How is Your Motivation Impacting Culture? | Stories With Traction Podcast

PODCAST SUMMARY: In this episode, Lori Halverson and Matt Zaun talk about the motivational level of leaders and how this can impact their company culture.  In addition, they dive into the importance of keeping everyone accountable regardless of generation.

LORI HALVERSON BIO: Lori is the President of The Halverson Group and a Vistage Chair, where she helps business leaders build and live their legacy.

For more info, check out Lori HERE.


MATT ZAUN BIO: Matt is an award-winning speaker and storyteller who empowers organizations to attract more clients through the art of strategic storytelling. Matt’s past engagements have catalyzed radical sales increases for over 300 organizations that range from financial institutions to the health and wellness industry.

Matt shares his expertise in persuasion with executives, sales professionals, and entrepreneurs, who he coaches on the art of influence and how to leverage this for profits and impact.

For more info, check out Matt Zaun HERE. 

 

*Below is an AI-generated transcript, which may contain errors.

 

 

Matt Zaun

Traveling all around the country, I've heard a reoccurring theme time and time again. It's a great company culture. How do you create that kind of culture?

That is going to be the main topic of our conversation today because today I'm excited to have Laurie Halverson.

Laurie is the president of the Halverson group and she is a Viscuit chair where she helps business leaders build and live their legacy.

Welcome to the show, Laurie.

 

Lori Halverson (vistagechair.com)

Thank you so much for having me, Matt.

 

Matt Zaun 

And thank you for your time. I know you're extremely busy. Thank you so much for pouring into this conversation today and just I appreciate all that you do.

So I'm excited to unpack this element of culture. I do see this as a reoccurring theme this year. I feel like last year there were some specifics leaders were focused on and this year it is all about culture.

And maybe that's because of what happened with COVID where there's more of a hybrid work environment where a lot of people realize culture was the cornerstone of what they were doing and now it's a little bit been frayed due to that.

So I don't know if you've experienced that as well but I just I feel like cultures just dominated a lot of decisions when it comes to leaders.

 

Lori Halverson (vistagechair.com)

I'm absolutely mad. I think even before COVID culture was something that people talked about but it definitely wasn't as prevalent as it has been since people moved at home and now we have this hybrid work environment and part of it is driven because people can't see one another.

You don't have the same access to people. And I hear a lot from CEOs and the people that I coach, how do I maintain a company culture when half my staff is out and you know, I only see them a couple of days a week because most people have the three, two now or two, three, and they don't get that face-to-face time, both from an employee perspective and then the managers and the leaders of the organization feel like it's more challenging.

 

Matt Zaun 

So here's an idea based on what you said, I'm processing this, is you'd mentioned about the hybrid and not seeing one another.

This could also be a huge opportunity for leaders to dive deeper into their strategy, their mission, their vision, their values, because okay, maybe they're not seeing people as much, but at the vision is so deep on what they're doing, the value that they're providing their clients, and almost not necessarily that it doesn't matter if they're seeing people, but it's just another way to reassess.

Regardless, for the list of the circumstance, whether it's in person, whether it's hybrid or whether it is exclusively virtual.

If everyone's on board doing what they need to be doing to provide that value, it could be a win.

It could be almost a gift, right?

 

Lori Halverson (vistagechair.com)

It absolutely could. And I will tell you that I think whether you're remote or whether you're all in person, to me, it really comes down to just the fundamentals of culture in itself.

So vision, having a good vision, getting people to buy into your why for those people out there who know Simon Simick, he talked a lot about why if you don't know Simon, you know, I'd recommend Googling him.

Because that's the first step in getting people to understand and hiring people who believe what you believe in terms of that why and what it's most important because those are sort of foundational given.

things from a leadership, a culture perspective. But to me, what's most valuable is the sense of community and the sense of caring that people have.

So when I think about culture and I think about leadership, the leadership piece is you've got to care about your employees.

If you don't care about your employees, then the game is over. And I think in this day and age with the different generations that are coming into the workforce, caring about your people and instilling a desire to know them and to grow them is really important.

Yeah, go ahead.

