Reinforcing Purpose & Values for Tomorrow's Teamwork with Dave Clare

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This is a podcast episode titled, Reinforcing Purpose & Values for Tomorrow's Teamwork with Dave Clare. The summary for this episode is: <p>In today's conversation on The Future of Teamwork, host and HUDDL3 CEO Dane Groeneveld speaks to author and CEO of Circle Leadership Global, Dave Clare. Dave wrote a book on leadership called 'Simplified'&nbsp;about leading people and teams. In this spirited conversation, Dane and Dave cover topics such as simplicity and clarity concerning employee and organizational purpose. The two also discuss the role of technology and its impact on things like culture, fears around the use of AI, and systems thinking that can benefit your purpose initiatives.</p><p><br></p><p>Key Takeaways</p><ul><li>Intro: Dave jokes about being Australian and Canadian</li><li>All about Dave Clare, CEO of Circle Leadership Global, and his career path</li><li>Moving from leadership programs and teams to journeys</li><li>A customer-focused rogue comes from structure and simplicity, "add value by removing the things that don't"</li><li>The role of clarity on a team is a core value for Dave</li><li>A study of 25 businesses and four common problems</li><li> Build a systematic approach that follows human behavior, "Magic happens when you find the right questions to ask"</li><li>Three fundamentals of Dave's book 'Simplified"</li><li>Someone to believe in, what this translates to professionally and organizationally (ecosystems, not ego-systems)</li><li>People don't leave organizations just for money</li><li>90 Million Proprietary Limited, the meaning behind the name, and finding a world with workforce engagement and purpose</li><li>Purpose of the organization through values, answering to something, not someone</li><li>The role of technology in behavior, new organizational models, and forecasting</li><li>What is the difference between Iron Man and Terminator</li><li>"You're not going to lose your job to AI. You're going to lose your job to people who use AI"</li><li>Stuck in old systems, independent but interlinked, freestyling within the framework and coaching moments</li><li>A letter to your future self: imagine a business that doesn't exist yet but will in three years, evolving your business</li><li>Disrupting, staying relevant in the hearts and minds of those we choose to serve</li><li>Systems thinking is a skill, building a business evolution roadmap</li><li>Purpose is the seed of culture</li><li>Decision-making filters, incisions to cut in and cut out, systems of accountability</li><li>The word "empowerment" and helping you realize you've always had power</li><li>Creating a place where people are excited to jump out of bed and work</li><li>How to find Dave</li></ul>
Intro, Dave jokes about being Australian and Canadian
01:08 MIN
All about Dave Clare, CEO of Circle Leadership Global, and his career path
11:05 MIN
Moving from leadership programs and teams to journeys
00:36 MIN
A customer-focused rogue, comes from structure and simplicity. "add value by removing the things that don't"
02:08 MIN
The role of clarity on a team, a core value for Dave. Purpose and value.
01:44 MIN
A study of 25 businesses and four common problems
01:23 MIN
Build a systematic approach that follows human behavior "magic happens when you find the right questions to ask"
01:18 MIN
Three Fundamentals of Dave's book 'Simplified"
01:00 MIN
Someone to believe in, what this translates to professionally and organizationall (ecosystems, not ego-systems)
01:45 MIN
People don't leave organizations just for money
01:19 MIN
90 Million Proprietary Limited, the meaning behind the name, and finding a world with workforce engagement and purpose
04:42 MIN
Purpose of the organization through values, answering to something not someone
01:10 MIN
The role of technology in behavior, new organizational models, forecasting
01:11 MIN
What is the difference between Iron Man and Terminator
01:55 MIN
"You're not going to lose your job to AI, you're going to lose your job to people who use AI"
01:06 MIN
Stuck in old systems, independent but interlinked, freestyling within the framework and coaching moments
01:53 MIN
A letter to your future self, imagine a business that doesn't exist yet but will in three years, evolving your business
02:36 MIN
Disrupting, staying relevant in the hearts and minds of those we choose to serve
02:29 MIN
Systems thinking is a skill, building a business evolution roadmap
03:11 MIN
Purpose is the seed of culture
00:51 MIN
Decision-making filters, incisions to cut in and cut out, systems of accountability
01:21 MIN
The word "empowerment" and helping you realize you've always had power
01:28 MIN
Creating a place where people are excited to jump out of bed and work
02:19 MIN
How to find Dave
01:30 MIN

Speaker 1: Welcome to The Future of Teamwork podcast. We explore cutting- edge strategies to keep teams human- centered, drive innovation, and empower you with the tools and insights needed to help your team excel and thrive in today's rapidly changing world. Your host is Dane Groeneveld, a seasoned expert with over 20 years of experience in enhancing team dynamics and innovation. Leadership today is a shifting landscape. While many navigate it, only a few truly grasp its intricacies. The difference often lies in the foundation of their approach. This week's guest, Dave Clare, brings a refreshing perspective on what leadership should be. In this episode, you'll delve into the four critical organizational issues that, when addressed, can propel growth and innovation, the three essential elements employees seek in their workplace, and a combination that is pivotal for lasting success. Thirdly, the art of employee empowerment, understanding its true meaning and implementing strategies that work. By embracing these insights, leaders can better connect with their teams, align with their organizational goals, and stay ahead in a dynamic environment. Staying informed and adaptable is more than just beneficial, it's a stepping stone to success. So teamwork makes the dream work and we're here to inspire your next collaborative breakthrough. Gather your team or put on your headphones and let's dive in together.

Dane Groeneveld: Welcome to The Future of Teamwork. My name's Dane Groeneveld, CEO of the HUDDL3 Group. And today I'm joined by Dave Clare from Perth, Western Australia. But he's not a fellow Aussie like me, or at least didn't grow up in Australia. So we were just talking about a few of our stories before the show. But welcome and thanks for joining, Dave.

Dave Clare: Thank you. It's an absolute pleasure to be here, coming all the way from down under. So I should say good day, shouldn't I, like a good-

Dane Groeneveld: You should. Yeah. Fit in.

Dave Clare: Good day. Good day, everyone. As a Canadian Australian, I'll be like, " Good day, he?" It's like, yes.

Dane Groeneveld: I love it. I'll still throw that out there when I'm walking down a street in Texas or something just to keep people on their toes.

Dave Clare: Yeah, it is quite funny. It's the beauty of being a Canadian. I call myself a Canaussie, because it has a double connotation to it. Because that way it's ... But whenever I'm out doing my keynotes, my opening line is always the same. It's like, " Hi, I'm Dave Clare, I'm a Canadian Australian. So the Australian in me may swear during this presentation, so I apologize for that. And that's the Canadian in me. So the Australian will swear, the Canadian will apologize for it."

Dane Groeneveld: I love that. They kind of clean up each other's handiwork.

