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Podcast, the podcast where we 
discuss project management 

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principles for your everyday 
life. 

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My name is Anne Campia, I'm a 
certified project manager. 

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I've also been working in the 
space for a number of years and 

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I'm excited that you have found 
the Everyday PM podcast and are 

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listening today. 
I have a very special guest on 

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who's going to talk about the 
ripple effect and I'm super 

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excited to hear what that means.
So Lisa even is here to speak 

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about that. 
We're going to talk about 

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building positive team culture 
and great leaders. 

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So Lisa, for those who have not 
met you yet, I, I'm number one 

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excited to introduce you to the 
everyday audience, but please 

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take a brief moment to introduce
yourself. 

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Yeah, thanks for having me. 
I think this podcast is a 

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really, I wanna use the word 
fun, if that's the word, but a 

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fun mix of actually my 
background. 

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So I started my career in 
project management and the 

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healthcare space. 
And if any of you work in 

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healthcare, you know, like 
typically you're dealing with 

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people on the worst days of 
their lives. 

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It's highly regulated, lots of 
protocol, it's 24/7. 

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You just kind of are always 
being hit with like the next 

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thing. 
And so it was the probably one 

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of the best experiences to learn
about how do you help people in 

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operations who are trying to get
things done, get things done. 

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And I moved over after project 
management over into the 

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operational leadership space. 
So I went from being a project 

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manager over to a manager of 
people on an operational team 

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with a budget. 
And then all of a sudden I had a

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project manager that I was 
working with. 

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So it was a really fun mix to 
almost see the opposite side of 

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the coin. 
I did that for a number of 

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years. 
And then most recently I started

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a training development and 
keynote speaking company. 

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So for the last few years, I go 
all around the country, 

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hopefully the world, talking 
about the power of the ripple 

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effect and how what you do and 
what you say, how that can 

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really shape A-Team, but also 
when I think about a project, 

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how it can shape a project. 
So thanks for having me. 

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Absolutely. 
And your background plays so 

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well too. 
A lot of the questions we get 

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from the audience around, you 
know, where can I actually take 

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my career as a project manager? 
It's, it always felt like at 

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least when the project 
management track was being laid 

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out, that you thought you just 
had to manage people. 

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And that was kind of the 
pinnacle of what we could do as 

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project managers. 
But you and your professional 

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background have already made 
that connection for our audience

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in terms of what else can I do? 
And so I'm excited to dig in 

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there. 
And I think we're going to start

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with, I'd like to ask you about 
project managers and their 

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influence on culture. 
Now you transition into this 

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role where now you're 
influencing at an operational 

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level. 
And we're going to get into the 

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good ripple effect and how that 
plays out. 

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But I don't know that a lot of 
project managers who are 

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starting out understand that the
connection between what they do 

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with their project teams and how
that could impact their project 

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teams, but as well as 
organizational culture. 

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So can you dig in a little bit 
further into into how you made 

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that connection point and how we
could lay that out for the 

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audience? 
Yeah, when I think about the 

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definition of culture, it's all 
the ways of being. 

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And when we think about that, 
that's habits, that's 

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traditions, that's behaviors, 
that's all these like little 

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tiny parts and pieces. 
And I think that even throughout

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our day, we bump up against many
different cultures. 

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A project team is a culture. 
They have a way of functioning. 

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And there are different roles. 
If you go to, if you're 

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religious and you go to church, 
like that's a culture. 

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If you have a family, that's a 
culture. 

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And I think about as someone 
going from space to space to 

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space. 
And I mean that by like project 

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team and roles and life. 
What you do and what you say is 

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part of that culture. 
And so I always put on the lens 

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that or the hat that when I 
enter a room virtual or in 

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person, I am essentially 
affecting that culture. 

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And really the definition of a 
ripple effect is a disturbance. 

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So in essence, you're kind of 
disturbing whatever you're 

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coming into. 
And I think about when you set 

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up a project team and you have 
that first meeting where 

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everyone's getting together, 
it's like the perfect time to 

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start to build that culture and 
really sharing with folks like 

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what you expect, like our 
behaviors and our traditions. 

