The Chris Voss Show - The Chris Voss Show Podcast – Creating Harmonious Workplaces: Culture, Leadership, and Employee Engagement with Richard Cruz

Episode Date: November 29, 2024

Creating Harmonious Workplaces: Culture, Leadership, and Employee Engagement with Richard Cruz Harmoniousworkplaces.com Richcruzchicago.com About the Guest(s): Richard Cruz is an accomplished advisor and consultant to C-Suite executives, specializing in organizational development and change leadership. With over 20 years of experience, Richard has been pivotal in enhancing organizational performance, developing self-efficacy among workers, and fostering employee engagement. A graduate from Purdue with a Master's in Industrial Organizational Psychology, he co-founded Harmonious Workplaces, a consultancy firm focused on creating positive workplace environments. Richard is also a co-host of the Harmonious Workplaces Podcast and an adjunct professor at Trinity Christian College. Episode Summary: Join Chris Voss in a riveting episode of The Chris Voss Show as he engages with Richard Cruz, a distinguished consultant who transforms organizations into harmonious workplaces. With a keen focus on organizational development and a background in Industrial Organizational Psychology, Richard shares insights on creating positive work cultures that boost employee engagement and retention. He delves into how effective leadership and data-driven decisions can significantly impact workplace harmony. This episode unveils the intricacies of culture in the workplace, highlighting the significance of perceived organizational support (POS) and its influence on employee retention. Richard discusses the evolving expectations of Gen Z in the workforce, emphasizing their need for belonging and meaningful work. The conversation warms up with tales of Richard's personal journey, from aspiring artist to business consultant, showcasing the value of adapting skills across fields. With a detailed overview of Harmonious Workplaces' offerings, including their culture scorecard and innovative illustrated book, Richard demonstrates the power of strategic change management. Key Takeaways: Effective leadership and a positive workplace culture are crucial for retaining talent and enhancing organizational performance. A strong sense of belonging and purpose is especially vital for Gen Z employees, influencing their engagement and loyalty. The Harmonious Workplaces Podcast explores themes of organizational change, communication, and culture, providing valuable insights for businesses. Remote work poses unique challenges to maintaining workplace harmony, requiring innovative strategies for connection and leadership. Richard's journey from art to business underscores the importance of versatile skills and adaptability in career success. Notable Quotes: "Work can be as fulfilling as we spend more time at work than with our families." "Your human capital is always borrowed. When those people are gone, you don't have 'em anymore." "Gen Z is a generation of creators—they want and need the sense of belonging and community." "Effective culture and leadership can prevent employees from becoming zombies within the organization." "There's a strong need for organizations to provide psychological safety and engage with new ideas."

You wanted the best. You've got the best podcast, the hottest podcast in the world. The Chris Voss Show, the preeminent podcast with guests so smart you may experience serious brain bleed. The CEOs, authors, thought leaders, visionaries, and motivators. Get ready, get ready, strap yourself in. Keep your hands, arms, and legs inside the vehicle at all times because you're about to go on a monster education roller coaster with your brain. Now, here's your host, Chris Voss. Hi, folks. This is Voss here from the ChrisVossShow.com. There you go, ladies and gentlemen. That makes it official. Welcome to the show. We certainly appreciate it

We're just going up on Thanksgiving here You guys should all have the invite out to the Chris Voss show Home so you can come by For some good Thanksgiving, Friendsgiving food If you haven't got it yet just keep holding your breath And see if it comes through So guys go to Chris.com for just Chris Voss LinkedIn.com for just Chris Voss

Chris Voss won the TikTok And all those crazy places on the internet And please don't put a comment that go to goodreads.com for just christmas linkedin.com for just christmas christmas one of the tick tock and all those crazy places on the internet and please don't put a comment that 10 years from now you're watching this video and it's february and you're like it's not thanksgiving anyway guys it is in 2024 so we had somebody on a 12 year old video the other day they made a funny comment like people are still using the iphone or something. Anyway, guys, thanks for tuning in. We have an amazing young man on the show today. We're going to be talking about his business insights and what he can teach you and you can

learn from some of his experience in life. Richard Cruz joins us on the show. He is an advisor and consultant to C-Suite executives. He helps organizations improve performance, develop self-efficacy among workers, foster organizational commitment through employee engagement, and lead change.

He also provides a highly effective training, education, and coaching to work groups to increase competencies for talent development. We definitely need more competency in this world. Welcome to the show. How are you, sir? Oh, I'm great. Thanks, Chris. This is a treat.

It's wonderful to have you as well. Give us your dot coms. Where can people find you on the interwebs to get to know you better? Yeah, yeah. So the main place you can go is to our website at www. Do we even say www anymore? I guess so. My mom does. Sure, sure. Exactly. So harmoniousworkplaces.com. That's the main place where you'll find myself and my co-hosts. No matter how you put it in, it usually gets there. Google search.