Dave Clare: Yeah.

Dane Groeneveld: I love that. So Dave, you're the CEO of Circle Leadership Global. And you're doing some great work and you've been doing it for a long time around purpose, around leadership journeys, around the way that teams connect. So it's going to be a fun conversation. Maybe you can share-

Dave Clare: Absolutely.

Dane Groeneveld: ...with our listeners how you came to be doing all this great work.

Dave Clare: All right. I'll see if I can give you the shortened version of that. The Dave Clare journey. So, my family, let's say, we're born in Canada, moved to Australia back in 1981, well before you were born. And I grew up as a teenager in Australia. And under the conditioning influences of, " Hey, Dave. Go get a good job with a bank or a government," or whatever. Things like that. So conditioning is really important to understand here. And that's what I was told to believe. So I believed that. So I went and got a job in a bank and I started working for a banking... So please don't hold it against me. I was in banking and finance for many years. And got a job at the bank. But, whether it's nature or nurture, I was blessed with great parenting. I was instantly... Went from being a teller on the old counter in the days to when the supervisor was sick they put me into there and I was the number one teller then I get supervisor. So they asked me to lead the team. And then, so all of sudden I just naturally migrated into being good with people and that sort of things. I almost got fired from the bank once, Dane, because I was over- servicing our clients. They said, " You're doing too much for the clients." And they were getting ready to fire me. Then the bank flipped its model around to create customer service centers, and I became one of the first customer service managers. So it's quite funny. It went from zero to hero very quickly. From losing my job to being one of the first people put into one of those roles. But yeah, so I went through... Always been in those sort of leadership- type positions where I was responsible for a group of humans. Now, I will also share very quickly some of my initial nicknames that the ladies, that a lot of part- time workers, so the moms that they were there, which are phenomenal ladies, and they were some of my best teachers, by the way. They used to call me Corporal Clare, Dictator Dave. So I learnt a lot from them. They said, " Dave, we love you. You're really a great human being," like that, " But here's how you have to work with us." And it was so powerful for me to receive that learning and they were the greatest teachers of what it actually means to care about them as human beings. And some of the things that we talk about today. This is where some of the origin story. Anyway, so long story short, so I was in the banking and I worked my way up to working in a call center where there was 75 people. We had seven teams of 10, one team of five, a fulfillment team, and it was really amazing. But I didn't have a piece of paper and so I couldn't go any further in the bank. But then an opportunity came up in Papua New Guinea. They were looking for leadership development consultants to go over there and work with the national managers and expatriates to help take the... It was another bank. It just happened to be in banking from the'60s and '70s into the modern'90s of leadership, which was actually just modern management. And I went over there and well, I just took my wife and my young son that was 18 months old. We moved to Papua New Guinea and the very first day I arrived there, Dane, I was told, " Dave, I know why they've hired you here. You can't teach these people anything. You'll show them something. Two weeks later they'll be back to what they did. Just be safe, pretend to look like you're doing the things that they need you to do and just enjoy your time here." That was the opening speech the first day I arrived and I'd already done some really amazing work. One of my very first mentors, he saw something in me that I didn't see in myself, which I think is a great sign of a mentor. And he said, " Dave, I want to invest in you." And he invested in me, not in bank stuff, but in personal development. The goal setting, how your mind works, basic psychology, human behavior, and was really powerful, which is some of the stuff that I still stayed true to today. But then I took that to New Guinea and we had phenomenal results in the 12 months I was there, but then my wife was pregnant with another child, so with my daughter who's now in the business with us today, and we just don't want to raise another child there. So we left, which was sad, but then we came back to Australia for her to be born and then we moved to Canada. And when I got to Canada, I'd had this taste now for, rather than being an employee, I wanted to do more of this leadership development consulting, if you wish. And I joined Leadership Management International, which was at the time the largest personal and organizational development company in the world. They were in 60 countries, been around for 40 years. So I became one of the Canadian licensees and I started my business there and was very successful. Within our first two years into business, we had the Canadian Client of the Year, which then became the World Client of the Year.

Dane Groeneveld: Wow!

Dave Clare: For three years in a row, we had the Canadian Client of the Year, and the first time ever, we had the two World Clients of the Year back to back. No other licensee had ever had that because what I did is I focused on them and helping them to become their best version of themselves and do their life's best work and all the things that I work on today was that. And through that we became Sales Leader of the Year, which is fantastic, but I'm more excited about the fact that our clients were recognized for their success. However, here's the irony of the personal development industry at that time, Dane, is that I was being told off because I wasn't following their process the way they wanted it done. Remember the days we had the old boxes and the tapes and stuff?

Dane Groeneveld: Yeah.

Dave Clare: So, I would buy the boxes, I would take the tapes out. I would rearrange the order of all the lessons and the units or whatever in there in a way that I thought would drive the best value for our clients. So I was still buying the boxes for them, but I was taking their process or the programs, should I say, and changing the order of them. And then our clients were winning awards and they're saying, " But you're not following the process." And I'm like, " Well, is that not... Something missing here."

Dane Groeneveld: I love that.

Dave Clare: So I left. So I left. I got really disillusioned with the industry because it was all, here we are trying to help people become successful or whatever that means to them. And yet all they cared about was the boxes and the process, not the people and the results that people were getting. So I thought, "You know what?" So I left and then I started developing my own tools and resources. Then I said, " Okay. Well, great." And please understand, I stand on the shoulders of giants. I'm the patchwork quilt of all the most amazing leaders I've ever worked with that most people will never know unless you actually work with them yourself. But I've been a practitioner my whole life. That's the thing. So then I took all that sort of stuff and I began crafting it the things, created a circle of organizational leadership, we created our own and all the stuff that I'd learned. I thought, " Well, there's got to be a better way to build organizations that suit human beings." And so, I understood human behavior really well, and I thought, "Well, what if I could create an organizational behavioral process that mirrored human behavior? If organizations, Dane, are just a bunch of human beings all working together to achieve a common goal, should the process for organizational behavior then be different to what it is human behavior? So then I created this process for organizational behavior. Then I started building tools around to help leaders to create those organizations as great as the human beings in it by following a process that mirrored human behavior. Because I thought people would rather work in a place that made sense to them the way it works. And we mentioned a few things. It's like one of the things I challenge organizations, are you trying to take a new way of thinking and put it into your old way of doing? You need to take a new way of thinking and create a new way of doing. So I want to take, okay, if this is human behavior. So then I did that, created all that. Then we moved back to Australia, and when I came back here, I'd gone through some life stuff. So I'd lost my business a lot because of the Global Financial Crisis. So a lot of my clients at the time were in automotive-

Dane Groeneveld: Right. They got inaudible.

