Transcript 0:00 [upbeat music] Welcome back to The Peggy Smedley Show, the podcasting voice of IoT and digital transformation. Hello, listeners, and welcome back to The Peggy Smedley Show. 0:15 My next guest today has worked with Fortune five hundred companies for more than fifteen years, both in them and for them. So please welcome Juliana Stancampiano, author of Radical Outcomes and CEO of Oxygen. 0:31 Juliana, welcome to the show. Thank you so much. It's great to be here. Juliana, I have your book in front of me, and I have to tell you, I've enjoyed going through this book. 0:43 There are some really, really interesting points, um, especially during our time right now. We're talking about, uh, skilling and reskilling. 0:51 So you have to tell me a little bit about what led you to write this book, because I think there's some really great feedback that every listener right now should be looking at this when we talk about in a time of wasting time and not teaching our employees the right things. 1:13 Yeah, that's great. 1:14 So I think, you know, what led me to doing this is that I've been running a team, um, and my own business for over ten years now, and all along the way, I got questions from, uh, clients saying, "Well, how are you guys doing that? 1:28 And what are you doing? And can we come work with you and see what it's like?" And for the longest time, I just kind of brushed it off, and I thought, that's really kind of silly. 1:38 Um, and then I realized that we actually worked in a very different way than our clients did and started to dive into what were the differences between what we were doing and how they were working. 1:49 Um, and that really led up to what you're seeing and, and reading in the book. Well, there's no question. 1:56 I mean, I, I know that we talked about, and, and your team talked about that learning and development is a hundred and forty billion dollar industry, but you say so much of time is wasted, and I really do agree. 2:08 When I was looking at the book, and I was looking at some of the points, just in the repetition that we don't understand how people learn and w-- the way they're learning, that, that to me, that point, and I'm-- we're training a new employee right now, and, and as I was- [laughs]... 2:24 and as I was reading some of that, I'm like, "Oh, my gosh, I'm doing the same things." [laughs] So I was like, "Now I gotta train and rethink how I teach an editor." 2:32 And it just-- there were such really good points there, and I think so many of us make that same mistake. 2:37 But I think, I guess what I'm really curious about is even people when they think about, you know, w- and your points in, in talking about when you hire salespeople or whatever you do, there's such points that you make about how you have to think about the way you train and how you develop them from the very beginning, 'cause those... 2:58 It's just like when you have a child. You know, those are those learning points- [laughs]... from the very beginning. That's all as a mother of three. That's all I kept thinking. Yeah. 3:06 'Cause that's a crucial point, and, and that's what your book kept resonating with me. Yeah. 3:13 You know, I think that f-for the most part, um, in, in most organizations, and some are better than others, you know, that training or the reskilling, um, of employees is really broken. 3:26 And for whatever reason, we, we tend to double down on things even though they don't work. Um, and I've read up a lot about that because I'm intrigued by, um, best practices because I think it's just completely a myth. 3:39 You know, it's like, this is what works for me and how it works for me, but it doesn't mean that it's necessarily something you can just repeat and copy and implement, right? 3:48 And e-and exactly to your point, I think we've strayed so far, um, from the mark of where we started with corporate education for our employees, that we have to get back actually to some of the basics. 4:02 And, you know, it's, it's funny, a-and I've got two kids as well, so I can relate. 4:06 That's why I kind of chuckled at that comment because I always go back to like, man, my kids' kindergarten, you know, classroom was way more productive than I see our corporate education. 4:14 And why do we think that just because we're adults, we can sit and listen to somebody drone on for an hour and a half and actually retain and start doing that thing, whatever it was that they were talking about? 4:25 It just, it, you know... 4:26 So our experta- expectations, I believe, are extremely skewed of what adults, uh, can do and in what amount of time we can take in, retain, process, and then be able to do something differently, um, compared to what our expectations are for our kids, to be honest. 4:44 And y-yes, we have lots of, lots more knowledge and experience, and we do accelerate, but it-it's not so different than, than I think what we've done, uh, from a corporate education standpoint. 4:57 Um, so I think, you know, and, and when we do things with clients, sometimes they-- we show it to them, and they're like, "Well, that's just so simple." And I'm like, "Yeah. It doesn't have to be complex." 