David Ko
speaker
161 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
David Ko’s voice in public audio — every appearance, attributed to the second.
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Appearances
Right?
Yeah, yeah. So I had two people in particular. So John Sculley, for example, the former CEO of Apple. he talked about how in the book he was chief listening officer. And I was like, really? And he's like, yeah. Like Steve asked that we make our own business cards and I wrote chief listening officer. And I sat there and I was like, wow, that was great. You listen.
And so, cause so often, you just start talking, right? And he's like, no, I became a lot more purposeful if I just listened first, said probably less, but that impact was greater because I heard what was happening. And I thought that was great. I had Jack Rowe, who was a former CEO of Aetna in the book, he came over and he said, sometimes you have to put yourself into neutral.
And he's like, and you have to give yourself space because you can't run at a hundred miles an hour. And if you don't give yourself a little bit of a break, no matter what position you're in, you're going to find yourself upside down and you're not going to figure out how to turn back up.
And I appreciated those conversations with them because they're a little bit more old school in their approach. They think we're a little bit more in the middle now. And then there's a younger generation, right? That's coming up with things about things completely different.
It's been such a privilege to be able to kind of talk to so many different people who are in that continuum to kind of hear how they're managing it, right? Even like how you think about things today and how you manage all that, right? It just must be a lot coming at you today from many different angles when they're like, Jay, what do you do, right? Yeah, yeah, yeah.
That's right.
And a lot of times too, when you talk to people, they have no idea what's happening outside the workplace.
But so much that happens outside the workplace affects the workplace. It's really important for companies, too, to have mental health support tools for employees. So when they need things, people to talk to, applications, whether they're calm or others, therapy if they need it. If they just make those available and known, that's another step in the process.
So that's why I always tell people it's not just one thing. It's kind of like a number of things you have to put together because people may take bits and pieces of each to make it their own. But it kind of shows them when they need it, it's there. And a lot of times people will go look for things on their own. They'll search and they'll see if you got tools and what companies.
And I do find that you sometimes will lose good people because you're not supporting them in their journey. And so the more you could be there for them, And they know that. They become some of your most loyal, most productive, most culture-bearing, carrying the flag employees. And you didn't have to tell them to do it. They just kind of did it on their own. Absolutely.
And I feel like those often are the best ones. And we have a lot of those. And I just feel very privileged that we have so many folks like that, that they just care deeply and it's personal for them. My previous company I had started was a caregiving company. And one thing I had noticed in that company was that so many people that were caring for others were suffering.
And then they had to go to work. And people had no idea that they were doing like five jobs, caregiver, they were worrying about their finances, they were trying to figure out how they help people. And then they had to go to work and they had a litany of things they had to go do. And most people have no idea all these things are going on in their people's lives, right?
Because sometimes we just don't ask the question because we're so busy ourselves. Or sometimes we don't want to ask the question because we're so busy ourselves, we can't take anything else on. But I just feel that if we are just more aware and we create space for employees and we listen to what they have to say, flexible work schedules, what are they asking for?
That's why I constantly poll our employees as well. What do you value? And they'll tell us. And then if we have stuff that they don't want, we put it away. I sometimes like, oh, all my employees want this gym membership. And then nobody uses it. And they're like, yeah. And I'm like, now I just ask. Let's have our team go out and say, here are the top 10 things. What do you want?
And then we'll take away a couple of things that they don't use, you know, and we'll try to ask that almost every year.
And I find that too amongst the younger generation. They just expect these things. And they're asking for them. And they'll give up other things along the way. And they're very vocal around it. And we've seen it now in all industries. You know, we've seen it happen in banking where people feel like, hey, you're not listening. And it takes a moment where they have to go to the press almost, right?
It shouldn't have to ever get there. If they were listening to those kids and listening to your employees, then you've got a continuous feedback loop. More companies, the baseline will be you have to have these services going forward. And I think over time, then that will open up a dialogue, right?
And I also think with CEOs today, I'll tell you, because it starts so much at the top, if you start to have some of these conversations and say, here's how I think about it, here's how you're being vulnerable, that too opens up a different conversation. And then that can just kind of percolate within the company. And then I think the whole thing starts to move faster, right?
And then we can start to get more into a conversation of like, okay, now how do we get you the right care at the right time, when you need it, however you need it? Because so much of the conversation we're having right now is pretty basic in my mind. And we just need to get farther along in the conversation.
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