609 Laura Treonze:
Did you know 67% of all employees are actively disengaged in the workplace? For … … entrepreneurs, that is an opportunity to attract great talent that’s underutilized or demotivated elsewhere by creating a great culture of empowerment for your team. Yet all too often we fail to seize that opportunity – so where do many entrepreneurs go wrong and what steps can you take to make sure your hiring, onboarding and culture maximize your results?
I’m Melinda Wittstock and today on Wings of Inspired Business we meet an inspiring entrepreneur who specializes in behavioral understanding to enhance company culture, boost employee engagement, and maximize team productivity and results.
Laura Treonze is an executive coach and founder of LMT consulting. She combines psychology with experiential coaching methods to help individuals and teams break through limiting beliefs to increase productivity and profit.
Laura will be here in a minute, and first…
Ok, so you’ve made an important hire. Now what? Chances are if you’re like many entrepreneurs you may make the mistake of thinking your new team member can read your mind – that they know right out of the gate what is expected of them, the results you want to see, and how you want them to contribute to your culture. Here’s the thing: They can’t read your mind. When we fail to align expectations, get clear on what it means to live our company values, and take the time to onboard our new hires, we set everyone up for disappointment – including you. So how can we be sure we’re making the right hire, setting them up for success, and being quick to let go of those who are not a good fit? It’s a costly mistake to get it wrong – because your business is only as good as your team and how your team is working together.
Laura Treonze believes that behavioral understanding is the key to personal and professional success, and her mission is to help people do and be more than they thought physically, mentally, spiritually and financially possible while building businesses and lives worth talking about. A master certified coach who has coached both for Tony Robbins before launching her own business, Laura works with business teams, sales professionals, independent contractors, retail executives, realtors, coaches, and nonprofits. She also hosts the Own Your Truth podcast.
Today we’re going to talk about what makes a GREAT company culture and the questions you need to ask to make sure you hire the right people the right way and engage them to assure success.
Let’s put on our wings with the inspiring Laura Treonze.
Melinda Wittstock: Laura, welcome to Wings.
Laura Treonze: Thanks so much, Melinda. I’m so excited to be here.
Melinda Wittstock: Me too, because company culture is such a predictor of success or failure as an entrepreneur.
Laura Treonze: So true.
Melinda Wittstock: Your ability to really build a great culture is what’s going to attract great talent and allow that talent to do great things and build the valuation of your company. So, how did you first get interested in understanding how to enhance company culture?
Laura Treonze: Such a great question. So, my path has sort of been all over the place. It started when I was working with a large real estate franchise. They used a particular assessment to help guide people into the part of real estate that best fit their behavioral style. So for some reason, and maybe this was my interest in psychology my entire life, I became fascinated with the assessment. And so what would happen is that people would take the assessment, and then it would get stuck in a drawer somewhere, and nobody would reference it again. Once I started becoming part of the leadership team, I would sit in on meetings and the broker would be frustrated that people would talk about these goals they had, and then they wouldn’t be doing what it took to reach their goals. So I started to say, “Give me their assessment.” And I’d be looking at their assessment, and I’d say, “This person, their greatest fear is rejection. They’re not going to go for no.”
So it doesn’t matter how much you train salespeople to go for no, if it’s unnatural for them, they won’t be able to sustain it long-term. So, this particular franchise actually had a really strong culture, so what I found was bringing this assessment to other people and companies, it started to just snowball and people would be like, “Oh wait, can you look at my assessment and help me build my business based on that?” And from there, you extend from the individual into a team, and then a company culture.
Melinda Wittstock: Right. So it’s really what’s intrinsic to the person is what they’re going to do?
Laura Treonze: Absolutely. A lot of it has to do with who we are and how we naturally show up. You can adapt and train somebody only so far, and then their natural instincts are going to come out.
Melinda Wittstock: Exactly. So, matching those behaviors or the intrinsic aspects of someone’s personality or whatever to the task or what they’re doing in a job or in any kind of position, is as important as if they’re actually skilled in that or were trained in it. It’s what they are going to be doing day-to-day. How do you assess that in somebody?