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And you know, like after every 
milestone, we're going to do 

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this. 
And after, you know, every 

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deadline, we're going to do 
this. 

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And I think if you can start to 
think about your impact to the 

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team and how what you do and say
really does create a 

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disturbance, it becomes a lot 
easier to start to like pick 

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apart what that could look like.
And I think one of the things 

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that I always hoped for in my 
project teams is that they would

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say, we worked hard, we played 
hard and we hit our deadlines. 

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And if I heard them say that, I 
was like, I've won, we have won.

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Yeah, that is really the best 
feeling, isn't it? 

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I, I'm curious in terms of was 
there a particular aha moment 

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for you as a project manager and
then moving into to operation 

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and organizational culture and 
that sort of thing and your 

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leaders of leadership position. 
Was there a particular aha 

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moment for you when that's all 
started to click in? 

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And what exactly inspired you to
focus on leadership and culture 

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in your work? 
Yeah, I think there was. 

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You know, when you think about 
how you run your project teams, 

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if you move over in operations, 
projects are really nice and 

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tidy. 
There's a start and there's an 

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end. 
And for people in operations, 

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they don't have the luxury to 
think like that because they're 

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just keeping their ship moving, 
right? 

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Like in especially if you think 
about a healthcare department, 

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like we take care of patients 
every day. 

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So I'm not sure what the start 
and what the end is to that. 

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And if you're in another 
industry where you know, like 

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seem like thinking or fine, like
there's always money to be 

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thinking about. 
And so I think there was a 

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little bit of a shift. 
And I think if you're a project 

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manager, this is some advice 
that like I had to learn the 

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hard way is I wanted to be 
really neat and tidy everywhere 

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I went and in operations, 
because those folks, their 

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culture is, is not neat and tidy
and they're kind of like running

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this ship constantly. 
It was a really hard for six 

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months to be like, well, but I 
but I want it to be. 

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And I was like, but it, but it's
not. 

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And so I started it to use some 
of the principles within 

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operations. 
And I think if you're a project 

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manager and you're working with 
operations and they drive you 

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bonkers, sometimes it's like a 
matter of really just starting 

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to understand like, well, your 
ships running 24/7, where would 

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this fit? 
Like how could we get this task 

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done? 
And sometimes it's not neat and 

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tidy, but you can start to get 
work moving. 

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It's just a different way of 
looking at it. 

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And as you know, for me, I like 
things that are like really well

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organized operations isn't. 
So it's kind of a rub all the 

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way around, yeah. 
It really is and and, and, and a

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good juxtaposition between the 
two and where they kind of 

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intersect from, from your 
experience. 

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So before we dive into the 
specifics of the good ripple 

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fact, I'm curious in terms of 
how we can establish a positive 

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culture, the concept of a 
positive culture for the 

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audience. 
What are some of the key 

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attributes, or maybe a good 
example of what that could look 

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like for somebody who is still 
questioning whether they are 

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existing within a positive 
culture? 

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Yeah, and I'll come at it from 
the way that I do my keynote. 

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So in a lot of the 
presentations, I will talk about

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what's the attitude? 
Meaning if I took your picture 

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right now, what's your attitude?
Are you burnt out? 

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Are you complacent? 
Are you excited? 

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Like you know, insert the 
feeling of the day and it's 

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really temporary, right. 
Today I feel like this, ask me 

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in 2 hours, I might feel very 
different. 

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And then it's kind of a 
combination of well, what's my 

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attitude and what's the team's 
attitude? 

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Because sometimes those are 
different, right? 

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Project manager walks in and 
we're like, well, let's get it 

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done. 
You've got people on your 

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project team who are coming out 
of operations like you don't 

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even know the day I've had. 
And so it's like taking a quick 

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scan of like what are the 
attitudes and then really 

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understanding what are the 
behaviors that you're seeing? 

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And some of it is being able to 
watch for it, and some of it is 

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being able to set the tone for 
what you want to see. 

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So one of the most common 
behaviors, I think, in project 

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management and in operations is 
complaining, right? 

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Like we start the meeting with a
complaint and then the next 

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person says, me too, and I've 
got a complaint over here. 