 

Matt Zaun 

Well, I appreciate the fundamentals. I don't want people to miss this. Often people kind of stiff-arm that idea. Okay, yes, the fundamentals.

But it's amazing that when it comes to really solid business leadership, the fundamentals are so unbelievably important. And I see this

Maybe this has become more prevalent just due to technology, but there's so many shiny things happening right now when it comes to being in the market that a lot of leaders are missing the fundamentals.

Then they go back and they ask themselves, why is our culture eroding? It was because they're not doing what you're saying, which is focusing on those fundamentals.

 

Lori Halverson (vistagechair.com)

I appreciate you mentioning that. Yeah, I think the next step after that creating a community, which granted is harder when you're in a remote environment.

I have a CEO in my VISTAGE group. He's 100% virtual all over the country and they have a great culture because they invest in their people and they build a sense of community, which again is harder when you're remote, but it's absolutely not impossible.

I mean, I led global teams and we had communities all across the world and within our own team that was completely remote.

The key is it takes a little bit extra effort in order to get a new team. or to meet with your people to build that sense of community, get them on the phone if they're in person.

Or if they all live in the same geography to get them together to do fun things. And those sort of those sort of things are really important, I think, for building that community.

 

Matt Zaun 

Well, let's highlight you mentioned you have a member that a lot of people virtual and they figured out how to make the culture work.

What's something that's being done right now to make that culture work being 100% virtual?

 

Lori Halverson (vistagechair.com)

Yeah, part of it is they still have team meetings. They still invest in their people. So I know a lot of companies found it more challenging during the pandemic and even after with remote people to say, how do I develop them?

How do I invest in them? And continuing those practices to make sure people are developed is one is one way that you can create a culture, but they also the managers talk to the employees.

They don't they don't have annual reviews. where they, that's when the people get feedback, that's when the employees get feedback, but they're in constant communication with their staff.

The other thing that they've done, which is really interesting and they take a bit unique, is they have a lower management to employee ratio, because they wanna make sure that the managers have time with their employees because they're remote.

And so they have a six to one ratio, which in some businesses, I've seen 15 to one, it depends on, I know it depends on your, on the business.

I think that's one of the things that works for them to build the culture. And it allows them to build trust.

So the, and the following piece, and I work with all of my members and all the people I coach on this, topic is accountability.

So when you think about culture, it's building that trust, caring about people, it's creating a community that people can get behind the why and get behind your vision and your mission and values.

But then it comes. down to the behaviors. So what are the behaviors that exhibit your culture? And how do you hold people accountable to those behaviors?

And those CEOs who, and it doesn't really matter the size of your business, it can be from a small business where you have 10 people, it can be, you know, a large business.

And I think for the medium sized companies that are out there, this is, you know, I think it's when do you switch and really start talking about culture?

And I say from day one, it doesn't matter the size. But talk about cultures, talk about the behaviors that you expect people to have, how you communicate with your staff, what that looks like.

And then the hardest piece is the accountability. So how do you have, when people are off track and not where I see things a lot?

Just, you know, maybe their aptitude isn't good in the job, but it's all those other things. And how do you hold people accountable is probably one of the most common conversations that I have.

And I think it's in medium-sized businesses, I think people struggle with that because, well, for a variety of reasons, but I think it's a hard topic in any regard.

 

Matt Zaun 

Yeah, I appreciate you mentioned the accountability piece. So one of the things that my mind goes to when you say that is just the difficulty with five generations being in the workplace, because I just, you know, a lot of generations are different.

So how do you, when you're coaching a CEO or you're coaching an executive, that they may be dealing with a challenging team member of a different generation.

Is there any guidelines you give them?

 

Lori Halverson (vistagechair.com)

Do you touch on that? What are your thoughts regarding that? With regard to accountability and conversation, I don't believe that there's a difference.

When you think about the work and how. people work, the generations are hugely different. And I'll give you an example.

In some of my offices around the world where we had younger generations, they would be doing their work, they have their ear pods in, they're listening to music or whatnot, and they're still able to work.

And different generations found that offensive or found that like, okay, so-and-so's not working because look, they're listening to music or whatnot.