5:06 You know, you have to manage and see through the complexity, which is the hard part, to get to making it easy for somebody to take in, retain, and do something with it. 5:17 And I think that's the crucial aspect is what do we expect people to do after we give them this thing or, or walk them through something or send them to a training, and that's not always clear. 5:31 I think the interesting point that I kept getting is that we, we look at this as we have all these employees, and we're thinking like, "Well, we've got to get rid of them," and we never think that we have a really good employee, and that employee could never be considered for that job because we think, well, they're not. 5:47 And, and one thing that was something that we need to think about is just again, like, and I'm going back, [laughs] this is sounds terrible, that whole concept of pers- perfection. I mean, I am. 5:58 I, everything I want- Yeah. [laughs]... is perfection. But again, we have to stop thinking that way. And again, if we think about reskilling, we have to change that mindset because that's a perfect way of thinking. 6:09 Somebody who is doing something a certain way, again, you're changing that mindset because that person can learn something a different way, and maybe they weren't so good atUh, perfectly doing that a, a, a s- a certain way. 6:23 They could do something, and that might not be perfection, but that's okay. Yeah. You know, and I think your whole show probably talks about this a lot of how quickly we're moving today compared to ten years ago even. 6:39 I saw the, the birth of... or the birthday of the internet, uh, worldwide web was thirty years, and I was like, "Wow," you know, that was just not that long ago. 6:48 And we're moving exponentially faster, and if you're gonna strive for perfection, you're gonna get lost. Uh, and if you have to have the answers, you're gonna get lost in today's world. 7:00 So how do we help people, um, you know, and I'm the same way, and this is part of why it came out, right? It was like, I wanna strive for excellence, but perfection is so much pressure, and it's literally impossible. 7:12 Um, so let's strive for excellence, but let's define what good enough for right now is. And, you know, to your point, that's been something that's resonated a lot with our audience is this. 7:22 We-we've coined it GEFERN internally at Oxygen. You know, is it GEFERN? And, you know, we as the producer of the thing may not be able to be the people to see when something is done or good enough, 7:35 um, but your colleagues and the team around you can very easily go, "No, that's, that's good enough." And we do that for one another. You kind of just check in. Am I taking this too far? 7:44 Am I spending too much time on it 'cause I wanna perfect this little thing over here that I actually don't know that anybody's gonna care about? 7:52 And, and that's your point again about the, the, the teamwork concept, and that's when, you know, all boats rise. You know, you have a teamwork, and the team can do... That's when... 8:04 Uh, and I think that really shows how everybody succeeds then. Again, that's what you need in any organization, correct? Yeah, I believe so. 8:13 I believe, um, very, very strongly in the power of teams, especially in today's world of everything moving so quickly. 8:20 If you're not, um, activating and encouraging teams, as a company, I believe you're gonna be falling further and further behind. 8:28 It can no longer be about the lone hero, you know, [laughs] that pulls all the all-nighters and comes w- up with this amazing thing that's gonna pull you through. 8:38 And I think, you know, we have some really good examples out there of companies like Zappos and some that have grown quite large that really take on this teaming structure, um, to be successful. 8:49 And, uh, uh, literally, I don't see u- us being able to move away from it with how quickly our world's moving today. 8:57 Well, Julie Stancombiano, author of Radical Outcomes and CEO of Oxygen, thank you so much for your time. Where can our listeners get your book? Yeah, so any of your favorite, um, places to buy a book. 9:11 Obviously, there's Amazon, CEO Reads, Barnes & Noble. It's out there and available at any of your, uh, favorite places more than likely. All right. Well, thank you so much. 9:21 We appreciate your time today, and we wish you much success, and, uh, uh, we'll hope that, uh, you'll come back sometime and tell us more. Thanks so much. I appreciate it. Have a great one. All right. You too. 9:33 All right, listeners. Remember, we are broadcast live every Tuesday, twelve PM Central. Check out our website at thepeggySmedleyShow.com or connectedworld.com. 9:42 Remember, this is The Peggy Smedley Show, the podcasting voice of IoT and digital transformation, and with great technology comes great responsibility. Have an awesome week. 9:53 [rock music] Constructek TV, your fierce advocates for construction. 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