[00:00:00] Speaker A: Everybody is missing something in life. I felt prisoner to my own success. Change is hard. Change is hard. I get it. Change or die. I'm going to change things. So what the hell can we change? If we can see things differently, we can have some different results.
[00:00:14] Speaker B: Only on NOW Media Television Networks.
[00:00:21] Speaker A: Welcome to Be the Giraffe. I'm your host and guide, Chris Jarvis. If you are looking for ways to stand out and reach higher in business, with money and in life and you're in the right place. On Be the Giraffe we meet the innovators who dared to be different, stick their necks out. We learn how they broke free from the herd and used their long necks to find better paths. Today we have an exciting show. My repeat guest is Gabrielle Boshet. Gab is one of the most booked millennial speakers in the world. She's been called the next generation of motivators by Tom Zigler and is a popular two time TEDx presenter, a best selling author and co CEO of the Purpose Company.
Her work has been endorsed by the likes of Brian Tracy, Lewis Howes and co founder of Chicken Soup for the Soul, Mark Victor Hanson. Gabrielle's approach to generations, leadership and purpose resonate with all kinds of audiences. Check this out. She's worked with the U.S. navy and U.S. air Force and also been featured on NPR, Glamour magazine and in the LA Times. I don't know anybody who can say all that. Get ready to elevate your perspective and realign your life with purpose and impact.
Gab Bochea welcome back to Be the Giraffe.
[00:01:30] Speaker B: Thanks so much for having me on the show again.
[00:01:32] Speaker A: It's great to have you here. So you were great last week and you talked about your life, overcoming adversity, how you took your challenges and turned them into opportunities to inspire and help other people. You talked about how you were able to go through business by solving problems for other people, how you could help people. You had this great realization of being of young people want to be seen but they're afraid of being known and how vulnerable that is. And, and then you created a tool, the Purpose Factor assessment, to help people do just that, that they could actually know themselves so they could put that out there. And we agreed, you kindly agreed at the end of the last show to come back to talk about how we can use the Purpose Factor in business to help elevate businesses. But before we get into the whole business applications for all the business owners watching this, can you give the audience a little background on the Purpose Factor, how you created it and what it does. So they actually have some idea what this tool is before you teach them how it's going to completely change their lives.
[00:02:34] Speaker B: Yeah. Well, thanks again for having me back on the show. You're awesome at asking questions, so I'm really enjoying the conversation. So we created the purpose factor assessment, working with major companies and brands trying to solve the problem of how do we reach the next generation.
So I had been on over eight different naval bases, we'd been working with the US Air Force, we'd been working with major companies like Microsoft and Comerica and Expedia, and they were bringing us in saying, how do we reach the next generation? And it wasn't just more walking desks and ping pong tables at work. They realized that the next generation wanted something different. So I had kind of carved out this niche of being the millennial expert who was a millennial doing these larger projects. But every single time I worked with a company or got off of a stage, I always had someone come up to me who was a non millennial saying, I want that too. I'd say, well, what do you want? They're like the purpose thing. You talk about how the next generation wants purpose. I want that too. And it was the. The 40 year old, 50 year old, 70 year old saying, I want to find my purpose. And so that moment happened where enough people started to say, how do I find my purpose at work? That we realized that we had a duty to discover something that we could then hopefully share with the world. And I remember the moment where it happened. It was in a conference room in Boise, Idaho. That's not exactly where I thought my life was going to change with the fluorescent lighting and meeting with this executive team. But my life changed because in that moment, we came in to, to be brought into work on generational leadership theory, the work that we've been doing for over a decade.
And when we were in that room, I do a lot of work with my husband Brian. So I am not the kind of person that's like, I'm not hungry. I don't need to eat all day. Like, mama needed a snack. So it was like three hours in, I was like, halfway through this segment, I'll probably be like, I need a protein bar or something. So I was like, I need to get a snack. Brian, can you take over from here? And he kept saying, I think we need to talk about purpose. And I kept saying, you know, I don't feel good coming into these major companies saying, oh, you want to engage your next generation at Work, help them find their purpose, and then lead. That felt trite, it felt fluffy. It didn't feel like an roi.
And so, long story short, he was wrong. I was right. I left the room and he started talking about purpose. And he asked the room, these executive level leaders at this Fortune 50 company that the one question that changed everything, which is what moment most shaped your perspective. And there was a young man in the room who said, I'll go first. Who's newer to the executive team? And this was a team who knew each other, liked each other, worked well together. And he shared about how he walked in on his roommate attempting to take his own life in college.
And at the time, he was a bagger at this grocery chain, and he helped his friend get a job and get back on his feet. And this young man said, with tears in his eyes, he said, I never noticed till right now that I got into this business because I realized maybe. And he was in hr. He said, maybe I can give someone a job that could save their life.
All bets were off. That's when we went from talking about generations and what makes us different to talking about purpose and what makes us the same. And that shift for us happened so quickly that we realized that not only should we be talking about purpose, we had to give someone a tool. Because telling someone you should find your purpose is kind of like saying there's more fish in the sea after a breakup. It feels good to say, but it's kind of hard to hear. And. And so we realized if you're going to tell someone to find something, you better show them how to find it. And so it took us about a decade to develop the purpose Factor assessment, where working with major companies, brands, observational research, developing the system, and this tool, which we've Talked to over 100,000 people at this point about how to find your purpose so that way you can experience fulfillment on demand.
[00:06:02] Speaker A: Such an interesting story, and the piece for the audience is you found your path like you found this spectacular yellow brick road that you and Brian have taken and helped 100,000 people.
