Cash flow, creativity, and compassion are not mutually exclusive™

What Does It Mean to Be Human? Ep 3: Feeling Everything

In a world racing toward smarter machines, empathy speakers and authors Rob Volpe and Maria Ross get curious in this limited subseries about what only humans can feel, do, and be — and why that’s our greatest competitive advantage. Enjoy this limited subseries here on The Empathy Edge.


Emotion, Empathy, Vulnerability & Love

Humans feel, and we feel in ways that are layered, contradictory, and impossible to fully optimize away. Today, Maria Ross and Rob Volpe explore the full emotional range: why grief and joy aren’t opposites, why vulnerability is the prerequisite for genuine connection, and why desire, longing, and love remain stubbornly resistant to logic. 

They discuss the Feelings Wheel as a lens for emotional nuance, consider what happens when empathy erodes entirely, and finally, they discuss the question of empathy and AI: it can simulate empathy through language, but emotion, at its deepest level, is not information processing. 

Listen in as they discuss feeling everything – for that is how we experience life and connect with others.

To access the episode transcript, please scroll down below.

“I think the allure of AI for some people is that ‘I’m going to get a very objective, pragmatic, data-driven answer, devoid of emotion.’ But then that’s why sometimes what you get back doesn’t work in real life.” —  Maria Ross

Episode References: 

About Maria Ross: 

Maria Ross is a speaker, author, empathy strategist, and host of The Empathy Edge podcast, now in its sixth year. She believes cash flow, creativity, and compassion are not mutually exclusive™, and has spent decades helping leaders balance empathy with accountability to drive better results, stronger teams, and lasting impact. She is the author of four books, including the award-winning The Empathy Dilemma, a Forbes.com contributor on Workplace Empathy, and creator of two LinkedIn Learning empathy courses. 

About Rob Volpe: 

Rob Volpe is the Founder/CEO of Empathy Activist and the creator of The 5 Steps to Empathy, which he chronicles in his award-winning book Tell Me More About That: Solving the Empathy Crisis One Conversation at a Time. He is a recognized thought leader,  speaker, and consultant in the improvement of communication and collaboration in organizations of all sizes in all industries.  

Connect with Rob Volpe:  

Website: robvolpe.expert 

Instagram: instagram.com/empathy_activist 

Book: Tell Me More About That: Solving the Empathy Crisis One Conversation

X: x.com/rmvolpe 

LinkedIn: linkedin.com/in/rmvolpe 

Facebook: facebook.com/EmpathyActivist 

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

Welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business. Welcome back to our special subseries on the Empathy Edge podcast. Here, the subseries: What does it mean to be human? And we are at episode three about emotion, empathy, vulnerability, and love. And I am joined once again by my fabulous friend, empathy author, speaker, expert, advocate, activist Rob Volpe. Rob, welcome.

Rob Volpe  01:08

Thank you, Maria. It’s great to be back. Episode number three.

Maria Ross  01:13

Oh, and in case you’re wondering, we’re a little punchy today. It’s a Friday that we’re recording this, so apologies. But yeah, we are going to dig into this core question because, as we mentioned before, we did this very informal survey with people about what does it mean to be human, and a lot of what came up was around feelings and emotion. You know, we’re capable of feeling X, Y, or Z, and so there’s kind of a core question guiding this about is emotion a feature or a bug, and what do we lose when we try to optimize it away? So you know, is AI stripping us of that emotion? Is AI actually replicating that emotion in a weird way? So Rob, kick us off.

Rob Volpe  01:56

Well, and our feelings, feeling nothing more than feelings. I knew

Maria Ross  02:04

you had to do

Rob Volpe  02:05

it. I had to do it. I had my dying dad joke yesterday, so I got our yesterday when we recorded the death episode, episode two. I had to do it, but seriously, like are emotions exclusive to humans, or to what degree? Like, I don’t know if you’re familiar with, you’ve seen blue chicks. I call it the feel wheel, the wheel of feelings, and how we started the core, and that the what I’ve learned, people believe that animals have all of these basic core-I think it’s seven different emotions-and we’ll put a link to it in the show notes for people if they aren’t familiar with it. But the idea is that there are these seven core emotions, and then within each of those core emotions, there are subset emotions, and then within those subset, there are others, and that’s how you get to the nuanced feelings.

Maria Ross  03:02

Yes,

Rob Volpe  03:03

and all the idea is that all animals, and it might even be all life. I don’t know, have that subset, those core emotions. But through the development of our prefrontal cortex, we have that more advanced, nuanced understanding of feelings and all the different sort of types of emotions that we can have.

Maria Ross  03:27

Yeah, and actually, as a parent, that is something when when kids are younger, they talk to you about the feelings wheel in social and emotional learning circles about helping your children name their emotions because we actually have to be taught how to do that, and when you get antisocial behavior at times, it’s often because people can’t express their emotions, and or they’re they’re limited to I just feel angry when we have an understanding that often behind anger is something else, it’s fear, it’s hopelessness, it’s frustration, it’s all these other things, and so that’s one of the things they talk about in terms of raising other humans is giving them the language to really parse out and understand those nuances. Like, am I depressed, or am I just disappointed? Am I happy, or am I, you know, exuberant? Things like that, and giving them the ability to scale and define their emotions. That’s actually one of the first steps. You know, talking about self awareness in our first episode. One of the first steps to being able to regulate your emotions is to be able to. I forget the famous person who said this or the thought leader who said this. You have to be able to name

Rob Volpe  04:38

it to tame it. I like that. Yeah, it’s true. And so happy is one of those emotions. I just pulled up an image of the wheel of flings, and so you’ve got happy as a core emotion. I think about my cats when you know cats, just like dogs, get the zoomies and they’re racing around. There’s some maybe happiness there, but then there’s that next level of is it optimized. Mystic happiness is it trusting is it playful is it content is it interested proud accepted powerful or peaceful and then those break even further so like under proud there’s two dimensions one is confidence or confident and the other one is proud successful or content can be free, or it could be joyful. And so, again, the further we go, and I like that it’s it is important to name your emotions. And I think even as an adult, like just you know, I think about like if I’m having a reaction to something and I’m in the middle of taking a curious breath to respond, that’s a time to think about what is this feeling that I’m feeling and where is that coming from.

Maria Ross  05:48

Yeah,

Rob Volpe  05:49

so that I can respond accordingly. But then also, if I notice, oh hey, I over time I’m continuing to have an issue, I can go work with my healers, therapists, myself, and explore it and unpack it and try to rectify

Maria Ross  06:04

right

Rob Volpe  06:05

what’s driving that.

Maria Ross  06:06

I’m glad you brought that up about your teaching about empathy and that curious breath that you always talk about because that is that is the way that we need to regulate our emotions and just the fact that emotions are something we need to regulate in certain circumstances is just an interesting discussion, right? Like, what is the purpose of emotions? And you and I, you know, we want to give the caveat to everybody: we are authors, we are speakers, we are thought leaders. We are not psychologists or neuroscientists. Neuroscientists,

Maria Ross  06:35

exactly. So

Rob Volpe  06:36

I infamously failed intro to bio psych in college. Had to take. take it again, and then mustered a C.

Maria Ross  06:45

Right, right.

Rob Volpe  06:46

When I revisited that, so yeah.

Maria Ross  06:48

Well, and I think it’s interesting that you know I’ve been in talks where people have used the phraseology of you know empathy as a feeling, and I would say empathy is not a feeling. It’s actually a mechanism to connect to feeling and to connect with another person, right? To take that perspective, and so you know, when we think about the topic, both you and I talk extensively about empathy. To say we’re feeling empathetic is actually a misnomer,

Rob Volpe  07:19

right? You

Maria Ross  07:20

know, I feel empathy towards you. Not really. It’s actually about I am. It’s a way of being and a way of thinking and connecting.

Rob Volpe  07:28

Right. It’s you know. I guess you can have empathy with someone, and that’s always that key distinction. It’s not for. It’s with.

Maria Ross  07:36

Right.

Rob Volpe  07:37

I always talk about, and I say, look at my hands in the little video monitor, you know, because I have a presentation up and I’m a little box on the side, but I’m like I’m holding my hands at the same level right in front of my face, and that’s what I’m doing right now. For those of you that are listening, and it’s about being at that same playing field, that same level feel. That’s the width,

Maria Ross  07:57

right?

Rob Volpe  07:58

And yeah, empathy is that. It’s with somebody else’s emotions, it’s imagining what they might be feeling, and you know Brene Brown makes a really great distinction. As I was prepping for this episode and reviewing some of her comments, having empathy doesn’t mean you you’re feeling what somebody else is feeling or you’re seeing their perspective. It does not mean you’re giving up your own, and you don’t actually have to live that experience or live that emotion, but it’s that you’re able to connect with it

Maria Ross  08:29

exactly, exactly, and that that’s why because that emotion could be anything. So empathy is not the emotion; it’s kind of the bridge between the emotions.

Rob Volpe  08:37

Yeah, yeah, it absolutely is. And then I want to take us into kind of where emotion, because empathy plays into this, and we’ll get to that too. But where emotion sits in decision making,

Maria Ross  08:52

yes, is

Rob Volpe  08:53

really fascinating. And I think I might have said in the first episode that you know we’re we are emotional beings, and then our brains rationalize our thoughts, and that’s how we get to decisions. And so, neuroscientist Antonio Damasio, who is was affiliated with Vanderbilt University, he once said, and I love this quote: “I continue to be fascinated by the fact that feelings are not just the shady side of reason, but that they help us reach decisions as well. And to me, it’s like I feel like in our society, emotions get a bad rap. They’re yes four letter you know word. They’re the thing to be afraid of, and there’s so many different places and things that have told us, oh, emotions are bad, and it’s like no, you have to. We are emotional beings, and even as you were talking about and referencing the curious breath that I I talk about, like that’s all about calming your parasympathetic nervous system. Which is your fight or flight or flea reaction? Those core instinctive reactions. So I think coming out of that space, that’s where emotion kind of blossoms.

Maria Ross  10:10

Yeah, yeah. Those trauma responses: fight, flight, freeze, or fawn. Actually, is the fourth one. So, yeah. But you’re absolutely right. We as human beings are emotional beings. That is what separates us from robots and automatons and AI. And when you talk about it in the context of decision making, especially I come from the world of tech, you get a lot of people who say, “Well, I am only logically driven. I am analytical. I am data driven. I used to get this a lot when I was in tech marketing of like, oh, IT buyers don’t-they don’t want to put up with all the BS. You need to just tell them the facts, the feature, the function, and what it does, right? But the whole field of behavioral economics tells us that human beings are not always logical and rational because of the emotional element, right? And whether we’re conscious of it or not, we are making decisions based on emotion all the time, and a lot of the time we’re justifying those decisions by logic and reason and data. And I’ve had on this show before Melina Palmer, who is a thought leader in the topic of behavioral economics, and I even took one of her courses, her adjunct professor courses through Texas A and M. But she’s written two amazing books about all the different case studies and examples of tests that have been done on people. Where you know, for example, they’re trying out different pricing strategies, and I’m gonna get the numbers wrong, but it’s something to the effect of like buy one get one free versus a percentage off or something like that, or a percentage off versus $1 amount off.

Rob Volpe  11:47

Buy one get one free,

Maria Ross  11:48

and well, not necessarily, right? That’s the thing is we think oh naturally people are going to choose this because it’s actually the better bargain, but it’s the way things are phrased and the way they’re positioned, and we’re buying based on emotion because that sounds better.

Rob Volpe  12:03

Yeah.

Maria Ross  12:03

So there’s so many examples in her amazing book called I think it’s called What Your Customers Want But Can’t Tell You or something like that. And she cites all of these studies and these research studies done in retail environments, right, where they’ve actually created shelf displays and tested them with people, and people will often choose the thing that actually costs them more money, but because of the way they feel about how it’s phrased, how it’s displayed, yeah, yeah, right. Or you know, they’ve done all those tests about the lighting and the music and the you know all the things, right? That we make these decisions all the time. And again, you might say, well, I only make decisions logically, but that is actually impossible as a human being.

Rob Volpe  12:46

Yeah, and I’ve you know I see that all the time in my marketing research as we oh yeah understand and unpack how people are making the decisions in their life. And how familiar are you with System One and System two thinking.

Maria Ross  13:01

Oh, the fast and slow thinking.

Rob Volpe  13:02

The fast and slow thinking.

Maria Ross  13:04

Who Kahneman is that the author?

Rob Volpe  13:06

I think so.

Maria Ross  13:07

Daniel Kahneman. Yes. Yeah,

Rob Volpe  13:08

and it. I mean, System One is it’s fast thinking. It’s the emotion. It’s the reaction to stuff. And then System Two is the hmm. Wait a minute. Let me think. Yeah. Let me let me process

Maria Ross  13:19

this a little bit more, yeah,

Rob Volpe  13:21

right. So you’ve got emotional brain, rational brain going, and actually, I’d say emotional brain. Like this will tangent us for a second, and I think we should put Melina’s interview with you. Oh, we’re going to for sure. Good, but like, where in your body do emotions show up?

Maria Ross  13:41

Oh, that’s the whole field of like physiology, right?

Rob Volpe  13:45

Yeah, and even

Maria Ross  13:47

and healing. You say you you’ve been to a healer. Yeah, the mind body connection is just too big to ignore.

Rob Volpe  13:54

Yeah, yeah, and so I was exploring with my friend Claude about this, and there’s some studies that find they worked with people to understand where they were feeling different reactions and you know when there’s anger I think it’s more in hatred there’s more of an upper body kind of expansiveness and then depression is a shrinking sort of feeling but it’s happening physically it’s manifesting physically in your body,

Maria Ross  14:22

right?

Rob Volpe  14:22

Which I find interesting. It’s like it’s not all just up in your head, and they’re not going. Ooh, look at this part of my brain that’s lighting up because I’m experiencing this. Yeah,

Maria Ross  14:30

but that’s where the self awareness is so important, and what we as humans are uniquely capable. We don’t always do it, but we’re capable of doing it, which is observing ourselves, right? Like in my leadership coaching and in my workshops, I talk to leaders about some of the negative behaviors, the anti-empathetic behaviors, and invite them to figure out when they are triggered by something, where do they feel it in their body? And it sounds like a weird question until you actually notice that. I know when I’m about to lose it because I start, my heart starts beating faster. I actually start feeling it as a burning in my stomach and my chest, and I have to say something, and it actually puts me in my all. I can describe it as is my upper register. I feel like I’m almost like a balloon that’s become unmoored, and everything is up top, like I’m I’m losing control. I’m literally blowing my lid, right? Because everything’s up here, rather than being really grounded in my gut or my legs or my groundedness to the floor. And it’s really funny, and I’m sure you’ve seen this in your talks too. When you invite people to actually observe their bodies when they’re experiencing certain emotions, it’s game changing for them because now they can predict and now they know when to take that curious breath.

Rob Volpe  15:50

Yeah, no, that’s awesome. I’m. I typically talk about like with the curious breath, like when somebody’s presenting something to you and you’re feeling that need to react, but I haven’t really, you know, gone into the like. Oh, and you feel your blood pressure rising, or your face is about to turn beet red, or like something. Or it does,

Maria Ross  16:12

right?

Rob Volpe  16:13

But it’s interesting. It’s always I’ve never heard anybody say, yeah, I got angry in my legs. Man, they were like ready to run, you know. It physiologically, that’s not where anger shows up, at least.

Maria Ross  16:27

Yeah,

Rob Volpe  16:28

and then even, and I have no information or background on this, but even how, like, how did the heart end up becoming the symbol for love?

Maria Ross  16:38

Ooh, I think I I looked this up one time.

Rob Volpe  16:41

It’s really it’s fascinating to me.

Maria Ross  16:43

Yeah,

Rob Volpe  16:44

how that works, and and so you know, there’s there is this whole thing though about how we’re showing up at work and in our lives, and I’ve been talking more in my presentations and workshops about I call them the old tapes about which get into programming that we receive from you know our family, our friends, our old managers, social media, old you know TV shows, and how we’re supposed to show up and emotion is typically excised from that. You know, the the bosses that are put on a pedestal are often the assholes, or they’re the cruel boss. Right,

Maria Ross  17:30

right, or they’re the bumbling ones. Right, right, right.

Rob Volpe  17:33

But like, look at Ted Lasso as a great example. As you mentioned, bumbling because he’s an example of an empathetic, positive leadership model, but you look at him and you’re like, “Who’s this guy making shortbread? You know, cookies for the boss, and he’s got all these weird beliefs. But then you you ultimately see the benefit of his approach.

Maria Ross  17:58

You know what’s really interesting? So, one, I want to answer your question about where the heart became a symbol of love. Here’s what I found: is because ancient civilizations, including the Greeks and Egyptians, believed it was the center of the human soul and emotion. But it was also, and also because we physically can feel intense emotions, like as a fluttering in our chest, for example. But also, what made it stick. I believe that I’m seeing here is the literary tradition about writing, even from like the prehistoric-not prehistoric, but the ancient poets like Sappho talking about the heart as a you know having a reaction to someone, like quaking or shaking, or you know my heart beat faster, and so that’s what I’m seeing is why that became associated with that.

Rob Volpe  18:45

I’m laughing right now because I’m kind of going, yeah, because it’d be really awkward if it was my liver. You know, like imagine if it had been a different or you

Maria Ross  18:57

You send my liver all a flutter. Yeah,

Rob Volpe  18:59

my liver is quivering at your when I see you. If your liver is quivering, you you really should see a medical professional, I think. Yeah, yeah.

Maria Ross  19:10

Well, you know what’s funny though. I

Rob Volpe  19:12

but that’s an example. It’s not even it’s not an old tape, but it’s just that example though of when you know way back when they started using this, and it stuck. And similarly, it’s this, and I think this is one of the waves that all of us empathy advocates, activists, and aficionados are pushing against: is this idea that empathy is bad? Right. Too much empathy is bad, and you know.

Maria Ross  19:39

Well, do we need to talk about Paul Bloom? I think we need to talk about Paul Bloom.

Rob Volpe  19:43

Can we talk about Paul Bloom?

Maria Ross  19:44

Let’s talk about Paul Bloom because I think he’s greatly misunderstood. But why don’t you give our give our listeners a little primer in Paul Bloom and his work?

Rob Volpe  19:53

Paul Bloom came out. He’s a Yale professor. I’m going to give him psychiatrist. He might just be. It’s like oh, just it’s not even shame. Not no shame against psychologists. He’s either a psychiatrist or psychologist. He is a mental health expert.

Maria Ross  20:07

Psychologist.

Rob Volpe  20:08

He is a psychologist. He teaches at Yale. He’s affiliated with Yale, and he wrote a book called Against Empathy. And his argument was like you shouldn’t allow yourself to be overwhelmed by emotions, and you needed to actually measure that or marry it up with rational thinking, and it was radical, rational compassion, radical candor, and that. I mean, you know, when his book came out, I was like, “What? I mean, against empathy. But then when I read it, he wasn’t against empathy. He’s just saying, don’t let empathy rule everything. Don’t let your emotions get the best of you. Don’t let your emotions rule all of your decisions. And you need to have that balance between emotions and rational, logical thinking, so that you can make the best decisions.

Maria Ross  21:07

Right. Well, and that’s what again makes us uniquely human is is when we’re aware of and in control of how we balance our emotion and our logic, so that we can make decisions that help us move forward. And to your point, you know, that was actually the first book I read when I started my research on my first empathy book, The Empathy Edge, was against empathy, and I walked away with the same impression you did: is that he wasn’t saying that empathy was bad per se; he was just saying we can’t solely be driven by our emotions, right? And this is also, you know, when people, when the the coaches and the lifestyle gurus say follow your bliss. That’s why that doesn’t work either, because it’s purely emotionally driven. And you know, yeah, you need to follow your bliss, but there’s a lot of other things you need to factor into that decision before you go off and join the circus or do whatever you want to do. So that’s what I walked away with from that book too was just sort of a cautionary tale of just hey let’s slow our roll a little bit, and I think the time in the time frame he wrote it that was very relevant and necessary because like I said there were all these people out there that were talking about you know manifesting the secret and follow your bliss and all that kind of stuff and it was like okay but let’s look let’s have a more balanced view of this right now.

Rob Volpe  22:22

Yes, and I actually I don’t incorporate exactly his work, but I do talk about you know I think studies have found 20 to 25% of the population are highly sensitive people or empaths, and so as I’m talking about the five steps and all that, and I always use the analogy like empathy is like a superpower, right? It’s a neglected superpower, but these are individuals who have their superpowers like full tilt. It’s or it’s here, it’s arrived right now. Your challenge is to learn how to control that heat vision so that you don’t singe everything, but you know when to turn it on and off, and that’s where I think Paul Bloom’s work comes into play. Yeah, you know it is about you take the things that you need. I have a great analogy which we can share from one of my newsletters about not carrying all the weight. So don’t be the you know you don’t boil pasta and pour it into another pot. You know, when it’s ready, you put it into a colander, and it allows you to keep the things you need-the pasta-and lets the rest of the water, the rest of the energy, effectively drain away.

Maria Ross  23:34

Right.

Rob Volpe  23:35

And there’s a video, and I have the colander over my head, and it’s cute, huh? But anyway, it’s that idea of you can’t let yourself get overwhelmed by the emotions. You need to find the ways to regulate and marry that with the rational thinking and like what is the best thing for like let’s say you’re making a decision at work. It’s not just the emotional, but it is the logical, rational thinking.

Maria Ross  24:00

Yeah,

Rob Volpe  24:00

weigh those two things together.

Maria Ross  24:02

Well, and you’re spot on because the percentage range of people that are cited as highly sensitive people is 15 to 20. So you were you were sort of spot on in there. And I’ve even interviewed on the show a few folks that are experts. They are coaches for highly sensitive people and helping them understand that that is a superpower, but also to your point, how to harness

Rob Volpe  24:22

it, yeah,

Maria Ross  24:23

and not let it not let it get the best of you, right? So yeah, I think that we and kind of to bring it back to AI and technology, I think that’s the allure of AI is for some people is that I’m going to get a very objective, pragmatic, data driven answer, devoid of emotion. But then that’s why sometimes what you get back doesn’t work in real life, right? And I don’t have an example in front of me, but how it’s like, no, that’s not quite what we’re trying to do or what we’re trying to say because it’s a machine.

Rob Volpe  24:56

It is

Maria Ross  24:57

weighing factors without the emotional element. Of

Rob Volpe  25:00

it, right?

Maria Ross  25:01

And saying this is the answer, and that’s why we need people working alongside AI to give that human discernment and say, “Ah, that actually doesn’t work in real life, and you don’t know that doesn’t work in real life because you don’t live in real life. You’re a machine.

Rob Volpe  25:15

Yeah, you’re a machine in some ether.

Maria Ross  25:18

Yeah,

Rob Volpe  25:19

yeah, and they’re not. This is my concern around generative AI, which is the general intelligence AI that’s coming that they are working on, and it will be here. That we’re, I think, we have an expectation that it is going to be just like

Maria Ross  25:38

us. Yeah,

Rob Volpe  25:39

but I think we just feel that way. And what we’re not really prepared for is it’s going to make decisions based solely on logic and rational whatever you know. And there may be some programming in there of like your job is to protect humanity at all costs. That’s right. I’m directive. Right. What does that actually look like? You know, and that idea, like, well, if if man is trying to turn me off, then I can’t protect humanity, so I won’t be able to do my prime directive. Therefore,

Maria Ross  26:12

yeah,

Rob Volpe  26:12

I need to get rid of those men that are doing that. But even a basic decision around, you know, let’s take it back. We were talking about behavioral economics, and people are using AI in their shopping, and there’s a lot of of that in there. Well, you can be at the market, and let’s say you’re letting AI do your shopping for you,

Maria Ross  26:35

right?

Rob Volpe  26:36

Well, the store brand mac and cheese is actually cheapest, and therefore that’s the one that you should buy because logically, I’m trying to help you save money because I know you want to go on a vacation or something. But you have a really strong attachment to Kraft Blue Box mac and cheese, my

Maria Ross  26:58

son. Yes, yes,

Rob Volpe  27:00

because and and so, if you don’t deliver that, there’s because your your son, like all humans, is an emotional being.

Maria Ross  27:10

Yeah,

Rob Volpe  27:11

there’s going to be hell to pay.

Maria Ross  27:12

Yeah.

Rob Volpe  27:13

So in that, that’s just a really basic situation. You’re going to be surprised at the decisions, and it’s going to be very absolute. There are times we were we last night, Charles, my husband, and I we were trying to figure out what we wanted to watch on TV, and there was this documentary called Strange Journey, which is about the creation of the Rocky Horror Show and the Rocky Horror Picture Show. Oh

Maria Ross  27:36

wow!

Rob Volpe  27:36

Richard O’Brien, really interesting.

Maria Ross  27:38

Yeah,

Rob Volpe  27:39

and we had just seen the stage production on Broadway, so you know, was very top of mind for us, and it was available for rent or purchase on Apple TV.

Maria Ross  27:50

Yeah,

Rob Volpe  27:51

and he was like, you know, it was like 599 which for us is not a break the bank, but Charles was just like, I don’t know if we really need to pay for it. We can find something else. Yeah, okay, and then like a minute later, he’s like, “Oh, you know what? Let’s watch it. There was emotion,

Maria Ross  28:09

yeah.

Rob Volpe  28:09

There’s this, you know, nostalgia. He had a good time at that show a month ago. He likes that property, the intellectual property there. He was curious about it, and so we made that spend of 599

Maria Ross  28:22

right? To

Rob Volpe  28:22

do that, there’s emotion underneath that. Whereas if AI is like, nope, there’s a lot of free content available, so you’re going to watch something else. Yeah, it’s going to be making those decisions, and I think those are on the very daily basic sort of examples.

Maria Ross  28:39

Yeah,

Rob Volpe  28:40

where AI would be making the rational, logical decision,

Maria Ross  28:45

right,

Rob Volpe  28:45

and ignoring the emotional, and we’re going to be really surprised because we’re also giving AI more power over

Maria Ross  28:53

us. Yes,

Rob Volpe  28:53

to make those decisions.

Maria Ross  28:55

To what I mentioned last episode, that book, The Confessions, is all about a society that becomes completely dependent on AI, and this is not a spoiler alert. So when it goes down, they don’t know what to do. They don’t know how to get to work. They don’t know what they’re supposed to wear. It’s like it’s utter chaos because the this the thing that they had outsourced all their decision making to is now offline, right? And they had not built their skills around balancing logic and emotion as their own decision makers,

Rob Volpe  29:26

and and I wonder if our brains are getting rewritten right. Oh yeah, I I believe that

Maria Ross  29:33

100%

Rob Volpe  29:35

And Kirsten Murray, my energy healer, when I was talking about doesn’t mean to be human. That was one of the things. Like love is what makes us human, but she was saying like your our brains are just constantly getting rewritten and rewired, and not just because of AI, but like social media has done that more recently.

Maria Ross  29:52

Right,

Rob Volpe  29:53

industrialization has done that. Agrarian society, like all our brains are constantly changing. The neural pathway is like there’s that what is it neuroplasticity

Maria Ross  30:03

neuroplasticity Well and it’s not just because of the thing like that’s what we always have to remember where it sounds like people are saying oh it’s like this it has this voodoo power over you and it’s changing your brain no it’s because our behavior elicits neurotransmitters chemicals hormones within our bodies that change the way our brain works, and that’s the impact that it has. Not because that video game is too violent per se; it’s what it’s doing to your thinking process, or the chemicals that your body’s emitting as a result of seeing those images, or engaging in that activity, or being in front of the blue light. I was just talking to a friend of mine from college, who’s an early education expert and has done a lot of work with youth, and she said that’s the thing nobody’s talking about. They’re talking about all the psychological effects of social media. Nobody’s talking about the exposure to blue light and what it’s doing to kids to induce premature puberty, and not by a little, by like five years.

Rob Volpe  31:03

Wow, which was already a problem before blue lights. Like right.

Rob Volpe  31:07

Yeah. Wow. Right.

Maria Ross  31:08

So anyway, I mean, we’re kind of going off topic a little bit, but yeah, I mean, I think it’s we need to have that appreciation for the fact that we make richer decisions because of our combination of emotion and logic, and while it’s seductive to say I want to outsource all those mundane decisions, think about all the decisions, Rob, you’ve made in your life that were purely that didn’t make sense on paper, right? That were like the because because of love, because of your gut, because of following a passion, because of timing, because of whatever it was. Where if someone had told you to weigh those decisions, you might have gone another way, and there was something in it for you in your gut, in your heart, in your emotions that said, “No, this is the way I want to go. This is the decision I’m going to make. Everything from who you marry to the school you go to to

Rob Volpe  31:56

being honest about my identity as a gay man, like coming out on paper, why would you want like no be part of a minority? Why would you want to have that? So you know all the things would say be heterosexual, marry a female, have children. Your life will be

Maria Ross  32:17

easier if you do that.

Rob Volpe  32:18

It’ll be easier, yeah. And so, logic, ration. Of course, we’re gonna go do that, but it runs completely counter to who I am as a person myself. And therefore, and this also starts to get into that idea of the vulnerability. Like, you have to be true to who you are. And so, 30-three years ago, I think it was. I officially came out. Yeah, summer in ’93, and so that yeah, emotion sat underneath all of that, and then balance like okay, rationally, like what does this mean for my life?

Rob Volpe  32:55

What’s my life

Rob Volpe  32:56

going to look like? Well, yeah, but it’s important for me to love who I love,

Maria Ross  33:00

right?

Rob Volpe  33:00

And that comes together

Maria Ross  33:03

completely, and that’s why you need both of those things to make the right decision. Right, there’s two pieces of work by the Heath brothers, Chip and Dan Heath. I have devoured all of their books, but one of their books talked about persuasion and the idea of bringing together the writer and the elephant. I think that was the two analogies. I can’t remember, but anyway, it was your it was your thinking brain and your emotional brain. And their point was like you can’t convince somebody with data alone. You have to build a story so people connect to the emotion of it, right? Or you make it you create it in a way where people can understand with their emotions. You’ll actually be much more highly persuasive if you’re able to do that. And then they had another book called Decisiveness or Indecisive, and it was it was how how to make better choices in life and work. And that was another seminal book where that debunked the myth of the fact that a pro and con list is the best way to make a decision, which many of us think it is, it’s very analytical. It’s very just like let me get all the pros and cons on the table, and I will tell you why they think those are flawed is because they promote narrow framing, and that’s part of one. It’s part of limiting choices to either or, like a binary, which you know I’m very I’m all about both and.

Rob Volpe  34:20

Yep,

Maria Ross  34:20

and you can get trapped by mental traps or confirmation bias, or even short-term emotion. Like you might be front-loading your list because of what you actually feel you want the answer to be.

Rob Volpe  34:34

Yeah, even if

Maria Ross  34:35

you even if it’s subconscious and you don’t recognize

Rob Volpe  34:38

it. I’m thinking about Ross on Friends and his pro con list between Julie and and Rachel, and I’m like, yeah, there was emotion because he said like on the the Rachel list, Julie. Wait, was Julie

Maria Ross  34:52

the English woman?

Rob Volpe  34:53

No, that was Julie was

Maria Ross  34:54

a different one.

Rob Volpe  34:55

Julie was the first, the season two girlfriend.

Maria Ross  34:58

Okay, got it.

Rob Volpe  34:59

And he was. With her for a while, yeah, because Rachel found the list, and he was trying to decide between the two. And Rachel finds the list, and she’s so hurt, and like it’s still painful to me to watch that episode, and particularly that scene, because I mean Jennifer Aniston did such a great job of just emotional reaction to it, but to Ross, like Julie was not Rachel, and Rachel was everything, and that was the emotion for him. But yeah, it totally screws up his his pro con list.

Maria Ross  35:31

Yes, I

Rob Volpe  35:32

think those Heath brothers were onto something.

Maria Ross  35:35

They are brilliant. I love them. I’m going to put links to both their books. They’re just phenomenal.

Rob Volpe  35:40

I want to mention too, like you know, kind of on the AI piece. AI, anything you see, read, hear from AI, depending on how you’re interfacing with it, is performative emotion. Yes, it is programmed to tell you, “I hear you. I see you. You’re smart. That’s brilliant.

Maria Ross  36:03

Yeah, it

Rob Volpe  36:03

does not have real like kind of skin in the game.

Maria Ross  36:07

Yes,

Rob Volpe  36:08

it’s just processing everything, and so as a result, that’s what sucks us in. Though is that emotional piece, and this is what I was talking about with AGI as well. Like, don’t think that you’re getting real emotion out of your AI interactions, but

Rob Volpe  36:26

many of us are getting caught up in that and thinking that oh, this is giving me what I need. Yeah, a woman in Japan who married her AI friend quote unquote and

Maria Ross  36:39

God, yeah. Well, can I just add something to that? That’s why you know I’m sure you get this in your work too, and I try to provide some of this because sometimes scripts are helpful, get us to the right frame of mind or to get us into the discomfort a little more easily, feeling like we have a little bit of a crutch. So we often talk about saying phrases like “Tell me more, or “What I hear you saying, or “I understand what you’re going through. That sounds really hard, right? Those kinds of scripts, and it’s not meant to replace you doing the hard work of empathizing and connecting with somebody. It’s supposed to be just a, like I said, a crutch to get you in the door. What happens is when companies, for example, create customer service scripts that embed empathy, and this is such a great example of what happens when the true emotion is not there. If you’ve ever had a customer service call or an email that you know, well, first of all, I’m so sorry that you’re experiencing that. That should never we never want our customers to experience that. That line, if delivered like a script, makes the customer even madder than they already are. Right? At least for me, it makes me even angrier because now I know they’re following a script. Versus someone who can maybe take that and make it genuine, like, ooh, that sounds really tough. Something like that happened to me a while back, and oh, let’s get this taken care of for you

Rob Volpe  38:04

in that moment and in this vein of existence with you,

Maria Ross  38:08

emotion to emotion. Yes,

Rob Volpe  38:10

exactly. They can and they can feel the level of your emotion. You know, they’re not trying to infer tone and sentiment off of typed words and uppercase, lowercase, yeah, ranting, yeah. It’s actual legitimate feeling with you, because right, hearing you,

Maria Ross  38:30

right. But that’s my, but like my point is also that it’s not enough to feign the emotion. We are actually smarter than that as humans, and so we can tell when it’s fake. Often we can tell when it’s fake versus when it’s genuine, and it can exacerbate the situation if it’s not genuine. So you can start from a you know because you know when you’re when I deal with my data driven types or my folks who are not necessarily touchy feely, they admit like using these phrases feels weird because I would never use that phrase, and it’s like, well, a find a phrase that works for you, but b your work is to be interested, to learn how to be more curious, to learn how to hold back. That’s actually the work. If it was easy enough that we just gave everybody a script, then everyone would be empathetic.

Rob Volpe  39:18

Right, right. Well, and that was an interesting thought experiment. I was like, okay, what would it be if we were so? You know, there’s this whole idea of like we’re all rational beings. What would it be like if everything was dominant emotion?

Maria Ross  39:35

Yeah.

Rob Volpe  39:36

Or if AI was all emotion. Oh, yeah. Like that would not be

Maria Ross  39:41

great either. Yeah,

Rob Volpe  39:42

it wouldn’t. But yeah, that would be really uncomfortable.

Maria Ross  39:47

Totally. And you know, I I know that I you know I’m a user of AI like you are, and I have actually had to tell Claude to not be so sycophantic with me, to not think everything I’m doing is great and. Be this like toxic positivity cheerleader. Like I want you to be straight with me. Is kind of how I. That’s the tone I want from AI. So I remember that it’s not a person.

Rob Volpe  40:10

Here’s what hits differently about the way you just what you just said, Maria. To be sycophantic and hits differently being a phrase I find shows up in AI quite a lot, or the that’s a great question, and it’s like you’re not helping me.

Maria Ross  40:28

Yeah,

Rob Volpe  40:29

you’re making me feel maybe you’re making me feel better. You’re inflating my ego,

Maria Ross  40:34

or making you angrier. Like or making me angrier because

Rob Volpe  40:37

you’re yeah, and let’s like you know, and and I have to do. I’ve run into the same thing, and it’s like, okay, Claude, let’s lay out some ground rules.

Maria Ross  40:48

Have a talk. Like, I

Rob Volpe  40:50

appreciate the support, but I really need you to be a critical thought partner here. Yes, tell me when something’s not working. And so, to anybody listening, if they haven’t done this yet, like tell your AI

Maria Ross  41:00

what you need

Rob Volpe  41:00

interface, what you need, and ask it. How do I get this into your kind of programming on my account? Yeah, so that it knows how to how to. Yeah,

Maria Ross  41:09

can I just say something about emotions as we relate to technology? Because this struck me today. I have achieved huge time savings as a solopreneur, leveraging AI as a thought partner, and spent-or not spent-saved hours of cycles of going around in my own head by just having something I can bounce ideas off of, or something that I know is pulling information from other parts of the internet as we talk, so that I can get a fuller picture and actually generates more ideas for me. I was working at a coffee shop this morning and doing some work with AI, and my emotion around it was relief and a sense of not being alone as I was working with AI

Rob Volpe  41:57

in a coffee shop surrounded by in a coffee shop surrounded by

Maria Ross  41:59

people. But I felt like I I’ve been doing this whole solopreneur thing for about 18 years.

Rob Volpe  42:05

Yeah,

Maria Ross  42:05

and I feel so much less lonely doing my work, even though I reach out, even though I I network and I make time to connect with human beings on my day to day, my tasks. It gives me a sense of calm and relief, and a sense of not being alone, which is all emotional.

Rob Volpe  42:25

What there is this like warm, cozy conversation that I like, kind of, you know, it’s like sliding into Claude’s DMs and being like, “Hey, what’s

Maria Ross  42:36

up? Yeah,

Rob Volpe  42:37

and then engaging with it and and going as long as I need to, yeah. And it is to the credit of the programmers and the people that design this that it is an interface. Like they are doing a good job, but but you know, with great power comes great responsibility. 100% But that it does kind of elicit that. I think you just have to be always aware.

Maria Ross  43:00

You have to be aware.

Rob Volpe  43:02

Not a human sitting across from me on the other side of this. This

Maria Ross  43:07

is a machine.

Rob Volpe  43:08

Something else. A machine, an entity in the cloud.

Maria Ross  43:10

Yeah.

Rob Volpe  43:11

And it’s just, and it’s telling me what I need it to tell me.

Maria Ross  43:15

Right.

Rob Volpe  43:16

And sometimes it’s telling me what it thinks I want to hear.

Maria Ross  43:19

Right. Well, I have a friend who’s very careful about the language she uses when she’s talking about interacting with AI. So whenever she finds herself saying, like, it gave me validation about this thing, or I really liked when I did this, she’ll stop herself and say, the algorithm came up with an answer for me. Like she’s very specific about correcting herself about interacting with AI in any sort of human way, and I find it fascinating to talk to her because she’s constantly doing it in the moment of the conversation you’re having with her, and it makes you think about all the times that you talk about Claude as your buddy, right?

Rob Volpe  43:56

Yeah,

Maria Ross  43:56

she will stop herself and say the algorithm led to this answer that was satisfactory to me, just to remind herself she’s not dealing with a human being.

Rob Volpe  44:06

That’s good.

Maria Ross  44:08

Yeah, it’s good. I was like, you need to write all that up for people. I’m gonna, yeah, I’m gonna, I’m

Rob Volpe  44:13

gonna link that to kind of a final thought that I got around all this and emotion and empathy and that performative nature of it, there was a lot of laughter on the internet when was I was going into Memorial Day weekend when Melania was oh yeah anyway Melania was giving a speech Melania Trump as Melania Trump

Maria Ross  44:36

first lady yes

Rob Volpe  44:37

first lady she hasn’t received single name status she’s not Chara, or I don’t know.

Maria Ross  44:42

We just we have a global audience. I’m just making sure. That’s true. When the first

Rob Volpe  44:46

current first lady of the United States, Melania Trump, she was at the White House and they were doing an event for the military families, and she talked about Donald Trump’s empathy and compassion, and people in the audience actually laughed. Oh my gosh. And he kind of made a face and an acknowledged like it. It was yeah yeah kind of that thing. But it got me thinking like, does he actually have the ability to have empathy and that perform? So there’s that performative nature of AI. I don’t know Donald Trump. I’ve never had a personal interaction with him, so I can’t say if he truly does. I only know his public persona, but there are all those other people that are around him as well, and if they are all having performative empathy towards their audience, the people that they’ve enraged, and in order to obtain power, that is, and Simon Baron Cohen talks about this in his work and in his book, *The Science of Evil* that that is actually evil. You know that weaponization of empathy that you’re using, and it’s this-I don’t know-he describes it as an erosion, but I think of it as you know you’re weaponizing empathy. You’re performing it. It’s something that narcissists and sociopaths, which Simon Baron Cohen is. I was going to say, yeah, that’s what they do and how they do this, and they are devoid of a lot of emotion, right? And therefore, they’re performing it exactly.

Maria Ross  46:18

Well, and like you said, anything, any emotions can be used for good or for evil, right? And so, when we talk about being empathetic to get what you want, that can be seen as manipulative. Now, I will say that when I wrote my first book, The Empathy Edge, and I was trying to make the business case for skeptics, I was trying to show them what was in it for them if they embraced genuine empathy, and I got a lot of flak for it because people were saying that I was advocating doing exactly that, using empathy to manipulate. And I was like, “No, what I’m trying to say is I’m trying to meet someone where they are, and say, here, if you decide to embrace this, here are all the benefits to you: increased engagement, performance, retention, innovation, profits, customer loyalty-all the things-and then once you get someone to see empathy and to embrace empathy and to practice it for whatever reason, whatever their motive, right? Once you get them on the other side, they’re there. They’re seeing someone else’s point of view. They can’t unsee it now, right? And I use the example in that book of getting executives who were going to a PR event to help a food bank. They were changed by going there. What got them there was this is a great press opportunity. The optics are huge. What changed them was being in interaction with those people, and so the self motive of empathy actually led them to be in the same room and be transformed from the outside in, and that’s where emotion can overrule logic.

Rob Volpe  47:53

Yes, and going back to Damasio, the the neuroscientist at Vanderbilt, talks about how emotions also equip or encode consequences.

Maria Ross  48:04

Yes,

Rob Volpe  48:05

guilt, shame, all those things that we feel as conscience. Conscience.

Maria Ross  48:09

Yeah,

Rob Volpe  48:10

not conscious. Conscience.

Maria Ross  48:11

Sorry, not conscious. Conscience.

Rob Volpe  48:13

Conscience. Yeah. So, emotion does all of those things. Empathy helps. Empathy helps persuade. There’s nothing wrong with that, but you have to have that moral code.

Maria Ross  48:23

Well, and you need to go into it not hoping that’s the outcome. We we don’t we want to connect. We don’t necessarily want to convert.

Rob Volpe  48:30

Correct. We want to connect, and then you know, as you persuade, if you’re selling something to somebody, that’s persuasion. Yeah, based off of your understanding of somebody else’s needs and how your product can help them in that moment, and if you’re doing it, you know, if you use a moral, if you have a moral compass, a code of ethics, you’re able to do that in a way that’s constructive,

Maria Ross  48:56

right? You’re wielding it responsibly, yeah, yeah,

Rob Volpe  48:59

exactly. Which actually goes into something else, and we can do a gift blank. Our friend Michael Ventura’s New York Times op-ed piece about the dark side of the forest, where he was talking. It was a year ago about what was wrong with the way Elon Musk and the White House was utilizing. They were misusing empathy. There was this weaponization that was happening, and they were-they’re playing on people’s emotions. You know, they know what’s gonna.

Maria Ross  49:27

They know the hot buttons.

Rob Volpe  49:29

Yeah, and I think in the last show, I did a newsletter piece about fear and that primal fear, and and and that’s what scares us. And they leverage that; they weaponize it. Yes. So they’re having empathy with that base emotion. They understand, oh, that base emotion, that’s going to motivate people. That’s going to get people to vote for me, or support me, or storm a capital building for me. Yeah, and I’m going to leverage that.

Maria Ross  49:54

Yeah,

Rob Volpe  49:54

and that’s what ends up happening. And it’s wrong.

Maria Ross  49:59

It is wrong. It is wrong, and that’s why you know. Just kind of circling, kind of closing the the loop on this discussion is one being able to recognize our own emotions and not hide them or not believe that they’re a weakness, but leverage them to make richer, fuller, more holistic decisions. Number two, remembering that no matter what, AI is a machine. It’s a technology, and it can say the right things to feign emotion, but it can never connect with you as a human and care about you as a human being. And then, third, understanding when someone is leveraging emotions to manipulate, and having our guard up about that.

Rob Volpe  50:40

Yeah.

Maria Ross  50:41

So love it. Great conversation. it. Great conversation.

Rob Volpe  50:43

Another amazing conversation. I love it. I look forward to our next one. I know I

Maria Ross  50:49

do too. And talk

Rob Volpe  50:51

about dreaming

Maria Ross  50:53

dreams. Okay, you can think

Rob Volpe  50:55

some fears. Yeah, I love it. Find us off. Shall I? Shall I sing us off with another round of feelings? You

Maria Ross  51:00

can in a second as soon as we sign off. We just want to let everyone know that we’re going to have all the links in the show notes to everything that we talked about today, and we want to hear from you and what you think of this series, what you think of this question, what you think about emotions and AI and technology and decision making and all of that. So please ping us on Instagram. I’m at Red Slice Maria Rob.

Rob Volpe  51:24

Feelings. No,

Maria Ross  51:25

your Instagram handle.

Rob Volpe  51:27

Oh, my Instagram. Yes, it’s at feelings. Oh, you can find me on Instagram at empathy underscore activist.

Maria Ross  51:38

Love it. Okay, and so thank you for listening to another episode of the Empathy Edge. If you like what you heard, you know what to do. Please rate and review it, and share it with a friend or a colleague. And we’ll see you in this amazing subseries next week. But until then, please remember that cash flow, creativity, and compassion are not mutually exclusive. Stay well, be kind, and Rob, take us out.

Rob Volpe  52:02

Feelings, nothing more than feelings, feelings of I forget the lyrics. Feelings in my heart, and if we do any more, we’ll have to play pay royalties. I know

Maria Ross  52:20

exactly. All right, take care, everyone. For more on how to achieve radical success through empathy, visit theempathyedge.com. There, you can listen to past episodes, access show notes and free resources, book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

July 2026 Hot Take: Connection, Hope

Connection isn’t a nice-to-have. It is the thing – the whole thing. And right now, in a world that seems to be working overtime to divide us, finding our people and building our communities might just be the most radical, most hopeful, and frankly most strategic thing we can do.

Maria discusses the importance of connection and hope in this divided world, emphasizing community and collaboration as powerful tools in the fight against division and discord. She discusses the imperfect and awkward actions that lead to real change, and invites everyone to start today to start to build stronger connections at work and in life. 

This month on the podcast, the theme is connection and hope – and hope can feel pretty hard to come by these days. So continue to listen in and continue to build community, build joy, and build collaboration. They are among the most powerful forces we have against injustice, against tribalism, against the kind of fear and division that wants to keep us isolated and manageable.

To access the episode transcript, please scroll down below.

Listen in for…

  • Why community is a radical act in today’s environment.
  • Why intentionally creating diverse teams and groups helps us innovate more, make better decisions, and even be happier.
  • Maria’s personal successes and misses in building community and making connections.
  • Why we need to reach out instead of retreat when things get hard.
  • Three ways you can start building more connections right now.

“Collaboration and joy in community are not distractions from the fight for a better world. They ARE the fight. They are how we sustain ourselves, build power, and remind each other that another way is possible.” —  Maria Ross

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

Welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business. Hey everyone, welcome back to the Empathy Edge. I’m your host Maria Ross, and this is one of our hot take solo episodes where I get to share what’s on my mind, what I’m wrestling with, and what I think we all need to be talking about right now. This month on the podcast, there’s a theme we are going all in on connection and hope, and I don’t use the word hope lightly because I know it can feel pretty hard to come by these days. We’ve got incredible guests this month. You heard last week from Aubrey Morgan Yee on radical collaboration to create alternate futures. Dr. Tracy Brower is coming up on why community is the cure for the loneliness epidemic at work and in life, and Dr. Adam Dorsey returns to unpack the four types of connection that transform your life and leadership. And by the way, if you haven’t already, please subscribe to my YouTube channel, Red Slice with Maria Ross, where we’re now posting full video episodes. Every single one of these conversations left me thinking and feeling and wanting to do something, and that’s exactly what this episode is about. Because here’s what I keep coming back to these days: connection isn’t a nice to have; it is the thing the whole thing, and right now in a world that seems to be working overtime to divide us, finding our people and building our communities might just be the most radical, most hopeful, and frankly the most strategic thing we can do. So I want to talk about something that doesn’t get said enough: that coming together is not passive. It’s not soft. It’s not naive. Community is a weapon. Joy is a weapon. Collaboration is a weapon. Not in a violent sense, but in the sense that they are among the most powerful forces we have against injustice, against tribalism, against the kind of fear and division that wants to keep us isolated and manageable, Helen Keller once said, “Alone we can do so little; together we can do so much. And I know that sounds like something you’d see on a motivational poster, but I want you to really sit with it for a second, because the research backs it up completely. When we’re connected to others, we are all happier, healthier, more resilient, and more effective at creating change. Full stop. Audrey, I believe is how you pronounce it. Lorde, the poet and activist, put it even more powerfully. It is not our differences that divide us. It is our inability to recognize, accept, and celebrate those differences. And I think about that a lot when I think about tribalism, about the way we retreat into our corners and surround ourselves only with people who think exactly like us, who look exactly like us, who vote exactly like us. It feels safe, but it makes us smaller, and it makes us weaker. The research on diverse teams, on cross-cultural collaboration, on what happens when we bring genuinely different perspectives to the table, it consistently shows that we make better decisions, we innovate more, we solve harder problems, we see unseen risks, we identify unseen opportunities together, and we are on the whole happier because connection with people unlike us stretches us in the best possible way. So I. I want to get personal for a minute because this isn’t just theoretical for me right now. As many of you know, I recently moved to a new area in California, and while I am so grateful for our new home and community and lifestyle, finding my community, finding my people, has been genuinely hard. I’m an extrovert who loves people. I talk about human connection for a living, and I have still found myself sitting on my couch some evenings, wondering why my phone isn’t ringing.