Laura Treonze: Well, through curiosity and questions. And when we talk about company culture, a lot of companies talk about it like it’s outside of them. People will say that they have this company culture, but once you’re in the company, that’s not what they’re living. And I find it’s because we hire based on skill, and fire based on attitude. And so when we start to look at behavior as a way to help determine attitude, and how does that attitude fit into this culture, the best way to pull that out is getting deeply curious and asking lots of questions. In working with hiring managers and working with a lot of people looking for jobs, we don’t ask enough questions. There’s this desire when we’re interviewing to be chosen, both from the company, “Choose us”, as well as the person interviewing for the position, “Choose me.”, when what we really need to be doing is looking for the right match, and that’s where the assessment that I use really helps create the right questions to determine if it’s the right match.
Melinda Wittstock: So, give me an example of a great question that somebody should be asking? I guess it’s a little bit general because it depends on the job obviously, but how to assess attitude? Because people in a job interview are trying to impress you, so they’re trying to mirror you and they want the job, right? So they’re saying the things that they think that you want to hear. I think that’s often the case. And so what are some questions that people can ask that ascertain or elicit, I suppose, who this person really is and what their attitude actually is?
Laura Treonze: That’s such a great question, and it is so specific to the type of people you’re interviewing. I will say, the one question I tell everyone to ask, and this is whether you’re the interviewer or the interviewee, is if there was one thing you could change about this organization, what would it be? If you’re interviewing someone, if there was one thing you could change about your past organization, what would it be? This is a really nice way to get people to talk about the problems that they see. And once people get talking, you can then start to ask more questions to figure out how did their attitude fit into the problems that they saw, and vice versa? How does the cultural attitude of the company fit into the problems that exist? So, that’s one question I tell every person who’s, again, interviewing, or as an interviewer, to ask this question. It’s going to lead you to a lot of good information.
Melinda Wittstock: A lot of the big disconnect that happens for entrepreneurs though, especially in startup companies, building scalable startup companies that need people with kind of the heart of an entrepreneur, and yet not everybody’s an entrepreneur. A lot of people have more corporate backgrounds or are more traditional like, “This is a job. I just come in, and I do it.” But entrepreneurs need to hire people who are very proactive or can handle change, can handle that sort of nimbleness or agility where things are continually changing and adapting, because what you’re building is something new, right? And so that’s a tricky one where I see a lot of entrepreneurs getting the wrong fit, right? Getting employees instead of team members.
Laura Treonze: Well, so that’s such a great point, and I think that here’s what I see, is that when we’re entrepreneurs, we actually do want people who are like us, the challenge with that in terms of, as you mentioned, being nimble and self-starters, here’s the challenge, is that when we look at different positions in a company, they actually require different behavioral styles. And so if I’m hiring someone for the accounting side of my business, I don’t actually want them to be all that-
Melinda Wittstock: No, you don’t want them to be an entrepreneurial accountant.
Laura Treonze: Exactly. Exactly.
Melinda Wittstock: Fair enough.
Laura Treonze: I have to say, I saw a documentary that someone had done on personality tests, and behavioral assessments are so misused in the marketplace, it actually hurts my soul, but that’s where we use the assessment to ask the questions to find out if they’re a fit. Because you can have someone with a certain behavioral style on paper, but because of their experiences, they actually have more of that entrepreneurial spirit than you would see on paper. And so that’s why you would never hire or fire based on some assessment, you really only use that as a way to get really curious and ask questions, to find out if they’re going to be the right fit for your organization.
Melinda Wittstock: Right. So it’s a baseline? It’s something to jump off of?
Laura Treonze: Exactly. Exactly.
Melinda Wittstock: Yeah. No, that’s a really good point. So, what makes a great company culture? And obviously different companies have different cultures depending on what they do and who they are, but what makes one really authentically great in your mind?
Laura Treonze: Clarity around what you do. I think right now, and because of how much information we have access to, it’s so easy to get distracted and get off your core gifts, get off of your core offering, for instance, if you’re creating products, and you want to be all things to all people. And here’s the reality, when you try to be everything to everyone, you are nothing to everyone, because there’s no way to direct people to what you’re great at. And you find this with retailers, you find this with startups, you find this in so many different places that there’s this desire to be everything to everyone, and really it’s the demise of culture and companies.
Melinda Wittstock: Yeah, this is true. I mean, this is a really good point in marketing and sales and whatnot as well. You have to kind of be who you are. So, that really requires the company, say from the founders and CEO through the executive positions, but also from the ground up to just really be united on that mission. And that’s easier said than done. It’s probably easier for a startup to do that, because you’re defining it from day one, and yet it can be difficult to execute in practice. So, let’s talk about a great startup company culture where say you know who you are, you know the problem you’re solving, you know who you’re solving it for, you’ve got that piece down, but then you’re going through a period of say, rapid hiring and making sure that everybody’s on board or aligned with that mission or that culture or whatever. What are the common traps or pitfalls or mistakes people make in that kind of scenario when they’re trying, they have an intention, to build a great company culture?