And you did it because you took a chance and did something that you hadn't done before. You opened up a conversation that you hadn't done before that you also felt had a high risk of being rejected or having the team that hired you say, why are you doing this? Because you just decided to do it because. But you had the canned speech, you got paid, you knew what worked, and you still took a chance and did something completely different with all that risk and all the chance of losing the client, all the negative feedback that could come from that. And look what it did. Yeah, like that story for the audience, there's a lot of accidental, a lot of happy accidents, but that whole. How did you decide to just take that step? And it isn't the only time you guys did that.
[00:07:04] Speaker B: Yeah, well, it wasn't a huge flip. It was incremental. Which is really important for us is instead of just saying, okay, we're not doing this anymore, we can do that. Which as business owners, we tend to do as founders and as entrepreneurs, we switch, we change, we're agile, we're adaptive. And the thing that makes us great business owners can oftentimes make us bad bosses, because we give everybody whiplash, because we're saying, let's try this, let's try that. And so we knew it needed to be incremental, not just for our team, but also too for ourselves. And we needed to test what was working, what wasn't working. And so I went on a lot of shows, lots of podcasts. I went in front of a lot of our clients. We started developing incrementally these systems, and we developed a lot of it, actually working with the Air Force. And it turns out, it turns out the military will kind of let you test anything on them. They're like, hey, come on in. Work with us. Let's go.
And what we learned is if we could help give people language to identify how they experience fulfillment in their current role, we could give them a gift that they could take with them the rest of their life. And so we started to look at what are industries that we can come into and start working with people during the onboarding process.
So Herschend Family Entertainment, for example, they've got Harlem Globetrotters, Dollywood.
That organization brought us in because they realized we want to be known as a place where people find their purpose at work. And so in the onboarding process and the ascension process and the management and leadership process, how do you find your purpose and get connected? Then it started making us think, okay, how can we get in with students and universities? How early can we help someone find their purpose? Because if you give them clarity on their purpose, who they are and who they're supposed to help, that's a gift that they can take with them the rest of their careers. And what a gift as a company, whether you have someone for two years or 20 years on your team, they're going to remember you. You will live rent free in their mind as the company, the boss, the leader, who Helped them find their purpose.
[00:08:49] Speaker A: So when you did that, you tried something new, it gave you a path, you moved into helping people find their purpose.
Was it immediately accepted? Was there some challenge, Was there some resistance from corporations? Because I hear a lot of companies say I want people to be better at doing the things that I need them to do.
It's not my job to make them happy.
[00:09:12] Speaker B: Yes.
[00:09:13] Speaker A: So how did that go about when you made that transition? What was that like?
[00:09:17] Speaker B: Yeah, there were certainly people who were the non early adopters. Right. So we call those more of the late majority, maybe some laggards who they may never be the kind of companies who raise their hand and say we believe we have a duty to help people find meaning at work. But then we started to find those other companies who are top places to work, companies who were emerging companies, realizing especially in a post Covid employment scenario, they have a duty to help people find meaning in the work that they're doing, not just give them a paycheck. Those are the people that were raising their hands. And what we would go to them and say is every single person on your payroll wants to know two things. Number one, do they matter? And number two, does the work that they do matter? If you can give them clarity on an individual level that what they do matters and that they matter, you've hit a home run, you've done an incredible work that most organizations don't take the time to do. And it's not that expensive and it doesn't take that much time. And those are really the two questions that every company wants to have. Anytime they bring in a consultant, speaker, trainer, assessment tool, how much is this going to cost? And how much time is this going to take?
And so those were the two things that we knew going into building. The assessment that we've built is it has to be quick and it has to be affordable. And so that's what we've been able to do.
[00:10:26] Speaker A: So where can people find the assessment? What does it cost?
[00:10:28] Speaker B: Yeah, so the purpose factor assessment, you can go to purposetest.com purposetest.com and right now it's only $49. So we wanted to create the most scalable, the most affordable, the most accessible purpose discovery system that it takes about 20 minutes. The amount of people who will message us later and say there's no frickin way that this is gonna work. There's no way I can find my purpose in 20 minutes. Well then write us back and say just kidding, this is incredible that we wanted to create something that you could Put in your pocket and you can take and you can use. Whether you're trying to decide what's next for you, whether you're mentoring a friend, mentoring a kid in your life, giving it as a tool, if you're an entrepreneur to your team. To get more clarity and cohesion as a team is to give something that in 20 minutes, you can know who you are and who you're supposed to.
[00:11:10] Speaker A: Help, who you are, who you're supposed to help. And then with that clarity, passion, excitement, freedom, liberation.
[00:11:19] Speaker B: Yes.
[00:11:20] Speaker A: All of that is coming from the person who spends the 49 bucks, goes to purposetest.com and they get this.
[00:11:25] Speaker B: Yep.
[00:11:25] Speaker A: Okay, so after the break, for all of you business owners, again, 92% of people who watch this identify as having a business owner in the house. If you want your people who, what they do matters to you because it's how you make money and how you get paid. If you want them to feel like what they do matters to them and you want them to feel like they matter to you, Come back after the break, and we're going to talk with Gab about the purpose factor, how it's going to help them to help you so you can elevate your perspective, elevate their perspective. Both of you will see a better path, and ultimately, you will be the Giraffe. We'll be back after this.
We just got off set with Gab Boche here on Be the Giraffe. We are so excited to teach you how to elevate your business and your life with purpose.
