Greg Morley

And then what does included mean? It means that when I'm at work and I'm doing work, I feel like my voice is heard, I feel like I'm respected. I feel like I am in a safe place. I feel like I'm recognized for the work that I do.

And then what does included mean? It means that when I'm at work and I'm doing work, I feel like my voice is heard, I feel like I'm respected. I feel like I am in a safe place. I feel like I'm recognized for the work that I do.

And all of those things get back to that point about incremental effort, which is when those things happen, then people will do more work harder and feel a real connection to the organization and ultimately a responsibility for the success of the organization and for the person's colleagues.

And all of those things get back to that point about incremental effort, which is when those things happen, then people will do more work harder and feel a real connection to the organization and ultimately a responsibility for the success of the organization and for the person's colleagues.

All these ideas sound great, but when it comes to implementation, things get much harder. Like many great concepts, as and when they are put into action within big corporations or even small teams, is the execution that often derails the original intention. From my experience, how can those listening, whether they are managers, CEOs, or others in leadership roles, actively implement good ideas?

All these ideas sound great, but when it comes to implementation, things get much harder. Like many great concepts, as and when they are put into action within big corporations or even small teams, is the execution that often derails the original intention. From my experience, how can those listening, whether they are managers, CEOs, or others in leadership roles, actively implement good ideas?

I know this might be a big question, but I'd love to hear more about your perspective from an execution standpoint. Are there certain things a CEO or a leader should focus on to set the stage for success so that when they delegate the tasks to others, the implementation stays true to the original vision?

I know this might be a big question, but I'd love to hear more about your perspective from an execution standpoint. Are there certain things a CEO or a leader should focus on to set the stage for success so that when they delegate the tasks to others, the implementation stays true to the original vision?

Yeah, great question. And my belief is that it's easier than it seems. And it's easier than, than we make it out to be. If you're trying to change the culture of an organization, it takes time. And say culture change of cultured organization takes three to five years really to change one. And that's with everybody working in alignment and understanding.

Yeah, great question. And my belief is that it's easier than it seems. And it's easier than, than we make it out to be. If you're trying to change the culture of an organization, it takes time. And say culture change of cultured organization takes three to five years really to change one. And that's with everybody working in alignment and understanding.

To change the culture of a team, like you experienced, can happen almost overnight, for better or for worse, depending on the leader. In my book, Bond, I identified five different keys to inclusion, which we called them. And I'll just highlight a couple of them because you talk about example CEOs.

To change the culture of a team, like you experienced, can happen almost overnight, for better or for worse, depending on the leader. In my book, Bond, I identified five different keys to inclusion, which we called them. And I'll just highlight a couple of them because you talk about example CEOs.

So there are a couple of things that I picked out from my own experience and in the interviews I did with others, which I think are critical. The first one is that leadership matters. So inclusion starts with the CEO or the most senior person in the organization or a manager. and assume that your own team is a company, the manager is the CEO. Inclusion is not a matter for HR.

So there are a couple of things that I picked out from my own experience and in the interviews I did with others, which I think are critical. The first one is that leadership matters. So inclusion starts with the CEO or the most senior person in the organization or a manager. and assume that your own team is a company, the manager is the CEO. Inclusion is not a matter for HR.

Inclusion is a matter for the organization. And when employees see leaders practicing inclusive behaviors, calling on people in meetings, making sure that people have a voice, recognizing good work,

Inclusion is a matter for the organization. And when employees see leaders practicing inclusive behaviors, calling on people in meetings, making sure that people have a voice, recognizing good work,

um sharing their own stories as you've shared your own story these are all the things that make a difference and just the physical present presence of a senior leader in moments that are important to the organization as it relates to inclusion are important and i'll give you a specific story that happened when i was in hong kong the last time so i was doing a talk about the book and the lessons of the book at a pretty large organization

um sharing their own stories as you've shared your own story these are all the things that make a difference and just the physical present presence of a senior leader in moments that are important to the organization as it relates to inclusion are important and i'll give you a specific story that happened when i was in hong kong the last time so i was doing a talk about the book and the lessons of the book at a pretty large organization

And I was told that the senior management don't normally come to these kinds of events, which is unfortunate because they matter. Right before the talk started, the senior management team, the CEO and the senior managers all came into the room.

And I was told that the senior management don't normally come to these kinds of events, which is unfortunate because they matter. Right before the talk started, the senior management team, the CEO and the senior managers all came into the room.