Dave Clare: ...in tier one automotive suppliers and things like that. I'd started branching out a few different other ones, industries and that, but I was doing extremely well in the automotive sector. And so, niching is always interesting. But then Obama reached in at that time, pulled the automotive plants out of Southern Ontario, and then 70% of my business was gone. At the same time. My now ex- wife then chose to leave me and the kids. And so, that was upside down in my office building, upside down in my house. I'm a single dad with two kids. Yeah. So it was some tough times.

Dane Groeneveld: Pretty rough.

Dave Clare: And so, went through some challenges. And then I met my now beautiful wife today. And I have another son out of that, which he was 14 years old when he was born into my life. So we're kind of like half the Brady Bunch. But with that, I learned so much about the fact that my business was growing and growing and growing, but I realized that growing is just about being more for more. I wasn't becoming anymore. I wasn't becoming more, I wasn't increasing my capabilities. I was just taking everything I already knew and doubling down on it and reaching out for more, which is why then I learned that lesson and then came back to Australia and I thought, " Okay, I've got a chance," when I came back to Australia the first time was to roll my sleeves up and get back into running a business. I didn't want to be perceived as one of those who can't do, teaches. So I got into an organization here in Australia, not- for- profit and helped them to create culture and strategy and all this sort of stuff, which was fantastic. And I just love getting there, rolling my sleeves up, and leading an organization again. And it was great for us to stabilize us also in a new country, to find ourselves, well, not new for me and my two kids, but for my wife, she'd never been to Canada. She was a Canadian lady. And build that and turned that organization around, which was phenomenal. And then that's when I wrote my book SIMPLIFIED: Leadership Is Simple. You Lead People. And then Circle Leadership was born. I said, " Okay, look. I'm past my use- by date." And this is one thing I really find in many organizations is that I think every leader has a shelf life. Mine had expired and I'd known it and I'm like, " I can't add any more value here. I'm not a maintainer." And so, then I left and yeah, then I built Circle Leadership, and it's been running for just over five years now. I went out and studied a whole bunch of small- to medium- sized businesses, 20 to 50 size employee- type companies to find out what their challenges were. And I did a case study with 25 leaders over four months to take to how we could help them and what was their challenges in the organization whilst every business, Dane, had their challenges. There were four common challenges that they all had. I said, " Okay. If I could build a process that would help them address those on a regular basis, then that's how the whole Circle Leadership was formed at our next 90 business evolution process and our business evolution roadmap and all the tools we have today came from learning from people. So my whole journey, very rapidly through that because I want to get into some meaty stuff, is that just to let people know, it's like I'm a practitioner. I'm not an academic. I've certainly read books and studied and stuff like that, but it's all come from leading teams and being involved with businesses and running businesses myself, private, not- for- profit, public sector. And it's all been about people.

Dane Groeneveld: And I love the way you shared that, Dave, cuts bruises, and scars included because-

Dave Clare: Yeah. There's lots of those.

Dane Groeneveld: There are. And the reality is that, like you were sharing with me before the show, we've got to move away from leadership programs in teams and we've got to move to journeys and there is a different role for leadership across the whole team now. So I'm excited to get deep into that. But before we do, owe you an apology, because I said, you're not a fellow Australian like me, but you turned up in Australia the same year I did, 1981.

Dave Clare: Oh, right.

Dane Groeneveld: Yeah. So we shared that in common.

Dave Clare: So, you were born here?

Dane Groeneveld: That's when I was born there.

Dave Clare: Yeah. So, you've been in Australia a little longer than me but I didn't get my citizenship until 1985.

Dane Groeneveld: Okay.

Dave Clare: In May 1985. So I've been an Aussie since 1985. So you're a little bit more Aussie than I am. Yeah.

Dane Groeneveld: Maybe, maybe. But you've probably spent more years there. So I apologize for getting that wrong. But I hear through your story and it's something that I really associate with. I hear about this human that's very people centered, but is a bit of a maverick, a bit of a rogue. You're in the bank focusing on the customer before the bank was ready to focus on the customer. You were at Leadership Management International, reorganizing the way that you delivered before they were ready to reorganize. Maybe they never reorganized, who knows? But you've gone out there and you like to build things and break things and put them together in different ways, which is another great skillset for people that are dealing with humans and human behaviors and teams. So I think that's a really cool theme that I'm hearing.

Dave Clare: Thank you for acknowledging that. I guess, Dane, for me, firstly, I'm the most laziest, spontaneous human being on the planet. So I crave structure, right? And so, for me also, I want just something that makes sense to me. A lot of times, we pull this complexity and things. We try to make things so complicated. One of our core values here at Circle Leadership, which is one of my own personal ones, too, is simplicity, which is freedom from complexity. One of my very good friends, Aidan Parker here, he said, " Dave, the reason why I love your stuff, the way that you guys do things is because," and it's his quote, I wish it was one of mine, but it's not. And he said that we add value by removing things that don't. You take all the chafe points out of the process and everything like that, all the unnecessary stuff, and focus on the fundamentals that just are going to help people become the best version of themselves and do their life's best work while in your care and beyond. And so, we strip away from that. So I needed to find a simple structure that I thought just made sense to me that this is how I wanted to be led. Of all the leaders I had, Dane, I looked at all the good and the bad and I learned just from as much as the bad leaders as I did the good leaders. And like I said, that tapestry, the quilt that I have made of who I am today was just to create this simple step- by- step thing because that, to me, like I say, it doesn't mean it's easy, but if you simplify the process, which is then why my book is called SIMPLIFIED, right? Which is-

Dane Groeneveld: Yeah, yeah. That makes total sense. And one of the themes we've seen with a lot of guests that we talk to is the importance of clarity in a team, which is another word for simplify, because if it's clear what I need to do and why I'm doing it and who I do it with, I can go and do it. And if I don't like doing it, it's clear that that's what you want me to do and I'll go somewhere else and not sit around being confused and breaking what shouldn't be broken.

Dave Clare: Yeah. Well, actually clarity is another one of our core values at Circle Leadership and that means a profound understanding.

Dane Groeneveld: Very cool.

Dave Clare: We got inaudible.

Dane Groeneveld: You got some good values there.

Dave Clare: Yeah, thank you. Well, values are obviously, most people in your podcast would know who Simon Sinek is, I would imagine. And so, while Simon created his Golden Circle and highlighted the fact that, which most of us in the industry knew that people buy why you do what you do, but he did a very good job of articulating that to the world. I'm a firm believer that yes, people, your purpose is why people buy but your values are why they buy it from you.

Dane Groeneveld: Mm- hmm. I like that.

Dave Clare: So, Simon, that's a Clare- ism. So if you want to use that, you're welcome to, if you're listening to this on... But yes, people buy why you do what you do, but your values are why they buy it from you. It's how you uniquely think about that. And this is also why people, if you talk about The Future of Teamwork here, is why people would want to join your organization is because of how you think about that problem that you're passionate about solving in this world. That's the kind of organization I want to be a part of.