Laura Treonze: So, what I find is that because they’re hiring so fast, they’re being less particular about the attitude part, and they’re hiring based on skill, right? So again, we’re not asking those questions to find out if it’s the right match. Also, when startups are sort of in that growth mode, they need people so quickly, they actually sacrifice the quality for quantity. And so it seems so contradictory to nature, but it is, slow down. Make sure that you’re hiring in a way that allows you to vet your new hires and train them as they come in, because that’s another really big challenge right now. You see a third of new hires leaving after three months, most often because they’re not getting the onboarding and training that they thought they would when they were hired. And so I think that it’s making sure that you’re slowing down enough, that you can really determine “Is this the right fit?”, which means you’re taking longer to hire.
And then if it’s not the right fit, you’re firing quickly. That’s the other thing is people, because hiring can feel so painful, people hold on too long because they’re like, “Oh, I don’t want to go through the hiring again. You know what? They’re doing an okay job.” Well, is okay good enough? Right now, Gallup Poll indicates that 67% of the working population is disengaged or actively disengaged in the workplace. For me, I look through my filter, which is obviously behavior and say, “There’s a behavioral mismatch between what people are hired to be doing and what they’re doing, and so they’re disengaged.” So, that’s what I would recommend, slow down a little bit, make sure that you’re bringing on the right people. And then once you bring them on, make sure that you’re giving them the onboarding and the training that they need to follow through with their cultural match. I think it will lead to a better result for everyone.
Melinda Wittstock: Absolutely. I think as a CEO though, it’s so important to just be really clear on mission and vision. And I was actually listening to a podcast a little while ago. It was interviewing the CEO of Buzzfeed, and he was just saying, “Look, I have to repeat myself over and over and over again, but the trick is sustaining that repetition without sounding bored.” Say it again and again and again, right? I mean, that’s so true, because it takes a while for people to really internalize messages and understand how to translate culture into behavior.
So, say if you set out wanting to really walk your talk on your company culture, that there should be no gap between what you’re saying on paper about your company culture, and who you’re actually being in that company and how the operations actually day, to day, to day in every decision, every detail actually fit with that. And this is where a company culture becomes part of a branding exercise in a way as well, how to fit your company culture into your actual brand promise. I think the companies that do that really well are the ones that stand a chance of brand love, because there’s an authenticity right through the core of the organization. So what does it really take to do that? Because it’s partly about the hiring and the onboarding like you’re talking about, but what else? What’s that magic?
Laura Treonze: Well, I think you just touched on it, it really is being what you’re saying. And it sounds simple, like, “Oh yeah, that would be natural,” and yet it’s not. Because when you’re… I mean, and think about a startup, right? When you’re the groundbreaking crew, right? You’ve owned this, you were a part of the beginning. Once you start to grow big, the new hires don’t have that same connection that we built this together, and we’re in this together, and we have this connection. So, it’s making sure that you’re continuing to live what you set out to be. And again, I come back to when I first started coaching, I coached a lot of realtors, and I had had a lot of realtors who were out training people. They were not doing what they were training people to do.
They were charismatic, they looked great up on stage, they were smart, but they didn’t have the discipline to do what they were training other people to do. And I looked at that and I thought, “That is just so out of alignment with how I want to exist.” And really, I have to say, even when I transitioned, I started off as a realtor, which is how I got introduced to coaching, it really wasn’t until I left real estate that I really started to be what I wanted to be, because I was caught up in responding. I hadn’t created a clear enough plan on what I wanted, so I was responding to everything around me. And I was like, “Oh, I can do that.” “Ooh, I can do that.” And I was miserable. And then once I left real estate, I really took the time to develop the plan to create what I wanted to be, versus what I wanted to do.
And so it’s the same thing when you’re talking about a company culture, and that everyone, starting with the leadership, down to the person sweeping the floor, that you are being what you say you are doing. It is so important. And to the point that you made earlier, it is about repetition. It’s about repetition, over and over and over. And yet when it feels right, when it’s in alignment, it doesn’t feel boring, it really feels like this is the way that I exist. So, one of the things that I’m adamant about is I coach to who I am, and if that’s not a match for people, that’s okay, there’s plenty of other coaches out there, but I’m going to coach to who I am, because that’s going to provide my client with the best service, and that’s going to allow me to show up as my best. So, I’m not trying to fit into what other people need. Here’s what I am. If it’s a great fit, awesome. More companies need to follow that path.