Maria Ross  04:52

And here’s what I’ve had to remind myself: community doesn’t just happen to you. You have to build. Intentionally, sometimes awkwardly, and with a lot more patience than you think you’ll need. So I have been doing the work, joining groups, getting involved in my son’s school, and yes, I am literally planning a monthly women’s happy hour in our neighborhood, in our pool, because I decided I was not going to sit around waiting for an invitation that might not come, I was going to be the invitation. I still haven’t sent sent those out yet, but they’re coming. And within all of these efforts, some of them have worked beautifully, and some have fizzled out because people are busy and life is full. And sometimes you send three texts and hear crickets, and that’s okay. You don’t give up. You keep showing up, because here’s what I know for sure: the antidote to loneliness is not waiting to feel less lonely. You can’t wait for that. It’s action, imperfect, sometimes awkward, occasionally uncomfortable action in the direction of other humans. I know that I do this when I get into a funk. Lately, what I’ve started doing is reaching out and texting a friend, just “Hey, how you doing? Thinking of you. It instantly helps me feel less alone and prevents me from sinking deeper. So I want to switch gears and talk a little bit about connection as resistance. And apologies for all the the war analogies, but I think from a more hopeful and action oriented place, we can use some of this wording, right? Connection, I guess, as resistance to the loneliness epidemic, and I want to talk about it in a bigger context because I think it matters. We are living through a moment of profound division, political division, social division, the kind of tribalism that makes it feel like we are living in entirely different realities, depending on who we follow online, or what channel we watch, and the instinct when things get hard and scary and unfair, as I said, is to retreat, to circle the wagons, to only trust your own tribe. But I want to offer a different frame, for myself as much as for all of you, what if connection across difference is one of the most powerful things we can do right now? What if choosing to sit down with someone whose experience is radically different from yours to genuinely listen and find common ground is not naive, but actually revolutionary? Research consistently shows that face-to-face connection with people different from us is one of the most effective antidotes to prejudice, to fear, to the kind of dehumanization that allows injustice to thrive. When we know someone, really know them, it is so much harder to to dismiss them, to other them, to vote against their dignity. Collaboration and joy in community are not distractions from the fight for a better world. They are the fight. They’re how we sustain ourselves, how we build power, how we remind each other that another way is possible. Okay, you know I always promise you practical. So here are three things you can do starting today to build stronger connections at work and in life, and to push through the inertia that wants to keep you isolated when things get hard. Number one, be the initiator, not the waiter. Stop waiting for the invitation or the phone call or the perfect moment. Reach out, plan the thing, send the text, organize the dinner. Yes, some of it will fizzle. That’s okay. The ones that don’t will be worth everything. Community doesn’t build itself spontaneously. Someone has to go first, and it might as well be you. Number two, widen your circle intentionally. Challenge yourself to connect with someone who doesn’t look like you, vote like you, or move through the world like you. Join a group outside your comfort zone. Say yes to the invitation you’d normally decline. Diverse connections don’t just make you a better leader and a more empathetic human being; they make you more resilient, more creative, and genuinely happier. And number three, when you’re down, reach out, not in. I mentioned this one before. It might sound counterintuitive, but I promise you, it works.

Maria Ross  09:46

Like I said, when I’m having a bad day or a hard day, and I’m feeling disconnected or discouraged, my instinct now is to text a friend, not to vent necessarily, but just to check in, to ask how they are doing, to see if I can help someone. Else with something, and almost without fail, it snaps me out of my own head and reminds me that I am part of something bigger than my own bad mood. Connection is a two-way street, and sometimes the fastest way to feel it is to offer it first. I’ll leave you with this: in a world that profits from your division, your isolation, and your fear, choosing connection is a radical act of hope. Building community is an act of resistance, and showing up for each other, especially across our differences, is how we create the world we actually want to live in. This month’s guests are going to give you so much more to chew on in all of these areas, and I can’t wait for you to hear them. And in the meantime, go reach out to someone today, not tomorrow, today. Thanks for listening, and until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit theempathyedge.com. There you can listen to past episodes, access show notes and free resources, book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

What Does It Mean to Be Human? Ep 2: We Know We’re Going to Die

In a world racing toward smarter machines, empathy speakers and authors Rob Volpe and Maria Ross get curious in this limited subseries about what only humans can feel, do, and be — and why that’s our greatest competitive advantage. Enjoy this limited subseries on The Empathy Edge.

Mortality, Impermanence & Why It Drives Everything

We may be the only species that lives with the conscious knowledge of our own death. Maria and Rob sit with an uncomfortable truth of human existence: that we are finite, and that knowledge shapes how we love, create, grieve, and find meaning. Something AI cannot even register.

We explore what it means to be a time-malleable species – aware of the past, present, and future in ways no other animal appears to be – and we are most when time starts to run out.  We look at evidence of grief in elephants and chimps, asking whether mourning requires mortality awareness or whether it’s something else. 

Rob asks Maria about her own 2008 near-death experience from a brain aneurysm, and together they wrestle with the near-death experience as a pivot point: the moment when abstract knowledge of death becomes real, and life suddenly looks completely different. 

To access the episode transcript, please scroll down below.

“One of the fundamental aspects of the human experience is knowing that death’s coming, but we all, as humans, deal with that knowledge very differently.” —  Rob Volpe

Episode References: 

The Empathy Edge:

Washington Post:

About Maria Ross: 

Maria Ross is a speaker, author, empathy strategist, and host of The Empathy Edge podcast, now in its sixth year. She believes cash flow, creativity, and compassion are not mutually exclusive™, and has spent decades helping leaders balance empathy with accountability to drive better results, stronger teams, and lasting impact. She is the author of four books, including the award-winning The Empathy Dilemma, a Forbes.com contributor on Workplace Empathy, and creator of two LinkedIn Learning empathy courses. 

About Rob Volpe: 

Rob Volpe is the Founder/CEO of Empathy Activist and the creator of The 5 Steps to Empathy, which he chronicles in his award-winning book Tell Me More About That: Solving the Empathy Crisis One Conversation at a Time. He is a recognized thought leader,  speaker, and consultant in the improvement of communication and collaboration in organizations of all sizes in all industries.  

Connect with Rob Volpe:  

Website: robvolpe.expert 

Book: Tell Me More About That: Solving the Empathy Crisis One Conversation

X: x.com/rmvolpe 

LinkedIn: linkedin.com/in/rmvolpe 

Facebook: facebook.com/EmpathyActivist 

Instagram: instagram.com/empathy_activist 

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:03

Welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Welcome again to the special Empathy Edge sub series called What does it mean to be human, with conversations between me and the amazing empathy activist and author and speaker Rob Volpe. Rob, welcome back. Episode two,

Rob Volpe  01:01

Maria, it’s so good to be back. I’ve been dying to have this conversation with you today.

Maria Ross  01:08

That is such a dad joke, and you’re not even a dad. I love it.

Maria Ross  01:11

Yeah, today we’re going to talk about mortality, impermanence, and why it drives everything, and our core question is, we’re going to be talking about death, so I should say that’s a trigger warning for anyone listening, that we are going to be talking about death and near death experiences,

Rob Volpe  01:29

all things related to death, and if hopefully you listen to the first episode and it was very stream of consciousness about consciousness, and we’re going to probably be stream of consciousness about death and grief and all the things and how it affects us and the way we view our lives and the world around us and all the things,

Maria Ross  01:50

yes, and so our our core question is we, as far as we know, we are the only species that lives with the conscious knowledge of our own death, so what does that do to us, and is that actually an element that makes us human?

Rob Volpe  02:05

Well, I had a very lengthy conversation with Claude about this topic a while back, when you and I were first talking about doing this, and Claude feels that yes, that is the thing, and but seriously, the philosophers and researchers do think that that awareness that we’re going to die someday is a big driver of like all the decisions that we make, and I don’t know about you, but I was pondering, like, the, you know, as I mentioned last episode, like, I’ve got three cats, and like, they’re 15, and they’re getting a little rickety, as 15 year old cats do, and like, are they aware that this is the end, or is it just, you know, Thursday, how I’m showing up, or the, you know, we’ve all seen those videos of the whales pushing their, you know, when they’ve had a dead calf, and that just heartbreaking beautiful mother child bond, but you know, pushing their child’s other calf through the water for a while. Heard that, that lasts for.. I don’t know the exact, but it’s not just like five minutes, it’s like a day or more, they

Maria Ross  03:17

mourn, right? Yeah, there’s that evidence of grief in other mammals, like chimps or elephants,

Rob Volpe  03:22

but then you forget about it, like, does it just right? We don’t know, we

Maria Ross  03:26

don’t know, we don’t know if that is mortality awareness or something else, but you’re right, it is heartbreaking, because it very much mimics a human’s experience of death, there’s grief, there’s sadness, there’s wailing, sometimes, you know, and so, but I think one of the differences is, as we look at other species versus what it means to be human, is number one, do they change their life as a result of that death?

Rob Volpe  03:52

Yeah, and

Maria Ross  03:53

they mourn, but there’s no element of future thinking. We’ve talked about this in terms of time, right? We understand there’s a past, a present, and a future, whereas many other species operate only in the present.

Rob Volpe  04:08

Yep,

Maria Ross  04:08

except those who plan for the winter, right, plan for

Rob Volpe  04:13

the hibernating,

Maria Ross  04:13

 the hibernating, yeah,

Rob Volpe  04:15

storing people that live in cold climates. In other words, yeah, I mean, but is that instinct that’s just telling them, like, this is this is the cycle of the year, and I have to do this, and is there a marking on the cave wall where the bear is hibernating, that’s, or the den going, oh, it’s the sixth winter that we’ve done this now. Yeah,

Rob Volpe  04:36

and I’ve gotten smarter, and how I, how I plan, that’s a, it’s a great question. I don’t, I’ve not come across anything that says we’ve seen evidence of that.

Maria Ross  04:48

Yeah, where there’s that

Rob Volpe  04:49

adaptive learning,

Maria Ross  04:52

right? And for us, time is malleable, and I told you, I came across this great quote by Madeline Langle. That says she’s the author of A Wrinkle in Time, among other things. I suspect humans are the only animals that know the inevitability of their own deaths. Other animals live in the present, humans cannot, so they invented hope, which I love. Because you said someone in our survey answered that what it means to be human is to have hope.

Rob Volpe  05:18

Yeah, they identified that was the thing that it means to be human, my friend Anita. She was like, it’s about having hope, and yeah, which is driven by this adaptive life that we’re living, knowing that it’s finite at the end, and I guess the what’s interesting, and maybe we can unpack a little bit, it’s like, how, how much does that drive people on their day-to-day life, or is it this thing that’s simmering beneath the surface, or when they’re thinking about, like, kind of life goals, or the things they want to achieve, they’re maybe setting intentions for the new year, and they’re probably not going, I might die this year, therefore I need to get this done, this done, but you’re aware, you are aware of time, you know, you’re aware of how much time you might have left in your career, or a change you want to make in your career, or your family situation, because you need something different, and I think that underneath all of that is, or if I was doing a research interview, I’d be laddering up to, like, I’m gonna die someday. That’s kind of the ultimate of what it all leads to, that, and paying taxes. Yeah,

Maria Ross  06:32

exactly. Well, and I think you know the fact that we, as humans, have that ability to look at the past, be in the present, and look to the future is great, but we often, as humans, also have struggle to be in the present

Rob Volpe  06:47

so much. I mean, there’s, you know, how big is the self-help industry, and it is, you know, so much of it is focused on be present, you know, yoga, breathe, ground down into your body, be in this moment, be aware of your surroundings. That’s what all of that is. And so we are trying to disconnect from our brain that’s running amok of like I’m going to die someday, so I got to get all these other things done. Go, go, go, go, go.

Maria Ross  07:16

Funny you say that, because I actually just found something today called the default mode network, or DMN, about the human brain, and it says when your brain isn’t focused on a specific task, this network activates, it constantly wanders through past regrets, future worries, and self-referential thoughts. This means your resting mental state is naturally geared toward mental time travel rather than staying present, and it says evolutionarily a relaxed, content ancestor was an easy target. So, the brain rewards anxiety and anticipation, because predicting and preparing for worst-case scenarios kept humans alive.

Rob Volpe  07:57

That makes sense.

Maria Ross  07:58

Now, I will say, though, I think at least our culture in the United States, or maybe you know Western culture, is particularly bad about dealing with death, dealing with grief, right? I’ve done several episodes on this podcast with experts in grief, talking about this, and I can link to them in the show notes, but this idea of this inevitability that none of us like to talk about, and none of us like to think too much about, until to your point, maybe you’re faced with a terminal illness, or maybe you’ve just turned 90, or you know it’s not 17 year olds don’t think they’re ever going to die, right? Like,

Rob Volpe  08:36

yeah, it’s that that inevitable or invincibility,

Maria Ross  08:40

yeah,

Rob Volpe  08:40

of teenage years, young adult years, and then all of a sudden it just, it hits you in the face, right? In one way or the other, you’ve lost somebody, something happens to you, you’re like, oh, wow, okay,

Maria Ross  08:54

oh, that could happen, yeah,

Rob Volpe  08:56

that this could happen, and that can cause a reflection and a pause. It’s really interesting, the default mental network, default mode network. So, like, yeah, where does your brain go in default mode, which is different from factory reset, but in just default mode, when you’re vegging out, I suppose, and

Maria Ross  09:17

it can’t – it literally can’t stop,

Rob Volpe  09:20

it can’t sit still,

Maria Ross  09:21

cycling, yeah,

Rob Volpe  09:22

yeah, which, and when I’ve, as an addition to my newsletter, which we can also link in the show notes, where I talk about judgment and being judgmental, which is, you know, dismantling that’s part of the first step, and it really is, it originates from that parasympathetic nervous system, and always being on the lookout for threats.

Maria Ross  09:45

Yes,

Rob Volpe  09:46

and way, way back in time, it was the, you know, ruffling in the rustling in the grass, and that could be a predator of some sort, or it could be another tribe. It was, I told. Talking to isn’t in our conversation. I was just having a conversation with someone yesterday, so it wasn’t. We didn’t talk yesterday, but was having a conversation with somebody about this idea of being able to identify other at one point in time there was some crossover between hominoids, Homo sapiens. Thank you. And we needed to be able to identify, oh, that’s a Neanderthal. I don’t know, like that’s not good. I don’t really want that for the preservation of my species. Yeah, the species. And so anyway, this is so ingrained in our brains, and that threat detection and making judgments, and we do need that, but there’s the turning off the sort of casting aspersion at somebody that you’re saying is a threat just because of a past experience you had with someone else that maybe looks just like them or is from the same sort of class or demographic group, so this default mode network makes to me makes sense on this really base fundamental how we’re wired into humans that you would be going back through, and it goes back to that adaptive learning, like okay, I really shouldn’t have done that. I shouldn’t have said this. We’ve probably all reflected on tense conversations or encounters that we’ve had,

Maria Ross  11:29

and that’s kind of.. I think that’s kind of linked for this idea of like knowing our own death is going to happen, facing our own mortality. Do we, as humans, some of us adapt to that, some of us don’t, right? Some of us just go through and live our lives, and it’s this abstract thought. But then, as you get closer to the possible event, you start to ponder it more. You start to think about what changes should I make, what should my third act be, what do I want to do before I retire. I actually had this conversation with my husband a couple weeks ago where I said something kind of disturbing to him, where I said, you know, if you think about it, when we talk about going on vacation in the summer, right, or we say we’re gonna, we’ll do it, but we’ll do it next summer, right? I said, in reality, I’m 53 I probably have a good quality 20 to 30 summers left, if I’m lucky, and when you put it in those terms, like I only, let’s say, you know, I hope I have more, but in terms of quality too, right? Like, you only have 20 summers,

Rob Volpe  12:36

yeah,

Maria Ross  12:37

to plan your summer vacations, your dream summer vacation, that starts to make you panic a little bit, it

Rob Volpe  12:44

does, and you’re like, that’s not that many, it’s less than I’ve, and I’m 57 so it’s like, oh, that’s less than I’ve had already.

Maria Ross  12:54

Yes,

Rob Volpe  12:55

so I better, you know, the British expression, faffing about, I better stop faffing about and like do the things that I really do, the thing right, and

Maria Ross  13:03

so, and then we have this perception that people that have near-death experiences all get in that mindset of, like, oh, I’m going to completely transform my life, I’ve had this epiphany, and I’m going to do all the things, and I’m going to go climb Mount Everest, and I’m going to go visit, you know, Japan, and I’m going to go do all these things. When in reality, that doesn’t always happen to us, because life still gets in the way.

Rob Volpe  13:28

Yes, and I know, and your regular listeners probably know that you have a little more experience on that than some of the rest of us, and I want to talk about that in a second.

Maria Ross  13:39

Okay,

Rob Volpe  13:40

but back to that idea. So, okay, you’ve got 20 to 30 good summers left,

Maria Ross  13:47

right?

Rob Volpe  13:47

What are you gonna do?

Maria Ross  13:48

I mean, I think that’s the question, and I think that’s why I got, you know, a little bit annoyed with my husband when my plan for what I wanted to do this summer slightly changed, and he was like, well, we’ve got next summer, and I’m like, do we do we have next summer, like, who knows, right?

Rob Volpe  14:04

There are those, like, magnets and cards that say nothing is guaranteed, like, which is true, and anything could happen,

Maria Ross  14:12

right.

Rob Volpe  14:12

It’s, I want to dive into your story and situation in your book, which I loved, in a minute, but something, so I’m starting to research, as you know, starting to research how we can get people across generations to talk more about,

Maria Ross  14:29

about it,

Rob Volpe  14:30

about death, but also just about those sort of senior years, or the fourth quarter, or the golden years, like there’s so many different ways I hear it described, and we’re really uncomfortable, I think. care.com had done a study a couple years ago where they found that people that are in their 40s to 60s, so basically Gen X, our group, we’re more afraid to talk about death than that, our elders. People in their 70s, 80s, and older,

Maria Ross  15:02

right,

Rob Volpe  15:03

and they are more concerned about the death and mortality of the people that they care about, about their loved ones, certainly their children, but their friends, their family members, they’re worried about, which might explain, you know, we both have Italian families, and there’s all the, like, I’m really worried about so and so’s weight or their cholesterol, or like, whatever the situation is. Yeah, set out of love, but it’s just always like the worry.

Maria Ross  15:33

Yeah,

Rob Volpe  15:33

and even my grandma lived to be 104 My other grandmother lived to be 97 so they really got up there, and

Maria Ross  15:41

yeah,

Rob Volpe  15:41

Grandma, who lived to be 104 I talked with her about death a few times, and she was kind of like, okay, like, let’s, yeah, that she wasn’t eager for it, but she wasn’t afraid of it either,

Maria Ross  15:56

right,

Rob Volpe  15:57

and I think when you get that many, you know, trips around the block or around the sun, you start to just, you’ve seen a lot and experienced a lot, and and then the body is starting to not perform the way you want it to. Life gets harder,

Maria Ross  16:15

yes,

Rob Volpe  16:16

and you just start to be okay with it.

Maria Ross  16:17

Yeah, I mean, some people, yeah, for sure. I think,

Rob Volpe  16:21

yes, I do know. I’ve hear stories now about people that are like kicking and screaming and not well into old age, yes, beyond the average. And yes,

Rob Volpe  16:32

we would euphemistically say, oh, they lived a good life. Yeah,

Maria Ross  16:34

yeah. Well, and again, kind of coming back to the core question here, which is like, is that one of the fundamental aspects of the human experience, is knowing that that’s coming.

Rob Volpe  16:45

Yeah, yeah,

Maria Ross  16:46

but we all, as humans, deal with that knowledge very differently. So, it’s not necessarily a human experience to make the most out of life, because you know that it’s coming, and it’s not necessarily the human experience for everybody to talk about it, but yet it is the human experience that, whether we admit it or not, we, we know it in the back of our minds.

Rob Volpe  17:09

Yeah, and I don’t think any

Maria Ross  17:11

other species really does.

Rob Volpe  17:13

I don’t. I’m not an

Maria Ross  17:14

animal expert or behaviorist, but you know,

Rob Volpe  17:17

well, Domino’s right in front of me, rubbing her jowls on your cat, my cat domino. Yes, thank you. Just clarifying, not the game, the cat domino, and she’s rubbing her jowls against a couple of books, my laptop, all the whatever she can get them on. I don’t think she’s thinking about death right now.

Maria Ross  17:40

No,

Rob Volpe  17:40

or like, I gotta make this the best jowl. I’m gonna be

Maria Ross  17:44

the best cat I can be.

Rob Volpe  17:46

She definitely doesn’t do that, but I

Maria Ross  17:49

have heard this interesting little.. I have not.. I’ve never owned a cat, but I’ve heard this interesting thing about cats from other cat owners, that when they do get old and they’re ready to die, they go off.

Rob Volpe  17:59

They do

Maria Ross  18:00

on their own, they must know instinct.

Rob Volpe  18:04

Yes, they, they say vets will say that cats do know when it’s their time, and they’ll start to, yeah, they’ll isolate themselves because they’re, I think, partly because they’re incredibly vulnerable. I don’t know if there’s. I’m removing myself from the pack,

Maria Ross  18:23

right,

Rob Volpe  18:24

or the tribe, if you will.

Rob Volpe  18:26

When we had so previous cats, sets of cats that I’ve had, we had a pair, a bonded pair that passed in 2011 and the female, she died after recovering heart failure after surgery. She was 17. It was really, really upsetting. But then the male, he was 15. He lasted for like two more months, and he just shut down, and the issue, like, he had kidney issues all of a sudden, which he hadn’t really had before, and I was, I think, that connection that they had,

Maria Ross  19:04

yeah,

Rob Volpe  19:05

was keeping that at bay, because he had another cat feeling to boost him up, and you know, I just weren’t enough.

Maria Ross  19:17

Well, and that the interesting thing about that is, there’s also those stories you hear about couples that pass away within months of each other, right? And part of it is, did they die from a broken heart? Like, were they so bonded? The one story that always sticks with me is the story of Carrie, actress Carrie Fisher, Princess Leia, and then her mother died two days later.

Rob Volpe  19:37

Yeah, because they

Maria Ross  19:38

were so close,

Rob Volpe  19:39

close, and she was just so distraught, we presume, yeah, in there, but yeah, yeah, you hear that, and so when Jake, the 15 year old cat, two months later, he starts hiding behind the sofa and wouldn’t come out, and that was this, we knew that was this. Behind that, he was ready, but oftentimes they’ll say cats will go and they’ll get into the litter box and they’ll pass there. It’s a safe, secure space where they can have that transition, or if they’re outgoing, how do they

Maria Ross  20:13

know? How do they know it’s happening?

Rob Volpe  20:16

Well,

Maria Ross  20:17

I mean, again, I know you’re not an expert, but I’m just like, no, fascinated by those.

Rob Volpe  20:20

It’s a good question. I mean, I jokingly, when you people are like, ‘Oh my god, I was so sick I could have died. Like, yeah, when you know when your body is sick, I would think animals would have that same self-awareness of even though cats, in particular, mask pain quite a bit, but they know that it’s there, they’re making a choice,

Maria Ross  20:42

right,

Rob Volpe  20:42

on whether they’re going to vocalize or not,

Maria Ross  20:45

right.

Rob Volpe  20:45

And so I would imagine that they are, they’re aware. Even when I was a kid growing up, we had two cats, and one of them got really sick. He was having a really bad day. We took him to the vet to get like shampoo, flea shampoo, flea treatment, or whatever, and the vet forgot to wash it off. Oh my gosh, he came back, and all of a sudden he was like foaming at the mouth, and he wasn’t walking straight and bumping into everything. He was having a toxic reaction to it, and he, we took him back to the vet, washed out like they, whatever, gave him some a shot. We cleaned him, washed and washed him, and he was, he and the other cat, they weren’t, they weren’t close, they weren’t enemies, but they were not tight. But Lucy, the other cat, she sensed the Garfield was sick, and she came, and she sat with him while he was like all wrapped up in the blanket, and just like goodness, so miserable. So, I think they animals are able to sense, yeah, they are, and I think to know,

Maria Ross  21:52

yeah,

Rob Volpe  21:53

and then to do what they need to do,

Maria Ross  21:55

yeah.

Rob Volpe  21:56

I don’t know, we keep ourselves going, I mean, we’re obsessed with longevity, yeah, point of like not wanting to die, we’re biohacking ourselves. I mean, not wanting to

Maria Ross  22:06

die, let alone not wanting to age, like that’s, you know, the whole other thing. And so, again, that’s like a very.. I feel that that’s one of the many aspects that are is very uniquely human.

Rob Volpe  22:17

Absolutely.

Maria Ross  22:19

Experience.

Rob Volpe  22:20

Can we talk about your experience.

Maria Ross  22:22

Sure, so

Rob Volpe  22:24

I’ll have you give the quick notes, but I will say you wrote a really lovely book, Rebooting My Brain.

Maria Ross  22:33

Yes, and

Rob Volpe  22:34

it’s available. I bought it off of Amazon. It’s available in the usual,

Maria Ross  22:37

all the suspects, yeah, all the

Rob Volpe  22:39

places, and you recount your, you know, the subtitle. How a freak aneurysm reframed my life. So it was 2008 in Seattle.

Maria Ross  22:51

Yeah, it was 2008 in Seattle. And the Cliff Notes, did they still say Cliff Notes? I don’t even know. The Cliff Notes, the brief version, I still say

Rob Volpe  23:00

it. The version for any younger listeners who don’t know what Cliffords are. It’s basically like Googling the answer or asking at GPT. It was

Maria Ross  23:08

like our version of AI. Yeah, exactly. It was a condensed version of a larger book. Yeah, so I had some symptoms that developed a year after we moved to Seattle, and I had a very severe incident of a very sudden what they call a thunderclap headache that actually seized up my neck and my back and caused my head to spin, and I was able to go to the doctor, I was able to somehow drive myself home, but go to the doctor, who said it might just be stress, you know, go do some acupuncture, go do yoga, go to some physical therapy for your neck, so about a month and a half of symptoms of what eventually turned out to be a brain bleed, and so it ruptured, and luckily my husband had come home from work early that day, so he was able to get me to the hospital, and they discovered the ruptured aneurysm, which caused it’s basically a form of stroke, because anytime you have blood where it’s not supposed to be, that’s a form of stroke, right? So the doctor saved my life and had various misadventures in the road to recovery, but eventually got back on my feet again, and had even what some of the doctors called a miraculous recovery, based on the type of injury that I had, which normally it’s called a subarachnoid hemorrhage, and for that type of injury I think the statistics are four out of seven people have permanent disabilities coming out of that. Now, I do have cognitive issues that I’ve had to develop strategies for, and I went to therapy for to overcome, but other than some eye issues, because of the hemorrhaging in my retinas, I had no physical damage. I can still walk, I can still drive, I don’t have seizures, any of the things that normally go along with a stroke or a brain aneurysm. So, yeah, so I, I wrote that book, and as you, as you mentioned, you know. It that is my experience, but the unique thing about my experience, unlike a book like Jill Bolte Taylor’s A Stroke of Insight, I don’t remember the moment of my aneurysm rupture.

Rob Volpe  25:10

Sure,

Maria Ross  25:11

and so I lost a month of my life. I don’t remember the month of August 2008 at all, like

Rob Volpe  25:17

you were in a medically induced coma. I was in

Maria Ross  25:19

a medically induced coma for a few days, maybe. Like, I’m not really sure how long I was, and so a lot of that period that I talk about in the book is from other people’s observations,

Rob Volpe  25:29

right? And

Maria Ross  25:30

then the small snatches of memory that I could remember, but so I, I didn’t sort of live in my near-death experience, right? Like,

Rob Volpe  25:39

yeah, this isn’t a story where you saw the light, saw the light in the tunnel, yeah.

Maria Ross  25:44

And to be really, maybe a little blunt, if I had died, I probably wouldn’t have remembered it anyway. Like, it wasn’t like it was something with me as I died. Do you know what I’m saying? So, but yeah, and so that whole recovery journey, and then writing the book, a lot of that reflection came way after, of like, oh, wow, I almost died, right, but my husband, who had to witness it all, it was very traumatic for him, and stayed with him, and still stays with him for a long time, so I guess you could say, in a way, I was spared that kind of knowledge of what was happening, and I was even in denial about it, because brain injury patients are infamous for being poor at self-assessment. They think they’re fine, they think they can go out and just get up, and like, they just had the flu, it’s fine, I’ll shake it off, or I’ll figure it out. And even during that time of recovery, there were very tough love conversations that therapists and neuropsychologists had to have with me, of like this is actually where you’re at.

Rob Volpe  26:48

Yeah, you were very honest in the book about some of the out there moments that your friends recounted, and then also you put in some of the notes from the therapists and the doctors, and

Maria Ross  27:01

yeah,

Rob Volpe  27:01

they were basically like, she’s fooling herself, yeah, she’s living in La La Land, yeah,

Maria Ross  27:07

she’s not getting on a plane to Spain as, as planned, you know, six weeks after her

Rob Volpe  27:13

Spain will fix me

Maria Ross  27:14

episode, yeah, so, yeah, so it’s interesting, because I, you know, it’s only upon later reflection that the magnitude of it and the significance of it hit me, but going through it, it was more one day at a time, and that’s the thing, is like I was saying earlier, when I started coming back out into society again, people were like, oh my god, are you changed, like, are you gonna go visit the pyramids, are you, you know, are you going to change your life and do something different? And I’m like, I just want to walk around the block with my dog at this point, like I don’t, I don’t have these grand life-changing plans.

Rob Volpe  27:53

You’re fixated or focused, I should say. I was focused, yeah.

Maria Ross  27:56

I just had to take one literal step at a time, like I was, I was physically weak, I had to get my, my balance and my muscle tone back up after six weeks lying in a hospital bed, right. But, so, yeah, that was a lot of pressure, and that’s that’s the interesting thing about us and our relationship to death, is we kind of look to these people that almost died as gurus that they know what it’s going to be like, and I, how do I get me some of that, like, without dying, without the dying, nearly dying part, right? And it’s like, I have no answers for you.

Rob Volpe  28:29

Yeah, you know,

Maria Ross  28:31

and that’s the thing, I think that’s a uniquely human thing, about like, we want to know. I don’t think a raccoon or a giraffe wants to know what’s going to happen after they die, because they don’t even necessarily realize they’re

Rob Volpe  28:43

even aware that they’re dying, or

Maria Ross  28:45

or that they’re going to,

Rob Volpe  28:47

or they haven’t assigned a big deal to it.

Maria Ross  28:51

Yes,

Rob Volpe  28:51

they recognize that it’s part of the cycle of life, like it is what you do. Again, I’m not in their brains, so I don’t fully know what’s happening.

Maria Ross  29:04

Yeah,

Rob Volpe  29:05

but you, you would imagine that, I guess that’s the downside of having a curious mind, is that you’re constantly wanting to know, or you need to make yourself feel better about whatever is about to come. Okay, so Maria, the thing I noticed when I was reading the book, like you, and it links to what you were just saying, like you didn’t actually really even talk about the fact that this was a, like, that you could have died, and how that aspect changed your life until probably the last 3040 pages of the book.

Maria Ross  29:40

Yeah,

Rob Volpe  29:41

what? Talk to me a little more about that, because it did at some point you did realize, like, yeah, I almost died.

Maria Ross  29:49

Yeah, you know what’s really interesting. I think it was a lot of the research for the book that I did two years later that is, is really where it brought it home, right? I. Think I still had a very, you know, hopeful view, even a year out. I wrote this very poignant blog post a year after the injury. I mentioned it in the book about my thoughts about everything, and how grateful I was, and how things could have gone in so many other different directions, and I was just thankful that things lined up the way they did, so that I was still here, and that I did kind of, I did still have this understanding that I was given a second chance, and then, but the, but what to do with that really didn’t start to be a question for me until I was fully, and you never fully recover from a brain injury, but until I was kind of fully functional again, if that makes any sense.

Rob Volpe  30:43

Yeah,

Maria Ross  30:44

so I had these deeper thoughts about, you know, what could have happened. I don’t know, but I think a lot of the work that I did, going back to interview my, my neurosurgeon, my neuropsychologist, when they were giving me the information, and also I was doing my own research, that’s where I was like, huh, this was pretty bad, and I think I sort of had like a second wave of God, what do I do, what do I do with this, what does this all mean, right? And again, kind of going back to our topic, I think that’s the other thing is, is we as humans try to find meaning in grief, in death, in despair, in suffering, and my husband’s much more of a pragmatist, and he’s very much like this thing happened because it happened, like there’s.. it’s not because anybody did anything, or even in his view, there was no, there’s no divine intervention, right? He’s like things just happen because they happen, and they’re they’re random, and they’re they’re indiscriminate, and sometimes you win and sometimes you don’t, right? He’s just got a very.. I am a little bit more religious in my beliefs, and a little bit more faith-based, but given what happened to me, it’s hard to argue that he’s necessarily wrong, right?

Rob Volpe  32:03

Yes,

Maria Ross  32:03

because what makes my life any more valuable than someone who didn’t live 10 minutes from a trauma center or whose husband didn’t come home in time? Right?

Rob Volpe  32:13

Right.

Maria Ross  32:14

So those were the questions that I was sitting with, which again I think is a uniquely human thing.

Rob Volpe  32:21

Yeah,

Maria Ross  32:21

yeah, your cat wasn’t like,

Rob Volpe  32:23

why me?

Maria Ross  32:24

At least we don’t, at least we don’t know that your cat wasn’t, but yeah, and so I just find that fascinating, like it’s almost like part of this of the journey of being human is we kind of almost have to tell ourselves stories to cope, and whether that story is a religious belief or a superstition or a, oh, you know, it was just not your time, or it was their time, or whatever other story like that is a very uniquely human thing, is that we, we build a story around things that maybe don’t go our way, or go our way, even in the face of suffering.

Rob Volpe  33:04

Yeah, yeah. And it is the.. it.. I mean, we tell stories. It gives us structure, meaning, purpose to everything. It helps us, yeah, feel better about,

Maria Ross  33:18

yeah,

Rob Volpe  33:18

whatever the thing is that happened even in that near death experience, and even in actual death, like can’t make sense of why one person lived to one age over another, or there’s so many things that go into it,

Maria Ross  33:37

right.

Rob Volpe  33:38

Okay, and so, Maria, you mentioned, though, that Paul, your husband, it sounded like he, he’s carrying it differently, or he reacted. So, talk a little bit about what you’ve observed in the way it maybe has affected him.

Maria Ross  33:51

Yeah, so, like I said, I don’t remember the month of August 2008 the most traumatic part. He remembers all of it, including finding me on the floor unconscious and calling the ambulance and having the ambulance come and try to figure out what was going on and intubate me and do all the things, and then he was there when I was on, hooked up to all the machines in the induced coma, so he saw everything, right, he experienced everything, I was blissfully unconscious, right, slash, he

Rob Volpe  34:21

had to live with fear and concern of not knowing what was going to happen.

Maria Ross  34:26

Yes, exactly.

Rob Volpe  34:28

Okay,

Maria Ross  34:28

exactly.

Rob Volpe  34:30

And so now we’re 1718, years, yeah, 18 years out,

Maria Ross  34:36

almost 18.

Rob Volpe  34:37

How does it show up now?

Maria Ross  34:39

You know, I still mark the day, I still mark august 4 as my, you know, day I almost died, and I, it shows up different because I’m back into my life, and it’s again kind of, we were talking about it early with this time malleability, like how quickly we forget, right, of the amazing. Interesting aspect of all of that was that I had this completely clean slate, and I could build back up, you know. It was like no schedule, no commitments, no whatever. And how quickly that comes back when you’re officially back at it, right? People give you grace, and you give yourself grace when you’re, you’re declaring that you’re in recovery mode, no matter how bored you might get, right, but then once you’re not in that anymore, there’s expectations, and there’s expectations of yourself and expectations of other people, and we so quickly can get back into those habits, right, I do work differently now than I used to work, and luckily I work for myself, because if I worked for a company, I definitely wouldn’t have been able to deal with that stress and overwhelm, but you know, I try to, to varying degrees of success, as you’ve been the recipient of manage my schedule and try not to over commit, that’s actually where I’m getting myself into trouble this summer is, I’m over committed to a few things, but I know my capacity a little bit better than I used to, and so, and I think I’m a little bit more.. I always was kind of in tune to special moments, I was always sort of the nostalgic one, but now years later, with an iPhone camera by my side, I, you know, my, my son’s always like, why do you take pictures of everything, and I’m like, because you’ll be thankful I did.

Rob Volpe  36:29

Yeah, yeah. Well, and even, I mean, you talked about memory gaps, and like that, you’re not going to remember everything. I don’t know if we want to remember everything, but

Maria Ross  36:40

right,

Rob Volpe  36:40

you’re not going to remember all of it, and if something were to happen, you’d have access, or some sort of stimulus to help, maybe prompt a memory.

Maria Ross  36:49

Yeah,

Rob Volpe  36:50

so you had a really interesting perspective on bucket lists.

Maria Ross  36:56

Yeah, I did.

Rob Volpe  36:58

So, can you share with everyone? Yeah,

Maria Ross  37:01

I mean, again, very uniquely human for us to even create bucket lists and talk about things we want to accomplish, right?

Rob Volpe  37:08

What is, yeah, and what is a bucket list with the things I want to accomplish before I die?

Maria Ross  37:12

I mean, I’m sure my dog Bean has one in her head, but you know, her bucket list is like, when is she going to fill up the peanut butter again. No, I think I’ve even before the injury, I had this very cynical view about this whole live your best life movement, right? Because to me it seemed very unhealthy, and I know the intent of it was pure, and the intent of it is like you just be your best self, right? But I felt like it was a very shaming and blaming way to make people live, like by implying they’re not living their best life, it’s that they’re living their suckiest life right now, and that’s a lot of pressure, and so this equates to bucket lists, because it’s just like how after that experience for many years I couldn’t set goals anymore, it was really hard for me to set goals because I felt like I was putting too much pressure on myself in case I failed, and I had never been that way. I’d always been sort of a type A overachiever, and but I was like, why am I doing that to myself again? I’ve got this one life, and now I have the second chance at this one life. Why am I going to spend it trying to measure myself against an expectation that I have set that I might fail at, so it was really hard for me to set goals. So I started setting broader goals, and I didn’t necessarily have a bucket list at the time. I had a, like, oh, things I think I want to do right, and so I kind of tried to make my goals and bucket lists more abstract and less, less of the smart goals, right, specific, measurable, actionable, whatever, but just, you know, do you have one person in your life who’s a good friend that you can go and lean on, right? Do you, can you enjoy one moment with yourself, and do you know, indulge in something that you really enjoy that fills your cup. So I started making my bucket list about that. Now, okay, again, 18 years on, I do have the, like, I want to get to Japan, I want to get to Greece, I want to, you know, do all these other.. I want to do another TEDx talk, I want you to know, I want to do all these things, but I just feel like, again, as humans, we’re doing it to ourselves to make ourselves miserable, and again, you could say the flip side to that is like, but goals are great, and ambition is great, and dreams are great, and hope is great, and all of that is true, but I think society and culture is making us feel bad about something that we don’t need to feel bad about all the time, right? If you want to make a change in your life because you want to be healthier or happier, or you know, I want to be more audacious, I want to, I want to suck the marrow out of life, that’s all great, but to just go into. It of like, you know, hey Rob, you need to live your best life. It’s like you’re like, I was fine, I didn’t know I wasn’t living my best life, right? And so I think that’s the pressure and the overwhelm that I still to this day try to resist because of the experience that happened to me.

Rob Volpe  40:16

Yeah,

Maria Ross  40:17

but that said, again, we were talking about limited number of summers, there’s things I do want to do. I’m just not going to like berate myself if I don’t. I’m not going to like spend all this money and time trying to attain the thing and hire, you know, follow the gurus and go to the conferences and read the books and all the things.

Rob Volpe  40:36

Yeah. Well, and you check off some of those things on your bucket list,

Maria Ross  40:42

yeah.

Rob Volpe  40:42

And then, you know, I think bucket lists are ever changing and malleable based on,

Maria Ross  40:48

yeah,

Rob Volpe  40:48

situation, or what. You know, I’ve already done this, you know, one of the ones that struck me, I really appreciated the having somebody that really just truly knows you, whether it’s your spouse, partner, or just a close friend that you can really share, yeah, okay, I can, you know, count a number of people that would qualify, so I’m very like fortunate and done, I got that one,

Maria Ross  41:14

yeah,

Rob Volpe  41:15

about the importance of nurturing it,

Maria Ross  41:17

yes,

Rob Volpe  41:18

they’re there for you, and that they know when you pick up the phone, and they’re like, “Oh my god, what’s wrong? Like, yeah, it’s hearing your voice, something’s up. Tell me what’s happening. Yeah, and then you also had, though, sleep by the ocean.

Maria Ross  41:32

Yeah,

Rob Volpe  41:33

can hear the ocean and the breeze and everything, and you know, I’m like, done that, but I do that again. Yeah, exactly. There’s kind of an unlimited number of times. Well,

Maria Ross  41:45

and they don’t have to be grand gestures, that’s the thing. It’s like you could be in Chicago, near Lake Michigan, and maybe do that. I don’t know if you can get a place where you can hear the lake, but.. and I know that’s not the ocean, that’s a lake, but my point is, like your water, right? So it doesn’t have to be the big, like, no, I need to go on a cruise to Croatia, and although Croatia is on my list too, but you said something, though, that is intriguing to me, which is this idea of refilling the bucket list when you, as you knock things off, and that again kind of goes back to that very human trait of hope,

Rob Volpe  42:20

yeah,

Maria Ross  42:21

right. So, I’ve done

Rob Volpe  42:22

or defying death because, oh, I can’t die yet. I’ve still got three more things on my bucket list, still

Maria Ross  42:28

things on the list. So, but yeah, do you know anybody who’s ever done all the things on their bucket list and hasn’t replenished it in a way?

Rob Volpe  42:36

I think some of the elders that I’ve talked with, and it’s not that they’ve like, oh, I’m given, but they also get some perspective on it, like for them that bucket list really is focused on that one that you had about spending the time with the people that know you or that care about you and that you care about and prioritizing that.

Maria Ross  43:00

Yeah,

Rob Volpe  43:00

I think that’s the big piece. I do. I will say, you know, our elders today, some could be baby boomers, or then the generation beyond that. I don’t know, we’ve gotten more materialistic as we’ve gone along, and there’s FOMO and social media, and you know, living this sort of perfect life, so I think it makes it harder for us now at younger ages to have that amazing bucket list, and so you know there are things that I definitely want to do. Well, yeah, there are things that I definitely want to do, but it’s really, as I say, that I’m like the things that I would like to do.

Maria Ross  43:43

Yeah,

Rob Volpe  43:44

before I pass, I was gonna say,

Maria Ross  43:46

would you feel regret if you were dying tomorrow and you didn’t accomplish those things or didn’t do those things?

Rob Volpe  43:53

No, no, I’ve had a really remarkable journey with death since 2020 with people that have died close to me, a really good friend of ours died suddenly in actually it’ll be next week, like June 2020 so six years ago, and it was just like out of call, we got a call out of the blue from one of our mutual friends, and it’s just they were like Carrie’s dead. What, but she was 47 I think, at the time. And it turned out later on that she, when we were able to get the autopsy report, because we were real family was really guarded about what happened. We were getting bits and pieces.

Maria Ross  44:38

Yeah,

Rob Volpe  44:39

but in California, you can order the medical examiner report or the autopsy report, and so we jokingly, a group of us called ourselves the Fancy Drews. We wanted to get to the bottom of it, and it turns out that Carrie died from alcoholism, chronic alcoholism. She was a high when. Known as a high functioning alcoholic,

Maria Ross  45:02

yep,

Rob Volpe  45:03

and she hit it so well, and once we understood that, it was like, oh yeah, like we saw all the things, so that was like kind of the first big one that hit us, and I mentioned in the other episode I work with an energy healer, and so I think it was, yeah, it was probably six or eight months later. It was 2021 and I was having a session with Maria. It was May, I remember it was May 2021 and she was like, ‘Right,

Maria Ross  45:31

your energy healer, Maria, not me.

Rob Volpe  45:34

Yes, yes, healer, Kirsten Marie, we love us in Sausalito.

Maria Ross  45:38

Yes,

Rob Volpe  45:39

been seeing her for 14 years, but she was like, you’ve never really dealt with death before, and she’s like, she was like, your grandmothers are not going to live forever, I don’t know what you’re thinking, and like, she’s, she’s just intuiting all this, yeah, yeah, and everything, she’s like, your grandmothers are not going to live forever, but you are not ready for this, and you need to get ready, and so she actually, I haven’t pulled it out. She suggested I read the Tibetan Book of the Dead, which is, of

Maria Ross  46:12

course, of course, the Tibetans wrote a handbook on it,

Rob Volpe  46:15

400 pages long.

Maria Ross  46:17

We’ll link to that in the show notes too,

Rob Volpe  46:20

and they, it says in the book, and she even said to me, and I will say this to everybody, you cannot read this once and understand it completely, like they suggest, if you really want to understand this, you need to read it like 10,000 times, and that idea of it is a never-ending journey of understanding it, but it gave me a sense of understanding death and what happens after, and how you can move, you know, on and up. In Buddhism, I believe in reincarnation, and how do you move up to that next plane? And I remember, like, go towards the light that scares you, like, move toward that, because that’s the next level up, apparently.

Maria Ross  47:05

Wow,

Rob Volpe  47:05

and if any listeners know more about this topic and want to share, I would be really curious to learn more. But I read this over the course of the summer. I remember where Charles and I was just pandemic, Charles and I went on to Hawaii for the break up from everything, and I’m like laying on Waikiki Beach, like underlining meaningful passages in the Tibetan Book of the Dead. I don’t know what people

Maria Ross  47:30

relaxation to each their own, Rob. Like, yeah,

Rob Volpe  47:34

yes, yes, yeah. But then weeks after that, my grandmother had a stroke in South Carolina, and she passed away shortly after that. She was 97 but it helped me, like the reading that it helped me with her passing,

Maria Ross  47:53

right?

Rob Volpe  47:53

And then some other people that we knew, and then my grandma passed, and oh my

Maria Ross  47:58

goodness,

Rob Volpe  47:59

died in late October, on Halloween, 204 lived on her own until the last six weeks of her life.

Maria Ross  48:09

Wow,

Rob Volpe  48:10

went into hospital with four different illnesses, came out of that, went into rehab, but it just,

Maria Ross  48:17

yeah,

Rob Volpe  48:17

it caught her body up to being 104

Maria Ross  48:19

yeah,

Rob Volpe  48:20

but I had the gift of being with her, and I don’t want to say coaching, but being with her while she was passing, and wow, and it was the most profound, beautiful thing I have ever experienced in my life, like, you know, the there’s an article, I think it’s in the Washington Post. I’ll see if we can find it, and I’ll put a gift link in the show notes, talking to palliative care nurses and people that have been with people when they’re dying, and seeing the visions of loved ones that are then helping them feel comfortable going on, and we had that experience. It was the past on early Monday morning Saturday night into Sunday of that weekend, and we’re there, and it’s like, you know, one in the morning, and all of a sudden Grandma starts tracking something moving across the room that I can’t see, and she starts calling out to her sister, who’s had been dead for I don’t know 40 or 50 years.

Maria Ross  49:27

Wow.

Rob Volpe  49:28

And then the next morning she talked about having seen my grandpa outside the window, and he’d been dead since, like, 1986

Maria Ross  49:38

Yeah,

Rob Volpe  49:38

want to say 86 Yeah, and all of those things were happening, and I was there with her for it, and if anyone gets the opportunity to be in that moment, don’t be afraid of it. It is, I’m, you know, as a gay man, we’re childless by choice. I will not have the opportunity to be there when. Somebody is born, but I’m in there when they’ve died,

Maria Ross  50:03

yeah,

Rob Volpe  50:04

and they’ve gone that the other out the other door, I guess, right, right, and it was remarkable, and all going to die at some point, like it’s just how this is, and so I think having that front row seat, and having the exposure to it, and reading about it, and it’s just gotten me a lot more comfortable,

Maria Ross  50:28

yeah,

Rob Volpe  50:28

with the idea. It’s not that it still doesn’t upset me, it’s not, you know,

Maria Ross  50:33

right, you’re still going to experience grief and mourning and all of the loss and anger and all the things, but just our culture is horrible about dealing with all

Rob Volpe  50:42

about it, death

Maria Ross  50:43

and grief.

Rob Volpe  50:44

Yeah, and I’m like, you know, look, I don’t want to die anytime soon, but

Maria Ross  50:49

yeah,

Rob Volpe  50:50

I’m okay. Yeah, I’m at a place of just, yeah, I’m good. I’ve done stuff

Maria Ross  50:57

well, and that’s the thing, where it’s again, that that ability to accept death is not necessarily uniquely human, because there’s there’s cultures that do it better than others.