[00:12:28] Speaker B: That's right.
[00:12:29] Speaker A: She's going to teach you all about it. You cannot miss it.
Welcome back to Be the Giraffe. My guest today is Gab Bushet.
Two weeks ago, we had Ramon Peralta on the show or three weeks ago, and he was talking about talking to millennials or talking to older business owners about employing millennials. And the line that he used was, it isn't that millennials don't want to work, it's that they don't want to work for you.
[00:13:14] Speaker B: Yes, exactly.
[00:13:15] Speaker A: And that's the. It isn't that young people don't want to work. They just don't want to work with the same rules and conditions. And they're not looking for their grandfather's job.
[00:13:24] Speaker B: Yes.
[00:13:24] Speaker A: And so you built the purpose factor assessment.
And for businesses who want to connect, we know that the cost of employing new people, the cost of replacing somebody, the cost of training, really expensive. Right. Most big companies have stopped doing training because they didn't want to train People and then lose them to other companies. So it's really hard for people to find people the time it takes to train them. It's costly. So keeping your people is the shortest path to success and efficiency.
So tell us how this works. So when a company says, okay, gab, come help us connect with our younger people, figure out, we want these people to stick around. We want them to have. We want them to want to work for us so that this relationship will work both ways and the company will be better and stronger for the shareholders, for the customers, for our vendors, for everybody. What does that look like? Tell us how that conversation goes, what people get out of it and why they need to really see seriously consider doing this for their organization.
[00:14:25] Speaker B: Yeah, I mean, we've heard the adage and it's true, is the question of what will happen if I train my people and they leave. Well, what will happen if I don't train them and they stay? The same is true when it comes to purpose. What if I let my people find their purpose and then they leave? They think that their purpose is to move somewhere, do something, be something different. Well, what if you don't help them find their purpose and they're still living in a poorly optimized role? So what we found is there's three different times in a corporate life that you should find your purpose. Number one, onboarding. As soon as you join a company, you need to know your individual purpose and the purpose of the organization and how do they support one another. One of my favorite sessions that we'll do with companies is we'll have everyone take the purpose factor assessment together, talk about what are the core values of the company. The purpose factor assessment gives you your core values according to your purpose. And then the conversation is around, how can you support our core values with your core values? And it's powerful. And now there's a connection. You're not just another cog in a wheel. You're building something much bigger than yourself. So that's the first time when you're bringing someone into the company. The second time you want to help someone find their purpose is when they're ascending. So maybe to management, to leadership. When they're moving into a new role, they need clarity on what their purpose is and who it is that they're now serving. One of the cool things with the purpose factor assessment is it actually tells you how you are best led and how you best lead based off of your purpose. So understanding how to optimize your purpose as you serve the people you're called to serve because as you're valuing the organization expands, so does your oversight and so does the need for you to be able to continue investing in yourself. The third time you need to find your purpose is when the organization is making a shift. So a lot of times we hear about change management. And so in moments of high levels of change, whether it's economic, whether the CEO has left, whether it's an acquisition or a merger, people are wanting to have context. Again, who am I and does what I do matter? So giving people the gift of context to say here's how I'm adding value to the organization, they now can have more confidence in the work that they're doing, they have more conviction in how it is that they're doing it, and they have more clarity about what their role is, hopefully long term with the organization. So if you're looking at how and when do I bring in any assessment, but especially if you're wanting to help someone find clarity on their purpose and how they can live it out your organization, those are the three key times that you want to look at it.
[00:16:42] Speaker A: And so for clarity, a company can have a purpose, the leader can have a purpose, and the people you hire can find their purpose. We're not talking about a legion of minions who all believe the same thing.
[00:16:55] Speaker B: Correct.
[00:16:57] Speaker A: People can have different purposes and still work together. So can you give some examples of what some purposes might be and how they might be different, but they might still serve each other? Because I think that's part of. You're not just trying to get lose all the diversity and all the diverse opinions.
[00:17:12] Speaker B: Yeah, if you all have the same purpose, I'd be a little concerned. Because you want to have diversity. Because it's not that we're doing something different, it's how we're doing it is different, which is important. When you have a big problem in front of you, you want diversity of opinion, approaches, ideas. If we're all just yes men and yes women, we're actually not solving the problem problem very well. We're just kind of doing the same thing over and over again, hoping to get a better result. So one of my favorite things that we'll do is we'll work with a team and maybe they all have the same role. So maybe it's five different sales reps, for example, and they all have very similar roles. Well, we'll have them take the purpose factor assessment, one of the core elements, because purpose factor has four different elements. One of the first elements is what we call your natural advantage. Which is the role you tend to play in life and work. And there are five different types. Now, each of that. Each person on that team could have a different type. And. And oftentimes they very much do. And I remember we were having a conversation with the regional sales team. This one woman started crying because she said, I never realized that's why I do my job differently. She was a teacher. So the teacher archetype learns and then translates that information so that way the other people understand. She was comparing herself to someone who's a recruiter, who's that natural, winsome salesperson who's like, you gotta be as excited as I am. And so her just having an understanding of context, of, I do my job differently and I'm empowered to do it differently. And not living by comparison, but living by design. It just shaped everything for her, and she became one of the top performers on the team.
[00:18:32] Speaker A: So interesting. And so you don't have to have the same values, the same beliefs.
You can still fit into a team.
[00:18:40] Speaker B: Yes.
[00:18:40] Speaker A: And that's part of the training, is you train people how to lead, how to be led, and organizations. I assume you also teach the people. How do you help all these different people in different roles? How do you assemble teams?
