10. Why Connection Matters to the Bottom Line in Business
Jul 08, 2024
ON THIS EPISODE
Hello, and welcome to another episode of the High Vibe Heather podcast. Today, I'm having a special guest here with me, Kendall Wallace, to talk about team building and connection. That is her area of expertise.
And Kendall, do you want to go ahead and introduce yourself?
Yeah, sure thing. Hi, everyone. I'm so happy to be here, Heather.
First of all, thank you so much for having me. As you mentioned, I am the lead facilitator and CEO of a company called Executive Offsites. And basically, what I do is I help teams solve their team dynamic challenges.
A lot of times, communication, people being inadvertently defensive, which happens a lot more times than people would like to admit, actually. Most of the times, the response I get from people is like, no, my team's fine. And then you dig a little bit more probing questions.
So there's no challenges. And it was like, oh, well, yeah, so-and-so responded to me pretty defensive. And it's like, yeah, that's kind of something to work on in an offsite, is helping healthy team communication so that you don't roll your eyes when your co-pilot or colleague makes a statement two weeks down the road or go home and complain about it to your spouse and friends.
It's really to be able to speak straight with one another and do that through facilitating conversations as well as really providing awe-inspiring experiences. It's a bit different than an escape room without a debrief. It's a much more magical experience, actually, where you're involved a lot of sunrises and sunsets, these moments to really take in nature.
Because I found that when people are just enjoying the experience, and then there's almost this element by design of forgetting that they're with their colleagues, and then they kind of realize, so they associate it as a pleasant and pleasurable experience, and then, oh, by the way, they're with their colleagues, right. And it just really enhances the overall thing, you know. There's no eye rolls from that.
Yeah, that's awesome. That's awesome. Sneak it in so that they can have that to draw on neurologically.
Like, oh, wait, I have a pleasant experience with this person.
Yeah. Well, and really think about it. And so many companies, and my background has been in tech.
So think about Facebook, Google, Amazon, Apple. They're known as the FANG companies, the ones that FANG stands for Facebook, Apple, Amazon, Google, Netflix. Yeah, and really people leave those companies interchangeably.
And it's almost like there are mercenaries, and not a lot of loyalty, because people just switch teams, right? And it's like if companies in this day and age, especially with distributed work teams, know that people need connection, it helps to actually invest in then connected experiences, which means a meaningful, connected experience that feels authentic from the heart, which I think probably appeals to your wheelhouse and your audience, as opposed to this box to check that, like, yeah, we did a team building thing.
And then you find that that helps with employee retention?
For sure. Employee retention, employee engagement. In fact, there's actually a number of studies.
Stephen Covey wrote a book called The Speed of Trust and talks about high trust companies. The more high trust companies actually outperform low trust companies by about 400%. So there's a complete tie to revenue.
So in high trust companies, high trust teams, they have this thing called a high trust dividend, which means speed goes up and costs go down. Now, conversely, there is a low trust tax, meaning if I don't trust a team member, I might be second guessing what they say. I might have to do due diligence to follow up a couple times to make sure they do what they say they're going to do.
Those things are extra time. It's like actual time, and it's also mental bandwidth. So when you have low trust within a team, the speed goes down and the costs go up.
And while there's actual revenue-based attachment to trust within organizations, but then there's also the thing that high trust organizations also have, or high trust teams, have higher employee satisfaction, lower absentee rates, all these different metrics that correlate directly with employee satisfaction. And that's the stuff that people measure. You know, more than likely semi-annually or annually about how the team is, how the company is doing on an employee engagement basis.
That sounds like such an important thing for a company to invest in, because if it's directly impacting their revenue by having happy people work for them, then you would think that they would prioritize that. And what got you into this line of work? What is your story that made you recognize, this is a real need that's out there, and I want to fulfill it?
Yeah, thank you for asking, Heather. The truth is, is I was once fired from a company for not being a good teammate. And what happened was what started as a mere misalignment between me and the team lead on the direction that we wanted the strategy to go in.
You see, I was a researcher, so all my research showed that the strategy she wanted to take the team in was not working, according to user feedback. And so I was like, don't shoot the messenger, but this is not working. And conversely, from her perspective, here she had this researcher that was just kept poking holes in her strategic direction, was just not being a team player, like, yo, you are just being a big roadblock.
Here I am, I got these pressures in all these other areas. And the funny thing is, obviously I didn't see her side at the time. Just gonna throw that out there.
