How to Cultivate Powerful Relationships with Theresa Ito | S02E02

Theresa Ito, Principal at Blue Mountain Solutions talks about the three dials leaders need to keep in check, how to set up honest communication in your team, and how to accelerate the evolution of culture change.

In today's episode, you'll learn:

• The three dials leaders need to keep in check
• Why honest communication starts with the leaders first
• How to set up honest communication in your team 
• How to accelerate the evolution of culture change

Visit www.kizo.ca/podcast to get extra resources or join our mailing list.
 
Our guest is Teresa Ito, principal of Blue Mountain Solutions, a leadership and customer service development company. Teresa has worked in leadership internationally for over 30 years and delivers sessions in person and online that are filled with leadership best practices, useful anecdotes, and a healthy dose of humor. One thing that really came across in our conversation is how passionate Teresa is about people and relationships.

Connect with Theresa on Instagram, LinkedIn, or through Blue Mountain Solutions.

Cultivate your Culture is a show that decodes how leaders can create environments where their teams do their best work and flourish. Our guests are pioneers in team dynamics and culture from the worlds of business, military and sport. Hear them share simple, straightforward techniques that you could use with your team to set up, evolve and measure culture.

The host, Zoran Stojkovic helps people build habits and behaviors that unleash their inner greatness so that they can contribute positively to the world. Through his company, Kizo, he equips organizations and people with culture and mindset tools to reach full engagement through powerful workshops, memorable keynotes, and transformative individual consultations.

Cultivate Your Culture is produced by Kizo, a leadership coaching organization helping teams to get the results they want so that they can positively impact the world. To learn more about the services Kizo can provide for your team, please check out our website at kizo.ca/team. 

Transcript

Zoran Stojkovic: 0:03

Hey, what's going on and welcome to cultivate your culture. This show, this podcast is where we decode how leaders can create environments where their teams do their best work and flourish. Our guests are pioneers in team dynamics and culture from the worlds of business, military and sport. Hear them shares simple, straightforward techniques that you could use with your team to set up, evolve and measure culture. With over 92,000 hours spent working, let's focus on the relationships and the results will follow. I'm your host, Zoran Stojkovic. And I help people build habits and behaviors that unleash their inner greatness so that they can contribute positively to the world. Now, let's get into today's episode.

Theresa Ito: 0:50

Zoran, the way I think about leadership is like I'm driving a train and you've got three dials on the dashboard in front of you, you've got to make sure all of those dials are functioning just like a train driver. So one of those dials is going to be delighting your customers. How delighted are your customers. So how are you getting feedback, then you have the other one which is engaged employees. And the third one is your finances, because you could have delighted guests, everyone's having a great time at work and you're making no money, the train is gonna come off the track.

Zoran Stojkovic: 1:21

That's Teresa Ito, principal of Blue Mountain solutions, a leadership and customer service development company. Teresa has worked in leadership internationally for over 30 years, and deliver sessions in person and online that are filled with leadership est practices, useful necdotes, and a healthy dose of umor. One thing that really ame across in our conversation s how passionate Teresa is bout people and relationships. oday, we're going to hear from er on the three dials, leaders ust keep in check, why honest communication starts with the leaders first, and how t accelerate the evolution o culture Maybe I'll start right off with with this question here. I mean, you develop leaders in teams, Teresa, and why is it that leaders actually struggle so much with team culture?

Theresa Ito: 2:08

Because it isn't a simple formula, because it's not a matter of just following it a script, because it's hard, because you're dealing with people. And that and that can be complicated, because we are different, all of us are different. And, you know, to relate to people, you have to communicate, you have to communicate, honestly, people will see through you if you don't communicate honestly. So you have to understand the individuals but also the team as well. That's, the heart of it, understanding how to communicate with them, what really excites people and work with that. It's not just an easy formula. It's fun, though, when you get it right. It's great fun.

Zoran Stojkovic: 2:54

And so because it's not an easy formula, and building those relationships, starts with communicating honestly, with people. Do you think leaders struggle with team culture? Because they're not always honest with people? Or is there other? Is it that they maybe don't know enough about themselves?

Theresa Ito: 3:14

Yeah. And I think starting place. Yeah, you've hit it. Absolutely. And that's why when we develop leaders, people are quite surprised that the first two sessions are all about them. It's nothing. We're not talking about anybody else, because it's about are you actually ready to be a leader? Do you understand what it means? Are you prepared to take those steps? Because people tend to think about leading as it's all about, you know, telling other people what to do, but it's actually the best leaders are the lead themselves in exceptional ways long before and then people are naturally attracted to and find it difficult not to follow these people. Yeah.