How does that work?
[00:18:52] Speaker B: Yeah, the cohesion of a team is incredibly important because oftentimes you'll get a bunch of people together on a team and realize we don't have enough diversity. We have everybody who's a builder, for example, who's kind of that natural entrepreneur. And if we have five builders on a team, we're going fast, but nothing's getting done. And so now you have more information about who do we need to have on a team. So that way things are really brought together, so things are actually done. The productivity piece of it is super important.
There's also to the personal dynamics of it as well. So the fourth element of your purpose factor is what we call your origin strength, which is how you overcome hard things. And when people identify, this is how I overcome hard things, first of all, they have confidence. Now they're like, yes, I can overcome hard things because I have overcome hard things. So that's really important. But knowing if you have a different origin strength than me, for example, my husband is the present origin strength, which means when stuff hits the fan, he's like, let's sit, let's process, let's think. My origin strength is adaptive, which means when stuff hits the fan, I'm like, let's shift, let's move, let's change. You can imagine where there's a little bit of tension in that, in pretty much any conversation. So me knowing what his strength is and what mine is, we can then determine, is this a scenario that we need to sit and think or we need to move and act? And that just gives clarity and context to not judge someone's actions and say, you're wrong or you're right. It's just who you are. And do we need to lean more on your strength in this season, or do we need to lean more into mine?
[00:20:13] Speaker A: So right now, I have a child who's looking for an internship, and these companies are putting out.
Big companies are putting out these notices that they have jobs and they're getting tens of thousands of applications. So everything, of course, is getting handled by AI.
And so what happens, though, is when you try to train the machine, you pick who's been successful, what does it look like, what schools did they go to, what things have they done?
And so. So it's really. It's focusing on the resume thing, which they're kids, they haven't done much of anything, so it's kind of silly. But I can remember in Vistage, we had a speaker come who said that we hire people for what they've done and we fire them for who they are.
We also tend to hire fast and fire slow when those things should go the other direction. So the question I have is when you realize that there's diversity of how people make decisions, how they act, how they're led, how they lead, do you find that companies find that they have. They open up the recruitment and they have opportunities to pick different people and to fish in a pond that's different from everybody else, thus giving them an advantage.
[00:21:14] Speaker B: Yeah, very much so. And it does come down to what you just said, which is decision making. Elon Musk talks about his hiring process where he'll just basically ask, tell me your life story and tell me the problems that you solve. And by learning how someone solves problems, you get to understand how their brain thinks, how they overcome obstacles, the depth to which they understand the problem that they're actually solving. Is it surface level or is it three to four to five layers deep? And the same thing is true when you understand someone's purpose, because a lot of purpose is problem solving, because your purpose isn't just here's who I am and how special I am, it's who am I called to serve and how is it that I'm actually called to help them? So the clarity on how you solve problems is really important. And so asking questions in, in a hiring process to find out how do you solve problems is so incredibly helpful because now I know what is your pattern of when you hit a challenge or roadblock, which you will, how is it that you're gonna process through it? What part of your origin strength do we need for this position, by the way? Cause not every origin strength is optimized for every position. Do we need someone who's move, shift, let's change, or do we need someone who's one of the other strengths is discerning strength, who is very clear on who should we trust moves with their gut. And that's going to be a different role and a different strength for a different time. So getting clarity on that is very, very important. Especially when you're looking to build a team of high performers, a plus players, you got to understand who they are and what are they bringing to the table.
[00:22:39] Speaker A: So this is really getting to know that when I made that comment about you hire people based on what they've done, you fire them based on who they are. The converse of that is that we should be hiring people based on who they are.
And the purpose factor, your purpose test gives people a chance to figure out who they are so they feel good about that and more importantly, for the employer to figure out who they are also. So you're actually getting true stories. You're not getting, you're not hiring somebody based on the facade.
[00:23:07] Speaker B: Yes. And the assessment, just like any good interview gets to what are the blind spots? What are the challenges? Because not everyone comes in. Everyone comes in perfectly packaged and then life happens, right. Then there's a sickness, or you're having to take care of people, or you're frustrated by money, or your car breaks down. Life happens. And so how are you going to overcome the hard thing as it comes up? And so that's one of the things that the assessment does is it explicitly says here are your blind spots. So it gives context to create questions around is this a blind spot that someone has addressed? Number one, are they aware of it? Right. So blind spots usually means they're not even aware of it. We want to know are, are the people self aware enough coming into our organization that they know? Yeah, I have a tendency to do this and here's what I'm doing to counteract that poor habit or that poor behavior.
And so that awareness is really important. And then how do we make sure we're putting them in a team, that they have appropriate structure? That's one of the things we're talking about millennials in the next generation. This next generation is coming in Millennials in Gen Z and Gen Alpha Post Covid, where there's not a lot of structure. People are working from home, they're working from bed.
And so the lack of structure is actually creating a very disloyal employee workforce because they're like, what's the difference between tweeting from a coffee shop for this company or tweeting for that company? But more than anything, I think it really has created a lack of pride in the work that we're doing. And that's one of the things that we're really passionate about doing, is giving people dignity in the work that they're doing and getting excited about the problems they're solving and who they're solving those problems. Problems with. Because I think that that's what this country needs more than anything is we need to be proud of who we are and what we're building and the companies that we're a part of. And I'm not seeing a lot of people talking about that.
[00:24:50] Speaker A: Fantastic. When we come back after the break, Gav's going to talk about how not only do you improve your recruiting, but improve your retention, improve your productivity, and improve your business. So don't miss it. We'll be right back.