Definitely a blind spot. Not to mention a complete blind spot on my part of really only realizing that, you know, when someone posed a question, okay, where else in your life have you felt like it was, you know, this person's way or the highway, you didn't feel heard, seen or valued. And I was like, oh my God.
In that relationship, was I just playing out mom stuff in the workplace? Oh, wow. So for sure, there were these big blind spots from that situation.
And this was early 30s. Here I had 10 years of work experience. I still have these blind spots, right?
However, that at the same time of seeing the opportunity where when we did offsites, when we did team get togethers, it just meant it was just like happy go lucky. It was an escape room. It was some sort of game.
And that's cool. That's better than nothing. Don't get me wrong.
But did that move the needle on her and I being misaligned two weeks down the road? Absolutely not. That emotional tax for both her and I, right, of not having a working relationship was still present.
So having had that experience at even, you know, a quote unquote great company, and it was a good company in a lot of respects. This was not one aspect that was great. It just made me realize, wow, there is such an opportunity to A, create connected experiences that really work, that are heartfelt, that humanize one another, right?
Like that was the missing piece. When you villainize someone in the workplace, you don't humanize them.
Yeah.
And so that's what I design activities to do now and to build those relationships. And then also, secondarily, you don't have trust if you're not being able to be straight with one another. And one of those is creating the foundation for that safety in the conversation.
But secondarily is actually having the communication skill set to deliver the message. And it's funny, I was on a call, actually a coaching call, this morning with someone again, decades of work experience, very successful female, I guess, professional, and was really dealing with a challenge with a teammate of feeling sidelined. And we did role playing, because guess what?
Practice makes perfect. You're not going to get better at this stuff, at the awkward conversations and the stuff that's a little bit uncomfortable, unless you fricking practice it. It sounds simple.
Got it in your little data bank to pull on, like, oh, I know the words to use, I know how to approach this, I know the tone, and all of that goes into it.
For sure, for sure, and from the first, when we were roleplaying, from the first time she tried to basically share how she was feeling sidelined by this counterpart, it was her initial effort, A for effort, but it was like, yeah, you're doing this, and the other teammates don't like it. And I was like, okay, let's talk about just you. Let's rephrase, let's do just you now, share from your perspective since the other teammates are not here.
So we did it again. Then it was a bit too harsh right from the get go. It's like, okay, now let's see if we can share that you have some information that might actually make the person feel a little defensive, but you care about the person, that's why you want to share it.
Are they available for that conversation? Question mark, shut up. And then she put that in the second role play, right?
And by the end, you had something that actually could be heard, because the whole point is that she finally got in the person's world, where they were just doing that behavior, because that particular person was a contractor gunning for a full-time position. And so wanted to be visible in everything and wanted to be the one. The point is, it's these aspects of humanizing one another and also having the communication skills within ourselves to then be able to deliver that challenging information with care, with humanity.
It's just so vastly important. And I got to say, what I experienced in the communication workshops that we were all required to do, is that we did those communication workshops. You think we did them with our teammates?
No. It was like a missed layup. This is a layup, folks.
Do a communication exercise or talk about how you want communication to take place on your team with the people you work with. This is not like rocket science, you know?
Yeah.
It's just... So anyway, that's why my care in helping teams work through their crap to really develop connections, develop meaningful relationships, really stems from the other side of what was a big wound for me, you know? Not being a good teammate, and then diving deep into how, you know, one's upbringing can impact the way they operate in the workplace and all these different facets to understand the psychology and then be able to help teams.
So that's why I'm doing what I'm doing now. I think everybody should be empowered to really have the greatest relationships with their teammates, and sometimes that requires practice.
Yeah, absolutely. I would think that makes sense. Like, we kind of practice doing things before we just jump in there and think we're going to get it perfect the first time, because we're definitely not.
And it's like learning any new skill. Like, when you first learn the word boundaries and you're like, oh, my gosh, I need to have those, and you start to implement them, all of a sudden, like, you go totally, like, the opposite direction and get really protective. And people are like, whoa, what's this all about?
And then you have to learn to just, like, come to the center, come to the middle. And it's like that with every new skill. So that makes a lot of sense.
And it's crazy how communication, you know, such an integral part of the human experience is not something we're taught to do effectively.
Yeah, personal growth and personal development programs are so vital in that.