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And then we breathe. 
And before you know it, it's 

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like this like complaining 
train. 

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And when I think about like 
pinpointing a behavior and being

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able to say, like, I see it, I 
see the complaining and then 

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kind of saying, OK, zoom out. 
Well, I need to talk about that.

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Dear project team, I've noticed 
a little complaining. 

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I'm guilty too. 
Like, do we want that to be part

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of our culture? 
Do we want that to be part of 

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the project? 
And those are really hard things

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to stand up and say. 
And sometimes I'll capture like 

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one-on-one, I'll talk to a 
person individually like, hey, 

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what's going on? 
Like I noticed like when we're 

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in, you know, project meeting X,
you're not loving it. 

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And then I pause, right? 
And I'm like, can you share a 

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little bit about that? 
And it's almost like going one 

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layer deeper again, as much as 
you can do like off to the side 

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because maybe they're mad about 
we already tried this 20 years 

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ago. 
Or my boss says I have to be on 

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this project and I don't want to
be here. 

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Like whatever their behavior is,
you know, is I'm always looking 

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for that and to kind of like 
snap down any bad behaviors. 

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And then I'm also sprinkling 
that in my meetings of like, 

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hey, I have a parking lot. 
I expect us to put things up 

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there that aren't on topic. 
We're going to move those over 

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as soon as I call it. 
I'm going to call a time out. 

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Like I'm actually telling them 
the behavior I want them to have

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in addition to being able to 
like shifting behaviors as I see

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them. 
Like what's going on over here? 

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And then the final thing is 
really, you know, the beliefs of

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that group and often times those
are when we sit down with our 

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sponsors and right at the 
beginning of the project kick 

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off and we're like, we make it 
up healthcare, right? 

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We believe that the patient 
comes first and everything 

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related this project is going to
drive right to them. 

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So there are going to be moments
during this project where we're 

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going to ask ourselves, does 
this help our patient? 

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And if the answer is no, it 
doesn't belong in this project, 

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you know, scope of work. 
And so it's kind of those 

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things. 
I make it sound really easy, but

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if you can kind of like be an 
inspector of like, what's our 

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attitudes? 
Do we have any weird behaviors 

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going on? 
And are we clear with like what 

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the belief of the team is like 
where we're driving to, It 

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becomes a lot easier whether 
you're project management or 

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operations to like start picking
it apart because otherwise 

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you're just like, Oh my gosh, 
this, it's a blur. 

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I don't even, I don't even know.
And I always think like, break 

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it down. 
What's the attitude, What's the 

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behavior? 
What's the belief? 

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And work from there and tell us,
tell us a little bit more about 

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why doing that work is 
important. 

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You know, for those that haven't
kind of seen the connection 

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point there. 
And if there's a specific 

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example of a culture shift that 
you've seen in your journey that

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has impacted A-Team and that 
could either be positive or 

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negative, I think you can take 
your your pick in terms of what 

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you're willing to share. 
Yeah, I, I inherited both 

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projects when I was a project 
manager that weren't complete, 

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but the previous project manager
make it up had been promoted or 

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had moved on. 
And I the same held true when I 

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became an operational leader, 
right? 

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Like you inherit this group of 
people who are working on this 

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body of work. 
And I had one of the biggest 

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instances I had was I inherited 
a project team that was really 

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toxic, like, to the point where,
you know, one of the first 

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meetings we had, I was like, 
just, you know, I just want to 

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learn a little bit about what's 
going on. 

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And it was just like, whoa, 
whoa. 

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And I started to realize there 
were people with hurt feelings. 

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There were territorial issues. 
There were budget issues. 

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There were like, issues on 
issues on issues. 

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And you know, what I really said
to that team is that at the end 

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of the meeting, I said #1 thanks
for being brave, for sharing, 

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because I could stand up here 
and pretend like none of this 

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has happened and we're going to 
start fresh. 

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And like, you know, rah rah 
Shishkumba. 

