Hybrid Work Unzipped

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W four WN Radio. This is
Beyond Confidence with your host w Park.

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Do you want to live a more
fulfilling life? Do you want to live

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your legacy and achieve your personal,
professional, and financial goals? Well?

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Coming up on dvparks Beyond Confidence,
you will hear real stories of leaders,

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entrepreneurs, and achievers who have stepped
into discomfort, shattered their status quo,

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and are living the life they want. You will learn how relationships are the

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key to achieving your aspirations and financial
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not have to happen at the expense
of your personal or family life or vice

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versa. Learn more at www dot
Dvpork dot com and you can connect with

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vant contact at dvpark dot com.
This is beyond confidence and now here's your

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host, w Park. Good morning
listeners. It's Tuesday morning, and I'm

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so thrilled to be here. So
a lot of excitement going on. I

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want to share that we received,
Yes, we received fifteen kind of stories

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and I cannot tell you how thrilled
I am to have received. So if

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you have any of your stories that
you'd like to share, I would highly

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recommend that you send it to us
and we'll be sharing it. So today,

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what I've done is I have created
like small little pieces of paper with

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names, and I am going to
open up one piece and let's see whose

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story we are going to tell.
It is Jenny. So Jenny, congratulations.

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We saw that your story was picked
up. We pick it randomly.

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We share one story, and that
doesn't mean that we will not be sharing

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anybody else's story. So what Jenny
shared was what she said was that like

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she knows, her neighbors have young
kids and the gentleman was laid off and

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they have been having tough times and
as the Halloween is coming, what she

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did was she asked if she could
take the kids along with the mom and

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then just kind of helped them shop
for Halloween outfits and she got them very

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creative Halloween outfits. Not a whole
lot of money, but it's the thought

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and just looking out for someone.
So folks, kudos to you Jenny and

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think thank you for sharing that story. Just love it, love your heart.

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And I'm sure those kids are very
happy with the creative work and having

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that fun. As today is Halloween, so happy Halloween to everyone. And

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I also want to think to each
and every one of you who have got

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our books, especially the books that
you're seeing in the back entrepreneurs got in

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It will help you build relationships with
everything, including yourself, with your business,

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with your money, with your results, with your teams, and help

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you grow as a person, as
an entrepreneur, as a professional. Or

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you can go to going for our
book Expert to Influencer, where it will

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help you become the influencer who is
not just about the numbers. It's also

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about creating that meaningful impact. And
the reason I share it is because I

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want to thank you for getting our
books, because partial profits from our books

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go to help entrepreneurs in Kiva dot
Org. And I got to share with

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you. There's nothing more powerful than
an entrepreneur in the world. I'm an

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entrepreneur, so I will say I'm
a little partial, but entrepreneurs are the

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people who make changes. So thank
you, and if you have not bought

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our books, please do get it. Let's bring on our guests. Welcome

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Felice, Hello, nice to see
you, nice to be here. And

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Halloween of world is yes, so
falise tell us. Do you recall a

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moment from your childhood that still stands
out for you today? You know,

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on Halloween, I grew up in
the suburbs of New York and it was

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a big deal as it is today
for children as well. And I was

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always so disappointed when I had to
wear a coat over my costume when I

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was trick or treated, because it
spoiled the look. That's my Halloween memory.

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Yeah, it can take that thing
out of it. And I'm sure

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yet you know you were out and
about and that cold getting your candies,

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and that brought a smile to your
face. Absolutely absolutely, And then of

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course doing it with my children many
years later was always a joy, of

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course, and it's so amazing when
little kids look and just you know,

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that wide eyed that awe in their
eyes and grabbing that life by the horn

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and just going with it, not
just passing through life. So as we

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kind of move on, you know, as you kind of grew up,

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and what direction did your life take
and what career did you to get into.