Melinda Wittstock: Really true. I mean, we go through an exercise at Podopolo where it’s continually training and reminding people to think, “How do we put these into practice in our day-to-day lives?” Are we being consistent? How do these become living, breathing things that just guide, like you said, who we’re being? And it’s funny for me though, because I do feel like I’m repeating myself a lot. But I mean the ultimate goal and aspiration is for everybody at the company, no matter their position, to really be in alignment with those things. And so I find that in the hiring process, when you’re really, really explicit about what those values are, you’ll attract the people who have an affinity with those values. Other people will be repelled by them.
So say, if you say you’re a radically transparent culture, or you believe in having lots of fun or… I don’t know, whatever it is that you’re saying, that those aren’t just words on a piece of paper. But, how are they lived? And be really explicit about that, I guess, in the hiring process. So, let’s go back a little bit in your career. You were a coach for Tony Robbins, so what did you take away and learn from that? Because I have a feeling there’s a lot of mindset stuff involved in all of this.
Laura Treonze: Oh my gosh. My experience with that organization is so amazing. So much of how I coach is influenced by the mindset piece. Where do I even begin? Even when I left the organization… because as you grow as a coach, I just wanted to be able to select my own clients. At Robbins, you learn to coach anyone, anywhere, at any time. And it’s such an amazing gift, and you work with so many different people. So, I think my greatest takeaway is staying resourceful so that you can work with lots of different people, and I think that helped me gain clarity on the type of client that I really wanted to concentrate my own business on.
Melinda Wittstock: So, who is your ideal client?
Laura Treonze: Great question. So, my ideal client is an individual who’s at that director/ manager level who’s ready to get… and this is my individual client, who’s ready to get to the next level, but has limiting beliefs about what it takes to get there. So, they’re ready to go to the C-suite, but they have mindset issues about what it’s going to take to get there. I work with that particular client, because once they get to the C-suite, then I have the opportunity to work with teams and organizations. And it really is amazing to be able to help people break that glass ceiling and get to that next level, so it’s just, it’s fun. It’s a fun place to be.
Melinda Wittstock: So, what’s fascinating to me is the mindset also of a team, because you can put a lot of A players in a room together, or people who are really great and really, really talented people all with high IQs say, but together their collective IQ could be very low if they’re not working well together. So talk to me a little about the team coaching that you do- how to make a really effective team, that is working in a little bit like a hive mind, in flow together.
Laura Treonze: And this is where the assessment comes in so handy, because when we start to look at behavior, it becomes less personal. And so we can start to look at the different behavioral styles of each person on a team and say, how does their behavior prevent or enhance communication with other team members? So that once you have that commonality, you create this rapport between team members where everybody sort of just relaxes, right? Ego goes out the window, everybody’s shoulders are like, “Oh, wait, okay. Here’s how we’re different. Here’s how we’re the same. Oh, here’s why we have this challenge when we work together. Here’s why these two people work together more easily.” It really is amazing. I had an opportunity to work with a company before COVID.
And I went out to Nashville, and we had this team, everybody was remote. This was even before COVID, the entire team, there were about 80 people, that were remote. And we did the assessment. We did a group debrief. And people at the start… I always have people separate into their profiles. And they looked across the room at each other, they looked at people in their groups, and they started laughing. They’re like, “Oh, this makes total sense.” And so there’s just a deep personalization that happens once you see your behavior on paper, and then you learn how to use that behavior to work better with each other.
Melinda Wittstock: That’s super interesting. I mean, people of course have to be open to personal development, they have to be open to growth, to be able to really step into their power as executive leaders, as entrepreneurs, as even successful team members, and so let’s dig into the mindset a little bit about. Especially in our economy right now, which is just all about not just entrepreneurs having to deal with this, but everybody, it’s the acceptance of continual change, that’s almost the only thing we can take for granted in a way, and that’s really hard for people. A lot of people are just behavioral like, change is scary. And so what do you find when you’re working with your clients around that ability to be continual learners, continually curious and accepting of change?