Dane Groeneveld: Yeah, that's powerful. And we're seeing that. We're seeing a lot of people join teams, they self- select onto teams where they're excited about not just the leader but the group that they're going to work with and the things they're going to do and the way they're going to do it, which ties into values and behaviors. So I think that's really tight.

Dave Clare: Well, I could talk about that for hours.

Dane Groeneveld: Good. Well, you did. I want to dig it a little bit deeper. You said you did this study of 25 businesses and they had four common problems. Can you walk me through what you found there?

Dave Clare: Do you notice how I left you hanging on that? I didn't answer what they were.

Dane Groeneveld: I like that.

Dave Clare: Yeah. Yeah, absolutely. So the first one was a lack of clear goals and expectations across the organization. It's not saying that they didn't have them, but there was a lack of clarity of goals and expectations across the organization. Nobody knew where the organization was going and who was working with.

Dane Groeneveld: Right.

Dave Clare: So there was that. Then there was a lack of accountability in the organization. And when we talk about accountability, we talk about an accountability system. James Clear said in Atomic Habits that you don't rise to the level of your goals, you only fall to the level of your systems. So there was a lack of accountability system in the organization. Then there was also a lack of culture and strategy alignment. You know what the old adage, culture eats strategy for breakfast. And I'm like, " Why does that have to be so? Why can't culture and strategy actually be in alignment where culture acts as a shield and wraps around your strategy and protects it like a mother protecting his child?" Why can't, right? And then the last one was a lack of leadership depth and strength in the organization. Not the lack of leaders, but a lack of leadership depth and strength in the organization. So no clear goals and expectations, lack of accountability, lack of culture and strategy alignment, and a lack of leadership depth and strength.

Dane Groeneveld: They're neat and they're different. They're very different. I mean, people talk about Lencioni's Five Dysfunctions of a Team, but the way you described these, again as a practitioner, they're very tangible.

Dave Clare: Yeah. I thought, well, if we could build a systematic approach to addressing those things on a regular basis, wouldn't that be awesome? And in an organizational structure that actually follows human behavior? And this is where the whole everything that we do came from. It was just asking those questions about those things. So the magic doesn't happen when you find the answer. The magic happens when you find the right question to ask. So that's why I did the case study. So I wanted to find out and then we could do it. So then we've now created a process that creates culture and strategy alignment. We've actually then helped them create a culture and brand relationship, so people fall in love with why they do what they do. We've actually then obviously helped them develop greater leadership depth and strength. We've actually found a way to bust the myth that execution is hard. We've created a fast execution methodology. So we also studied why did some organizations execute at a far greater rate than others? And we developed our own fast execution methodology now, so we have that. Yeah, so there's all this sort of stuff now that is really cool because we want to create organizations that people want to be a part of. And there's three things that people want and we want to make sure that we inaudible thing.

Dane Groeneveld: Tell me about those.

Dave Clare: So the three things, this is actually the fundamentals of my book SIMPLIFIED, but is really there's three things that people want. Number one is they want something to believe in. I want to have a greater sense of meaning, purpose to the work that I do. And anyone listening to this, yourself, Dane, this goes for yourself, right? I also then want someone who believes in me. I want a leader who empowers me to make smarter decision that believes in me and trusts me and gives me greater responsibility to do the work that I'm doing. And the third thing I want is someone to believe in, which is a leader who has an inspiring picture of the world that's far greater than all of us combined and something we can't accomplish alone. So when I have something to believe in, someone who believes in me and someone I can believe in, that's the three things, what I call the hallmarks of an invincible culture where people want to be a part of that organization, because you're addressing the three needs that that person has.

Dane Groeneveld: Yeah. No, that's neat. I've never heard that context. I've heard elements of each of those three, but I think putting them together is very complete. Someone to believe in's interesting. Is that the visionary CEO or founder? Could it be the department manager? Does it have to be one person? Can it be many people, many different people?

Dave Clare: It could be, yeah, multiple layers to that. That's a great question. People don't leave organizations. They leave leaders or managers. So this is why I want someone to believe in. Firstly, does that person believe in me? So that if they believe in me, they're willing to even hire me. They're willing to help me create learning moments and coaching moments and the things that we talk about, helping that person to become the best version of themselves, to do their life's best work while in your care and beyond. And then from that, if that person believes in me, do they have a vision? Do they know where they're going? Because I want to not follow, but I want to be hanging out with people who have an idea of where they're going. It could be your team leader, it could be your department, your divisional leader, and then also to the organizational leadership to the CEO or whatever it is. Also, I don't believe in hierarchies anymore, Dane. We don't deal with that. They're what I call ego systems. I'm the boss, you report to me. We work in ecosystems, not ego systems-

Dane Groeneveld: Love that.

Dave Clare: ...where we have all- around leadership, not top- down leadership. So to me, top- down leadership is a thing of the past. All- around leadership is a way forward. Because I could be that person. I could be the team leader. Even in our team, Jorden leads certain components of our business and she's a 24- year- old young lady. She's the best person to lead that, like Lisa and I and Gary and Payne, we're not the best ones to do that. She is, but I'm the CEO, but she's the one I believe in.

Dane Groeneveld: I love that. I've had the privilege and pleasure of working with a number of team members in the past that have reported up to me that have just been superstars. And they'll come and say, " What do you think?" And I'm like, " Hey, don't ask me. You're already on this." And it's so powerful for the team and for that relationship when you find that. So intentionally building it is really cool.

Dave Clare: Yeah. So that's who that someone to believe in. It could be anybody, but if I don't have someone to believe in, I'm probably not going to hang around.

Dane Groeneveld: Yeah. No, you're right.

Dave Clare: Any missing of the one that they'll go... If they can get all three somewhere else, they'll go somewhere else to get it. And this is where people think it's money. Yeah, money's important, don't get me wrong. But people don't leave organizations just for money. But we find actually, when we do engagement surveys in organizations. Part of our process, we do an engagement survey. The most disengaged people, when we map it all out and sort the data, are the ones who also complain most about the remuneration.

Dane Groeneveld: Mm- hmm. Yep. The noisy ones.

Dave Clare: Why do you think that is? Yeah, but why do you think that is?

Dane Groeneveld: Because they're unhappy at a core level. So that's the superficial thing that they reach for.

Dave Clare: Right. " So I'm unhappy here, so I want to be paid for my misery. If I have to put up with this crap here, I want to be paid for it. I don't get paid enough to put up with this shit," right?