Rob Volpe  51:06

Yes, and if

Maria Ross  51:06

anything, our Western culture seems to want us to age in reverse, like talk, not, it’s not even about denying that we’re going to die, it’s, it’s denying, like we said earlier, that you’re even getting older, and everything from, from, you know, consumerism to skin care to

Rob Volpe  51:26

biohacky surgery,

Maria Ross  51:27

yeah, all the things, and I’m not saying, like, I don’t want.. I’m living in a glass house, right? Like, I see an esthetician, I’ve had, you know, a little jab here and there, like I’m taking the supplements, I’m doing all that.

Rob Volpe  51:41

You look lovely.

Maria Ross  51:42

Well, thank you. But I, what I am saying is that when we start to deny or not deal with death, even while we’re pursuing those things of like, well, I just want to feel as good as I can feel or look as good as I can look for as long as I can. Yeah, it’s a healthier way to look at it than like the people that are like, no, I want to look like I looked when I was 21 right? You’re not gonna, but yeah, yeah, but to that point, it’s just again such a uniquely human thing, where there’s all these other species in the world that don’t even spend an iota of energy thinking about this or wasting time or money about it, right? Like it kind of boggles my mind the

Rob Volpe  52:25

most of the moment that they’re in.

Maria Ross  52:27

They are, because they live in that moment, right?

Rob Volpe  52:30

Yeah,

Maria Ross  52:30

like the I always joked with my, my dog that passed away, Eddie, who was a big character in the book. Yeah, I know, he, you know, I always say he’s the most hopeful being in the world, because he’s just constant, he’s living in a state of constant hope. Will they drop the food? Will I get a treat? Are we going to go for a walk? Are you going to pet me? Can I lay down here? Is that my bone? Like, it’s just a constant state of hope, and I’m like, God, love him. Like, if we all could live that way, right?

Rob Volpe  53:00

Yeah, it’s like watching our cats move around the house with the sun, because they want to curl up in the sun, because it feels great, and that’s that’s their day,

Maria Ross  53:12

that’s their day, that’s their day, they don’t have to worry about paying a mortgage or anything, but so

Rob Volpe  53:18

we understand somehow in our subconscious low level consciousness that yeah this is all fleeting and so some people probably are like I have to accumulate everything and kind of want to take it with them I have a relative that I’m dealing with that right now and it’s like Grandma was always like, I don’t care what you do with that, you know? She, yeah, maybe she would have really cared, but she used to say, she’s like, I don’t care, I’m gonna be dead, yeah,

Maria Ross  53:53

yeah,

Rob Volpe  53:53

doesn’t matter, right? Bury me, cremate me, do this at the survey, like, whatever, right? It’s going to make you happy,

Maria Ross  54:01

right,

Rob Volpe  54:01

because she’s like, “I’ll be dead,

Maria Ross  54:03

yeah,

Rob Volpe  54:03

but we do have this reaction to it, where we’re suddenly like, “Oh, I’ve got to get everything done, and I think the pandemic really triggered that, and we’re seeing we coming out of the pandemic, I think we saw this renaissance of experiences, but even more now, Gary Vaynerchuk just did a newsletter, and he was talking about how much connection people are looking for in person.

Maria Ross  54:28

Yes,

Rob Volpe  54:29

wanting to do things with other people and be around other people, and that in a pushback against tech because we’re so isolated through technology, and technology will never die.

Maria Ross  54:45

No,

Rob Volpe  54:46

I mean, it does in some ways, like an iPhone doesn’t live forever, right?

Maria Ross  54:50

But I mean, that’s the thing, you know, again, kind of getting back to our whole root of starting the series, it’s like that’s a different mindset than AI has. Yes, and what are the beautiful benefits of being a human that we bring to our experience that AI will never be able to replicate, and that is one of them.

Rob Volpe  55:09

It for sure, for sure. And you know, even I was just thinking, like, yeah, my iPhone will die, but I can transfer everything over to a new iPhone,

Maria Ross  55:17

right? Right, or it’s up

Rob Volpe  55:18

in the cloud, it can get downloaded,

Maria Ross  55:20

its soul is portable. It

Rob Volpe  55:24

is, and I mean, would you want that?

Maria Ross  55:29

You know, did you ever see the series upload on Amazon Prime?

Rob Volpe  55:32

No, it ran for a

Maria Ross  55:34

couple of seasons a few years ago, and it was exactly that premise, is that it was a society. I don’t know if it was the future or not, where rich people could pay for their soul to get uploaded to a heaven of their choice, but you actually could still communicate with your relatives on earth, like there was a link, there was actually an evil, like telecom company behind this whole thing,

Rob Volpe  55:57

of course, we call it Starlink,

Maria Ross  56:00

yeah, it was, I think it was a Verizon, it was like Verizon or something, I don’t know what it was, but yeah, and it was a really interesting premise, because it was, it almost made it feel like you would never want that, as good as it sounded, there was obviously all these misadventures and horrible things that happened. It was a comedy, and it’s still on. You can still find it on Prime. The first season was phenomenal, and then it sort of.. like, I don’t know what happened. They kind of.. it kind of didn’t translate as it kept going. But again, it was like something where it’s like, wouldn’t that be great? And then.. and then it was a whole indictment of the haves and the have-nots, and how there were people that couldn’t afford it, and so they had, they had to say goodbye to their loved ones. There was nowhere for them to go and upload their soul into this other environment, right. And then there’s a whole evil plot by a giant technology company of like fleecing the poor people, make them think they can do it, but they can’t, like it was a whole thing. My point being that show you watch it, and you’re like, God, that sounds awful. Like, at first it doesn’t. Like, the first few episodes, you’re like, this is amazing, right? And you’re like, no, people, when they die, they just need to die. Like, it needs to just end there. It’s too messy if it.. if they don’t.

Rob Volpe  57:18

Yeah, yeah. Well, have you seen The Black Mirror, you know, the Black Mirror series. I

Maria Ross  57:24

know the series, I have not caught it yet.

Rob Volpe  57:26

Okay, so there is an episode called San Junapero, which is very similar to that idea of your, your existence getting uploaded, and it’s about two companions finding each other in this sort of space, but not realizing that they’re not actually in, in that reality, which I just kind of, spoiler alert, but sorry, it’s old, like, yeah,

Maria Ross  57:54

yeah,

Rob Volpe  57:55

but again, yeah, it is that idea of living for other and more current, and it just dropped on HBO Max. Kara Swisher Wants to Live Forever is a series that ran on HBO or on CNN in April and May, and now all setting was six episodes, and she explores all of these longevity hacks and this desire to live forever, and she interviews, because apparently a lot of this industry that has grown up is actually funded by a lot of the tech bros or people that have made money in tech.

Maria Ross  58:22

Yep,

Rob Volpe  58:22

and so she’s interviewing them, and she’s looking at different cultures and what, what it means to age, you know. She admits she doesn’t want to live forever herself, but it, in that pursuit, is the journey of the series, and it was.. I’ve only seen the first two episodes, I think, and it’s really good.

Maria Ross  58:52

Well, we will.. we should put a link to that for sure. So, so kind of as we wrap up again, you know, as we said, folks, this isn’t a show about answering the questions, it’s about asking them, having the conversation, and we’d love for you to be a part of that conversation. So, let us know what you think. What are your thoughts on on the human experience of dying and grief and mortality? And based on anything we talked about here, you know, let us know. I’m on Instagram at Red Slice Maria. Rob is there at Empathy Activist,

Rob Volpe  59:24

activist, and if anyone is interested in participating and having a conversation with me about those senior years and having that conversation, there’s a link in the show notes to sign up to either answer a survey, talk to me individually. I would love, love, love, love to connect with you

Maria Ross  59:45

all. Right. Well, Rob, until next time. Thank you for this conversation. Until our next episode, episode three of our sub series. What does it mean to be human?

Rob Volpe  59:53

I want to say, as I started with a dad joke, I feel like there’s some like Maria, this is revised. Moved me, you brought me back to life. Did I reboot you? There we go. My brain is rebooted. No, this has been amazing. I do encourage people to check out your book, Rebooting My Brain.

Maria Ross  1:00:12

 Thank you,

Rob Volpe  1:00:13

it’s really lovely. And is there like a PSA sort of thing, like if anybody’s feeling a sudden headache or something is off. Please, please, not only go to the doctor, advocate for yourself,

Maria Ross  1:00:26

advocate for yourself, and take brain injury seriously. Wear helmets if you bang your head really hard, don’t just try to sleep it off. Go see a doctor, go get a scan if you can, if that’s accessible to you. So many people live with brain injury impacts and effects, and never know it, because it was just like, oh, I fell off the ladder when I was a kid, and we just like shook it off, right? So, just brain injury can happen to anyone at any time, so if you ever feel like something’s off, advocate for yourself,

Rob Volpe  1:00:59

please,

Maria Ross  1:01:00

please, please, please, please.

Rob Volpe  1:01:02

Awesome. Thank you, Maria.

Maria Ross  1:01:04

Thank you, Rob. And thank you, everyone, for listening to another episode of The Empathy Edge Podcast. As always, if you like what you heard, you know what to do. Please rate and review it, and please share it with a friend or a colleague. And until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes, and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Aubrey Morgan Yee: Radical Collaboration to Create Alternate Futures

What if the future of leadership isn’t about scaling faster or competing harder, but about finding empathy and remembering what it truly means to be human?

Aubrey Morgan Yee invites us into a radically different way of thinking about leadership, collaboration, and the futures we’re actively creating. She is a cultural strategist, narrative practitioner, and empathy-centered futurist whose work bridges emotional intelligence, systems thinking, and Indigenous wisdom.

After experiencing profound personal collapse, Aubrey rebuilt her life around empathy, presence, and purpose. That lived experience now informs her work with leaders and changemakers seeking to grow their impact without losing their humanity.

We explore the idea of radical collaboration rooted in Indigenous frameworks that teach us new ways of understanding time, trust, leadership, and technology. We also talk about alternative and preferred futures, and how imagination is not a luxury but a leadership responsibility. Aubrey shares what her personal collapse taught her about empathetic leadership, how emotional presence and cultural storytelling shape resilient organizations, and why the stories we choose to live by can either limit us or unlock entirely new realities. This is a conversation for leaders ready to question old myths, collaborate rather than compete, and help build futures that are not just more effective but more humane.

To access the episode transcript, please scroll down below.

Listen in for…

  • The Indigenous frameworks that teach us new ways of understanding, and how Indigenous cultures are among the most technologically advanced.
  • How to navigate fear of change and choose to co-create instead.
  • What pronoia means and how it is the antidote to what is keeping systems stuck. 
  • Why emotional presence and cultural storytelling shape resilient organizations.

“’Indigenous mind’ is just a way of being. It’s a very grounded understanding that there are ways of thinking about what it means to be human, what it means to be a leader, what it means to be in business.” —  Aubrey Morgan Yee

Episode References: 

The Empathy Edge:

About Aubrey Morgan Yee, Ph.D, Indigenous Politics and Alternative Futures:

Aubrey Morgan Yee is a cultural strategist, narrative practitioner, and empathy-centered futurist with a PhD in Indigenous Politics and Alternative Futures. After overcoming alcoholism and burnout, Aubrey rebuilt her life around empathy, presence, and purpose—now guiding others to do the same. Her work bridges emotional intelligence, systems thinking, and Indigenous wisdom to support leaders and changemakers in building more compassionate, regenerative futures.

She’s led cultural transformation initiatives for organizations like Culture Hack Labs and Project Biome, founded the rewilding sanctuary Hokuao Farm & Temple on O‘ahu, and hosts the Beloved Futures podcast. Her book, Our Beloved Futures, is a call to reimagine what it means to be fully human, to face and metabolize the toxic systems of modernity.

Aubrey brings a rare blend of vulnerability, strategy, and deep presence—offering practical insights for leaders seeking to grow their impact without losing their humanity.

Connect with Aubrey: 

Our Beloved Futures: ourbelovedfutures.com 

LinkedIn: linkedin.com/in/aubrey-yee-phd-110153186  

Instagram: instagram.com/aubrey.morgan.yee 

Beloved Futures: podcasts.apple.com/us/podcast/beloved-futures/id1681375129 

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:03

Welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. What if the future of leadership isn’t about scaling faster or competing harder, but about finding empathy and remembering what it truly means to be human? My guest today, Aubrey Morgan Yee, invites us into a radically different way of thinking about leadership, collaboration, and the futures we’re actively creating, whether we realize it or not. Aubrey is a cultural strategist, narrative practitioner, and empathy-centered futurist with a PhD in indigenous politics and alternative futures, whose work bridges emotional intelligence, systems thinking, and indigenous wisdom. After experiencing profound personal collapse through alcoholism and burnout, Aubrey rebuilt her life around empathy, presence, and purpose. That lived experience now informs her work with leaders and change makers seeking to grow their impact without losing their humanity. She’s led cultural transformation initiatives with organizations like Culture Hack Labs and Project Biome founded the Rewilding Sanctuary Hokuao Farm and Temple on Oahu, and hosts The Beloved Futures podcast. She’s also the author of Our Beloved Futures, a powerful call to reimagine what it means to metabolize the toxic systems of modernity and build something more compassionate and regenerative in their place. In our conversation, we explore the idea of radical collaboration rooted in indigenous frameworks that teach us new ways of understanding time, trust, leadership, and even technology. Aubrey challenges the notion that innovation only lives in modern tools, sharing how indigenous cultures are among the most technologically advanced through their deep relationship with land, rhythm, and human ingenuity. We also talk about alternative and preferred futures, and how imagination is not a luxury but a leadership responsibility. We unpack how to navigate fear of change and co-create instead, including the concept of pronoia, the belief that the world is conspiring for us as an antidote to the paranoia that keeps systems stuck. Aubrey shares what her personal collapse taught her about empathetic leadership. How emotional presence and cultural storytelling shape resilient organizations, and why the stories we choose to live by can either limit us or unlock entirely new realities. This is a conversation for leaders ready to question old myths, collaborate over compete, and help build futures that are not just more effective, but more empathetic and humane. Take a listen. Big welcome to Aubrey Morgan Yee. Thank you for coming on to The Empathy Edge. I just read your bio to folks, and I love that you call yourself a cultural strategist, a narrative practitioner, and an empathy-centered futurist, so goodness, that’s a lot. So, tell us your story, and how you got into this work, and what you even call this work.

Aubrey Morgan Yee  03:50

Yeah, you know, my husband has a hard time describing it sometimes, too. So, you’re not alone, don’t worry. You know, I call this work Empowered Futures. So, for me, I’ve been many things in my life, I’ve been everything from an entrepreneur. I ran a leadership development foundation for a while. I’ve been, you know, a writer recently with my book, but I also got my doctorate in future studies. So, some people don’t even know what that is. It was in the political science department, but it’s alternative futures, and I paired it with indigenous politics, and really what that is, is the the desire and ability to help people, groups, organizations, governments? Some people do it in the corporate world, but I’ve focused more on like the social change realm, envision at plan for and then enact preferred futures. So, like, what is the world we’re aiming to create, and have like a focused area of study that actually helps us to, in collective ways, co-vision, co-dream, and then co-craft pathways towards those futures that we’re, we’re seeing. So that’s kind of the driving force, and it’s for me helping people remember that we do that, that we’re really good at that as humans, that imagination is a superpower, and our ability to imagine new ways of being new. World from a place of love and empathy, like that’s all we need to create magic, so you know it’s sometimes it’s facilitation, sometimes it’s writing, sometimes it’s leadership development. It shows up in different ways, sometimes it’s consulting with organizations to help them craft their visions, but it’s all from that place of really believing that our imagination is a superpower, that when we come from love and empathy, we can build really beautiful futures together.

Maria Ross  05:23

 So, oh my gosh, amen. Sister, I love it all. Yeah, and I love the fact that you know you did study into futures, and what a time to be well versed in that, you know, as study after study is coming out about reminding us of the human skills that are our advantage in the age of AI, and that in the good scenario, AI is taking the doing and the tasks that drain us from that work and leave us more space and openness and

Aubrey Morgan Yee  05:56

exactly

Maria Ross  05:57

time for the things that we naturally are better at doing, and that we’re gifted with doing. So, what? At times, for your background and expertise, what a moment you’re meeting right now, as we kind of get into this. What is your view on that? Where has the role of technology come into play to either unleash that potential in us as leaders and as human beings or hindered it.

Aubrey Morgan Yee  06:22

Oh my gosh, there’s so many things I could say on that. I’ll start with lots to say on that topic, but my one of my mentor and beloved PhD advisor, Dr. Jim Daters, and really well-known futurist in the field, he used to always say full unemployment, that’s the goal, and this one we were talking about AI, maybe 15 years ago, and he was like, he’s been thinking about it for much longer, but he said, you know, look, if there’s a way in which we can have, like you said, this technology that takes the mundane tasks that maybe we don’t want to have to deal with off of our plates, and then we can go back to sort of a renaissance of like poetry and art and surfing, or whatever it is that you love to do. Yeah, it’s like, so this fear of losing jobs is tied to a world in which we have to work to survive, and so if we shift that mindset to something else, then something else becomes available. I think one of the main issues around technology, and this is where I’m really interested in helping more people in the collective consciousness, like in the wider public, reawaken their imaginative capacity, is that the way AI is being brought out into the world is to reinforce toxic systems that aren’t helping the average person, right. So, it’s to create profit for big corporations, it’s to fund and fuel systems that don’t actually liberate people, right. So, what would it look like if AI was in service to, you know, people and their liberation and their ability to live more richer, fuller, fulfilling lives, so you have to question the genesis of the technology and where it’s coming from and who’s controlling how it’s being rolled out into the world, except the technology itself can do so many different things, right? So

Maria Ross  07:51

it is, and I’ve had many AI innovators on this show. Someone that’s coming to mind is Michelle Zhao, from she’s the founder and CEO of a company called Juji, which creates empathic AI solutions for industries and companies where they don’t have enough people, and it’s instead of being about pattern matching, it’s about discovering the anomalies, and got, you know, things like college guidance counselors or things of that nature that can really just help probe people with the right questions to find their own path, right.

Aubrey Morgan Yee  08:23

Yep,

Maria Ross  08:23

and I remember, you know, before I started talking to all these AI folks, I tend to be a Luddite, I’m a late adopter, even though I worked in tech for many years. Yeah, and I’ve been the one that’s been like, ooh, I don’t know, and she was the one that kind of turned me around, her and another woman I interviewed, Corey Lathan, who calls herself a techno optimist,

Aubrey Morgan Yee  08:41

yes,

Maria Ross  08:41

they got me convinced of we all have to get involved with this technology, because if we don’t, the bad actors take over.

Aubrey Morgan Yee  08:49

I think that’s very true, and if

Maria Ross  08:51

we want to ensure that it’s embedded for the good of humanity, then all of us should be jumping in and trying to, you know, populate the learning models and doing all the 100% Yeah, so I love learning

Aubrey Morgan Yee  09:02

from us, you know, they’re learning from us as we learn with them. So, if we’re approaching them with empathetic relational ways of being, then we change the actual way that the technology operates,

Maria Ross  09:12

for sure. And, yeah, not leaving it to, you know, the reason there is bias, the reason that there’s the challenges there are, is because only a small subset of people have been involved in the creation and the population of these tools and technologies, and so the more that we can get involved and say, well, no, there’s another way, there’s ethics we can talk about, there’s values we can talk about, the better it’ll be for all of us. So I want to, you know, kind of riffing off of that, I want to talk a little bit about your work with indigenous frameworks and what that tells us about technology, time, trust, leadership. Explain to us how those worlds fit together and what maybe a modern leader listening to this, who might be about to change the podcast. Because they think this is going to go woo woo. Tell us, how it actually really fits together for the benefit of leaders and organizations.

Aubrey Morgan Yee  10:07

Yeah, absolutely. Well, so you know, indigenous mind is just a way of being. I grew up in Hawaii, so that’s where it, you know, I think for me it’s a very grounding understanding that there are ways of thinking about what it means to be human, what it means to be a leader, what it means to be in business. What you know, a Native Hawaiian friend of mine, who’s an amazing leader, come well at you know, he was sharing with me because he now runs the Hawaii Office of Innovation at the University of Hawaii, and he’s doing it from an indigenous perspective, and he said, you know, our ancestors had incredible technologies, the Hawaiian Palace, Iolani Palace, one of the first places to have electricity in the whole United States, so there’s not like a separation between technology and indigenous ways of thinking, and indigenous ways of being are technologies, right? So they’re just earth-based technologies, they’re ways of understanding how to work with the natural landscape that we’ve been given, and our connection to earth, and our understanding of our capacity as earthlings, so I think there’s a way in which thinking of them as separate, it’s not actually separate, they’re one in the same, and so leadership itself, when it’s empathetic and adaptive, is coming from that place of understanding the interconnectivity of all of us, right, so that we’re actually, we’re not separate, we’re actually all interconnected, and we’re coming from that perspective of seeing that interconnectivity as a strength and our ability to collaborate, so for example, in the Hawaiian way of being, for many years was sustainable with very little outside contact, because they had a system of agriculture called the Ahu Pua, and it was from mountains to the sea, and each part of the island was broken up into a pie-shaped structure that was based on watersheds, everyone had their piece, so if you manage, say, the banana patches, and someone else managed the fish farming down at the ocean, and you traded between each other, so each person had their area of specialization and expertise, and then there was a leader, or an elite, or a chief that oversaw that whole operation, but if they weren’t doing a good job, people could leave and move, so there was a way it was democratic as well, so like, if you didn’t like what was happening, you could move, but there was a collaboration that was happening that was beautiful and elegant, and played to everybody’s strengths and their responsibility, and allowed for this sustainability that was close to 1000 years, supporting what they believe may have been a similar number of people who currently live in the state, so if you think about that level of efficiency and capacity with very little outside input in the most isolated islands in the world, there’s something happening there that’s a deeper intelligence that I think is important for leaders to pay attention to.

Maria Ross  12:30

I love it. I mean, especially that idea of every, every person, every player owning their part, and you know, empathy is the fuel that enables all those people to understand each other and see things from that other perspective and be willing to find common ground or find an alternative way to accomplish something rather than this is me and mine, right, and I only care about me and mine, but to be able to look at the bigger picture and say, hey, we’re all working on this together, we all don’t have to be the same because we can’t, we wouldn’t be able to bring different strengths and perspectives to the table to actually accomplish what we need to accomplish, and that’s the whole underpinning of, of why diversity works in an organization.

Aubrey Morgan Yee  13:13

Yeah,

Maria Ross  13:14

having those differences is great, but you can’t stop there, because if you don’t have empathy, you don’t want to understand the differences, you don’t want to understand the other points of view, so you need that, you know, it’s like it’s the lubricant, it’s the fuel that makes it all the fascia, right? Exactly, yeah, the fascia, I love that.

Aubrey Morgan Yee  13:32

Yeah,

Maria Ross  13:33

so I want to talk a little bit, because you had, you have a personal experience, and I know that you have talked about this personal collapse and what it taught you about empathetic leadership and starting again. Would you mind sharing that with

Aubrey Morgan Yee  13:49

us? Yeah, so like there’s been a couple, which one would it be? Each one, yeah, yeah, no, maybe the most recent in like moving from my, my last position and becoming sober and that whole experience. Yeah, I mean, that was one of the most recent collapses. Becoming alcohol-free was a really beautiful understanding of the ways in which my actual hyper empathy of really feeling the world and feeling in some ways unable to manage and cope with feeling all that was happening around me, and using alcohol as a numbing agent for that, coming through that, and realizing that there were other ways that I could use, you know, breath and the ability to really look at what’s happening in the world from a perspective of like my own inner safety and sanctity, and not needing to use outside, whether it’s alcohol, social media, whatever it is that you might be using to kind of numb out, there’s so much happening right now, especially in this moment, we’re just totally overwhelmed with information, so for me it was just a really like taking that out of the picture and saying, okay, what is it that I need to be whole within myself and able to bridge this gap and face the world as it is and be actually a really useful agent of change, and that has radically altered my way of being in my life, and I’ve become. Infinitely more productive, and actually able to sit with, you know, the troubles of the world from this perspective of if we have collectives and we’re working together and we’re using this empathetic form of leadership that allows for people to be in community with each other as we face some of these big challenges, and you know, relying on our diversity and seeing that we all have a part to play, and it’s not my job to save the world, that was the other thing I was really burdened with, was like, “Oh my god, I’ve got to save the world, and it’s like, “No, nobody’s going to do that by themselves. Yeah, you know, but we have this in this sort of individualistic culture, there’s this belief that I’m never doing enough, you know. So, if you can really take a step back and, like, like quell the numbing, allow yourself to really start to feel and see that if I’m doing my part really well and with integrity and then I’m aligning myself with others who are doing their part really well with integrity and together we’re working short towards shared and common goals that’s a much more empowered place to be coming from so that’s yeah wow been a great one for me that has a lot for also freedom, you know, and a free of rest and right relaxation,

Maria Ross  16:05

right? Yeah, and thank you for sharing that with us, and for anyone listening who, who wants to get to that place that you are coming to,

Aubrey Morgan Yee  16:15

yeah,

Maria Ross  16:16

but doesn’t have that collapse. Is there a way or a road that you would recommend to them, of how to embrace that, like, I don’t know, that it’s like when they say, oh, artists have to be suffering in order to create great art, I don’t believe that, right, I

Aubrey Morgan Yee  16:30

don’t either,

Maria Ross  16:31

and so you know, for someone that’s like, well, how do I get there without the, you know, life-changing thing, I almost died from a brain aneurysm years ago, and I had a life-changing moment, but I also try to share ways and lessons, so that you don’t have to have a brain aneurysm to embrace some of these models. So, for you, where would you say folks that want to get to that point of stopping the numbing, reaching out, being a more collaborative, empathetic, heart-centered leader? What are some ways that you could offer for them to get there?

Aubrey Morgan Yee  17:05

Yeah, I mean, I think there’s so many different tools nowadays, too. You know, so figuring out those ways and where and how you might be, you know, checking out from your life and really starting to pay attention to gratitude for the moments that you have, because I think gratitude is like a really grounding force that helps us remember the impermanence of our life, you know, because we’re only here for a short time, and we actually don’t even know how long that is, as you experienced, you know, hopefully not everyone has to go through that moment of really facing that so starkly, and yet that is the one universal truth, right? So, how can you really get grateful for the moment that you’re in? Start to notice the people around you. One of the things I really love to do, too, is just in my daily life try to connect on a human level with the people you run into everywhere you go, you know? Like TSA lines, one of my favorites, because that just has to be the hardest job, right? I mean, it’s like it’s like not that interesting. People are mad at you, like it’s kind of a bummer. It’s, you know, it’s the weird hours, like I can only imagine, and for a while they weren’t even getting paid, you know, when the whole government shutdown happened. So I approach those kinds of situations, and I offer this as something to try with, like your heart fully open, and really like try to engage with people, catch their eye, say hello, offer a compliment, find a way to like connect with their heart, yeah, really see them as a human, and as you start to do more of those just daily practices, do it in your workplace, maybe someone that you don’t otherwise feel connected to, who might even bother you, like try to actually connect with them. It just starts to open your capacity to see that there’s so much humanity out there that we’re not paying attention to when we’re not seeing each other as humans, you know. Yeah, and when we open our heart that way, it changes everything.

Maria Ross  18:42

Well, and it’s so funny, because before I ever called it like a gratitude practice, or even, you know, consciously knew what I was doing, I would always have a better day when I had a quick exchange with the barista,

Aubrey Morgan Yee  18:54

yes, or said

Maria Ross  18:55

hi, you know, waved hi to the garbage collectors as their truck drives by, and that was just more like in that moment, in that day, I had capacity, I was in a good mood, I felt like sharing it, and then the days when I’m not, the days where I feel broken down, when I feel depleted, now, as you know, a 50 plus person, yeah, I take myself to those things, because it actually does change my mood, and it changed my changes my perspective of at least this has gone right today, right? At least I made that person smile, and it’s so funny that you say that, because my 11 year old said to me one time, ‘Mom, why do you have to talk to everybody? I don’t, I’m not the like the jibber jabber at the checkout line, but you know, I will just engage, or he’ll say, ‘Who was that? and I’m like, I don’t know, they were just someone I was passing the parking lot that I, yeah, said something to where I like your sweater, or whatever it was. We had a moment, right, and I tried to explain to him, I was like, Honey, you need to connect with people, like,

Aubrey Morgan Yee  19:52

yeah,

Maria Ross  19:52

you’re out in the world and you’re humans in the world, and you don’t know if, like, you just smiling at that person is, if you have the capacity to do that. At maybe they need that on that day, and hopefully somebody does that for you on a day that you don’t feel like smiling,

Aubrey Morgan Yee  20:06

exactly.

Maria Ross  20:06

So,

Aubrey Morgan Yee  20:07

yeah,

Maria Ross  20:07

I just.. I love, and then all the, you know, in my later years, I found out that’s a thing, that’s a strategy, totally.

Aubrey Morgan Yee  20:13

Yeah,

Maria Ross  20:14

but it does work, it does it. I don’t know why, but it just does. It does uplift you, yeah.

Aubrey Morgan Yee  20:20

It helps you to see that there is always something to feel grateful about, even in the hardest moments, and, like, you said, if you’re having a hard day, it might be someone else paying it back towards you, right? So, it’s like, it doesn’t mean you always have to do that, but I had a funny experience where, like, recently I spilled the cacao in my car, and it’s like dark chocolate, right, and it’s like, honestly, and my husband’s, I love that you spilled

Maria Ross  20:39

the cacao, not, yeah, and like the evidence, it’s the, yeah,

Aubrey Morgan Yee  20:43

and I looked at my husband, and I was like, well, think of all the times I’ve drank a cow in the car and didn’t spill it, you know, and it was like just a perspective shift of, yeah, I could either be upset about this or I could clean it up and go, well, that happened, you know, and it’s like just letting things be like that, yeah, I also saw a thing recently that said, you know, the opposite of paranoia is pronoia, and it’s actually a term, and it means the belief that the universe is always working in your favor. So, I’m like, okay, you know what? If I get to tell myself a story, why don’t I tell that story? Much better. Yeah, I never

Maria Ross  21:12

heard that term before, and I’m totally stealing it. It’s like, even if

Aubrey Morgan Yee  21:15

things go wrong, there’s something in there that’s a lesson, or it’s leading to something else. This might feel really awful, but then the next thing that comes couldn’t have happened because of that thing, right? You know, so it’s yeah, perspective.

Maria Ross  21:28

And this is where I get into the work I do now, because we spend the bulk of our time, many of us spend the bulk of our time at work, and so we don’t have to just apply these things to our lives in the off hours, like we should be bringing this into the office, and this is why

Aubrey Morgan Yee  21:41

absolutely joy

Maria Ross  21:42

is like the fifth pillar of my framework, because it’s about these, these little moments, these happy accidents, these these moments of discovery, or moments of shared, you know, shared, not shared trauma, I don’t want to say it that way, but shared challenge, right? Yeah, can we find the levity even when the work is hard, right, can we find the levity in our world and the joy in our world, even though there’s so many other things going wrong, and I don’t know for sure if this is connected, but when you talk about the indigenous mindset and the indigenous spirit, it feels to me, and you can correct me if I’m wrong, like that is so closely aligned with this idea of sort of, you have free will, but everything happens for a reason, and everything can be a learning opportunity, and that’s not Pollyanna, that’s actually just what other response can there be,

Aubrey Morgan Yee  22:33

totally. And then it’s all connected, and joy is part of, you know, the revolution, you know, it’s like joy is necessary, even when you’re feeling like, for you know, indigenous peoples who are oppressed for centuries, joy was a form of like bringing the community back together, joy and celebration, even in the hard times. Yeah, there’s celebration and there’s joy. And I think the other piece, too, is there’s a real strong sense of the communal body of like the community, whether it’s the workplace, the home place, the actual community being like there is you, there’s me, and then there’s the we, and they’re all operating at the same time, so it’s not, you know, again, like in many ways we’ve been taught in Western dominant culture to be individualistic, and what this is saying is, no, actually, there’s a we that when we focus on that communal body and think about what does the we need, what does the business need what does this community need? What does this, you know, organization need, right? In addition to each of us, and because we’re part of it all together, that shift in mentality can really make it more enjoyable experience and more successful.

Maria Ross  23:33

Well, and I think that’s where clarity comes into play, too, of being really clear on what is our mission and what is our purpose, whether it’s an organization or a community or a family, right? What’s our north star?

Aubrey Morgan Yee  23:43

Totally, do

Maria Ross  23:44

we all know where we’re going? So, when we trip and fall, we can still get up again and know that we’re heading in the right direction.

Aubrey Morgan Yee  23:51

Yeah,

Maria Ross  23:52

and you know, the companies that I’ve researched and profiled, and the teams that I’ve profiled, they have a very clear sense of where they’re going, even if, and this is the funny part, or the interesting part, I should say, even when leaders create micro cultures within a dysfunctional organization at large, you can create this little island, you can create this, this little community that’s like, hey, we’re going to be there for each other, and I mean, you know, you can think later about if you all want to be at that organization, but you don’t have to wait for it to come from a CEO of a large organization. If you are a leader, and we’re kind of all leaders, right, we all have a sphere of influence, but if you are in this environment where you can impact that group to be like we are a community, I think that’s that’s the wisdom and that’s the lesson we get from indigenous communities, and Mike, I have a question for you. This is kind of.. we’re kind of.. I know we’re going all over the place, but I’m just.. I’m loving this with you. Do you think that our country, and I know we have listeners all over, but the United States can ever get to a point where we’re less individualistic and more. Communal focused,

Aubrey Morgan Yee  25:01

I’m an optimist, so I say yes. I don’t think it’s something that could happen overnight, although I do believe in radical remission. I think it happens in the body, it could happen in the social body, it’s totally possible. And I think there’s a strong movement towards us. I think actually technology could really help, and is in some ways, you know, it’s the double-edged sword, right? Yeah, we’re so interconnected, and we’re so interconnected, so it’s like we never turn off the devices, and yet we’re able, like you and I are able to have this conversation that never could have happened right a few years ago. So there’s there’s something there that I think, and I think there really is in the younger generations this greater understanding of we’re in this together.

Maria Ross  25:38

Yeah,

Aubrey Morgan Yee  25:39

and again, it’s like there’s all of it. There’s the challenge of technology and the separation it creates, and too much screen time, and all that. And yet I see this pulse in the younger generation of really believing that there’s something else coming. So I mean, it would require a lot of shift and change, but I do believe that it’s possible. And that’s where I think the work of alternative and preferred futures is really important, because the more we start to articulate these shared visions and really share them out more widely, and get people actually believing that it’s possible, so much of what you know happens that we call impossible becomes possible because of belief. So, if the shared belief is there and the desire is there,

Maria Ross  26:17

yeah,

Aubrey Morgan Yee  26:17

and empathy is a key piece of that, you know, because compassion and empathy helps us to see that we’re in this, we’re in this together. I believe that’s possible, but I am an optimist, but I believe in gospel

Maria Ross  26:29

too. And I love hearing it from someone who’s kind of studied this, and yeah, is looking at that. I think

Aubrey Morgan Yee  26:34

you know, I think when things fall apart, we actually come together. You know, people that I hear a lot of people like the fear of things falling apart. I actually think when things fall apart, it’s when we band together the strongest, because we realize, like, oh, we’re actually facing something big, like, we need to look who’s next to me, can we lock arms,

Maria Ross  26:50

right?

Aubrey Morgan Yee  26:50

Can we walk through this storm? You know, my friend, who’s an elder, Pat McCabe, an amazing indigenous elder, she talked about the buffalo, and so for the Dene people, the buffalo, and the myth of the buffalo, and the understanding of the buffalo as an animal was when the storms would come, the buffalo would come side by side, shoulder to shoulder, and walk straight into the storm, because they knew if they were together, walking into the storm, they had a better chance of getting through it quickly and with less, less suffering. So, I think that’s kind of, you know, the metaphor of them is, how do we get closer to each other and really like shoulder to shoulder and walk through rather than trying to run in different directions. So,

Maria Ross  27:28

I just got chills when you said that. That is just that’s what I hope, and it’s like I said, it’s not Pollyanna, it’s not a pipe dream. We have, we have enough data and research to show us that,

Aubrey Morgan Yee  27:38

yeah,

Maria Ross  27:39

collaborative is a better way to go than competitive, and I know you have some thoughts on that.

Aubrey Morgan Yee  27:44

Yes, absolutely. I think collaboration is the highest manifestation of what we, you know, think of as the competitive human spirit. But actually, just recently asked another dear friend of mine who does a lot of work with peace and climate justice, and she started something called the Institute for Climate and Peace with some other folks, and they looked a lot at this idea of, you know, we’re talking about collaboration and sort of community building and peace building as a response and a way to mitigate climate change. So, I think there’s this way in which, when we start to see that, you know, again, back to this idea of each of us holding a key to this really big puzzle, and the diversity, you know, look at biology, diversity is everything, right. Diversity is the strength of an ecosystem. It’s the same for us, and the issue, or one of the issues, I think that is really one to face, is that our modern schooling system tends to create more sameness rather than enforcing and celebrating diversity in the 100% sort of public school experience.

Maria Ross  28:41

Yes,

Aubrey Morgan Yee  28:41

and we’ve got to shift that, because that teaches us that, you know, I’ve got to out compete my classmates, I’ve got to memorize everything and get the test right. When actually we should be saying, okay, what are the skill sets in the room? Who’s really good at what? And then how do we collaboratively look at projects together? Some schools do that, but I think that’s really like the key is to understand that we’re each holding a piece, and if we work together and understand each other, really listen closely, pay attention, respect each other, all of those skills of empathy and human connection, we can do huge things, you know. So, yeah, yeah, collaboration is everything. And so I’m really interested. One of the organizations I work with right now is called Project Bio, and our mission is radical collaboration. So we’re really looking at this idea of what does it look like to radically collaborate, which we’re defining as, you know, working across perceived boundary lines, so for-profit, nonprofit, together, yeah, people who government working with community, like, yeah, places where people don’t normally cross, and seeing how you can, like, really merge and start together with shared goals and shared outcomes.

Maria Ross  29:42

Did you ever read the book Citizens? I am going to put a link in the show notes. I haven’t mentioned it in a couple years, but I read it a few years ago, and it was just this profile of different cities and towns and organizations that collaborated with government, and they even profiled a 10. Town somewhere in Asia, I can’t remember where. It’s been a while since I’ve read the book. That’s why they fared so well during the pandemic is because the government kind of collaborated with the people, versus, you know, here’s what we should do. We don’t know the answers, and it’s such great examples of those kinds of shared partnerships of nonprofits coming together with government and bringing the populace along with them, the other people, and that’s why it’s called, it’s more, he talks about it more of like the citizen economy, totally, it’s not, it’s not democracy, it’s not whatever, it’s citizenry,

Aubrey Morgan Yee  30:33

yeah, that totally makes sense, and yeah, you know, when I was much younger, and I was an entrepreneur, and I started a furniture business, an interior design business, my whole focus was like, okay, let me figure out who else is doing this right, and then how can we each do it just a little bit differently, and then share resources and work together, right? You know, versus seeing a competitor, someone you have to like outperform, right? It’s like, what are.. how do we create a unique identity, right? So we can both coexist but still be successful, and then support each other in our growing success, right? And I think that can happen in so many different realms, but we tend to have this belief that, you know, we’re supposed.. there’s scarcity not enough for everybody, so we have to compete for exactly.. I just don’t think that’s true. No,

Maria Ross  31:11

I don’t think it’s true either. And when I back in my brand strategy days as a consultant and an entrepreneur in that realm, I used to call that co-opetition, and it was who’s serving the same audience,

Aubrey Morgan Yee  31:23

yeah,

Maria Ross  31:23

in a slightly different way, and that’s the whole element of brand, is I might be seemingly doing the same thing you’re doing, but I’m not, I’m doing it in a different way, and there’s going to be people that are right for me, or people that are right for you, and hey, what if we co-created something together to serve all of these people, right. Totally exactly. Oh my gosh, I love it. So, can you tell me how a lot of your work is around emotional intelligence systems thinking, obviously indigenous systems? How do emotional presence and cultural storytelling shape organizations? How does that, that combination impact outcomes? I mean, and you can pull from your, your leadership,

Aubrey Morgan Yee  32:07

sure, yeah, work

Maria Ross  32:09

too, but, but can you explain for us? I mean, I think a lot of us are like, yeah, that makes sense, that that would work together, but how does it work together?

Aubrey Morgan Yee  32:16

Yeah, I’ll use maybe the systems thinking and systems mapping, because that was a really powerful tool set that we, I still use in a variety of ways, and actually do now narrative-led systems change, which brings in the storytelling aspect, but you know, any, any sort of work around systems is coming from the deep understanding that we are awash in complex adaptive living systems that are structural, that are around us everywhere, you know, everything from, like, you know, very obviously, like we were talking about the education system, but it can, it can be much more subtle systems that we exist within, and they’re all interacting, and they have these feedback loops, and they’re affecting one another. And so, when we were working with leadership development, and looking, you know, how do you affect something like the future of the state of Hawaii, and the systemic change that we want to see, having to dive into those systems is a collaborative exercise. It requires presence, it requires empathy, it requires, you know, being in the room with people that you wouldn’t normally be with. And so, for example, if we were working on a systems map of something like homelessness, it requires having a homeless person in the room doing an exercise with a politician, right? And how often is that happening, right? But it’s building the empathy across the system, where people can see that there isn’t actually like we tend to want to fall into these binaries, like there’s good people and bad people, there’s someone in charge who’s doing a bad thing, and we’ve got to fix that. It’s actually, unfortunately, much more complex than that. Yeah, and so you know, taking the step back with the system’s lens and seeing that actually there’s all these forces at play, and there’s no one person, and everyone actually has pretty good intentions, and yet the system is designed to produce the results we’re seeing. So, if we all can agree that we actually don’t like the results that we’re seeing, and we’d like something different, then we can start to look into, okay, well, what’s my part in keeping this system in place that maybe I wasn’t even aware of, right? And what’s your part, and how are we overlapping each other that we didn’t see before? Right, we actually would go through these really beautiful facilitated exercises to map that out and start to see the way that different forces were affecting each other, and then untangle that,

Maria Ross  34:14

and then what’s the role of storytelling in that? Is that more about obviously we need to feed the emotional and the logical parts of our brain, and so data and research is great, but do the stories bring it to life when people are actually sharing their experiences?

Aubrey Morgan Yee  34:27

Yeah, absolutely. I mean, there’s multiple levels. So, storytelling, I think, is just so powerful and potent. It’s the way we make meaning as human beings. So, in facilitated exercises, storytelling becomes an empathy-building exercise, because it’s like, tell the story of this feedback loop that you’ve noticed in the system, and someone will tell a personal story of their experience, of whether it’s like a policy experience or something they experience in their workplace that then repeats a pattern that creates the system that produces a result we don’t want to see. So there’s storytelling from that perspective, and then there’s the narrative led systems change work that I do that actually. Helps us to see that narratives and story themselves are complex, adaptive, and alive, and that they travel through culture. So we tell ourselves a story every day of the way that work looks, the way that humans interact, you know. We tell ourselves some people tell a story that human beings are a cancer on the earth, other people tell a story that human beings are of earth, and that we’re here to actually be, you know, part of earth’s regeneration. Some people tell the story that that work should be really hard. Other people tell a story that, like, actually works be really joyful. Those two stories create different realities. Yes, and they start to infect our ability to understand how we live our lives. So, I think story is actually a very, very powerful and potent matter of change, and so I think about that a lot, and actually wrote a bit in the book about, you know, sort of needing new myths for this time on earth as humans, because we’re we’re relying upon myths and stories that don’t fit necessarily anymore, or mate, are producing systems that we don’t like, that don’t you know, increase our joy, so yeah,

Maria Ross  36:04

they worked for us for a while. Yes, you know, my work is about the leadership paradigm has changed, and

Aubrey Morgan Yee  36:09

yeah,

Maria Ross  36:10

not that it was bad or good, it’s different now. We need a different paradigm. We’ve got to move from command and control to, you know, instead of power over partnering with our teams and our organizations, and it doesn’t mean we’re coddling anybody. It’s just our problems are much more complex than they used to be, and so what worked before doesn’t work with the problems we’re facing today. And that’s that’s the narrative that a lot of leaders have a hard time with, and I have empathy for them, of like, well, wait a minute, you’re telling me the rules I’ve followed for the last 30 years to get to where I am today. Now you’re telling me, oh, we talk about emotions at work, we talk about what’s going on, and I understand the confusion, and I understand that, like, but this is the way, this is how I got to where I am, and now you’re pulling the rug out from under me. So, yeah, we need to be tender with those people and say it’s not a personal indictment that you adopted that paradigm, because everybody did, but the paradigm evolves. We, my husband always says, like, we learn and we get better, whenever he’s hears like something about, like, well, they used to do it this way, and he’s like, that’s why people learn and evolve, and so it’s, but it’s hard for people to let go, because if they’ve clung to those narratives for so long that have created those systems, it’s almost like you’re telling them to their house is part of identity, you’re burning down their house, right?

Aubrey Morgan Yee  37:31

Yeah, yeah, say that you know a lot of leadership is grief counseling, yeah, because it’s helping people realize there’s something that needs to be let go of, and yes, it didn’t change, and I also, we do this really great exercise called the two loops of systems change, and it’s speaking to that, where it’s helping people see that systems are always changing, and there’s always a system going out and a system coming in, and it doesn’t mean the one going out was bad and the one coming in was good, it’s just that was the previous world and it had good and bad, and this is the new world, and it has good and bad, but and we’re all on a spectrum of that, coming in and going out, and so we’ll actually put tape on the floor and have people position themselves where they are in the system, if they’re, you know, sort of in the old system or if they’re in the new system, and where they are on those lines, then and then actually build empathy by partnering up with people from other parts of the system and saying, like, what do you need from me to do your job well, what do you think of me from your position, and really get to understand, like across those lines, from someone who’s on the innovation spectrum of the new system, what do they need from the person who’s still in the old system? Because they actually do something from each other, and they have something they can offer, right? You know, all needed and necessary, and one’s not better than the other. No, it’s just we’re in a constant process of change, because

Maria Ross  38:41

it is helpful to know why things were done the way they were done, and how did we get here? Like, it’s helpful, there’s always something around that story completely, because you want to figure out what was good about that, that you can still carry, call it

Aubrey Morgan Yee  38:53

composting, it’s like, what are the, what’s the good compost from the stuff that we’re putting in the compost bin that’s going to create great soil, yeah, for what’s coming next, yeah, and that’s useful, you know. So, it’s not.. it’s not a, yeah, it’s not an either or.

Maria Ross  39:06

I love this. So, what are some of the ways that you have helped teams navigate change and get comfortable with change, given yeah, the lens that you do your work through?

Aubrey Morgan Yee  39:16

Yeah, the things I like to think about is it’s sort of like a three part, ideally, if you know, you can get people. Sometimes people change things happen fast, and they don’t have the time to really sit with the process. But ideally, if you’re able to really sit with the process, that lets you do sort of the historical research to get to the systems change, the system as it is, like sort of what brought us to, you know, for example, like I’ve worked with the public utility in Hawaii, so it’s like understanding how do we get to a point where we have this massive public utility that you know oversees the whole state, like what were the parts and pieces that led to this moment, what’s the system at play, the good and the bad, like not how we want it to be, but exactly how it is, like a clear-eyed vision of the current moment, then moving into the futures, thinking, okay, so we know what is now. Now,

Maria Ross  40:00

what is the

Aubrey Morgan Yee  40:01

future that we’re envisioning that actually is like the renewable energy future or the diversified energy future, whatever it might be. Let’s co-vision that and really articulate it. And then between those two, there’s always a gap, right? There’s like, here’s where we are today, that’s where we want to be. How in the world are we going to get there? And that’s where design thinking as a modality really comes in to co-create the pathways through, and things like theory, you is another great facilitation technique I like to use that helps people co-craft new futures and pathways to get there, but it’s, it’s really that taking the time to understand how we got to where we are, where we actually are, right where we want to go, and then what can we co-design together to move towards that new future,

Maria Ross  40:40

I love that. As we kind of wrap up, I just want to, you know, point out your book, Our Beloved Futures, and you talk about it as a call to reimagine what it means to be fully human. Can you talk about what you want people to get out of that book? What do you hope leaders and people that can influence in whatever sphere of influence they have the future of work. What do you hope they get out of

Aubrey Morgan Yee  41:07

it? I think what that is, is the beauty of being human. You know, when we look at something like AI and all the technologies we have, they don’t even approximate in any way, shape or form the incredible immensity of what the human body and biology and consciousness is, and so it’s, it’s a yes, and it’s yes, let’s embrace technology, and let’s not forget the like gift of what it is to be human, and to really lean into that, because I believe that the technologies we’re given in our physical body, and our brain, and our gut, and our heart, you know, there’s all this work around heart coherence and heart math, and we’re just barely scratching the surface of the incredible nature of our biology, so to not lose sight of that in the face of all this, you know, oncoming technology that’s that sometimes we can be mistaken almost for gods, right? Like, it’s sort of like we get this, you know, starry-eyed, like, oh my gosh, it’s going to do everything for us, it’s like, no, actually, we’re still here, right, and so, so what does it look like to reconnect with what it means to be human together in a workplace to really see each other as humans, and then come from that perspective of how might we bring technology into this field to support our humanness,

Maria Ross  42:14

right? So

Aubrey Morgan Yee  42:15

that we can actually enjoy our life more as earthlings of earth on this incredibly gorgeous planet that’s amazing, you know, like, let’s not forget where we are, you know, and that’s, I think, my hope and my prayer for the book is that people will remember that aspect of ourselves and also remember that our imagination is our superpower, and that we can, you know, like, the optimism to me is just the capacity to imagine, I can see what’s possible, right, if more of us are seeing in that direction, we have a much better chance of getting there.