Instead, we just, you know, watch our mom and dad and their communication habits. And we absorb that, and then we replay it. And we're all doing that.
And then no wonder we butt heads and can't see eye to eye or figure our way through difficult scenarios. It's definitely a skill.
Well, and you know what's funny is, and I'm sure you've learned this too, but for me, as I've gotten older, you know, now in my late 30s, is the importance of breath in regulating our nervous system. And it's one of the things that when we do experiential aspects of the in-person. So I lead things virtually for remote teams or distributed teams, and then also in in-person.
And what's great about being in-person is we can do experiential things we obviously can't do on a Zoom call, including bringing in breathwork experts. You know, I bring in a Wim Hoff Facilitator to guide us in breathwork. And it's really incredible to be able to provide these little tools of how people can just regulate their nervous system.
And what people can do then is utilize that skill set that they learned in the breathwork, then to take back with them. And when they're in meetings, and they feel those cortisol levels rise in their brain, and it creates a shortness of breath, it's just to make a mental note of what's going on in their body. That flight or fright response is happening.
How can I, when I'm in survival mode right now and feeling an actual threat, right? And that's what happens when the cortisol goes off, right?
We can't mentally differentiate between what's a real threat and a perceived threat.
Yeah, and unless people have the training to like, okay, make a mental note of that self-awareness. And I'll do this when I facilitate sessions and like maybe two people are really kind of leading the charge on the two sides. And you can play that out in different ways.
But one of the things I love to do is then just stop the scenario, have everybody make a mental note of how they feel in their bodies in the room. Take a collective breath. And I think, you know, it's helpful just to like come back to our body in those moments.
I love that because we're, especially in the workplace, so much in our minds, just operating from that place that would become completely disconnected from what's happening below the neck.
Yeah.
And then that's when people like say regrettable things and react versus respond. And I love with the breath too, is when you take the time to focus on the breath, that pause is so key in helping to give you a moment to think before you speak.
Well, high performance athletes have the same thing as high performance teams, right? It's like you have the heart rate variability, lower it so that you're not so pitchy. It's just how can we regulate our nervous system?
Well, we can just breathe. Remember to breathe. It's fun.
And then I guess what I'm trying to say is like in a way, it's when something is going on that you feel yourself kind of tensing up or having the default mode really take over of the reactionaryness, right? It's like what can you do? Well, you can do several things.
Like sometimes I'll do a collective breath. The point is to interrupt whatever the default is, right? So some other times, I'll have those two people who are really kind of arguing different points of view, I'll have people gather behind them and start cheering them on.
The point is to interrupt default awkwardness that feels like a battle between two people that has everybody's cortisol levels go shoot through the roof.
Yeah, yeah.
Because the collective experience in the team dynamic too, it's felt by all, not just the two people.
Yeah, it's been a long time since I've worked in corporate, probably over a decade. But I just remember the culture of being in that was a lot about productivity. That's always number one, productivity.
And then how you were actually feeling was never talked about. And it's like corporate world wants to divorce us from our emotions and pretend that we as a human species can turn that off when we enter the workplace. And we can just be the level-headed, cool, collected people who can automatically just work together on a team and figure things out.
But where emotional experience is not really welcomed from my memory. Is that something that you've noticed as well?
I definitely have to be cognizant of the people who don't necessarily want to share their feelings, the guys who are going to roll their eyes from the back of the room. And I have to be able to welcome in their viewpoints as a facilitator. Because the last thing I want is for them to feel ostracized by the experience.
Yeah, it's okay if you think this is stupid. It's okay. You're allowed to have your own experience, and you're welcome to join in when you're ready around it.
So yes, to answer your question. There can be a little pushback, but that's why a skilled facilitator needs to be able to speak to welcome those people into the fold. Around dynamics too, what's very fascinating is when you have an underperformer on the team, it's not like you have a bunch of key players and then an underperformer.
You're going to always have that compensation of an overperformer. Because in the system, the only way an underperformer really is on the team is when you have an over... It needs to be matched.
That's the way it works in the system. Resolving things, you can't build on top of crap and expect people to just ignore, like the sweeping under the rug philosophy. I found my entire life, that doesn't really work, but inevitably, people detach, they pull away.
It certainly has an impact. Yeah. So you got to just address the elephant in the room, and then we can move on.
It doesn't have to be horrible, too. It's a pleasant experience. That's my job, is to make it fun and forwarding of the team and their connection and their ability to address conflict in the future and connect.