Dane Groeneveld: I think that actually goes... We had a great guest, Colleen Rivers on to talk about wellness the other day, and we started talking about how when you've got a bad fit at work, it impacts your wellness at home as well. And I've seen that too, because all of a sudden they start drinking more or they start spending money on frivolous things or whatever else it is that's dangerous to their personal well- being because they're not enjoying their work where they're spending a lot of time and they don't feel like they're part of a team that they belong to. So it has huge impacts in society.

Dave Clare: Oh, okay. Well, all right, I'll bring this in here because now you're touching on a big nerve for me. My actual company is actually called 90 Million Propriety Limited trading as Circle Leadership. So 90 million and there's a reason for that. I have it even right here on my phone, is to create and inspire 90 million purpose- driven leaders.

Dane Groeneveld: Oh, I love it.

Dave Clare: Okay? Now, the reason where I've got the 90 million from, because there's a scientific part of this is ... So here you go. When you talk about having a vision. This is really great. Let's talk about leaders. If you're listening to this and you want to know what a vision is, here's what a vision is. Can you imagine a world where every business is led on purpose first, where everybody could get up every day having a sense and meaning to the work that they're doing. So that was what our world that we see is a world where every business is led on purpose first. Now, where that came from is that I looked at all the studies by Deloitte and Gallup and all those things that were about the disengagement rates in the world, and this was probably about six or seven years ago. And sad part is that it hasn't changed inaudible. So that tells me that we're doing something wrong. We're spending$ 50, five zero, billion on leadership development and training courses, university programs, all this sort of stuff. And the disengagement rates are going up. If you're an investor and you're spending$ 50 billion on something and it's getting worse, would you keep investing? So why are we investing that way? So when they did their studies, they found that, in 142 countries, 70% of the workforce, which is 900 million employees on average are disengaged in the workplace. And then there's another 17% that are actually actively disengaged, which means there's about 87% of the people at work are disengaged or actively disengaged. So if someone's either there just for a paycheck or they're actually just actively disengaged as they're subconsciously sabotaging your business. So if there's 900 million people there today, that means there's about 90 million on a one- to- 10 ratio of leaders that aren't being purpose- driven. So I thought, " Okay. Well, there it's a big number. I'm going to go after that." So now, if we can help create these 90 million purpose- driven leaders that will impact the 900 employees. And then if each one of those human beings had about a 2. 25 or a 2. 5 family ratio, because to your point, if you're unhappy at work, you take that home. Or this is why the stress and anxiety, bullying, harassment, all this in the workplace is going up and up and up. Why? Because we don't have leaders who understand how to give people something to believe in, someone to believe in, and someone for them to believe in. And so, then these people then, they're going home. And that's spiraling downward in this, what you said, alcohol and drugs that they're trying to escape from reality. Their lives are miserable. They're not even paid enough for this misery. But what if, what if we can actually shift that just by one degree the opposite direction, where that person could go home feeling a little bit better about who they are and why they do what they do and that my work matters? So, we work on mattering. Why does our organization matter? What does my role matter in this and why does that matter to me? If we can help every single person get this personal connection to the public sense of purpose of the organization, that person could get a home. Now, that will impact the other 2. 5 people. So that 900 million now times 2.5 is about 2. 25 billion people. And I assure you, Dane, if we can do that, we could shift the consciousness of the planet.

Dane Groeneveld: Yeah, that's powerful.

Dave Clare: That's why we do what we do in Circle Leadership. And you know what? It is why we can't accomplish it a lot. People go, " You can't reach out," and I know, which is why when I see other people doing amazing work in our world, in the similar stuff that we do, they go, " Why are we supporting all these other guys and gals?" Because I can't hit 90 million by myself, so if I see somebody else doing it, the candle loses nothing from lighting another. So I could go around and shine light on them. And you know this with the world. You said there's enough shysters in our industry who are doing stuff that just isn't achieving results in this. They're really good marketing, they're making money, but the clients aren't getting results. So therefore there's no transformation happening and all this. But me going out and blowing out their candles doesn't make mine shine any brighter.

Dane Groeneveld: No.

Dave Clare: So if I can go help light a bunch of other candles that shine so bright that we don't see those ones anymore, I know we're on our way to achieving that 90 million. That's a vision.

Dane Groeneveld: Yeah. It's a great vision, a powerful impact. And I also like that you are thinking about small teams by inference because you're saying one to 10. I think that's a real number that leaders can impact too. And what we're hoping for in the future of work is that you'll see more people self- selecting onto teams that have the right belonging, belief, mattering, sense of mattering, and take that home. So that's really cool.

Dave Clare: That's why there's no more than 10 circles around, these are the human beings around the circle of organizational leadership. And in the center sits the purpose and through the value. So every single person in that team has a direct line of sight to the purpose of the organization through the values so that everyone is connected and the best idea wins, not the boss's idea and that sort of stuff, that everybody answers to something first, not to someone.

Dane Groeneveld: I like that. Mm-hmm.

Dave Clare: That nobody is above the purpose and values of our organization. Even in our organization, all of our clients around the world, everybody answers to something first, not someone. And that is the purpose through the lens of the values.

Dane Groeneveld: Yeah, that's really powerful. Thanks for repeating that, too. With such a human lens as you share and deploy with your teams that you support, what role is there for technology? Is it good, bad, ugly? How do you see technology playing into this behavior methodology?

Dave Clare: Beautiful. Yeah. Okay, so this is really cool. So I'll use the simple analogy I use with everybody whenever I do our leadership workshop to get people to understand how this is all going to roll out for the business. There's four things about the future of work and the future of leadership that we address. One is new organizational models, which is creating that network of independent but interlinked teams. There's creating more employee experiences and people want to be a part of this organization. It's about becoming a coach, not a boss. And the last one is technology. So we include technology in that. There were the four things, actually, I was going to do a keynote on the future of work back in 2017, but the conference got canceled and it's quite funny. All that stuff that I researched and studied to do my keynote is actually what's happening today. So, to your point, I might've been a little bit ahead of my time at the time, or my friends say, " Dave, you're just outside the box." But I've got to get the message from the people in the box to help them to come out to the box. But technology is really important. So here's the thing about technology. What is the difference between Iron Man and Terminator?

Dane Groeneveld: Iron Man and Terminator. Iron Man builds technology outside of his body.

Dave Clare: Yeah, yeah. And what's Terminator?

Dane Groeneveld: He is the technology.

Dave Clare: Right. Okay. So Terminator is technology created to destroy humans.

Dane Groeneveld: Gotcha.

Dave Clare: Right? To overpower humans. So Terminator is the technology that was created to overpower humans. Ironman is a human powered by technology, and his mission is to save the world where Terminator was to destroy the world. So firstly, leaders, when you're introducing technology to your teams, what are most people afraid of?

Dane Groeneveld: Being replaced.