Laura Treonze: Well, such a great point. So first, what I found about using an assessment is that people, even people who are a little bit more leery of growth or personal development, that self-awareness has become such a key topic for people. And so if the word, “Be self-aware,” is thrown out there, and then people are like, “Wait a second. How do I do that? I don’t know how to do that.” So the assessment really helps people with that. So I find that such a large number of people, regardless of their behavioral style, are attracted to understanding themselves at a deeper level, and that’s where the assessment comes in.
So, that’s the start to growth, right? The fact that there’s an interest. And so then we start there. When you look at it behaviorally, the majority of the population, to your point, resist change. However, the thing to keep in mind is that they don’t resist change for resistance’ sake, they resist change because there are fears behind that. And so where an assessment comes in, I’m able to look and ask questions that will help them better understand their own fear. Because often what we think is holding us back, isn’t what’s holding us back, so we can dig a little bit deeper, and then once the fear is identified, the person can decide whether that’s something that they want to make progress with. I always look at behavior, we don’t change our behavior.
We can adapt, and we can come up with systems for success to work through behavioral setbacks, but we are who we are, and we are all a gift. And so in helping people work through change, I’m really looking at what it would take for you to be confident and comfortable taking the next step. That does not mean changing. We’re coming all the way back to the beginning, we’re breaking it down to the smallest part possible, and I’m asking, “What would it take for you to be comfortable and confident in thinking about making a change?” And then again, people are like, “Oh, I don’t have to change? Oh, okay. Let me think about that.” And then from there, you can start to create a plan.
Melinda Wittstock: Absolutely right. So we’ve talked a lot about personal growth and whatnot, and I think the other thing that really holds people back are attitudes of scarcity and the fear around that, and the upper limit problem. We talk on this podcast a lot about how to shift from that scarcity mindset into one of abundance, and so I know that this is part of what you do as well. When you’re looking at, say executive women or women entrepreneurs, or say other coaches or realtors, or whoever they are that really actually want the life of their dreams, but they don’t know how to do it, or they’re doing what they perceive are all the right things, but there’s this underlying scarcity thinking that is keeping them just below their upper limit. How do you help them out of that?
Laura Treonze: So, the thing about fear which I find so fascinating, many people have heard, fear is false evidence appearing real. It really is our imagination gone wild. And so when I’m working with clients, I’m saying, “Okay, so here’s the thing…” And for many behavioral styles, it’s natural for them to go to that fear and scarcity. Don’t judge it, allow it, explore it, but don’t stay there. And so if your mind can go to fear and go to scarcity, then your mind can also go to abundance and comfort. And so let’s look at what it looks like for you to be abundant and comfortable. And then for some people they’re like, “Oh, I can’t even picture that. That’s too far a leap for me to make.” Okay, well then what would it look like for you to just be neutral right now?
So that again, you’re helping them make steps that move them forward at their pace. I think for so many people, there’s this expectation that I’m supposed to be not fearful, I’m supposed to be living in abundance, that’s not natural for a lot of people. And so, you know what? Just allow the fear to come. When we allow it, we can use it as a beautiful checks and balances. Okay. Really what am I afraid of here? Let’s get specific. Let’s outline it, let’s break it down, so that we can begin to chip away at it.
Melinda Wittstock: Yeah. It’s so true. It’s kind of like that, feel your feelings, that is if you deny them. It’s kind of like stacking plates. They don’t go away, it just gets bigger. So there’s some sort of iceberg that gets harder and harder to confront. But when we just allow that as part of who we are and accept it, it’s like, “Okay, I feel fearful about this. Okay. So what’s that showing me? All right, what’s the lesson here? How can I move on from that?” And not making it something bad about ourselves. Getting rid of all the shame and all that kind of stuff, because it stacks and stacks and stacks, right?
Laura Treonze: Yes. Well, and I love your terminology about stacking, because this is something that I’m so passionate about. When I’m coaching, we always start off with successes, because what tends to happen is we stack all the crappy stuff that happens to us, but we discount all of the good things. And so-
Melinda Wittstock: Oh man, isn’t it true? Our minds go to… Say you have a great day, but there was one thing that didn’t go so well, and we just focus on the one thing that didn’t go well. And meanwhile, there’s all these amazing things that happened.