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But it was like, no, I like, I 
need to know a little bit of 

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like current state. 
And then I said, you know, next 

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meeting I would love to start to
put into place what we want to 

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see going forward. 
Current state, future state, 

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right? 
It's a lot of what we normally 

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do. 
And I think it's a matter of 

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being able to know that all 
those attitudes, those behaviors

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and those beliefs, if you don't 
start like working on them right

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out of the gate, they're going 
to come back later. 

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And someone's going to derail 
the whole entire thing because 

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someone tells, someone tells 
someone and all of a sudden 

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leadership's calling saying, you
know, actually, I think we're 

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going to shut that down. 
And you're like, wait, what? 

256
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And so it really does take if 
you, especially if you inherit 

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something like you have to do a 
little bit of learning. 

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00:13:40,800 --> 00:13:44,960
And they always say like try on 
their glasses and be like, OK, 

259
00:13:44,960 --> 00:13:47,920
like I see. 
And I don't judge it. 

260
00:13:47,920 --> 00:13:49,520
I'm just like, I need to know 
it. 

261
00:13:49,520 --> 00:13:50,840
So hopefully that answers your 
question. 

262
00:13:50,840 --> 00:13:53,400
But that would be like the 
example that I would I would 

263
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hold near and dear of like yeah,
inheriting team. 

264
00:13:58,200 --> 00:13:59,880
Yeah, absolutely. 
Now what? 

265
00:13:59,920 --> 00:14:02,360
You know. 
Yeah, like we got to build this 

266
00:14:02,360 --> 00:14:04,560
culture. 
Yeah, absolutely. 

267
00:14:04,840 --> 00:14:08,160
And and and reminding project 
managers who are listening that 

268
00:14:08,160 --> 00:14:11,320
you have every way of 
influencing that as well. 

269
00:14:11,320 --> 00:14:16,480
So thank you for that example. 
Now we dive into the core 

270
00:14:16,480 --> 00:14:20,360
concept of what what I was 
wanting to ask you about, which 

271
00:14:20,360 --> 00:14:22,720
is this concept of good ripple 
effect. 

272
00:14:22,720 --> 00:14:26,640
I feel like you kind of touched 
on it a little bit earlier in 

273
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the conversation, but I didn't 
want to quite go there quite 

274
00:14:28,880 --> 00:14:30,120
yet. 
I wanted to set, you know, 

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establish the tone of what a 
culture is and project 

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00:14:32,760 --> 00:14:34,520
management and operations and 
that sort of thing. 

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So now tell us about this 
concept and how do you see this 

278
00:14:39,160 --> 00:14:42,720
concept playing in a role where 
you know you are, whether 

279
00:14:42,720 --> 00:14:45,920
project manager or not, in a 
role that is shaping a team's 

280
00:14:45,920 --> 00:14:50,360
culture? 
Yeah, really for me, it boils 

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00:14:50,360 --> 00:14:53,280
down to three things. 
A good ripple effect is a 

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00:14:53,320 --> 00:14:57,760
disturbance and there are three 
areas where you can focus when 

283
00:14:57,760 --> 00:14:59,840
it comes to like your 
disturbance, right? 

284
00:14:59,840 --> 00:15:03,120
Like how am I going to affect 
the first one is how you show 

285
00:15:03,120 --> 00:15:07,160
up. 
And that has a lot to do with, I

286
00:15:07,160 --> 00:15:10,840
would say like we bring the 
weather into the room and people

287
00:15:10,840 --> 00:15:13,280
prepare for us. 
Like we prepare for the weather.

288
00:15:13,280 --> 00:15:16,600
I actually live in the Midwest 
and so we last night had 40 mile

289
00:15:16,600 --> 00:15:19,800
an hour winds and my husband and
I were like, we have some yard 

290
00:15:19,800 --> 00:15:21,760
decorations out. 
We were like moving them, right?

291
00:15:21,800 --> 00:15:25,600
We're preparing for the weather.
And I, when I think about 

292
00:15:25,600 --> 00:15:29,000
showing up, the the example I'll
give is have you ever been in a 

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00:15:29,000 --> 00:15:32,080
meeting where someone walks into
the room and you just think to 

294
00:15:32,080 --> 00:15:35,280
yourself, not today. 
Like I just can't do with them 

295
00:15:35,280 --> 00:15:37,320
today. 
Like you're like silently 

296
00:15:37,320 --> 00:15:39,560
preparing yourself for this 
human. 

