Greg Morley

Yes. So the manager is the conductor, but also think about the conductor as a rotating role. If you're project managing, then you could be the conductor. If you're running a business or employee resource group, you could be the conductor. It's just a matter of appreciating the differences in the workforce, trying to get the best out of the people so that they feel included.

Yes. So the manager is the conductor, but also think about the conductor as a rotating role. If you're project managing, then you could be the conductor. If you're running a business or employee resource group, you could be the conductor. It's just a matter of appreciating the differences in the workforce, trying to get the best out of the people so that they feel included.

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 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 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.

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. Let's 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. Let's 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 the book, 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 the book, 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.

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, sharing their own stories as you've shared your own story. These are all the things that make a difference.

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, sharing their own stories as you've shared your own story. These are all the things that make a difference.

And just the physical 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 just the physical 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.

I took the opportunity during that talk to them and encouraged them to be there and be present because what I saw when they walked into the room was a room full of a hundred plus people really brighten up and lighten up. And so that's what I say when leadership matters, just being there makes a big difference. I think there's maybe one or two other things that are particularly important.

I took the opportunity during that talk to them and encouraged them to be there and be present because what I saw when they walked into the room was a room full of a hundred plus people really brighten up and lighten up. And so that's what I say when leadership matters, just being there makes a big difference. I think there's maybe one or two other things that are particularly important.