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I was fortunate enough to live in
an area with good schools, and

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there was an expectation not only in
my family but in our community that college

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would be the next step. And
so I was fortunate to go to a

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great undergraduate institution which also focused on
graduate degrees, and that's how I ended

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up at law school. When I
was in law school, I took a

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couple of classes that were electives that
had to do with workplace law. One

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was a class on what we call
today traditional labor law, which focused on

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the relationship between employers, employees,
and unions. And another class was focusing

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on an area of the law which
when I went to law school was still

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developing, and that is the area
of employment law, which focused on the

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growing statutory schemes which protected workers from
discrimination. I found those two classes compelling

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and then invited to look exclusively for
jobs with law firms that specialized in those

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practices because For those of you that
aren't familiar with private law firms, the

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practice of law is highly specialize these
days, and even at the beginning of

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a career, new lawyers are typically
expected to focus on an area to develop

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their expertise. And I did that, And as crazy as this is,

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I'm still at my first job with
the law firm of Jackson Lewis. I'm

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at our Manhattan office right now.
I've chosen to work from the office today,

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not from home, and so in
some sense, I've had sort of

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a boring career because I've been at
one place and really focused on one area

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of expertise. But I have to
say that the area of workplace law is

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still fascinating and developing every single day. And so when I started practicing as

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a labor and employment lawyer several decades
ago, I never could have imagined the

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type of issues facing employers and leaders
today, including the issue that I know

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we're going to discuss, which is
the growth and development of hybrid work and

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the book I co authored about that. Yeah. Absolutely, And you mentioned

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about that it could be boring.
And here's the thing. There is no

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right formula. It's what form lies
right for you. That's how I say

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it. It's not about oh gosh, you know, I got to do

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five jobs. I got to have
five different careers. Only then my life

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is going to be interesting. If
you have found your passion and if you

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have found your home, even if
it is that one employment place from beginning

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till the end of your career,
it doesn't matter. As long as you

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are happy and as long as your
life is filled with joy and fulfillment,

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what else more can you want?
And I've been so fortunate to be able

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to represent and serve as a counselor
to so many organizations and leaders. I've

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worked with some organizations for over thirty
years, and that is really as an

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outside attorney, what is important to
at least to me, which is to

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feel like you are truly helping organizations. So I represent businesses organizations believe me

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they need plenty of help and that
mowders need life of guidance. And it's

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been extraordinarily fulfilling to be able to
have long term and new relationships with organizations

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and be able to really add value
and serve them and their employees and help

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them succeed. So I try to
look at my role in that way as

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a problem solver and a true partner
with clients in solving problems that relate to

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the workplace. Well, that's fantastic
because since pandemic, what has happened is

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we have two workplaces now, and
most people and most companies they're still going.

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You know, yes, there are
some companies who are bringing their employees

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fully back to the office. And
yet I would say there are majority of

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the workplaces. You may have one
at home and one at office. It's

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two workplaces. What you've got to
create that one culture. So tell us

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how can employees and employers bridge this
gap between the remote work and office?

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I think, and you have to
read the book to find out, But

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seriously, this is a problem that
requires a thoughtful solution. One of the

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things we talk about in the book
is something called intentionality. And what works

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in one organization is not necessarily going
to work in another organization. And sometimes

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the place to start is to look
at the organization's mission. Because if the

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mission of the organization is one of
the missions is to be a what I

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call an employer of choice, an
organization that people want to work for and

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are proud to work for, then
that is going to make the process a

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lot easier. This concept of a
distributed workforce, which is one of the

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terms that had been used for many
years to describe teams of employees who work

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in different places. Leaders have for
many, many years in many organizations been

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responsible for overseeing employees who were remote, perhaps they worked in a different country,

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perhaps they worked in a different office. Remote did not always mean at

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home, and so the concept of
managing a distributed workforce in some respects did

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not come into play at the start
of the pandemic. What happened following the

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pandemic is the situation where you have
increasing numbers of employees who want to continue

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to have the flexibility to work from
home. Now, this is a problem

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really limited to what I call white
collar knowledge workers. If your organization is

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in the hospitality healthcare is an institution, an educational institution, your employees are

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going to have to or manufacturing institution. Your employees are going to have to

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report to the workplace to do their
job. You can't treat patients or at

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least most patients remotely. You can't
teach children remotely, at least we've seen

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that that is not so terrific.
You cannot build things for consumers remotely.

