Hi, everybody.
Thank you for joining us for today's BU Alumni Career Weeks
webinar, 5 Steps to Make Work Not Work.
My name's Jeff Murphy.
I'm a member of the career programs team
here in the office of alumni relations.
Today's webinar is sponsored by BU Alumni Relations
and is offered to our 326,000 alumni around the globe.
Throughout your career, BU is committed
to helping you define and achieve
your professional goals.
We aim to do this by providing alumni
with access to a series of valuable online tools
and social media communities.
It's important that we get your opinion on how we're doing.
So we very much look forward to receiving your feedback
from an Alumni Career Weeks' survey that's
going to be emailed out to you next week.
So please keep an eye out for that.
I know that we have alumni joining us
from around the world, nine different countries,
in places like Canada; China; Stirlingshire in the UK;
India; Italy; Kazakhstan; Thailand;
two places in California that sound absolutely
wonderful today, Sunland and Lemon Grove,
California; Port Richey, Florida; Atlanta;
Grayslake, Illinois; Baton Rouge; New York City; Bryn
Mawr, Pennsylvania; Charlottesville, Virginia;
Cody, Wyoming.
And as always, dozens of Massachusetts alumni from towns
like New Bedford, Ashfield, Revere, South Walpole, Quincy,
Methuen, and more.
For each and every one of you out there,
please know that we really do value
your opinion on this and every program that we offer.
Before I introduce today's speaker,
some brief housekeeping notes.
As you know by now, this webinar is
being hosted on our brand new Zoom online meeting platform.
If you experience any trouble with the audio
or visual portions of today's presentation,
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You can reach Zoom support at 1-888-799-9666.
That's 1-888-799-9666.
Today's presentation is being recorded and will soon be made
available for on-demand viewing on the BU Alumni Association
website found at www.bu.edu/alumni.
Our speaker today is very eager to answer
any questions you may have.
You're welcome to submit them throughout the presentation
using the Q&A function.
If you hover over the top or the bottom of your screen,
you'll see a little selection for Q&A. Just hit that and type
your question in at any point.
Mark actually has a bunch of material to go through.
He's really going to be setting the stage before he
gets into his five steps.
And one thing he'd like to invite all of you to do
is also to utilize the chat function
if you'd like to comment on anything that he said.
Feel free to also use chat to weigh
in with some of your thoughts or even ask questions.
And I'll be keeping an eye on that while Mark's
doing his presentation.
It's now my pleasure to introduce our speaker
for the day, BU College of General Studies
and College of Communication alumnus, Mark Myette.
Mark is a strength and possibilities coach.
He's the founding principle of ECC Inc.
He's an author, a talent development
coach with Lee Hecht Harrison.
He and his team create trusted, advocacy-based relationships
where clients achieve optimum performance
based on talents and strengths.
He works with teams to assess their team
based on their talents and strengths perspective.
He spent 24-plus years with Fortune 500 companies
working in talent development.
Today he donates 25% of his time to provide pro bono coaching
and support to those in career transition and nonprofits.
He has his BA from Boston University,
an MBA from Emory University in Atlanta.
He's a certified professional in learning and performance,
or a CPLP from the Association of Talent Development
and a Gallup and TotalSDI certified StrengthsFinder
coach.
While attending BU, Mark rowed four years
on the men's crew team, served as president
of the College of General Studies
student government, a VP in BU's student union,
and as a resident assistant at Warren Towers.
I'm sure many of you have fond Warren Towers memories.
Before he graduated, he was also awarded
the prestigious Scarlet Key Award.
Mark has presented several other excellent webinars for us.
And I again invite you to view them
after this one in our on-demand library found on our website.
Mark, thanks so much for being here today.
Thanks for being back.
It's always a pleasure to have you
do a presentation like this.
I'm going to go ahead and let you get your slide deck up
and running.
And then the floor is all yours.
Thank you very much, Jeff.
And Jeff, can you hear me well?
Sounds loud and clear.
Great.
And thank you all.
And thank you, Jeff and Boston University,
for having me on today's presentation.
And as Jeff indicated, I spent four years
on the river of the river Charles.
And so this presentation will be the last 500
meters of a 2,000 meter piece.
And for those that are aware of rowing and know about it,
that's where we do our sprint.
So we're going to be sprinting through some key concepts.
But as Jeff indicated, for this presentation,
I believe and I'm a firm believer
that if you lean in on what your core wiring is
and what your strengths are, then your world
becomes that much better.
My five top wiring aspects, or how I see my world,
is about connectedness.
I'm also very creative in how I view
my world, very strong beliefs.
I'm also empathetic.
And I'm also strategic.
And put that all together and couple
that with my absolute love of Boston University,
here I am at the dock of the BU boathouse standing with Rhett.
The other aspect about me because of my wiring
is I see dead people.
And I don't mean dead people from the standpoint
of literally dead, but figuratively dead.
And there's probably no accident.
And it's probably not a surprise to hear that a lot of people
are showing up to work disengaged.
And a lot of people are showing up as retired folks,
or as military folks refer to it,
as ROADies, or ROADs, retired on active duty.
So I want to spend some time building some context.
And then we'll get into the top five.
And again, as Jeff said, if you can,
go and type comments in chat.