297
00:15:39,920 --> 00:15:42,160
Lisa I've never experienced that
in my entire career. 

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00:15:42,160 --> 00:15:45,200
Never, and I mean never, not 
you. 

299
00:15:46,680 --> 00:15:50,800
And so we silently prepare for 
the people around us, like just 

300
00:15:50,800 --> 00:15:53,960
like we would the weather. 
And the reverse is true, like 

301
00:15:53,960 --> 00:15:57,800
people prepare for us. 
And you really do bring the 

302
00:15:57,800 --> 00:16:01,040
weather into the room. 
And so when you think about the 

303
00:16:01,040 --> 00:16:05,080
weather, am I bringing stormy 
weather or calm weather or maybe

304
00:16:05,080 --> 00:16:08,360
a little bit of excited weather 
or just weather that's a little 

305
00:16:08,360 --> 00:16:10,960
bit of a fresh air? 
That's the first thing. 

306
00:16:10,960 --> 00:16:13,960
Is that showing up peace? 
The second piece is how you 

307
00:16:13,960 --> 00:16:17,200
engage because as project 
managers, we just want to jump 

308
00:16:17,200 --> 00:16:20,240
in and get work done. 
And then like time out, time 

309
00:16:20,240 --> 00:16:22,880
out. 
You got to know these humans and

310
00:16:22,880 --> 00:16:26,000
they got to like you before 
they're going to do anything for

311
00:16:26,000 --> 00:16:28,200
you. 
And so when it comes to being 

312
00:16:28,200 --> 00:16:31,600
able to engage with people, one 
of the places and I'm, I'll give

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00:16:31,600 --> 00:16:34,320
you like a nugget here and then 
come to my keynote so you can 

314
00:16:34,320 --> 00:16:37,160
hear more. 
But it's really around this idea

315
00:16:37,160 --> 00:16:40,480
that we all have things that we 
care about and we carry them 

316
00:16:40,600 --> 00:16:43,840
like our values, the things that
we care about most are literally

317
00:16:43,840 --> 00:16:47,120
plastered on our forehead. 
There are things like, oh, 

318
00:16:47,240 --> 00:16:48,800
tonight I'm going to a 
basketball game. 

319
00:16:48,800 --> 00:16:50,840
Oh, you like sports? 
Yeah, I'm going with my family. 

320
00:16:50,840 --> 00:16:53,480
Oh, you like family? 
And then, you know, we talked 

321
00:16:53,480 --> 00:16:55,560
about our commitments like, oh, 
I got to do this. 

322
00:16:55,560 --> 00:16:57,400
Oh, I got to do that. 
Those are our values. 

323
00:16:58,000 --> 00:17:00,880
But people also talk about their
values when they're upset. 

324
00:17:01,200 --> 00:17:04,040
Well, she doesn't trust me. 
They're not loyal. 

325
00:17:04,440 --> 00:17:06,880
I wish they would respect me, 
right? 

326
00:17:06,880 --> 00:17:11,400
Like our values are literally 
like on our forehead. 

327
00:17:11,760 --> 00:17:14,160
And as a project manager and 
operational leader, I would say 

328
00:17:14,200 --> 00:17:18,440
like, look to those because if 
you can get people engaged with 

329
00:17:18,440 --> 00:17:21,880
their values, right, if they say
something like, well, they never

330
00:17:21,880 --> 00:17:24,359
asked for my opinion. 
No one asked me. 

331
00:17:24,560 --> 00:17:26,839
Oh, you want to be asked? 
OK, great. 

332
00:17:26,839 --> 00:17:30,840
As a project manager, if you 
hear that, I'm going to ask them

333
00:17:31,080 --> 00:17:33,480
really like I'm starting to 
activate on the thing that they 

334
00:17:33,480 --> 00:17:37,160
care about most, whether it's 
asking them about their kids or 

335
00:17:37,160 --> 00:17:39,400
asking them the question that 
nobody asked them. 