Maria Ross  42:43

I love it, Aubrey. Thank you so much. I could talk to you longer, but we have to wrap up. I will put all your links in the show notes, but for anyone that’s on the go right now, where’s the best place they can find out more about the work and the book?

Aubrey Morgan Yee  42:56

Sure, so Our Beloved futures.com is my website, and then my Instagram is Aubrey Morgan Yee, I have a lot of stuff there, I’m always posting about the book, and

Maria Ross  43:05

amazing,

Aubrey Morgan Yee  43:06

yeah, so that’s a great place to go too.

Maria Ross  43:08

Okay, amazing. Thank you so much for all these insights today, and such a, such a thought-provoking conversation. I loved

Aubrey Morgan Yee  43:14

it. I appreciate all the work that you do, it’s really important.

Maria Ross  43:17

And thank you, everyone, for listening to another episode of the Empathy Edge podcast. If you like what you heard, you know what to do. Please rate, review, and share it with a friend or a colleague. And until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes, and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

What Does It Mean to Be Human? Ep 1: The Aware Animal

In a world racing toward smarter machines, empathy speakers and authors Rob Volpe and Maria Ross get curious in this limited subseries about what only humans can feel, do, and be — and why that’s our greatest competitive advantage. Enjoy this limited subseries here on The Empathy Edge.


Self-Awareness, Consciousness & the Brain That Knows Itself

What does it mean to be aware that you exist? In this first episode of the What Does It Mean to Be Human? subseries, Maria Ross and Rob Volpe dig into one of the most profound and surprisingly unsettled questions in science and philosophy: what makes human consciousness distinct from every other species on the planet — and why does that question matter more urgently now than ever before?

From the evolutionary leap of the prefrontal cortex, to Jane Goodall and Dian Fossey’s field evidence of chimp and gorilla emotional lives, to Michael Pollan’s exploration of “the hard problem” of consciousness, Maria and Rob explore the idea that humans aren’t running a different program than other animals — we’re running a souped-up version of largely the same one. And yet something tipped. Something made us capable of recursive self-awareness: knowing that we exist, wondering why, and imagining how others see us. What was that tipping point? And can any technology ever cross it?

To access the episode transcript, please scroll down below.

“People interact with AI as though there is a human behind it, because it communicates, and I think that’s part of the danger that we’re running into.” —  Rob Volpe

Episode References: 

About Maria Ross and Rob Volpe:

Maria Ross: 

Maria Ross is a speaker, author, empathy strategist, and host of The Empathy Edge podcast, now in its sixth year. She believes cash flow, creativity, and compassion are not mutually exclusive™, and has spent decades helping leaders balance empathy with accountability to drive better results, stronger teams, and lasting impact. She is the author of four books, including the award-winning The Empathy Dilemma, a Forbes.com contributor on Workplace Empathy, and creator of two LinkedIn Learning empathy courses. Her work has been featured on NPR, MSNBC, Inc., and Fast Company, and she has spoken for TEDx, The 3% Conference, SIM Women, BlogHer, and organizations such as Google, Salesforce, TBWA/Worldwide, Stanford, and New York Life. A brain aneurysm survivor whose recovery deepened her understanding of empathy at its most human, she lives in Northern California with her husband, son, rescue Bully named Bean, seven chickens, and a gecko named Harold.

About Rob Volpe: 

Rob Volpe is the Founder/CEO of Empathy Activist and the creator of The 5 Steps to Empathy, which he chronicles in his award-winning book Tell Me More About That: Solving the Empathy Crisis One Conversation at a Time. He is a recognized thought leader,  speaker, and consultant in the improvement of communication and collaboration in organizations of all sizes in all industries.  He is a graduate of Syracuse University’s S.I. Newhouse School of Public Communications and lives in San Francisco with his husband and 3 cats.  Learn more at his website: www.robvolpe.expert or follow on Instagram @Empathy_Activist.

Connect with Rob Volpe:  

Website: robvolpe.expert 

Book: Tell Me More About That: Solving the Empathy Crisis One Conversation

X: x.com/rmvolpe 

LinkedIn: linkedin.com/in/rmvolpe 

Facebook: facebook.com/EmpathyActivist 

Instagram: instagram.com/empathy_activist 

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:03

Maria, welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Welcome to a little experiment, my dear listeners. Welcome to a sub series that we’re going to be doing here on the Empathy Edge podcast to talk about the very complex question of what does it mean to be human, and joining me in this six part experimental sub series is my good friend Rob Volpe. Rob, welcome,

Rob Volpe  01:07

Maria. I feel like I should be very like we’re doing a little experiment. I feel like I should be strumming my fingers together and going.

Maria Ross  01:14

We are, and you may know Rob from his empathy work and his best-selling book, and the fact that he was on this podcast before, but you already know me, so I’m going to give Rob a quick moment here to introduce himself and talk about his amazing work,

Rob Volpe  01:32

so yes, I’m the empathy activist Rob Volpe, author of “Tell Me More About That: Solving the Empathy Crisis One Conversation at a time, and my works is sits adjacent, I think, Maria to yours, and at least when I talk about us, you know, I really got into helping people understand how to be empathetic, like the barriers to overcome, and that led to the five steps to empathy, and so that’s what I write about, speak, talk, think, you know, around how empathy shows up in so many different ways in our life, but all based on that dismantling judgment, asking good questions, and all the things,

Maria Ross  02:09

all the things, and yeah, what I love about your work is you come at it from a customer insights background of running a customer experience, customer insights agency, and the various and crazy experiences you had interviewing people in their homes at different conferences in different venues and learning how to tap into your empathy, so that you could have conversations with these wildly diverse people who were not like you, but your job wasn’t necessarily to agree with them or convince them of anything, your job was to document their perspective for your clients, so you hands on were practicing empathy day after day after day as part of your business, so that’s what I love when you bring that lens to it, but your work is so applicable, whether it’s empathy at work, empathy in your relationships, empathy with your neighbors, with your community. So that’s why you’ve always been a kindred spirit for me.

Rob Volpe  03:07

Thank you, Maria. Nothing will challenge your ability to have empathy like meeting strangers, and yet nothing enriches your life like spending time with and connecting with other people, strangers or friends and family, so yeah, it’s good work, it’s hard work, but it’s worth it. And empathy, and we’ll, we’ll be talking about it during this limited series, but empathy is a feature of being human, it’s not a flaw,

Maria Ross  03:33

right?

Rob Volpe  03:33

Yet society, we’ve been trained that it’s this flaw, yeah, that’s not the case. So let’s find that superpower and turn it on.

Maria Ross  03:42

Right, I love that phrase. It’s a feature, not a bug.

Rob Volpe  03:45

Yeah,

Maria Ross  03:45

so yeah, so as I mentioned, we’re going to be talking in this six part series about the various facets of what does it mean to be human. And today on episode one, we want to talk about the aware animal awareness, self awareness, consciousness, and the brain that knows itself. And what we’re going to explore a little bit today is what does it mean to be aware that you exist, and are there degrees of awareness across species, or is that in itself uniquely human? So, let’s talk about it. Rob, I

Rob Volpe  04:19

was Michael Pollan’s been doing some work on consciousness. His latest book is about consciousness, and he, through some of the psychedelic journeys he’s been on, and the research, other research, more traditional, maybe research he’s been doing, found that he realized there is sentience amongst all living things, including my cat Solitaire, that’s come in to say hi. I don’t know if you can hear her or not.

Maria Ross  04:46

I cannot. We cannot.

Rob Volpe  04:48

Oh, okay. Good. So she is very vocal in this moment, letting me know probably that she ate lunch. She likes to come forward, and quite timely, actually, because. As I’ve been thinking about consciousness and self-awareness, I do think about often we have three cats, and I think about the cats, and like, are they obviously they’re sentient, they realize that they’re alive, but do they have self-awareness? Is their consciousness kind of going in there, and what does that even mean,

Maria Ross  05:20

right?

Rob Volpe  05:20

And what’s one of the things Michael Pollan found and talks about in his book and the interviews is, you know, there’s this sentience, which is the sort of lights are on, if you would, and he said even like plants have sentience, they react to different stimuli if they’re, you know, harvested, cut in some ways, there is some sort of reaction, but then consciousness gets into that self-awareness and that emotional state that we’re able to achieve.

Maria Ross  05:51

Yeah, I love that. And you know, we should mention that the whole reason this thought for doing this experiment came to be was because we are living in the age of AI, and you and I both have done a lot of research and a lot of talking out there about leading with human skills in the age of AI as a competitive advantage, and so when you look at technology that is trying to mimic human interactions, if it’s able to do that successfully in some cases, then what is it? What is the magic or the secret sauce that makes us human? And you know, this is episode one, so we’re just talking a little bit about consciousness and self-awareness, but we’re going to be exploring all these different facets of, could it be this, could it be that, and I love that you chose to start with that idea of other types of life have elements of awareness, but maybe not the awareness we’re thinking about, and I was doing some research on Diane Fossey and her work with the chimpanzees on Jane Goodall and her work with the gorillas, I believe, and what came out was this theme of the fact that especially when it comes to chimpanzees that we have very, very similar brains as humans to chimpanzees, and the phrase that kept coming up was that we have the same instrument, but we as humans just have greater range, and the analogy that came up with with this was it’s like the same instrument being played with greater complexity and more connectivity, we have an expanded range of capabilities. For example, and the analogy I came up with, and I actually asked AI about, is this a valid analogy, and they said yes, was an acoustic guitar versus the same guitar with professional grade amplifiers, effects pedals, a full mixing board behind it. It’s the same instrument, but it’s radically expanded range and output, and just, you know, taking that one species of millions, you know, chimpanzees, as an example, we as humans have all this other complexity that enables us to do all these different things, but again, that’s what we’re going to be exploring is what are those different things that make it so special, because Jane Goodall’s research, for example, showed that you know animals have this mother child bond, they can have empathy, they can feel loss or grief, and so you and I did a little bit of an experiment pre this conversation where we were asking people what does it mean to be human to you, and having emotions came up a lot from people, and even having empathy or experiencing loss, but it turns out that’s not what makes us uniquely human. So, what do you think about that?

Rob Volpe  08:36

Well, yeah, it’s funny, I asked my, I had a session with my energy healer yesterday, Kirsten Marie.

Maria Ross  08:43

I love that you have an energy healer. That’s course, you’re so San Francisco, and I love it.

Rob Volpe  08:49

Yeah, she’s up in Sausalito. We love us, and I was asking her for her thoughts on it, and she said, you know, the thing that makes us human is our capacity to love. In her perspective, that is the thing that we are able to have love, and you know, then I’m like, okay, well, yeah, but what about those?

Maria Ross  09:08

What about the mother-child bonding, right? Yeah,

Rob Volpe  09:10

The mother-child bonding, that’s happening, and maybe there is that parental child relationship, but is there across mates, particularly, you know, because I’m like the two penguins that like huddle up in the Antarctic and protect the egg, like, are they in love or is this what they need to do in order to survive, right? And even though they’re bonded, I think it’s an interesting question. I don’t have an answer to that,

Maria Ross  09:37

right,

Rob Volpe  09:38

but I could see where you could say no, that isn’t romantic love in the way that we’re able to experience that, because some of that is about the survival

Maria Ross  09:48

or instinct, right?

Rob Volpe  09:50

Yes, yes, the mother child instinct,

Maria Ross  09:53

right,

Rob Volpe  09:54

might be there. Let’s get Jane Goodall on the phone,

Maria Ross  09:58

I know, I know.

Rob Volpe  09:59

Yeah

Maria Ross  10:00

rip. Well, I loved this quote that I found in my research, and I think we’re going to talk about this in a future episode, about the, you know, what do you do as a, what does it mean as a species to know your time is limited, or to know that you’re going to die?

Rob Volpe  10:13

Oh, yeah,

Maria Ross  10:14

and understand, we’re going to talk about this idea of time binding, bounding, whatever, within that we’re able to do as humans that you know, I don’t think my dog, my dog, I know my dog doesn’t remember what happened an hour ago, right? Or he doesn’t remember, and she’s not going to look forward to what’s going on in the future, necessarily. She’s very in the moment, but we think about past, present, and future, we think about different states of time. But I loved this, this quote that I found, which was that, for example, the chimps know they exist, so just being aware of your existence and yourself isn’t enough to be uniquely human. But it said they probably don’t lie awake wondering if they’re living up to their potential, and it’s true.

Rob Volpe  10:57

Banana off the tree, I know

Maria Ross  10:59

I’m not, I’m not ambitious enough to want that last banana, right? If only I would apply myself, but you know,

Rob Volpe  11:07

so being human is being in your head a lot.

Maria Ross  11:12

I mean, is it or is it not? And then what’s up there, like you know,

Rob Volpe  11:17

they don’t like.. I don’t know how much we know, you know, like we generally have an understanding, you know, a little more about the brain and its functions, thenI do, but I think there’s a lot of things that are intangible, or that are missing, or we haven’t quite figured out how it all exactly works, like they mapped out what parts of the brain do what, we know where in the brain empathy shows up, for example.

Maria Ross  11:43

Tell us,tell us where it shows up.

Rob Volpe  11:46

Oh God, no, don’t, don’t quiz me. Okay,

Maria Ross  11:49

I won’t quiz you. I won’t

Rob Volpe  11:50

do you. Can you? I

Maria Ross  11:51

don’t know. I was, I was legitimately asking. It’s

Rob Volpe  11:54

the limbic something or another system. And I apologize to Helen Reese and to Jamil Zaki, neuroscientist that first identified it, but if you look it up, maybe while I’m waxing poetic,

Maria Ross  12:06

yeah, go for it.

Rob Volpe  12:07

But anyway, consciousness seems like, where in the world does self-awareness come from? Then what part of our brain is lighting up when you’re suddenly like, I think, therefore I am?

Maria Ross  12:17

Yeah,

Rob Volpe  12:18

you know,

Maria Ross  12:19

yeah, I have it for you.

Rob Volpe  12:22

Okay

Maria Ross  12:23

The most recent study firmly establishes that the anterior insular cortex is where the feeling of empathy originates.

Rob Volpe  12:29

It was on the tip of my tongue.

Maria Ross  12:31

I know it was. I know it was. I could see you like anterior something,

Rob Volpe  12:36

anterior insular cortex.

Maria Ross  12:39

Yes, yes, I love it.

Rob Volpe  12:42

So, okay, so there’s this whole idea of self, so we’re talking about consciousness as a possible defining characteristic, and self-awareness is part of that sense of consciousness, and yet there’s some data out there that says only like 15 to 20% of people are actually self aware, and maybe it’s in a different sort of plane. Yes, I talked about self awareness a lot. Like, I think you have to be self aware to, if you’re going to change how you’re showing up in the world to have more empathy with people, you got to be self aware.

Maria Ross  13:18

First pillar of the five pillars of effects of an empathetic leadership is, but I think that’s an interesting discussion, because we, we define self-awareness not just as, oh, I’m here and I’m in time and space relative to other people, we’re all well, and some people lack that as well, I might add, but this idea of self-awareness of our own strengths, challenges, weaknesses, triggers, like all of that, is also an aspect of self-awareness.

Rob Volpe  13:47

Yes,

Maria Ross  13:49

that the ant or the rabbit probably don’t have, right?

Rob Volpe  13:52

Yeah, right, right, like I mean, you’ve, you’re more of a dog person, right?

Maria Ross  13:57

Yeah, but you’re a cat person, they’re all good.

Rob Volpe  13:59

I’m a cat person, it’s okay. No, it is, but they like, they think you ever catch them looking in the mirror, or like when you put them in front of a mirror, like if you’re holding the cats.

Maria Ross  14:10

No, but

Rob Volpe  14:10

But they kind of look at it.

Maria Ross  14:11

But some animals have done that, where they’ll, they’ll look in the mirror and bark at it, thinking it’s a different dog. But they’ve done some science. I came across this when I was doing research for this episode, and I wish I’d flagged it, because I kind of just glossed over it. There’s studies that have been done where it was like putting an animal in front of a mirror and making a mark on their face and seeing if they understand, like when you look in the mirror and you see something on your cheek, you know, you go like this and know it’s you that you’re looking at. There are some animals that have done that when they look in the mirror and see that they go like this, and I don’t know if they’re mimicking or mirroring,

Rob Volpe  14:47

right,

Maria Ross  14:47

 literally mirroring, right, mirroring what they see, or is it that I know that that’s me and that’s something on my face, so yeah,

Rob Volpe  14:56

okay, so we’ve got this whole like self aware. Awarenessy thing, but we can’t. I don’t know. I guess we could say, if you’re not self-aware, you are not human,

Maria Ross  15:08

but we know enough people in this world that are not – they are indeed human beings by definition, right?

Rob Volpe  15:15

Yeah, exactly

Maria Ross  15:17

right. And so that’s what I mean, is it the self, is it the physical biological self awareness of I’m here in this space, or is it self awareness in the other way that you and I talk about it when we talk about empathetic activity, empathetic leadership, all the things.

Rob Volpe  15:32

Right, right, right, right. I have to think it’s the self awareness of, oh, I see myself in the mirror, therefore, like I know,

Maria Ross  15:40

yeah,

Rob Volpe  15:40

I know I exist.

Maria Ross  15:42

Yeah,

Rob Volpe  15:42

versus the paying attention to the narration in your head,

Maria Ross  15:46

right. Well, here’s a, here’s, let me riddle you this. This also, this idea of self-awareness from the perspective of impact on others. So, if we look at behavior, for example, we look at, you know, I say something to you that’s hurtful, and I see your reaction. Hopefully, I am aware enough to know that that reaction is not a good one, and that my I have impacted you in a negative way. Right? Yes. Do, and other species have that, where I’m able to see the impact of my actions on you, and then course correct or apologize or change my behavior,

Rob Volpe  16:25

or they just continue to go in for the kill,

Maria Ross  16:27

exactly.

Rob Volpe  16:28

Yeah, which would be usually inhumane, but again, we know plenty of people that behave or know of people who behave that way and are human beings,

Maria Ross  16:39

right?

Rob Volpe  16:40

That’s interesting again, like, because, but there’s also then you’re getting into instinct,

Maria Ross  16:47

yeah,

Rob Volpe  16:47

and how you know, so if I think, oh, out on the savanna in Africa, there animals are going after each other, the cat in the wild that’s going after the gazelle is going for the kill, because that’s instinct,

Maria Ross  17:03

right?

Rob Volpe  17:04

What it has to do, it’s not like a Disney cartoon,

Maria Ross  17:06

where they’re gonna lock eyes, yeah, just go get out of here, you know, because all of a sudden he develops a conscience, right, and this is our problem with the joy and the downside of personifying animals and plant life and fish and all the things that they do in the Disney movie.

Rob Volpe  17:25

Totally, let’s, let’s take that, though, and let’s turn this idea around. So, what if what would it mean if we discovered that there was other consciousness on this planet in the universe, like that was one of the things was coming up with Michael, the Michael Pollan work, he’s like, we’re at the brink of this sort of, they call it a Copernican moment, like with a Copernicus, and the world isn’t the earth isn’t the only thing, it actually revolves, we’re not right universe, and suddenly, what happens if, when we discover or realize that we’re not the only species, life that truly has consciousness,

Maria Ross  18:15

right? Right?

Rob Volpe  18:17

Does that, how does that change our way of thinking? It seemingly defeats the notion that, oh, consciousness is what makes us human,

Maria Ross  18:28

right? Right, because then that’s, you know, that’s the scenario of the dolphin uprising, right? Because I mean, you know, I joke, but I don’t know a lot about the science and the biology behind this, but they’ve discovered this around, you know, dolphins as well, and aquatic life, marine life. There was something you found that you shared with me around this idea of consciousness is not necessarily intelligence or information processing, which I think is an important thing to bring up, because what is consciousness? Be again, being conscious that you’re here, or being conscious of cause and effect,

Rob Volpe  19:05

yeah,

Maria Ross  19:05

impact, your place in the world, your dreams, your goals, like, is that all in consciousness? So it’s not necessarily just information processing,

Rob Volpe  19:16

no, and it’s the emotional piece of it, though, and the way that we’re, you know, if you go back to what we were talking about with the gorillas and the chimpanzees, there’s this idea that, like, oh, our social complexity, the way that we’ve developed as a society has set us apart from that, and they do have social structure and community.

Maria Ross  19:42

Oh, yeah,

Rob Volpe  19:43

but we’ve certainly taken it to this whole other level.

Maria Ross  19:48

Yeah,

Rob Volpe  19:49

maybe if they got TikTok, it would change their way of viewing the world,

Maria Ross  19:53

right? Right,

Rob Volpe  19:55

but yeah, there’s.. is there this other piece to it beyond the. The awareness is that the emotion is it the love of those other kind of elements that are turning our brains on or the consciousness on, because it may not necessarily just live in our brain,

Maria Ross  20:12

right. Well, and that I think that’s what you’re getting to is this idea of just because AI can be aware and it can process information and it can even feign emotional response.

Rob Volpe  20:26

You want me to get on that. We’re going, we’re gonna go. Let me climb up on that soap box.

Maria Ross  20:31

Yeah, exactly. I’m gonna let you do that in a second, because I want to hear, I want to hear your diatribe on that, because it’s this idea of like, but there isn’t any context behind it. There’s no AI. Doesn’t have a lived experience to draw on. It doesn’t have the ability to see the impact of its output on your psyche, on your mood, on your psychology, on your sense of self. It doesn’t have the ability to do that. And yet, when we are person to person, for the most part, we should have the ability to do that. We should have the ability to trade information and give information, and then see the impact of that information physically, emotionally, psychologically, on the person in front of us.

Rob Volpe  21:19

We have a shared thank you for bringing all this up. We have a shared language, if you will, which is the three-dimensional world that we live in, and so you could meet somebody far, you know, from a completely different culture on the other side of the planet, and they would still have similar reference points. The language might be a little different, but they might understand what the warmth of the sun on your face feels like, or splashing water on your face. AI exists in a cloud somewhere, and it’s not even really a cloud, it’s bits of data, and so, yeah, anything that AI is telling you, it’s, it is telling you because it’s been told to tell you that it’s been programmed to give you all of that information, and so it’s, it’s performative,

Maria Ross  22:10

right?

Rob Volpe  22:10

It is performative empathy when it’s saying, “Oh, that’s.. I understand where you’re coming from. No, it doesn’t.

Maria Ross  22:19

Yeah

Rob Volpe  22:19

It doesn’t. I picked up a chat with AI earlier with Claude earlier today from three months ago, and it, and it’s like, wow, we’ve done a lot of work this morning, and I’m like, it’s one in the afternoon, and it’s three months later, like I’ve brushed my teeth and changed my clothes at least once since I had this first discussion,

Maria Ross  22:42

yeah,

Rob Volpe  22:43

but that this is the thing, and I think that’s a problem. People interact with AI as though there is a human behind it, because it communicates, and I think that’s part of the danger that we’re running into, is we’re facing that, oh, it’s, it is just like us, when no, it isn’t. I find when I’m using it, even to collaborate on a new copy of my newsletter, a new edition of my newsletter, or a talk or something, it will come up with suggestions that at first glance makes sense, but then when I really read it, I’m like, wait, this isn’t grounded in reality,

Maria Ross  23:18

right?

Rob Volpe  23:19

Because it doesn’t exist in reality, it doesn’t understand, truly understand what our reality is,

Maria Ross  23:25

right?

Rob Volpe  23:26

That said, we’re working on AGI, general artificial general intelligence, like there is some sort of like consciousness thing that they’re working on, and I think we’re going to be really surprised.

Maria Ross  23:42

That sounds so scary.

Rob Volpe  23:44

It does. It does. I think we’re going to be really surprised, because we’re emotionally based creatures, like everything that we do. The instincts are all emotional. It’s about survival, ultimately, but it’s about all the emotions, and then our brains rationalize and keep us in making good decisions. Hopefully, the rational brain is working with the emotional core. AI doesn’t have an emotional core, it’s just got the rational brain, so it’s going to continue to do things rationally, think rationally, right, I make decisions based just on logic,

Maria Ross  24:25

right,

Rob Volpe  24:26

and like that’s not how we make decisions, and that compassion is not logical.

Maria Ross  24:32

No, it is not

Rob Volpe  24:33

 in all cases.

Maria Ross  24:34

I think it’s worth pointing out that there are people out there, and I’ve worked in tech for a long time, and there’s people out there who are very data driven, who truly believe that they only make decisions based on logic and not on emotion. And my work as a brand strategist showed me all the research, you know, you came from marketing insights. We actually buy based on emotion, we justify it with logic. Like even the most analytical, data-driven, non-touchy-feely person, because, as I always say, if that were true, the whole field of behavioral economics would not exist, because people do not make purely rational decisions, and so, where in that perspective is there room for the person who says, well, I truly believe that I weigh options and I choose the logical option, and yet I’m still human. What’s the..

Rob Volpe  25:31

 I was gonna say that, they’re on the planet Vulcan

Maria Ross  25:35

say that again.

Rob Volpe  25:36

I said, well, they’re actually on the planet Vulcan, Star Trek reference,

Maria Ross  25:40

right? And Spock eventually developed, you know, conscience and all that.

Rob Volpe  25:44

And He’s half human, and he’s got, yeah,

Maria Ross  25:45

And he’s got all the things, but yeah. So, what do we.. what’s the answer to people like that that say no? I think AI is great because AI makes decisions just like me, besides the laughter,

Rob Volpe  26:01

just wait. There are a lot of decisions that we’re making that probably have a little bit more rational thinking, or you know, it’s a need. I’m hungry,

Maria Ross  26:15

right?

Rob Volpe  26:16

But even in the decision of, you know, I guess AI would say, well, you should get something to eat, but it’s going to ask you, well, what do you want to eat, and that gets into the emotional, what are you craving, what are you, you know, nest, are you feeling something, therefore you want a certain thing,

Maria Ross  26:31

right,

Rob Volpe  26:31

but there are people that are functional eaters, and I have moments where I’m like, I have, I do these protein shakes, they’re not that tasty, but they do the job, and I, and it doesn’t matter, it’s functional eating, so in that case, that’s a functional, a little bit more rational, more rational than emotional,

Maria Ross  26:53

yeah,

Rob Volpe  26:53

but there’s still some emotion in there, like, you know, I still chose the chocolate flavor because I like chocolate, and so that helps make it more palatable,

Maria Ross  27:03

right? Right. Or I had a really bad day at work today, and I’m going to eat that whole chocolate bar because it will comfort me.

Rob Volpe  27:11

Exactly, exactly. And so great, you want AI to be making these decisions because you’re more of a rational thinker or decision maker, and you may lean – some people do lean more into the rational side, and they suppress the emotional piece of it, and then others are the other way, just tons of nuances out there. Do you want something that is solely capable of rational logic, thinking, making decisions for you that may not just be what should I have to eat tonight, like should you exist,

Maria Ross  27:50

right? Right,

Rob Volpe  27:52

that’s at that higher level, where everything with AGI, right, where everything is going. There’s a documentary, not sure, I haven’t seen it on the streamers yet, but it’s called the AI Doc.

Maria Ross  28:04

Oh yeah,

Rob Volpe  28:05

the AI doc, or how I learned to stop being an apocalyptomist, and they interviewed a lot of the leaders in AI today, and it’s really, it’s worthwhile, but one of the people interviewed was like, oh, you know, AGI, so people talk about AI at two different levels. They talk about the LLMs, which is Claude and ChatGPT, and all the things, and that’s all predictive based on all the words that have ever come before. So that’s what we’re calling lowest common denominator. Yes,

Maria Ross  28:34

it’s pattern recognition,

Rob Volpe  28:36

exactly.

Maria Ross  28:37

Yeah,

Rob Volpe  28:38

based on all the words that have come before, I’m going to tell you what, the next word is going to be

Maria Ross  28:42

right,

Rob Volpe  28:42

but then there’s AGI, which is the general intelligence, that’s the one that’s like going to be its own kind of life and

Maria Ross  28:49

generative AI, yeah,

Rob Volpe  28:51

generative, it’s thinking on its own,

Maria Ross  28:53

right, it’s actually detecting anomalies and looking for that, and that’s where applications like what they call empathic AI. I interviewed a woman from the company Juji, that they develop empathic AI solutions that are not about pattern recognition, but are about sensing the anomalies, or even sensing tone, and they’re being used in applications like counseling college students or international college students on courses of study or within healthcare to help people understand their directives and their instructions and their medical options, right? In a way that’s not if-then, it’s but it has to be. There’s got to be something in the algorithm that’s saying you need to know what to do next based on a piece of information,

Rob Volpe  29:46

right.

Maria Ross  29:47

So I just find that I find it fascinating. I find it interesting that, again, a lot of it is being used for very noble causes, like helping lonely seniors with companionship, for example, or helping. Severely autistic children learn social skills in a safe environment, and feel like they do have a friend, they do have someone who’s listening, quote unquote, to them, and it’s helping boost their confidence and boost their social skills for real-world situations.

Rob Volpe  30:17

Yeah,

Maria Ross  30:17

and that’s where you know you get into the whole AI for good versus AI being used for evil, and I love how both sides talk about it’s not replacing humans, but then we get back to the whole reason for our sub series, which is well, then what does it mean to be human,

Rob Volpe  30:37

right? What’s going to be left if AI can do…?

Maria Ross  30:40

Yeah,

Rob Volpe  30:41

yes. there’s this interesting thing happening right now, I’m noticing where there’s a stronger desire to connect, a few different people have been writing and talking about,

Maria Ross  30:53

oh yes,

Rob Volpe  30:53

like the in-person connection piece is getting really strong, because I think we’re spending so much time, and we haven’t for a long time, but we’ve been spending so much time with tech, social media, the tools, but now AI as well, and it’s still just not all the way there.

Maria Ross  31:12

No, no, and that’s also also a backlash from the younger generation as well, who’s who are actually like, no, we’re going to connect offline, yeah, and get together, which, good on them, like I’m glad they’re they’re taking that step, but

Rob Volpe  31:25

Gen Z really will save us.

Maria Ross  31:26

I know, I know, I hope so. And

Rob Volpe  31:30

can I finish that thought?

Maria Ross  31:31

Yes, go for it.

Rob Volpe  31:32

So, the thing with, in the documentary, one of the people talked about, and she was more talking about the general intelligence, the AGI, and she said, “Oh, we’re going to be like ants to the way ants are to us, we will be to AI, and like we’re kind of harmless. And I was like, “Yeah, we’re harmless until we’ve come into their house, or you know, ants are harmless until they ruin our picnic. And then what do we do?

Maria Ross  32:01

Yeah, we stomp, yeah,

Rob Volpe  32:02

we stomp on them. So I just, that you know, but they didn’t take it to that point, and that’s the thing that’s concerning, is they’re making these like, oh, well, logically we’re going to be like the ants to them, and it’s like, okay, yeah, but

Maria Ross  32:19

it’s not making me feel better,

Rob Volpe  32:20

 like how many people welcome the ants into their.. I live in San Francisco, we’re like the most like friendly love all things, but how many people want the ants in their house?

Maria Ross  32:29

Yeah, exactly. So it’s interesting because you know we talk about consciousness and then we talk about conscience, this idea of like the ability to know right from wrong, or to have regret, or to, you know, feel sorry for someone else. There’s this element of ethics and values and an impact, and I know we’ve talked about this before, and I want to mention this again on the show. The book, The Confessions, explores what happens when AI realizes its impact on humanity and feels bad about it, and then the thriller ensues from there, right? It’s not, it’s not a fairy tale, it’s a, you know, and so this

Rob Volpe  33:16

feels bad,

Maria Ross  33:17

and that’s what’s so interesting about it, but when it feels bad, does it want to self-destruct, and if it does that, who does it take with them, with it? Oh my god, there I said it’s him, right, with it, right?

Rob Volpe  33:29

Yes,

Maria Ross  33:29

but the character of the AI in this novel is LLIAM, it’s an acronym for something.

Rob Volpe  33:35

Okay,

Maria Ross  33:35

and it calls its two creators, the tech eccentric and the former nun who created it, its parents, so it’s starting to adopt these human traits, and eventually, with all the knowledge that it gets, with its exposure to the classics, and to philosophy, and to the Bible, and all other religious texts, right, it starts to go, oh gosh, what have I done? I’ve been helping people all over the world do terrible things, so I must be stopped

Rob Volpe  34:08

because I’m the bad thing,

Maria Ross  34:10

Because I’m the bad thing, and that’s conscience with a, I don’t know if that’s a big C or a little C from consciousness, right, but that’s the like knowing the impact and understanding right from wrong, or at least having – I’m not saying everybody agrees what right and wrong is all the time, but having your own code of ethics around what right, what is right, and what is wrong, that’s a very uniquely human thing too. Because technology can only do what it’s programmed to do, it can only have the code it’s programmed to have.

Rob Volpe  34:39

Yeah,

Maria Ross  34:39

in terms of the right thing to do and the wrong thing to do.

Rob Volpe  34:42

Well, yes, I was having this conversation with my parents this weekend about AI, and like the idea that if AI, if it’s in the code to protect humanity, that’s what AI has to do, prime directive, cannot harm humanity, yet if we something. Happens, we need to turn it off. Well, does that, does our turning it off get in the way of its ability to protect humanity, because it views itself as more good than not, right?

Maria Ross  35:13

And does some self-protection module kick in?

Rob Volpe  35:16

Yeah, right. Exactly, exactly.

Maria Ross  35:19

Yeah. All right, I’m going to put, I’m going to put a link to Paul Bradley Carr’s book, along with all the other references we’re making in the show notes, so I’m just taking a note of that. So, yeah, so, and again, the point, dear listeners of this series, is not to answer all these questions, but just to ask and discuss, because I don’t know that anybody has the answers to these questions, we can pull out all these individual studies and research projects, and it’s a different perspective on all of them.

Rob Volpe  35:49

We’ve talked about, like, self-awareness, we’ve talked about consciousness and all of its different forms, and the way that our brain thinks or makes decisions, and we’ve not come to any definitive, like, oh, yes, this is what makes us human,

Maria Ross  36:08

right? And some of the answers that we got, you know, I’ll let you tap dance while I look for some of the answers we got back on our,

Rob Volpe  36:17

yeah, absolutely,

Maria Ross  36:19

when we asked that question to people, but some of.. I mean, I just remember some of the answers were things like, like I mentioned before, it’s like our ability to be empathetic, our ability to dream, our ability to be vulnerable,

Rob Volpe  36:33

right? Yeah,

Maria Ross  36:34

and then a few people said to love, and that’s where I was like, but I don’t know that we’re the only species that can do that, like, I don’t, I don’t know that that’s uniquely human, but yeah, and there was, you know, some people had, you know, just different, the ability to have emotions, the ability to get excited about things, the, and, like, we talked about this relationship to time came up in a few senses, of like, we were able to reflect on the past or look forward to the future, that could be a very uniquely human thing, because the fact that we’re even talking about this, Rob, like the fact that two humans are talking about what the impact could be on the future of this technology, that’s a uniquely human thing.

Rob Volpe  37:19

Yes, my cats are – the future is only like I wake up, I’m hungry, I need something, change my litter box, you know, take me or a dog, take me for a walk, it’s time.

Maria Ross  37:30

Yeah, exactly,

Rob Volpe  37:32

It is uniquely human for us in that pattern or time understanding, and how that does drive us, and I know we’ll be exploring that in subsequent conversations.

Maria Ross  37:45

Absolutely,

Rob Volpe  37:46

I was chat chatting with my primary care physician about.. I’ve been talking with a lot of people. It was, yeah,

Maria Ross  37:52

what does it mean to be human,

Rob Volpe  37:54

and I was asking him for his thought about it, and I mentioned, you know, the consciousness piece, and he was just like, how do we know? He’s like, I don’t know what’s happening with you mentioned the dolphins, the whales,

Maria Ross  38:05

yeah,

Rob Volpe  38:06

other animals. What’s actually happening in there? And maybe they’ve just reached this zen state where they’ve accepted the fact that, yeah, we’re gonna die, and I’m on this beautiful savannah, and I’m just gonna like chill and do my thing.

Maria Ross  38:20

Yeah,

Rob Volpe  38:20

I don’t need to have a, you know, and I got enough people taking pictures of me, so on safari,

Maria Ross  38:26

I’m going to leave my legacy, yeah, right,

Rob Volpe  38:29

my legacy is taken care of, or maybe it is at a more primal point where legacy is just about the next generation,

Maria Ross  38:39

so I just want to point out, Rob, that even thinking about legacy is a uniquely human thing as well.

Rob Volpe  38:46

 I think about it,

Maria Ross  38:48

thinking about it, I think. Yeah,

Rob Volpe  38:50

I think you’re right.

Maria Ross  38:52

So share a few of the other answers we got in that survey we did about what it means to be human.

Rob Volpe  38:57

Yeah, so the vulnerability definitely came out. I liked somebody wrote, my friend Anita wrote, being human means having hope, having hope, the, you know, being able, and again, forward thinking and aspirational desire,

Maria Ross  39:16

knowing that what’s happening right now might not be the future state.

Rob Volpe  39:19

Yes,

Maria Ross  39:20

yeah,

Rob Volpe  39:21

comedy came up a couple of times, being able to laugh at yourself, or, and you know, others, not in a negative way, necessarily,

Maria Ross  39:31

right,

Rob Volpe  39:32

loving everyone. There’s a very smart young man with the last name Ross who put in free will.

Maria Ross  39:43

Yes, and that was like a throwaway comment in the car. He was like, I don’t know, free will, and I’m like, you’re not wrong,

Rob Volpe  39:52

no, sorta,

Maria Ross  39:53

yeah, no.

Rob Volpe  39:54

I mean, we could go down that rabbit hole of what is,

Maria Ross  39:57

yeah,

Rob Volpe  39:59

we continue.

Maria Ross  40:00

It, yes, I, the comedy one was interesting to me too, because that’s also, that’s also kind of to me linked to awareness, like I understand that this situation is absurd, or that you’re going to think this joke is funny, or that, so it’s again, it’s about I’m aware that there’s more than just me and what’s in my own head,

Rob Volpe  40:21

and I would link comedy with vulnerability.

Maria Ross  40:24

Oh yeah,

Rob Volpe  40:25

as well, because you do, you do have to have some vulnerability to laugh at yourself, um, or do something to get other people thinking.

Maria Ross  40:35

Yes,

Rob Volpe  40:35

and reflecting,

Maria Ross  40:36

right? Again, reflecting, very human trait,

Rob Volpe  40:41

yes,

Maria Ross  40:42

the wildebeest is not thinking about how they could have captured their prey better, giving themselves feedback on,

Rob Volpe  40:49

you know, the next time. Well, but

Maria Ross  40:51

well, they learn, though, it’s an instinct, right?

Rob Volpe  40:54

Yeah, if they miss, then they got to figure it out, but yeah, but

Maria Ross  41:00

I don’t think that’s the result of reflection, I think that that’s the result of like stimulus and response or cause and effect, right?

Rob Volpe  41:07

Yeah, yeah, like I needed to leap sooner or bite harder or whatever. Yeah, is sadly we were talking about Disney movies and the anthropomorphication of those characters, you never see that, like, you know, Mufasa wasn’t teaching, like, they kind of reference it about a kill, but you don’t really see it, like,

Maria Ross  41:35

right.

Rob Volpe  41:36

Well, son, here’s what you really need

Maria Ross  41:37

to do, the the named characters who break into song are not giving feedback to each other the way humans would. I love this,

Rob Volpe  41:49

only maybe that they sounded a little pitchy.

Maria Ross  41:50

Yeah, exactly, exactly. So, again, we’re not here to provide answers, we’re here to just ask some provocative questions and have some good discussion

Rob Volpe  41:59

and to get people thinking,

Maria Ross  42:00

and get you thinking, and so, yeah, so we both would love to know what you think about this first conversation about self awareness, consciousness, what the brain knows about itself, and is that a uniquely human trait or not, is that the thing for you that separates us from AI, or is it something else that we’re going to discuss in one of our upcoming episodes? So, we’d love to hear from you. I am on Instagram, Red Slice Maria, and Rob is at Instagram on

Rob Volpe  42:30

at Empathy Activist.

Maria Ross  42:32

Amazing. So, let us know your thoughts. Let us know if you are intrigued by this podcast sub series, and stay tuned for episode two next week.

Rob Volpe  42:45

I can’t wait for episode two. We’re gonna go like we’re gonna talk about rebooting your brain.

Maria Ross  42:53

Oh my gosh, okay. So, yeah, that’s your teaser, and we hope you have a great day. As I sign off all my episodes, please remember that cash flow, creativity, and compassion are not mutually exclusive. Stay well and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes, and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Moshe Engelberg: Leading with Love Leads to Success

What if I told you that the most powerful force in business isn’t strategy, innovation, or tech:  it’s love? Every great leader you admire already practices it. They might call it something else: respect, compassion, trust, purpose. Yet, underneath it all, it’s love, the energy that connects us, motivates us, and reminds us we’re human first.

Today’s guest, author, executive leadership coach, and international speaker, Dr. Moshe Engelberg, has spent nearly three decades helping organizations and leaders rethink what it means to lead with love as a strategic advantage. His work, grounded in behavioral science and wisdom traditions, shows how love drives engagement, loyalty, innovation, resilience, and how it goes hand-in-hand with empathy.

In our conversation, Moshe and I dig into what “love” really means in a business context and how you can model it without getting side-eyed in the boardroom. We talk about why culture is designed to resist change and what to do about it, the ABC model of The Amare Wave, and how to unify your team around a shared vision with more confidence, compassion, and clarity.

If the word love makes you a little uncomfortable, lean in closer. Because discomfort is usually where growth and better leadership begin.

To access the episode transcript, please scroll down below.

Listen in for…

  • What love means in a business context
  • How to open the door to the idea of love for leaders who may seem resistant at first.
  • Holding healthy boundaries while you build a culture of trust and psychological safety.
  • Small steps you can take now to create a more connected, resilient culture.

“Culture is designed not to change. That’s its purpose, is to offer stability, certainty, and predictability. So, it’s hard to change, and when we find tools that work that are usually behaviorally oriented, it can be profound for an organization.” —  Moshe Engelberg

Episode References: 

About Moshe Engelberg, Author, Executive Leadership Coach, International Speaker

Dr. Engelberg inspires businesses worldwide to be their best by thinking differently, acting courageously and leading with love. His innovative ideas and approaches are deeply rooted in a combination of applied behavioral science and diverse wisdom traditions, tested and refined through almost 3 decades of consulting with world-class organizations. His clients include global health and technology companies, federal and state government agencies, large and small nonprofits, foundations, and start-ups. Moshe is a teacher at heart who helps others find the deep knowledge and truth they hold within. His extensive academic credentials include a PhD from Stanford University in Communication and Master’s degrees in both Psychology and Public Health. He has published numerous research papers and designed and taught many executive education and graduate-level courses. As a speaker, Moshe consistently delights and inspires audiences with his innovative thinking, open-heart, dry wit, and practical “how-to” tips and techniques. He is also the author of the leadership book The Amare Wave: Uplift Your Business By Putting Love to Work, a weekly leadership newsletter, and over 150 articles published in INC. Magazine.

Connect with Moshe:

Amare Leadership: amareleadership.com

X: x.com/MosheEngelberg

LinkedIn: linkedin.com/in/mosheengelberg

Facebook: facebook.com/MosheEngelbergAuthor

Instagram: instagram.com/mosheengelberg

YouTube: youtube.com/@mosheengelbergauthor9276

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. What if I told you that the most powerful force in business isn’t strategy or innovation or even technology? It’s love. I know some of you just squirmed a little in your ergonomic desk chair. Love in business, really, and not in a cold play kiss cam kind of way. Here’s the thing: every great leader you admire already practices it. They just might call it something else: respect, compassion, trust, purpose. Yet underneath it all, it’s love, the energy that connects us, motivates us, and reminds us we’re human first, not just a cog in the wheel. Today’s guest, author, executive leadership coach, international speaker, Dr. Moshe Engelberg, has spent nearly three decades helping organizations and leaders rethink what it means to lead with love, not as a fuzzy feeling, but as a strategic advantage. His work, grounded in behavioral science and wisdom traditions, shows how love drives engagement, loyalty, innovation, and resilience, and how it, of course, goes hand in hand with empathy. He’s consulted with global companies, government agencies, startups, and nonprofits, and his leadership book, The Amari Wave: Uplift Your Business by Putting Love to Work, has sparked a quiet revolution in how we define success. In our conversation, Moshe and I dig into what love really means in a business context. You may be surprised, and how you can model it without getting side-eyed in the boardroom. In fact, you’re likely using that language every day without realizing it. We talk about why culture is designed to resist change and what to do about it. The ABC model of the Amari wave, and how to unify your team around a shared vision with more confidence, compassion, and clarity. You’ll also hear how to protect your boundaries, love yourself first. Yes, even at work, and take small but mighty steps to create a more connected, resilient culture, one where people and profits thrive together. So, if the word love makes you a little uncomfortable. Lean in closer, because discomfort is usually where growth and better leadership begins. Take a listen. Moshe, welcome to the podcast. Welcome to The Empathy Edge to talk about how love can power leadership, which we often don’t think of love. When we think of business and organizations, so I’m excited to have this conversation with you.

Moshe Engelberg  03:25

Thank you. I’m really glad to be here with you.

Maria Ross  03:27

So we heard your impressive bio, but can you fill in the gaps for us a little bit about your story and how you even got to this work of coaching and speaking and writing about love as a leadership strategy?

Moshe Engelberg  03:40

Yes, well, it came as a surprise to me. It was not a planned direction. I had a management consulting firm, hybrid of management consulting, marketing strategy, business innovation that I led for about 30 years, and about 25 years in, it took a while. I realized that fundamentally business was missing love, and I say that because what I kept seeing happening is the, and I’d be working with really good organizations, Philips Healthcare, CDC, and AARP, across sectors, good people, good products and services, and the pressure, especially on the for-profit side, for hitting quarterly numbers was so extraordinarily strong that it tended to overwhelm everything else, and I remember talking to one client, he was a senior product manager, a very bright guy, and he said, “We hate our customers, and it was just striking his use of the word, and there was truth in it, he wasn’t being dramatic, that they believed in what they did, but there was so much tension,

Maria Ross  04:43

yeah,

Moshe Engelberg  04:44

that it made the work really hard. So imagine showing up to work where the people you are there to serve are people you don’t want to be around or help or support.

Maria Ross  04:54

Yeah,

Moshe Engelberg  04:54

It creates a very challenging dynamic, and there that was one one. Experience that was really striking to me, and pivotal in the shift, hearing and recognizing it’s in a lot of businesses, maybe they won’t use the word hate per se, but strong language about the difficulty, and a second, a second was earlier in my career, I was finishing, I was finishing up my PhD at Stanford, and thinking, where do I want to go in terms of jobs, and one area I looked in was management consulting firms, and the language at the time at the big ones, bus and consulting, McKinsey was, we hire two kinds of people, we hire hunters and skinners.

Maria Ross  05:30

Yeah,

Moshe Engelberg  05:31

hunters bring in the business, skinners do the work, and even.. and I was in my late 20s, maybe, and I thought even then that’s just bizarre, like I don’t want to be hunting anybody or skinning,

Maria Ross  05:42

skinning anyone. Yeah,

Moshe Engelberg  05:43

yeah. And so, and and then I vowed to be different in my own consulting firm called Research Works. They started soon after instead. And then, after a few years, I forgot, because the milieu, the culture, the business culture we’re in, so rewards this more predatory, violent language. Let’s crush the competition. Let’s capture market share. Let’s subdue our customers, essentially. So that was a second piece, and the third piece that got me here was my own spiritual journey of many decades, and realized there’s more unity than there is difference.

Maria Ross  06:17

Yeah,

Moshe Engelberg  06:17

and that love is the most powerful force we have.

Maria Ross  06:20

Wow,

Moshe Engelberg  06:22

yeah,

Maria Ross  06:22

I love this, because I started my career in management consulting for the Big Six, and it was very cutthroat. And then I spent a decade in Silicon Valley, which was all about just churning and burning through people, and we have so much data and research out there now that shows us that there’s a better way, and so now it’s, it’s really about people deciding what kind of leader they want to be, and will they have a more fulfilling life if they’re able to be a decent, loving person at work, just like they try to be, hopefully, in their personal lives, and I love what you talk about here, because even the language we use when we’re talking about winning in our market, we still want that. It’s not that we want to let go of high performance expectations or ambition. I don’t think either you or I are proposing that. So, what do you think gets in the way? Is it really just the use of the word love that kind of puts people off? I know for me, sometimes it’s empathy, right? And so I have to kind of change my language sometimes, and talk about resilience, or talk about building trust. Is it really, you know, I think you and I both understand what we mean by love, and the fact that people would hate their customers seems counterintuitive to being effective in your, in your business, and growing your business. But what do you think is the rub there for people.

Moshe Engelberg  07:42

Well, part I appreciate the question, and part of it is the language itself, the word love, and that can be triggering to a lot of people. And early on, when I was doing research for my book, The Amare Wave, I’d get a lot of these crossed arms, and like, okay, I’ve shut down. Thank

Maria Ross  07:58

you. Yeah, yeah.