We just got off set with Gab Bochea here on Be the Giraffe. We are so excited to teach you how to elevate your your business and your life with purpose.
[00:25:33] Speaker B: That's right.
[00:25:34] Speaker A: She's going to teach you all about it. You cannot miss it.
Welcome back to Be the Giraffe. I am with Gab Beauche, who is just giving us all of her time. It's fantastic. We get more and more knowledge every time. If you missed the last two segments, shame on you.
Go take thepurpostest.com it will take you 20 minutes to figure out who you are, what drives you, what works, what's going to make you happy, push you forward in your career and help you how to lead people, how to be a better employee, better boss.
This is something you have to do for your people.
We were talking in the last segment about the challenge, like the hiring process and the facade of you have your resume and we have our job posting and then we're using AI because we get a million people and then we have to spend a lot of time and we ultimately still get bad people and bad hires and the process doesn't work.
Partly that process is wrong and then partly the onboarding process is wrong. And then the management process is wrong.
And just for the audience that are just tuning in now, tell people what they get. When you actually use this, and you integrate the purpose test into the purpose factor assessment, your
[email protected], when they integrate this into their hiring and onboarding process, how that's different and what they're telling you about the people they're hiring and what it looks like as they start to move through the organization.
[00:27:16] Speaker B: Yeah, well, the first thing that you get is differentiation, because we're dealing with a new workforce that is interviewing them just as much as we're interviewing us. So we're looking at how do we create, how do we set apart from the other people that they're applying to? Because people aren't just applying to your company or my company, they're applying to hundreds of other companies. And so if in the interview process, you can say, hey, all those other companies, they may be great, but will they help you either find your purpose or live out your purpose?
So companies and organizations that are using this for executive recruiting or just through the interviewing and onboarding process are able to set themselves apart because they're saying, literally, you can find your purpose while working here, which is a huge leverage, and especially what we call the purpose economy, this influx of companies who are wanting to set themselves apart from just being transactional and actually being transformational. So that's the first thing is you actually get to set yourself apart by just showing that you care enough about the purpose through the process to help them find their purpose. The second thing is the right kind of data is what kind of information are we actually gathering in the assessment itself? So a lot of times we'll work with specific industries or companies, and we're pulling data primarily from people who are coming into organizations. We're looking at, what's your current level of fulfillment? So that's really looking at why are they coming into that organization.
So a mentor of mine used to always say, in sales, scared money don't make money, while a scared hire don't make a good employee. And so if someone's coming in saying, I need this job, that mentality may not be the kind of mentality that every organization's gonna want. And so what current level of fulfillment does that person have? Is it that they're curious? And so they're just job shopping because they think, well, maybe there's a better offer out there, a better salary? Is it that they want to be a part of something much bigger than themselves? What is the why behind Their trust transition. And so that actually gets some data around that. And then during the onboarding process, we can then start to get information about their current level of clarity and confidence that they can live out their purpose at this particular organization, which is huge. We have companies who actually recruit just based off of the numbers that they'll get that, yes, you can live out your purpose at XYZ Company.
And that's what I really love doing, is helping the companies be the heroes. There's a reason that it's called the Purpose Company and not the Brian and Gab show is we wanted to create something that people would feel empowered to be able to put in their back pocket, to be able to leverage with the people that they're called to hire and called to serve, to create shared language around purpose. Because just talking about purpose is powerful. That's one thing that we want to do, is make purpose popular. But even better if we can actually have shared language that we can support each other in living out our purpose at work.
[00:29:54] Speaker A: So at the break we were talking about, and I know that companies don't. They don't share their employment records for good reason.
So I think a way around that is for companies you've worked, some companies who have a lot of data and they've hired you multiple times. So are you free to talk about some of the companies you've worked with, some of the big names that we can infer from the fact that they've hired you, that they have data and what you do works?
[00:30:20] Speaker B: Yeah, yeah. Well, a couple of the companies that have been really fun to work, work with, I mean, we love all of our clients, but some of them that's really kind of interesting is Google and Keller Williams. So Google has brought us in a few different times now. Google really kind of was leading the charge on this years ago when they created Project Aristotle, where they were looking at what are the elements that make a highly optimized team. And there were things like having a friend at work, trust and dependability amongst team members, and having clarity of purpose. And so they've already been in this space and they've been studying this for quite some time. So when they found out about us and what we're doing, we started this kind of relationship with them where we can come in, work with leaders at different levels of the organizations to kind of stress test what's the current level and what's the current clarity of purpose within that organization at a given time, and then being able to come back and measure what is the growth of Purpose, clarity and fulfillment. Keller Williams has also too been really interesting where they said, I wonder if there's a connection between purpose, discovering clarity and their performance as a real estate agent. And so what we've actually found is, and really no surprise that those agents that had the highest level of clarity of their purpose had the highest retention level, not just for themselves and their team, but, and this is really cool, the highest level of productivity, individual productivity. Because when you're clear, you're confident. And so when you have clarity of who you are and who you're serving, you have that kind of confidence level. So for us, we talk about conviction. So conviction is the unreasonable certainty that what you're doing is right and worth it. And so if you give a team conviction, they're unstoppable. We already know that. From the sports space to relationships, religions, conviction really wins the day. Whoever has more conviction in a relationship is actually leading that relationship. And so what could it look like to give individuals at every level of an organization that level of conviction that what they're doing is right, as in rightly aligned with their purpose and the right thing to do and worth it, as in worthy of a sacrifice. You always have to sacrifice to become successful. That's a gift that we're really excited to give organizations that work with us.