Zoran Stojkovic: 3:54

So when you say these leaders lead themselves, are you talking about like personal accountability, practice what you preach that type of thing, or?

Theresa Ito: 4:03

I'm talking about so many things, being assertive, being able to say clearly what you're actually desiring, you know, having the courage to say the words out loud of the things that you most want to happen? It's incredibly bizarre, and how I will sit with leaders of big organizations or even small ones. And you say, well, what would you like from your team? And they tell you, and they go, and you say, fantastic. Have you told that to your team?[LAUGHTER] And really, the answer has to be No, they haven't, you know, so it's, it's really interesting. We have, we have stuff that goes on in our heads. But are we able to articulate that in a way that we can lead ourselves first and foremost, are we looking after ourselves? Are we making sure that we are mindful and present? And do we feel our body correct and nourish our bodies so that we are performing at our best before we can even begin to expect other people to perform at their best. And do we model that as well. So leadership is amazing. And it's such a responsibility that, that you have to start with yourself. It's like, I have to say like being a parent, but I don't want you to think that being a leader is, you know, like, it's a senior role to the, to the children that you're leading, I don't feel it that way. But I mean it in a role that children are watching you, and you are a role model, first and foremost. And then if you tell them stuff they might listen [LAUGHTER].

Zoran Stojkovic: 5:39

For sure. And that's something a couple of my guests mentioned in season one, modeling, and the fact that you have a lot of eyeballs on you when you're when you're even on. And there's, for me, there's two types of leaders as well, at least two types of leaders, but I want to break it down into leaders who have a formal role within an organization and then there's those leaders who don't have the formal role. So it's those informal leaders. And those are the ones that are sometimes forgotten. And it's not necessarily a person that somebody may not be a person who's super extroverted, and may be a quiet leader who leads through example, and through eye contact in a specific way, in a specific situation, they can say a lot that can really nudge a team or a person in the right direction.

Theresa Ito: 6:27

And you know, sometimes these leaders show up in such interesting places, I'm working with a refugee program. And sometimes it's a young child in a family of adults, because a young child speaks English and you're just like, wow, this is so incredible that this 10 year old, is actually leaving his parents, his aunts and uncles and grandparents. And it's a beautiful thing. I think there's space for it, and he is going to grow up while he is already an incredible, you know, person, but he's going to grow up. He's already growing up to be a great leader.

Zoran Stojkovic: 7:02

What role do leaders play in that and developing that diversity and cultivating that togetherness.

Theresa Ito: 7:08

So again, if you go back to who you are, and you're open, and you're honest, and you care about the people that you work with, regardless of their station, or who reports to who, if that's the person you are and you bring to your workplace, then the rest is easy. If someone arrives who comes from a country you've never even heard of, and many people haven't even heard of Jamaica, you know, and I'll tell them where I'm from and then some people have and but again, if you're open minded and curious, and ask questions and are respectful, then people love it. And what I think about diversity in teams is we know from actual real data that makes a more successful team, you can reach a much wider audience, your team is much happier when when the team is diverse. And you don't have as many blind spots, if everybody I hire in my teams are going to be similar to me for a start. That's pretty boring, because all the meetings everyone's going to be Yeah, yes, yes, yes, it's just, that's not helpful. Let's not have a meeting if everyone's going to agree. But also you have blind spots. So if people come from different ages, and sexes and experiences and countries, then the chances of you having this big blind spot is much reduced, you know, never disappears, but.

Zoran Stojkovic: 8:33

For sure, and especially if that's that culture is cultivated in the right way, where people are actually not working in silos. It's a connected team, where those people who are different are able to work together. And you I think, you hit the nail on the head diversity is a competitive advantage

Theresa Ito: 8:52

Oh, for sure.

Zoran Stojkovic: 8:53

Because of the blind spots, and there's different ideas, and people coming from different cultures think differently, and they'll be able to problem solve things and see problems from a different perspective. I mean, you're mentioning the corporate nod of everybody being yes, men and agreeing as definitely a challenge. But I do understand that as well. Because if the psychological safety isn't there, if the vulnerability isn't there to leaders, if leaders don't show their vulnerability.

Theresa Ito: 9:21

Then it's hard to expect others to -- you're right.

Zoran Stojkovic: 9:24

It is.

Theresa Ito: 9:25

And you know, this is something that I will share with my team, I will say to my team, for example, you know, J Will say, J Will, please, you know, make sure that you're going to critique this, I need it to be critiqued and remember if I needed a cheerleader, I'd ask my mom, you know, and then and then she goes in it with a whole different you know, and Brittany does her detailed feedback with warts and all because I need and I always say to my team, I will make mistakes. I would love for you to be able to catch as many as possible, so don't feel shy to say a hock I've done it again, you know, because I won't know if you think it doesn't look right, you've got to say something, you know?