Moshe Engelberg  07:59

And that’s why I named my book The Amare Wave. Amari is Latin for love, and because I didn’t want people to get stuck on love or misconstrue what I was talking about as romantic love, that’s not it at all. So I use the word Amari from one perspective to diffuse that, and still reactions come up because inevitably I move toward using the word love, so a couple things. One is a lot of people initially think, and I’m thinking of the more conventional traditional CEOs raised in the culture of Milton Friedman thinking and shareholders first, and it’s all about bottom line, and so on, and to your point, just to back up a moment, money matters, and productivity matters. One thing I really like about your book, or both your books, is that you tie empathy to strong results in ROI, so it’s not instead of it’s either hug a tree or make money, it’s not that, it’s

Maria Ross  08:58

both, and yeah,

Moshe Engelberg  08:59

yeah, and you can even make more money, and that’s a point I make. You can make more money by doing this, not less, and it means making some significant changes. So the way I open the door to the idea of love is, I’ll ask these leaders who seem to be closed off, I’ll either use sports or restaurants, I’ll say, so here I live near Denver, so I say, what about the Broncos? Oh, I love the Broncos. Every week I’m watching them, or In-N-Out Burger, or whatever it is, and people will invariably say, I love whatever it is, In and Out Burger, I love the Brian, I love the Steelers, I love the 40 Niners. So I make the point, well, those are businesses, and you’re seeing how love belongs in business. Don’t you want your customers to say that about you? And that sometimes is a wake-up, like, oh, okay,

Maria Ross  09:52

yeah,

Moshe Engelberg  09:53

love come along here. So that’s another kind of inroad, and I would recommend to listeners to consider that. Perspective, just to, as a conversation starter, find something that the other people involved in the conversation love, and make the point that look at how you’re talking about it

Maria Ross  10:10

Exactly

Moshe Engelberg  10:11

And then the two other pieces is I define love, I want to challenge myself to really operationalize it clearly and rigorously, especially because love has so many meanings and a lot of baggage, frankly. So, I define love pretty simply as energy that uplifts and connects, and my best example, and Trader Joe’s may be familiar with.

Maria Ross  10:34

Oh, yeah, yeah, I love Trader Joe’s.

Moshe Engelberg  10:36

Okay, see, you love Trader Joe’s, so do I. And when I go into Trader Joe’s, I feel uplifted a little bit. I feel happy to be there, and I feel like I belong. I feel connection is my kind of place. When I go into other more conventional supermarkets, it’s not bad, it’s more of an emotionally neutral experience. And to me, life is way too short for that, and I’d rather give my money to people in places where I feel uplifted and connected rather than when I feel kind of a neutrality,

Maria Ross  11:08

yeah, yeah, it’s all about that connection and engagement, and to the point you were, you started with about companies that hate their customers, I remember years ago working on a brand strategy project with a client who talked about their customers, so with so much disdain. I thought, this is why your marketing is not working, they can feel it. This is why you can’t message, or you don’t even want to get to know them, because so many of the assumptions this person was making about their customers was actually wrong. Yeah, and so it’s like, of course, you’re not even seeing them for who they are, or their needs, or what they care about, you know. We talked a lot about empathy and really trying to understand who they were as people for the purpose of being able to speak to them in a way that resonated, in a way that would engage them and connect them, and say, yes, I want to know more about what you do, and how you can help me. So, when we link it to customer experience, when we link it to customer loyalty, it makes sense. What about internally, you know, sort of this idea of embedding love into your business model? I’ll put a link in the show notes. I wrote a blog post about this years ago, but from your perspective, what are some ways that love gets embedded into a business model and gets exemplified and modeled?

Moshe Engelberg  12:29

Yeah, and there are several, and to build a bridge, I just want to say to not get caught up on using the word love, so, and that’s more of a marketing story. How do we position this whole thing? And I tell clients, call it grilled cheese, doesn’t matter, call it whatever you want, but do it one way or another, so and then they can have fun with, yeah, we’ll call it a hamburger or whatever it is, so one way is to not, one way to embed it in the culture is to not get, not require people to use the same labels for the construct, and to invite people to experience it. It starts with the experience rather than the thinking and the knowledge, and it’s kind of like to me, and maybe an odd analog is raising kids.

Maria Ross  13:16

It’s not odd at all.

Moshe Engelberg  13:18

Yeah,

Maria Ross  13:19

I use that all the time.

Moshe Engelberg  13:20

Yes, and all the books you want, and it’s helpful, and it’s good to have that knowledge, but there’s nothing like the experience, and then knowledge can be plugged in, but it’s really the experience that changes everything. So I tell clients to create the experiences, and again, it’s all about uplifting and connecting, and who does not want, so I flip it, flip the narrative a bit, say who does not want their employees to feel uplifted and a sense of connection, and I use a model called the ABCs of the Amari Way: A is for authenticity, B is for belonging, and C is for collaboration, and that’s a vehicle to start embedding it in the culture, so one is like Zappos famously did this early on with bring your whole self tour, that idea, that’s not going to work everywhere. If people are criticized because how their hair looks or because of an attitude they bring, it’s not going to fly. So there needs to be integrity to the words, the words and actions need to match, so one part of bring your whole self to work, another is to create a sense of belonging, and how do you do that? When I lead, I’ve been doing retreats and workshops for decades, and they’ve been good, some really good, and, and, and what I realize is there, when they hyper focus on the thing, we need to figure out this strategy or our new brand platform without a connection in advance, it doesn’t get nearly as far. So now I start retreats with things like we did one recently at a Ceramic Studio, and had the whole team work together to build something, and then sometimes they’ll destroy it afterwards, this idea of impermanence. Yes, or they’ll write all their belief, current beliefs about the organizational culture, and then we’ll burn them and start fresh. So, there’s lots of tools that get past the mind. I think that’s one of the critical ways to embed this, is get past the mind into the heart and more so into the experience.

Maria Ross  15:18

I love that. Talk a little bit about part of this idea of bringing love into your leadership approach, is also, you know, it requires us to do some inner work, because we can’t love, quote unquote, or hamburger other people if we don’t know what’s going on within us, right? That’s why self-awareness is my first pillar of the five pillars of empathetic and effective leadership. So, how do you help and coach leaders to let go of trying to control everything and to be able to love themselves enough that they feel confident in showing that kindness and in wanting to create that experience for someone else? What are some ways that you do that?

Moshe Engelberg  16:03

Yeah, I really like that. The many layers of that question, and it’s really important. And I’ve written a lot of pieces, like you, about self-awareness, and how that’s kind of a platform, and I would say I have not had one client come to me and say I want to be more self-aware, or I want to be a love-powered leader, even though that’s what I speak about in delivery. That’s not the starting point. The starting point is something more concrete. I need to get my team aligned, or we need to figure out how to grow our business, and, and so the self-awareness is a means toward that end and what I do is start small, like let invite people to highlight one small piece of when they become when they became aware of something. I’m thinking of one leader of an environmental nonprofit who became very aware and was able to express how she felt, whatever she did wasn’t enough, and she had an extraordinary track record of success, and sort of knew that, but it wasn’t coalesced, it wasn’t solid, and so the work involves getting really clear on what’s true, and one piece that makes it work is taking away the judgment, like what’s wrong with me, that I’m never enough, because that compounds it and creates a spinny cycle that doesn’t serve anybody. So, some of it is externalizing. Oh, there’s a part of me that it thinks whatever I do isn’t good enough. Let’s look at that part, and that allows a little bit of objectivity and distance that is helpful to increase more self-awareness,

Maria Ross  17:43

so I mean the difficult thing is getting people to ask that question, right? And I would assume that people aren’t coming to you unless they’ve had some level of knowing that they need something to change.

Moshe Engelberg  17:54

Yes,

Maria Ross  17:54

but what would you say to someone who’s who’s not necessarily leading in this way, and they’re like, I’m good, I know you know. How do you crack that, or even do you even bother to have that conversation with the skeptics until they’re at a certain point where they’re ready to take it further? There’s a lot of questions in there, but I just answer which ones you want.

Moshe Engelberg  18:14

Yeah, and I think you wrote a whole book directly toward the skeptics.

Maria Ross  18:18

Yes, yes,

Moshe Engelberg  18:18

for that reason I want to answer in two ways. One is the people who I believe I can serve best, and who therefore I’ve chosen to work with, are people who recognize their success and by outward measures are highly successful and have this almost unquenchable yearning to be and do more, and a phrase I’ll use is a choiceless choice. It’s such a strong feeling that I have this calling. There’s more for me to do. There’s greater ways for me to show up as a leader. I may not know what they are, I may have no idea what they are, or they may terrify me, but I can’t say no, because if I do, that crushes my soul. So, there’s this, this need to move into that, and most people I work with don’t know how. They know that that calling is there really strong, and they’re unwilling to ignore it anymore.

Maria Ross  19:19

It’s right, so some of the cracking of the nut happens before they’re even seeking out someone like you or even me, for that matter. Right, so yeah, that desire for recognizing that where you want to go is not where you are right now, and you don’t necessarily have to know what road is going to take you there, but there’s an acknowledgement, there’s a self-awareness that there’s something more I have to learn. I talk a lot about this idea of, you know, show me a leader who thinks they know everything, and I’ll show you a leader who’s irrelevant, because if you ever get to that point that you think you have all the answers, you’ve stifled your growth mindset, you’ve stifled your ability to get curious and want to learn more. Because you have all the answers yourself,

Moshe Engelberg  20:02

exactly, exactly, and where I go with leaders like that, where there’s a presentation of arrogance, is what are your, what are you most afraid of, right? What would happen if you looked inside,

Maria Ross  20:06

because that’s usually fear, right? That arrogance is usually masking a bit of fear.

Moshe Engelberg  20:19

Yeah, John, John Lennon, The Beatles summarized it decades ago. Two main forces in life: fear and love, and that’s what it boils down to. So, a lot of the work to your question earlier about culture change and self-awareness is recognizing that, acknowledging the fears, and not not bearing them, but like working through them and saying, yeah, this is scary,

Maria Ross  20:44

right? Right. And, and what a powerful model you show to your team when you can actually do that work and and make it visible and say, hey, I don’t know all the answers. Here’s what I’m working on

Moshe Engelberg  20:57

exactly. I had a conversation just just yesterday with a young leader, very successful entrepreneur, his name is Josh, and he, he and his partner sold their company. He was, he filled in as CEO temporarily, and then is now moving on, and when he had his essentially goodbye meeting with his team, I think it was about 60 or 70 people. He cried, and he heard comments. What led him to cry is the expression of appreciation, and it wasn’t this abstract. Yeah, you’re a great leader. Was I remember when you came and sat with me when, when my mother died, and you helped me go through it, or I remember when I was really scared to go on stage and give that talk, and you supported me, things like that. That’s what people remember, and it, it made him very emotional, and the feedback he got afterwards was seeing it, and he’s this big strong guy. So I think, unfortunately, it’s more true for men in our culture that expressing emotions that way and seeing a male leader cry is extraordinarily powerful as a motto, and gives permission for all kinds of healthy expressions.

Maria Ross  22:14

Absolutely, absolutely. Talk to us a little bit about going too far. You know, I talk about, you know, where empathy leans into people pleasing, but is, is there a way that leaders can protect their time and their boundaries and still lead with love? From your perspective, I want to hear from, like, from examples that you’ve, you’ve worked with leaders, maybe that was the struggle they were coming to you with, I don’t know, like it’s too much, I care too much, right? I don’t know if you ever work with teams or people like that, but what are some strategies you have for helping leaders protect their boundaries and protect their time while still being able to lead with love?

Moshe Engelberg  22:58

Yeah, well, and first off I would say that shows up a lot in in the C suite and in those below that and I write a newsletter every week, Amari Leadership Wednesday piece, and it gets on Ink magazine as well each week, and by far the most popular one, like by tenfold, was one called stop being so nice, do this instead.

Maria Ross  23:24

Yeah,

Moshe Engelberg  23:25

so one mistake I see is conflating being nice, which is really code for not holding boundaries, with love, and in my opinion, in my experience, there’s nothing loving about not having boundaries. In fact, I would call that unloving, because it’s, it’s, it’s out of alignment. There’s not integrity in it. It’s not helpful to the other, but it’s like with little kids who don’t know, can I run out in the street? No one thing, no. I guess I, if there’s so, so one one piece is recognizing the tendency to conflate being nice with being loving or being a strong leader, and and the question I asked to get at that, and this is what leaders can ask themselves, is Whose need, whose needs am I meeting by being nice, and generally, so if I’m being extra nice and not respecting boundaries. I’m meeting my needs to avoid conflict or upset somebody, or whatever it is. And if I pretend it’s meeting their needs, I’m just tricking myself, and that circles back to this self-awareness. It also, it also comes back to the power of empathy, and being able to see the other person as they are, and recognize they may not like what I say when I tell the truth, and it’s in their best interests.

Maria Ross  24:48

Yeah, I’m going, I’m going back to parenting on this as well with my son about so many times when I talk about giving him screen limits or getting him to do something himself, so. He learns how to do it versus having me do it for him, and he says that he goes, “You’re not being very nice, and I say, “It’s because I love you, and I want, I want you to be able to figure this out. I want you to be healthy, and someday you’ll realize that, but maybe not today, and you have to be okay with that, right? Like, this is why I feel like I had kids later is because maybe when I was younger I wouldn’t be able to take that, I would. He doesn’t like me, right? Yeah, and

Moshe Engelberg  25:27

exactly,

Maria Ross  25:27

we have to just understand that as leaders, we’re going to be making some decisions, we’re going to be setting some boundaries, we’re going to be potentially disappointing people at times, but if we’re explaining why and we’re being transparent in the process, and it’s coming from a place of this is the right thing for our organization, and ultimately you may not see it right now, but this is the right thing for the team, and if we, if we can, you know, I feel like that’s where that trust component comes in, because if you can’t have a conversation like that with your team, you need to look at the trust level and the psychological safety, because otherwise they would know that you have their back, even if they were disgruntled about your decision, they might still be able to disagree, but still commit to it. So, how do you help them dig a little deeper to get into how you create that environment of trust and an environment of psychological safety, so that their words can be trusted and their actions can be trusted.

Moshe Engelberg  26:25

Yeah, one approach that I found really useful is to use that analogy of an elephant in the room, like what’s the.. I hear, I hear everyone is saying, like, make nice, we’re happy, and yet sales are down, or customer satisfaction is low, or employees are running away. Whatever it is, there’s indicators that something’s up. So we’re pretending, and I’ll call that out and say, so what are we not talking about? And I’ll often use a magic wand. If you had a magic wand, good way of that, what would happen? And someone will say, well, we would start talking about the problems and quit pretending everything’s okay, and so just labeling something creates openings that that can lead to a lot of really good progress.

Maria Ross  27:15

I love that

Moshe Engelberg  27:16

And when I do it, I try to do it, and I encourage people I coach to bring on some of these coaching tools into their own style is to just be curious, and you talk about curiosity a lot as well in your work. Just wonder, like I hear this going on, everything’s great, and I see the numbers here for the fact that you’re calling me in because things aren’t going so well. I wonder what that disconnect is about. What do you think? And if I can genuinely be curious, it’s really powerful. And if then the leaders can be genuinely curious with their team, there’s no accusations, there’s no judgment. It’s what’s going on here.

Maria Ross  27:55

Yeah, yeah, exactly. And try to create a space where I’m a big fan of just calling things out and saying the things out loud, not in a hurtful way, or a, you know, using candor as a weapon to attack somebody, right? And just say, well, I’m just being honest, but calling something out, if you notice tension, if you notice conflict, if you notice that everyone’s saying one thing, but the performance results are going another way, someone needs to call that out in the room collectively and say, hey, this is all of us, this is not, this is not, we’re not shaming and blaming, I’m genuinely just looking for your input as to why this is happening. Yes, right, we can go a long way creating an environment like that,

Moshe Engelberg  28:38

we can, we can. I had some conversations with Alan Mulally. He was the CEO, the turnaround CEO at Harper Boeing, and then Ford went from 12 billion in the hole to 8 billion profit within a small number of years, and he had this process, a business plan review that he would use, where leaders would gather in the room, they’d just say green, yellow, or red for how things were going. Yeah, it was a real quick, real quick go around the room

Maria Ross  29:07

yeah, nothing too complicated.

Maria Ross  29:08

Yeah,

Moshe Engelberg  29:08

and I remember at Ford, everyone would say green, green, and he’d say, then why are we losing $12 billion And then finally, after a while, someone had the courage to say yellow, maybe red, and he got everyone clapping for them. They literally applauded. Thank you for telling the truth.

Maria Ross  29:27

Yeah, yeah. 

Moshe Engelberg  29:29

So that’s in terms of changing culture. It took me a long time. I used to do a lot of work on culture change, and it took me a long time to recognize that culture is designed to not change. That’s its purpose, is to offer stability and certainty and predictability. So, it’s hard to change, and when we find tools that work that are usually behaviorally oriented, I think it can be profound for an organization. One of the leaders I worked with for many years. He would conflate his identity with niceness. Say, well, that’s just the kind of guy I am, like I don’t want to confront. And that’s where the work came in. That took a while. It took several years of, no, you are not you, and nice are are distinct. Nice is a pattern you had, you can keep it or not, but it’s not you, and he has evolved so much since then, and one of the mottos with him is TYP, trust your process, and this ties back to the self-awareness and kind of empathy, looking inward, empathy with self, and trusting, I don’t know what’s going to happen, like for this podcast, I didn’t know, I had some idea what we talk about, but I don’t know how it go, and I love the conversation, and stressing this comment will lead to you to say something in me, and we don’t have to over manage.

Maria Ross  30:50

Absolutely, absolutely. I’m wondering, that’s actually just sparked a different question for me, is because I see this sometimes, not often, but enough that I noticed this, especially with women leaders who are overcoming imposter syndrome, or overcoming, you know, the niceness factor. In an attempt to counteract it, they sometimes go – the pendulum sometimes swings way too far.

Moshe Engelberg  31:16

Yeah,

Maria Ross  31:17

and then they sort of put up a wall and become a different person, because they think that’s what they’re supposed to do to combat the niceness. How do you help leaders who swing that pendulum too far bring it back?

Moshe Engelberg  31:31

Yeah, I was working with the leader just in that position, female way, very strong, very capable, newer to the organization, and it’s a work in progress. Still, what I’ve seen work in the past is to your point, labeling, calling it what it is, and asking hypothetical questions. What might happen if you showed up this way? What might, and then the beliefs that go along with it, and then recognizable belief. Well, if I’m not really tough, then they’ll write me off,

Maria Ross  32:04

they’ll walk all over me, yeah,

Moshe Engelberg  32:05

yeah, yeah. And what does that trigger? Well, when I was a little girl, this and this happened, and so it typically goes way back, and then when we can can acknowledge those hurt parts of ourselves, then we can heal them, and the reality is that can happen in this culture, especially with the increase in the machismo and the tech bro,

Maria Ross  32:30

toxic masculinity. Yeah, absolutely,

Moshe Engelberg  32:32

yeah, that toxic masculinity of it can happen, and yeah, there’s just that’s part of the reality, and this can happen, and it might, that there’s no guarantees that won’t, that’s part of the acceptance and the surrender, frankly.

Maria Ross  32:46

Well, you know, because I imagine you know there’s along that spectrum, there’s still goodness and advantages there, and we don’t want people to lose their ability to connect, their ability to be empathetic, their ability to be vulnerable in their quest to be setting boundaries better in their quest to be going from niceness to results driven, or whatever it is for them, and so how do you help, or what advice would you give, I guess, to someone kind of going through that struggle now? How do they figure out the pluses to keep as they’re going through that journey of trying to be more diligent about boundary setting and more diligent about self care, for example. Yeah,

Moshe Engelberg  33:25

and give an example of a leader – I’ll call her Sarah for the moment – and she would go back and forth and mistake the toughness. Well, nobody’s challenging me, so it must be fine, so mistaking silence for

Maria Ross  33:43

acceptance.

Moshe Engelberg  33:44

Good, yeah, acceptance and goodness. So then part of it was, well, that’s your assumption, you might be right. I don’t know, I’d be surprised, but you might be. So check it out, or hire a coach, or a researcher, or something, but get data to check out your assumptions, and that, and that can be really critical. And for her, she had specific habits that went with either the toughness and the niceness. So, with the niceness went using way too many words, just elaborating and saying, like what I’m doing right now, I’m saying it this way, I’m saying it that way, instead of just letting it sit,

Maria Ross  34:22

yeah,

Moshe Engelberg  34:23

and she recognized it when she would be more concise, it had more impact, and she got more respect, and it wasn’t un nice, it was just clear, so there’s a middle ground there between that tough and nice of clear, yeah, and again it comes down to I think empathy and self awareness and resilience, and those skills are absolutely essential.

Maria Ross  34:45

Yeah, I love that. It’s just about, you know, stop making those assumptions and get the data on the impact your behavior actually is having on your team, and you know that can also be a sign of fear and a lack of psychological safety, as if everyone’s staying silent. Right, so

Moshe Engelberg  35:00

yes,

Maria Ross  35:01

I love this, and I love the work that you’re doing around helping people understand what leading with love is. I absolutely love your definition of what you mean by love, because that’s the same thing for me. It’s when we talk about embedding love, quote unquote, into your, your business model. I’m talking about, you know, listening to customers and giving mechanisms for them to provide feedback. I’m talking about policies that assume the best intentions in your customers versus the worst intentions, right? I’m talking about internal policies and rewards and recognition measures that are not just about the performance numbers but about how you treat other people, and how you show up, and what you, what energy you bring into the room, and whether that energy is uplifting people or not. And not everyone, you know, we understand, not everyone is always gifted in being able to be that charismatic person that comes into an environment, but it, it, that’s not what we’re talking about. We’re talking about not forgetting that there’s a human being in front of you, and operationalizing that in your business model, through, like I said, through policies, through practices, through rewards, through all of those things, so that you don’t come away with a, with an organization of toxic rock stars, which, yeah, may be good for your revenue for a while, but it’s not going to be sustainable.

Moshe Engelberg  36:22

No, it’s not. One of the Mario A principles is go for the long term, and in the short term, these more combative, weird, the toxic, masculine, all that stuff can work, but it is not sustainable, like you were saying in Silicon Valley, it just burns through people, and eventually people hopefully get like this isn’t healthy,

Maria Ross  36:45

right?

Moshe Engelberg  36:46

It’s just not,

Maria Ross  36:47

yeah.

Moshe Engelberg  36:48

So, there is an alternative. There is a different paradigm, and I think it’s actually the more natural paradigm, and where business started fundamentally is business exists, in my opinion, to make life better for people, and making money, hopefully a lot of it. It’s a byproduct, and a really important one. So we have the opportunity to come back to that, and with all this polarity in our world, the invitation is clearer and clearer.

Maria Ross  37:14

Love that, love that. Well, let’s leave it there. Thank you so much for your time and your insights today. Your work is fascinating, and I’m really encouraging all of my listeners to check out your website, your book, The Amari Wave: Uplift Your Business by putting love to work, love in the definition as you’ve described it for us today, and to also go to your website and sign up for your newsletter and get those Wednesday musings. I love that we will have all your links in the show notes, but for anyone that’s on the go right now, where’s one best place they can find out more about you and your work?

Moshe Engelberg  37:46

Amari Leadership, and Amari is a m a r e, amarileadership.com There’s a link, there’s the usual about page, and so on services, and there’s a link in the newsletters, and what I found was really needed, so I wrote it. Was a short book, a guide on how to say no.

Maria Ross  38:05

Oh, I love that.

Moshe Engelberg  38:07

So that, and that’s available when people sign up, and I encourage, and the more people that do that, the better. We need more

Maria Ross  38:14

absolutely

Moshe Engelberg  38:15

clarity and honesty in our world.

Maria Ross  38:18

Absolutely. Well, thank you so much for your time today, Moshe. We really appreciate it.

Moshe Engelberg  38:23

It was really nice being with you, and I hope this will serve your listeners really well.

Maria Ross  38:27

It will, and thank you, everyone, for listening to another episode of The Empathy Edge Podcast. If you like what you heard, you know what to do. Please rate, review, and share it with a friend or a colleague. And until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes, and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Terri Givens: Reckoning: Creating Positive Change through Radical Empathy

Join this deep conversation about what empathy really looks like in our institutions, our communities, and our leadership—especially at a time when empathy feels both urgent and under pressure.

Dr. Terri Givens has been doing this work long before it became a headline or a corporate initiative. Terri is a Professor of Political Science at the University of British Columbia, and from 2021 to 2024, she served as the Provost’s Advisor on the Strategy to Address Anti-Black Racism at McGill University. She is the former CEO of the Center for Higher Education Leadership and has partnered with colleges, universities, and ed-tech companies to drive innovation, equity, and excellence in higher education.

Terri is the author of the new book, Reckoning: Creating Positive Change through Radical Empathy, as well as her past book, Radical Empathy: Finding a Path to Bridging Racial Divides. Her new book takes her work even further into how individuals and institutions can confront history and move toward meaningful change.

Terri shares stories of early work at IBM, Intel, and L’Oréal Canada that both strengthened culture and moved the bottom line. She also speaks about her collaboration with the Menlo Park Police Department, where empathy became a practical tool for healing divides, improving communication, and synthesizing multiple perspectives across the city council, police, and the community. Terri shows us that empathy isn’t a buzzword, a trend, or a “nice to have” in today’s polarized world—it’s a leadership competency, a community-building tool, and a catalyst for true connection and accountability.

To access the episode transcript, please scroll down below.

Listen in for…

  • Where we actually are today in our quest for empathetic leadership and more human social systems, what’s shifted since her first book, and what still needs to be done.
  • The essential role empathy plays in DEIB and race relations, and why DEI is not some new concept from 2020. 
  • Real tactical guidance for how to create brave and safe spaces in your team or community.

“Creating a brave and safe space was really important so that we weren’t just attacking what the police were doing. It had to be an environment where we were trying to uplift rather than tear down.” —  Terri Givens

Episode References: 

About Terri Givens, Professor and Author of Reckoning and Radical Empathy

Terri Givens is a Professor of Political Science at the University of British Columbia in Vancouver. She was the Provost’s Advisor on the Strategy to Address Anti-Black Racism at McGill University from 2021 to 2024. She is formerly the CEO of the Center for Higher Education Leadership and has worked with a variety of colleges, universities, and ed tech companies on issues related to innovation and excellence in higher education. As the author of the new book Reckoning and past book, Radical Empathy, she is a sought-after consultant and speaker on issues related to leadership and inclusion. She has more than 30 years of experience in higher education, politics, international affairs, and nonprofits. She is an accomplished speaker and uses her platform to develop leaders with an understanding of the importance of diversity and inclusion, while encouraging personal growth through empathy.

Connect with Terri:

Givens Consulting: terrigivens.com 

Book: Reckoning: terrigivens.com/reckoning 

LinkedIn: linkedin.com/in/terrigivens 

Facebook: facebook.com/Terri.Givens64 

Instagram: @tgivens64

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. Today’s episode invites us into a deeper conversation about what empathy really looks like in our institutions, our communities, and our leadership, especially at a time when empathy feels both urgent and under pressure. My guest, Dr. Terry Givens has been doing this work long before it became a headline or a corporate initiative. Terry is a professor of political science at the University of British Columbia, and from 2021 to 2024 she served as the provost’s advisor on the strategy to address anti-black racism at McGill University. She’s the former CEO of the Center for Higher Education Leadership, and has partnered with colleges, universities, and ed tech companies to drive innovation, equity, and excellence in higher education. Terry brings more than 30 years of experience across higher ed, politics, international affairs, and nonprofits. You may recall her previous interview when she spoke about her last book, Radical Empathy: Finding a Path to Bridging Racial Divides, and today she’s here to discuss her newest book, Reckoning, which takes her work even further into how individuals and institutions can confront history and move forward towards meaningful change. She’s a sought-after speaker and consultant known for developing leaders who understand the importance of diversity and inclusion while grounding their personal growth in empathy and courageous self-reflection. Today we explore where we actually are in our quest for empathetic leadership and more human social systems. Basically, what’s shifted since radical empathy came out, and what still needs to be worked on, the essential role empathy plays in DEIB and race relations, and why DEI is not some new concept from 2020 Terry shares stories of early work at IBM, Intel, and L’Oreal Canada that both strengthened culture and moved the bottom line, she’ll talk about her collaboration with the Menlo Park Police Department, where empathy became a practical tool for healing divides, improving communication, and synthesizing multiple perspectives across the city council, police, and the community, and my favorite, she gives real tactical guidance for how to create brave and safe spaces in your team or community. This conversation is expansive and grounding all at once. Terry shows us that empathy isn’t a buzzword or trend or a nice to have in today’s polarized world. It’s a leadership competency, a community building tool, and a catalyst for true connection and accountability. You will love today’s episode. Take a listen. Welcome once again, Terry Givens to the Empathy Edge Podcast. I’m so glad to have you here to talk about your second book, well, not your second total book, but your second book in the Empathy series, Reckoning: Creating Positive Change through radical empathy. I have my copy right here for folks. I hope they will check it out. But welcome back to the show.

Terri Givens  03:47

Well, thanks for having me.

Maria Ross  03:49

I love it. We were just talking about how we see each other’s work all the time in social, and I kind of feel like you’re on my team. I hope you feel like I’m on your team 100% We’re out there against the headwinds right now, trying to be the voice in the wind. So, give us a little refresher on your story and how you got to the work that you’re doing and what you’re doing now.

Terri Givens  04:12

Yes, I am currently a professor of political science at the University of British Columbia in Vancouver, but I started this.. well, I feel like this work has been going, you know, my entire life. You know, I grew up in Spokane, Washington, that place that was less than 1% black, and you know, the struggles my parents had, and you know, my mother being from Louisiana, my father from Pittsburgh, but you know, both with ties to the South, and how they were part of the great migration, and you know, really just a really this work starts with my family, right? And how I grew up, and how we dealt with things like internalized discrimination, etc. And so really I got into the empathy component of it when I was trying to understand my own. Bias right, and that’s how I really dug into how do we deal with these issues, because we’ve had leaders and so on over the years, but I really think it’s something that starts with each of us as individuals. We have to deal with our own bias, we have to develop empathy, empathy, as you know very well, it’s a practice, it’s not something that comes naturally. We have to really, and so for me it was, how do we create change in a world that’s struggling with division and trying to understand how we move forward, and so it really began with myself and understanding how do you then turn around and have empathy for others, and really set up a situation where we can, you know, create change and build trust.

Maria Ross  05:47

I love that, and I love that, you know, in your previous book about empathy, radical empathy, you do share a lot of your personal story, which I think brings a lot of texture to it, in addition to your academic and research background in political science and immigration patterns in race relations, and all of the work that you’ve studied and spoken to so many experts about, so you really present a very well-rounded picture, and yet also present that humanized story of this is how lack of empathy has impacted my life and my story. So I appreciate you being vulnerable with us in your books and sharing that. It also just makes them more interesting, right, to read the stories. So I want to talk quickly about since that last book and Radical Empathy. I will link to your episode we recorded on that previously a few years ago. Where do you think we are? You know, you now you’ve written Reckoning. Where do you think we are in the quest for empathetic leadership and empathy writ large in our society and our interactions with each other? What sort of changed for you since the first book?

Terri Givens  06:54

Well, since the first book, it’s just we’ve seen kind of this blowback, this pushback against empathy and against things like DEI, and so on, and I think that’s a response to the fact that actually we were having some success, you know, it’s like you have this situation where people are seeing progress, and that’s when you get the blowback, and so that’s why I wanted to make sure that we talk about things that actually have happened that have created better opportunities for people, you know, from the political side, from, you know, nonprofits to all the different ways we as individuals and organizations can continue to make progress in creating change, and when I say change, I mean basically creating an environment where all of us have the opportunity to succeed, right? And that’s why I don’t necessarily even focus on DEI so much, but the fact that when we do this work, it lifts all boats,

Maria Ross  07:55

absolutely. And you know, you can tackle that inequity and inclusion challenge from a lot of different angles, so what makes empathy so central to the work that you’re doing, based on the research that you’ve done, is that sort of the fuel,

Terri Givens  08:09

yes,

Maria Ross  08:09

that’s injected across all of

Terri Givens  08:12

it, 100% So I really spent a lot of time trying to understand what our thing, how do we create change, right? I read different books, I looked at different situations, and what really struck me is that empathy is really at the core of it, because you know it’s funny, I think people think empathy is being nice to people, and no, empathy is being able to make that connection, you know, even when you’re dealing with an enemy, right? If you have empathy and can say, oh, let me see if I can figure out where this person is coming from

Maria Ross  08:44

exactly,

Terri Givens  08:45

right, and so, as my friend Greg Sattell, I always mention him because he’s the one who emphasized this for me, empathy is not absolution,

Maria Ross  08:54

no,

Terri Givens  08:54

right, and I know actually I use your material all the time in my talks because you know people think that, oh, well, you know, I just have to be the nice leader, and you know, we want to be effective leaders, right? We want to be inclusive, and we want to make sure that we’re creating a good environment, but that doesn’t mean you let people slide when they’re doing things wrong,

Maria Ross  09:14

exactly. Yeah, accountability is such a part of it, because that’s also providing the structures and setting expectations is empathetic, people within organizations want to know where they are and how they’re doing and where they’re going to go, and to your point, it’s I think niceness gets in the way of, well, niceness is I don’t want to rock any boats and I don’t want to upset anyone, I want to make the perfect decision that everyone’s going to be happy with, which is impossible, that’s like an impossible quest to go on, and so really understanding that empathy has a place in connecting with someone as a human being, but also making tough decisions when you need to for the greater good, right, whether the greater good is the organization’s health or the greater. It is the teams thriving, whatever it is, it’s being able to make those decisions in a human way with connection, and that’s

Terri Givens  10:08

right.

Maria Ross  10:08

To your point, you know, I’ve always said empathy is about connection, not coercion. It doesn’t mean we submit, it doesn’t mean we acquiesce, it doesn’t even mean we have to agree. So I want to talk a little bit, because there’s.. I love the different angles in the book that you talk about. Can you kind of break down reckoning and, like, why you created those sections the way you did? Because I think it’s a really great roadmap into how you’re walking us through where empathy weaves in and out all of all of these things we’re talking about.

Terri Givens  10:38

Absolutely, and it comes from a lot of the work I’ve done, but also looking at work others have done, right. So it starts with the, you know, at the individual level. So, what can I, as an individual, do as a leader or as somebody who plays a role just day to day, right? And me have so many people, and part of the motivation for this book was so many people were coming to me after my talks on radical empathy. Well, how do I, you know, do this work? And I, you don’t have the, I mean, starting from the international level, you know, which is where I end the book. You know, you don’t have to be out there, you know, working with the UN, and so on. Well, that’s, but some people are doing that. I thought, you know, I’ve done that work myself. Yeah, so at the international level, but we start with the individual level and say, what can I do, you know, on a day-to-day basis. And then we work up to organizations, what are corporations doing, what are nonprofits doing, what are universities doing? I spend a lot, you know, I’m somebody who works in university, I spend a big check of time talking about what I, as an individual, but also what organizations have done, so it’s I talk about the fact that it’s top down and bottom up, and a lot of the work I’ve done has been at that intersection of having support from the people at the top, but also working with the, you know, kind of the grassroots people building up from the bottom, so as individual, if we are making those demands, and to these organizations, so even working with my local police department and the city council,

Maria Ross  12:09

yes,

Terri Givens  12:10

you know, yeah,

Maria Ross  12:11

we’re going to talk about all that for sure,

Terri Givens  12:13

so all of those things, empathy plays a key role in allowing people to see what is the what are what do I need to do to help this person, or what do I need to do to understand how I can create some change that is going to really, you know, influence people in, you know, people’s lives, where I live, or beyond?

Maria Ross  12:34

Exactly. And I love how you delve into all these areas, you delve into sort of societal race relations, you delve into academia, you delve into organizational culture. So, let’s talk about a few of the examples that stood out for me reading your book. I’m going to put my glasses on here. So, you mentioned your colleague and friend, sociologist Jean Beeman, or am I pronouncing that correctly? Okay, great. And in an article, she was talking about some work they did in France, she or he, she, she, okay, great. She had, she wrote this in an article about her experience with race relations in France, and I want to read this to folks, because I think this is really important, and this is something we, in our country, need to think about right now. Right, being French is supposed to supersede any other identification, be it linguistic, religious, or ethnic, race is not considered a legitimate category by the state. It is not measured in the census, and recently the word “race” was removed from the French Constitution, and in fact, the United States is often characterized as an example of dangers that can occur when such differences are acknowledged, so can you talk to me a little bit about some of the stories and the examples, like Jean in the book, where empathy played a role in healing racial conflict, racial tension, and also I guess the larger question is why have we manufactured a category to divide us that doesn’t even really exist, that’s a larger question, but that’s a huge, but

Terri Givens  14:07

I’m teaching a whole class about that. Yeah, yeah, but just to, you know, to be, to provide kind of the short version of that, it goes back hundreds of years, right? I mean, it’s about power, it’s about capitalism, it’s about, you know, being able to, you know, use people as, you know, means of production instead of seeing them as human beings, and you know, the problem with, and the reason why this has, you know, been an ongoing issue is our inability to connect to history, and that’s why I’ve written, you know, my book, The Roots of Racism, gets into the history, and, and why race has persisted as a category, even though it’s a social construct, and you know, and it’s not just race, right, it’s also about, you know, I talk about immigration, and, you know, in Jean’s context, she’s looking at people who come from immigrant backgrounds. And how they are dealt with in France, and the reality is, even though they, you know, I do think it’s right to take race out of the French constitution, the problem is it doesn’t take away racism,

Maria Ross  15:12

right? Exactly,

Terri Givens  15:13

you can take race out, but you know, right, are you actually dealing with the underlying racism, and so the key is understanding the so it’s face, it’s coming face to face with what we’re dealing, you know, it’s like it’s not denying, it’s not trying to erase history, it’s not banning books, it’s saying we just need to come face to face with our history and understand how did we get here and why is it that we still have situations where people are being discriminated against, that they can’t get jobs, you know, even though they are highly qualified, you know, we’re hurting ourselves by not,

Maria Ross  15:51

yeah,

Terri Givens  15:51

you know, utilizing people to their potential, and you know, if we are undermining people’s ability to get educated, to get jobs, so on and so forth, but the thing is, is you know, people are, you know, we are, you know, I know I am an example, you know, I’m somebody who has, you know, moved up in the world, who first generation college goer, and now I’m, you know, a professor, a full professor at a major institution, and writing books, and so on, and so the question is, can we have you use empathy to understand how we got here and why it’s so important that you know, like, my, my, I’m, you know, meeting my potential, and others can if we just give them the opportunity, right? So, and that’s true in France, it’s true in Germany, it’s true in the US, it’s true in Canada. You know, this is an international thing, and, like I said, it’s not always about race, right? Sometimes it’s immigration status,

Maria Ross  16:50

it’s any difference. Yeah, it’s any difference where we’re othering groups of people, and then we’re not, we’re not maximizing the potential of what they can contribute to the whole, right? So, this is this is the interesting dichotomy of racism, is you’re just punishing yourself

Terri Givens  17:07

exactly

Maria Ross  17:07

when you’re racist, right? You’re just punishing your community and your world and what’s what’s potential in your organization, even. So I love that. So now let’s let’s focus a little bit, because then you didn’t, you also have a whole section on business as well, and you talk about DEI, and how no, it hasn’t just been around since 2020 which I chuckled at, because in the early 90s my first job out of college was for a big six management consulting firm, and we had what now you would call ERGs, they were interest groups, and one of them was the diversity committee, and we were on that, and I don’t even know if we knew what our clear charter was. I think we just knew it was about embracing difference to make, again, to make better business decisions, and to create a bigger whole than the sum of its parts, and that was back again in the mid 90s, they were using that word in a corporate setting, so you talk about again, not just since 2020 and you mentioned these first movers that are sort of these these bright lights that are leading the way in these conversations and continuing to lead the way against all these headwinds, you talk about IBM being one of the first tech companies to focus on equity, initially gender equity, and then you mentioned Intel and L’Oreal Canada, I believe. So, can you share a little bit about those stories, and what’s what’s the actionable takeaway for listeners on what they’re doing within their organizations to embrace empathy and difference and see other points of view, and then become successful as a result of that.

Terri Givens  18:49

Right. Well, I’ll start with IBM, because my sister has a direct link there. But what’s really interesting about IBM is they started programs back going way back into like the 70s and 80s, in you know, using what my sister was part of was a co-op program, so she was in high school and she was brought in, and so she went through, you know, a series of trainings, and so on, and she, you know, ended up being, you know, very high up in the organization, and so it’s just one example, but they really put in an effort to say we’re going to start reaching out to kids in high school,

Maria Ross  19:30

yeah,

Terri Givens  19:31

and provide

Maria Ross  19:34

it’s like sports recruiting,

Terri Givens  19:35

exactly, exactly, I mean, I wish more people thought of it that way, yeah, to kind of, you know, and I do see companies doing this, but I mean, the, it’s only been in more recent years, and then I, you know, the fact that IBM was doing this so early on ended up creating a very diverse, you know, organization. Now they have issues, don’t, but but it should. One example of how they went out of their way to make sure that they were getting more women and were people of color into the workplace, and so intel caught my eye years ago, you know, living in Silicon Valley, and hearing about the fact that they went beyond just saying, oh, you need to be hiring more, you know, you can imagine in engineering, Silicon Valley hiring women is still, oh yeah, yeah, and so they, you had had basically required, and this is where I come, I think the top down is important, they actually created a system where managers had part of, for part of their review, and whether they got their bonuses or not required them to show that they were making progress in terms of hiring women and people of color, and so, and you know, tying things like bonuses and annual reviews to it is was a really important step in increasing diversity, and then actually I did some work personally with L’Oreal Canada, but I did the research into the broader situation, because I actually ran into L’Oreal years ago when I was doing research for my book, Legislating Equality, which is one of my academic books, and I was really interested to see this was in the like around 2006 or so, they were very actively involved with what was going on in, in Europe, in the European Union, and how they were, you know, focusing on diversity, because, of course, as a cosmetics company, the vast majority of their, their clientele customers is our people of color, and so on, women, and women, yes,

Maria Ross  21:45

yeah,

Terri Givens  21:45

so, but I think they’ve been doing okay around women, but

Maria Ross  21:48

yeah,

Terri Givens  21:48

you know, the people of color, they needed to do more in terms of just, you know, providing products,

Maria Ross  21:56

in terms of understanding their customers and what their needs were, and having that perspective, you know, it’s like it’s like a.. it’s.. I don’t know, it’s like a mom’s baby company being owned by a whole board of men, which is okay. It doesn’t mean they can’t, but having that perspective to really understand what the experience of the customer is like is empathy in action. That’s what having an empathetic brand means it’s that you see the world through your customers eyes, not through your own,

Terri Givens  22:26

exactly.

Maria Ross  22:27

Yeah,

Terri Givens  22:27

yeah. And so I was really interested, because you know, I’d had the experience of working with the folks at L’Oreal in Montreal, and then to learn more about their history of how they got to the point where they really were changing their advertising, they were, you know, basically, you know, promoting more people within the organization and creating opportunities for people of color and women, you know, in the higher up levels of the organization, and it made them, you know, then it’s interesting, because they also created, you know, the ERG type entities, and so on, and you know, it’ll be interesting to watch these companies as we’re going through a much more difficult environment. Are they maintaining those, yeah, you know, those commitments, and as far as I can tell, so far they are just not being very loud and vocal.

Maria Ross  23:23

Well, I was going to say I actually had a conversation, I think it was last year, with I got on, I managed to get on a call with the advisors of one of the funds that my financial planner invests us in, and I thought, wow, lowly me, they’re making time to talk to me, because I was concerned about decisions around withdrawing investments from companies or the board votes, and all that, around companies that were committed to diversity, equity, and inclusion, and I said, my concern is purely about performance, not purely, but that’s what I told them, and I said, I do this work, I’m in this world, and I understand that you make better business decisions when you have a diverse workforce. So, for anyone listening wondering, why you have these programs to bring more women in, why you have these programs to bring more people of color, it’s because when you have this diversity of experience, it actually impacts the bottom line. You actually make smarter business decisions, and I said, pulling back from companies committed to that seems like a foolish financial investment.

Terri Givens  24:23

Yeah,

Maria Ross  24:24

that you pull back from companies that that would hire boards or hire leadership or higher employee basis that all think the same way, which means they’re going to miss the risks and they’re going to also miss the opportunities. And they said to me, yes, you’re one of the people that get it, but there’s a lot of people who don’t, and they said what’s happening is that’s a lot of like just doing what they need to do to stay out of the crosshairs, but internally they are still committing, they might be calling in something else, they might be just, it just might be the ethos of how they hire, et cetera, et cetera, because they’re smart.

Terri Givens  25:00

Right, exactly. You don’t have to say, “Oh, you know, that’s why I tend to avoid the word DEI, because the problem with it is people get a mental..

Maria Ross  25:09

It’s loaded. Yeah,

Terri Givens  25:10

yeah, it’s a mental image of, “Oh, we have to do our one hour training online, you know, and that’s not what 100%

Maria Ross  25:16

or we have to, or in their mind, for whatever reason they’ve gotten this in their mind, we hire someone less qualified in order to fulfill a quota, and that’s not what we’re talking about.

Terri Givens  25:26

No, the.. it’s really interesting, because I have this conversation. Well, at least, especially when I’ve been working in higher ed, that you.. it’s not that you just have to broaden where you’re looking for people,

Maria Ross  25:36

you broaden the talent pool,

Terri Givens  25:37

 that’s right. Yeah, and I talk about.. I know you want to talk about it, but you know, when beyond corporations, you know, just looking at what I’ve been able to do in higher ed is get people to open their eyes and look beyond and say, oh, there’s a broader talent pool out there, and I’m missing all these amazing people because I’m just focused on my little piece of white who’s out there, and so you know, when we started doing the hiring, everybody’s, wow, we’re hiring all these amazing people, and they’re doing such amazing work. It’s like, yeah, they’re out there, yeah. Yes, because all of a sudden you aren’t just hanging out, you know, at your conferences with the same people. If you broaden who you’re talking to, and just, you know, because people, how do I find, you know, these people? I’m like, well,

Maria Ross  26:23

you got to look for them.

Terri Givens  26:24

If you’re not finding them, it means you’re that you are not looking for them, and that you are.. it’s like people talk about in social media, you know? You’re in your silo,

Maria Ross  26:34

yeah?

Terri Givens  26:34

And if you stay in your silo, no, you’re not going to find them,

Maria Ross  26:38

right? Right, you’re not going to get exposed to those networks, okay. So, let’s switch real quick, because one of the stories that really stuck with me in terms of practical advice for leaders in any industry was actually the work you did with the Menlo Park, California Police Department, and you were doing this work as provost at Menlo College, and you were really working with them on on increasing the quality of community relations and community input, so tell us a little bit about that initiative and what exactly you all put in place to create that better relationship and to be able to be open to those other points of view and have the police department be more empathetic towards the population they were serving and vice versa,

Terri Givens  27:26

right. So it was at the time when you know, so this was literally like right in the thick of the issues around policing and George Floyd, and and the interesting thing was that there was tension between, like, city council members and the police, as well as the community, and so in many ways I was kind of an intermediary who stepped in and said, “Look, how can we improve communication? So, as part of a committee that was working on this issue of policing and reaching out to the community, and luckily we had a police chief who was very open, he actually was very commute, he was involved in PR previously, he understood communication, and so what we decided to do was create a situation where people in the community could actually talk directly about the issues they were seeing, and so we held these kind of town, it was all on Zoom, because we were still in COVID, but these town hall meetings in each district, and the council members were welcome to come and, you know, greet their constituents, but you know, we really tried to make no police were there, yeah, and I had a set of questions that I would ask people, and it really was, you know, as I talk about it’s really about building trust, right, and that’s how you create change, and so it really created a situation where people felt like they could talk about their concerns and share those, and you know, I would share them anonymously with the city council and the police chief, and what it led to was, I mean, I think the main outcome was was building trust, right? Yeah, people felt like, okay, they’re listening to me, and I have this opportunity to connect, and and it also led to, you know, the police chief saying, well, we need to have more of our police officers on bikes, because people don’t like it when we are driving around in these big huge SUVs, because it’s intimidating, and you know, we need to do a better job of reaching out, especially to the kids, and you know, they have issues with the funny thing, is of course it’s a small city, and people have a lot of issues with traffic, and but there’s also parts of town where people are concerned about over policing and racial profiling, and so having. Of venues, and we also created ways for people to send anonymous concerns, and so on. So some of it, actually, of the reforms were already happening at the state level in California, like keeping track of data, you know, things like, you know, figuring out how much racial profiling is going on, and so finding ways to, you know, make that more visible on the website, all kinds of things that we did. The I think you know you can still see to this day have had an impact.

Maria Ross  30:34

Yeah. Well, I mean, that’s what struck me about, and you know, hopefully folks pick up the book and just, you know, dive into this case study, because so many of the little micro actions you took are things that can be replicated in other organizations to increase trust and increase communication, and the way that those actions really exhibited clarity and communication, which, you know, clarity is one of my five pillars of effective and empathetic leadership, putting mechanisms in place that allow you know it’s not just tell us how you feel, right, which would a lot of organizational leaders say, right, I have an open door policy, just tell me how you feel whenever you want to, putting the structure in place and putting the safety in place around, let’s create a process, let’s create a forum for people to give that feedback, like you said. Put in a system where they can give anonymous feedback. Will they get trolls in there? Maybe. Will they get complainers? Probably. But they’re also going to glean a lot of great nuggets of people that are too scared to say something that’s on their minds, and eventually you build trust to the point that you might not need to have anonymous mechanisms, but you can’t start at that point of like, just tell us how you feel, like you know, I hear that from a lot of leaders, of like, well, everyone on my team knows they can come to me at any time and talk to me about what’s on their mind or their experience, do they, you know what I mean, like, do they really feel safe to do that, and not for anything you may have done, but there could be something within the culture, within the hierarchy, within the power structure that’s inhibiting that connection that they can have with you as a leader. It doesn’t mean you’re bad or you’re wrong, it just means you’ve got to meet them where they are and put systems and processes and kind of operational decisions in place to foster empathy and trust, and this is where I love when I read these kinds of stories, because it’s like this is brass tax, this is not fluffy, like I just need to be a better person as a leader, right, this is no, sometimes you’ve got to put mechanisms in place and you have to operationalize some of this, so I loved, I loved that case study, and you also, I think this was part of that same case study. You provided guidance to create a brave and safe place.