Is that something you find where people will just get to a point of frustration, where they just kind of shut down and they don't want to deal with issues, they don't want to be a whistleblower because they feel like it's not going to get me anywhere anyway, and then I'm going to be the bad guy and probably called out for it? And have you come across that kind of scenario?
I mean, that happens all the time. People switch teams all the time, right? Because they're like, oh, it's just easier to switch team and start anew than have to address anything.
So yeah, that's why you have the slow detachment that then is like, oh, forget it, I'm just going to leave the team.
And that comes from people not feeling like their point of view is received or that they're heard or make a difference.
Yeah, or not having the platform and ability to talk things out. Like, maybe they don't have the tools, maybe they don't have the safety, maybe it's not part of the team culture. There's a lot of reasons why they could just switch.
But I believe, and I believe in my bones, that that doesn't have to be the case.
The growth for ourselves as individuals and professionals is to move through it. If you really care about those you're working with, you care about the project. There are ways to make it better, certainly.
It's just a matter of the company being able to invest instead of a carnival that's not going to move the needle on team relationship. And I'm not talking about... Companies are already making investments in creating connected experiences.
And I'm just saying that instead of a carnival or a dinner and drinks where the only guarantee that people actually move the needle on their ability to communicate is by crossing your fingers and hoping that whatever connection needs to happen needs to happen. Instead, I'm suggesting that people invest in guaranteed experiences where they can really move the needle on the team.
And from my experience, a lot of it has to do with the culture that the specific manager will set up. And the leadership really has to set the example. And so when you do these off-sites, is the management and leadership involved as well, or is it just the employees?
Yeah, so that's a great question. I've done off-sites for executive teams specifically, and then what's really fun is when certain departments will pioneer this. So that actually appeals to some of the egos within leadership when they're like, I want my, you know, marketing wants to outperform sales or whatever.
Okay, cool. So they'll do this type of experience for their team, then see the results are so profound, and then the other departments will follow suit because the grass is always greener.
Yeah, yeah, as I could see, it actually made a difference.
For sure. And it's very vital to have leadership support. So that's why in all my off-sites, you know, I'll do some bonuses on occasion.
And depending on the timing sometimes and the needs of the organization, sometimes I'll bonus in a leadership virtual off-site specifically.
I love the aspect you talked about earlier where it was about bringing the humanity back into the workplace because I feel like that's such a key component in any sort of relationship dynamic is just being able to put yourself in the other person's shoes and have that capacity to see from their perspective what they might be experiencing so that when you talk things out, you can come to a conclusion that benefits everyone.
Yes, and what's so vital in doing that and bringing to humanity is if we expect somebody else to be authentic or even vulnerable with us, we have to demonstrate it first ourselves. So on that call I was mentioning, I was coaching someone a few hours ago, one of the ways, before sharing kind of her quote unquote negative feedback for her colleague, it was really a matter of humanizing herself. You know, like, this is difficult for me to share, and I want to do it because I care about you.
And then also showing empathy, but, and I understand you're trying to get a full-time role. There's several parts here, and the part that was a little tricky for her, that was also something we worked on, was admitting to that she felt sidelined by being left off meetings that he set. That's the vulnerable frog that sometimes we don't want to cough up, which is just like the kindergarten version of this, instead of like, you left me out of a meeting, why'd you leave me out of a meeting?
Instead of like, actually, when you left me on that meeting, and yet I include you in all of mine, where I think you are welcome, I felt like you weren't being a good teammate to me. That's an honest, kindergarten version. That is the truth.
When we peel back. And it's bringing the emotions into it. We're bringing our vulnerable emotions, and we're speaking from our hearts.
And that's also the skill set that at the time I was fired, I didn't have the skill set to be able to say that. Instead, it was like, you're not listening to me, and you're not listening to the research that I have put up so much effort in creating. You're thick-headed.
Well, I didn't say that to her, but...
But you were thinking it, perhaps.
What I was thinking is, why won't you listen to me? What was the point of doing all this, instead of saying, hey, I'm being judged by my ability to influence you? You're telling me that I can't influence you because my research is showing that your vision is not going in the direction that you want it to go.
I feel handicapped because you're telling me I can't influence you. I'm supposed to be judged by my ability to influence you. And so I feel really stuck.
Yeah.
Like, that's a level of language and vulnerability and honesty that was not in the culture of that team. Guess what? It's not in the culture of a lot of teams.”