Zoran Stojkovic: 10:07

So you seem like a leader that's really open to hearing feedback. What do you do if you come into an organization where a leader isn't I mean, you're holding up the mirror, and you're coming up with some tangible metrics, you're coming up with some tangible ideas and behavior observations of this leader, not, I think, here's what you're thinking, here's how you're behaving, boom, they're not willing to see it and work on it. What do you do with that leader to impact the culture in the organization?

Theresa Ito: 10:37

Stephen Covey, one of his Seven Habits of Highly Effective People, and I love Stephen Covey is seek to understand before you're understood, it's always coming from somewhere. Sometimes it's insecurity, you know, but I think if you if, myself as a consultant coming into your business, is prepared to ask the right questions, and be truly curious. And again, I preface this with I'm going to ask a lot of questions, please don't feel like they're criticizing, the more I know about the business, the better I can help you. If you keep things away from me, it just takes longer, you know, so I think it would be a matter of finding out really trying to get down to, and often well, often, sometimes it's that they're just following a pattern. And they have no idea no one, no one ever helped them with the man management are the people management of, of becoming a leader. Yet, that's the most difficult yet we promote the you know, the finest, I don't know, the the finest person on the printing floor, she becomes a leader yet, we don't train her in the leadership. And yet, she's not doing what we hired her initially to do, you know, the best property manager becomes the next vice president of a property management company yet, now he's leading people and no one's taught him that so often, it's, it's, if you can explain the why around things, then those leaders start to open up, but ultimately Zoran no one's going to listen to me or you, unless they know that you really care about them. And if you can show them that they care, and you can build that trust, then the chances are there listen. And the people who feel best about themselves produce their best results. If you keep that in mind, even if you're a cold hearted, don't care about people kind of leader, you're still going to make those around you who, you know, make them feel good about themselves, because they're going to produce their best results. And ultimately, when the team culture is suffering, productivity is the first thing that plummets, you know, is productivity.

Zoran Stojkovic: 12:49

When you're saying getting people to feel good about themselves? who are who are on your team? How can leaders do that if people have challenging situations outside of work?

Theresa Ito: 13:00

Unfortunately, sometimes work is better than being at home for some people. And of course, that's, that's not desirable, but if you know, you make you make sure that work is a safe space, you make sure that work is an inclusive space, not only diversity, but while everything in every way that they know that they can speak to you, that you have a link with them. And of course, if it's a huge organization that they have someone they can go to, you know, that that's really important that, ultimately you feel supported, and that there's potential for growth, and we all want to have a purpose in life. You know, and, you know, when you read a book, like fish or something, and you think about, you know, the Seattle fish market, what could be interesting about a smelly cold fish market, like in Seattle, you read the book fish, and you realize why, how that is possible. People just need a purpose. And, and it's not about the physical work they're doing. It's about the environment.

Zoran Stojkovic: 14:07

I remember seeing that video for the first time as part of a training course. And just seeing these people really enjoying their job interacting with customers, that's exceptional customer service. They're interacting with customers, they're having fun,

Theresa Ito: 14:21

They're having fun.

Zoran Stojkovic: 14:23

Having fun, right? Like the throwing a fish across to each other.

Theresa Ito: 14:26

And I've been there and they still do it.

Zoran Stojkovic: 14:28

They still do.

Theresa Ito: 14:29

All these years later. Yeah, we were there just a few years ago, and we had to get out the way it was a smelly fish thrown and they were laughing and high fiving these customers is just electric. It was great.

Zoran Stojkovic: 14:40

It's a performance it really is a performance. How do you think they keep the energy up throughout the day?

Theresa Ito: 14:45

Think back to a times or and maybe you're in a team right now. But think back to a time and often I do that with leaders, if particularly if they're in a funk, if they're in a situation where they're not performing their best I asked them to remember a time when they were in A team, and they felt energized, and they felt supported. And they felt regardless of whether we win or lose, I have people around me who have my back. And of course, they all know that aim. And the idea is that it's not to lose, hope the idea is to win. And often people will think back and this is, again, I I'm definitely partial to sport. I think a lot of lessons are learned on a sports field, or in a sports hall. But it could be, it could be a family, it could be a time when a child was ill, and your sister arrived and your mother arrived and grandpa was there saying, you know, how can I support? What can I do? That's the same thing. You're all working towards a goal, and everyone has you supported. So I try and get people to remember that feeling. Because that feeling can certainly be replicated, or ignited a new feeling and a new vein of it if you like at work. And I believe that is potential every single team and it's very sad to me that, that people go to work and don't have that. But I also make sure that everyone realizes that it's not about the leader to make that happen. We all play our part to you know, it's not one person.