And I think that's where things show up with the multi-generation is just not understanding, you know, the different work ethic, different methods of working, different hours, people wanting more flexibility, being, you know, they wanna work at home now.

I mean, the member that I talked about that's completely virtual, he's getting a lot of employees from companies who want people in the office, who don't wanna be in the office.

So I think that's where I see the generational. When it comes to accountability and having real conversations. not superficial conversations, not check the box conversations, but having real conversations about where people are doing well and what the gaps are in their performance or their behaviors, that's no different.

In my mind, it's having trust and it's caring enough to give feedback. And one of my mantras has always been feedback as a gift.

When given with positive intention, feedback is a gift. And if managers look at it like that, that they are helping the employee, it's really powerful.

And when you have this positive intent, regardless of what the conversation is, whether development or helping people get to the standard behaviors that you're looking for, it's wonderful.

I mean, it feels good for the manager and it actually feels good for the employee.

 

Matt Zaun

I really appreciate you mention that, especially with. how people work. Yes, major differences with generation, but that accountability piece.

People are people, right? So as far as that sameness, it doesn't matter what generation we do need to be held accountable to those behaviors that tie into the culture.

So I appreciate you mentioning that. Just speaking about generations, there's this massive wave of millennials coming into leadership positions across the country.

Are you excited about that? Do you see some challenges with that? What are some ideas that are coming up within some of the members that you're coaching regarding that?

 

Lori Halverson (vistagechair.com)

Coi, honestly, I'm excited. I mean, I'm excited for this new generation to come in. There's a lot of millennials that are already in leadership positions.

And I think they bring a different energy and they bring change, right? I mean, I think it's always good to have generations move up and they see the world differently.

And this group of leaders who are rising through the ranks right now have seen a great deal in the world, right?

They've experienced 9-11, they've experienced, you know, all of these different things, and it's changed them, and it's changed how they see the world.

I think that there's a lot more social responsibility, so it can change the workplace in that regard where people want to build something that's lasting.

And that brings an entirely different mindset to the work that people do and the innovation and the focus. So I'm personally excited.

I think there are some, you know, a few bumps in the road, and people, just because of where they've come from, it's really critical to invest in development for these next generation leaders, because they do come from a technology world, you know, there are a few areas where, I mean, everybody in a leadership position has things to learn.

And I think just developing people, people and investing in people is going to a keep your employees, but it's going to keep your culture alive.

And it's going to bring you new innovation. Then it's exciting.

 

Matt Zaun 

Yeah, that social responsibility piece is key, right? Because at the top of every survey, when it comes to millennials, they're saying purpose and fulfillment that really ties back to what you said regarding that social responsibility piece.

So let's shift gears for a moment and last few years have been unbelievable, right? I mean, it would make a incredible horror movie.

We've had COVID supply chain issues, inflation issues. I mean, it is almost nauseating for some leaders to survive let alone thrive.

So you to speak to a leader that might be going through unbelievable amounts of pressure, numerously, plus nights. Maybe they are not necessarily hopeless, but they're getting close.

What would you say? Where would you point them to to say, hey, this is what you need to do right out of the gate if you're feeling completely burnt out and you don't know what else to do?

 

Lori Halverson (vistagechair.com)

Yeah, you know, it is so prevalent. And I don't know that people really understand that when you're running a business, you're leading a business, whether you own it or whether, you know, it's completely your, you know, your operation is stressful.

It is very stressful. And I hear that a lot about the stress that leaders are going through. And the first thing I'd say is find people to talk to.

And it's not likely going to be your friends and family because, you know, you can probably talk, you know, tell those people 90% of what's going through your mind, although, you know, they may not understand.

It's the 10% of those real challenges where you want to open up and kind of open up the real work done in that real support.

I say, you know, for me, this is. does that for my numbers, right? To have a peer group, whether it's this is or whether it's something else, I think for people who are really struggling, my message is you don't have to go with a little.

There are people out there who are struggling as well, and struggling as a group and helping each other as a group makes a huge difference.

So that isolation really even, I see that in my bounce ideas off of and get that relief is what I'd say.