Dave Clare: Of being replaced.

Dane Groeneveld: Job security.

Dave Clare: They think that technology is the Terminator but if you introduce technology to your organization that brings people together and helps them become more capable and allows them to free them up to do the work that humans must do, not the rote AI automated stuff that we could get systematically done by technology to free your people up to do the work that humans must do, you can turn your technology to turn your team into superheroes.

Dane Groeneveld: Yeah. I love that.

Dave Clare: All right? So that's where technology fits in is be mindful of the way you're communicating. We're introducing a bunch of AI and automation into our own business to free up our team to do the work that humans must do, to use their creativity, their curiosity, their imagination, their intuition, and to help them use all those human skills better in the workplace and take away all the stuff that limits them from using that with technology. So I want to turn my team into superheroes.

Dane Groeneveld: Yeah. I like that. And I can also see you dressed up as Tony Stark on stage delivering that.

Dave Clare: There's been the odd comparison from time to time.

Dane Groeneveld: No, that's very cool because we actually had a conversation yesterday with Jeff Roberts down in Houston who does a lot of work around digital strategy, digital transformation, and he said something similar. I like how crisp you put it with the superheroes, but he said, " AI is not going to replace you at work. A professional using AI is going to replace you at work. So kind of embrace it." That was his whole vibe.

Dave Clare: Yeah. Actually back in January, I sent an email to all our clients about ChatGPT. I've heard about this ChatGPT, one of our core values that serve leadership. Another one that we have is insight, which is to anticipate and act in advance. So to have insight, most people wish they had hindsight when they should have used insight in the first place. So I was looking at what was happening in that world, and this ChatGPT thing come around. And I started using it and I crafted an email to our clients with ChatGPT, talking about all the ways that ChatGPT could help these businesses, da, da. And at the bottom of it was pretty much the same. I said, " You're not going to lose your job to AI. You're going to lose your job to people using AI. Start using it now."

Dane Groeneveld: And a lot of teams aren't, some of mine included, they're not being empowered to do it because, going back to one of your earlier points, we're stuck in old systems. We're forcing the way we do things into old systems. And so, for those teams that are really going to embrace technology and embrace shared leadership, and some of these teams we're talking about, they need to be very intentional about inviting people in, I think.

Dave Clare: Yeah, but there's a lot that needs to change, Dane, in terms of the way we structure organizations. Like I said, that whole network of independent but interlinked network of teams, lot of organizations where the leaders are afraid to lose control of the organization. But here's the problem. They can still have control, but they're controlling the wrong things. When you're trying to control all the work, you end up choking and squeezing. So what you should be doing is controlling the frameworks, not the work inside the frames. Those frameworks are your cultural framework, your strategic framework, your performance framework, and your tactical framework. And when your teams know what those things are, you can control the frame, not the work inside the frame. Your people can freestyle inside the framework. And then what you're allowing them to do is you're allowing them within that freestyle is to create learning moments and coaching moments within your team. The more learning moments and coaching moments you allow your team to have, the more momentum your organization has, because that's what momentum is a bunch of moments happening. So the more we allow that to happen, it creates momentum. That momentum that allows your organization to learn faster, therefore it will evolve faster, right?

Dane Groeneveld: Mm-hmm. Absolutely.

Dave Clare: And what you're now doing is you're allowing your people involved in the work to be involved in decisions about the work. You're able to delegate outcomes, not tasks. We should be hiring people to achieve objectives, not to fulfill jobs, but we've got to create a structure where that allows that to facilitate that type of thing. And then when your team can see the future of the organization, guess what? They can see themselves having a future in the organization.

Dane Groeneveld: Yes. Yeah. I know a conversation we had the other day, the case study that was used was go to your team and ask them all to write a letter to themselves at the end of the year saying what they achieved. And it was a way to see yourself achieving some of those outcomes rather than the tasks that my job is, and a very powerful method.

Dave Clare: All right. Absolutely. But from a leadership point of view, that's the way you should build your organization. One of the things that we challenge organizations to do is to imagine a business that does not yet exist in the next three years. So who do we need to become as an organization, Dane, in the next three years to evolve and stay relevant? And it's probably the business that would put us out of business because when we build a business that puts us out of business, we're just putting our old way of doing business out of business rather than having someone else come along and build that organization. And guess what. We're out of business. So are you waiting for someone else to rub your nose in the future you are destined to own, or are you going to do that? And then to your point, what we do then is you take that and you can go to your team. Can you imagine when we've become this, we're going to become a global community of purpose- driven leaders. That's our goal in the next three years here. That's our mission in the next three years for Circle Leadership is to become a global community of purpose- driven leaders. And I go to my team and said, " If we were already a global community of purpose- driven leaders, what would we be doing then that we're not doing now and what of that could we start doing?" " Oh, well, we could start doing this. We could create a community group. We could invite our clients into it." " Okay, great, let's do that then," because I can ask them the question and they can see what that would look like. They go, "Oh, imagine that when this is happening, mention the team we would have, imagine the brand and the clients and the financial performance and the systems and operations we'd have. Can you imagine that?" Oh, yeah! And then guess what. They've got this picture in their head. Then they look at reality and they go, " That picture didn't match the one I just saw. And so, mine's function is to keep me sane. It will move me to the dominant picture. My job as the leader is to make the new picture the dominant one." So people go, " Oh, well what if we did this? What if we did that and we could do this?" I'm like, " Okay, great. Because the how- to comes easy." We just got to make sure we know what problem to solve. And the problem to solve is how do we become this? And this is why when you start delegating the outcomes and helping them to see what it would look like, guess what. That innate human skills, the creativity, the imagination, the intuition, the talent can actually, the how-to is the easy part. This is what organizations got. How- to is the easy part. What it is, make sure we're achieving the right things. Everyone's focused on what matters most and what matters most is us becoming this. Then using that as the guiding beacon of the mission is to be this. And we go, " Okay, well let's start doing this." And then people can get engaged in it. This is where they're empowered to make smarter decisions inside the frameworks and they're excited about it because now I'm actually getting to bring my best self to work.

Dane Groeneveld: And it's fun. We've got a fellow Australian, Luke Williams. He wrote the book Disrupt, and he and I were talking recently on a podcast and something you said at the very beginning in your introduction ties into Luke's view of disruption, which is you were saying at one stage I was just doing more for the sake of more and what you've just described is by thinking about the business that will disrupt us is, " Hey, how do we reconstitute the ingredients we already have to make a new recipe in this framework?" And that really is disruption. And you're disrupting from within. You're inviting, again, the team, inviting people seems to be a theme here. You're inviting the team to be part of something because you created the framework that gives them some psychological safety, some resource, some excitement for what they do.