Zoran Stojkovic: 16:17

No, it's not. We're all part of the culture. And even on the teams where people don't necessarily work on culture, there's still a culture. And so I mean, Theresa-- so what's what's at stake? If culture is left uncultivated?

Theresa Ito: 16:34

Wow, well, we are seeing it now. Certainly here in BC, where we live. And I know across Canada, we're struggling with, we're having such high turnover, we're finding it difficult to fill positions, people are saying I don't want to work here anymore. So high turnover, for sure. Productivity definitely goes down. And you can see that your customer service scores, if you have a net promoter score, or if you have a questionnaire that you know is quantifiable that you can measure, you will see it come down. And ultimately in your financials as well -- Zoran in the way I think about leadership is like I'm driving a train. And I've actually never driven a train, I think I need to sometimes, but anyway, it's like you're driving a train, you've got three dials on the dashboard in front of you, you've got to make sure all of those dials are functioning just like a train driver. So one of those dials is going to be your delighting your customers. How delighted are your customers? So how are you getting feedback from you know, your show your podcast? Is it to do with likes, is it to do with feedback from you know, listeners, etc? Then you have the other one, which is engaged employees, you know, so how am I going to measure how my employees are engaged, but you just need to make sure that you've got your eye on that one as well. And the third one is your finances, because you could have delighted guests, everyone's having a great time at work and you're making no money, the train is going to come off the track, if any of those three are not constantly, and then you know, focused on all three of them. And that's the ultimate role of a leader to make sure those three pillars if you like, are monitored, yeah. And and I believe in radical transparency, you know, being very open. So I believe in sharing, you know, your average check if your restaurant, or how many covers you did tonight, find something measurable, you work with intelligent human beings don't treat them any less. If they want to buy it or not, that's up to them. But you, as a leader should be sharing certain amount of the financials with if you're working towards a budget and you're doing it on your own, [LAUGHTER] you're probably not going to do very well, if you're not sharing certainly the high level aspects of it with your team, trust them. Because if you put it out there, they will come up with ideas you have never thought of.

Zoran Stojkovic: 19:08

Interesting. So it's about having a tangible metric and having something that people can work towards together. It's kind of like one of those what I think of is, you know, when the United Way, there's like the charities.[INAUDIBLE] And you can see it people love that. But it's about it's also about finding a metric that's actually valid, reliable, useful, because there's I mean, I'm sure there's metrics that leaders can pick that aren't just out of curiosity, what are your thoughts on sharing what compensation different people make in an organization? How can that impact culture?

Theresa Ito: 19:41

That's an interesting one. And I have never worked in a corporate environment where that was done. I know in my company here for myself, all of my associates know what they're paid. They know what they're paid for projects. They know what they're paid for the other The creation. And they also know what I pay myself and I pay my husband as well. Because I truly believe and live with radical transparency, I would have to do more homework if someone said, Do you think I should do it in my business, I would have to do my homework. The bottom line is once you become an Executive Leader, and you're living in the books, and there's, it doesn't matter how many leaders there are, you can figure out what everyone else is being paid anyway, [LAUGHTER] if you have any monetary sense anyway, so I knew whatever all of all of the other leaders were, when I was in a lower than General Manager position, it doesn't take a rocket scientist to figure it out, anyway.

Zoran Stojkovic: 20:40

It's one of those taboo themes that people sometimes don't talk about. And I think a challenging thing can be if somebody ties their self worth to how much they make, and oh, this person makes more than me. So that means they're worth more. And that's a challenging conversation. So if people are coming at it from that perspective, it could be really tricky, or if there's performance bonuses, but people don't believe that this person should be getting a performance bonus, because X, Y, Z, so that can really chip at the culture if it's not done the right way. And I love what you said around it being very individualized, based on the organization. The thing that I always come back to when I think of culture is, it's great. It's this word that gets thrown around. It's important. People know, it's important people put in work to build it. But it's notoriously hard to measure it. So I mean, how can leaders measure and analyze team culture, Theresa?