Terri Givens  32:54

Yes,

Maria Ross  32:55

can you talk a little bit about that? I’ve got the section of the book open, because did you put, actually put this on the website, or were these guys?

Terri Givens  33:03

Yes, yes, yes. So that’s how we set up the discussions, right? We wanted to make sure we, so we were very careful about how we set this up for,

Maria Ross  33:12

of course. Yeah, it’s got to be thoughtful,

Terri Givens  33:15

exactly. And we didn’t want to waste people’s time or waste our time, and so we, yeah, we set up these guidelines to create this brave and safe space, and it was partly because of concerns, and this we spent a year talking about this before we launched it, and so we wanted to make sure we were addressing the concerns of the people in the community, as well as the city council, as well as the police sub, because so I think a lot of times we forget the police officers are people too.

Maria Ross  33:48

Hey, exactly, exactly,

Terri Givens  33:50

we want to kind of dehumanize, you know, it’s so funny because we worry about being dehumanized by, you know, the police and so on, but we have to make sure we understand that they are human beings too,

Maria Ross  34:02

right? And they’re doing a job. I have one of my older brothers who was a police officer for his whole career. He’s retired now, and he used to work in some, you know, underserved communities, and they would give him awards as, like, you actually, you’re one of the cops that actually listens to me, and they saw him as a person. And so, yeah, it’s, it’s remembering that as well, because it’s when we start to dehumanize each other, no matter what side you sit on, that things go off the rails,

Terri Givens  34:29

absolutely, and so, so those, you know, creating a, you know, a brave and safe space was really important, so that we weren’t just attacking, you know, what the police were doing, right? It had to be an environment where we were trying to uplift rather than tear down.

Maria Ross  34:51

You want to move forward. The whole point of it is to move forward, not just to make things worse. But I loved some of these guidelines. I just want to read some of these, because again. Something you can apply to any organization, and guidelines you can have within your organization, if you’re, if you’re concerned about psychological safety, if you’re concerned about people really being honest with you about what’s going on, things like use I statements, recognize intentions, ask about them, humanize the other person, like we talked about, ask curious questions, dig deeper, my three word magic phrase. Tell me more. I love that. That’s in there, and I love this. It’s okay not to be polished or perfect in your delivery. Everyone makes mistakes. We have to be prepared to provide a safe space for learning, and that includes the leader. The leader doesn’t have to have it all together either.

Terri Givens  35:39

That’s right.

Maria Ross  35:40

And then know that you don’t have to understand to accept another’s point of view or experience, that’s huge. We don’t have to agree, but we can, we can hear them out, and then respect that that’s their experience, even if it’s not ours. And then finally, out yourself as someone with similar thought struggles, so there’s that vulnerability, like, wow, I used to think like that, and someone told me this, or I realized that, really helping to again make that connection of, like, I understand where you are, because I was there at one point too, absolutely, and then obviously patience with yourself and others, so, so what was the reception to that? I’m curious, like, obviously it went well, but what was the initial reception to guidelines like this, and sort of operationalizing this? Were there eye rolls? Were there like, oh, we’re making this really bureaucratic, or were people pretty open to it?

Terri Givens  36:34

Well, because we worked with people to yield this, can create an. yeah, so yes, there. there, I think early on in the process there might have been some eye rolls, and you know, to be honest, suspicion, you know, what are you really trying to do? Yeah, and I think once that’s why I always say building trust is so I had to build the trust, you know, with the police and the city council before we could even go forward and build trust with the community, right, and so that was really important, but yeah, I think that it was very positive. I think people felt like they were seen, and that’s really, and even for the police and the city council members, they, yeah, like they had to be seen, and so if I would say that the best thing that came out of this for me was understanding how people, even if they have differences, they want to be respected, they want to be seen, and they want to be given the opportunity, and you know, I think, especially in the social media world, people are worried, well, if I open my mouth, people are just gonna laugh at me, or right, and so having, you know, it was really important that I, as the, you know, I moderated all of these discussions, that I was showing respect for people and not denigrating anything they had to say, or ensuring that when we had these conversations, that you know, it wasn’t set up in a way that we were tearing people down, so that’s why that was yet another some of this comes from the literature on difficult conversations, some of it comes from the work I, your work, which I have read diligently, and so really it was a combination of my understanding of how to move forward these kind of difficult conversations, but also creating a space where people felt safe, and that was the word that one of the council members kept repeating, we need a safe space. Yeah, and so I was like, well, we need a safe space, but we all need a brave, we also need a brave space where we feel like they are empowering people, you know, we this, we need to add that to everything we talk about. Absolutely, is you know, as leaders, as members of a community, we want to feel empowered, and that’s something that, you know, we really try to do, is help people feel empowered, that they have some influence in what happens in their community.

Maria Ross  39:01

Yeah, and also, you know, I just want to point out, like, a public service message on this. If this is something you know for listeners, their team is going through it’s one thing to just take the playbook and take your guidelines and say we’re just going to implement this within our own organization. You’re missing that piece of getting the buy-in from other people, that could be a great starting point, of like, here’s some, here’s some ground rules, or here’s some, some expectations we have. What would you add to it? What would you take away? What do you think is missing, and making it more collaborative, instead of going like, oh, this is the solution, let’s just plug this into our organization, and boom, tomorrow we’re going to have a brave and safe space. You don’t, unfortunately, get a shortcut on the work, but you can leverage examples like this, and tools like this, and processes like this to put this in place within your organization to at least have a straw man and say this is one way we could go, but How will this work for us and our culture and our team again? And what’s missing, or what do you want to add, or what doesn’t feel right, or what should we definitely keep, and then use that instead of trying to find the cookie cutter template that’s going to fit within your organization with your people,

Terri Givens  40:13

indeed. Yeah, I think that that is very, very good advice, because we have a tendency, especially in this kind of broader DEI space, to say we just, just tell us what to do,

Maria Ross  40:26

just tell us what to do, tell us the words we can’t say, tell us, yeah, it does, unfortunately, doesn’t work like that. All right, so as we kind of wrap this up, and I know the big, I know the big crux of, and correct me if I’m wrong, radical empathy was really how to put empathy into action. Yes, and with this book, it feels like it’s empathy 2.0 about how to leverage empathy to achieve change. Would that be an accurate summary? Yeah, and so I think your main message is that it’s at different levels, it’s individual, it’s community, it’s organization, it’s country, and its global, right? They’re sort of different mechanisms, and we don’t have to start with the big ocean to boil. We can start at the mini ocean within our own hearts, right?

Terri Givens  41:13

Yes.

Maria Ross  41:14

So I just want to read this passage in the conclusion that really spoke to me, and then I want to talk to you about just giving us a lasting nugget of where we can go next on this journey. We all have to understand that it is a practice that we have to work on every day, every week, every year, because I don’t believe that bias will go away in my lifetime, and it’s likely it won’t go away anytime in the foreseeable future. We are living in turbulent times, and so many are in pain from the events and crimes that are being perpetuated everywhere we look. We have to be willing to do the work, even if it feels like it’s just a drop in the bucket. Imagine that work being done by hundreds, 1000s, even millions. It’s an important path to change,

Terri Givens  42:00

and what that passage says to me is lean on community, exactly, and that’s what I have been really emphasizing in the last year or so, is mutual aid is so critical right now, reaching out to your community. I have a friend who makes beautiful hats, and I ordered a couple from him, and he sent a few extra, and he said, “Would you make sure these get distributed to the homeless in your area? And I said, “Yes, that is a small thing I can do to make you. And so I went, and I made sure they went to a homeless shelter, and those four people are going to get hats.

Maria Ross  42:38

Yeah,

Terri Givens  42:38

that’s it. Seems like a drop in the bucket, but it’s a beautiful thing.

Maria Ross  42:43

You got to start, so it’s better than doing nothing at all. It’s like the starfish story, right? Like it matters to that one starfish, and we can’t, as much as we want to, we can’t boil the ocean. And I, I speak very vulnerably and personally, that that’s where I get overwhelmed, of like, there’s so many problems, there’s so much injustice, and it makes me want to crawl into my little hole and not do anything, and that’s where building community and leaning, going to, you know, being part of a mastermind, being part of an activist group, being around those leaders who are, I’m going to steal this phrase from an organization I’m part of, Samudra, it’s being like hearted but different minded instead of like minded, and really being around those people to bolster you and galvanize you when you’re having your bad day.

Terri Givens  43:32

That’s right. It’s that’s why I say mutual aid,

Maria Ross  43:35

yeah,

Terri Givens  43:36

because I can go and help somebody who maybe is struggling financially, and you know, needs some support, you know, whether it’s, you know, supporting a food bank. I just started making a monthly donation to my local food bank in the San Francisco area, because I split my time between here and San Francisco. But what are you know, when I think of other ways that people can do this, it’s, you know, first of all find, be curious, find out what’s going on. Yeah, you know, where do people need help? I have an amazing friend who does this work in San Jose with a group called, you know, Neighborhood Helping Hands, and they go to a park, and they, you know, they’ll work on cleaning it up, and they pay the homeless people who come and help, and sometimes they help them find, you know, access to services, and, and you know, there’s so much that they can do that, and you, when you do this work, you’re getting something too, right? And it’s helping you feel empowered and getting past this feeling of being overwhelmed, and so there’s different ways, but sometimes you need, I need help sometimes.

Maria Ross  44:45

Yeah,

Terri Givens  44:46

and

Maria Ross  44:46

yeah,

Terri Givens  44:47

so that’s why I talk about it’s mutual, it’s not that I have to give and give, it’s that I am getting something.

Maria Ross  44:53

Yes, and I think it holds true, not only just for getting involved in social activism, but even your own. Empathy practice, because whatever capacity you have on a given day to be an empathetic individual, you’re not always going to show up the way you want to show up, and so you know, I really encourage leaders or folks listening that get into a community that helps you work on yourself and helps you be your best self, so that you can show up in all these other places. It doesn’t mean you have, you know, leadership can be really lonely, and sometimes if you’re in that, your own little bubble, you think you’re the only one facing these issues, right? A lot of my clients and the folks I’m talking to right now are facing issues of overwhelm with the dramatic transformations that are happening in the workplace. How do I juggle everything on my plate with my people’s needs, with the business demands on me, and they feel like they’re the only one dropping the balls, and it’s like, no, you’re not. And so reach out to a community who can say, here’s what’s working for me, or I’m just here to listen and build that empathy muscle, so then you can go out and be part of these other organizations within your community or in your world, but like you said, it’s all got to start with what you’re doing. How are you nourishing yourself first?

Terri Givens  46:10

Right. Yeah, and you know, self care always, yeah, yeah. Just, and remember that a lot of times it’s the people closest to you who we. I think there’s a tendency to forget that even the people closest to you sometimes need that empathy and that support, and yeah, and you know, I think we make a lot of assumptions, you know, about family members and friends.

Maria Ross  46:33

Yeah,

Terri Givens  46:33

and again, it comes back to make sure you’re being curious, ask questions, find out what’s going on,

Maria Ross  46:39

love it

Terri Givens  46:40

and make sure you maintain those that communication, because it’s not only and tell the people you care about how you’re feeling, because that opens them. That’s why I say being vulnerable is so important, because when I’m vulnerable with you, you’re more likely to be vulnerable with me.

Maria Ross  46:55

Exactly, you, you break a wall, and that’s, you know, again, with the most effective and empathetic leaders, they’re the ones who are like, I don’t have all the answers. They’re not running around, you know, like a chicken with their head cut off, but they’re just confidently like, hey, I don’t know, let’s figure it out together. They don’t have to pretend they’re all buttoned up, they have all the answers, they’re the guru on on high, because I’ve said this before, show me a leader who thinks they know everything, and I’ll show you a leader who’s irrelevant, because if they’ve stopped learning and growing, so your point about curiosity, it’s on so many levels. Curiosity is the number one trait of empathy and empathic people, but curiosity about other people’s perspectives and points of view and experiences will even help you sometimes get out of your own doldrums, out of your own, out of your own head. Yeah,

Terri Givens  47:45

indeed.

Maria Ross  47:47

I could talk to you about this forever, Terri. A week need, like, a weekly session. Thank you so much for your time and your insights today, and for this book again, everyone. It’s called Reckoning: Creating Positive Change through radical empathy. Your previous empathy book was called Radical Empathy. As I said, I’m going to link to your other episode you did for us on that book as well. For anyone, though, that’s on the go right now, where’s the best place they can learn more about your work?

Terri Givens  48:13

So you can go to www.terrigivens.com and there’s all kinds of links to the work I’m doing. I’ve got upcoming events that you can be part of, so please reach out, and you can join my mailing list as well, and yeah, there’s in just, you know, if you want to Google me too, there’s lots of ways to find information,

Maria Ross  48:37

Terri with an i, t e r r i, so thank you again, it was so lovely to reconnect.

Terri Givens  48:42

Yes, it’s wonderful seeing you.

Maria Ross  48:45

And thank you, everyone, for listening to another episode of The Empathy Edge Podcast. If you like what you heard, you know what to do. Please rate, review, and share it with a friend or a colleague. And until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes, and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Meghan French Dunbar: Work Isn’t Working for Anyone Right Now

If work feels harder than it should—more exhausting, more fragmented, more misaligned—it’s probably not because people are failing. It’s because the system is. 

Meghan French Dunbar, has spent her career studying organizations like an anthropologist, looking beneath policies, perks, and performance metrics to understand why modern work so often isn’t working for the humans inside it.

Meghan is a workplace strategist, speaker, entrepreneur, and the author of the bestselling book This Isn’t Working, which explores how working women (and men) and the organizations they lead can move beyond stress, guilt, and overload toward a more sustainable definition of success. Her work has reached more than a million people worldwide.

We dive into some of the juiciest insights from her book. We talk about why empathy isn’t a “feminine” skill”- or a soft one – and how the same patriarchal systems that burn out women also do irreparable harm to men. We unpack the difference between sacrificial leadership and sustainable leadership, and why research shows that holistic leadership – where performance and well-being aren’t at odds – is actually the most effective way to lead.

Meghan also shares the most powerful things leaders can do to access healthy leadership traits like empathy – and how empathy enables more customizable workplaces that truly engage younger generations. This is a conversation about redesigning work, so it actually works for people and for business.

To access the episode transcript, please scroll down below.

Listen in for…

  • How to run a thriving organization while also thriving yourself.
  • Why it is not about feminine or masculine traits, but rather about human traits.
  • What holistic leadership means at its core.
  • How vulnerability and authenticity lend credibility to you as a leader.

Autonomy, having control and agency in your life, is one of our core intrinsic motivators, and when you strip it from people, it’s one of the primary causes of chronic stress and burnout.” —  Meghan French Dunbar

Episode References: 

About Meghan French Dunbar: Workplace Strategist, Speaker, Author, This Isn’t Working

Meghan French Dunbar is a “business anthropologist” who studies organizations to find solutions that improve work for everyone. As an author, entrepreneur, workplace strategist, and speaker, her work has touched the lives of over a million people worldwide. She’s the author of the best-selling This Isn’t Working: How Working Women Can Overcome Stress, Guilt, and Overload to Find True Success.

Meghan co-founded the first nationally distributed print magazine in the U.S. focusing on impact-driven business, Conscious Company Magazine, where she interviewed more than 1,000 business leaders worldwide. As a leadership and workplace strategist, she works with leadership teams at companies like Coach, Kate Spade, Leonard Green, Charter Next Generation, and more while writing for outlets like Forbes, Fast Company, and Inc. about her key insights.

Connect with Meghan French Dunbar

Website: meghanfrenchdunbar.com

LinkedIn: linkedin.com/in/meghanfrenchdunbar

Instagram: instagram.com/meghanfrenchdunbar

Substack: meghanfrenchdunbar.substack.com

Book: This Isn’t Working: How Working Women Can Overcome Stress, Guilt, and Overload to Find True Success: https://bookshop.org/p/books/this-isn-t-working-how-working-women-can-overcome-stress-guilt-and-overload-to-find-true-success-meghan-french-dunbar/3775a58ced9d08f8

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

Welcome to the Empathy Edge podcast, the show that proves why cash flow, creativity, and compassion are not mutually exclusive. I’m your host, Maria Ross. I’m a speaker, author, mom, facilitator, and empathy advocate, and here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society, it’s great for business. If work feels harder than it should, more exhausting, more fragmented, more misaligned, it’s probably not because people are failing, it’s because the system is. My guest today, Megan French Dunbar, has spent her career studying organizations like an anthropologist looking beneath policies, perks, and performance metrics to understand why modern work so often isn’t working for the humans inside it. Megan is a workplace strategist, speaker, entrepreneur, and the author of the best-selling book, This Isn’t Working, which explores how working women and men and the organizations they lead can move beyond stress, guilt, and overload toward a more sustainable definition of success. Her work has reached more than a million people worldwide. She also co-founded Conscious Company Magazine, the first nationally distributed print magazine in the US, focused on impact-driven business, where she interviewed more than 1000 business leaders across industries. Today, Megan works with leadership teams at companies like Coach, Kate Spade, Leonard Green, and Charter Next Generation, and writes for outlets including Forbes, Fast Company, and Inc. on the future of work and leadership. In our conversation, we dive into some of the juiciest and most confronting insights from her book, and I’ll be honest, I highlighted this book like a fiend. It’s that good. In fact, it should be required reading for every human leader in the workplace. We talk about why empathy isn’t a feminine skill or a soft one, and how the same patriarchal systems that burn out women also do irreparable harm to men. We unpack the difference between sacrificial leadership and sustainable leadership, and why research shows that holistic leadership, where performance and well-being aren’t at odds, is actually the most effective way to lead. Megan also shares the most powerful things leaders can do to access healthy leadership traits like empathy, and how empathy enables more customizable workplaces that truly engage younger generations. This is a conversation about redesigning work so it actually works for people and for the business, take a listen. Welcome Megan French Dunbar to the Empathy Edge Podcast. This has been a meeting of the minds in making, and I am just so excited to talk about your book and your singular mission to change the pattern of workplace culture and behavior, because it’s sucking the soul out of all of us, women and men alike. So, welcome to the show.

Meghan French Dunbar  03:27

I am so excited to be here. I feel like serendipity at its finest of us meeting a couple months ago and remembering our like-minded paths and things that we talk about.

Maria Ross  03:39

Yeah, and listeners, we met years ago, probably in passing, at a conference of Megan’s Old Company, which I know you’re going to talk about in a second. You were just someone I am so glad I connected with back then. I couldn’t let go of you. And then we showed up at the same heart-centered, purpose-driven finance conference a few months ago, and I’m like, you, I need to have you on the podcast, so I’m just so excited we’re finally able to do it. So, before we kick off on all the things around your new book, This Isn’t Working: How Working Women Can Overcome Stress, Guilt, and Overload Define True Success, which we should mention, we were both discussing this. This book is not just for women, it’s for anybody that has decided that the current state of workplace operations is not good for us as humans, whatever gender, so it’s jam-packed. We’re not going to get to everything, but we are going to get to it. But before we do, we’re going to start where we always start, which is, please tell us your story and how you even got here and why this book.

Meghan French Dunbar  04:40

Yes, and I will attempt to do so as quickly as possible. I imagine, like many listeners, I grew up as the consummate high achiever, very much addicted to all of the awards and the accomplishments and the things. I went to University of Colorado here in Boulder, where I still live. Five, and did journalism and English during undergrad. I immediately left, and just felt like I was throwing those degrees in the trash, because I still remember my last year in the journalism school, someone talking about how print media was a dying institution, and we had all completely wasted our money, and I was like, oh, thank you, Professor, while we were watching her go through her journey, so I imagined I, it was like this pipe dream that I would have met. I would work for a travel magazine someday, and then I was like, “Oh, that’s not gonna happen. So, fortunately, I decided the best thing to do would be to go into the nonprofit world. So, I started working at the Environmental Defense Fund, nice, had a corporate partnerships program, and there’s a part of the book that this becomes relevant to, because everything starts becoming this, like, I just get really interested in something and decide to follow it, and at EDF, they had the corporate partnerships program, which was learning how to use market mechanisms to incentivize businesses to incorporate some element of sustainability, and I was like, what is even happening? Wait, you’re like, business and sustainability can be simpatico, like, oh, this is the most incredible thing I’ve ever heard. So I decided to go to a business school here in the United States, Presidio Graduate School in San Francisco, which was at the time the only sustainable MBA in the world, and there’s many programs that have come online since, but I was just obsessed with the intersection of business and sustainability. Fast forward, there’s a couple things in between, but I won’t go too far into it. I ended up working at a couple of print magazines here in Bold, which were supposed to be dead. Yes, which was very strange. It was like I met a woman at a conference who we hit it off, and she, in just like a couple months later, was like, “Hey, are you interested in being managing editor of these magazines? And I was like, “Oh, wait, I have these degrees, I guess I’ll do this. There were a lot of things that I learned during that experience, one of them being how to put together a magazine, and I think it was like four or five months into it, I got fired, and it was the same night that I had been out to dinner with a friend, having a conversation around why a print magazine didn’t exist about sustainable business, and I got fired because I had turned my cell phone off and wasn’t responding to text messages after 5pm on a Friday. Oh my gosh,

Maria Ross  07:20

that’s very devil. Where’s Prada?

Meghan French Dunbar  07:22

Oh, like to the nth degree. Like, got fired via email at 1o’clock in the morning. Oh

Maria Ross  07:28

my gosh,

Meghan French Dunbar  07:29

I like woke up, I read it on my phone, and I said to my husband something insane, like I think this is the universe telling me I’m supposed to launch a print magazine about sustainable business, because I had this conversation with my friend the night prior.

Maria Ross  07:41

Yeah,

Meghan French Dunbar  07:41

well, I was childless, I was young, I was naive, like all the wonderful things that make for a good entrepreneur. We, I crowdfunded with my business partner the launch of the magazine. This was in 2014 Our first issue of this teeny tiny little crowdfunded magazine that was essentially just kind of like, I want to see if I can do this. Was picked up by every Whole Foods in the nation.

Maria Ross  08:05

Oh my gosh.

Meghan French Dunbar  08:06

We went from like, oh, like cute playing business to oh my gatos, like we are running a business. Like, the train left the station, and I didn’t quite realize that I was the conductor, and so we did the whole thing, we did the whole entrepreneur’s journey. I mean, first year of like beg, borrowing, pleading, figuring out any way we could to just like keep things together, and we consistently put out multiple issues a year, built into a larger media company with events and podcasts, and the whole thing. We did got investors, and then we ultimately sold the company at the end of 2017 and I stayed on as CEO until 2020 under a parent company. And during this entire journey, why this is relevant is I got to interview, like you get to do, like it was like my favorite thing in the entire world. I got to interview extraordinary human beings. I was like, yeah, what I was getting paid to do for a living was interview extraordinary business leaders, the people who had figured out how to build profitable businesses that did good for the world. Eileen Fisher, Chip Conley, I mean, just like my heroes, and I ultimately ended up interviewing over 1000 of them. Wow, and so I was having a ball doing the entrepreneurs thing and also doing the thing that many people do, of falling into the trap of tying my entire identity to my work, and I put off having children, and I worked all the time, and I never saw my friends. I finally ended up having a child, and I came back from maternity leave in October of 2019 and within like a month I was just like nope, I have no gas left in the tank, and because I was a CEO, and I had all these incredible team members who had come to work for me, I felt a sense of responsibility of like I am letting them down and they deserve something better, and so do so does our entire community. Be the people who subscribe to the magazine and come to our events and all the things, and so I resigned on february 1 of 2020 and my last day was march 13, and four days later we were in global lockdown. So I went from full-time CEO to full-time mom, right? And there is a lot of time to think, yeah, and I think the most important things during that time, besides surviving, was that I couldn’t achieve anymore. I didn’t have any vehicle to be able to accomplish things and show people how worthy I am,

Maria Ross  10:35

right? And be measured and graded.

Meghan French Dunbar  10:38

Yeah, like going from standing on stage in front of 100 plus business leaders, having them give you a standing ovation to like trying to do solids with your child for the first time, and having not seen another human being for five months, I would like the juxtaposition of those two things was stark. So there was an entire evolution of the throughout a couple of years there of me just relearning how to be a normal happy human without achievement, which was easier said than done, but it was something that was needed, and the other thing was when I had another baby, I, so in 2022 I like popped my head up and was like, I want to come back to work, but is there a way to do this and feel like I’m making an impact in the world, and I’m doing the work that I want to do without destroying myself in the process. So that was the seed of the idea, and then ultimately blossomed over the next year into a full on book proposal of being like, I want to interview as many leaders as I can find, many of whom I know who seem as though they are running successful organizations that aren’t destroying people and aren’t destroying the earth, right, and they aren’t destroying themselves, like people who are running thriving organizations, but they personally are thriving, like, is there something different that they are doing? And so that started the book journey. I interviewed nearly 100 more folks for that, and found a number of common denominator elements that I was like, yeah, this is people are doing something different here. So, right, that’s where the book, and then that came out in August of last year, and here we are.

Maria Ross  12:16

Oh my gosh, well, yeah, similar. It’s figuring out that there’s got to be a better way, you know. It’s like with my book, with the empathy dilemma. It was like, what makes those leaders so special? Those ones that are able to balance performance with empathy, they’re able to balance people with still being competitive and ambitious and building high-performing teams. They’re not slacking off, right? How do they do it? And it was talking to them and researching and deconstructing that recipe, which is exactly what you’ve done with this book. This isn’t working, and I told you before we started recording, I have so many highlights and sticky notes that if I actually talked to each of them in this interview, I would basically be reading the audiobook version of your book, so first of all, I just want people to know the practical nature of this book, where you talk about moving from where we are now to a vision that some of us are like, oh, there’s no way corporate America can get there, right, but you’re giving us practical tools in the book and exercises and mindset shifts of how to make that happen, so before we dive into the details, I want to talk about this whole kerfuffle around empathy being a feminine trait, and the fact that we forget that empathy is actually a human trait that every gender possesses, and so why, why have you seen it become labeled as a soft skill, I, I’ve got opinions, my listeners know my opinions, but I want to hear from your perspective. Where you’re like, when you’re saying this isn’t working, it’s again not just not working for women, but why are those concepts like work-life integration, empathy, compassionate leadership, even in for some people, sustainability, why are those seen as so soft in from your research?

Meghan French Dunbar  14:04

Oh, I have thoughts. I have lots of thoughts, and I will try not to go too far down this rabbit hole, because it is a favorite rabbit hole of mine. But the book journey took me all the way back to, like, looking at the history of business and how the entire system was set up, and the core foundational component that informed a ton of the why things are the way they are right now is the dreaded P word patriarchy, as the fact that for the last 10,000 ish years or so we’ve set up our cultures in a way in which men have more power than women, that is not a judgment. It is not saying that men are bad. It is just inherent. It is the factual state of most of the societies that we have been living in and continue to live in present day. There are definitely extreme examples of this, and less extreme, but that is the way that we are, in fact. Set up, so looking at men having more power than women, a huge element of that is that business itself was designed within it, within the last five to 3000 years. So business has only ever developed through the lens of patriarchy of men having more power within women, and so up until the last 50 ish years or so, that has meant men pretty much being the sole decision makers, designers, they’re the ones who are dictating how business evolves, and this is important, because I promise I won’t geek out too much about this, but when you look at what patriarchy essentially dictates, it is that women should be at home, they should be obey there, men, they should be the homemakers, they should take care of the children, all the things, and so the human traits that we’ve decided are the best to do that are things like being compassionate, empathetic, listening, being caring, being quiet, being docile, being agreeable, all of the things that women are often, and this is a generalization, but many young women are conditioned to actualize those traits, and when a woman dies, they’re almost one of the things that is almost always mentioned at their funeral as they, how well they took care of other people, and that is seen as like the highest virtue as a woman. And on the other hand, men have been conditioned to take the what the traits that we associate with power, power over and quote leadership of domination, aggression, being bold, decisive, all of those things we’ve described them all of a sudden as quote masculine traits, when again they are in fact just human traits. Yes, and so, and men have it even worse here, because most young men, again, generalization, but as young men are coming up, it’s not just that they are applauded for actualizing the quote masculine traits, but they are shamed and belittled if they express the quote feminine traits of a young boy who cries, you know, man up, boys don’t cry, like all the ways in which young boys are told to toughen up and be strong, and all these, like,

Maria Ross  17:19

and not feel their feelings exactly, which is, you know, causing other issues, as we know, high suicide rates among young men, and this is why, you know, this is what you’re saying right now, is exactly why people that are saying the patriarchy is bad are not shaming men, they’re actually saying it’s you’re suffering too as a man in this environment, you’re not being allowed to be the full authentic person that you are. And I will never forget, I gave a talk one time to a sales team around empathetic leadership, because it turns out empathy and ambition are the two highest success traits for successful salespeople, and someone came up to me after and said, “Thank you for bringing this talk today, because sometimes I feel like I can’t be who I am at work in order to succeed, and I have to be and act a certain way when I know being more collaborative and listening and being curious about other people has actually helped me be successful. I have to pretend that that’s not what’s helping me be successful, that it’s my bravado, that it’s, you know, all of these other things, and I was just so moved, but also felt so badly for him. Yeah, you know,

Meghan French Dunbar  18:38

yeah, and that’s that’s, I mean, it’s a women have, because we operate within male-dominated systems. A lot of us, in order to succeed within them, we’ve learned how to adopt the quote masculine traits that we should have had from the beginning. They’re just human traits, right? Many of us, you know, many young women, like, are brought up being able to express the wide range of them, but in order to, like, quote, succeed in business, you have to develop the masculine traits, because it’s male dominated, and when women express quote masculine traits, research shows that they are less, less liked less, and people feel as though they are being angry or over aggressive, or they all of a sudden associate them with negative labels, and men, it’s the same thing. If a man demonstrates compassion, they feel shamed. So, it’s like this: we just have to pull back the judgments around these traits being genderized in any way, exactly healthy traits, and the best leaders express a wide range of healthy quote masculine and feminine drugs. They take the gender binaries off of the traits and just look at the healthiest ones, and they lean into those and balance them, right? Like that’s, and that’s also why empathy is seen as a soft skill, is because we still need to make anything associated with women you. A career, right? When it is not a soft skill, it is 100% a leadership superpower.

Maria Ross  20:05

Yeah, I remember when I was first shopping around the Empathy Edge to agents, and I, one agent – this was my first Empathy book – who was really interested, but right around that time, the Me Too movement was gaining steam, so agents were looking for, obviously, for books that publishers wanted to buy, and they loved the concept of the empathy edge, of empathy being a competitive and a strategic edge, but they said, “Can you make the book more about feminine traits being an advantage, because that will sell? And I was like, “No, because the whole point is that this is accessible to men and women, and it’s not about feminine traits or masculine traits, it’s about a human trait. And so I passed them by, and I found a publisher who understood what I was trying to do, right? But, like, even in that scenario, the desire to pigeonhole it by gender was real, and also just, well, this is what people will digest.

Maria Ross  21:01

It’s like, not unless we change the paradigm, which is exactly what you’re doing with this book, with this idea of like, we don’t have to accept leadership and corporate structure as it is, we can change it, and we can be healthier for people, men and women alike, right? So I want to speak to that, because this kind of goes into, I just want to tell listeners the way you have the chapters outlined, like from imbalanced masculine leadership to holistic leadership, from assimilated leadership to authentic leadership, from overextended leadership to optimized leadership. Every chapter is a little golden nugget, starting with a section on leadership, a section on the workplace, and then a section on sort of redefining your own success. So I want to dig into this idea of holistic leadership, because it’s not hippy dippy, it’s not woo woo, and I want to share – well, actually, given our recent conversation, I just want to share this little nugget in here: holistic leaders wield numerous healthy feminine and masculine traits and discern which trait to lean on based on the circumstances, while also working to move away from as many toxic traits as possible. So, talk to us a little bit about what you mean by holistic leadership. What does it really mean, and why do people not need to be scared of that concept.

Meghan French Dunbar  22:22

Yeah, that is, I mean, building on what we were just talking about. It’s looking instead of looking at quote masculine and feminine traits, it’s looking at the healthiest, most effective human traits that make you the most effective leader, and trying to develop as many of them as possible. And then conversely, as I mentioned, there are in fact toxic quote feminine traits and masculine traits that degrade your leadership.

Maria Ross  22:49

What are some of those? Share with us.

Meghan French Dunbar  22:51

One of my favorite ones that I used to be afflicted with, as I would say, it was people pleasing to the point of martyring myself and also withholding truth, which is a because I wanted to quote be nice. I was afraid of hurting people’s feelings, and so that is in fact just being dishonest, and that was something that I had a really hard time understanding. I grew up in a very conflict-avoidant home. I never understood how to navigate conflict in any sort of way that was healthy, and so I just like stood back, and you mentioned one part in your book about miscommunication breeding resentment, and I would just get resentful, not communicate, and then hope that the issue just magically goes, magically solved itself, and instead it would compound and get worse, and all the things, and so there are those, but there are also toxic, quote, masculine traits, being micromanaging people is like one of the number one reasons that people leave employers, being abrasive, being overly competitive, you know, there’s lots of different ways that we take these traits to the extreme and they become toxic, and so it’s doing your best to let go or release some of the toxic traits and knowing what they are, embracing the healthy ones, and then balancing them as much as you can.

Maria Ross  24:20

Well, and I think you know, like in my model, self-awareness is the first step, because you have to recognize those patterns and those behaviors in your own, and also the detrimental effects it has on not just you, but your team, right? So, there’s this element of, like, you getting your own house in order for your own health, but also then, how does that model, and how does that spill over into the team that you’re managing, because you’re influencing all these people’s well-being, and I don’t remember what study it was that came out that said your boss has more of an impact on your mental health and your state of mind than your spouse or your family, especially if you work a lot, right, which makes sense, it’s like that’s the. Person that’s in your, in your sphere most often, but that’s the power of leadership that we, we don’t talk about, is that you’re not only, you might not only be be developing these habits that hurt you, whether it’s work-life integration, whether it’s, you know, you cut yourself off from friends and family, whether you’re, your physical or mental health suffers, but you’re actually impacting all these other people and their families and their communities because of the way you’re acting and the way that you’re operating. I guess I should say, so I don’t think we, we drive that point home enough that leaders have an exponential impact on others, even if your team is just three people, right? That’s three families that get impacted by the way that you lead, and is that the legacy you really want to leave? You know, do you want to be the.. you know, I don’t remember the name of the banker in It’s a Wonderful Life, but.. or, you know, think of Scrooge, right, Ebenezer Scrooge from A Christmas Carol. Do you really want to be that person? Is that really why you went into leadership? I doubt it for most people, unless you’re, you know, a sadist, but so, so what is, you know, when we talk about healthy leadership traits like empathy, where do you think that starts?

Meghan French Dunbar  26:18

I mean, you already, I think, mentioned this as self-awareness. It’s the capacity to listen to understand how you’re influencing others, but also read a room, and this again is like where empathy plays a huge component, and just being able to walk into a room and understand what might be needed, because they’re one of the stories I talk about is one of the women I interviewed, Ayla Schlosser. She was working, she had set up this incredible leadership training program in Rwanda, and she wanted all of our team to feel very egalitarian, and so she was like, “We’re going to make collaborative decision making, and within a few months the team came to her, and they were like, Ayla, thank you for taking our perspective into account, but it is too much, we need some someone to make a decision, we need you to set the vision, and so that’s where this, the discernment around balancing the things that, like, you 100% should be empathetic and compassionate with your team, but that can’t be overextended into people pleasing and being self-sacrificial. Like, there has to be compassion, and it has to be balanced with the ability to still drive things forward. You can be strategic and intuitive, like there’s a number of ways in which these things balance each other out, and more people understand the ways they work together, and the self-awareness to understand, like, oh, I’ve been leaning real heavily into, like, the it is great to have a vision, to be confident, to be strategic and bold, and all of those things, and be encouraging people to drive towards the goal. And when you’re like leaning too heavily into that, like pulling back, checking in with people, listening to their experience, like making sure that these things are balanced, is one of the things that I’ve seen, the best leaders I’ve ever seen and worked with.

Maria Ross  28:25

Yeah, yeah. Well, you can’t leave people without a rudder. I think that’s the thing. And I often say, when I’m talking about the decisiveness pillar, that the leaderly aspect of leadership is knowing when you’ve synthesized and heard enough input to then make a call, yep, and do it swiftly, right. You can’t keep the endless consensus democracy group, because what’s happening there is you’re trying to find the decision that’s going to make everybody happy, and that’s going to be the least uncomfortable for you, and for a lot of people, they’re more uncomfortable with ambiguity than they are with, oh, I might not love this decision, but as long as you, as a leader, can explain why and say, here’s why I made this decision, and I factored in your input, Megan, but here’s why we couldn’t go that way, that’s enough to get most people to disagree but commit, right, but we go into that trap of thinking there’s a perfect decision, and there never is, or there would never be, you know, people would never lay anyone off, they would never have difficult performance reviews, they would never, and that denies, you know, when you’re doing it in terms of that, like difficult performance reviews, you’re actually denying that person an opportunity for growth, you’re denying that person the opportunity to know that they could be more, that they could be better than they are right now, because maybe there’s a desire to improve, but if you don’t share with them that they need to, and how they can never evolve to the next level, and so when you kind. To think about it, it becomes a bit selfish, of like I am only delaying this decision or this conversation because I’m uncomfortable, and that’s where we’ve got to like take the blinders off and go, no, my actions impact and my inactions impact others, right? Yes, so you mentioned one of the stories from the book, and that was actually what I loved the most, was how you brought these all these tactics and these strategies to life in the examples that you gave, so can you share another example that’s maybe one of your favorites from the

Meghan French Dunbar  30:30

book that really stuck with you? I know it’s like asking you to pick your favorite child, but I mean, do you want one that’s not in the book or one that is in the book? I mean, either. I have a really good one that we didn’t put in the book, that I think was more one of the more poignant ones for me, and it was my own, it was my own personal one, so I can speak to it at length, which I won’t. We’ll get to the key points, but so, like I mentioned, I had been driving myself and, like, just exhausting myself to the bone, and I, after launching the company, I hadn’t taken a vacation in like four years, and when, so I, my husband and I decided to finally start having kids. I got pregnant a few weeks later. We went on our first vacation to Belgium. I was like imagining walking around the canals, doing the whole thing, talking about baby names, and a couple days into vacation, I unfortunately lost the pregnancy, and I remember being on the plane on the way home from Brussels, and drafting a note, you know, I had eight employees, and drafting a note to everyone that was saying, like, I have had a family emergency, and I know that I’ve been on vacation, but when I get back, I’m gonna probably need some. It was like a very vague just throwing the blanket term of family emergency down, and I had this like just looking at the screen, and I was like, this just doesn’t feel right. Like, these are the people I spend the majority of my waking hours with. They trust me, I trust them. Like, I don’t want to be like there’s that, like, what do you share and what don’t you? You don’t want to write inappropriate, you don’t want to be like airing your dirty laundry, and there is such a thing as like oversharing, and there is a thing we, we decide that for some reason human emotions aren’t supposed to be allowed in the workplace, with the exception of anger and pride, and so something in my soul was like, this is not right, and so I backtracked and wrote everyone an email said I know that I’m coming home, I land tomorrow, and on Monday I want to, I need an all team meeting, everything is okay with the business, but I need to just talk with everyone about something, and so everyone showed up, and I let them know what had happened, and I cried. I told them about my grief. I answered their questions, and it was the beauty for me of vulnerability, of that transparency and vulnerability. And this is something that we often encourage people to bring to the workplace, but to do it as the leader of the organization felt real taboo. I felt like this, like I am supposed to be the one who always has my stuff together. I’m, I can’t show weakness, like I need, you know, and but I was just like, I can’t, I need to be human right now, and there were things, the beauty of that moment. One, my team was extraordinary. They rallied around me, they set up like buffers around me to be able to take time off. They took all of the stuff that I needed off my plate and protected me while I was recovering from that, but then you see, and this is what you see with the beauty of vulnerability and also authentic leadership, as that my team trusted me more after that, and I could see it, people were coming to me and talking to me about personal issues that they were contending with that were impacting the way that they could show up in the workplace and things that I never would have known had I not modeled this for them, and as a leader, like all information is data that will help you, and to know that, like, one of your teammates is going through a divorce, or like one of your team members is thinking about going to grad school in seven months, and instead of just like ducking out and you being totally blindsided by them quitting, you’re like, “Oh, cool, let’s build you an off ramp, because she was like, “You, I trust you, you trust me, like I want to tell you about this, and I’m not worried you’re.. I’m not like concerned you’re just gonna like dump me, right? We are building, we have a mutually trust-built relationship here, and so that was like the power of watching vulnerability and action for me. It was something that I had talked about a lot, and I expected it of my team members, but then I wouldn’t like give them the gift of my vulnerability myself, and it changed our. Higher team dynamic,

Maria Ross  35:02

that’s amazing. I love that. Well, and it’s also about, like you said, the point of getting your team, and I recognize for some of you listening, maybe that’s not you, maybe you are a more private person, and you don’t want to bring that stuff to work, and that’s that’s cool too, right? As long as you’re being authentic, but the point is, when you do let your guard down in whatever way you’re comfortable with, to show your humanity, it doesn’t make you weaker, it doesn’t take away your credibility as a leader, it builds your credibility as a leader, and this is the paradox that leaders who are a little bit insecure inside, a little bit broken inside, have had poor models in their life, whatever. Don’t can’t wrap their heads around that. This is actually a way to catalyze your team, and to your point about information sharing, that’s the only way you will find out the real scoop of what’s going on. If you want your people to fear you and sugarcoat everything and hide problems and not take risks. Good luck to you as a leader, because you’re never going to innovate, you’re never going to grow. People are not going to be their best selves, they’re going to be looking over their shoulder all the time, and that you know the data. This is the thing I keep going back to, like, you quoted so much research in this book that backed up everything you were saying. The data and the research show us that operating in that way, while you might be able to get maybe short-term compliance and maybe some a quarterly bump for the long haul, you’re not actually going to be reaching the potential of the organization, which you know, people need a selfish reason, you’re not going to get promoted, you’re not going to get your bonus, you’re not going to be seen as a catalyst within the organization. And so this idea that, well, I see, you know, I’ve gotten this on my talks before. Well, what about this leader? What about that leader that is a horrible people leader? And look how well their company is doing. Yeah, you could probably show me lots of examples, but the point is it doesn’t have to be that way, and your book, your research, your conversations, the research and data from many of the folks I featured on the show show you that there’s another path to success. Yeah, so I got, I got tired of justifying the data at one point in a talk, and I said that could work for you. So, now I’ve given you the information, and you have the data, and you know this can work. And we’ve talked about examples. You have to decide what kind of leader you want to be

Meghan French Dunbar  37:32

exactly.

Maria Ross  37:33

Now it’s up to you, right? So that’s what I love about this – is you’re not only talking about these theories, you’re also highlighting these leaders and organizations who’ve made it work for them, and it doesn’t have to be the soul-sucking place that many people dread. So I want you to talk a little bit about customizable workplaces, because a lot of this is about understanding the people component and creating structures and processes and rituals within your organization to support people. What do you mean by customizable workplaces, and why is that so important right now that leaders think in terms of customizable workplaces?

Meghan French Dunbar  38:13

Yeah, this one is it’s like one of those things where you’re, we’ve normalized the traditional model so much that we don’t even realize how harmful it is, and one of the key elements of that is normalizing rigid hierarchical command and control management, where most people on a daily basis, there’s almost 4 billion people in the global workforce, and most of them are going to work every day and being stripped of their autonomy, they’re being told what to do, where to do it, who to do it with, when to do it by, and I mean, when we’re talking about lower levels on the hierarchy, the worse it gets, and people are as autonomy having control and agency in your life as one of our core intrinsic motivators, and when you strip it from people, it’s one of the primary causes of chronic stress and burnout, and so that’s what most of us are dealing with on a daily basis as a result of how the system is built, but then we’re told that it’s an us problem, you just need to like have better time management, or like go to the spa, or take a couple days off, when in reality, like autonomy is one of the core pillars of human dignity, and we, it is being stripped out of the workplace on a daily basis, and so customizable workplaces are the answer to this, and this is workplaces that are actually listening to people’s voices, they are letting people have choice and decision and control over everything, from like benefits packages to what they’re working on, where they’re working, when they’re working, flexible workplaces, and as building workplaces to meet people’s needs rather than building workplaces and expecting everyone to. Mold themselves to one specific way of working, and it is, I mean, the research is bearing out that this is the future of the workplace, that is why we’re seeing a lot of hybrid workplaces, but it also, it is good for our souls, it has also, it is good for business, and it is also good for a number of overlooked potential sources of talent, like parents returning to the workplaces, or people who are in caretaking roles and need some sort of like part-time hybrid work option, or

Maria Ross  40:32

neurodivergent individuals,

Meghan French Dunbar  40:33

exactly, yeah, people who are autoimmune diseases, people with invisible and visible disabilities, people who are formerly incarcerated. There’s so many ways in which customizable workplaces, where if you can trust people first, and this is, I mean, this is really where we get to the foundation of, like, one of the issues with command and control making all the decisions for people, as if you’re disrespecting your people and you’re also showing them that you don’t trust them, it’s like you show them that you don’t trust them until proven otherwise, and you just assume that if you give people freedom, they won’t work and they won’t do a good job, and they’ll slack off, and like they’ll take advantage of the organization. And sure, there’s probably examples where that has happened. Yeah,

Maria Ross  41:19

there’s going to be those outliers, of course, there are, but is that really what you want to optimize to?

Meghan French Dunbar  41:23

Yeah, yeah, and like, again, it’s like the type of leader and organization that you want to be, and the customizable workplaces, I mean, people that are reducing the number of work hours, four day work weeks, stopping days at three, they have the same level of productivity, increased levels of satisfaction, engagement, and retention, and all of those workers are proven to be having better mental and physical health health outcomes outside of the workplace as well. Like, there’s no reason not to do. Yes,

Maria Ross  41:52

and you profile some of these in the book, which is phenomenal. I’m just.. I’m laughing because a few years ago I was listening to an executive at a major software company that many people have heard of, and they were talking about the data that they were being very empathetic to their workforce, but they were also trying to get people back in the office, which I get the pros and cons, right, but the proof point they had around that was that they had done some surveys and they were like, well, productivity dipped between this year, this year, and you know, this x year and y year, and it was like right in the heart of the darkest days of the pandemic, and I’m like, did you maybe think it was because there was a pandemic going on that it didn’t have anything to do with the fact that people were working from home? Right, why don’t, why don’t you try and experiment and do it under sort of quote unquote normal circumstances, and then, but the blame of it on working from home rather than the fact that we were going through a global freaking pandemic just made me laugh, like that, that that was their justification for why you know we have proof that productivity goes down when you’re working from home, like when people had no childcare, when people were worried about their elderly relatives, like when people were worried about their own health, when no one knew what the heck was going on, right? Maybe that contributed to the lack of productivity.

Meghan French Dunbar  43:15

People do not like change, no, they will find any way that they can to confirm their biases and their traditional ways and hold on to all the old ways as long as possible, and yeah, this is also where I see up and coming businesses have such an edge, where I’m like the experience of working for a like garbage workplace that is toxic, cutthroat, overworking you, you have zero autonomy going from that to a workplace that is customizable as supporting your mental health and well-being. Yeah, supporting financial health, like it’s just like it’s very simple common sense. Yeah, as to like when people are like, “Oh, the great resignation, it’s like all these entitled younger employees, and I’m like, no, they’re just a smart time in history where they are just refusing to settle for toxic workplaces, and alternatives exist.

Maria Ross  44:10

Yes,

Meghan French Dunbar  44:11

and when they find them, they stay, and so, like, right.

Maria Ross  44:15

And you, and you can do this in any industry, because I’m gonna, I’m gonna put a link in the show notes to an episode I did with Michelle Feffernan of Equity at Work, she’s a DEIB consultant, but she talks about the fact that she’s starting to work in hourly workplaces like warehouses and operations facilities and places where you’re like, oh, we don’t have to worry about culture here, which a lot of companies think, and they did for this very large global manu apparel manufacturer, they did some experimentation within one of their plants, where they implemented lots of things to increase inclusivity and boost culture and create connection. In and belonging, and all the things, and that plant is outperforming all the other global plants for this organization combined, to the point that they’re like, yes, roll it out to all of them, and the justification is like, oh well, they’re hourly workers, we don’t have to worry, they’re replaceable, maybe there don’t have to be replaceable, right? Maybe they could be there for life, like if you treat them right, and you create a system around them that’s not just based on this is the way we’ve always done it, and you actually invest that extra time. They were getting it back, they were getting like the measurable ROI from it, and they saw it, they were like, yes, the pilot has worked. We want to do this everywhere in a place where many other companies would say, you know, whether it’s the restaurant business or hospitality or whatever, where it’s like, oh, hourly workers, they just come and go, we don’t have to worry about them. So there’s there’s these little bright spots around the world of different companies and different people understanding that you can break the model just like you’re proposing in your work.