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You can't serve guests in a restaurant
remotely. And so this concept of work

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from home or work from home on
a part time basis, which is what

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we now call hybrid work, really
is limited to a sliver an importance liver,

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but a sliver of the labor market
and last week for exat and this

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can create a lot of inequities.
Before we even talk about managing that's liver

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of the workplace, you have to
think about managing the equities of a manufacturing

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facility where you have clerical workers who
could work part time at home on a

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hybrid basis, and the folks doing
the manufacturing who might look at the flexibility

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allotted to the white collar workers and
say that's not fair that they have the

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option of working from home part of
the time and we don't. So there

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is a lot of issues. And
I use that example to just point out

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how every workplace is different. But
if we take a simple situation where everyone

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working for an organization is a white
collar knowledge worker, and we now know

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that pretty much all that work can
be performed at home or in an office

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because of the advantages of technology.
So ago you and I would be meeting

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in a in a studio, we
wouldn't be online. But now that we

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have all these tools, we do
have this option, and so I encourage

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on my own personal bent on this
is I encourage employers to think about flexibility

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as a as a benefit to employees, as a benefit that will help you

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recruit and retain employees who value the
flexibility that hybrid work can afford. So

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that's that's that's the big issue.
Now. This battle that we've been reading

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about in the media over the number
of days of work in the office,

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I think is a misguided battle.
It's not how many days folks are in

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the office, it's how the employer
and its leaders are making time in the

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office meaningful so as to do what
you pointed out, create culture and create

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what we call in the book interpersonal
glue. Because people get work done better

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if they know each other, if
they've had a meal together, if they

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know something about each other, if
they have some kind of a relationship that

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expands beyond zoom meetings and Gmail and
Slack, people will get work done more

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effectively and they will enjoy it more. Because let's just say work is social.

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At the beginning of the end of
the pandemic, there was an article

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in the New York Times which talked
about out the year or two which was

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then of work from home for most
white collar workers during the shutdowns, and

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how this was impacting new workers,
college graduates recent entry to the world of

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work, where those new employees did
not have the experience of making their first

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work friends. So I don't know
what your experience was with your early work,

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with your early jobs, but I
know at my job when I was

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a new nervous attorney, my work
relationships with my peers was really important.

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Having friends at work made work a
million times better, right, Oh,

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absolutely, And as you're talking about
it, it definitely has emerged that having

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you I really like what you mentioned
interpersonal glow, because that's what kind of

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keeps us connected. It's looking at
each other in like, you know,

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even having some team building or just
going out for a happy hour or for

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that lunch or having that donuts and
just laughing and the coffee cooler chats.

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So in my good old days,
in my previous life, yes, those

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used to be so wonderful. Like
when you go, you're looking forward to

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seeing people. It's not just work. It is about that camaraderie and that

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family. And I used to call
my team members as my work family,

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and it was just a different era. Now this begs the question. There

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has been the outsourcing of work for
quite I would say, at least a

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couple of decades, if not more
so so when team members are remote,

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it's still online. So basically lebrid
work or the pandemic was an extension of

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it. So what are your any
strategies or tactics for bringing in that distributed

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workforce in the fold. I think
the most important part of this is to

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have a sensible approach to work.
So organizations need to establish a policy with

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expectations about where people are going to
do their work, and they need to

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get buy in not just from the
c suite, but they need to get

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buy in from every level of management. Because under if a manager has a

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team and that manager says, I
don't know why we have to come to

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work three times a week. It's
annoying to me. I hate to commute.

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It costs time and money. If
the manager is undermining and doesn't understand

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the importance of creating that kind of
interpersonal glue that we just talked about by

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working closely with his or horror staff. Then you know, the absence of

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buy in is just going to result
in failure for that team. So it's

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important that the organization first get buy
in from its all levels of leadership.

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Who are going to who are going
to live the policy happily and be part

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of the movement towards whatever arrangement the
employer has decided is best for its organization.