Theresa Ito: 21:37

Well, I'm a big believer in employee engagement surveys, I do believe that you can do a short survey, I'm not really into the huge long ones. But I do like periodic employee engagement surveys, we're talking five to 10 questions. And certainly the 80% of them remain exactly the same every every quarter if you're doing it every quarter, or every six months or every year. Because that's going to you have to have a measuring stick, you can you can make the others fluid, you know, at the bottom, but the core is going to be so that you can see how you have increased or decreased. But yeah, I truly believe in employment, things have got so much easier as well with tools like Survey Monkey, you know. So I mean, I can set them up very inexpensively for clients. And certainly, with my corporate experience of having worked with Fairmont and Hilton and the Meridian and Sandals, I have a great sense of what great companies do and you know, so yeah, I feel very comfortable with that. And, and I believe that just offering opportunities for people to state how they're feeling and the more you do that in, in your meetings, your one on ones, nothing will be a surprise, you know, and, again, you're looking at the masses, you'll always have those that are highly motivated they could be clearing the garbage from from the back alley, and they're highly motivated to do that. And you'll always have the ones who are fairly negative. But if you focus on the majority, that 80% In the middle, you will you can and will move to a more positive team culture, you try and get -- you try and make sure everyone is touched. You give the same opportunities, your fair and equal, but just know in your heart that if you get stuck focusing on that bottom group, it's gonna wear you down.

Zoran Stojkovic: 23:38

Right before COVID, some February, and the beginning of March 2020. I got to see Simon Sinek live Oh, wow. Which was on Unreal, unreal. And one of the things that he said is, when you're doing when you're doing public speaking, if, like I said, if I keep looking at the people who got their arms crossed, who aren't engaging with me, I'm going to be scared on the stage. So I also want to be looking at the people who are nodding their heads or making eye contact taking notes. So in a similar way, what I'm hearing you say is, yeah, focus on the people who are bought into the culture, maybe don't look so much of the people who aren't, but maybe there's a time to do that as well. But then if you can get the third that's in the middle is kind of on the fence if you can get them to buy in. And to join this side, you're gonna have a critical mass.

Theresa Ito: 24:26

Yes, the tipping point. Right, yeah.

Zoran Stojkovic: 24:29

The tipping point you cross that bridge.

Theresa Ito: 24:32

I've joined so many teams that were broken or disillusioned or not, you know, dysfunctional, I would have to say over the years in different countries and in different in different businesses, and just bringing my best self to work and saying out loud, presenting out loud, and everything I do is making sure people knew what I was going for. Were we were and then the one becomes three and the three becomes six, and then and then it just goes on it, it becomes infectious. But also in that time, you you and you will attract those great people and you become the super attractor like Gabby Bernstein wrote about, you know, but also that you have to be aware and okay with the fact that some people are going to leave you, and you want them to I mean, you don't push them, they, but they naturally they will think you know what, I'm not, I don't want this. And that's okay, let them go with good grace, you know, but you will attract the right people, if you are sharing what you're what you're doing. But you have to be a great communicator.

Zoran Stojkovic: 25:45

Having the conversations, because essentially, that's how relationships are built and after coaching somebody and getting employee feedback and doing things, there's still going to be people that don't fit in. And as you're saying, they might self select and leave and find a space where they can be the way they are. Whatever that means. What I've heard as well, and this is a saying people always chuckle at if you can't change the people, change the people.

Theresa Ito: 26:13

Oh [LAUGHTER], interesting. I haven't heard that one.

Zoran Stojkovic: 26:16

And I don't know where I heard it. So I can't I can't quote the source. But it just always stuck with me. Because I think sometimes we're too quick to let people go and to to kind of lose hope and not, you know, believe that people can't change. But other times, after a number of attempts haven't come through, I think there comes a point where the best thing for the team, and the leader has to be the one that make that decision is to, to part ways with this person or people.

Theresa Ito: 26:46

And I so believe in people that even when my gut, and my instinct is telling me, this particular person, don't waste your time, don't import. And I still do it anyway, two reasons. Number one, I have had it happen so many times that that person goes, Oh, thank you for giving me this clear, in their own words. Thank you for giving me this clear guidance. No one's ever told me like that before. Thank you. And they go off and do something about it. And I'm just like, what happened there? And everyone else is like, wow, look at him go now. So that's one thing. Second thing is everybody else is watching you, your whole team is watching you. So you have someone failing, imagine it. Imagine in your family you have one of your children is failing. Everyone else is watching how you're going to handle that because there's going to be a time that they're going to be failing to. So they want to see that you're going to be open, you're going to be supportive. If it's temporary, you're going to prop them up, give them everything they need to succeed, right. And that's an ultimately, that's sending a big message to you know, how am I? How am I speaking about it? How am I truly supporting it? Do I support them up front? And then behind them? Like, oh, boy, he's just a total waste of time? Or am I really genuine with it, you know that. And it goes to even times that you do have to release people. And unfortunately, I've had to do that once or twice, well, probably three or four times in my career. And each of those times, I'm very proud to say hasn't been with a kick up the backside as the person's going. We tend to think of when someone's let go, we have to make it a disgrace, call security and marching off the property handover your keys now and I think this is so old school and cruel and absolutely cruel. There are ways even apart from yes, if someone has stolen from you, if someone has done something really terrible, they do need to leave immediately, I get that. But do but do we speak about them terribly after we don't have to? It could be you know, well, it doesn't mean that everything they did beyond before today was disgraceful. And and I really I do believe the rest of the team is watching when you do that. And I just don't believe that someone goes from being a member of your team to be an outcast the next day because they did to resign or something. Yeah.

