather, to improve culture and increase

profitability. So bring your culture alive, work to make it

thrive, and use it to drive performance. Those are the three things you can do

totally, 100% in your control. Yeah, I love

what you said about it's not taking something off the shelf. It's

really using your people. Reminded me

of. We have the Clarity Field Guide, right? Title

is the answers no one else can give you. That's

right. And so applying that in mass to your company

is no one can come in from the outside and just give you the answers

to solve everything. You have the people there the

answers no Other company could Give you inside

of your people, which could be both terrifying and wonderful

all at the same time, which is probably a good descriptor for leadership in

general. Yeah, that's a great way to put it. Kenny and I do

think that more often than not, the answers are within one on one

as a small group or as it relates to culture. And I think

when I think about our work with the culture fix, I

remind people every time when we talk about the culture fix and Will Scott wrote

the book, not to mean fix as in

repair, like it's broken. It's fix as in a dose, a

shot in the arm, some energy, just like your chocolate fixed or you need

your caffeine fixed. We really want to think about the culture fix as a way

to kind of look for ways whenever it starts to want to drift. A culture

fix allows you to kind of keep that boost alive. It's not repairing something that's

broken. It's taking what's working and making it better.

Right. Well, and I'm glad you cleared that up. When I think

getting a fix probably not chocolate or caffeine is the first thing that comes

to mind, but that's a different thing. Maybe too

much TV for me. A couple of things came to mind

in addressing that is going back to we're coming

out of COVID There's a lot of back and forth. The

topic of work from home and remote work and

remote work culture has bubbled up and been a

high point for the last three years. And now with for

example, right now in the news, Apple is talking, tim Cooks wanting

to bring people back in.

Does your recommendation about

thinking through this change between

having a largely physical

presence in office workforce and having

one that's far more distributed,

how are you seeing those things play out differently? And what

considerations do leaders need to make between those two

settings? Yeah, it's a very real challenge for every organization.

And a couple of things that I would say to your question, Kenny. Number one,

the fact that you have this sort of disruption and

it's gone on for a couple of years now, and it probably will for several

more, it creates that vacuum

that nature abhors so much. Right. So there has

never been a better time as a leaders to really

investigate what you used to think versus what you should be

thinking, because we've been turned upside down around the

world with what's going on, and this work from home back to the

office thing is just one byproduct of it all. So, number one, when

there's this disruption, it's a great chance to kind of take inventory of the way

you've been doing things and ask because you might find that what was done

in the office can be done as well or better from home.

Or maybe there's some combination. So that's the one side of it. Use this

opportunity as a blessing to say maybe we should really kind of throw

all of the old ideas out and start fresh and see if we can't come

up with something better. Now, on the flip side of that, I think the very

real thing is what happens to that connection I spoke of

earlier. If you don't have a connection where you maybe once did, because

you were coming into the office, you were around the water cooler, you were in

the lunchroom, and now you're at home or spread out all over the world, maybe.

I think we are challenged to look for different and better ways

to take some of those things that we could accomplish in a meeting, sitting around

a table and do it on zoom. I mean, I can remember back in my

days in the corporate world when we would have these webex and

at and T connect and other such tools before zoom became a thing and

nobody used video. It's unheard of to get on a virtual call now

and not have your video on. So there's a perfect example of how we've learned

to adapt and make a connection, even if it's only I can see your

face versus before COVID when if I don't have to be on

camera. I'm going to be on audio only, probably on mute, and

probably doing something else during the call unless I'm expected to

contribute. So we have to sort of force in some ways, things that we

may not have had to force before, but being aware

of what matters most and why it matters to people

is really the answer. People want connection. Let's accept it.

It's gone on for 85 years out of Harvard. We know that that matters. Well,

then, you know what? Let's not refute it, and let's try to

create that connection wherever we can, even though I admit it's not always

easy. Core values help, though, when you're aligned on the

same things that matter. Good place to start, right?

Sounds like it could apply either way. Functionally

gathering it or implementing some of those things once you've identified

those values may look a little different from a physical. If

we have an office, we can put stuff up on the walls. You don't

have really well, not shared walls anyway, in a remote

culture, but it may look a little different.

But the intention and the

approach sound like they would still very much be the same

and are still very much driven by a sense

of being intentional, is what I feel like I've heard

you say through many of these different things, is setting the

intention and is taking action on that.