[00:32:21] Speaker A: So Google obviously has more data than anybody, at least it seems that way.
[00:32:25] Speaker B: And Keller Williams, you and I, specifically.
[00:32:28] Speaker A: On us, and perhaps everybody who's watching right now, so they have data. So if they're bringing you in, this obviously works and the company's very successful. And then Keller Williams, you're talking about real estate where people talk about listing price days on the market, closing rate.
Also very data driven, leader in the real estate industry. So both of these people are using it in very different situations, right? One's technology, a lot of young people working there. And then the other is sales. And it tends to be a little older sales people at that stage. So it's very different.
Very, very different. One is very face to face, the other is more, is obviously not that. So interesting. Have you seen certain industries that use this more than others or been surprised by some that have had such great results in going this way that maybe when you went into it, you just didn't expect it to be that successful?
[00:33:19] Speaker B: Yeah, I mean, you name an industry and I'm shocked by it. I mean, universities, it makes sense that they're wanting to help people find, find their purpose as they're enrolling students, et cetera. But I mean, we're Working a lot now with the veteran community and helping them get clarity as they're transitioning into a new season of whether it's employment or entrepreneurship. So we've got some new projects we're really excited about working on in the veteran community, which is really cool. But I think that's what's been really surprising is just how kind of agnostic it's been when it comes to the organizations that are kind of picking up on it and getting excited about it. That, you know, Dollywood, that has, you know, ride operators who are, you know, loading people into, you know, a tilt, a whirl, who are now getting clarity on their purpose. And then we've got, you know, executives at major Fortune 50 companies finding purpose. So that's what we think is really cool and is giving people that gift of knowing that they matter and what they do matters. They now have context. And when they come home from work, it's not just, oh, Sunday scaries and oh, no, it's Monday again. Is now. They have pride in what they're doing because they're. No, they know why they're doing it.
[00:34:19] Speaker A: It's amazing. It's the people are finding the purpose. You're aligning the purpose. It's changing the way people are managing, managing their businesses. How long does this normally take? So for a company with, I'm sure with different sized teams and organizations, it's different, but what does it look like? How much time does it actually take for an organization? Can this be done in a keynote? Is it done in a one day? Is it done in a. As a part of a corporate retreat? Where does this work best?
[00:34:46] Speaker B: Yeah, no, it's a great question. I mean, the reason that we got into this is I was a road warrior. I was doing keynote after keynote after keynote. And I absolutely love coming in, delivering great content. And keynote. I call my keynotes consulting standing up. So I don't want you just to be entertained. I'm gonna give you real information that you can take action on. But what I realized is I was being brought in by the same organizations over and over again. And I was like, well, you didn't fix it from last time. And I realized we needed to get. Give them a gift and a tool set. And so what we found is between someone taking the assessment and then kind of having conversations, because everything comes down to habit change. If you're not changing your habits, you're just learning more, but not changing more. And so what does that actually look like? So what we found is about 90 days. So if you take the assessment and then you can start to have conversations. We've got discussion guides that we have leaders take their team through. We have ongoing training. We have people do sometimes up to six different kind of micro trainings that we'll do do. We're releasing an AI coaching bot that will actually kind of create some incremental change by keeping you accountable to your purpose, which we're excited about. So that's really what we're looking for, is what can happen in 90 days. 90 days is kind of that magic number we've seen in organizations and in individuals is you can commit to anything for 90 days. You can change the way you eat, you can change the way you live, you can change the time you wake up in the morning, give it 90 days and see what happens.
[00:36:00] Speaker A: And when's the best time for a company to introduce if you work backwards, when's the best time to introduce for the company to introduce you to their people? When's the right time for how much time do you need before corporate planning, before end of year? How do you find the timing to work best?
[00:36:17] Speaker B: Yeah, if they could have started yesterday, I definitely would have encouraged them to do that. And in all seriousness, it's just becoming so competitive. I mean, purpose is kind of this magic word, right? Right now that we're noticing it's on billboards, it's in apps, it's in dating profiles, is people are really wanting to jump on the purpose train. And so if you can get in kind of in whatever that looks like. Some organizations are saying, hey, we just want to help our people find their purpose. Take the assessment and we'll take it from there. That's great. And then there are some organizations who are saying, we want to change our entire culture to be one that's more purpose driven and purpose oriented. And that's obviously a much longer conversation. And so my job and my role is to meet people where they're at. Where's your current level of interest and investment and risk and all of that. So that way it can feel native to the culture. Because you've worked with consultants, I've worked with consultants, I've been a consultant, which when I was consulting in Washington, D.C. that's kind of like when you say you're a consultant, it just means you're out of a job. So I'm careful to even call myself a consultant. But what I actually found is people just, they need a tool that they can fit into their organization that feels like native to their organization, which I think is really Important where it doesn't feel like this clamp on, it doesn't feel like this foreign object. It doesn't feel like a trend that the CEO saw something on, you know, on a great show like this and said, that's it, we're doing it. It's something that actually just becomes a part of their culture, becomes a part of their narrative and their values. And we know that takes time, and we're not going anywhere.
[00:37:38] Speaker A: Well, you're going somewhere just for a minute to take a break. But when we come back, we're going to talk about some things you can do right now to test your organization, test yourself, and then we're going to get some action items that I think you're going to find really exciting. So after the break, Gab Boche, welcome to Be the Giraffe.