Zoran Stojkovic: 29:15

That's interesting. It reminded me the releasing people and there is as you said, there was a time for that. And it's there's a right way to do that. There's a company and I can't think of the name. And they have this policy that anybody in the company can ask any other employee, including the CEO could put in a case that this person should be fired. And then these two people go in front of the not the tribunal but in front of the people

Theresa Ito: 29:43

The board, yeah.

Zoran Stojkovic: 29:44

Yeah. I mean, but I think in front of their colleagues.

Theresa Ito: 29:47

Wow.

Zoran Stojkovic: 29:47

And they have to this person who is challenged that they should be leaving has to defend why they want to stay.

Theresa Ito: 29:55

Wow.

Zoran Stojkovic: 29:55

They find what that is sometimes people actually do realize It's a signal that, hey, you're actually not fitting in. And maybe there's a better space for you and your personal development. And so although it sounds super daunting[LAUGHTER], and I think the CEO said, nobody's asked to have him fired before kind of thing[LAUGHTER], so there's still power dynamic.

Theresa Ito: 30:19

Yeah.

Zoran Stojkovic: 30:19

But it's it sort of makes it more equal. And it lets people voice what they're thinking. And I think it's a unique way to resolve discourse, disagreement argument, different viewpoints, bias, and stuff like that.

Theresa Ito: 30:34

Oh, it sounds horrible. [LAUGHTER] You know, when I think when I think about building trust, and and the fact that you and I could have a private conversation, if I felt there was something you said wrong in a group, or you could say to me, can I have a conversation then you say Theresa the way you rolled your eyes when I said, when I mentioned this in a group, I felt disrespected. I want I want that you can come to me and say that rather than put me in the market square by the news.[LAUGHTER]

Zoran Stojkovic: 31:07

Yeah, for sure. And I think --

Theresa Ito: 31:09

[LAUGHTER] It's

Zoran Stojkovic: 31:11

It is.

Theresa Ito: 31:12

I like to play the ggame but not in real life.

Zoran Stojkovic: 31:15

No, simulation, for sure. We've all experienced at some point in our lives the profound effect that great team culture has not only on our team's performance, but also in our own inner experience on that team. When we're part of a team without standing culture, we feel empowered, driven, accountable, authentic and accepted. This is exactly what innerlogic a team intelligence platform devoted to helping teams master their culture wants to help your team achieve. Innerlogic takes team effectiveness to another level by making the measurement of great teamwork easy, accessible, and automated. To transform complex, dynamic data into clean, simple focus points any team can use. Their platform seamlessly measures team dynamics such as trust, alignment, resilience, mood personality, and then delivers clear actions team leaders can use on a weekly basis. If you're a leader who wants to provide the best possible support for your team's culture, check out innerlogic.com. So Teresa, we have a question from one of our listeners. His name is Christian Rabb. And he's from the Laurentians in ski country north of Montreal. So Christian asks, How can leaders accelerate the evolution of culture?

Theresa Ito: 32:29

Some would say the Speed of Trust in and they say, people, relationships build slowly. I do believe that. But ultimately, what does speed team culture is more people that believe in what you believe in. So having like minded, that doesn't mean clones of who you are, you still want that diversity. So but but people who ultimately want the same thing that you do so surrounding yourself with people who believe in something, so there is power in numbers, no doubt. So having people that also believe in, I remember one property I started at, then I had two other significant, I was the general manager, then I had two other significant leaders who were totally in alignment with where we were moving the property towards. And I felt the sense and I like, they, I received those two leaders about three months after, and I felt the sense like, I'm not on my own anymore. And then I remember six months later, there was probably another three leaders who had joined us, you know, the company was growing and then I felt like, Okay, we got this wasn't before it felt like, I was a bit of a lone wolf. And I'm more of a wolf pack. [LAUGHTER] Yes. So that would be having people what was the second part of the question?

Zoran Stojkovic: 33:57

So he also asked, how do you change a bad culture?