Dave Clare: Absolutely. Yeah. But that's exactly it. And this is why you need to have your mission set for the next three years. So this is the organization we need to become to stay relevant in the hearts and minds of the people that we choose to serve. This is our next evolution. This is what we need to become, not who we are today, being more of who we are today for more people. That's growth. Growth is about being more for more. Evolution is about becoming more and then being more of that along the way. So this is what we talked about, steady, progressive increase of your capabilities and thus your capacity for greatness increases. So the more you increase your capabilities, the more capacity you have. Therefore you can grow on the back of evolution. But when you're just growing, you're going to grow into obscurity or irrelevance and then your team are going to go, " But where are we going with this? Here I am, come to this work, do the same thing for the same people. And now I don't see any future in this organization. I don't see the future of the organization, thus I don't see any future in this organization." In a war for talent right now, Dane, where does the war for talent start? Inside your organization.

Dane Groeneveld: Inside.

Dave Clare: It's not outside. It's inside.

Dane Groeneveld: Yeah. That's what so many people get wrong. I still think because they'll sit there and go, " What's wrong with these people," rather than, " What's wrong with our systems?"

Dave Clare: Yeah, absolutely. And the same thing happens with human behavior in organization, future teamwork. We learned over the years not to attack the person but to attack the behavior. We shouldn't even be attacking the behavior. What we need to do is attack the system that's enabling that behavior. But that means we might have to look back at ourselves and point the finger back at ourselves going, " How have I allowed this behavior to be prevalent in our organization?"

Dane Groeneveld: So here's an interesting question, Dave. When you go and work with customers, systems thinking is a skill in and of itself. There aren't a lot of people that are great systems thinkers just turning up in 20- to 50- person operations. Do you bring in outside help? Do you include that in some of their thinking? Do you have methodologies that allow you to get in and really interrogate existing systems and how to build those new systems and frameworks?

Dave Clare: We don't interrogate their existing systems per se, other than going, " This is where they are and here's where they want to be and how do we get from here to there?"

Dane Groeneveld: So it's inaudible analysis.

Dave Clare: A transformation, yeah. But what we help them do is we help them build actually, physically a business evolution roadmap. So it answers. So the culture and strategy alignment. So they actually had the business evolution roadmap and it's actually, they all express, " We need to get everybody on the same page, Dane. We've got to get everybody on the same page." And like, " Great, show me the page." And they go, " There is one? I thought it was just an expression." " Well, no." Then I go, " Here's the page." So everybody knows why we're here. It says what our purpose is and it says, " Here's what our values is," so we all know how we think about that purpose. Then it says, " Here's what our vision is," so I know if we're doing this through the lens of that over the next 10 years, this is the impact we want to have on the world. Then it goes, " Well, then this is where you create the alignment between culture and strategy for people is where we've hacked culture and strategy is to the mission," that is, who do we need to become in the next three years to start creating that world that we see? What's the next evolution of our business? If you look at most businesses where they were, they go, " Here's where we were three years ago. Here's where we are today. We're not the same business we were three years ago." So who do we need to become in the next three years because it won't be the same business we are today because business is a series of evolutions. So then we go, " Okay, and now we know what business we need to build." Then we help them go, " Okay, well great. What's the team we need to have the brand, the clients, the financial performance, the systems and operations that we need to have?" And maybe whatever, something else. And then we go, " Well, if that's what we need in three years, what do we need in the next 12 months? What's the team we need in the next 12 months to have that team in the three years? The steady, progressive increase of capabilities. What's our team need to be in 12 months to be that in three years? Where does our brand need to be in the next 12 months to be there in three years?" So we reverse engineer everything back to where they are today and then every 90 days help them execute and do the how- to every 90 days with fast execution to start executing on that and delegating outcomes to their teams, not tasks, hiring people to achieve outcomes or objectives, not to do a job, getting people involved in the work to be involved in decisions about the work, giving them a sense of belonging because when they can see the future, they can see themselves having a future and belonging is, do I want to be here for a long time? Do I feel like this is a place I want to belong to. And then that actually becomes their systematic approach to making evolution the natural state of their business, which then causes them to do that thinking in everything they do. So they take the new way of thinking and create a new way of doing for everything.

Dane Groeneveld: Yeah. And that drives, again, going back to your vision of the 90 million purpose of leaders and impacting two point something billion people, that drives all of those determinants of well-being.

Dave Clare: It so it does, which is why we start with purpose first. Purpose is the seed of culture. It's the first decision- making filter. Does this serve our purpose, yes or no? If not, reject it. We could tweak and adjust it, bring it back. That's fine. But at this current state, it rejects.

Dane Groeneveld: Yeah, it's a great filter in that setting. Yeah, yeah.

Dave Clare: Well, this is why we help people make decision- making filter for the business. How do people make decisions in their business? What is your decision- making filters? How do your team know how we make decisions around here? The decisions need to go up the ladder rather than if you want to have that all- around sense of leadership you were talking about where this collaborative sense of leadership where anyone can demonstrate leadership at any time, we have a culture where everybody's lifting everybody up rather than one that's pushing down or creating a ceiling. Because when this happens in an organization, there's only one thing that happen from here is they leave.

Dane Groeneveld: Yes.

Dave Clare: Because there's no space and capacity for them to evolve as well. So when we make decision- making filters and here's your system. What is an incision?

Dane Groeneveld: An incision? A cut.

Dave Clare: Yeah. Cutting into, so a surgeon makes an incision, they cut into. What is a decision then?

Dane Groeneveld: You go out of.

Dave Clare: You cut off or cut out. So incisions to cut into, a decision is to cut out or cut off. So decisions should be about what we should say no to, not what we're saying yes to.

Dane Groeneveld: Yeah.

Dave Clare: So we help our team learn what to say no to because we should already have helped them understand what to say yes to. When you have your business evolution roadmap, and everyone knows what we're focused on, what matters most in the next 90 days, all these sorts of things I've just rattled off a minute ago. Your team now can make decisions. I want to talk about empowering them to make smarter decisions. That means learning what to say no to because they should already know what to say yes to. Then you have clear goals and expectations across the organization. You have a system of accountability, you'd have your culture and strategy alignment, and you're allowing them to develop their leadership strength.

Dane Groeneveld: Yeah. And that's so much more powerful than you see large organizations that have a delegation of authority document that says, " This is what you're allowed to sign off," but it doesn't tie into the purpose, it doesn't tie into accountability and autonomy at an individual job level in the right way.