We just got off set with Gab Beauche here on Be the Giraffe. We are so excited to teach you how to elevate your business and your life with purpose.
[00:38:23] Speaker B: That's right.
[00:38:23] Speaker A: She's going to teach you all about it. You cannot miss it.
All right, welcome back. I'm here with Gab Bochea and we are talking about purpose, and we spent the last couple segments talking about business and how understanding purpose helps you recruit the right people. It helps you retain people, it helps you connect with your employees, have management teams connecting with their people.
It's a lot about productivity. You work with Google, you work with Keller Williams, you work with a lot of people who are very successful and they're using your tools and your lessons and your philosophies to help them grow their business.
But we were talking at the break about purpose is not just a business thing. This goes way beyond the bottom line. The roi, the return on investment, this is something that's free, far more universal. So who else can use this? What other people have you found using it and how can they use it? Because we have some people. There's a lot of business owners watching the show, but there's parents and teachers and friends.
There's all kinds of people in there who are interested, who care about other people and care about themselves. Who else can use this and how should they use it?
[00:39:54] Speaker B: Yeah, it's a great question. So I'll give a couple examples.
So I love it when partner spouses take the assessment together and then they will swap assessment results.
So you take the assessment, your partner takes the assessment, and then you share results and then you highlight all the things that you think are very true about the other person.
And it's a really cool conversation because it becomes an affirmation. Being in a relationship with someone is. We always, whether it's a parent, a friend or a spouse was. We take take for granted their brilliance. We take for granted what makes them truly unique. We take for granted their superpowers. And that's what's really fun is you start to see their eyes light up. We have a lot of marriage counselors and marriage coaches even who run retreats, who the first thing that they'll do is they'll have them take the purpose factor assessment to then say let's talk about how to build your marriage around purpose. Because most relationships at the end of the day end up coming down to logistics. And the conversation around the dinner table is who's picking up, picking up who and who's doing what and what are we doing with our money? Important conversations. But what does it look like when you change the conversation to be talking about what's your purpose? How can I support you in that purpose? I recently had a conversation with an individual who they had just lost a child, a four year old child. And the conversation went from how do we bring this into their organization to he said my wife is a stay at home mom and we just lost our third born. And now what has hurt purpose look like in this new season is her identity has shifted. And so we just gave her the assessment and had her walk through and had them do that swap. Where they can now talk about in this season, who are they serving with their purpose? It's really beautiful. We see a lot of therapists starting to take the purpose factor assessment into their clinician environments where they're now able to say hey, this person's trying to figure out what's next. Because therapists aren't coaches and coaches aren't therapists. And so many therapists. Therapists are leaning into some of the coaching of the directional element that I think a lot of people are wanting from, from their, from their therapist and their mentor saying now what do I do with it? What does this mean for my decision making? How do I move forward, not just look back? So we see a lot of therapists using it and certainly we see a lot of parents using it with their kids and we see a lot of professors and teachers using it with, with the people that are in the room where we can now have a conversation. And again, data makes decision making easier, but it makes discussions easier as well. If you can look at a page and say this is how I feel rather than this is how I feel it really creates a lot more levity, I think, in the conversation when you're talking to people. And so we're on a mission. We want to change the conversation around the dinner table and around the conference table to not be so focused on logistics and who did what, but to talk about who are we, what most fulfills us, and how do we support each other in the thing that we feel called to do?
[00:42:34] Speaker A: In the beginning, you talked a lot about the younger generation being wanting to be seen, focusing on being seen, but being afraid of being known.
And this is that same conversation of people can. It's one thing to be seen, but to actually be known for who you are and what matters to you, that if somebody understands which way your compass points. It does help.
[00:43:00] Speaker B: Yes.
[00:43:01] Speaker A: It just helps with that whole. Malcolm Gladwell. This isn't. This isn't a disagreement. This is a misunderstanding.
[00:43:06] Speaker B: Sure.
[00:43:07] Speaker A: You're not doing something. This is because this is how you're aligned. This is how you feel. This is how you react. This is what you're constantly leaning toward.
It's not a flaw.
[00:43:16] Speaker B: Yes.
[00:43:17] Speaker A: It's part of your constitution.
[00:43:20] Speaker B: Yeah. And when you start to have that understanding. Because understanding yourself is really important. But why do we take tests about what Disney princess are we and what color are we? And you have an assessment, and I have an assessment. What's the natural curiosity we all have? It's not just, I need to know more about myself. I was on a desert island. I wouldn't take an assessment. I'd be trying to get the hell off that island. But why is it that we want to know about ourselves is because we want to know about ourselves in relationship with other people. And so that's what the best assessments do, is say, oh, this is how you are in this situation. This is how I in this situation. And so not to put shame on the shoulds of how we should react, but it's just how we are and how do we optimize? And so I think it kind of. It takes a lot of the pressure off of conversations. And I've seen a lot of parents say, wow, now I actually know how to empower and encourage my son or my daughter because there's this ancient principle of train up a child in the way he or she should go.
Every child is distinct and different. And so if you can and find that individual and empower them on purpose to say, this is what's gonna be most fulfilling for you, especially in this next season when you're deciding where to study, if to study, where to Move if to move. If you now have information to say, how do I train you up, encourage you up as an individual different and distinct than your siblings? Now I'm able to individualize my parenting, which I think is a new wave and a new way of parenting.
[00:44:41] Speaker A: It's funny you say that, because when I'm working with organizations, I'll often ask them, if you're a business owner, you can feel free to do this, but I'll ask people to close their eyes and think about a time that one of their kids think about a time that you were a great parent and one of your kids needed something.