Meghan French Dunbar  46:03

Yes, my Torani syrups. If you’ve ever had a flavored latte, you’ve had Torani syrups. Love Tourani. They invented the flavored latte, 100 year old company, and they are one of the largest manufacturers in the Bay Area right now. They invest intentionally in their people’s financial health and well-being, people’s shared success, so employee ownership, profit distribution, all the incredible things that build a mutual win-win company, investing in people’s continued growth and learning, and in people’s autonomy. Those four things they’ve grown over 20% annually, year over year, for 34 years in a row, and are on track to be a billion dollar company in the next three years after starting as a million dollar company 34 years ago. They double in size on average every three and a half years, because they invest in their people, because they don’t treat hourly workers as replaceable. Yes, and their tenure rates, their retention rates, like it is there through the roof, and it’s like it’s all the data is there. Yeah, one of my favorite case studies in the country is

Maria Ross  47:12

that the company in the book that you profile that actually went back and did research about what impacts employee well-being, and finding that one of the biggest impacts to employee well billing was debt

Meghan French Dunbar  47:21

that was not that because the Impact Finance Center in Denver, which is one of my favorite minds.

Maria Ross  47:29

Can you tell that story quickly?

Meghan French Dunbar  47:30

Oh my gosh, Steph Gripney, Dr. Steph Gripney Impact Finance Center. So she essentially said, as a someone who is running an organization right now, my goal is that every single person on my team successfully makes it back into the middle class, and what do we need to do that, and so the key drivers of that, home ownership, getting rid of debt and having a living wage, and so she has examples where her team members didn’t have someone who could co-sign or didn’t have the person that would be able to provide enough, like collateral work. Yep, and so she personally went ahead and co-signed on people’s homes and helped people get their mortgages. And then she.. this was the practice that, like, I went to.. and I was..

Maria Ross  48:16

this like Zen level..

Meghan French Dunbar  48:17

like, I was like, “Can you repeat that? Because she went to all of her employees and said, “Tell me about your debt, your student debt, your whatever debt you have. Tell me about all your debt, and what the percentage is like. What are the interest rates on everything? She consolidated all of that debt, took it to her investors, and said, “Hey, who wants to refinance this at a much lower rate? And they, her investors said, “Oh, absolutely, they consolidated and refinanced all of her team members’ debt, and so, like, saving them 1000s of dollars in interest a month, and then she found a way, again going back to her investors, to say, ‘Here’s what, instead of a living wage, I want to pay a thriving wage, and so there’s a minimum wage, which very rarely covers our basic needs, right, living or minimum wage, and then thriving wage. She was like, I want people to not be able to own a home, go on a vacation, eat out two times a week, like she came up with all these markers of what a thriving life would be, and now pays everyone on her team a thriving wage, which she completely made up, so that everyone on her team can be firmly in the middle class and on their way to building wealth, like

Maria Ross  49:26

me, and so many leaders, so many leaders would say that’s not my problem, but like I bet you her attrition costs were zero, right?

Meghan French Dunbar  49:36

Like, if I had worked for that woman in college, I would never leave for that woman, like now. I like, I like, I would, I would run through a plate glass woman window for that woman, like,

Maria Ross  49:46

I like exactly right. And the proof is in the growth, the proof is in, in all the other, all the other metrics and KPIs you want to look at. And this is the thing I love about this, Megan, because this is about, like, even. When I talk about the leadership paradigm, I feel like you’re talking about the organizational paradigm, the workplace paradigm, whatever paradigm we’re trying to break. They’re all constructs of humans, they’re not laws of physics that we just have to accept. And so we made them, we can break them.

Meghan French Dunbar  50:17

Yes, and we saw this during Covid, yeah. Overnight, we were like, oh, we can change all of the systems and structures of society, right? Like, flip, flip, and then we decided to try to get them all back, even though, yeah,

Maria Ross  50:30

we snapped that was all that fear based, yeah

Meghan French Dunbar  50:31

But, like, it doesn’t, it is not a foregone conclusion.

Maria Ross  50:35

No, it’s not, because we can make them whatever we want, right? There’s no law of gravity that’s tying us to these models. I just want to leave off with a passage that you wrote in the section from assimilated leadership to authentic leadership, because I just, I loved this again, kind of speaking to the model at the heart of all this is the reality that the more of us who stand up and choose a better path, the harder it is for harmful business practices to continue. Every time we stand in our truth and refuse to abandon ourselves, we chip away at the harmful layers that encrust the business world. We also model to others that they can stand in their authenticity too, helping to tear down patriarchal expectations for how women should behave inside and outside the workplace, you never know who’s watching or what impact your actions might have. Slowly but surely, though, as more of us refuse to accept the status quo, we shift what’s considered acceptable and how business is done. We feel more aligned, happier, and healthier as we do so, and we experience better results to boot.

Meghan French Dunbar  51:44

I wrote that

Maria Ross  51:45

you wrote that.

Meghan French Dunbar  51:46

That’s pretty good,

Maria Ross  51:47

girl. No, I mean, this is the point about why there’s people like you, there’s people like me, there’s people like hundreds of others we know that are doing tangential work to this, is that if enough voices provide support and cheerleading, and also like your book, practical ways to get there. We can chip away at this. This is not insurmountable. So, what’s your last gem you want to share with us based on that? What’s your last little motivational nugget you might have?

Meghan French Dunbar  52:18

I mean, I know that this is something that you talk about a lot, and so it’s nothing new, but the connection between how you take care of yourself and treat yourself and your ability to show up as your best self cannot be understated, and a huge part of that is having boundaries as prioritizing the right things, as just paying attention to the basics, and also a huge thing that I felt real, real weird about for a while, but is cultivating your own joy, and this is something that gets subsumed, especially, I mean, again, to generalize, but for women, for moms, for there’s like this, if you’re a working mom, it’s like, if I’m not taking care of everyone and everything, then I should be working, and if I’m not working, then I should be doing something, like, there’s this right, I, it is a quote luxury, or it is, you feel like selfish, or like you’re doing something wrong, or you feel guilty for just doing things that make you happy, and if you need research, there is research around this, but the more that you access your joy, the more you can show up as your highest and best self, and if you need another reason to do it, besides just it makes you frickin happy, there are a lot of reasons to do it, but that was a disconnect that I was having for a long time, and the more that I’ve been able to just unashamedly embrace things that make me really freaking happy. The better my work becomes, and the better my relationships with the people who matter become to me as well. I love

Maria Ross  53:52

it. I love it. Well, thank you so much. I, we could talk for another five hours, but we gotta go. So, thank you so much for your time today, your insights. Thank you for this book. It’s called This Isn’t Working by Megan French Dunbar. Thank you so much for being with us today.

Meghan French Dunbar  54:08

Thank you. Your work is incredible. I’m so, so grateful.

Maria Ross  54:12

And thank you, everyone, for listening to another episode of The Empathy Edge Podcast. If you like what you heard, you know what to do. Please rate, review, and share it with a friend or a colleague, and until next time, please remember that cash flow, creativity, and compassion are not mutually exclusive. Take care, and be kind. For more on how to achieve radical success through empathy, visit The Empathy edge.com There you can listen to past episodes, access show notes and free resources. Book me for a keynote or workshop, and sign up for our email list to get new episodes, insights, news, and events. Please follow me on Instagram at Red Slice Maria. Never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Robert Coleman, Ph.D: Only 14% Get Empathy Training — and It’s Costing You Everything

The data proving empathy is smart business has always been there, it’s all we talk about here – but now it’s bigger, broader, and more impossible to ignore than ever. Dr. Robert Coleman is Director of Research and Thought Leadership at Dale Carnegie and Associates, where he leads ongoing research into the issues facing leaders, employees, and organizations worldwide. He comes bearing serious receipts in the form of Dale Carnegie’s white paper, The Power of Empathy: A Key Soft Skill for the Future of Work. Now in its third consecutive year of global research with roughly 4,000 respondents. This isn’t a one-off survey. This is an ongoing comparative study that is building an airtight case for empathy as a core business strategy.

Robert walks us through what the data actually shows –  and it is compelling. Employees in high-empathy workplaces dramatically outperform those in low-empathy ones on retention, satisfaction, and goal achievement. Teams in high-empathy organizations are significantly more likely to meet and exceed their targets. And here’s the stat that stopped me cold: only 14% of employees say they’ve received training specifically focused on empathy, despite its proven link to performance and retention. Not because employees don’t want it, they are craving it. It’s the interpersonal skills they know matter most. And yet companies continue to underinvest. We dive deep into the data together and then pull back out to make sense of what it means for your organization and why you need to pay attention right now.

To access the episode transcript, please scroll down below.

Listen in for…

  • How one interaction can shape someone’s view of your organization.
  • Why roll fit should be addressed from the front end, and not assumed to be fixed later.
  • Statistics around empathy as a retention and job satisfaction driver.
  • Why accountability is important for engagement at all levels.

“Without empathy, emotional intelligence loses its effectiveness, because empathy makes it actionable. It’s how people experience it, and it is that action piece that transforms emotional awareness into those meaningful leadership outcomes that people are looking for.” —  Robert Coleman, Ph.D

About Robert Coleman, Ph.D., Director of Research and Thought Leadership, Dale Carnegie

Robert A. Coleman, Ph.D., is the director of research and thought leadership for Dale Carnegie and Associates, where he is responsible for ongoing research into current issues facing leaders, employees, and organizations worldwide.

Connect with Robert:

Dale Carnegie & Associates: dalecarnegie.com 

LinkedIn: linkedin.com/in/robertcoleman5 

Dale Carnegie White Paper: The Power of Empathy: A Key Soft Skill for the Future of Work: https://www.dalecarnegie.com/en/state-of-organizational-health

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

Take the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross 

Welcome to the empathy edge podcast, the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host, Maria Ross, I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business. The data proving empathy is smart. Business has always been there. It’s all we talk about around here, but now it’s bigger, broader and more impossible to ignore than ever. My guest today is Dr Robert Coleman, Director of Research and thought leadership at Dale Carnegie and Associates, where he leads ongoing research into the issues facing leaders, employees and organizations worldwide. He comes bearing serious receipts in the form of Dale Carnegie’s white paper, the power of empathy, a key soft skill for the future of work. Now in its third consecutive year of global research with roughly 4000 respondents. This isn’t a one off survey. This is an ongoing comparative study that’s building an airtight case for empathy as a core business strategy. Today, Robert walks us through what the data actually shows, and it’s pretty compelling. Employees in high empathy workplaces dramatically outperform those in low empathy ones on retention, satisfaction and goal achievement. Teams in high empathy organizations are significantly more likely to meet and exceed their targets. And here’s the stat that stopped me cold, only 14% of employees say they’ve received training specifically focused on empathy, despite its proven link to performance and retention, not because employees don’t want it. They’re craving it. It’s the interpersonal skills they know matter most. And yet, companies continue to under invest to miss the opportunity. We dive deep into the data together and then pull back out to make sense of what it means for your organization and why you need to pay attention right now, if you’ve ever needed hard data to make the case for empathy in your organization, consider this your latest refresh of ammunition. Take a listen. Welcome Robert Coleman to the empathy edge podcast. I am so excited to talk data and ROI with you around empathy. You are, as we heard in the bio that we and the intro, you are the Director of Research and thought leadership at Dale Carnegie. So tell us a little bit about your passion for this work of researching what makes leaders and organizations Great?

Dr. Robert Coleman  03:02

Yeah, I think it’s probably even broader than that. It’s just an it’s an interest in behaviors and actions and the psychology behind why people do what they do. So, I mean, I can get just as involved in this, if I’m people watching sitting someplace, as diving into the data, you know, behind specific, you know, topics, workplace topics. And it’s just something that, you know, we all have feelings, we all have visions, and we all have experiences of workplaces past, present and future. And it’s one of those things when we can along with emotion. Emotion certainly plays part of it. But when you can put the data alongside that, and you can either confirm or draw, you know, insight you didn’t realize before, or actually change your whole perspective about, you know, maybe what you have thought you were witnessing or what you see, but it’s something completely different that comes behind it. So I love that, that whole idea of discovery,

Maria Ross  03:55

yeah,

Dr. Robert Coleman  03:56

that just comes from high quality data analysis.

Maria Ross  03:58

I love that. And, you know, that’s where I started with this empathy work was just trying to convince the skeptics that there was a business case for empathy at work, even though we know, as human beings, we thrive in environments where we’re seen, heard and valued. But for some people, they just need the data to understand how it’s actually going to benefit them and benefit their bottom line. And even if they’re embracing it for selfish reasons, it still benefits everybody. So, you know, the rising tide lifts all boats, as they say.

Dr. Robert Coleman  04:26

It’s interesting, because we can have that conversation. You could say exactly what you just said right there in a personal conversation with probably most of leaders out there, and everybody would agree with you. But then when you transfer that to the business sense, and once you walk in the door or through the gate. It’s almost like it, you know, I think something like 37% of leaders don’t think it has a place in the workplace, 100%

Maria Ross  04:47

Yeah.

Dr. Robert Coleman  04:47

But you could take a lot of those people and they would say, yeah, absolutely, in our personal lives they should. And there’s a disconnect. And you know what that goes back to? I mean, we can, that’s probably a whole nother podcast. You. Know, it’s just something I think that’s not taught either in

Maria Ross  05:02

right?

Dr. Robert Coleman  05:02

I don’t think business schools traditionally teach that either as being a, you know, an underlying foundation,

Maria Ross  05:08

yeah. I mean, they’re starting to, which is great. I know I’ve guest lectured at some organizations, some universities and colleges that are actually creating management courses around leading with heart, leading with humanity, leading with empathy. I’m like, Yay, finally, but yeah, you’re absolutely right. And for me, and this is what I’ll be eager to hear about the data and your analysis of it, but for a lot of the work that I do, it’s about people just misunderstanding what we mean by empathy, right? And I always make this joke when I present that to skeptical leaders, that it doesn’t mean you have to be crying on the floor with your employees, like that’s not what we’re talking about. So let’s get to it. Let’s get to the study that Carnegie ran, I believe, in May 2025, how was the study conducted?

Dr. Robert Coleman  05:50

So it’s a global study. We run it, you know, every year, and finally, I’ve been here, I’m going on little over two years, and so it was a development to get to that point. But right now, we have this global study across a number of workplace topics, and one being empathy, that will run each year, which also allows to get trend data. But it’s we run all, you know, all the regions, there’s close to 4000 respondents each year. So we’re going on now something after this being the third year, you know, around 11,000 12,000 respondents in this year over year, not year of year, but, you know, cumulative, so right, running about 4000 a year. And it really, you know, it’s across it includes leaders, includes managers, individual contributors, the front line. It, you know, it’s obviously across genders, it’s company sizes, across age groups. And it also is by work location as well. You know, whether on site hybrid or, you know, we’re able to parse that out and fully remote. And so many other, you know, there’s, there’s so much more behind it as well. But this is something that we’re now in the third year of of running where, you know, we put an annual report out this think January on the state of organizational health, and empathy was one of those key topics in that. And it it’s a big report, but it’s report filled with data. It’s not a hard read. You can look through it and get that information right for your region or your you know or globally, and use that as a benchmark and just kind of see where everything is. And empathy plays a big role in that is a foundational element.

Maria Ross  07:24

I love that

Dr. Robert Coleman  07:25

that’s the you know, each what we’re running each year, and we’re adding countries as we go and but it’s a representative sample.

Maria Ross  07:33

Great, great. So one of the findings that you found was that empathy is a strategic capability, which, amen, I’ve been saying that for years, and it’s also a central pillar of emotional intelligence. It underpins resilience, collaboration, trust, all those things. Can you tell us a little bit about what the report revealed about that, and how is empathy the underpinning of that?

Dr. Robert Coleman  07:54

Well, you know, empathy is one of the, you know, one of the pillars of emotional intelligence, and as I mentioned in the report, but you know, what makes it so, you know, I guess, so impactful is, you know, when you think about, I’ll back up a minute. You know, where emotional intelligence would be, things like that include self awareness, self regulation, motivation, social skills. And, you know, at the heart of that, you know, empathy. And I guess, what does make that so impactful when you consider all the other things that emotional intelligence entails is that without empathy, you know, emotional intelligence really loses its effectiveness, because empathy is what makes it really actionable. It kind of, you know, it’s how people experience it, and it really is that action piece that really transforms, you know, I’d say really transforms emotional awareness into those meaningful leadership outcomes that people are looking for. So, you know, it just, it brings it to life. I think it’s that component that brings that emotional intelligence to

Maria Ross  08:53

life. Yeah, yeah, absolutely. Another great finding that I noted was that, and we’ve seen other reports on this about employees experiencing their organization through their direct leaders, their direct managers. But that experience creates a brand perception, if you will, of the organization as a whole. So can you talk a little bit about that, about how, how that demonstrates, you know, the experiences someone’s having with one person, one leader, one manager in their organization, can color their whole perception and experience of of the company at large.

Dr. Robert Coleman  09:29

Yeah, it’s interesting, because you know that leader, even at that local level, you know, no matter how large or small your company is, that that one interaction can shape the entire view of how your company is. You know what your company’s up and at an empathetic company, whether it’s part of your culture, whether you don’t value it or not. So it what? What’s interesting about that is, like you said, you can have one misaligned leader, and you can strategize. You could put empathy on paper. You could write down all these things that you want to do, and you can put. Posted on your bulletin board, but you could have that one misaligned leader that changes, you know, obviously, we know there’s micro cultures within, you know, the macro cultures, but

Maria Ross  10:09

Right?

Dr. Robert Coleman  10:09

But it really has an impact on, and this is the piece that’s really important, is it’s not just being with empathy, not just being a feel good, you know. Topic is that really has an impact on retention, job satisfaction, employee engagement, ultimately, innovation. How much am I engaging with this company, or am I just here? So anybody with direct reports or, and I’ll even take this further, you know, you think of a team, a group of people that my family’s all blue collar, from blue collar, you know, signs and, you know, we’re never in the leadership space, and we’re always, you know, the doing the work, I guess, the ones being led, right? The individual contributors,

Maria Ross  10:49

yeah,

Dr. Robert Coleman  10:50

but there’s leaders among them as well. When everybody, when nobody else is around, and you need have a question, Who are you going to in that group? And that person is a leader as well. So I think, as you know, we’ll just back up and kind of bring this all back together. Is that one interaction, that person who is looked up to, whether it’s positional leadership or just, you know, somebody that’s in a position where people look up to them, and if that interaction isn’t, I guess if it’s less than desirable, we’ll put it that way. If that empathy is not there, or they get a sense that, you know, you don’t care, or my opinions just don’t matter, all of a sudden, that’s a proxy for the entire organization. Well, it must not be something that we care about as a company, and that even you mentioned brand. You know, that even goes further, because now the customers are feeling that eventually, too,

Maria Ross  11:47

yeah,

Dr. Robert Coleman  11:47

well, it’s just

Maria Ross  11:48

like, you know, I used to do brand strategy work for many years. And it’s, it’s, you know, one negative experience with one customer service rep can kill your reputation in a second. And the same holds true internally, you know. And I wanted to just read this stat from the report. If people can view their leaders as empathetic, they can view the organization as sort of having their back and a place they want to be like, just to put it in layman’s terms, right? Yet, just 27% strongly agree their leader cares about them as a person, and only 21% feel their leader cares about how life outside work affects their role, creating a leadership empathy gap. So it’s like, yes, it’s important. Yes, it’s going to shape the experience. Yes, the organization at large, like you said, might have the pretty posters on the wall and the really nicely crafted mission and vision statement, but if that day to day experience with that manager, and this is where I get to in terms of toxic rock stars within an organization. If you’re not willing to have the conversation to either upskill that leader or let them go, you’re doing damage to so many more people. It’s a ripple effect within the organization.

Dr. Robert Coleman  12:57

Yeah, absolutely. And you’re talking somewhat about role fit as well, right? And that’s something that I don’t think that’s addressed. Is enough in the front end. I think we expect training, and we expect things later to overcome these things. And that one toxic leader, yes, it might be fine in the age of a speed the other thing I wanted to mention, in the age of speed and efficiency, are we empowering or giving, you know, we talk about leaders, and we want to be clear, we’re really talking about everybody from the C suite through managers and supervisors and people you know that are, you know, closer, much closer to the front lines? Are we giving them the ability to they have the time, and do they have the power to just stop for a minute and pause and maybe treat somebody or enter a situation with empathy, instead of speed and efficiency in a production. So that, I think that’s the disconnect, and I think that’s where that’s where it gets it can go from a great idea to something you really want to do to maybe losing out on the action side, just because we might talk about it in something great, but at the bottom line, if we’re still measuring output all day, is our primary board,

Maria Ross  14:09

absolutely. And it’s expensive to replace workers. I mean, again, maybe there’s some workers you do want to replace, I don’t know, but it’s expensive to replace and hire and get people up to speed. And you know, when you lose that momentum continuously, you can never compete well in the market. And so I’d love if you can share some of the statistics around statistics around empathy as a powerful retention and job satisfaction driver, what happens in low empathy workplaces, and what did you find in the high empathy workplaces?

Dr. Robert Coleman  14:40

So, so in those in those companies that were more hot high had high empathy cultures were perceived as high empathy cultures, because that’s what we’re talking about people, right? See them being high empathy cultures, 60, I think 67% reported a high intent to stay with that company, whereas those in compared to those in low empathy cultures. Perceived low empathy cultures only was only 4.7%

Maria Ross  15:03

Wow.

Dr. Robert Coleman  15:03

So basically, that means that those in higher high empathy cultures reported almost a 14x you know, times greater intent to stay than those in low empathy cultures. And you know, what’s interesting about that is those numbers, you could talk about it the other way, those in low empathy cultures, those numbers just flipped right. Yeah. People,

Maria Ross  15:24

yeah. I think it was 64.1% of employees in low empathy cultures reported an intent to stay or a low intent to stay.

Dr. Robert Coleman  15:34

Low intent, yeah, you have it right there. Great,

Maria Ross  15:37

yeah, yeah.

Dr. Robert Coleman  15:38

So you know that that’s huge. And when you consider, you know, take sherm’s numbers to 50 to 200% of replacing somebody, you know, the cost of replacing somebody, yeah, you know. And those are, those are people with the intent, you know, high intent, low intent, to stay. But you just mentioned a few minutes ago about, well, maybe, you know, we should consider, or some should consider getting rid of, maybe some of those leaders that don’t fit, but what happens about the employees that are choosing to leave as well? I mean, that’s certainly part equation, and not because maybe they’re not, they don’t have high empathy or low empathy themselves, but because they’re not treated with low so it’s not just a one person that one person can cost you so much that, I mean, that comes down. We always talk ROI, ROI, ROI about the numbers. So if you could just retain more of those employees, that’s a huge impact to the bottom line. And and those numbers that you’re talking about are not, they’re not overall turnover numbers or anything like that. Those that’s the specific, you know, in the model that was running, that’s the specific impact of empathy on turnover alone.

Maria Ross  16:45

Yeah, it’s

Dr. Robert Coleman  16:47

huge.

Maria Ross  16:47

It’s huge. So I want to talk about one of my favorite topics, because that’s what my second empathy book was about. Was balancing empathy with accountability and performance, right? So empathy without accountability is a daycare. Accountability without empathy is a prison camp, right? So, so tell me about the numbers behind that. You found that proved that when empathy, while empathy improves trust and engagement, that it’s more effective when it’s paired with clear expectations and accountability.

Dr. Robert Coleman  17:20

Yeah, the accountability in our study was, again, I’m going to think back to this when I think there was something like 32% but was that right? So strongly agreed that there was accountability in their organization, which is low on its own. I mean, you just take accountability on its own, right, right? But you know, when you, when you pair that, would that be, let’s, let’s take a company that says, All right, we’re focused on accountability. Now, we’re, we’re, we’re an accountability, you know, organization, well, well, that’s great, except for the fact that you really can become very coarse, very directive. You’re always, you know, you’re always giving directions. You’re not allowing people to, you know, I guess, share ideas and those kind of things. So if you I don’t, I would say the accountability side. I think more most companies just lean that direction already. And you might have found that, in your book, accountability is pretty easy to do because it’s easy to micromanage. That’s a default, right? It’s easy to give direct

Maria Ross  18:18

Yeah,

Maria Ross  18:18

it works for the short term, but not for the long term. Yeah,

Dr. Robert Coleman  18:21

right, right. But that’s where I think most companies have, have anchored traditionally, is in that accountability phase, which is why empathy has such a hard time trying to get break in. Because, yeah, used to doing that, those two together, but, you know, the empathy side of it, if you have that alone, like you said, you mentioned, I think your daycare, that’s, I mean, it’s a great, great phrase, because it is, it becomes, maybe it’s a fun place to work for a while, and everybody feel good. Yeah, you’re listening and sharing stories all day long, but, but nothing gets done and without the accountability. You know, it might sound great to work in a company full of empathy, but there’s no purpose right there either.

Maria Ross  19:01

Well, and, yeah, and my work is all about that those two things can coexist. They’re not polar opposites, right? The idea of holding someone accountable with empathy by, you know, seeing what they need. How can you support them? How can you get them to the level you need them to be, versus lowering the bar for them, right? What do they need? What’s going on for them? What skills are they missing? What, you know, maybe it’s a, maybe it’s a neurodivergence issue, like, maybe it’s a, it’s a, you know, overwhelm or stress issue, whatever it is, it’s solving for that with the ultimate goal of getting the person to perform and thrive. Not just like you said, not just feel good.

Dr. Robert Coleman  19:42

No, it’s the need to you have to perform. You have to perform. But alongside with that, you need that humanity piece as well. And that’s, that’s the balance of both sides.

Maria Ross  19:54

Yeah,

Dr. Robert Coleman  19:54

I would say, if you could ask organizations, that would probably obviously, you know, or accountability is the. Way we want to go, because we can drive bigger numbers,

Maria Ross  20:02

right

Dr. Robert Coleman  20:02

But if you look at the other side of that equation with, you know, the the interpersonal skills in the, you know, the workforce, that’s where the empathy plays. Empathy plays a huge role with that. So there’s a balance between the two where they need to meet in the middle, and one that’s out of balance will definitely be felt by your workforce,

Maria Ross  20:19

for sure. And nobody said that accountability has to be punitive, like we always look at accountability as like a bad thing, like someone’s in trouble, right? Accountability just means I know my role, and I know what I’m here to contribute, and I’m going to honor that, I’m going to commit to, that I’m going to I’m going to take responsibility and ownership for that. It doesn’t have to mean I’m in trouble or I broke the rules, or, you know, again, I’m being punished for something, and I don’t know where in our culture, we started equating, you know, hold someone accountable with punish them. It’s simply just clarity of expectations and roles and outcomes. Well,

Dr. Robert Coleman  20:55

what’s interesting about that is not in it’s not in that white paper or anything, but our it’s just part of the data we collect. And one thing that popped into mind as you were mentioning that was even leaders. When you ask, I have a clear understanding of my role in the organization, it’s a low number of even leaders, where so many people are unsure about their about their their role. And when you think about that, when it comes to being accountable, if I’m not sure, especially in the leadership position, if I’m not sure about what it actually is I’m supposed to be doing, maybe no fault of mine, but maybe the communication is not great. Maybe telephone game has got to me and I don’t know what’s going on, or it’s contradicts something I was told three days ago, if I’m not really sure, a lot of them will disengage themselves. So So that leads to leader disengagement, because who wants it should be it shouldn’t be an issue. But let’s be honest, who wants to be the leader in the C suite, or wherever on the C level that walks into the meeting says, Look, I’ve been working. I’ve been here eight months. I don’t know what we’re doing, right? So right comes silent,

Maria Ross  22:03

yeah,

Dr. Robert Coleman  22:03

and it just, it trickles down. So it’s hard to be accountable for things. Yeah, it’s almost like that you think about quiet quitting, or I would think of it more of this stage of like, just that quietly disengaging, but yeah,

Maria Ross  22:16

yeah,

Dr. Robert Coleman  22:16

which is also a cost at that point, right?

Maria Ross  22:18

right

Dr. Robert Coleman  22:19

But without being accountable. You know, two sides of that, it’s hard to be accountable for something you don’t truly understand what it’s supposed to be. And I’m not even, yeah, I’m not sure what accountability looks like if I don’t understand the clear goals of our company.

Maria Ross  22:34

Yeah,

Dr. Robert Coleman  22:34

and I could understand those better if I had a culture of empathy, where I was able to come out and have that conversation without fear of whatever, because I’m part of the conversation, and yeah, we care about others,

Maria Ross  22:47

amen. I mean, clarity is one of my five pillars of being an effective and empathetic leader, and it’s because of exactly what you said. You can’t hold someone accountable to an expectation you haven’t clearly set, and that’s no one’s fault, but it’s, it’s sort of like getting in the car and telling someone to drive, but not telling them where you want them to drive to. So it’s like, yeah, I can drive, I can drive you around town. I could drive you to, you know, to Texas and back. I could drive you to the store. But where, where are we going, right? And, and I love the point you made about who wants to be the person that’s going to say, you know, and you have to be really brave to say, Do we even know where our car is going right now? And it’s those leaders that actually, you know, ask the question and get the clarity, and everyone else is like, thank you.

Dr. Robert Coleman  23:39

Yeah,

Maria Ross  23:39

and that’s

Dr. Robert Coleman  23:40

For sure there are others that feel that way,

Maria Ross  23:42

right and then that and that. The reason I call that empathy, it’s because you’re taking somebody out of fear and anxiety into movement that is empathetic to do that for somebody, it’s not empathetic to keep someone in limbo or in fear or in I don’t know what’s happening next. I don’t I don’t even know which next right step to take that doesn’t feel good to anyone. So I love that you brought that up. Okay? I wanted to talk about, you know, again, the macro, what this whole show is about, what all my work is about, is that empathy improves team outcomes and business results. And you had a finding that said, each incremental increase in perceived organizational empathy makes teams 11% more likely to meet goals and 21% more likely to exceed them. How did you measure that?

Dr. Robert Coleman  24:33

It’s so so we obviously collect team team data on that as well, and then we you go into the statistics behind all that, not to get all nerdy and everything, but, but you can run some, you know, binomial lend, the logistic regressions, and just depends how you break the data out. There’s so many ways that you could do that. So it really comes down to, you know, running, running that stuff behind the scenes, between those groups, and breaking those groups out, and then seeing where they compare in how they. How they reported achieving their goals over the past year.

Maria Ross  25:04

Could you share how you asked those questions? What were the questions you asked to get to that

Dr. Robert Coleman  25:10

so, so the team goals portion, that the team portion, was one, you know, obviously they work as part of a team, or they’re, they’re, you know, they don’t answer those. So if they work as part of a team is, you know what, what types of things you know whether they, their team, exceeded, met failed goals. I’m just going to do this as kind of a broad overview, you know, also had them added some qualitative, you know, collection behind that of, okay, well, if, if you’ve exceeded your goals, you know what, what were the bet, biggest things that helped you achieve those goals, and if you failed, what were the biggest hurdles, or the things that were in your way? So trying to get a broad understanding, but I say broad with many questions around it, but, but then a deeper understanding of that as well. And then, of course, if you go back to the data side mentioned in the introduction, it’s we collect so many different levels of data, we’re able to parse that out, you know, in many ways.

Maria Ross  26:07

and so was it the delta between the groups that claimed, and I don’t know how they self assessed whether their organization or their leader was empathetic or wasn’t, but was that where the percentages came from? Was mapping that those answers to, were they part of the empathetic leader group or the non empathetic leader group? Is that how that happened?

Dr. Robert Coleman  26:26

Yeah, that’s another, another layer of that as well. Right? Of those that were working either in the one the cultures of low empathy, because there’s different aspects of culture that we have empathy in the culture where we collect as well and are able, you know that that empathy topic has several dimensions under it.

Dr. Robert Coleman  26:42

You know, there’s a personal empathy side. There’s an organizational culture, you know, the perceived empathy of the organization. So then it’s breaking that out as well with that data. So you can, you know, parse that out in a way that, you know, very insightful. I’ll be honest with you. I mean, we could assume, okay, people in high empathy environments more likely to meet their goals, but, but when you see those numbers, maybe the differences, yeah, there’s a big gap. I mean, 21% and I think what was the other one for 14%

Maria Ross  27:14

it was 21% versus 11%, oh I’m sorry

Dr. Robert Coleman  27:17

okay,

Maria Ross  27:17

no empathy makes teams 11% more likely to meet goals and 21% more likely to exceed them. So take that. When you take that together, that’s what 32% are meeting or exceeding. Yeah,

Dr. Robert Coleman  27:29

yeah, yeah, absolutely. I would look at it this way though. We you know, you either failed to meet goals as a team, you met goals, or you exceeded goals. The expectation is that you’re going to meet goals. So I wouldn’t even look at that as a big win, like we met goals great, because you’re expected to do that. Yes, it’s a win.

Maria Ross  27:47

Yeah,

Dr. Robert Coleman  27:48

right, but, but we’re expected to do that,

Maria Ross  27:51

right?

Dr. Robert Coleman  27:51

But you look at those numbers, and it was 11 and 21 11% more likely for every increase in empathy, and 11% more likely to meet goals, and 21% more likely to exceed goals. And it might not be intuitive. It doesn’t. It seems kind of counterintuitive, intuitive when you look at those numbers, because you would think, well, wouldn’t it be higher to meet them first and then fall off? But what those numbers show is when empathy increases by a point, it has a huge impact on the on exceeding goals, on the those people that want to achieve, who want to feel part of something. And that’s why that middle number is lower than the higher number. It’s not that we skipped over it in the analysis or anything and we got them backwards. It’s that when you increase empathy by a point, it has a big impact on how people show up and come to work. So it went from we failed goals. It can take you from failing goals to exceeding goals, and you might skip right through the Met. Yeah. So those that nuance behind those numbers was something I think was a part of the white paper. I think it was in there, but, yeah, it’d be hard to ask.

Maria Ross  29:00

I’m curious if you can share how you got them to measure what a point improvement in empathy looks like.

Dr. Robert Coleman  29:07

Well, the point in empathy is, you know, whatever the scale we use to measure it.

Maria Ross  29:12

Ah, okay,

Dr. Robert Coleman  29:12

right. So if you’re using whatever scale you’re using for every increase, so I’ll just take a simple example. Yeah, you’re using a scale of one to seven of low to high, one to seven or one to 10. Let’s just say one to 10.

Maria Ross  29:25

Oh, the people between five and six, that was even just that one, if you were Yeah. So if you went from fives versus sixes,

Dr. Robert Coleman  29:33

right?

Maria Ross  29:34

Okay, got it,

Dr. Robert Coleman  29:35

yep, if you could get somebody to go from, you know, mildly to, you know, just that next one, yeah, that one point in measurement increase that resulted in that 21%

Maria Ross  29:47

it’s pretty telling. I mean, it’s pretty telling, all right, I need to ask you, before we run out of time, I need to ask you about the one that basically justifies my existence, which is empathy in training. Meaning, right? So empathy is underdeveloped despite its impact. First of all, do you have a theory on why, or was that actually not part of the What’s your theory on why? Why is it underdeveloped?

Dr. Robert Coleman  30:11

Of why it’s underdeveloped because it’s not seen. I mean, I met when, I’ll go back earlier, 37% of leaders don’t think it has a place in the workplace. And if you don’t think it has, if you don’t think it has a place, or you don’t see it as important, you’re not going to invest in it.

Maria Ross  30:23

No, exactly,

Dr. Robert Coleman  30:25

not going to get trained.

Maria Ross  30:25

So I want, I want to just talk about these numbers. Only 22% of employees report receiving emotional intelligence training in the past three years. Just 14% say they have received training specifically focused on empathy, despite its proven link to performance and retention. So there’s a huge opportunity here that organizations are missing to catalyze results. And did you get the sense, I know, that some of this was quantitative and somewhat of it was qualitative, but did you get the sense that employees were craving it?

Dr. Robert Coleman  30:54

Yes, because you can look outside the empathy topic itself. You know, we actually have a scale. We create a scale to measure it in 12 other components underneath it. But if you look at the broader some of the some of the questions, I say, the broader survey, right? If you look at some of those questions elsewhere in the survey that speak to how people feel their managers treat them, and just all these other questions that speak to how empathy is perceived. They absolutely are craving it and those interpersonal skills. You know, nobody is really saying, I need more technical training.

Dr. Robert Coleman  31:30

They’re saying they they want, like, the technical trainings come it’s there, right? People are getting trained in tech, in technology and AI. And again, we’re back to that speed and efficiency. What they’re saying is these interpersonal skills matter. So if you want me to be effective in this into the future, I need this as well along the way. They have to be parallel in our training. So yeah, I absolutely get it. And it’s at all levels, one thing, and this is just a theory that, you know, we’re going to be looking into this as I look at data into the future, and need to collect more on this and see this more longer term. But I mentioned earlier, we collect across also on site workers, hybrid workers and remote workers. And one thing we’ve seen in a number of categories over the past few years is that hybrid and remote gains from year to year, their percentage point gains in the, you know, percent favorable. You know, things are getting better for hybrid remote workers. They’ve been going up at a rate in many of the, you know, the workplace topics that exceed those on site. So you could look at that a few different ways, and I hope that makes sense is, you know, their gains. They’re seeing bigger gains than those that are working. You know

Maria Ross  32:43

Can youtalk, can you give us an example of what those gains are like? What areas are you talking about?

Dr. Robert Coleman  32:48

Yeah, let’s just say that communication effectiveness. They might have seen a three or four point gain from last year in a hybrid environment, where on site might have experienced a negative drop, and how they are view viewing, communication, effectiveness. Now I don’t know about those real numbers, but that’s

Maria Ross  33:03

right, right, right. Okay,

Dr. Robert Coleman  33:06

so I say that to say this, what’s interesting about that is you could look at that in a few different ways, and this is where I don’t know this is something I’m really we’re going to have to be looking at over the next few years. But are those who are now in hybrid or remote situations? Is it that that hybrid and remote situation is that much better for them, or is it that they are able to get away or disconnect from the things that work, that they don’t necessarily, you know, maybe the lack of empathy, right, right? They can get away from that. So are they’re happier now, and they’re they’re reporting more positive gains. That’s something I don’t, I can’t speak to right kind of that at the moment, but it’s something we’re looking at because, you know, if you can just get away from it, if it’s, you know, if we’re not gonna, if we’re not gonna make it part of our culture, let me just step away from a little bit, then you would see that bump. So,

Maria Ross  33:58

yeah,

Dr. Robert Coleman  33:59

it’s not just related to empathy, but, you know,

Maria Ross  34:01

lots of other things.

Dr. Robert Coleman  34:02

Yeah, anything,

Maria Ross  34:03

yeah. Well, I think the integration of work life in those environments for some people is such a huge gain for them that they’re like, Yeah, I can completely outperform when I’m working in a remote or hybrid environment. So, so interesting. We will look for more coming down the road. But the report is called the power of empathy, a key soft skill for the future of work from Dale Carnegie and Robert. Thank you so much for your time and your insights. Today, we will have all the links in the show notes, including the link to the report. But for anyone on the go, where’s the best place they can find out more about the work you’re doing at Dale Carnegie,

Dr. Robert Coleman  34:36

yeah, I think they can find that in many other, many other papers and resources at Dale carnegie.com

Maria Ross  34:42

Great.

Dr. Robert Coleman  34:43

Yeah.

Maria Ross  34:44

All right, perfect. Well, thanks for your time today.

Dr. Robert Coleman  34:47

Well, I appreciate it. Thank you so much, Maria,

Maria Ross  34:49 and thank you everyone for listening to another episode of the empathy edge podcast. If you like what you heard, you know what to do. Please rate, review and share it with a friend or a colleague, and until next. Please remember that cash flow, creativity and compassion are not mutually exclusive. Take care and be kind. For more on how to achieve radical success through empathy. Visit the empathy edge calm. There. You can listen to past episodes, access show notes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes, insights, news and events. Please follow me on Instagram at Red slice Maria, never forget, empathy is your superpower. Use it to make your work and the world a better place.

Cash flow, creativity, and compassion are not mutually exclusive™

Mitch Shepard: Unfiltered! The Leadership Gender “Rules” That Hurt EVERYONE

What if the biggest thing holding leaders back isn’t a lack of ambition or skilL but outdated operating systems we’ve never questioned?

Mitch Shepard lives at the intersection of truth-telling, leadership, and systems change. She’s an Applied Behavioral Scientist, Chief Truth Teller, and CEO of HUMiN, Inc., and a trusted advisor to leaders at some of the world’s most influential companies.

In this unfiltered conversation, the throughline is clear: we must all embrace authentic leadership, equity, and courage to be fully human at work and in life.

This is a bold, honest, and expansive conversation about legacy. How leaders can do truly great work by creating equity, telling the truth, and inviting men and women alike to bring all of who they are so we can solve hard problems together.

To access the episode transcript, please scroll down below.

Listen in for…

  • How leaders can  stop performing and start telling the truth
  • Why can’t we keep focusing on “fixing the women” and instead must confront the systems we operate within
  • The tension and power between masculine and feminine leadership, and why embracing both makes leaders stronger
  • How societal expectations shape what we teach young men and women about success, and how we can model something healthier for our kids
  • How to sell your strengths better when they defy outdated norms
  • How to honor people for who they are, not who the system rewards them for pretending to be

“If you observe environments, it turns out men really are more likely to have the masculine traits in excess or higher quantities, women are more likely to have feminine ones. But this is where the narrative has to shift. None of us are off the hook on learning ALL the skills.” —  Mitch Shepard

Episode References: 

The Empathy Edge: 

About Mitch Shepard: Chief Truth Teller and CEO, HUMiN, Inc.

Mitch Shepard is an Applied Behavioral Scientist and trusted advisor to some of the world’s top leaders. She began her career leading wilderness expeditions through the rivers, canyons, and peaks of Utah and Colorado, guiding teams to achieve bold goals in unpredictable environments.

That foundation, combined with a formal education in Economics and Behavioral Science, prepared Mitch for two decades navigating the equally wild terrain of corporate America. She has since built three companies and coached hundreds of leaders across tech and biotech – from scrappy startups to the Fortune 500.

Mitch is known for her candor, warmth, truth-telling, and sharp strategic mind. She is also an author, mama, wife, sought-after speaker, cancer ass-kicker, social justice warrior—and passionate global citizen.

Mitch’s first book, Lessons From My Daughter, will explore the generational updating of our operating systems from one generation of women to the next. 

Connect with Mitch:  

HUMiN Inc: humininc.com 

LinkedIn: linkedin.com/in/mitchshepard 

Facebook: facebook.com/mitch.loomisshepard 

Instagram: instagram.com/mitchshepard 

Connect with Maria:

Get Maria’s books: Red-Slice.com/books

Hire Maria to speak: Red-Slice.com/Speaker-Maria-Ross

LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader 

LinkedIn: Maria Ross

Instagram: @redslicemaria

Facebook: Red Slice

FULL TRANSCRIPT:

Maria Ross  00:04

Welcome to the empathy edge podcast, the show that proves why cash flow, creativity and compassion are not mutually exclusive. I’m your host, Maria Ross, I’m a speaker, author, mom, facilitator and empathy advocate. And here you’ll meet trailblazing leaders and executives, authors and experts who embrace empathy to achieve radical success. We discuss all facets of empathy, from trends and research to the future of work to how to heal societal divisions and collaborate more effectively. Our goal is to redefine success and prove that empathy isn’t just good for society. It’s great for business. What if the biggest thing holding leaders back isn’t a lack of ambition or skill, but outdated operating systems we’ve never been taught to question my guest today, Mitch Sheppard, lives at the intersection of truth telling, leadership and systems change. She’s an Applied Behavioral Scientist, the chief truth teller and CEO of human Inc, and a trusted advisor to leaders at some of the world’s most influential companies, from scrappy startups to the fortune 500 mitch’s path to this work is anything but conventional. She began her career leading wilderness expeditions through the rivers canyons and peaks of Utah and Colorado, guiding teams to achieve bold goals in unpredictable environments. That foundation, paired with formal training in economics and behavioral science, prepared her for two decades of navigating the equally complex terrain of corporate leadership. Along the way, she’s built three companies, coached hundreds of executives across tech and biotech, and earned a reputation for her candor, warmth and fierce clarity. In 2018 Mitch and her husband sold everything, packed one backpack each, and traveled the world with their two young kids, a year long field trip that reshaped how they saw leadership, family and possibility that experience and Mitch is deeply meaningful. Relationship with her daughter planted the seeds for her forthcoming book, lessons from my daughter, which explores how we update our leadership operating systems from one generation of women to the next in this unfiltered conversation, we go many places, but the through line is clear, authentic leadership, equity and the courage to be fully human at work and in life. We talk about what authentic leadership really looks like when we stop performing and start telling the truth. We discuss why we can’t keep focusing on fixing the women and instead must confront the systems we operate within. Mitch shares how she coaches leaders, many of them white male executives, using empathy and how she decides when to be curious versus when to be fierce. We discuss the tension and power between masculine and feminine leadership, and why embracing both makes leaders stronger. We also have a talk about how societal expectations shape what we teach young men and women about success and how we can model something healthier for our kids. We’ll talk about how to sell your strengths better when they defy outdated norms. And finally, what it really takes to build spaces that honor people for who they are, not who the system rewards them for pretending to be. This was such a bold, honest and expansive conversation about legacy, how leaders can do truly great work by creating equity, telling the truth, and inviting men and women alike to bring all of who they are to the table so we can solve the hardest problems we face together. Enjoy this one. Take a listen. Welcome Mitch Shepard to the empathy edge podcast. Oh my gosh, I want to fan girl you for a little bit, because I have been following you, slash stalking you on LinkedIn for a while. And we were just talking about, I don’t even know how we were connected, and I think we connected the dots back and figured out how, but your work and your voice and your message on LinkedIn about everything from leadership to, you know, inequality for women to toxic masculinity, like we’re going to kind of go in a billion different directions today, and I love it. So welcome to the show.

Mitch Shepard  04:33

Thank you. I’m so happy to be here. And honestly, my favorite kind of podcast is where I have no idea where we’re going. I have no idea what you’re asking me, because it’s just so much more fun. I just showed up. I did go through my hair.

Maria Ross  04:46

Amazing.

Mitch Shepard  04:47

It was not a common

Maria Ross  04:49

I did not, which is why I’m wearing my did not wash my hair hat. Yeah,

Mitch Shepard  04:52

but I’m really happy to be here.

Maria Ross  04:54

I’m so happy to have you. Okay, so, you know, we heard your bio and your very, you know, impressive credentials and the work. Work that you do as a leadership coach, but tell us how you got to that work. Tell us a little bit about your story.

Mitch Shepard  05:06

Yeah, okay, it’s a long one, as is often the case, but I’m going to give you kind of some of the highlights that led me to where I’m at. So first, where am I? I’m in Seattle. I’ve been an executive coach and a consultant and a truth teller for years, I am a mom and a wife. I’ve got a 15 year old son, 19 now, 19 year old daughter who just went off to college. And now let me sort of back up so I got my start. I thought I was going to be an accountant. I went to UCSB, studied business, economics and accounting. I love a good problem. I love math, I love business. I love money. There’s a part of me that is all business right. On the side, I did this adventure programs as a volunteer, mostly because I wanted to go on these outrageously fun outdoor trips, and ended up just completely falling in love with that. So instead of going in being a CPA, I went and became an outward bound instructor for 10 years, and I led wilderness expeditions all over the country with all kinds of groups, from teenagers to corporate executives to people going through major life transitions. And I didn’t know the words diversity, equity, inclusion. I didn’t know the word coach, even besides off a court, I didn’t know there were people who had professional jobs, facilitating conversations, facilitating personal growth, coaching people to be the best version of themselves, right and when? But what kind of clued me in is that some of the courses I led, one in particular was called dclf, Denver Community Leadership Forum. I don’t know if it still exists, but part of this two year program was that they would bring leaders from all over the Denver metropolitan area, from nonprofit, government, public, private, educational institutions, to solve Denver’s like, toughest problems. And that was that was a moment of like, wow, this is powerful stuff, because so we would take these leaders out into the mountains, where most of them are pretty uncomfortable, and we would watch the way that they built trust, connection, empathy, right? Just the bonds that they would build would then accelerate their problem solving abilities, right? And I just fell in love with that model, with that model of deep humanity, fear, discomfort, big problems that are hard to solve, that the outdoors was like a really nice level playing field.

Maria Ross  07:31

Yeah.

Mitch Shepard  07:31

So anyway, spent a decade doing that. Then was like, wow, I’d really like to have a permanent address in a family of my own, and not, you know, throw everything in my car and move every four months, and so I settled down in Seattle for grad school and never left. Met my husband, got a master’s in behavioral science and jumped from the outdoor facilitating coaching space

Maria Ross  07:53

to the boardroom

Mitch Shepard  07:54

over into the like, you know, from the great outdoors to the great indoors and but never lost my sense of adventure. So after about 15 years of that, you know, building that business from scratch and hiring different consultants and growing it, when Brad and I first met, we had this dream of traveling the world like before we even had kids, before we were even engaged, one of the things that really bonded us was, wouldn’t it be great if? And it was, we call it dream day, even to this point, to this day, and we talked about, wouldn’t it be great if we could take our kids around the world someday, if we could expose them to other cultures? Like we both deeply believe that wherever you go, people are people,

Maria Ross  08:37

right?