Or if you've got questions, do that in Q&A as well.
But just for additional context, as he indicated,
I work with students, those in career transition, those
considering even doing a business, teams, managers
of teams, as well as leadership teams.
So what we're going to cover today is besides identifying
who's here, we're not literally going
to go do a side-by-side or a one-on-one intro.
But I want to get an idea of who's here.
I want to spend time giving you a snapshot about the state
of the American workforce.
I do understand we have people that might be accessing this
from overseas.
You probably have similar numbers.
The reality is to be aware in your current state.
The fact that you're listening to this
tells me that perhaps you probably
have some needs, or desires, or some wants, or itches
that need to be scratched.
We'll talk about strengths-based career management
as well as how do you figure this all out.
And more importantly, what's the call to action?
What are the five steps?
So that's our plan.
You'll see in this scatter diagram
that these little dots indicate the people that
have signed on to this webcast.
And you will see, this is a well-scattered demographic.
We have people that are logged in or that have signed up
that are from the '70s.
And then we have folks that are logged in that
are fairly recent grads.
So we have a fairly evenly distributed distribution.
This I would normally do in a live session.
But I want you to emotionally stand up
for this is that if I'm going to rattle off
some different attributes.
If you talk to people in elevators,
or in airplanes, grocery stores, basically
talk to anybody wherever you might be,
that's part of your wiring.
Also, you might have a closet organized
by color or by another process.
By the way, keep track of how many that resonate with you.
That's an indicator.
If you write things, if you love to do to-do lists each day,
including on the weekends.
And then when you do something that wasn't on the list,
and you add the items that you completed
that weren't on the list, then make a note of that as well.
You go directly to a familiar face when you go to a party.
That's an attribute for some folks
in how they're wired as well.
Another example is if you drive.
If you're from the New England area, as I am,
we're fairly known to be fairly aggressive,
as evidenced by my recent speeding ticket
that I'm negotiating with the State of Georgia.
I need to compete with other drivers.
Anyone else?
And also, some of you are wired in a way
that if you're presented something,
you like to ask lots of questions.
In some cases, you'll ask many questions
to the delight and sometimes the dismay of others around you.
So with that being said, you might go to a movie.
And you might already know the plot.
You might discover the plot before others.
That also is a gift or an indicator.
And then last before we go on is you might press a button,
or the button might already be pressed for the elevator ride.
But you decide to press it again just
to make sure that you can remind the elevator that you're there.
If you keep track of all those, if you
did keep track of all those, just in chat, how many of those
resonated with you?
Three, four, one, two, et cetera?
And then Jeff will report when I stop, when I take a breath.
So let's go through the first part of the presentation, which
is going to be the state of the American workforce.
And this is through a detailed report
that was done through Gallup.
And basically at the core is 33% of employees
are engaged, versus at best organizations that Gallup
tracks and works with, where they have engagement of 70%.
So Gallup in their key findings, they
discovered that the workplace is changing.
No surprise.
Employee expectations are changing.
Again, no surprise.
There's a call to action to leadership,
which is what we'll be spending some time talking about
to act as context.
And then reinforce the elements that drive--
they talked about what drives engagement.
So from a generational standpoint,
here's where we currently are if you look at this diagram.
Generation X, which is the light green,
represents 44% of the workforce.
Millennials are generating, again, about 44%.
The traditionalists, and those are folks pre-boomers,
are representing 4%.
I'm sorry.
The millennial-- the baby boomers, are representing 44%.
And the millennials are representing about 8%.
So they're rising up through the ranks.
Hey, Mark.
Yes.
Sorry, I wanted to let you know.
People have really resonated with the stand-up piece
that you asked.
Sarah had four of them, Rachel two, seven from one person,
Taylor at least six, Jackie six, Lori six,
Danielle most, and a couple of other comments.
So definitely people are resonating
with what you were saying.
And each one of those-- and thank you, Jeff.
And thank you all for responding.
Each one of those are an indicator
about how you see your world.
And when I engage teens or individuals,
we actually dissect that a little bit more.
But that's an indicator.
So if you're responding to that, then that tells us,
and it should tell you if you really
are serious about this, you filter
your world in a certain way.
And if you can embrace it and go forward,
you'll be very productive.
The other thing about the Gallup report, back to that-- thanks,
Jeff-- is the millennials are more likely than Generation
Xers and baby boomers to say a job that accelerates
their profession or career development is very
important to them, to the point where it's
45% of those folks that respond to that, the millennials,
respond that way, versus 31% or versus 18% for the baby
boomers.
19% said in 2012 that it was a good time
to find a quality job.
And if you recall, 2012, the economy's fairly dicey.
We were still in that slow recovery mode.
Now fast forward to the end of the 2016,
42% said the same thing during the first three quarters
of 2016.
Now 51% now today indicate that they are actively
looking for a new job or watching for a new job opening.
So if you're an employer, or you're an employee,
or you're on this webcast wondering,
how can I make work not work, and you might be looking
and you're trying to scratch this itch,
then be aware that you're part of the majority.
Now when people are trying to recruit or find
different levels of employment, guess
what's [inaudible] at the top of the site, is towards the site?
It's really, if you think about it, the best way
to enter a job is through networking.
That's what I advise people, especially
as they catch up to me in age is that the older you get,
networking, networking, networking
will get your next position.