Theresa Ito: 34:02

Oh, okay. Time, honesty, communication. Holding people accountable. Feedback, giving feedback. And I mean, when you see someone doing something, let's say someone responds to an email to an unhappy customer. And you see that email, you're like, Damn, that's really great. Then call Manu and ask her Manu, I read that email from that you sent that guest. That's extraordinary. I love the way you did that. So it's feedback both ways. We tend to think feedbacks always negative, absolutely not. You know, so find so many. There are so many things around instead of going right then say it, you know, to the point that I mean, I came in the other day, I said, I just love working with you, Nadia, I just feel like we're just moving in the same direction and you know, and she hasn't done anything. She's like, Oh, thank you very much. But it's honest, and it's transparent. But it also makes it a lot easier when I have to have those conversations where the feedback isn't or, but also, I expect that from her to say, Theresa, I'm not sure if you noticed this spelling error in your job posting. I know you've already sent it out. But can you run it by me before you do? That's what I'm here for. And she's absolutely junior to me. But all of a sudden, she's super valuable to me, too.

Zoran Stojkovic: 35:30

So you're essentially reaching across the aisle first, to share this positive feedback of what people are doing well. And then you're saying that invites them to later on as you do that more and more often? To give you some of the feedback that you need to hear. You don't want them doing the the corporate nod and just be, no.

Theresa Ito: 35:51

No, not at all. When I walk through the property. For example, if I'm back to being a hotel manager, you know, I want people to say, hey, you know, Theresa, have a look at this, this has been leaking for three weeks now, or three days now, or three hours, whatever it might be. And you know, and we've reported it, and I don't know what it is, and I go, thank you very much. I'll follow up with maintenance. And I don't want maintenance to "Oh, did he complain to you?" No, it's yes, he bought stuff to you. I'm trying really hard to get the part. This is where I'm struggling. That's what I want to hear. That's when I know the culture is great. But if I'm going to walk past and I'm going to say, Good morning, Zoran. And you're going to go morning, Theresa, and we're all holding hands and singing Kumbaya and no one's being honest, then. And really, are we really aiming towards those three things? How are we delighting the customers? How are we, you know, engaged employees, we're not. I remember one property when I said, I want everyone to take personal responsibility, because we had a way to go to raise this property up. And I let all the team know I was new into this property. And I met with them all in their time, the morning team in the morning, afternoon and night. Well, three nights later, I got a phone call at two o'clock in the morning. And the gentleman on the end of the phone, I'll do my Jamaican accent. Yeah, Miss Dickinson. It's dread. And this pool chemical not working at all. And he was phoning me up. He was the night cleaner of round the pool deck. And he felt compelled. And I applauded him. And I told the whole team that I got a call at two o'clock in the morning, they were just like, what? And I said, Because dread works from 11pm at night to seven in the morning. And he he heard from my voice three days earlier, care about your area, let me know if there's something and he was telling me that the chemical just simply wasn't good enough. And that there was one he had used. It was blue in color. And about seven years ago, we found it, it was expensive. But boy, did it work.[LAUGHTER] And we got it in? Yeah.

Zoran Stojkovic: 37:53

Wow. That that's a great example of this, you know, you building that trust to those team meetings and really being open and vulnerable, and also communicating your own expectations of values. And then people when people are clear on that, they can know how to engage you. And then you rewarded him by saying, Wow, good for you for taking -- I think you call it personal responsibility for your role. And because you mentioned that at the next meeting, it probably invited more people to do it not to call you at 2am necessarily, but

Theresa Ito: 38:26

But you know what, sorry, if calling me at 2am What was that doing that was delighting the guests by getting a cleaner pool deck that was engaging him because he's frustrated at work that they -- he's been getting a substandard and expected to have a sparkling pool deck. No one's actually asking him why. And thirdly, yes, the financials of it. It was more expensive. I just explained it to him. Listen, this one comes from Ecolab. This one comes from wherever. And he said, But Miss Dickinson, you haven't seen me work at it. That was my previous name. And I said, What do you mean? And he said, We don't need half as much of this chemical. You just you see me tomorrow morning. And he said when I came into property, I heard him say, here she comes. Here she comes. I hope you have your sunglasses on. Because it sparkles so nicely. [LAUGHTER]

Zoran Stojkovic: 39:15

Thank you so much. I think Christian will be super happy with that answer.

Theresa Ito: 39:19

Yeah. Thanks, Christian.

Zoran Stojkovic: 39:21

So your company, Blue Mountain Solutions offers leadership development and customer service training. Tell us about how you do that with organizations.