Find where that is for you.

 

Matt Zaun 

Don't go alone. What do you say to people that say I don't have time for mentorship or I don't have time to even receive any kind of mentorship?

 

Lori Halverson (vistagechair.com)

What would you say to them? I think my first question is, you know, what are you saying yes to you're saying no to yourself, right?

And how much time are you spending? worrying about things. Not knowing that the decision that you're making is the right one so you don't make it.

Not holding people accountable. Spending time in meetings where you're not getting value from your organization. So what are you spending your time on that is more important than you spend spending time on your own development so that your company can grow and your people can thrive.

And I have a good answer to that.

 

Matt Zaun 

I love that though because it's almost like a multiplying of time. It's an investment here so you could have a massive payoff.

I always like to think if we just spend a little bit of time working in our business, if we spend on our business, right, so we're working on it.

We're trying to figure out what's working, what's not working. And we set aside time to do the things that you talked about the fundamentals, right, really diving into that, making it.

sure they're set, the communication piece, the accountability piece, having that set, it's going to radically multiply the time in other areas.

So it's almost like saying if they're not having time receiving the mentorship, they're going to miss out on a big way.

All the mistakes that they could be making without having that mentorship. I very much appreciate you mentioning that. What are some other things that you would say to leaders that are just extremely frustrated right now?

Let's say they are receiving that mentorship you're talking about. But for whatever reason, just the stress is mounding.

 

Lori Halverson 

What's another thing that you would say to them that they should be focusing on themselves, themselves, their self-care? I think that's one of the things that people forget about because they are so busy and they spend so much time putting out fires or trying to deal with people.

I talked to somebody this morning and in the conversation, it was, the word frustration was probably used 15 times.

So for For people like that who are, who have all of this stress, they forget to take time for themselves and recharge.

Because I think it's hard to lead a business when you're distracted and you're not, you're not focused. And to get that focus back, it takes reflection.

It takes sitting back, looking at the business from, you know, a high level perspective versus in the day perspective.

But it's also taking that time to go recharge, taking a vacation, setting that example, quite honestly, because that's part of the culture.

How do you as a CEO set that example and taking time away with the family and really setting aside for, you know, the work and trying to get out of that, that of that space and doing something that they can really.

Unplug from the work is critical, right, because if you don't have that balance. If you don't take that time.

To do what is going to bring you joy, then it's not worth it. it, right? Then both sides of your life suffer.

 

Matt Zaun 

Wow. I appreciate you mentioned that. I heard someone recently say something that was just horrifying to me. They were talking about just the sheer amount of CEOs that are not happy.

They're just not happy. It's amazing to think about that because if we're talking about culture and setting that example, imagine having a leader that they're not happy, they're burned out.

They don't care as much as they could. That all goes back to what you're talking about, spending time focusing on themselves a little bit as well, taking that time to get away, to find rest so that they can be happy about what they're doing.

They could find that passion, that purpose, that fulfillment again, to really set the tone for culture.

 

Lori Halverson 

Absolutely. I think one of the things that I asked when I have one, I was with people who do coaching sessions and in our VISTA meetings is to ask people, where's your motivation level and if it's not happening.

I was holding you back. What's getting in your way? Where have you lost that passion? But assessing, having a CEO assess their own motivation level is gonna give a great deal of insight into uncovering the reasons why.

And how can that, how can that turn around? Because you hit the nail on the head. As a leader, if you're unhappy, if you're stressed, that comes through to your organization.

It comes through to your leadership team and then they spread it to their leadership team. So being optimistic, even if you're not, even if there's stuff going on inside, which we talked about earlier, there's a lot of churn, you know, inside being a CEO and all the things that they have on their plate.

And you wanna be transparent and vulnerable, but you wanna make sure that you're giving an optimistic message. But you want your team and your entire organization to know, hey, life is good.

We're doing great as a company. We're gonna continue to grow. So get them excited. And that's where having somebody else to talk to is really helpful so that it doesn't lead in the organization.

 

Matt Zaun 

I like that motivational level piece that you mentioned. So how does that look? So paint the scene for us.