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So that's number one. Number two, organizations need to teach managers how

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to manage in this kind of environment. So back in the day, when

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folks were just in an office sitting
in front of a computer, was a

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proxy for productivity. If you were
there, if you got in early,

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if you stayed late, if you
ate at your desk, you must be

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working really hard not so right.
But but now that proxy doesn't exist,

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and so managers have to be given
the tools to understand how to evaluate staff

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who are not always in the same
place they are, how to have connections

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with their staff, how to make
time in the office meaningful, and if

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they have a distributed workforce, they
need to make sure they understand how it

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is the employer expects them to connect. You know, the phone is under

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used today. You know, there
are many many occasions where you know,

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folks want to interact with me via
email, for example, which is primarily

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the communication that we use online.
We don't use slack much, and it's

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very easy for people to talk past
one another. And you know, you're

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not in your head because we've all
had this situation. We're ten emails and

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we still are not communicating, and
yet a two minute phone call is all

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you needed. And then the beauty
about the two minute phone call is there's

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always small talk. And why is
small talk helpful? It's part of that

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interpersonal glue. It helps develop relationships
between people. So I'm a big fan

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of the phone. One of the
chapters in our books recommends that leaders establish

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a protocol for their team. When
do you do a zoom? When is

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slack appropriate? When is email appropriate? When is a text the best way

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to communicate? And when do you
pick up the phone? And you know,

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if everybody understands the ground rules about
communication, that is one way in

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which you avoid situations where there are
misunderstandings about responsiveness and about communicating information because

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employees and leaders are not using the
same tools for the same reasons. I

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think that's a really really great it's
a really great idea. I have to

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admit my co author Julie Is wrote
that chapter, but it's one of the

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many chapters in the book where we
really try to provide leaders with concrete action

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items to help move forward and do
a better job of leading in a hybrid

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workplace with a diversified, distributed team. Absolutely, and currently, as I

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was working with one of my clients
and the company policy had been and I

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really like what you mentioned was that
you know, getting the buying from on

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leaders because they got to lift the
policy. So as I was speaking with

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one of my clients and he said
that it has been so hard because we

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have to be at work two days
a week, and some employees come on

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some day, some employees come on
some days, so they're not interacting anyway.

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So I said, why don't you
pull people in and ask what are

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the two days that are really good
for everyone? So then this way there

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are code days. People know they're
going to be coming there and they can

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solve the issue. Going back to
what you were talking about having those ground

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rules for communication, I completely agree
with this concept of core days. Having

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folks show up in an office where
they're alone and communicating only virtually with their

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team members. You know, makes
no sense. We all know that commuting

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can be a hardship in many parts
of this country. It's very expensive and

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very time consuming and exhausting, and
it puts so much pressure on caregivers because

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it extends the work day in some
respects in some places by a couple of

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hours. And so I think leaders
need to be cognizant of asking people to

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give up extra time to commute,
and why is that going to be worthwhile?

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Otherwise, folks are not going to
want to come to the office.

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They're going to be annoyed when they're
in the office. But as I said

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before, leaders may not have the
leadership tools to understand how to make the

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time in the office meaningful. So
organizations need to make sure that leaders are

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leading properly in this regard and making
the most of time in the office.

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So obviously training, team meetings,
you know, celebrations. I mean,

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I don't think that you can win
over hearts and mind with with pizza and

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breakfast on a regular basis, But
I do think that making time in the

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office meaningful where people get to know
one another and actually collaborate on things is

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going to be the secret to building
success. And you know, in this

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labor market, which has been topsy
turvy, employers that I work with tell

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me that the number one issue is
retention and losing employees. Last week I

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spoke to a group of manufacturers in
the Midwest who talked about one hundred one

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hundred percent turnover in a year.
The cost of managing that is crazy.

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And so how do you counter that. You have to make You have to

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make work better. And you know, making work better I think includes making

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work a family and making folks realize
that they like coming to work, not

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only because hopefully they like what they're
doing, but hopefully because they like who

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they are working with. Absolutely,
And as you're speaking about retention, it's

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also about sitting down and talking with
them and what are their aspirations, what

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are their growth plans, investing in
their growth plans rather than having top down

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authoritarian approach. And it is sad, but so many of my times still

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say that the bosses will say this
is the way you got to just you

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know, suck it up or else
I'm not going to change. Just yesterday

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I had someone tell me that and
it's very heartbreaking that even today, like

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you know, when we are becoming
so aware, we have so many tools,

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we have so much more deeper awareness
and understanding, and yet this is

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happening. So as we talk about
that, it's really important that people step

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into leadership, not just the title, but have those competencies and qualities of

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being a true leader in your experience, what are some of those. Well,

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it's interesting because again I mentioned this
talk I gave last week in the

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Midwest to a number of employers in
manufacturing who wanted to talk about hybrid work

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and how that impacts on creating a
diverse and inclusive workplace. And we spend

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a lot of time talking about the
phenomenon we have right now, which is

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the existence of five different generations of
workers in the workplace at the same time.