Yeah.
Like, from the inquiries I get, it is not. It's, you know, people, again, people will say, yeah, my team's fine, you know, fine.
Sorry. Does the corporate see that level of vulnerability as unprofessional?
No. Or I don't think it's that, because in the example I just gave, I didn't say you hurt my feelings. I didn't even bring in any of that mom stuff that I mentioned to you earlier, right?
I just said, I'm being judged on my ability to influence you. You're not letting me influence you. Like, where should I go from here?
I feel stuck. That's honest. That's straight talk.
And I have to say one thing I have noticed. It seems like it's easier for men to just really have that straight talk. Like, a man in the workplace will just be that straight talk accountability.
And of like, I don't trust you. Because of your actions, I don't trust you. And at least from what I've seen, it can be a little trickier for women to actually have those words.
I don't trust you. You know, because of those actions, I don't trust you. I think it's maybe a little bit more confrontational, but I think it depends on the confrontation profile and people.
One of the exercises I do with teams is also to identify each individual's conflict profile, like their ability to engage in conflict. And then as a team, they decide what their team conflict profile is, so how they want to engage in conflict going forward, which is a really great thing to come up with. Why does that not always happen, right?
It's like, this is how we want to engage in conflict. We want to talk it out. And just as opposed to create all these assumptions.
Yeah.
There's so many different assessments that corporations use to help profile people. Like the disc in the Myers-Briggs. I don't even know what all of them are.
Obviously, I am a human design guide, so I feel like that's, in my opinion, the ultimate assessment. What types of assessments do you see most often used, and how effective are they?
So Myers-Briggs is probably one of the number ones. Number one disc as well. I think the thing that I've learned is that the assessment itself doesn't matter as much as just the ability to create a conversation around the patterning that everyone kind of is.
Each individual sees for themselves these aha moments. They share it with their teammates, and then they see how they operate together. Okay, so knowing this, what's going to be most effective for us?
So I think that's the aspect that is really important. But in particular, there's the conflict profile. That's really awesome because I think that allows people to then create their team conflict style that they want to engage when they do have misalignment, et cetera.
And then another one of the Myers-Briggs or Enneagram, one of those.
Oh, that's interesting. So Enneagram, you're seeing show up as an assessment in the corporate world?
Yes, I think in particular, what's great about that is you see, oh, you got this really entrepreneurial spirit who's super creative. Great. They're a seven.
And then you got this like, you know, ambitious individuals, more of a three. Like, again, it's just I'm not as particular to the test itself, whether it's disk or Enneagram, et cetera, as much as just forcing the conversation of people self-identifying and understanding these things about themselves and then also just really understanding how they fit together. I think that's it.
So understanding what they're, especially their immediate counterparts who they interact with all the time. Because when you understand these patterns with the way those people operate, then you become much less sensitive to perhaps a personal thing that might trigger you personally.
That's what I found is the more self-awareness that you can have about who you are and how you operate as an individual, it makes you so much more empathetic towards everyone else in general, because you begin to realize, oh, we're all so unique. And if I have these little quirks, and I'm okay with that, and I accept that about me, then of course you're going to have your quirks too. And I have to accept that about you.
If I want you to see me, I have to see you. And so I think that's really cool, how bringing in any sort of assessment to help the people develop that level of awareness of how they operate and bring in this whole new level of acceptance of everyone.
Yeah. In the groups that you facilitate, how does that play out when you talk about different human design? You put the projectors in a different spot than the generators and man-gens, or how does that work when you've had interactions with people who are all different?
Yeah, so I haven't done any really group programs. I only work one-on-one with people at this point. And just over the course of my career, and seeing all the vast differences in people on an individual level, and how they see the world, and how they relate to others, and just the way that they're designed to see things and feel into things.
Everybody's got a different focus, and that's necessary and important because there's so many roles to fulfill. But if everybody's got a different focus, then of course people aren't going to care about the same things. Everybody's going to care about the thing that's important to them.
And to recognize that the thing that's important to me isn't necessarily important to anyone else.
So if you saw someone's human design, would you be able to understand why certain things are important to them?
Yeah, absolutely, especially around their circuitry, because there's collective circuitry, there's tribal circuitry, and there's individual circuitry. So people who are collective more so, they're going to be more interested in what's going on generally in society at the collective level. So like politics and things that are affecting us on a mass level.