Is it a scale from one to 10? And if they're filling a three, they should be focused on something specific.

But if they're out of 10, obviously that's good.

 

Lori Halverson 

How do you gauge that?

 

Matt Zaun 

Or is it just you're asking them the question, letting them sit with that? What's the best way that someone can implement that motivation level piece?

 

Lori Halverson 

Yeah. I start with a one to 10. Like you said, one to 10 scale. We don't use sevens because sevens are a cop out.

So I don't allow sevens in my group.

 

Matt Zaun 

That's awesome.

 

Lori Halverson

I think that's the first thing is assessing, having them assess where they are. And then having a dialogue about what's behind me.

I never use the word should. And when my numbers use should. would need to have to, I always stop and say time out, because those are judgments, right?

So we don't really go to that. I should be doing this, but we really try to uncover, well, what's behind the lack of motivation?

And then, how can you, what can you do in order to kind of alleviate those reasons? And some of them are relatively easy, some of them are not.

And it's just, it's because it's hard, but if you can name it, if you can assess it and name it and start figuring out what's behind that, that's when you can address it, right?

That's when action can happen. Because nobody wants, yeah, go ahead.

Matt Zaun 

I really appreciate what you said because it could be something happening within their family, it could be...

a whole host of different reasons. So if something is quote unquote urgent that they should focus on, what do you recommend they do?

They should what? They should focus on delegating so they could can dive into that issue. If there's a lack of motivation, or where should they go from there?

 

Lori Halverson 

Yeah, it really depends on the situation. But in my role is to help them understand, help them explore what's holding them, what is decreasing their motivation.

And then through good questioning, is to have them come up with what's important to them. Because some people don't want to look where they might need to look or might be helpful to look.

But my job is to really help them determine. So I don't tell people here's what you should do or anything.

I really explore with them so that they can come up with, what do they want to do and what are they willing to do?

to change their motivation or change what is causing them stress or change, you know, the things that are going wrong in their operation because those are all types.

 

Matt Zaun 

I like that. I like that a lot. Thank you for sharing that. I appreciate that. And thank you for everything that you shared.

I really appreciate your time today. I very much appreciate this conversation. There's a lot that it took out of it, but there's three things in particular that really stuck out to me.

I really appreciate you mentioning the constant communication piece, but not only just saying it, doing it, you mentioned the company that has a six to one ratio, which is just astounding, obviously, depending on business that they could do that.

But it just speaks, they're not only thinking outside the box. They're doing outside the box, really focusing on where is the constant communication with staff that that is having managers constantly communicating to their team.

So I appreciate that. The second piece. was on that accountability piece. I really appreciate what you mentioned regarding generations.

I think there's a lot of CEOs that are flustered right now with all the different generations they may be dealing with.

And I appreciate you mentioning that how people work is different, but that accountability piece is the same. People are people, humans are humans, right?

So it really ties into here's the accountability dependent on the behaviors that really lead and tie into that culture.

So I appreciate you mentioning that. And then the third and final piece was I really liked that motivational level piece.

Really having a gauge on a scale from one to 10, where are we? What's behind the lack of motivation?

And if there is a drastic lack of motivation, we really need to ask ourselves not only what's behind it, but is this setting the tone for where we want our culture to be?

Because it really does tie into the leader on, are they happy or are they motivated themselves to create that vibrant component culture?

So I very much appreciate all of that, Lori. Thank you so much for your time. If people want to get more information on you, what you do, they want to learn more about VISTAGE.

Where's the best place they can go to get that information?

 

Lori Halverson

I think the best place for them to go is on LinkedIn. Just hook me up on LinkedIn, send me a message, and I'm happy to have a conversation.

And if I could, I want to say one last thing for your listeners. Sure. Sure. If my parting words of advice is, know thyself, know thy people, and develop both.

 

Matt Zaun 

I love that. Thank you so much. I will include your LinkedIn so people can just click and connect with you there.

But again, thank you so much for your time, Lori.

 

Lori Halverson (vistagechair.com)

I very much appreciate it. Yep. Thank you for having me that.