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And I'm sure you've discussed this h
on this show, UH, in

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other uh, in other circumstances.
But you know, we have baby boomers

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and then you know, we have
everything through all the different gens, and

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the approach to work that employees have
really is I hate to stereotype, but

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I'm going to do it really is
in part different based on the time period

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that UH that you became of working
age, and you know a lot of

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leadership today that you read about having
UH an issue with flexible work arrangements,

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or baby boomers who grew up in
a time where work UH was approached in

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one way, and we all know
now that there are lots of ways to

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approach work. Okay, I'm calling
it talking not just about why collar work,

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but there are many movements to day
about flexible work arrangements. In addition

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to hybrid work, there is a
growing interest in this thing called the four

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day work week, which is a
real thing. Many employers are contemplating and

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testing it and piloting it. And
for those listeners who aren't aware of it,

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it's not four days of compressed time
of for ten hour days instead of

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five eight hour days. It's four
eight hour days at the same wage,

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but you're more efficient. And there
are a lot of studies that have been

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done. We discuss one in our
book where employees are as efficient working a

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shorter period of time with more time
off when time is not spent engaged in

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what's called endless meetings. You know, a lot of workplaces have a lot

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of meetings, and a lot of
people feel like that's wasted time. So

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I do think that one of the
challenges that organizations have right now is dealing

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with all of these different generations working
at the same time and having different points

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of view about work. What are
they getting out of work? Why are

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they at work? And I think
leaders need to understand how this impacts their

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ability to successfully lead. And I
do think that requires training. It's not

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necessarily innate. You have to teach
people how to lead. Mm hmm.

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Absolutely, And what would you say
are some of the qualities these leaders need

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to have to encompass, not only
cross generational communication because zgen can they can

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rally each other up just through texts, you know, Gen millennials. Everybody's

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different, so they're demain not only
die how their generation is shaped, but

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it's just like even their communication is
dictated by so many different things. So

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what qualities in your experience? I
think leaders have to be very open minded.

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Obviously they need to be able to
be extraordinarily well organized and keep track

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of people. But I think what
we have learned over the last decade or

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two is that we all have biases, and I think leaders need to recognize

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and arrest those biases. So you
know, and I'm not talking about biases

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based solely on protected classes or discrimination, but there are things like proximity bias.

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Okay, we talk about this and
thrive with a hybrid workplace. Proximity

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bias is when a leader favors someone
because they are more proximate. More so,

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if you have an employee who's gaming
the system, who's allowed to work

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from home X number of days a
week, but decides I'm going to work

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in the office every day so I'm
the one that's always there and ready and

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willing and able to get you the
best assignments because someone can grab me because

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I'm always there. Then that a
leader who falls into that pap is engaging

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in proximity bias. And it's important
because it's important that leaders understand these biases

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and are taught how to stop themselves
before engaging in behavior that may be because

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of a bias. So leaders really
need to understand what motivates them as a

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leader and to understand how they can
correct the not so good and focus on

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the good qualities of you know,
well organization, open mindedness, being a

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good leader, you know, focusing
on fairness and equity, and one of

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my favorite topics to talk about is
how flexible work really can support organizations interest

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and focus on diversity, equity,
and inclusion. And I'm sure many of

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your listeners work for organizations that have
DEI initiatives, and I think that flexible

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work arrangements can really support these initiatives
because what happens is the folks who need

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the flexibility are often caregivers, and
caregivers are often women. And there have

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been a number of post pandemic studies
that show that even though during the initial

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period of the pandemic, women left
the workforce and droves, and we know

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that happened because there was no school, no child care, and so women

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unfortunately had to stay home and keep
their household together. Women are now back

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at work. The statistics that I've
read demonstrate that even even in greater numbers

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than before the pandemic. And one
of the reasons is because so many women

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have the ability to work from home
summer, all of the time. So

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this is a terrific I think,
a terrific development and supports the growth and

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development of flexible work arrangements like hybrid
work. So now that said so many

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times, what happens is that especially
if you're at home, the boundaries just

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dissolve because here you are. You
know, you may have started the laundry,

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or you may be doing something,
and a lot of things are happening.