And this and some of these data points in this slide
will also support that in addition
to some of the more traditional job-seeking platforms.
But what did people want today?
Well, in the past, they wanted a paycheck.
They wanted personal satisfaction.
They wanted, quote, "a boss."
They were part of an annual review.
They were also reminded frequently
about their areas of improvement.
And it was a job-based role that they were in.
Fast forward to today, the future focus
and looking ahead, what people want.
They want purpose.
They want development.
They don't want a boss.
They want someone that's going to help them, nurture
them, and coach them on to their next phase.
They want ongoing conversations.
Don't wait for the quarter.
Don't wait for semiannuals.
Don't wait for annuals.
But have it on an ongoing basis.
They prefer to focus on their strengths.
And instead of a job, they want to see
how does this job incorporate or integrate with my life.
And that's the future focus.
The left side of this screen indicates
those folks that are, quote, "currently engaged" at work.
And if you look at the bottom of the chart from 2000
and go all the way up to 2016, you'll
notice there's not a lot of delta between where
are the engagement levels, which speaks
to the challenge and opportunities we have,
not only as employers, but as workers.
How can I get more engaged?
The gray part indicates that it's not engaged.
And then the dark gray, or towards the black,
it's actively disengaged.
So which brings up the question, what is engagement?
I like to define engagement by this ball of paper.
We see balls of paper sometimes lying on the floor.
I call it corporate litter.
So you'll see a piece of paper on the ground.
People that are engaged in the workforce
or engaged in their job are more likely to pick up
that piece of paper and just throw it away.
If you're disengaged, you'll walk down a hallway.
You'll see a piece of paper on the ground.
And guess what?
You'll walk past it, because, you know why?
You didn't throw that piece of paper.
It's not your piece of paper.
So why should you bother?
So the disengaged employees don't
bother to do anything outside of their own scope.
The actively disengaged, those folks
that wish harm on the company that they work for, guess what?
They're the ones that actually threw the paper.
So you got to ask yourself, am I engaged?
Am my disengaged?
Or I'm actively disengaged?
Ideally, if you're engaged, then great.
You're picking up a lot of litter.
So the question many times people ask,
and you might be asking this today, is like all right,
well, all right Myette.
All right, smart guy.
What's the speeding bullet?
What is the silver bullet for us in this,
that if we're not engaged in the work force, what can we do?
The principle is focusing on what's right and not fixing
what's wrong.
If you focus on what's right, you
will achieve exponential results.
Let's get into a little bit more detail
and some examples and some specific data points
from Gallup.
Those who focus on using their strengths
are three times as likely to report having
an excellent quality of life.
In addition, they're six times as
likely to be engaged in their jobs.
Again, those who focus on using their strengths.
Those who learn to use their strengths every day
have a 7.8% greater productivity rate.
Teams who focus on strengths every day
have a 12.5% greater productivity rate.
Teams who receive strength-based feedback
experience 8.9% greater productivity.
Employees who receive strengths feedback
have 14.9% lower turnover.
If you're in sales, you know somebody in sales,
and they've got a manager who received coaching
based on their strengths, experienced 11% higher volume
per customer and 16% higher closing percentage on average.
So this isn't just like lofty stuff.
These are data points.
And what better coming from a research
organization like Gallup.
So managers who ignore their employees' strengths,
look at this data.
Managers who ignore their employees' strengths
don't even really focus on the strengths.
Look at how this goes.
2%, two out of 100, come out and say they're engaged.
57 out of 100 say that you know what?
I'm not engaged.
They're the ones that are walking past that paper.
And here's the startling one.
Those that are ignored, or employee strengths
that are ignored by managers, look at that.
40 out of 100 are throwing the paper.
Now let's go upward.
Managers who focus on employees' weaknesses
or negative characteristics--
and we talked about it.
If you focus too much on what's wrong as opposed to what's
right, this is still marketably better
than those that don't have any conversations
of professional development.
So you get 45% that are actually engaged.
You get 33 out of 100 that are not engaged.
And guess what?
The number is almost half in regard
to actively disengaged, as evidenced by the fact
that the ball of litter is that much smaller.
But here's the amazing thing.
Managers who predominantly focus on employees' strengths
reduce active disengagement to an astonishing low 1%.
And then you look at 61% for engaged.
And you look at 38% are engaged.
So 1%, 1 out of 100, are actively disengaged,
which is why I replaced that that litter
with the picture of Disney.
And the reason why I do that is if you've ever
been to Disneyland, which a majority of our population
does and has, you'll notice there's absolutely
no litter in their theme parks.
And if there is, it lasts only about a fraction of a second.
So needless to say, development approach
is to personal development.
The conventional approach says let's focus
on an area of improvement.
Let's have a development plan and do that.
The strength-based approaches.
Let's focus on what your gifts are.
Let's focus on what you're good at
and then manage around your weaknesses.
Let's figure out how to modulate what's going great
and how to compensate for that and really
focus on that, because our team and you will
be better served by doing that.
Now which brings us to the other part of the conversation
is passion.
I can't tell you how many folks I've sat down with
and asked them what type of career advice they receive,
especially those that are in career transition.
And they'll sometimes say is like people
will share with them.