Yes. Well, again, I think it's

described as simply as lead with values. Make a commitment

to lead with values. And that's something kind of going back

to your example of the Clarity field guide. That's something every one of us can

do. We know what we value individually when we're in

groups. As you seek more input from a larger organization, you can

come to the same place around a shared set of values that matter

to everyone similarly and define the behaviors that

describe it. Because in the end, as you know from S two, the culture equation

is values plus your organizational habits give you the culture that

you deserve. If you don't like the culture you have, you need to change one

of the other variables. It's that simple. So if we decide to lead with

values, then everything else you're trying to accomplish falls into place a little bit more

easily. It's not always going to be easy, but if you start from a place

to say, that says, we all agree that this matters most to

us, and we merchandise it appropriately, even if it's electronically or

digitally, we don't need physical walls to do it. But it comes down to a

matter of saying, hey, we agreed that this mattered to us.

And what it looks like when it goes well is A, B, and

C. Where's the gap here? You can have a conversation that's not, I

didn't like what you did or said, or I don't like you. It can be.

We said that we wanted it to be this way and this is what happened.

It doesn't look like that. Can we discuss where the gap is now? It's

taking the threat away and putting it onto what you each

said was important in the first place. Right. There's

a sort of proverbial sliding around to the same side of the table. It's us

versus the issue, not me versus

you. So I love

the little phrase that you said is

we're going to lead with values. And that

prompted me to think, well, if you're not leading

with values, what are the other things

people are leading with currently? That's a great question, Kenny. I'm so

glad you asked that. So often. What I see, and maybe you do as well

with your guests or even in your own practice, is that we're leading with

profit, we're leading with growth, we're leading with revenue, we're

leading with turnover or capital acquisition

or whatever is on our list of important things

to us as business owners, which should be there. They are very

important. But those are all results and outcomes

in most cases. Unless you run like a completely robotic organization,

which still requires some people, you're going to have to get to those

results through people. So we hear things like people first

and growth minded leaders and those are all really important

phrases with which I agree 100%. But to actually

behave that way and be intentional about being growth minded and people

first and recognizing what you want from your business comes as a

result by what you put into the people you expect to deliver

it. That's what leading with values looks like. So if you're not leading with

values, I think you're just leading with the outcome that you want, instead of

recognizing that if you lead with values, that outcome becomes easier to

get and probably more sustainable, more joyful and a

lot less stressful. I think that the equation makes a lot more

sense in that order than putting anything ahead of

leading with values because then you're just trying to get some result and hoping everybody

else aligns. Right.

It's sort of that switch from that outcome focus to the

input focus and that's a big

sphere of control. And obviously you and I, we go over scoreboard

when we're talking with s two clients, is what are the activities? Yes, you

have an outcome you want and let's state that and let's work

backwards from it though, and let's control what we can control and we

can control our activities. I may not control my sales, but I can control how

many phone calls I make today sort of thing. Right? That's right. And I think

to that example, when we talk about kind of the soul of the

organization, what feeds the soul of the organization,

the values that the people in it have. And so to use that example,

and I love the way you put it, if I make more calls, that doesn't

mean I'm. Going to get more sales. But if I make more calls that are

aligned with what we as an organization value and why it matters to us as

an organization and what is more likely to happen if we deliver on those

values, well, then that conversation with that client or that prospect

to whom you are selling probably has a different feel

to them. And so that soul, and I guess when I said

earlier about being intentional, I think it's another example when you intentionally

nurture the soul of the organization by recognizing virtually anything

you put on your strategic plan is going to have a

people impact. That's making sure that the soul of your

organization is constantly nurtured and reflected in all of your decision

making. It's a lot easier to make those soulful decisions when you lead

with values. I 100%

agree. So there's two people, you can

call them personas that have come to mind as you were

talking. One is the newer leader,

right? We've got some of the statistics that the first time

somebody's promoted into a management position or leadership

position is early thirty s. And the first time they receive

training for any of it is like a decade later, right?

So you've got that brand new leader. Maybe they just

started a company, maybe they're just leading a division or something like

that. And then you've got the senior tenured sort

of old dog can feel like they're being forced to learn a new

trick. Sort of think how does that

transformation to leading with values

look for each of those and what might those hang ups be?

I have some, I imagine, but I'd love to hear your thoughts.