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And it's what I've heard from a
lot of my clients is it causes

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them more stress than not. So
what are some of the boundaries that people

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can set? Tovarid this. I
think employers can help employees set boundaries.

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So I think it's when we talked
about a policy, it is lawful to

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require that employees have are not engaging
in caregiver activities during the time period they're

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supposed to be working. So you
know, you can't stay at home and

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work and care for your baby and
work at the same time. When you're

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working, you're working, and it
is lawful to have a policy that says

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that, you know, employees with
caregiver responsibilities should not be engaging in those

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responsibilities during business hours. There are
ways in which employers can ensure that employees

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are really working when they're supposed to
be working, and that's to have core

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business hours. Again, one of
the things we discuss in in the book,

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in the sections about the policy.
Some workers can be paid a salary

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and don't have to track every minute
of work. But some workers who are

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white collar knowledge workers are hourly and
those individuals under the law, have to

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have to be paid for all the
hours they work, and employers have to

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make sure that they are instituting protocols
that ensure that employees record their time adequately

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and that they're paid for all the
hours that they work. So that is

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one legal issue that employers need to
focus on. The other thing is supervisors

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need to be focused on employee responsiveness
and deliverables. Because of an employees unresponsive

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during business hours, then they're not
doing their job and so you know,

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from and there's a lot of trust
that has to be created with a hybrid

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arrangement, employers cannot watch employees all
day long, and there are a lot

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of issues that employers may have to
tackle if they institute surveillance type of protocols

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like measuring keystrokes and activity. You
know, there are pluses and minuses to

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doing that, but the fact of
the matter is a lot of white collar

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work is not readily discernible in terms
of production. You know, if you're

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if you are a if you're working
at a call center and you have to

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respond to calls all day long.
You can measure the number of calls that

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are responded to during a ship,
but a lot of knowledge workers, you

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know, can't be you cannot measure
their productivity as easily. And so there's

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a lot of trust between an employee
and employer. So an employer has to

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trust that the employee is working when
they're supposed to be working, and the

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employee has to live up to that
trust by working when they're supposed to be

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working. And if an employee cannot
work at home without discractions, then there

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should go to an office. MM. So what I'm hearing is that it's

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important to have that trust both ways. It's a two way street. Not

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just expecting that, oh, my
employers give me everything. It's also for

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the employers to know that employees are
going to step up and do what they're

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supposed to do. So we have
talked about quite a few things. You

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00:39:49.440 --> 00:39:57.639
also talk about the environmental and social
governance. How does that apply so to

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00:39:57.679 --> 00:40:04.519
have a workplace sure? UH E
s G, which is also a movement

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00:40:04.639 --> 00:40:13.280
that many organizations are focusing on today, has to do with UH environmental,

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00:40:13.559 --> 00:40:19.599
social and political sustainability. So the
E is for environment, the S is

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00:40:20.199 --> 00:40:23.639
UH for social, and the G
is for governance. The social piece of

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E s G talks about or focuses
on UH diversity and equity in the in

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the workplace, and as I mentioned
before, U hybrid work is contributing to

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UH enhanced UH focus on the part
of women on returning and staying in the

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workforce. And you know, we
don't know yet the impact in UH in

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supporting other diet diversity efforts, but
we certainly know now based on recent statistics

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that at least with respect to employing
more women, flexible work arrangements really can

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support that. That s it also
will in or to the benefit of organizations

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by providing larger pools of women who
can grow in the organization and be promoted

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as part of leadership. So I
think that's that's all very very much right

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now being seen as a real reward
and supporting both DEI and E s G

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efforts. There's also a lot of
discussion about whether the reduction in commuting and

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the impact on the environment is meaningful. I don't know that we have a

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clear read on that yet, because
using some of these technology tools UH uses

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a lot of energy. But during
the pandemic. There was a substantial reduction

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obviously in uh in in in the
amount of pollution due to commuting, and

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also waste in offices as people relied
increasingly on UH not using paper and the

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like and paper products. So we
we still have to see what that impact

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is. But I think for those
organizations looking to embrace ESG goals, flexible

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work arrangements can provide one way to
me those goals. Definitely. So can

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00:43:04.360 --> 00:43:07.280
you share the tele listeners? Where
can they find you? And where your

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00:43:07.280 --> 00:43:12.840
book can be found? I'm sorry
say that again. Can you share the

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00:43:12.920 --> 00:43:16.320
te listeners? Where can they connect
with you? Oh? Absolutely? Where

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00:43:16.320 --> 00:43:20.960
can they find your book? So
you can find my book on Amazon.