It's like they'll be asked by a friend, a loved one,
meaning all the best intentions, what are you passionate about?
Well, focus on that and do a business on that,
or do something around there.
And I say, well, that's part of it.
Passion isn't everything.
But passions is an important thing.
But passion isn't everything.
I say it's gifts, strengths, and passion.
Combine those two.
You will achieve exponential results.
So let me give you some more data on this.
Strengths-based approach is a strength equals to a talent.
In this case, you might identify where your talents are
through a assessment tool like Clifton
StrengthsFinder, Clifton's Strengths 2.0, as an example.
You might use another diagnostic.
Now and then combine that with your passion.
In this case, it's Gladwell did all sorts of research
about the 10,000 hour in mastery approach.
And even that, I wrote a blog on that,
because that isn't necessarily true, what Gladwell said.
But anyway, but his premise is if you
focus a lot of hours on something,
chances are you will master it.
And so if you add the definition of what strength is,
strength is the ability to consistently produce
a positive outcome through near perfect performance
in a specific task.
All cool, right?
So let's bring up a couple examples.
We don't have football at Boston University.
At least when I was there, we did.
And then they stopped it after I left.
But there's this fellow who's name--
his name is Daniel Eugene Ruettiger, also known as Rudy.
If you ever saw the movie Rudy, this gentleman
played for Notre Dame.
Then we have Tim Tebow.
Tim Tebow played for three professional teams
in the Southeast here.
We refer to SEC as the Southeast Conference.
Up North, people refer to the SEC
as the Southeast or the Securities Exchange Commission.
College football's really big down in the South.
But he was a Heisman Trophy winner, Tim Tebow.
Then there's a third fellow that played also for Notre Dame.
His name was Joe Montana.
And Joe Montana went on to become
one of the best quarterbacks ever in the professional ranks.
But at Notre Dame, he was also a record-setting quarterback.
When I do workshops with individuals,
and you can apply this to this slide
to reinforce that you need more than just passion to be
successful or to achieve exponential results,
we go through this exercise.
And I'll have you go through this exercise where,
let's give everybody on this page, Rudy, Tebow, and Montana,
a five for passion.
So on a one to five scale, with five being totally high,
they would all get a five for passion.
Now when we talk about their gifts and their talents
that they had playing football, keep in mind
that Rudy played two plays in his entire football career
at Notre Dame.
He spent six years trying to make it to the Notre Dame
football team.
And then eventually when he was able to be
a player on the team, he was part of the practice squad.
And he eventually played two plays his entire career.
But it became a inspiration.
Tim Tebow became a Heisman Trophy winner.
But as evidenced by the previous slide with Tim,
he went with three teams in the NFL.
And he basically achieved a Peter's principle,
where he got to his level of incompetence
at the professional ranks.
And now he's playing baseball in the Mets farm system.
And then Joe Montana won numerous Super Bowls.
And I know for the Tom Brady fans,
there's a big debate going on.
Who's the best quarterback ever?
But people would argue Joe Montana is as well.
So if you apply this theory, or this theorem,
gifts times passion equals strength,
and you rated it a one to five on each,
chances are Joe Montana would get the highest rating because
of what he was able to do on the field,
both at the college level and the professional level.
Tim Tebow would be less.
And then Rudy would be less than all three.
All to the point is if you focus on your talents and your gifts
and apply your passion towards that,
you will achieve exponential results.
Now let's get away from the sports analogies.
There was another study that was done
to the University of Nebraska that
was actually identified and applied
this theorem to reading.
And they were testing average readers
and then above average readers.
In a test, they determined that in a minute,
the average reader read 90 words a minute.
And then the above average reader read 350 words a minute.
They taught each of them how to speed read.
And then you would think which group achieved better results
through this training.
And it's counterintuitive-- I'm going
to bring this up-- is that the average reader achieved
almost double, but short of double, 150 words a minute.
And here's where it's totally off the charts.
Those that read 350 words a minute
and were taught how to speed read, look at their results,
exponential.
They went from 350 words a minute,
because it was already a strength.
They were taught some additional skills.
They applied it.
And they achieved exponential results, 2,900 words a minute.
So what does this all mean?
Basically, if you lean in on your strengths,
apply your passion towards it, you'll
achieve exponential results.
All right, here's another reality piece.
Some of you might be on his call and you might be feeling this.
But I'm wondering, why am I feeling this way?
Here is the reality.
The reality is that we go to be at Boston University.
Or we have options to be employed, or be
in an occupation in any number of 1,166 jobs that are tracked
by the federal government.
There are 1,166 jobs that we can apply our gifts and passions
towards.
You will spend 80,000 hours in a career.
If you do the basic math, that 80,000 hours
equates to 20,000 hours per a 10-year block out of time.
Now granted, some people will argue, hey, Myette.
I work 80 hours a week.
God bless you, you're working 160,000 hours.
But hey, it's 80,000 hours, 20,000 hours
per a 10-year increment.
70%, as we learned, are disengaged in the workforce.
We learned that 16% are literally
throwing paper in the hallway.
They're actively disengaged.
They wish harm in the company they work for.
So that's a reality.
So if you're any one of those, and you're wondering, why me,
or why am I feeling this way, you're not alone.
So that's why I'm coming back to a tweet
I did a couple of years ago, which
was being authentic versus going through the motions.