336
00:17:39,720 --> 00:17:43,920
It's really this idea that you 
have to find a way to engage so 

337
00:17:43,920 --> 00:17:46,080
that you can really move the 
work forward. 

338
00:17:46,200 --> 00:17:48,320
And then the third one is really
this idea that you have to 

339
00:17:48,320 --> 00:17:51,960
adapt, you have to shift just 
like your culture would shift. 

340
00:17:52,640 --> 00:17:55,120
You might have to shift as your 
project team shifts or your 

341
00:17:55,120 --> 00:17:58,120
operational team shifts. 
Like to think that you could go 

342
00:17:58,120 --> 00:18:01,040
after, you know, project A the 
same way that you could go after

343
00:18:01,040 --> 00:18:04,760
project B. 
Like I'm going to call BS on 

344
00:18:04,760 --> 00:18:06,440
that. 
Like that's you got different 

345
00:18:06,440 --> 00:18:08,800
people, you got different people
with different values and 

346
00:18:08,800 --> 00:18:10,560
different attitudes and 
experiences. 

347
00:18:11,040 --> 00:18:14,760
And so it's really show up, 
engage and adapt and you're the 

348
00:18:14,760 --> 00:18:18,000
disturbance and how that goes, 
whether it's good or it's not. 

349
00:18:18,960 --> 00:18:22,640
Absolutely, such a practical 
framework that I think project 

350
00:18:22,640 --> 00:18:26,760
managers can grasp right away in
terms of if I want to do this 

351
00:18:26,760 --> 00:18:30,240
tomorrow, you know, those steps 
1-2 and three are it seem, they 

352
00:18:30,240 --> 00:18:33,080
seem quite easy in terms of 
remembering and trying to 

353
00:18:33,080 --> 00:18:36,240
follow. 
But is there any parting advice 

354
00:18:36,240 --> 00:18:39,520
for for project managers in 
terms of, like I said, if they 

355
00:18:39,520 --> 00:18:42,800
wanted to start making this 
impact tomorrow, what could they

356
00:18:42,800 --> 00:18:46,200
look to do that a little bit 
differently than what you know 

357
00:18:46,200 --> 00:18:48,400
they would normally be doing in 
this situation? 

358
00:18:48,840 --> 00:18:52,320
Yeah, so if let's assume your 
weather is good, right? 

359
00:18:52,320 --> 00:18:55,160
You're walking into the room 
with like just a good, I would 

360
00:18:55,160 --> 00:18:58,200
say like a good, like nice 
weather sort of day. 

361
00:18:58,200 --> 00:19:01,360
Like we're not looking for like 
the best day ever, but assuming 

362
00:19:01,360 --> 00:19:03,680
that your weather is good. 
One of the my favorite. 

363
00:19:03,680 --> 00:19:07,400
There's like an old YouTube 
video of Jerry Seinfeld and he's

364
00:19:07,400 --> 00:19:09,280
a comedian. 
If you've never heard of him, he

365
00:19:09,280 --> 00:19:12,200
gets on stage, he does his 
shtick and then he gets, you 

366
00:19:12,200 --> 00:19:13,760
know, he's like, thank you, 
goodnight. 

367
00:19:13,760 --> 00:19:16,280
And he gets off stage. 
Well, then a lot of people line 

368
00:19:16,280 --> 00:19:20,080
up to talk to him and he's like,
what in the heck do you talk to 

369
00:19:20,080 --> 00:19:22,600
all these people about? 
Like people you don't know, 

370
00:19:22,600 --> 00:19:25,280
people you like, you don't 
necessarily care about because 

371
00:19:25,280 --> 00:19:27,880
you've never met him before. 
And I think of our project teams

372
00:19:27,880 --> 00:19:30,320
of like, we're meeting a new 
batch of people and it's like, 

373
00:19:30,600 --> 00:19:34,520
how do I integrate quickly? 
And he gives them really great 

374
00:19:34,520 --> 00:19:36,720
advice. 
And the advice is this, when 

375
00:19:36,720 --> 00:19:39,720
you're asking people questions, 
and this is more on the like 

376
00:19:39,720 --> 00:19:43,600
getting to know them front, ask 
them specific things with an 

377
00:19:43,600 --> 00:19:44,840
answer. 
So Anne, would you be my 

378
00:19:44,840 --> 00:19:46,200
volunteer? 
Could I ask you a couple of 

379
00:19:46,200 --> 00:19:47,440
things? 
Yeah, let's do it. 