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00:43:21.159 --> 00:43:25.519
It's called Thrive with a Hybrid Workplace, step by step guidance from the experts.

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00:43:25.760 --> 00:43:30.280
It's also available on Barnes and Noble. We have and it's in your

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00:43:30.440 --> 00:43:38.440
chat a website Thrive with a Hybrid
Workplace dot com. My co author Julie

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00:43:38.519 --> 00:43:46.880
Cantor It's Cantor with a K have
websites as well. I am a partner

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00:43:47.039 --> 00:43:55.599
at Jackson Lewis, a national workplace
law firm that represents employers in all aspects

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00:43:57.000 --> 00:44:05.719
of work, and we would really
welcome your feedback either on our websites or

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00:44:06.000 --> 00:44:10.599
if you would post a comment on
Amazon or Bonds and Noble. We're very

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00:44:10.639 --> 00:44:20.000
interested in hearing what all of you
have to say about the book. Again,

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00:44:20.320 --> 00:44:24.719
the book is a guide. It
was written with many different chapters focusing

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00:44:24.760 --> 00:44:30.760
on specific issues so that leaders can
use it as a reference tool. It

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00:44:30.760 --> 00:44:39.159
doesn't necessarily have to be read from
beginning to end. Each chapter is very

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00:44:39.199 --> 00:44:44.719
focused. We have chapters on culture, communication, how to create a policy,

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00:44:45.360 --> 00:44:51.199
legal issues to watch out for,
DEI and ESG, and we have

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00:44:51.800 --> 00:44:58.440
a list of items for training as
well. So I hope all of your

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00:44:58.559 --> 00:45:05.760
listeners our supporting flexible work arrangements.
It is I think hybrid work is here

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00:45:05.760 --> 00:45:15.000
to stay and we really appreciate the
opportunity to talk to you today. Absolutely

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00:45:15.119 --> 00:45:21.880
thank you for joining us and sharing
valuable insights and some practical, actionable tips

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00:45:21.880 --> 00:45:24.760
that people can use. So thank
you for that, Felice, and thank

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00:45:24.840 --> 00:45:31.039
you absolutely thank you listeners for joining
us because without you the show would not

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00:45:31.119 --> 00:45:37.119
be possible. And keep sending those
kind of stories because as we share,

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00:45:37.079 --> 00:45:43.599
make sure to give that one hour
of your time to help someone with no

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00:45:43.719 --> 00:45:49.280
strings attached and thank you one for
making the show technically possible. I'll see

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00:45:49.280 --> 00:45:55.280
you next week on Tuesday morning.
Be val and take care. Thank you

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00:45:55.360 --> 00:46:00.000
for being part of Beyond Confidence with
your host d Via Parnik, we hope

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00:46:00.119 --> 00:46:02.400
you have learned more about how to
start living the life you want. Each

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00:46:02.440 --> 00:46:07.639
week on Beyond Confidence, you hear
stories of real people who have experienced growth

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00:46:07.639 --> 00:46:13.559
by overcoming their fears and building meaningful
relationships. During Beyond Confidence, Divpark shares

457
00:46:13.599 --> 00:46:16.159
what happened to her when she stepped
out of her comfort zone to work directly

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00:46:16.199 --> 00:46:21.079
with people across the globe. She
not only coaches people how to form hard

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00:46:21.119 --> 00:46:25.760
connections, but also transform relationships to
mutually beneficial partnerships as they strive to live

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00:46:25.800 --> 00:46:30.039
the life they want. If you
are ready to live the life you want

461
00:46:30.199 --> 00:46:35.760
and leverage your strengths, learn more
at www dot dwpark dot com and you

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00:46:35.800 --> 00:46:39.960
can connect with vat contact at dvpark
dot com. We look forward to you

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00:46:40.039 --> 00:46:42.159
joining us next week.