Only one is sustainable.
So if you're authentic to yourself
and you are sensitive to what your gut's telling you,
and what your gifts are, and how do you lean in on them,
then if you follow your path of truth,
you will achieve exponential results.
If you follow a path that's riddled in deceivement,
or you're fooling yourself, or you're just living a lie,
it's not sustainable.
That's why today a number of people,
our compasses, our internal compasses, are broken.
And as evidenced by some of the really startling stats,
statistic, which I'm not going to get into,
but at a high level, we have epidemic levels of depression
happening currently.
We have epidemic levels of addiction currently.
And unfortunately, we also have epidemic levels of suicide
that are happening.
So if things are that great, then why
are things so, in this case, really startling?
So these are all realities that we're all facing.
I like to incorporate this gentleman, Mark Twain,
on my slides, because Mark Twain once said,
the two most important days in your life
is the first day, the day you were born.
And then the second day, the day that you
discover the reason why.
So at the end of the day, it's all about your--
I say not your wiring but your why-ering,
W-H-Y. What is your why?
And so which brings us to the basic premise
that I also have is we're all gifts wrapped in flesh.
Figure out what your gifts are.
Identify what your gifts are.
And you will ideally, hopefully, begin
to achieve not only exponential results,
but you will feel a lot better about yourself,
and what you're doing, and how you're doing it, et cetera.
So the understanding that you'll go through
in part of the five-step process is
to make work not work is to begin to understand the who,
the what, the where, the why, the when, the how,
and then get your questions answered.
If you're focusing on that, and you spend some time doing that,
you will achieve exponential results
or feel much more contented in your current state.
But the beauty of this is is that we are all mosaics.
You can be working with 10 other people.
And none of the other 10 have what
you have in the assortment of gifts and talents.
You can do something better than 10,000 other people.
That has been quantified also through Gallup.
Based on their research, everybody in the world does
something that 10,000 other people cannot do or they can do
better than 10,000 other people, which may not seem like a big
deal.
But the reality of it is, it is.
So how do we do it?
How do we get past this whole vague aspect of our--
how do we figure this out?
Again, getting back to that principle,
it's focusing on what's right and not focusing
on what's wrong.
So part of it is is beginning to lean in.
My basic theory that I like to run with my one-on-one clients
and even teams is it is a four-step process.
Name, so ideally, begin to identify how am I wired?
What are my gifts?
How do I see my world?
So how do I name it?
What do I name it?
The other part is what do I claim?
How do I claim it?
What can I take from that assessment, or that feedback,
or that vehicle, and say, you know what?
That's right.
That is me.
So how can I then now aim it, aim it in a way
that I'm going to achieve exponential results?
The fourth step, which is not reflected in these slides,
is all right, you also want to monitor the results.
So you want to track it.
So you want to check it.
So name, claim, aim, and check.
Those are the four steps.
Now if you can do this, you being
the rock in the middle of the pond in the middle,
will have a ripple effect, a positive ripple effect
in your family, a positive ripple effect on work,
your community, and more importantly, the world.
So the call to action is going to be in these five steps.
It's going to be this.
It's like the first thing is, let's identify your wiring.
OK, how are you wired?
And literally, we have a number of assessments and ways
that help you determine that.
Now I say assessment.
If you plan to take an assessment,
or you've already taken an assessment, in this case,
we're showing an assessment referred to as DISC.
It's a fairly popular behavioral assessment.
It puts people into quadrants and tells you
whether you're primarily a D, an I, an S, or a C.
And then you might be a secondary style as well.
Put the combinations in.
And it helps you understand what your wiring is.
Now with that being said, it's important
that when you think of assessments,
assessments are akin to what I refer
to as running with scissors.
So here's a disclaimer about assessments.
Assessments are dangerous.
They can be running with scissors,
because you can get hurt.
Why do I say that?
Well, 100% of the assessment is not accurate.
There's no assessment that will be 100% accurate.
So that's why it's important to do an assessment,
get some feedback on it, and help
to understand how do I internalize this,
and what do I do.
The other part is, assessments do not give you
permission to behave badly.
Sometimes you'll see in the assessment
that it says when you're under stress,
you will behave this way.
Or people that have this trait have a tendency
to be X, Y, or Z, which is perceived
by others as negative behavior.
Sometimes people read the assessment
and say, oh, this explains why I'm an SOB.
So I guess I'll just be an SOB.
And they proudly wear a badge.
It doesn't give you permission to behave badly.
That's another disclaimer.
And the third disclaimer I like to say,
it doesn't give you permission to typecast somebody, or worse,
typecast yourself.
An example would be if you're doing a team assessment,
and it comes out that one person--
or there's some people that are much more social.
And they love being around people.
And they seem to be very extroverted.
And then all of a sudden, they'll read the assessment.
And people will confirm it.
But they'll say, great.
You can plan our Christmas.
You can plan our parties, right?
And it's like, well, somebody might forget that feedback,
it's like, well, just because it says I am
doesn't mean I want to do it.
So be careful about that as well.
The second part, if you pick a vehicle of identifying
your wiring is also know your wiring.
And you should know this individual.
This is Simon Sinek.
And he started with the why.
He wrote a book that became a classic.