380
00:19:47,920 --> 00:19:51,480
OK, where did you grow up? 
I grew up in Southern 

381
00:19:51,480 --> 00:19:53,960
California. 
How long did you live there? 

382
00:19:54,760 --> 00:19:56,560
Oh gosh, my whole life, 
practically. 

383
00:19:57,040 --> 00:19:58,880
Yeah, and have you ever lived 
anywhere else? 

384
00:19:59,760 --> 00:20:03,720
I lived in Hong Kong for a few 
months, but yeah, primarily in 

385
00:20:03,720 --> 00:20:06,280
Socal. 
And what like, what are one of 

386
00:20:06,280 --> 00:20:08,160
the like best things to do in 
Socal? 

387
00:20:08,160 --> 00:20:09,800
What like what would you 
recommend to someone? 

388
00:20:10,320 --> 00:20:12,760
Well, gosh, you mentioned, you 
know, maybe we're not thinking 

389
00:20:12,760 --> 00:20:16,200
about the best day ever, but I'd
like to be biased in saying that

390
00:20:16,400 --> 00:20:20,880
so-called presents really good 
best day ever weather which 

391
00:20:20,960 --> 00:20:25,040
affords me the opportunity to go
outside, take walks with my dog,

392
00:20:25,400 --> 00:20:29,240
enjoy the different landscapes 
and environments that so-called 

393
00:20:29,240 --> 00:20:33,600
has to offer, from the beaches 
to the mountains to you name it.

394
00:20:33,600 --> 00:20:36,400
So there's something really 
beautiful about living here and 

395
00:20:36,400 --> 00:20:38,720
being able to do those 
activities in this beautiful 

396
00:20:38,720 --> 00:20:40,440
weather. 
I love that. 

397
00:20:40,440 --> 00:20:45,000
And you know, I'm, I'm thinking 
of how jealous I am #1 and #2 

398
00:20:45,200 --> 00:20:49,640
I'm thinking about how the snow 
banks in my neighborhood are 

399
00:20:49,640 --> 00:20:52,560
like taller than cars. 
So have you, have you enjoyed 

400
00:20:52,560 --> 00:20:53,920
snow? 
Have you been around snow at 

401
00:20:53,920 --> 00:20:58,640
all? 
You know, I, I no, not, not too 

402
00:20:58,640 --> 00:21:01,720
much more recently in my adult 
life. 

403
00:21:01,720 --> 00:21:04,160
So most of the time I am in in 
sunshine. 

404
00:21:04,560 --> 00:21:06,680
Yeah. 
So, OK, time out. 

405
00:21:07,480 --> 00:21:11,880
I just asked you a lot of very 
specific questions and you gave 

406
00:21:11,880 --> 00:21:16,640
me a lot of specific answers. 
I now can talk about your dog 

407
00:21:16,640 --> 00:21:19,960
and sunny weather and Hong Kong 
and all of these things, right? 

408
00:21:19,960 --> 00:21:22,840
Like you have given me a list of
the things you care about. 

409
00:21:23,400 --> 00:21:26,800
And additionally, I ended with a
preference question where I'm 

410
00:21:26,800 --> 00:21:29,200
like, have you been around snow?
Like, do you like it? 

411
00:21:29,480 --> 00:21:32,680
And Jerry Seinfeld's YouTube 
video really says, if you can 

412
00:21:32,680 --> 00:21:35,440
ask people something where they 
have to like pull a memory, 

413
00:21:35,440 --> 00:21:38,560
something specific where it has 
an answer, where do you live? 

414
00:21:38,560 --> 00:21:41,240
How long did you live there? 
You know, like, was it like this

415
00:21:41,240 --> 00:21:44,320
or was it like that? 
You can really pivot into a 

416
00:21:44,320 --> 00:21:48,440
pretty quick like fruitful 
conversation and follow that up 

417
00:21:48,440 --> 00:21:51,400
with some preference questions. 
Like, do you like it? 