Dave Clare: No, not at all. And I use the word empowerment. How popular was empowerment back in the early 2000s? It was the buzzword of the 2000s. It's the collaboration of today. But I always find with those words that people misunderstand what they mean. Empowerment back in the day, most people thought empowerment is, " Okay, I need to give my power to the team. Let them know they have the same power delegated authority as me." So me as a leader, I go, " Dang, here's all my power. Here's all my authority. It's yours now." And he's like, " Oh, this is awesome. Thanks, boss." And then I'm going, " What do they need me for now? I don't have any power. I've just given it all away." Dane, by the way, I need that back. Sorry, I need that back. And so, it sounded good in theory. But what empowerment actually means is helping you realize you've always had the power. I don't have to give you my power. Helping you understand you've always had the power. I need to give you the frameworks in which to exercise that power that you've always had. What I've done a poor job of is not creating the frameworks, once again, to control the frameworks, not to work inside the frames. Is to creating the frameworks where you can exercise that power and learn to use it like a superhero just finding... You go back to when he first got a suit and he's flying and he's fumbling all over the place. He had to learn how to control his power. Superman when he was first, he had to learn how to control his power. That's why I need to create learning moments and coaching moments to allow you to understand how to control the power you've always had that I've just done a poor job.

Dane Groeneveld: That's such a great call to action for any team too, because what a gift that is to give to team members. A huge gift.

Dave Clare: Right. I wouldn't want to work in a place like... Do you think people jump out of bed the morning day, Dane, and go, " I can't wait to be irresponsible today and screw things up on purpose. I can't wait."

Dane Groeneveld: Definitely not.

Dave Clare: Or you think jump out of bed and go, " I can't wait to make the boss rich today." We're human beings. We have goals, dreams, aspirations, hopes, desires, and if I go work in a place where I can express myself and bring my best self to work, not just sitting there, just doing hand work and typing and stuff like that where I can actually be engaged, my heart and my mind, wouldn't that be an awesome place to work?

Dane Groeneveld: It would be an awesome place to work and you know I normally-

Dave Clare: Come join us.

Dane Groeneveld: Yeah, I'm in. I'm sold and normally I ask my guests to finish on a note of hope for The Future of Teamwork, but you've just nailed it so you've done my job for me.

Dave Clare: Yeah. Well, I'll add to that. My only other hope for The Future of Teamwork is that we do create more collaborative organizations. Steve Jobs told us all that, " Hire people smarter than us so they can tell us what to do, not to tell them what to do." But this is why Circle Leadership is called Circle Leadership. It was based on the founding principle of the circle of organizational leadership and that's where the name came from is the founding principle or philosophy of our organization where we create all- around leadership and that is a collaborative model. And most people understand that collaboration as... And you'll understand this in this term. I always ask people, is collaboration the new wanky word for teamwork? Now, maybe some of your audience wont understand what wanky means.

Dane Groeneveld: I think they will. They'll work it out.

Dave Clare: Okay. You can work it out. And I'm like, " Well, yeah. It's just a new modern word," like, hey, let's collaborate, but what actually does collaboration mean? Is it more than just teamwork? Is it more than just working together? I believe it is. I believe that collaboration is about when logos and egos are off the table, no one gives a crap who gets the credit and we're all here for the greater good. Can you imagine what we can create that, an organization where we have that network of independent but interlinked teams where people can collaborate and that means I can go from you. I don't have to go up the chain and down the chain and across, and we have an ecosystem of leadership where everybody can demonstrate leadership at any state in the organization and we all care about each other as humans first, employees second. That's my hope. That's my wish for The Future of Teamwork.

Dane Groeneveld: Yeah. It's a great wish. I've had so much fun. I have taken-

Dave Clare: Thank you. Same here.

Dane Groeneveld: ... a tonof notes. I'm going to be asking Alicia to send me the transcript as soon as it's ready because I've got to reread over this. But you covered so many gems, Dave, and I'm definitely interested in helping be part of your spreading your purpose out there.

Dave Clare: Thank you.

Dane Groeneveld: So we'll definitely put some more time on the calendar here going forwards. For other listeners who want to do the same, how do they best find you and the team?

Dave Clare: So the team, easiest to go to CircleLeadershipGlobal.com. You find our website that there. Myself, if you just want to speak to me directly and you want to book a session. By the way, I always offer, if I'm on a podcast, anybody who'd like a free whiteboard session with me, I do four a week free whiteboards, which is just a private whiteboard session online. I'll do that. If they go to daveclare. com/ whiteboards, you can book a session there, book a session with me. Any of your listeners listening to this would like to, any part of the stuff we've talked about.

Dane Groeneveld: Great.

Dave Clare: Free, no obligation, no expectation. I'm just what's going to happen to educate as much as I can. I'll do a free whiteboard session with anyone who sends requests through. Please understand I only do four a week, so if you want to get in, you may have to join a queue, but we'll get you in there and we'll do those, absolutely. Www. daveclare. com/ whiteboards. Otherwise, I'm all over LinkedIn and socials and yeah.

Dane Groeneveld: That's awesome, Dave.

Dave Clare: And thank you so much for your podcast, because your podcast is part of one of the things that's actually helping us achieve our 90 million purpose- driven leaders because The Future of Teamwork, which is the now of teamwork, all the experts that you're bringing in, all the people's perspective, if we're all going through that lens, that's helping us light all the candles, man, so thank you so much for the work that you're doing to light all those candles to help us with this grand vision where everyone's going to have a business that's led on purpose first.

Dane Groeneveld: You bet, Dave. No, that means a lot and thanks for being here and lighting those candles.

Dave Clare: Oh, man. Like I said, this has been, we said it before, 45 minutes will not be enough. You're talking about my favorite subject in the world beyond my kids. Outside of that, yeah. So this is one.

Dane Groeneveld: We'll do another one again soon.

Dave Clare: I would hope so. We've got so much more we can cover.

Dane Groeneveld: That's it. All right, Dave, thank you.

Dave Clare: Thank you.

Speaker 1: Thank you for joining us. Remember that by embracing vulnerability, trusting our intuition, and approaching challenges with compassion, we not only strengthen our teams, but also pave the way for a future where collaboration thrives. If you're hungry for more insights, strategies, and research on collaboration, head over to thefutureofteamwork. com. There you can join our mailing list to stay updated with the latest episodes and get access to exclusive content tailored to make your team thrive. Together we can build the future of teamwork. Until next time.

DESCRIPTION

In today's conversation on The Future of Teamwork, host and HUDDL3 CEO Dane Groeneveld speaks to author and CEO of Circle Leadership Global, Dave Clare. Dave wrote a book on leadership called 'Simplified' about leading people and teams. In this spirited conversation, Dane and Dave cover topics such as simplicity and clarity concerning employee and organizational purpose. The two also discuss the role of technology and its impact on things like culture, fears around the use of AI, and systems thinking that can benefit your purpose initiatives.

Today's Host

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Dane Groeneveld

|HUDDL3 Group CEO

Today's Guests

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Dave Clare

|CEO & Founder of Circle Leadership Global