If you watched his YouTube video about the why
and getting to why, it's had multimillion hits on it.
And what he defined in it, what he defined
is the golden circle.
So I've taken the golden circle that he applied and applied
it less towards companies but more towards the individual.
So what he defined is there's three rings to the circle.
In the conventional wisdom, somebody who goes to work
and is in a career, they focus on their what.
Many times, they'll focus on their what.
So they know what their role is.
They know what they do.
They know what their product is.
They know what service they provide, et cetera.
So they focus on the what.
Then there's others that focus on the how.
Some people know how they do it.
There are things that make you special that set you apart
from your competition.
You have a good idea about what that is.
And so you're focused on that.
Simon says-- no pun intended-- is
that your sweet spot is going to be focusing on the why.
And what he contends, and I'll apply this
to the rubric of professional development and career
evolution, is very few people know their
why or why they do what they do.
But the important thing is why is not
so much about making money.
That's a result. And as Simon would say, why is a purpose.
And it's a cause or belief.
It's the very reason why you exist.
So our opportunity is to figure out, and for you going ahead,
is what's my why?
What really makes me tick?
So identify how you can help.
And the key thing is-- and I'd give extra credit to this--
the first person that knows that can type in chat
and identify who this individual is
will achieve something that no one else will achieve.
So I'm going to let you stare at this picture.
And I'm going to give you a hint.
And Jeff, keep an eye on the chat and then let me
know what comes up.
Now I'll give you another hint.
This person was played by Octavia Spencer in a movie
recently that won an Academy Award, not
this year but the previous year, called Hidden Figures.
So this woman--
We have somebody who identified Henrietta Lacks.
Oh, so close.
No, it's Dorothy Vaughn.
So Dorothy Vaughan.
Dorothy Vaughan-- and there is probably some other ones there.
But what she did is if you ever saw the movie, which
is a great movie about the NASA program
before they had the IBM computers and the mainframe set
up.
They had humans that were referred to as computers that
literally did the math.
And Dorothy Vaughan, the woman on the left,
managed a team of computers.
And she was a supervisor.
But when she saw the writing on the wall and what she did
is outside of her normal job when they started
to install the IBM mainframe, she
took it upon herself to learn about the IBM mainframe
and how to process mathematical equations
and basically how to program the mainframe.
Because if you saw the movie, they installed the mainframe,
and no one knew how to program it.
So she took it upon herself to learn that.
So the moral of the story is is if you
can identify how you can help, that's
leaning in on your gifts and your talents,
even though it's not in your job description,
you will many times be put in a situation where you will
be presented with opportunities that others that didn't do that
will.
Now as you saw in the movie, she eventually
took her team of computers.
And they became the actual programmers
for NASA's first IBM mainframe.
So it's a great story.
And it literally is a true story.
But it's a great moral for us as well.
Identify how you can help based on what your wiring is, what
you've learned about, how you see
your world, above and beyond your job description.
So I love this quote.
Sooner or later, you realize that your real fulfillment
comes only from helping others.
All of the rest is just temporary.
And so you can ask yourself when you're at this point
is how can I help.
When you're trying to figure that out
is ask yourself these three key questions.
One is, what breaks your heart?
What really breaks your heart?
Next question is, what bothers me?
That's another way of saying, what breaks your heart?
So it depends who you're asking.
But what bothers you?
Then the third thing is, where can I add most value?
So if you identify A, what breaks your heart or what
really bothers you, and then you really
lean in on what you're good at and what your gifts are,
and then you can try to figure out a spot and then where
you can add the most value.
So that's one of the things I recommend to people that
are trying to find their way.
So the fourth part of the five-step process
is know what you can give.
Again, no surprise.
If you go to the early phase of self-awareness
to understand what your gifts are,
and then also understand what your passions are,
and also tie those together so it's connected to your why,
it becomes a lot easier to figure out what can you give
and how can you give it.
And you'll give it away.
And you'll give it every day, because you're eventually
going to get in your own career evolution
that your occupation will eventually become a vocation.
And if you can focus on not just an occupation,
but more importantly, how can I leverage it
so it becomes a vocation, then you will have
a contented life, my friend.
The other part which goes into this
is how to apply your gifts.
Be careful, because just because you have a gift
or you have talents and you've got strengths, if you-- say,
for example, I'm speaking to a group
that might be in New England.
I know Neil Diamond, seventh inning stretch, or whatever,
seventh or sixth, where they play Sweet Caroline.
If you stood right by the speakers at Fenway Park,
you might love the song.
But if you stood literally right by the speakers
and listened to that song, you'd have to hold your ears.
And so if you overplay a strength
or over-modulate a favorite song in volume,
then what that does is it causes conflict.
And it causes stress.
So the opportunity as evidenced by that little knob
is you need the art of also identifying your gifts
and your talents is figuring out how do I modulate this in a way
that when it's needed, I can apply it.
I'll give you a real world example.
If you are a team leader and you know that you're very direct,
you're very directive, and you've been given feedback
that you're a high D from a DISC assessment standpoint,
next time you run a team meeting,
and I say run in air quotes, you might have an agenda.
You might have something.
Bite your lip.
Have the agenda and then start the conversation.
And then just shut the heck up.
And just let the group talk.