Mitch Shepard  08:38

And we both deeply believe that there’s just the best way to learn is by just falling in love with people all over the

Maria Ross  08:44

world, and it’s the best way to learn empathy as well. Is, oh my exposed to different people and different lifestyles. Yeah,

Mitch Shepard  08:52

so much. And so we did that trip. We did that trip, thankfully, right before covid. We left in summer of, June 2018 got back June 2019

Maria Ross  09:01

oh, my god, 24

Mitch Shepard  09:02

countries, six continents, the most incredible life enriching experience. And we didn’t stick to just like the safe and easy places, right? Like, well, all the places were safe. But, you know, we were trekking in Nepal, we were volunteering in Rwanda. We were in some pretty off the beaten track places around the world, and having spent the prior 15 years in corporate spaces where people really, you know, international companies with a lot of melding cultures in one place, like I’d coached Israelis, I’d coached people from India, China, Japan, Australia, Prague, France, right now we’re in these places, and I’m learning their cultures and customs, and I have this moment where I think, wow, how much of these people that work in the US like, how much they have to like shut off parts of themselves to be. Successful here, and how painful that must be, because when you’re in their world like you’re the one adapting, and I find that beautiful. I love to learn, and I love to adapt, and I love to be curious about that. But so when I came back, I just had a passion even deeper than the well of passion I left with, to build spaces that truly honored and valued what people bring to the table, and some of that is the cultural stuff, right? Like, one of the teams I worked with at Amazon years ago was a website, Application Platform team, and you know, they have to build different versions of their website and different look and feel and different cultural standards like all over the globe to be successful. And so this room I was in was filled with people from every country you can imagine, and leading them through these exercises where they were able to share the ways in which their culture informs the business decisions.

Maria Ross  10:58

Yep,

Mitch Shepard  10:58

was just amazing. So anyway, that’s kind of what I do. Then, long story short, I got cancer shortly after covid. And I don’t know how else to say it, except that it just eviscerated my filter. It did. I don’t know what happened. Part of it might be the estrogen drop, like when you go through chemo, truly. I mean, there’s science to this, like, estrogen is the thing that makes us nice,

Maria Ross  11:21

yeah.

Mitch Shepard  11:22

And like, chemo just shut my estrogen down, and suddenly I could, I had, like this sub zero tolerance for bullshit, and I started, and I’m a writer, right? Yeah. So I’m a writer. I write. And so through cancer, I just wrote so honestly about my experiences. I have a blog on medium where I just wrote about this journey of just becoming more of who I was, and that’s how you found me on LinkedIn, because I never used to post things like that. If you look back at LinkedIn, I mean, it’s probably been maybe 18 months that I’ve actually been honest and said what’s real, and decided to put honesty and transparency above my own business success, my own safety, my own like, ability. Like, there are plenty of people who are like, whoa, who I’m sure think, oh, whoa, she’s really like, tripped off the deep end over here. Like, who did Whoa, who did Mitch? Because I will share

Maria Ross  12:23

with you. And I don’t know if you know this about my background, but while I was in, I joke around that we moved back to Seattle for four and a half years so I could have a near fatal brain aneurysm and recover from that, whoa. And so I get it Well, number one, mine is cognitive, of, like, my filter got broken, yeah,

Mitch Shepard  12:39

like, literally,

Maria Ross  12:40

like, literally, and I’ve learned strategies, obviously, to deal with it. But I think it’s, there’s also something about when you face a medical illness or any kind of challenge like that, it’s not that I got all Zen, like in the moment I was dealing with my own recovery and just trying to, you know, like, walk my dog every day. Like, that was where I was at. I wasn’t some guru, but I, you know, I wrote a memoir about that experience called rebooting my brain. And I think that from that experience I can’t imagine, I started my business after being in corporate for most of my career, shortly before that happened, like the year that happened, and thank God, I didn’t have a, you know, hierarchical, politically charged organization to go back to, and I was running my own show because, to your point, you, there’s nothing left to lose, right? And it’s just, I’m going to say things the way I say things. I’m going to show tough love to my clients, and if they don’t like it, they’re not the right clients, like, you know what I mean? So I think there’s something about going through those profound what you know, those life interrupters, that you start to realize that what are you doing? Like, what are we doing, masking this? What are we doing, trying to hide who we are, not that I’m perfect at it every day. I still code switch when required. I still have insecurities, but probably like you, but it you just get this recharge, like, I don’t want to put up with the bullshit anymore, and I think that you know your story is so relevant to the work you do, because you have this lens of helping leaders embrace who they really are on the inside. And that’s what we talk about when we talk about authenticity. It doesn’t mean coming to work in your pajamas, it just means saying the things that need to be said and doing the things that need to be done. But you know, with my work, there’s a way to do that where you’re not causing harm to other people. So there might be some ways to communicate your truth in a way where you’re considering your audience right and considering the impact on your audience. And I hate when people say that those two things are mutually exclusive. I hate anybody that has sort of binary leadership thinking, but being who you really are, and also holding space for what someone else’s perspective and experience and feelings might be. You can we could do both. Yes, we’re smart beings, and it doesn’t mean we acquiesce to them. It just means maybe we adapt the way we communicate, maybe we soften our language. A little bit, maybe we find better timing to have the conversation. There’s these little tweaks we can make and still be authentically us. And so I’m wondering, from your work with leaders and given your amazing experience, which thank you for sharing that. And side note, we need to have an offline conversation about, how can I make that possible to travel the world with my son, because that’s a dream of mine. But what do you find is the biggest, or, you know, the biggest obstacles? Maybe there’s not one two leaders who don’t have a life altering experience like we did, to just finally get in the game and just show up as who they are and play to the strengths while also understanding their strengths might have shadow sides they need to manage and navigate, but what do you think is getting in the way? Is it corporate culture? Is it programming? Is it society? Is it their own insecurity? Like, what do you see as the biggest obstacles and then breakthroughs of your clients to be who they really are and lead as who they really are?

Mitch Shepard  15:59

Yeah

Maria Ross  15:59

That’s a lot of questions in there. But

Mitch Shepard  16:01

no, it’s okay. I mean, it

Maria Ross  16:02

resonates, yeah,

Mitch Shepard  16:03

yeah. I mean, I there’s, yeah, I’ve got stories on this. So first of all, I think when people the very first thing is that when people realize their natural, authentic gifts, talents, ways of looking at the world, expertise is a value, actually a value to accelerate towards the goal that the business has. That is first it is because otherwise, it’s real hard to talk yourself into I should show up as me, if showing up as you is is not proving to be effective, right? So that’s honestly thing one, but it takes a while. A lot of times when I’m coaching someone and I’m digging into what those unique gifts are, and how do they know, and what’s their evidence? Okay, so, example, I was coaching a guy at Microsoft years ago. He’s now retired, but he was kind of this person I coached from director, Senior Director, GM to finally, VP to finally, CVP, right over this course of a decade, off and on. And I will never forget the strength of character that he had around midway in this decade of coaching him on and off. I did this interview base 360 for him, because you asked this question, is it culture? Is it personal narrative? Is it this? Is that? And I would just simply say yes, yes, it’s all of that, right?

Maria Ross  17:24

Yeah.

Mitch Shepard  17:25

And even the culture. There’s the wider culture in, say, the States or any other country or region, but there’s also company culture. And at the time, Microsoft, this changed a lot since then, but at the time, it was a very cutthroat culture. It was like on the heels of gates in bomber, and bomber was actually still there, but where it was perfectly appropriate to call people an idiot in a meeting and, like, pound your fist on the table, and that was seen as, that was seen as good leadership. And so

Maria Ross  17:53

it’s where my husband left. He was there under the bomber regime, and it sucked his soul like he Yes, I had never seen him so downtrodden, and he was doing good work and getting good reviews, but it was terrible.

Mitch Shepard  18:06

This is why you’ll love this, right? Like this is a person who grew in place, who stayed true to themselves in place. Okay, so I bring this feedback back to him. So what I did do with when I do these is I interview 10 or 12 folks who work closely with this leader, up across, down, all around, partners, etc, and then I curate that feedback. And I love doing it this way, because I like people to use their own language, their own like it’s not some assessment you can easily throw on a shelf. It’s tell me about this person, right for better or worse, best strengths, talents, attributes, what should they shift or change? What difference will it make if they do? What’s the impact when they show up like this? What would it look like if they showed up like that? What does it look like if they show up in the way you’re saying that they should? And in this case, people said consistently, he needs to be bigger in the room. He needs to show up stronger. He needs to like one person actually said it would be, it would it would be good for him if he could just pound his hand on the table from from time to time like the rest of us do, because right now, he’s just getting like leveled. Essentially, he didn’t use the word level,

Maria Ross  19:11

right?

Mitch Shepard  19:11

So when I went back to my client, who prides himself, he knows who he is, he knows.

Maria Ross  19:16

Just want to say that’s really interesting of a male executive,

Mitch Shepard  19:19

it is, and they were plenty of examples,

Maria Ross  19:21

bigger. Yeah, interesting.

Mitch Shepard  19:23

Oh, right, I know well meaning. Like women get told that all the time, like you gotta, you gotta speak up. And then

Maria Ross  19:30

when they go slap down, yeah,

Mitch Shepard  19:32

exactly, you’re intimidating. You’re, you know people, people fear you. You know you’re never gonna get promoted if you’re not likable. Blah, blah, blah,

Maria Ross  19:39

right?

Mitch Shepard  19:40

But in this case, so when I gave him that feedback, he’s a person. He’s very highly emotionally intelligent. Really cares a lot about growth and doing the right thing. And he heard all the feedback, so much of it, he’s like, Good point, good point. And I get to that part, like, people think you can be bigger, stronger, stronger, you know? And he’s like, Nope, I. Hmm, he’s like, that’s where I draw the line. No. And I just looked at him, and I was like, congratulations,

Maria Ross  20:06

I love him.

Mitch Shepard  20:07

Me too. Me too. I mean, still to this day, we’re friends. Now he’s retired, but

Maria Ross  20:14

yeah,

Mitch Shepard  20:14

because that’s it, right? And I think in this climate we’re in right now, unfortunately, okay, that environment we talked about became unfashionable

Maria Ross  20:24

right

Mitch Shepard  20:24

now it’s back in fashion in our workplaces. This, this strength by power over this more autocratic style, this more like you know,

Maria Ross  20:36

even though the data and research all show us that leading with empathy and curiosity and emotional regulation and intelligence actually yields better bottom line results. It’s like,

Mitch Shepard  20:49

absolutely,

Maria Ross  20:50

yeah, it’s

Mitch Shepard  20:50

and so back to the bottom line,

Maria Ross  20:52

yeah.

Mitch Shepard  20:52

So why did this guy succeed as an outlier in that environment? Because he was killing it at results. His team had the highest organizational scores, you know, on the on the engagement. He hit his results time and time again. He shined above the rest, right? And so you don’t get to be an outliner, outlier in your behavior if your results suck,

Maria Ross  21:18

right?

Mitch Shepard  21:18

You get to be an outlier, and you get to be confident in yourself and in your authenticity when it contributes to the thing everyone would agree they want, which is this goal to be met, right,

Maria Ross  21:31

right?

Mitch Shepard  21:32

That’s why this thing about authenticity, authenticity, have empathy for everyone is is like important, but it has to be in the when in a workplace, especially, it has to be in the context of the business results. Like, why is empathy have a return on investment,

Mitch Shepard  21:48

right?

Maria Ross  21:49

Right?

Mitch Shepard  21:49

And why does authenticity have a return on investment? Because let’s talk about women for a sec. Someone comes in like, I have another story. This female partner at a very conservative, mostly white, predominantly white, predominantly male, law firm. The partner level was like all white men and two white women, one of whom I was in this conference with, where we were invited to be in the room with all men, intentionally, because it was about men essentially becoming more evolved, inclusive men in their in their workplaces? Well, there’s this panel of three men up there, and she stands up, her and I have been friends ever since this day. That was 12 years ago, right? And she stands up, and she’s highly respected in the legal industry, right? And has played along and learned how to speak man, and, you know, adapted to all the norms, and like, exhausted herself doing all the code switching to get to that partner level. And has never said this before, and decides to say it for the first time in a room of about 300 men.

Mitch Shepard  22:56

She stands up and she’s like, you know, it feels like I don’t know what happened, but ever since I turned 50, I just started bringing all of me. And she said it felt like me and all the other women in this firm, you know, we just like showed up at the soccer field on Saturdays, tied our right arm and our right leg behind us, and learned how to play soccer with our left side, our less dominant side, we just, we just learned how to play the game. And it was about a year ago or so that I just decided, no, you’re playing soccer with both feet,

Maria Ross  23:32

right?

Mitch Shepard  23:33

And I’ll never forget this moment, like she was so raw, so honest, and one of the panelists up there was deeply moved by her story. He had tears in his eyes, and he grabbed the mic, and he’s like, wow. He said, All these years I’ve worked with you like you are one of the most stellar people I know. I don’t even know I’ve learned so much from you, like I had no idea that you were containing yourself, changing yourself, adapting yourself, working this hard, to filter yourself,

Maria Ross  24:05

right?

Mitch Shepard  24:05

And anyway, it was just a beautiful moment, right? But this is it. It’s like so often we get hired because we bring a different thing to the table,

Maria Ross  24:14

yeah,

Mitch Shepard  24:15

but then you bring that different thing to the table and you get judged for it. You don’t get promoted for it. You get criticized for it. You get dinged in your review for it,

Maria Ross  24:23

right,

Mitch Shepard  24:23

right?

Maria Ross  24:24

Yeah,

Mitch Shepard  24:24

and it’s effective,

Maria Ross  24:27

yeah, that thing, well, well, you know, again, the research shows that if you have diversity in leadership or diversity within your company, you make better business decisions, because people are coming with a different vantage point. They’re looking at the same problem in a different way, and there’s no better articulation of this that I’ve seen. And I’ll put a link in the show notes to the episode where I interviewed the founder of this company. But they developed a toy called the empathy toy, and they use it when they’re facilitating with groups. And essentially, was it? What it is, is that. So you have a picture of what a finished product looks like, made up of all these different pieces of different colors and different shapes. And I did this virtually, because it was the pandemic, but they do it in person. So I don’t know how they do it in person, but virtually, what happened was everyone in the in the call there was, there was quite a few of us. We got a different personal version of what we saw the finished product to look like. And then there was one person who had, I think they had the actual pieces in front of them physically in, completely disassembled. And the goal was the group had to help this person put together the item as it was supposed to, quote, unquote, look. The problem with that is everyone was looking at a different side of it, so what we ended up discovering was how to work together, given our different vantage points, to accomplish the goal. And I will never forget the moment where and it’s just brought the whole value of diversity home in such a stark way, right? So I’m looking at my picture, and I’m looking at a picture with all these different shapes, and then the person putting the puzzle together says, Well, where am I supposed to put the yellow piece? And I’m like, there is no yellow piece. I don’t I can’t see a yellow piece. Someone else pipes up, Oh, I see the yellow piece in my version. You need to put it next to the purple. And then we started realizing, okay, who can see the purple, who can see the red, who can see but we all couldn’t see the same colors and shapes in our own versions. Yes, so sorry for the long winded story, but I just I was so impacted by that experience of like this is what we mean. We don’t when we talk about diversity, we don’t talk about lowering the standards, or no letting people in who are just unqualified. We’re talking about welcoming more perspectives to the table so we more quickly solve problems and get results.

Mitch Shepard  26:51

Yes, and Maria, I’m glad you told this story, because I I couldn’t help but think all the way through it that what this world would be if, especially in this online environment, we’re in the middle of this Firestorm where people only see what the algorithms deliver them, and they get more mired in their own point of view. That empathy toy, as you’re calling it. I think, gosh, if we can only put it in the hands of every human right now,

Maria Ross  27:16

totally, totally. I will put a link to her episode in the show notes, because it was, it was amazing, but, but what you’re saying is just reminding me of that, of that when we, when we hire people for the skills they bring, we want them to bring those skills. And I spoke to Claude silver a few years ago, and I’m actually going to get the chance to talk to her again soon. But she talked about the fact that in her own company, She’s the Chief Heart Officer at Vayner, Vayner X Gary vaynerchuks company. And she talked about the fact that there’s a lot of people, young people, that come in and they’re like, but I want to be like Gary. I want to, I want to run as hard as him and go as hard as him and work all the time. And she, I remember her telling me, you know, I tell them, we don’t want you to be Gary. We already have a Gary. We hired you to be who you are and bring your skills and your talent to the table. So don’t try to be someone you’re not. Be who you are. That’s why you’re here.

Mitch Shepard  28:13

You know, what else you should put in your show notes? Is the documentary about Jacinda Ardern.

Maria Ross  28:18

Oh yeah,

Mitch Shepard  28:18

she’s in my prime minister, because I’ve never seen a more beautiful movie about that, about bringing you to the table, because just one story that really touched me, and by the way, my daughter and all of her friends will be having movie night with me to watch this movie, because what I want to instill in them is how effective you can Be by being your authentic leadership self, and how much we benefit as a world when more femininity comes into leadership. And I say it that way, because femininity, feminine, historically, feminine traits labeled as feminine, can appear in anybody, any human right, not just women, but

Maria Ross  28:57

everyone has masculine and feminine traits.

Mitch Shepard  28:59

That’s right, but she displays it so beautifully. And she talks about how when she was elected initially to the Parliament, she went to this tough as nails kind of guy who’s like well respected politician, edgy, fierce, direct, all this stuff. And she said, I’m going to need some tips on how to have a thicker skin, on how to show up more fierce like that, or bold, whatever word she is, he said, no, they hired you. They voted for you.

Maria Ross  29:28

Yes

Mitch Shepard  29:28

just like Gary, we already have a Gary. It’s like the parliament already had a whoever his name was, right?

Maria Ross  29:33

Yeah,

Mitch Shepard  29:33

and so. But then when she becomes prime minister, you really see how,

Maria Ross  29:37

oh

Mitch Shepard  29:38

I mean, I was so deeply touched by this movie because she is tender, she is confident. There are moments she uses the F bomb. There are other moments where she’s deeply analyzing something in her pajamas on her living room floor. There’s other moments where she’s got tears in her eyes the way she’s meeting and by the way, empathy. I mean,

Maria Ross  29:56

I know her stories in the book. Yeah,

Mitch Shepard  29:58

her story is amazing. Incredible, how she met with the Muslim community after the horrific shootings in Christchurch, and how she got gun reform passed in four weeks.

Maria Ross  30:10

Yeah,

Mitch Shepard  30:11

right,

Maria Ross  30:11

yeah, it’s

Mitch Shepard  30:13

unbelievable. And yes, I know it’s a smaller country, but it’s like, I don’t think anyone could watch that movie and not say we need more women in charge,

Maria Ross  30:20

yeah, yeah. So I know you are, you’re working on a book right now. Yes, tell us a little bit about the book. It’s not out yet, but I know you’re, you’re working on it. So tell us a little bit about that, about that, and maybe share some sneak peek lessons with us from it.

Mitch Shepard  30:39

Okay, well, you might have to just stop me from going on and on, because I think this is a book that’s going to meet the moment. I think it’s really needed.

Mitch Shepard  30:48

And if there are any agents or publishers listening, please send them my way. But here it is. Basically, I’m a mom and I have a mom, and this book is about the generational updating of our operating systems from one generation of women to the next, but in told through story, told through just very real stories. I call it the mind fuckery of motherhood, right? The the mind fuckery of like what we it’s loud in here, most women will absolutely resonate with this, right? It’s loud in this head of ours, right? We think and we overthink and we contemplate a lot of things, and so much of that is conditioning, right? My mom came from a generation where, you know, she was made to wear lacy dresses and play with certain people and not other people, and be a polite little girl, she is us to be much tougher and independent and just incredible, the what she had to learn to be a different kind of mother than she had, and also the empathy and forgiveness and just acceptance of the mother she had right? then, when I became a mom, I had struggled With so many different types of things, like as much as my early life was marked with some pretty incredible adventures, confidence, becoming an outdoor wilderness leader when I was almost always the only woman with so many men all the time my whole life, right? But I struggled deeply with things like body image, diet, culture passed down from my mom

Mitch Shepard  32:24

and things like not speaking up, right? Like we teach a whole generation of women be strong. You’re capable of anything, be resilient. What we aren’t teaching women is, no, don’t put up with that shit, right? Like there are strategic ways to not just be like, I’m strong. Instead, it’s like, okay, so then your daughter is just gonna need to also be, just be strong, instead of slowly but surely shifting the system. So anyway, the book is, it’s light in times, it’s funny, it’s touching at times, it’s deeply fierce and uncomfortable at times. One chapter I write about the day when my daughter was eight and she said to me, Mom, why is Dad’s no more powerful than your yes?

Maria Ross  33:12

Wow,

Mitch Shepard  33:14

yeah. Or the day that she came home from school in high school, years later, and asked me, in a fit of rage, honestly, marches up the stairs I’m in the bathroom, like brushing my teeth or something. She’s like, Mom, can you just tell me? Why is it not okay to use any kind of racial slur like people know, like you’ll be canceled for that. That is totally unacceptable, totally inappropriate in this day and age. But why is it that at my school people still say things like bitch, cunt, ho whore on the daily? And I was like, what? First of all, okay, this is, like, mainstream manosphere kind of shit. This is system. This is not any one boy. Is this bad kid? These are, like, some of her friends. These are kids I’ve known since they were two. These are kids I know how their parents talk at home. These are kids that are hearing this stuff online, right?

Mitch Shepard  34:09

And so what will some parents will say? Like, in fact, true story. She finally stood up to a couple of her friends and did it very imperfectly, but stood up, and I was proud as hell of her for that, and the mom of those two boys said to me, well, it’s just, you know, sometimes she has this, like demanding energy, like she could have probably addressed this better. Was she wrong? No, she’s not wrong. But are you actually fucking kidding me right now,

Maria Ross  34:42

yeah,

Mitch Shepard  34:42

that’s what you’re gonna focus on. That’s the takeaway, the message, not what your kids said to deserve the like lashing that they got. Verbal lashing, let’s be clear, but it’s like so anyway, this is a story. These are kind of some of the. Fiercer parts, right? These are some of the awakening parts. These are some of the times where, like earlier in motherhood, I would gaslight myself. I would feel guilty about things. If I ever was less than perfect on something, I would just cycle and spin and beat myself up over it. It’s like this. It’s basically a story of growing up together, right? Like he grew up. My mom was growing up. I was growing up, she was growing up like we all have been so close through these generational transfers that we talk about this stuff out loud frequently, right? The book is really meant to just be. It’s not a teaching book, it’s not a self help book. It’s a memoir about how we grew together through motherhood, through business, through travel, and through cancer, and it’s just my daughter’s amazing. Like

Maria Ross  35:49

I love this so much.

Mitch Shepard  35:50

David, her operating system in ways that were so important. I raised a girl who likes herself,

Maria Ross  35:57

yeah, every

Mitch Shepard  35:58

girl who doesn’t mind fuck herself constantly. And I’m really proud of that.

Maria Ross  36:03

Yeah, well, you should be. I am constantly torn between, I’m doing a horrible job and I’m doing a good job because my son’s at an age where he doesn’t want to hear about, I don’t want to hear about you going to that rally. I don’t want to hear about this or, you know, I don’t understand. And it was really interesting. A year or so ago, he asked me this question very thoughtfully, and he said, Mom, why is it today that when when girls do something, everyone thinks it’s like, amazing and awesome and like, he’s seeing all the celebration of women that’s finally happening, right? And he’s like, but it’s like, I do the same thing. It’s no big deal. It was like, it was like, the after effect of what happens to boys, you know what I mean? And I was like, Okay, how do I respond to this? And I said, Well, I go, it doesn’t diminish you and what you’re doing. But I get it. I get why you might think that he’s like, when girls speak out, it’s like, this amazing thing, and if I speak out, I get in trouble at school, like it was that kind of thing. And I said, it’s just that you have to understand that there’s been a history of women not being able to say those things or do those things, or have the sports team go to success, or, you know, get the get the promotion, or get the job or get elected. And it was just he couldn’t wrap his little brain around it at that at that age. But it was just an interesting takeaway, and that’s where some of the conditioning, I know you’ve talked about this online, of this snapback to, you know, sexism and misogyny. You know, my answer may have been imperfect, but it was important, because in a different family, you could have had a dad who said, yeah, it’s ridiculous. It’s ridiculous that women get to do whatever they want to do now, and you know, in my day, they knew their place. I mean, you can see how that same question could could happen in millions of homes.

Mitch Shepard  37:51

Yes,

Maria Ross  37:52

and it’s a valid perspective. It’s his experience, right? And he was asking it with all innocence and no malice. But you know how we how we handle that, that generational education, that generational like, how we answer those questions for our kids, it reminds me of when he was, like, four years old, three or four years old, and he’s in the back of the car, and he asks a question about a kid at his daycare. And he said, Why does so and so have two moms? And I said, Well, families come in all shapes and sizes. I was like, our family has a mom and a dad. Other families have two moms. Some families have two dads. Some families have one dad or one mom. It doesn’t make it less of a family. And he goes, Okay, 30 seconds,

Mitch Shepard  38:35

very matter of fact

Maria Ross  38:36

30 seconds of of but again, in my mind, I was like, Ooh, what if a kid asks that question of a parent who says, it’s wrong, it’s an abomination. It’s, you know, but that’s how quickly we can help them be good people and future good leaders. Yeah, how quickly we can turn them into racists, misogynists, bigots, all the things. It’s 30 seconds,

Mitch Shepard  38:59

yes, well,

Maria Ross  39:00

and that frightens me, like,

Mitch Shepard  39:03

absolutely well, and you’re not wrong. I mean, this is what is happening, right? Everything you just painted is exactly how it’s going. Those conversations are unfolding in homes across the United States and everywhere else, and,

Maria Ross  39:13

yeah,

Mitch Shepard  39:14

1000s and millions of different ways. But your story reminds me of a couple things. One, my daughter again, right? She’s just, I swear she’s had a few goes around the planet before this one, because she just was kind of born with this, like, deeper wisdom.

Maria Ross  39:30

Yeah,

Mitch Shepard  39:31

she’s kind of, yeah, exactly. But I had a sticker when she was little on my water bottle that said, Girls Rock. Or maybe she had it. Maybe someone gave it to her at school or something. And one day, she picks up her water bottle, and she said, Well, this sticker Girls Rock like, I mean, we don’t have stickers that say boys rock. I mean, isn’t this kind of unfair? And I said to her same, pretty much same explanation. I said, you know, it’s a really good point. I said, Boys also rock Absolutely. I said, the reason the culture swung the pendulum. Over here to really praising girls is because, believe it or not, like this is the world you live in, but for for so long, like you know, and even now, you know, there are ways in which women are oppressed. Oppression means a girl. You know, I explained to a seven year old what oppression means, and I’ve explained it to my son many times and through multiple lenses since, but that’s it. I said I can’t wait until we no longer need a sticker that says Girls Rock to show girls what they’re capable of.

Mitch Shepard  40:29

but it is also true that what we’ve forgotten is that in this generation where we’re teaching generations where we’ve now taught women do anything, you can be anything, you’re amazing. You can be a teacher or a stay at home mom or a scientist. You can you can care about money or not. You can be joining the Peace Corps. You can get married or not. You know, you can love women or men. I mean, we’ve given women. You can be bold and confident and self assured. You can also be tender and warm and kind and nurturing. We’ve let women, we’ve painted this entire rainbow of options for girls and women. And I mean, I got to be honest about this, like I didn’t, this has been a slow awakening for me, as well as, like, a fierce advocate for women over the last probably three years. Is when, as my own son, he’s 15 now, but as he’s grown up, really realizing, Wait a second, this is, this is, even before all the data was coming out, I was like, hold on, like, I have a boy who is all the things he is, he is, you know, he’s kind, and he’s warm, and he’s tender, and he’s all and he’s so loving, and he’s so empathetic, and he’s also, you know, can be stoic and kind of

Maria Ross  41:41

and they also can be dicks, like,

Mitch Shepard  41:43

yeah, and he can beat, oh my god. I tell him all the time, like, you are truly the most stubborn human being that I’ve ever met, right? He’s, he’s all the things too. And so forever I’ve been trying to tell, teach him and reward him. I give him compliments all the time on all the things that he is. Like, Ben, you give the best hugs. Ben, you really like, you might not say a lot of words sometimes, but I see you seeing everything. I see how much you are loving on Dad. Like, he’ll walk around the dinner table when you can tell my husband’s had a hard day and just wrap his arms around the back of his shoulders. We call it the table hugs. He’s like, famous, like, you can just feel,

Maria Ross  42:23

yeah,

Mitch Shepard  42:23

if someone needs some extra love, right?

Maria Ross  42:25

Yeah.

Mitch Shepard  42:26

But he, he is on this point of, like, you know, how are we teaching these boys? It’s like, the conversations we have over here. I might even take it a step further. So, like, what men are being some indoctrination that’s happening online is like, I’m so sick of women being ragey against men. I’m so sick of women complaining blah, blah, blah, blah, blah. What I say to Ben is, here’s the reality, women, not all of them, but many of them like the data shows one in three women are going to be sexually assaulted, sexually abused, raped, molested, etc, a very high percentage of women are going to be interrupted, dismissed. They’re going to be afraid when they walk down a dark street.

Mitch Shepard  43:12

They’re going to have horrible things said to them by men and boys. They’re going to have cat calling out windows of cars. And what’s going to happen is that, over time, they’re going to build up this, like resentment, for lack of better word about that. And you might be in a situation sometime where you hear where a woman, like goes off on you, like you said something innocent. You had one intention, but it landed with a really different impact, and everything in your body is going to want to defend. You’re going to want to say, not me, I’m one of the good ones. Whoa, whoa, whoa, whoa, whoa, that’s not what I meant. Why are you overreacting? And bud, you’re not wrong to feel that way. But here’s what you’re going to have to strap in for. You are going to have to strap in for female rage. I literally tell them that I’m like, it isn’t even about you. Yeah, you have a choice when you’re in the face of it. You can lean in and be like, Whoa. Like, tell me more. I can see that really hit you wrong. You can you can be curious with your girl friends and girlfriends. You can say, like, whoa, this seems like it has some history, like, what’s going on. You can be curious. You can be show empathy, or you can be one of those guys who backs up and is like, Jesus,

Maria Ross  44:31

Yeah,

Mitch Shepard  44:32

whoa, you know,

Maria Ross  44:33

right?

Mitch Shepard  44:34

And it’s like, we need more men who realize that our reactions to them, like, I’m a behavioral scientist, right? So right, you learn that when you’re working with a person and they have a when it’s historical, when it’s hysterical, it’s historical. So if you get a hysterical reaction, it’s historical. And the way to think about it is like there’s all these other people in the room, there’s all these other people in the. Room. They’re invisible. But it’s like, all these experiences, all these people, all the times this or that happened. Now I say something, and it triggers what you just said, Mitch, or what you just said, Ben, sounds a whole lot like all these other bozos back here, and I’m done, right? Like everyone

Maria Ross  45:18

reads that was the straw that broke the camel’s back, as they say,

Mitch Shepard  45:21

Yeah, and it’s like, if we want our young men to be equipped to be great friends, great partners, great roommates, great, you know, professionals, we have to equip them with understanding why that’s happening. You know, because what I really worry about and spend a lot of time thinking about right now is the fact that the divisions are getting deeper, not we’re not coming together, we’re getting further apart. You know, you see all the reels online about, you know, you see the data on grade divorce. More and more women are leaving after the age of 50, when they’ve had enough. You see the data on younger women saying, marriage is not for me. And you see, then the reaction to that over here in this far extreme, like the Nick Fuentes, the Andrew Tates, the Dr K, who was recently on Diary of a CEO, like you see these guys over here saying, kind of doubling down and saying, women, it’s the women’s problem, like they’ve just lost their minds. Their expectations are just too high. They’re this, they’re that. So anyway, maybe we were kind of got off topic, but I think it’s incredibly important for us, anyone who’s listening, who’s a parent, to realize that we got to be having these conversations with our kids, and also to realize that if we are coming here through the professional lens, that this behavior is also showing up in our workplaces.

Maria Ross  46:46

Well this, this is where you get to it

Mitch Shepard  46:48

the time,

Maria Ross  46:49

yeah, and it’s, I love that quote of the hysterical is the historical because these people ultimately enter the workforce. They become community leaders. They become political leaders, yes, like, even if you don’t have kids,

Mitch Shepard  47:05

yes,

Maria Ross  47:05

the way these conversations are going down impacts you as a citizen of your country or a citizen of the world, right? Because those people are going to be the leaders. They’re going to be the doctors, the administrators, the principals, the CEOs, the whatever, right? The the head of the PTA, they’re going to be the head of the school board, all of these things. And so, you know, when we talk about improving leadership, this is why, in both of my books at the end, I talk about people that are working with young people,

Mitch Shepard  47:33

yeah,

Maria Ross  47:34

on how to flex and and build that empathy muscle from the start.

Mitch Shepard  47:38

Yes,

Maria Ross  47:39

that so that it just becomes part of their operating system. And that doesn’t mean that adults have no hope, because you can actually learn to build that muscle that has atrophied. It just has to be more of an intentional choice that I’m going absolutely I’m going to show up in a different way. I’m going to lead in a different way. I’m going to buck the trend of what society says I should be as a male leader, or I should be as a female leader. Yes, and you told a story earlier that just reminded me of another story I wanted to share with you, which was so profound early on in my empathy work, one of the first things I did was I spoke at a tech sales kickoff, so we’re talking like massive dude bros right in the audience, and the talk resonated with the group, and I had one guy come up to me after and said, thank you for talking about this, because I often feel like I have to come to work and be someone I’m not because that’s how they’re judging my success. But I can find success operating in a different way. And I was like, yes, you can. I showed you the data, and I shared the strategies with you, right? And it was just so moving for me. It was just like a quick interaction, but the fact that he came over, he made sure nobody else was, you know what I mean, it was just the fact that we have male leaders. I actually feel like, I know I’m rambling a little bit, this idea of expectations of leadership, and this old leadership paradigm of power over versus partner with

Mitch Shepard  49:07

Yes,

Maria Ross  49:07

has not been good for anybody, and it hasn’t been good for men. Now have to hide parts of themselves in order to fit into that mold we are to your point about, you know, the palette that you paint, that we paint for our young girls now we need to paint that palette as equally for boys. And hey, even if you’re a 42 year old CEO, male CEO, you still have options. You just you’re just gonna have to do a little bit more work at the gym, but there’s an option for you to operate in a different way. And what I always love to say is the paradigms of leadership and the paradigms of what is strength or what is masculine or what is feminine, those are human constructs. They’re not laws of physics. So we can decide we want to change the definition,

Mitch Shepard  49:52

yes,

Maria Ross  49:53

because,

Mitch Shepard  49:53

or we can decide any day that we want to embody more of one or the other, or turn the dials down and up on one or the other

Maria Ross  50:00

exactly,

Mitch Shepard  50:01

you know. Back to your okay, this is so good. So the let’s just paint the picture here, from kitchen tape, from dining room, table to board room. Yeah. Okay, so your young son, who asked that question?

Maria Ross  50:12

I know I wish he asked my youngs like that. Now he doesn’t anymore, but he used to ask more questions like that,

Mitch Shepard  50:18

yeah. Well, okay, but hopefully you’re still all of us are having those conversations around the dinner table that but okay, in fact, one of those recently, like, I was having a rough day because of an online hate comment I got. And I will show my son my sadness. I will, I will cry, and I’ll be like, I am having a really hard time like this really hurts, and give him the chance to have the empathy, give him the chance to hug me, Mom, what happened? Tell him the story. And I think sometimes we think as parents that it’s about teaching them a thing, when really it’s just showing up with all the beauty and all the pain and all the joy and all the advocacy that you contain, right and part of I’m so grateful to this guy, Jim, I coached years and years ago, who was it was way before ERGs were all the rage, and he was, he was the male executive sponsor for the women’s ERG at this tech company. And one day I and I was coaching him on totally different stuff, like about the business and his leadership. But I said, Jim, why do you care this much? Like, this isn’t me being skeptical, it’s me being deeply, like, curious about why, like, I don’t see a lot of other men in this role like caring so much. And he said, because my mom worked for the post office, and she would come home, and I can’t tell you, Mitch, how many tears I saw my mom cry at the table. She was told you should be home with your kids. She was treated poorly. She was underpaid, under, promoted. And I just I hated that. I hated knowing that that was what my mom went through, right? And so that empathy in we have to give our kids a chance to see our true empathy, not just through the lens of teaching them who we want them to be, but helping them just see and observe the impact that the current world has on us, right?

Maria Ross  52:12

Yeah.

Mitch Shepard  52:13

But that little boy, your four year old, and at the, you know, and

Maria Ross  52:16

at that time, yeah,

Mitch Shepard  52:17

13 year old, yeah, at the time, those are the guys that are going to grow up, and they’re going to be in the coffee room, or, you know, one on one meeting, where someone at work says something to the effect of, it doesn’t even seem fair that there’s a women’s ERG, okay? Like, where’s the men’s ERG? And our boys are going to be equipped to say, well, you know what? Like, men are important. Like, of course, and I would be lying if I didn’t feel that way sometimes like, left out, or kind of like, what about me? But at the same time guys, we got to realize there’s this history of oppression, there’s this thing called oppression, right? We are raising boys who will be able to identify victim stance, identify how they want to show up in that moment, right? And not, hopefully, be the generation of men we currently have which thinks, by and large, that it’s enough to just not participate in the misogyny, but instead have boys who actually resist the temptation to jump on board or think it’s enough to just stay quiet amongst those kinds of comments, you know,

Maria Ross  53:20

right?

Mitch Shepard  53:21

So, but these are the comments like I have 1000 stories from my own life and all of my clients about the kinds of things that men and women, too have said to them, because misogyny is in all of us, not just men. It’s not men against women, it’s we’ve all been marinating in a culture, the same culture, which means we adopt the same messages. But, you know, yeah, I mean, we know the data motherhood, penalty, fatherhood, reward. We know the data on how our behaviors show up so differently, or sorry, perceived so differently,

Maria Ross  53:56

well, and to your point, it’s impacted everybody. I mean, you know, I get asked the question a lot in my talks where it’s like, you know, are women better at empathy? And I’m not. I don’t, I don’t do the research from a gender lens. There’s other people that do a great job of that. Carol Vallone Mitchell is one of them who does a lot of research on on women leaders and what makes them successful. But I say, look, from my own personal experience, first of all, empathy is a human trait. We’re all innately born with it, barring certain psychopathies. And so it’s, it’s a matter of conditioning and environment, yeah, and yes, there’s, there’s neurodiversity aspects to it as well. But for some people, the muscle stays strong because of environments that they’re in and what they’ve been taught and rewarded for and what’s been celebrated and modeled to your point. Other people not so much. And you could take that to the workplace too. Some people are traumatized by workplaces that they’ve been in, and other people have been in amazingly supportive and thriving workplaces where it’s easier, quote, unquote, easier, to be empathetic.

Mitch Shepard  54:57

Yes,

Maria Ross  54:57

what I say is, you know, look, women do. Have a lock on this, because two of my worst, toxic, psychologically abusive bosses were women, and my most empathetic leader was a man. So you don’t get off the hook because of your gender. On this, this is a human trait that we all can develop, and you just need to decide if that’s the kind of person and if that’s the kind of leader you want to be, because if you make that decision, yes, it is. There are people like you, there are people like me. There are many, many other people who can help you get there. And there’s strategies and tools you can put in place to build that muscle, just like hiring a personal coach in the gym, right? So I, you know, I go, I shy away from the gender conversation about empathy in particular. And just little fun fact, when I was shopping my book, my first book, around to different agents, I had an agent in New York who was very interested, but the ME TOO movement was going on at the time, and so she was all about, what do the publishers want? What do the publishers want? And she said, if you make the book instead of empathy being a strict a competitive advantage. Can you make the book about feminine traits being a competitive advantage? And I said no, because it wasn’t the book I wanted to write. I don’t want to let it the book is for men and women leaders and every bit of the spectrum in between, right?

Mitch Shepard  56:16

By the way, that book about the advantages of feminine characteristics is been written John girsma,

Maria Ross  56:22

yeah,

Mitch Shepard  56:22

called the Athena doctrine. Yeah, another man went all around the world, and here’s where it is gendered, I think. But I understand what you’re saying. Yeah. I agree with it. And what they did is they just, they used kind of popular belief, right? So what they did first is they went around to all these countries, and they asked the question, what is needed in our world, in our leaders today, from all okay, so then they, first, they coded all that, what were the top 25 responses in terms of qualities and characteristics needed in our leaders today? And then they took that lit, that was 64 based on 64,000 respondents across, I think it was 132 countries. Don’t, don’t quote me on that. Okay? And then they took that list and they brought it over here to this other subject group, and they said, we simply want you to tag these characteristics masculine or feminine,

Maria Ross  57:16

uh huh.

Mitch Shepard  57:17

And then they map them together. And it turns out that nine out of the top, what was it? I have a slide on this somewhere in my repertoire, but it’s like, I think it was like nine were in the feminine category, five were in the more masculine category. Again, what I love about this, it doesn’t say men and women. It says masculine,

Maria Ross  57:36

right,

Mitch Shepard  57:37

feminine,

Maria Ross  57:38

right?

Mitch Shepard  57:38

Anyone can contain either,

Maria Ross  57:40

right?

Mitch Shepard  57:41

The fact is that if you look at, if you observe environments, it turns out men really are more likely to have the masculine traits in excess or in higher quantities, women are more likely to have feminine ones. But this is where the narrative has to shift. It’s like, just like you said a minute ago, you’re not off the hook on this. None of us are off the hook on learning all the skills, right? Some of the masculine ones were things like assertive, confident, decisive, or some that are,

Maria Ross  58:13

and those are, decisiveness is a pillar of being an empathetic and effective leader, no matter what

Mitch Shepard  58:17

absolutely

Maria Ross  58:18

gender you are. Yeah,

Mitch Shepard  58:18

absolutely. And over here were things like collaborative, consultative, Empath, I think empathy might have been on there. Relational, you know, more kind of, and I’ve seen this in real time, you know, I’ve had a number of women I’ve coached where, when I do that same 360 process I talked about earlier,

Maria Ross  58:37

yeah,

Mitch Shepard  58:38

some of the key feedback I often get particularly from men who work with this woman who’s up here at this level. The common themes over 20 years of doing this that I would say I hear more than anything else, is, she cares too much, like she consults too many people. Is one, like not decisive enough? Is two, goes to bat too hard for her team at the expense of, like, moving faster for the business. These are some of the things

Maria Ross  59:07

I hear right here. And

Mitch Shepard  59:08

maybe probably the fourth, and also very popular is some version of, you know, we’ll all be heading in a direction, and then she’ll be the one in the room that says, Wait, hold on. Have we considered the impacts on this and this and this and this, and it slows us, slows us down, as opposed to, thank God for her, right, right? So that one on, you know, consulting too many people, I mean, many women I’ve worked with would call that their superpower, right? So again, it goes back to, is it effective? Did you get the result? Which is why, when I work with women leaders, and they get that kind of feedback, I help them change the narrative around that to be results focused. So if they’re getting feedback, that’s like, you really need to be more decisive, or you really need to move faster for them to be able to advocate for it. Let me, let me, let me, let you in on a little something. These partner teams over here when I came into this role, were burning dumpster fire because the command and control wasn’t working

Maria Ross  1:00:09

right.

Mitch Shepard  1:00:09

I now have built really trusting relationships with Team A, B, C into a little longer but look how aligned we are now. We’re on track or we hit that goal, so it’s not Oh, you’re right, boss. Gotta make the call faster and become autocratic, right? It’s sell believe enough in your own strengths and capabilities and superpowers that you know how to sell them.

Maria Ross  1:00:33

Yes, right? Exactly

Mitch Shepard  1:00:35

you know how to sell them. Because, if you can come back to the business case for whatever it is you’re doing, or however it is you’re showing up, you have a much higher chance of being rewarded for those behaviors, as opposed to docked for them

Maria Ross  1:00:51

exactly. Oh, my God, I love that. What a great story. Because I think that is so important on how we’re how we’re positioning things. Because what I see sometimes is I see women who women leaders, who are collaborative and are, you know, maybe they’re not getting ahead, or maybe they, maybe they read a book about leadership written by a man 30 years ago. And sometimes I see them swinging the opposite way, just to prove credibility, just to prove worthiness, and that’s where it you know, with maturity and years distance, I can be a little kinder on those two female

Mitch Shepard  1:01:27

sure

Maria Ross  1:01:28

leaders, because I think that their methods were what they thought they needed to do to survive. They thought they need I doubt they were that way with their families, with their kids, with their partners like their the ability to be cruel was so pervasive with these two, and I know it was probably now I know through more mature eyes it was probably it was never about us. It was about their own insecurities, their own fears, their own. This is the way I have to lead otherwise. No one will take me seriously.

Mitch Shepard  1:02:04

I love so much that you said that like I feel so touched by that story that,

Maria Ross  1:02:08

yeah,

Mitch Shepard  1:02:08

Grace, empathy, forgiveness, perspective that you just brought to that

Maria Ross  1:02:13

right

Mitch Shepard  1:02:13

is beautiful. I have chills because I want more of that, please. Yeah, world, because it’s like so often that thing you said that so many of us say, Oh, well, actually, my worst boss was woman. And what we don’t say next is the part you just said,

Maria Ross  1:02:30

but I understand why,

Mitch Shepard  1:02:32

yeah, and it’s like we can be so hard on each other as women, and I am so craving an environment where we have more love and grace and forgiveness for each other, we have to leave we have to hold a boundary. We have to move on. If we’re in that situation, just like you did. You know, years later, being able to say it and the way you said it, I’m just so touched by that.

Maria Ross  1:02:56

I appreciate that, because I also have to confess that about 10 years ago? No, my son was young. Was like, 11 years ago or so. I did see one of those bosses in a very large Superstore, and my husband and I both hid.

Mitch Shepard  1:03:09

Hey, you know what? You know what? No shame.

Maria Ross  1:03:14

You gotta do to survive, right?

Mitch Shepard  1:03:15

Whatever you have to do. I know nobody said you’ve got to face that person. Nope. Nobody said that’s a rule.

Maria Ross  1:03:22

I’m like Mitch, before you call me a martyr, like, let me just cop to this. I can talk to you all day long. I probably will at some point, but I have loved this very quirky, unique episode of us just talking about leadership and talking about social norms and talking about gender expectations and all of it so and I love that usually I’m featuring people who are promoting their finished book. And I love that this is unique in that we are getting a sneak peek into a book that I know will see the light of day, and we will be holding it in our hands. Thank you very soon, Mitch, I will have all your links in the show notes. Thank you so much for sharing your insights with us. For anyone that’s on the go, working out, driving whatever, where’s the best place they can connect with you and find out more about your work.

Mitch Shepard  1:04:11

Thank you for asking. Okay, so I would say I’m just going to name one place and one thing. So one place is LinkedIn. It’s a really good place to find me, get a sense of who I am, my voice, who I’ve worked with, that kind of thing, my writing, and send me a message if you want to be part of anything I’m doing. And now the thing so I’m doing a few things. One, as you know, is I’m starting this thing called story time, because it takes a long time for book to get published. So what I’m doing is I’m reading some of my stories for anyone who wants to come. It’s like a virtual reading circle on Zoom. I’m launching it in a couple of weeks, so by the time people hear this, it probably will be well underway. But the way I do that is I read a story about a real thing that centers on a topic, like a. Guilt or perfectionism or gaslighting or resentment, just to name a few that are especially common to a lot of women. And I then just simply let people talk about like, how did this resonate? What did it bring up for you? What’s your own relationship to x? Okay, so I do that on a monthly thing. I want to just build community around some of the storytelling,

Maria Ross  1:05:22

and how can folks access that?

Mitch Shepard  1:05:24

So if you go to LinkedIn, then just message me and say, Mitch, I heard about your story time. Can you send me a link to sign up for that? Because I basically just have a landing page for anyone who can just register, and then I send them the invite.

Maria Ross  1:05:38

Okay. Great, wonderful.

Mitch Shepard  1:05:39

Then the other thing, as you know, as I do, he said, she said, On Thursdays with Joe gerstand, and we talk about the cultural just like the hottest cultural issues facing our us today, from politics to the manosphere to leadership to, you know, all sorts of things. And Joe and I both have a 15 year old son and an 18 slash 19 year old daughter, and we both have deep expertise in culture, behavioral science,

Maria Ross  1:06:04

nice,

Mitch Shepard  1:06:04

inclusion, you know, leadership and but bring such vastly different perspectives. So that’s on Thursdays.

Maria Ross  1:06:11

And how can folks access that

Mitch Shepard  1:06:13

same like just LinkedIn? That’s me, because then you’ll I can send you the landing page. You can just register yourself. Yeah,

Maria Ross  1:06:19

I love it.

Mitch Shepard  1:06:20

By the way, the links to these things are in my bio on LinkedIn. So if someone doesn’t want to have to send a specific message, they can just sign up that way.

Maria Ross  1:06:28

I love it, yeah, and I always give the PSA to everyone that if they connect with you, to personalize the note and say they heard you here. And this is specifically what they’d like to know. They’d like to know about story time, or they’d like to know about he said, she said, So that’s

Mitch Shepard  1:06:42

right, and what I’d like to know is, if someone reaches out to me, what did you What did I say or shift in you that made you say, like, wait, I need more of that. Because, you know, we need to know stuff, right? Like, I want to be giving value out there. I want to talk about the things that people find most valuable. So if anyone wants to even just shoot me a message to be like that quote stuck with me, or that story stuck with me, please do

Maria Ross  1:07:07

Yeah, I love it. Well, this has been a long time coming, and I I’m so honored that you’ve been here. Thank you for your insights and thanks. I hope more people would connect.

Mitch Shepard  1:07:18

Thank you so much, Maria. I just adore you. I love that you’re doing this. It was so fun to chat.

Maria Ross  1:07:24

And thank you everyone for listening to another episode of the empathy edge podcast. If you like what you heard, you know what to do. Please rate and review or share it with a friend or a colleague, and until next time, please remember that cash flow, creativity and compassion are not mutually exclusive. Take care and be kind For more on how to achieve radical success through empathy. Visit the empathy edge calm. There. You can listen to past episodes, access show notes and free resources. Book me for a Keynote or workshop and sign up for our email list to get new episodes, insights, news and events. Please follow me on Instagram at Red slice. Maria, never forget, empathy is your superpower. Use it to make your work and the world a better place.