Whereas people with tribal circuitry, they're concerned about like my tribe, my family, my community.That's what's important to them.
And then the people with individual, like they're just doing their own thing. They're like the ones who are out there like blazing their own trail.
I wonder what I have.
So looking at your chart specifically, Kendall, you have a little bit of everything. You've got this tribal channel here, the entrepreneurial channel between Gate 26 and Gate 44. You've got a collective logic channel here between Gate 18 and Gate 58. And then you've got this individual knowing channel here between 43, 23. This is a freak to genius channel.
Right.
And so this individual integration channel here between 10 and 57. So you've got a mix of everything going on here. So you are seeing things from multiple different perspectives, from the collective level, where you're working to improve things.
That's important to you. Yeah. Between the Gate of Improvement and the Gate of Joyous Vitality, you want other people, that's the mark that you leave on the world, to bring joy and to improve things. So it's this more and better, more and better kind of energy that you bring to things on a collective level.
This entrepreneurial channel here, that's all about being able to sniff out what people need and then match them with just the right thing that you happen to have, that you happen to be selling.
Yeah.
And this freaks a genius. This is all individual, so it's like this individual knowing that you have and then communicating that. And to really follow your own specific authority, which is splenic, so the spontaneous knowing of like, is this the right time to share this?
And you get that like response within you. So you've got all sorts of different ways of like seeing things from every level. So that's really interesting.
And a lot of us will have a mix, but some people don't. Some people are just one particular way.
Well, the one thing I was going to ask you is just now that we've had this conversation, now that you've seen my chart, like what is... Yeah, what is that? Like having had the conversation, like what is seeing my chart make you realize about me or the way I work? Just kind of curious.
Yeah, well, it makes sense that you would be doing the work that you are as a projector, because projectors have this ability to like see deeply into situations, and they have to be efficient with things, because you don't have that sacral energy. And so you bring with you this ability to see who fits into what role to get the job done most effectively.
And so as somebody coming from the corporate world, where you were not feeling seen, where you were not feeling like the job you were doing was being appreciated and acknowledged, instead you were just butting heads with your supervisor, it makes sense that you would want to not be a part of that anymore.
And you'd want to go out and create a system or some sort of experience to help other people not have to go through that kind of situation so that they know how to navigate those scenarios and they're not running into places where they're feeling unacknowledged and unappreciated in the workplace, where they can feel like a part of a community where they're being seen and heard and their contributions are being appreciated.
That's so projector to want to be seen and heard and acknowledged for your contributions. Totally.
But I feel like everybody does to a degree, no?
Well, not necessarily. I mean, yes, of course people want that, but not everybody's going to have the inclination to want to go out and create it based on an experience that they had. Because for a projector to feel seen is like the most important thing. Like that makes your heart sing.
Well, now you've made me realize, holy smokes, maybe I need to ask people their human design in these offsites too.
That's what I've been trying to get at.
Projectors, come with me.
And projectors are going to give you so many insights because they're seeing it all. They're like these amazing observers taking it all in. And projectors are meant to manage.
They're meant to be the people who are delegating, ask the other people to do. Generators and manifesting generators are the worker bees. They are the ones that are here to do the labor.
And then we've got our manifestors. Those are our initiators. Those are the people who come up with the ideas that the rest of us respond to, that generators and manifesting generators respond to the workers.
And then we've got reflectors, less than 1% of the population. Those are quality control because they see everything. They are taking in all the information from their environment and are able to really see what's working and what's not.
And so if we could have more people, especially in the corporate world, know what their human design is and be able to fit into those roles, oh my gosh, I feel like it would be a revolution and it would change the way we worked. People would be so much more satisfied.
All right, so let's just take this one step further. So for projectors, you said, super important to feel seen, seen, heard, and valued. Now, what is super important for generators, mangens, manifestors?
Yeah, so they feel satisfied from doing work that lights them up. They want to...
Which one?
Generators and manifesting generators, they're here to... They have got the sacral energy, so they've got the energy to work, to invest in doing work. That's what they want to be doing.
But they have to be doing work that they enjoy, that's exciting to them, that feels good. They want to like wake up in the morning and go do, instead of just a job that they have to have and they dread.
And so getting them into a job that they actually care about and can feel vested in is super important, so they can own that position, like this is mine, and I'm going to put everything I have into it, and it's going to fuel me to keep going.