And let the group figure out what the challenges
and how to fix it.
And then don't say anything.
You just listen.
And that's an example of modulation.
You know that you want to jump in.
You know you already have the answer.
And it's a lot easier to shortcut
by you just saying what the answer is and let's
shortcut this meeting.
But you won't help your team members if you just do that.
So your opportunity to modulate will
be is to be quiet, listen, ask lots of questions,
and just observe, and let the team come up with an answer.
So that's an example.
And then the fifth part is a Japanese approach referred
to as Kaizen is that if you've done the first four
steps of how to maximize your capabilities in the workforce
and then you also apply this filter of what's working?
What's not working?
What feedback am I receiving?
Is it good feedback?
Am I receiving consistent feedback
that I've heard more than once?
OK, I have an opportunity here.
How can I modulate that better?
How can I enhance a skill?
How can I become more productive?
I see the tea leaves coming out.
My role's evolving.
Now how can I apply my gifts and talents
in a way that will help me like Dorothy Vaughan did
with the emergence of technology at NASA?
How can I embrace it and then really lean in on it
and then be ahead of the wave instead
of being smothered by the wave?
So moving forward, those are the five steps.
But moving forward, this is what you should expect if,
and the key word is if, if you have an open mind,
this is what you can expect if you apply this.
You can expect a lot of fuzziness.
You're not going to wake up tomorrow morning and say,
I have the answer.
I know my why.
Or you might know your why.
But you're like, all right, well, how do I modulate this?
How do I direct it in a way that I'll
achieve exponential result?
So as a result, you can expect that you might feel lost.
You might feel confused.
You might feel unsure.
You might feel unclear, perplexed, disoriented,
bewildered.
That's OK.
You should expect that.
The other thing is try something, because guess what?
If you mess up, you mess up.
So you should expect, you should expect
if you try something that's outside of your norm
that you might make mistakes.
And guess what?
That's OK.
Google has this great saying.
It's if you wait to perfect, it's too late.
So don't wait till perfect.
It's too late.
Just go do something.
Beyond yourself, if you're involved with others,
if you're managing others, if you're a parent to others,
if you're married to someone else, try something.
Look for someone's strengths instead of their weakness.
Compliment them on things that you really respect about them.
I've got a 14-year-old son.
And I'm very intentional on this.
When I see him play baseball, I don't necessarily coach him
on what didn't go right.
What I give him feedback on is just basically let him know,
you know, I really love your enthusiasm.
You know, I really love how you're a great teammate.
And I love how your coach also recognizes that you're
such a great teammate.
And you're verily versatile.
So you're doing a really good job.
By the way, let's talk about that happened.
You can mix it in.
But this is what we're trying to get at.
But at the end of the day, if you
apply the five steps, if you apply the information that we
applied in the context, then apply it yourself,
you can expect results.
You can expect, more importantly, success.
There's no limits.
I mean, there are absolutely no limits
to what we can accomplish.
A lot of it goes towards mindset.
A lot of it goes towards the name, the claim, the aim,
and the checking process with the five-step process
that I identified as the framework.
But remember more importantly, you are a gift.
So if you're sitting down and you're
trying to assess where you go, understand that you are a gift
and you have something to offer.
So enjoy the journey, because it might seem like a long journey.
But it's a fast journey.
It goes really, really fast.
So it's been a pleasure to be with you today.
And Jeff and others, I'm going to pause here
momentarily and then see if there's
any comments or questions.
But thank you very much.
Thank you, Mark.
This is the third or fourth time we've done a webinar together.
And I have to say this has been your best presentation yet.
[inaudible]
However, I am deducting points for your suggestion
that Joe Montana might somehow be better than Tom Brady.
But folks, go ahead, either in the chat box or the Q&A
box, either one, feel free to ask your questions of Mark.
And Mark, I'll break the ice here.
As you're talking about identifying and knowing
your wiring, and identifying how you can help,
and asking those questions about what bothers you in the world
and what problems would you want to fix, I'm curious.
When you're doing coaching and working with your clients,
how many of those folks are you encouraging to get a new job?
I can't imagine that most folks are sitting in their office
thinking, you know what?
It's really bothering me that my CEO isn't making
more money, or some of those.
Can you comment on that for me?
Well, it's a relevant question.
And at the end of the day, if I'm from truly coaching,
I'm not directing, right, because people generally
know the answer.
So my role as a coach is to help the eye see what can't be seen,
the ear hear what can't be hear, or the mind process what
can't be processed.
So what I do is I insert questions,
insert different opportunities for them to reflect.
I might insert an assessment tool.
And then our conversations evolve
towards them coming up with conclusions
that they can come up with.
I may influence it by saying, well, why
do you think you feel that way?
So it's asking open-ended questions.
So when somebody who I'm sitting down with
is really discontent or not engaged,
and they really feel a pit in their stomach,
then at the end of the day, they have to answer this question.
Do they want to do this every day
for the rest of their lives?
And if they're truthful with themselves,
they know what the answer is.
And they don't need a Mark Myette
to give them that information.
Fair enough.
[? moussa ?] has asked a question
that I'm sure you're not surprised to get.
He's wondering of all the personality assessments that
are out there, Myers-Briggs, DISC, I
know that you are a certified StrengthsFinder coach.