That's a great question because I just recently had a conversation with a

younger leader, younger in age, younger

in being a leaders. But the thing that I thought walking away from

that conversation was I don't care if you're 22 and you've never led a person

in your life or a company, or you're 62 and you've done nothing but

led people and companies, you can

still have values. What you value at 22 might look different

than what you value at 62. The people with whom you surround yourself might

look different. But the bottom line is the big difference between the younger, newer

leader and the more experienced, sage wise leader is really just

experience and kind of battle scars. But what doesn't change

is crafting and committing to what you

value, communicating and engaging those with similar

values and making sure that that vision is clear, aligning around

them, and being willing as a leader to adjust and adapt

as necessary to get to the end. Because I

think when you're younger and newer, it's a little harder to recognize

when you need to adjust or adapt. But you learn sometimes. And that's when trusting

the people around you and mentors and things, coaches can help. But it's no different

when you're older. You just have a lot more experience and it might be a

little bit easier to sort of weather some of those gaps and

handle the scars of leadership. But if you

start with values, young or old, you're going to be in a much better position

than if you're trying to catch up to something you don't believe.

Very well said. I love that. So Bill,

as the leader, somebody's listening and they're sold

on it. They said, this is great, I love this, I'm all in. I want

to lead with values, but

we are not without information in our current

age. And they might say, okay, well, what did he say?

He was alive and thrive and drive for performance and I got this. We

want to do everything all at once.

But there's always a first step, something

to build some progress, see some early

victories. What's something somebody could 24 hours

after they listen, they could go and take that first step, something

that's totally in their control and start to see some progress.

Right, well, one of the things that I offer is a

free culture checkup. It's a 20 question, takes about six minutes. I

timed it. I think it's literally six minutes and it gives you an idea of

where you stand. So that's one thing that I would offer is

take that assessment. That gives you a sense based on your own opinion, maybe you

share it with your senior leadership team of where you stand relative to value. So

that's something that you can do in six minutes. Right? Now what might core

from that is an equally simple

assessment that we can send out to your entire organization to get feedback

from them on the very same questions you answer in the checkup. So it's kind

of one in one a but the idea is let's kind of

get an idea of where we stand presently by asking

ourselves, our peer senior leaders and then if you choose to move to the next

level, ask everyone in the organization, how are our core values working for

us? Do we even have them? Are they right? Where would we change

them? So forth and so on. Because then before you do anything,

if you do anything, you at least know what people see

and feel in working in your organization and you can determine what's next.

But that's something that you can do right now as easily as going

out to the web and click on the website.

Yeah. So that self awareness piece sort of

like where am I? Right? Because if you're going to

chart a course to do something different, you need to know where you're starting so

that you know what path to take is what I hear you saying.

Absolutely. Start where you are.

Exactly. Or you could be like my mother used to always

say, wherever you go, there you are.

Wise words that have stuck with me. So if somebody

said, hey, that assessment, I got six minutes, I

can do this. Where do they go to get that

assessment? And what are some other

places? Maybe if they like what you have to

say and they want to learn more about leading with culture and

values, where can they connect with you or any of your work?

Yes, I appreciate you asking, Kenny. So to get the assessment, you just simply go

to Meet Billgreen.com. Can't be much easier than that.

I think Bill Green is about the second easiest name behind John Smith. But just

meet BillGreen, no E, two in the middle, none at the end.

Meetvillegreen.com and you can get that free assessment that

I mentioned. A couple of other places I would direct folks to

check out. The culture works, talks a little bit

more about the alive, thrive and drive construct. So just

theculturefix works works. And then

I'd also recommend individually as leaders that people check out values in

action. And that's a great website to take an exercise a little

bit longer. I would say it's closer to 15 minutes. There's a free version and

you can pay for it. I have nothing to do with it, but it's a

great place to start if you don't really know how to put words to your

own values. But it's via

Character is a great website to check out and I highly,

highly recommend that I use that as a tool with my clients

who want to get connected better to what they value. Because if you don't

know what you value, it can be sometimes hard to lead others through that same

exercise. So meetvillegreen.com theculturefix

works and via character are three places

I'd recommend. Those are fantastic. And we'll have those

linked up in the show notes, and then we'll also

link to your LinkedIn profile. So if you want to

go and follow Bill, he's got some great materials, some great

quotes, videos, things like that that are really

resonating with people. So jump in there, take a look, ask him questions.

He does check it. It is not a robot

answering, not even some

virtual assistant. You are going to get the real live Bill Green

answering your questions, so take advantage of that whenever

you can. Well, Bill, thank you so much for being on the show and hope

to have you back in the future. Thank you, Kenny. I really enjoyed

it. Take Core YouTube.