Laura Treonze: Well, exactly. And the example I use is, you ever have those mornings where your alarm goes off late, and then you stub your toe going to the shower, and then there’s no hot water, and then you drip coffee on you, and then you don’t have enough gas when you get into your car, and then you get to work, and it’s not even over because then someone says, “Oh, how was your morning?” And then you relive it. You’re like, “Oh my gosh, listen to what happened to me.” And so we stack all that junky stuff, and then when you say, “Oh, what did you do well?” You’re like, “Nothing. I did nothing well.” And I’m like, “Well, wait a second. Of course you did something well.” And so I’m looking at, in order for someone to be able to work toward abundance, they have to start to live in their own successes today.
And so I recommend, and actually at the start of every coaching session, have clients talk to me about their successes. What were your successes between this week and last week? It is so important as entrepreneurs, as business people, as parents, that we are stacking our successes and giving ourselves credit for them. That mindset helps you see, “Oh wait, there were good things that happened this week.” “Oh, wait…” And it becomes that habit, allowing you to see more. Your brain has two jobs, to answer your questions and prove you right. And so you want to be looking for what is good, so that you filter more on what you want, versus where you think you are.
Melinda Wittstock: I love that. Actually, we’ve started in our Friday meetings to always go around at the beginning of our Friday retrospectives, “Okay. What was a win? What are all your wins?” You know what’s been really interesting? People forget, they forget what they accomplished. And in fact, just yesterday we had one where we had major leaps and bounds, all kinds of successes in the company. Seriously, all of us struggled to remember just from Monday to Friday, all the things we’d achieved. And there was such a long list. And we were trying to think about it, and we ended up reminding each other, and so we’re creating a culture where everybody is reminding everybody else of what they’ve done good. In fact, we have a thing called, “you done good” and encourage people for calling other people out for something that they’ve done that was really great, that they probably forgot they did.
Laura Treonze: It’s so important to recognize ourselves and each other, and what we’re doing. That’s such a great idea. I love that.
Melinda Wittstock: Yeah. It’s so, so interesting as you put these things together. So getting back to company culture, what are some of the challenges, I guess, of course having gone through a year of the pandemic, a year plus, and companies now shifting perhaps permanently in some cases to remote or virtual work or some sort of a hybrid, it can be a little bit harder to really build that great culture and keep that personal connection between people and teams really working well, so how has that impacted your work and your clients, and what do you think the way forward is on that?
Laura Treonze: So, I think that it’ll be interesting to observe how culture is impacted by people continuing to work at home. Obviously, I see things through my filter and predict that it will not have a good impact on company culture. We have a need to be interacting with each other, and a lot of people are zoomed out, right? They’ve spent a year seeing each other online, and it’s been helpful to have that, and yet there isn’t that water cooler conversation, there isn’t the walking by someone’s office and seeing them in person. So, it’ll be interesting to observe what happens for companies right now who are still either forced to work at home or choosing, for safety reasons, to work at home. I think making special outreach to your employees is the key. And here’s the challenge, this happens when people are in the office too, just because you’re in the office, doesn’t mean a great culture is being formed.
People are being asked to do more with less. And so making sure that you are having those personal interactions and personal touches with your employees, you’ve got to take time to do that. When we look at the customer, if you are a manager managing anyone, your employee is your customer, right? And I don’t think enough managers look at it that way. Most people, especially in large companies, look at whoever their external customer is. And I’m saying, if you are a smart manager, you are looking at your employees as your customer, and treating them accordingly. Employees are your best marketers, the HR people, they’re your best hire people, search firms bringing in new hires. I think that we underestimate the value of how we treat our employees, when it really is the key to great companies.
Melinda Wittstock: So Laura, I could talk to you for a long time about all this. This is so good. I want to make sure that people know how to find you and work with you.
Laura Treonze: Thanks so much for asking. I have looked at the work that I’ve done with individuals and businesses, and really thought what is the common thread? And the common thread is this idea of living a purposeful life. As a result, I’ve created a website, purposeful-life.co for people to go and really look at what is a purposeful life.
How can we create it? There’s a little survey there you can take to see, are you living a purposeful life, and then compare it with some national statistics. There’s also some coaching tips in there. And really start to look at, are we living the life experience that we really want? And that’s in business, and that is at home. We are all one person, and so my goal is to help people get to the next level, and I think this idea of purposeful living will help people find the right career, work in companies with the right culture, and then have the right experience at home, so people can visit me there.
Melinda Wittstock: Wonderful. Well, thank you so much, Laura, for putting on your wings and flying with us today.
Laura Treonze: Thank you for having me, Melinda.