Which one do you most recommend?
And I realize that maybe that answer changes from person
to person.
Well, I'm glad that that question came up.
And the way I like to answer it is just
start with a question, which is what are you
trying to understand, because [inaudible] there's
different-- it's like a tool in your toolkit.
There will be a certain tool, a screwdriver,
that will do a job very well.
But if you apply a hammer to it, it
won't do the job really well.
So if you're trying to assess, in this case,
we're talking about gifts.
If you're trying to assess what your talents are
and your strengths are, there are definite assessments
that help you do that.
That's why I like Gallup.
If you're trying to give people insight
in regard to what their wiring is
and their behavior styles, then the two most popular ones
are going to be DISC or Myers-Briggs.
There's also, if you have a dynamic where you're
trying to understand and trying to discern, how do I handle
conflict, because either I'm not handling conflict really well
or my team isn't handling conflict really well,
there's a different diagnostic that you can test that.
So the end of the day it gets to is
what are you trying to discern?
Jeff, I will follow up with a link to a blog I wrote
and a series of blogs about assessments
that might give more context to the answer to that question
as well.
That's great.
And I know we had talked offline that you've
got a bunch of resources that you want
to share with folks after this.
And I'll be sure to send those out in an email,
along with a link to the recording
as soon as we have it available.
[inaudible]
A very related question from Ellen.
Ellen asks, once we identify some of our strengths, what
are resources online or books that she
might be able to use to identify jobs that are well
suited for those strengths?
So Ellen's returning to work and would really
like some help identifying, pointing her
in the right direction based on what
she knows about her strengths.
Yes, and there's a great online website.
And the name is escaping me now.
And I apologize, because it's--
But there's a way to actually--
You can plug in an assessment result
and what your score was into this website.
And then it pulls up, based on what the results were,
what are some occupations that lend themselves
to the results of your assessment.
And the assessment is referred to as Strong,
the Strong assessment.
It's a different assessment.
So if you go to a specific website and enter that in,
it will tell you which occupations.
I will follow up with Jeff with the link to that website
as well.
But off the top of my head, I'm losing that--
I'm having a brain hiccup.
My recollection is that also Myers-Briggs,
and I think it's either StrengthsFinder or DISC,
I've had to do all of those things.
They all talk about a little bit about what kind of industries
or positions you might find valuable.
But certainly, we'll be certain to share the link
that you've got, Mark.
Yes.
Last chance, folks.
Well, you don't seem to have any other questions.
But Mark, I'll let you know that Bob wrote in to say,
thanks for this, reminding some of what's familiar
as well as a fresh perspective.
And Bob really appreciates your enthusiasm for the topic.
Question here from Taylor.
Early on when you asked those questions,
you said those related to filtering
the world in a certain way.
I'm really curious what you meant by that.
Does that have to do with the StrengthsFinders?
Or can you say briefly what that refers to?
Well, yeah.
Filtering is just-- it goes even more
back if you back up that truck a little bit further.
It's all about your wiring, right?
And because you're wired a certain way,
everyone's wired a certain way, what
I'm trying to infer there is that because of your wiring,
you see things differently than everybody else.
So if you're predisposed to be one way,
and then you nuance that even more, everything you see,
you see it in a slightly different way
than somebody else.
And that's what I mean by filtering.
So when I say filtering, you filter situations.
You filter conflict.
You filter internal turmoil.
You filter events around you differently than somebody else
might.
And when you watch somebody that seems
to handle something really well, you're like, wow,
I'm impressed.
I love how you did that, because I can't do that.
You might not tell them that.
But you might be thinking, wow, that's really impressive.
So when I say filtering, basically,
how do you take all this stuff in.
And then how do you process it.
But more importantly, how do you aim it?
Remember that name, claim, and aim?
How do you aim it in a way that makes
you productive in the team dynamic, family
dynamic, or work dynamic?
Mark, thanks again for this great presentation.
I know I particularly enjoyed your wadded
up paper ball analogy.
So thank you for that.
I'm thinking about testing out my team.
I've got a office that has a window that
looks right down the hall.
I'm thinking about just planting one in the middle
and see what happens.
See how long it stays there.
It's actually, believe it or not,
for some hospitality companies like hotels,
it will do that during it.
They will intentionally put something
like that in the lobby and watch to see which applicants
pick it up and throw it away.
That doesn't surprise me at all.
Well, Mark, thanks again.
I want to thank all of our guests
for participating, for your great, great questions
and thoughts as Mark was doing his presentation.
Specifically want to thank those of you that
have donated to BU in the past.
We have a webinar coming up on Tuesday that was originally
scheduled for a week ago.
Our speaker was not able to do that date.
But it's on Tuesday.
We still have spots.
It's everything you need to know about networking on LinkedIn.
So I definitely encourage all of you
to visit our website to sign up for that.
Or see other alumni events and opportunities
that are happening online and in cities around the world.
Again, that's bu.edu/alumni.
And if you or someone, another BU alum you know,
would be interested in doing a presentation like this
for the BU alumni community, I invite
you to contact me at alumni relations
or by email at jtmurphy@bu.edu.
Thanks again, everybody.
Thank you, Mark.
Have a great day.
And everybody have a great day or a great evening
wherever you might be.
Thank you, everybody.
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