Theresa Ito: 39:32

Yeah, well, the reason why we do it and I love Simon Sinek and that's, you know, start with why, right. And so when I think about why we do it is we just feel that there are easier ways. We don't want people to be unhappy about being leaders and oh, it's difficult to lead people. No, it's invigorating. It's exciting. It's, where you can multiply your worth. It's, where it's at, and we just think that we can help you get there. And you don't have to go through all those trials and tribulations yourself. Same with customer service, there are so many ways to show it. Particularly now, when everyone is nervous about going back into the public, you know, there are things that we can do that just warming people's heart. And also no one else is doing them. So you know, you look like a rock star when you're doing some pretty basic things like a handwritten note to an employee, when a leader does that saying, Thank you for sticking with me, for the last difficult three months when we were closed for two days, and whatever it may be a handwritten note from a leader, when last have you got one, you know, it's just brilliant. So what we do is we do leadership development, that's four days over four months, so that the information has a chance to really sink in, they have a chance to try it. And then it really slowly shifts the culture, I start with the leaders. And then we move on to all the colleagues and do customer service and colleague development as well. But before all of that we always do a mystery guest that's part of it as well, we come in and look at your business from a customer's perspective. So regardless of what business you do, I come like a customer, and deal with whoever I would normally deal with, I check out your website, we do a full factual report on it before I get involved with you as a business so I'm refreshed as can be. And I get to question everything, and it's documented the good, the bad, and the ugly. And then we know where the opportunities lie, then I speak to the leaders find out from them what they're struggling with, speak to the colleagues and then we set an action plan and, and make people happier. [LAUGHTER]

Zoran Stojkovic: 41:48

That's amazing. So you go in as a mystery guest?

Theresa Ito: 41:52

Every time.

Zoran Stojkovic: 41:52

And how you don't think they they warn their team that you're coming in?

Theresa Ito: 41:57

No.

Zoran Stojkovic: 41:57

Hey, guys, do your best behavior. Teresa's coming in.

Theresa Ito: 42:01

[LAUGHTER] But I never go in as as my name.[LAUGHTER]

Zoran Stojkovic: 42:04

Oh.

Theresa Ito: 42:05

I go in under a pseudonym. And yeah, and I go in with different people. So sometimes I'm with an elderly person, sometimes I'm with a dog, if it's a dog friendly area. Sometimes it's by phone, but it's in person wherever possible. But then again, if they're, phone focused, and over the last 18 months, most businesses have been then it was several, several phone calls, several visits of the website, where do things go? How or when was I responded to, and again by by recording everything very factually. Then we sit down and we're able to pull out some real gems and a good starting point of an action plan. And yeah, it's fun, though. But the mystery guests, I mean, literally, I am going to Jamaica this time. Next week, I'll be in Jamaica, on a mystery guest day and no, I won't tell you where I'm going and under what name for for three nights before I work with the clients. I did it in Mexico as well. And yeah, so.

Zoran Stojkovic: 43:07

that's not too bad. You get to go on vacation, and --

Theresa Ito: 43:10

And my husband's an executive chef, so they get get his eyes on things too. Right. They get his so but between us there's probably I don't know eight years of experience in -- Yeah. When we do hotels and restaurants anyway.

Zoran Stojkovic: 43:24

if people are wanting to connect, ask you questions. I know you're you're on a lot of the social media channels, what's the best way for people to connect with you and to find out more about the company?

Theresa Ito: 43:33

Definitely bluemountain.solutions is the company website, Instagram, it's simply bluemountainsolutions on Instagram and LinkedIn. I'm Teresa Ito. So however you wish to contact me by any of those ways, myself and my husband and all of our associates. work here, so.

Zoran Stojkovic: 43:54

Amazing. Theresa, any parting thoughts for listeners?

Theresa Ito: 43:58

Be kind, realize that the people you work with you probably spend more time with them than the people you're married to. So if you can really have fun at work, not at the expense of anyone else, but truly connect with the people you work with understand their language, that could be their language of appreciation, then you really get to have some fun work should be fun as well, yeah. I love what I do, and we love what we do. And yeah, I hope I hope this has been entertaining. [LAUGHTER]

Zoran Stojkovic: 44:32

There's a ton I learned in the conversation with Theresa. But if there's one thing I want you to take away, it's this as a leader start by communicating clearly, openly and directly. Let people know what they're doing well, and that will open up the door for them to give you feedback as well in turn that will boost employee engagement and cultivate a cohesive culture on your team. Join us next time for a conversation with Rita Sever from supervision matters as we deep dive into how to cultivate Equity and Inclusion And why that's a competitive advantage for any team. Hey, thanks for listening to cultivate your culture. I hope you enjoyed our deep dive into how to level up the relationships and environment to cultivate your team's culture. If you enjoyed this episode, share it with someone in your life, leave a rating and subscribe visit Kizo.ca/podcast to get extra resources and join our email list. A huge shoutout to Teriyaki from earbuds for producing the music for this show and to Kate Leavitt and Silvio Canale-Parola for helping produce and promote the show. Cultivate Your Cultures produced by Kizo, a leadership coaching organization helping teams to get the results they want so that they can positively impact the world. To learn more about the services Kizo can provide for your team, please checkout our website at kizo.ca/team. See you again next week.