Because that's how that sacral works. It's this motor that gets refueled from doing fulfilling things. But when you're doing something you don't enjoy, it's just draining all your energy.
Right. And what about generators, then, and reflectors?
That's generators and manifesting generators.
So manifestors, they just want to be able to lay out their vision. They want people to get out of their way so that they can do the thing that they want to do. And their whole thing is they have to let other people know what their plan is. They have to inform other people.
And when they inform other people, then they're getting people on their team to say like, hey, yeah, that's a great vision, that's a great idea. I will help you with that. And then they get the project going, and then they pass it off to the projectors to manage and the generators and manifesting generators to do the later.
So cool. And then, yeah, reflectors, my dear friend is a reflector. She's one of the best video editors in Hollywood.
Because she just has the eye, right? She has the eye for what works and what doesn't.
This has been incredible.
Thank you so much for having me, and thank you for also that education, because, hey, the more I think about it, I think you're right. Maybe this is another human design. Absolutely.
Well, I do collect people's...
They have to know their birth time, location.
Yeah, date, time, and location.
And if you can get that information, that would give you so much to play off of and help you to...
I just feel like a lot of people are in roles that don't suit them. And then they come into work not really wanting to be there. They're just a warm body filling a role.
And they end up feeling like they're not really connected to the workplace. And so if they were in a role that was really suited for them, they believe that that existed.
And I'll just speak to what's interesting too about just a little self-reflection on me, actually, from given what you just said, is the entrepreneurial route feels very right. The work I'm doing feels very right. The facilitation feels very right.
The managing others feels very right. The part where I get really bogged down is in the worker bee stuff. It's in the, gotta get these certain number of leads reached out to every day, gotta get a certain number of sales calls by the end of the week.
Some of that stuff can feel kind of draggy. And it's been an interesting learning experience for me as a projector to know how much to deal with myself versus when I eventually get to where I want to be with the growth of the business, et cetera, is being able to offload all that. But right now, I'm not there.
So I gotta do some of that stuff that isn't quite as fulfilling. And that's a tricky thing to manage my own energy.
Yeah, absolutely. Because you are designed to manage other people and to delegate that out. And it's tough when you're an entrepreneur and you at first starting out have to wear all the hats because you're required to do things that aren't necessarily in your wheelhouse.
Yeah, it's almost like every projector who becomes an entrepreneur needs to really understand that there's this period of time that you just gotta do the muck. You gotta know that you're doing the muck, and then eventually you get to a place where you offload and manage everything. I love that. That's so great.
And I've coached quite a few entrepreneurs, and projectors in particular, when they get to a certain place, I'm like, you have to let go of some of these roles. You just have to, because they feel like they have to keep doing everything, but they're like burning themselves out. Like, no, you are not meant to do it all. You're meant to show other people what to do.
Well, thank you for having me on, Heather. I really appreciate the conversation.
Please share where people can find you and perhaps what your next event is, where it's going to be, and if they're interested, how to sign up.
So you can reach me on Instagram, actually, at Kendall Wallace, 123. And if you're interested in any of the exercises, if you are in corporate or whether you have a smaller team, whatever, if you work and you have a team, which I think includes you all, and you would like some help with building trust or just understanding some of the exercises that I use, I actually give away my playbook free for everybody because I want to integrate more of this in work life and not have cost be an impediment. So I give it away for free.
If you are interested in learning about those exercises, just DM me on my Instagram, Heather plus playbook, and I will send it over to you. And if you have any other questions, too, I have a free consultation. You can DM me there.
And as for next events, everything is... I just presented at a conference. I'm presenting at another conference in the fall, but a lot is just the individual offsites that I have coming up and setting.
Just a handful of conferences and that, and then my own individual training. So look out, world.
That's awesome. You're doing some really important work. And I hope it takes off where people are starting to recognize the importance of communication and relationship building within the workplace.
Thank you. Yeah, it's awesome.
Well, it was a pleasure speaking with you.
Yeah. Okay, thank you.
From High Vibe Heather: 10. Why Connection Matters to the Bottom Line in Business, Jul 8, 2024
RESOURCES MENTIONED
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DM Kendall (Heather+playbook) for her free play book
CONNECT WITH Kendall Wallace
- Follow her on Instagram @KendallWallace123
ADDITIONAL RESOURCES
If you have questions or feedback, I'd love to hear from you. You can DM me on Instagram @high.vibe.heather.