418
00:21:51,400 --> 00:21:53,960
Do you hate it? 
Because that will really give 

419
00:21:53,960 --> 00:21:58,280
you a way of them realizing like
you're a human. 

420
00:21:58,280 --> 00:22:00,720
I'm a human. 
And we have like, I would say 

421
00:22:00,720 --> 00:22:02,280
like, find something that you 
have similar. 

422
00:22:03,400 --> 00:22:06,440
That's one thing that you can do
really easily as a project 

423
00:22:06,440 --> 00:22:09,760
manager on a Zoom meeting when 
everyone joins and you know, as 

424
00:22:09,760 --> 00:22:12,760
people are trickling in, you're 
like, Anne, how is the sunny 

425
00:22:12,760 --> 00:22:16,960
weather over there? 
You can really easily start to 

426
00:22:16,960 --> 00:22:21,000
tinker with the culture of the 
group by just getting to know 

427
00:22:21,000 --> 00:22:24,480
people and starting to set that 
like those connections up. 

428
00:22:24,880 --> 00:22:26,360
That's what I would recommend to
do. 

429
00:22:26,360 --> 00:22:29,640
That's really easy specific 
followed by preference. 

430
00:22:30,320 --> 00:22:34,560
Oh, such a beautiful exercise. 
And that was perfect and very 

431
00:22:34,560 --> 00:22:37,320
applicable for folks that are 
just tuning in and listening and

432
00:22:37,320 --> 00:22:39,120
thinking, oh, I'm going to do 
that tomorrow. 

433
00:22:39,120 --> 00:22:42,640
So I can't wait to hear from the
audience around how many of you 

434
00:22:42,640 --> 00:22:46,120
just try that in a meeting or a 
one-on-one or a group setting 

435
00:22:46,120 --> 00:22:48,720
for work. 
So let us know if that is 

436
00:22:48,840 --> 00:22:51,760
workable for you. 
That was very easy, Lisa, in 

437
00:22:51,760 --> 00:22:54,200
terms of just very 
conversational. 

438
00:22:54,200 --> 00:22:57,760
And you mentioned that if folks 
want to continue the 

439
00:22:57,760 --> 00:23:01,280
conversation with you or they 
want to learn more about the 

440
00:23:01,280 --> 00:23:04,880
good ripple effect and, and the 
impact on, on teams and culture,

441
00:23:05,280 --> 00:23:08,480
where can they find you online? 
Where can they tune into your 

442
00:23:08,480 --> 00:23:10,720
keynotes and and and all of that
good stuff? 

443
00:23:11,360 --> 00:23:15,320
Yeah, you can find me on my 
website, lisaeven.com and then 

444
00:23:15,320 --> 00:23:18,120
I'm also on social media, 
LinkedIn, Facebook and 

445
00:23:18,120 --> 00:23:21,520
Instagram. 
And I will drop any associated 

446
00:23:21,520 --> 00:23:23,840
links that you're willing to 
share with our audience in the 

447
00:23:23,840 --> 00:23:26,960
podcast description for folks 
that want to continue the 

448
00:23:26,960 --> 00:23:29,560
conversation with both of us or 
you found this quite 

449
00:23:29,560 --> 00:23:33,080
interesting, feel free to leave 
us a comment, some feedback, 

450
00:23:33,320 --> 00:23:36,080
subscribe to the podcast. 
We're on all the podcasting 

451
00:23:36,080 --> 00:23:39,240
platforms and if you'd like to 
continue the conversation with 

452
00:23:39,240 --> 00:23:41,280
me, you can find me on LinkedIn 
as well. 

453
00:23:41,280 --> 00:23:45,240
And I will drop that that link 
in the description too. 

454
00:23:45,240 --> 00:23:49,320
So, Lisa, thank you so much for 
your time and and honoring us 

455
00:23:49,320 --> 00:23:51,640
with with your presence on the 
podcast. 

456
00:23:51,640 --> 00:23:54,600
This has been a fun and engaging
conversation. 

457
00:23:54,920 --> 00:23:58,120
And until next time, everybody, 
take care.