And it could have been a kick in the butt. It could have been a shoulder to cry on, it could have been an ear, it could have been some guidance, it could have been space.
Now imagine the next kid in the birth order had the same problem and you handled it the same way.
How would that work?
[00:45:08] Speaker B: Yes, exactly.
[00:45:09] Speaker A: And usually it's a, you know, I'll hear a groan from the audience or a laughter or an expletive. Something will come out.
[00:45:15] Speaker B: Yeah.
[00:45:16] Speaker A: And you'll ask why? And they say, well, because the kids are completely different people.
And even though they're born in the same house with the same DNA, they're still very different people. Yet we get to the business situation and we have one employee handbook, we have one company website, we have one sales contract.
We treat everybody. We just assume when you get into work that it's the same. And it's funny how in your own home you can understand something, but as soon as you leave, it becomes different.
[00:45:44] Speaker B: It becomes so different. The context is off. And so we're off. But I'm curious for you, working with so many high net worth individuals, and there's tension when it comes to purpose within communities and groups and families, especially when you're talking about the generational wealth handoff that many families are walking through. What's that tension been like for you? And kind of, you know, trying to play interference probably a lot of times between family members talking about not just what is the purpose of our wealth, but what is the individual purpose of the people at the table talking about what to do with what we've amassed.
[00:46:15] Speaker A: Interesting. So Gab has just taken over the be the Giraffe show and she'll be hosting for the rest of the day and maybe the rest of the season.
Good question.
When you're dealing with high net worth people in a room, you have a lot of dynamics. You have a lot of different advisors who have different up bringing different Goals, different perspectives, because they might specialize in tax, insurance, investments, real estate, family counseling, whatever it might be. And then you have the parents have a different view of their money, and then you have the kids. And so I think I try to explain it like poker. There's some people who understand the odds of the cards and they play the math. And then you have people who play the table and they read the table. And you have to be really good technically to work at the highest level, but it's more important to read the table. And how do you get people to all see that a path is actually good for all of them, despite the fact that they're all different?
So it's very, very complicated in that it's understanding quickly what do people want? What are their values? One of the interesting things that I found with a family in Pennsylvania was I gave them an assessment and the two daughters felt like they were very different. But when they took the assessment, they found that they were actually oriented the same. Their values were very similar.
And so at that moment, one of my fondest memories sitting at this table in Allentown, Pennsylvania, was the moment when these two girls, who dressed completely differently, acted very differently. One was very princessy, one was more athletic. They had completely different jobs and careers. And when they both realized, oh my goodness, we're the same, that even though appearances were different, their values were the same, I watched the mom light up, who otherwise was not particularly interested in this financial conversation, but when she found that her daughters were really similar and she watched them see it in each other, it was really magical. And so some of this, again, it's getting to not the surface stuff, but how do you get to the depth of what's important?
We do a lot of work with families on what's the family mission statement and what are you doing and how did you get this money and what matters to you? Because it's not just, oh, dad has a lot of money and he's a tight ass and he doesn't spend it.
It's, well, what's the upbringing and how did the person, what are their feelings about money and how does it work that when you share those things, there at least becomes an appreciation.
[00:48:17] Speaker B: Yes.
[00:48:18] Speaker A: And so it's very similar that if you can just help people understand your perspective and where it came from, it requires you to be a little vulnerable. And that's a big part, is getting these people interested in what does this look like? I just did it with a family two days ago. I said, because they're thinking about their money. And they worked very hard and they don't know what the economy's gonna do. And the question I asked was, if you won the lottery, what would you do?
Which completely lifted any of the guilt of spending it or any of the. And then it was. They were like, well, they gave a list of things which were all things they could easily do.
So there was a little bit of freedom with that. So I was essentially using the purpose factor without using the purpose factor.
[00:48:57] Speaker B: Well, now you have it as a tool.
[00:48:59] Speaker A: Now I have it as a tool, and I'm grateful.
What closing in the last minute, what are some things people can do right now? Just either. Not just to take it. Well, tell people where they can take it and tell them what questions they should ask themselves if they're not sure that this is a fantastic investment in themselves and in their teams and in their spouse and in their relationship and with the people they're close to. Tell them where they can get it and what they really need to think about.
[00:49:22] Speaker B: Yeah. So they can go to purposetest.com you can go take it. Purposetest.com get the full purpose factor assessment. Takes about 20 minutes to take the assessment. Then you'll get an opportunity to download that assessment on the other side.
But the big question is, if you're curious if this is for you or this is for now, is to wonder, do you have clarity on what's next for you? Do you have that certainty that you know exactly what to do, who to help and how you're uniquely called to help them? Or what do you want affirmation on the next decision that you have in front of you is to make sure and really double click on it. Make sure that's exactly what it is that you're supposed to be doing. So it's almost like an insurance policy who are. For people who are making move and. And it moves in. It's a compass for people who are trying to decide what's next.
[00:50:03] Speaker A: That's great. So purposetest.com I am certain I have great unreasonable certainty, as you would say, that unreasonable certainty that Gab Boushet has been fantastic. She is the first person to show up twice on be the draft. And I have a feeling it will not be the last.
Gab, it's been great having you on the show.
Purposetest.com if you want to find, elevate your perspective to see your. Your better path, not just a better path, but your better path for you, for your family, for your business, for your friends and for your life. I am Chris Jarvis again. Thanks to Gab Boche. We will see you next week on Be the Giraffe.