That's right. You can do that too. Yeah. So give us a 30,000 overview in your words. What do you do? Yeah. So what I do is organizational development and change leadership. That's been the career

path for me for the last few years. So what I do is go into organizations, I make sure of what they're doing. I document what they're doing and I'm trying to lead with data. I graduated from Purdue last year with my master's in science degree in industrial organizational psychology. It's stuff I've been doing for the last 20-something years. It just put a nice bow on everything. And so leading with data, taking a look at what is actually happening within an organization, and then assessing what's that gap, how do we get from where we're at now to where we need to be in in in the style of jim collins good to great how do we you know get get to that get to that stage harmonious workplaces you guys transform workplaces into places people want to work what why do you have to be like that

man man i you know a personal story right i i i made that my mission because i've i've been to places i've seen i've been with different organizations i've seen that there are people who think that work sucks and it doesn't have to suck you know work the work can be you know as fulfilling and and we spend more of our time at work than we do with our families in most places. And if you've seen most of our families, you know why. No, I'm just kidding. I'm kidding. I'm pulling that over COVID. They're like, oh, is this what you're like 24-7? I'm out. Yeah, you know, there's that. But no, I mean, we definitely need more harmony in the workplace and, you know, making a place people want to work work i've talked about this ad nauseum on the show over 16 years people like he's gonna do it again but you know it took me a long time most of my life to find something that i truly love doing every day and i would show up

whether you pay me or not or whether an amazon worker is going to show up you know whether you pay him or not but for me it makes a. And I know that people that are passionate about what they do, they love what they do, they'll do it out of love. Whether they get paid or not. Whether they get paid or not. I mean, Tom Brady used to take pay cuts with the Patriots so that they could hire a team around him. And he understood the importance, but he loved the game and and all

that stuff i assume he loved the game the whole career on it i would i would i would imagine so you see him now by the way fucking football sucks you won the most you know that would just destroy everybody um tell us a little about some of your upbringing what were your influences did you grow up with an entrepreneurial influence from your parents? Not at all. And how'd you get down this road to working this way? Yeah. So I grew up on the south side of Chicago over by, so I went to St. Rita Grammar School, St. Rita High School, you know, so it brought up Catholic. My dad was a Chicago police officer working in District 11, and then as a

detective in Area 4. And my mother, she stayed at home and raised us. And I wanted to be an artist, Chris. I did not want to. Business never crossed my mind one bit during all of that. From fourth grade on, I wanted to draw. That's what I wanted to do. But I never took an art class in high school. I always stayed in the honors classes just to get the grades to be able to go to college. And so then I went to UChicago and nobody ever goes to u chicago to study art at least not in the 90s but that's what i did yeah so you were drawn to art but now you're in business how do you make that leap you know i had a one of my friends when i was very young that had influence on me you know he told me that his

he would tell me about how his liberal arts degree actually helped him in business and as a stockbroker. He was a power stockbroker there during the 80s. I'm giving away my age. He said, and it really,

it also helped him in dealing with people like being a CEO of a company and interacting with people and being a ceo of the company and absolutely interacting with people and being a leader and he's yeah i never really thought that liberal arts would pan out like it did but you know i took ballet in college and look where i am today did you really did you uh come on man i think there's some physics that are possible that I can stand on my toe. When did you start this company? So we started this company last year, but I've been doing consulting work since 2005

because I went back to school for an MBA. You know, I found out after college really, really quickly that, that as with an art degree, I needed to figure out how to do business because I was not going to get anywhere. You know, so I started to do marketing. I worked in operations, retail operations for a little bit for a music company. And I went to be, I went to go to a printer and I said, I want to work for your company. And they said, how do to work for your company. And they said, how do you send something to print? And I'll never forget this.

The lady said, you have no idea what you're talking about. Get out of my office, go back to school, and learn how the printing business works, because you just don't know anything. So I learned graphic design. Yeah, it was a rough lesson, but I remember it. And it got me to go back to Columbia. I learned how to do graphic design, and that got my foot in the door to do marketing. And that's what I did since 2001 up until the present. But now I'm marketing us. But it was 2019 that I decided to go back to, I decided, is marketing really where I need to be? Because I really feel like I can use those skills, but I can use them to help make the workplace better.

And that's when I went back to school, to Purdue. And last year, one of my colleagues at Purdue, Cheryl Volpe, she's a former producer of a kind of cult show that had been on for about 13 seasons. Those who know know what that might be. But she... So it's a fight club. It's a comedy thing. And you can go and take a look at Cheryl Volpe and see where I'm coming from. But anyway, she and I said, while we were in class, we got to do something together.

We just gelled. And so after that, after we both graduated, we said, let's start doing consulting work. So we started to do that. We got our first client out of the gate and have been steadily building this. We brought on another consultant, Ben Kleinman, and we started to do the Harmonious Workplaces podcast. So we've been doing that. We just filmed our 40th episode. So we're nowhere near you, Chris.

Congratulations, though. Thanks. You know, most people don't make it past 20, 25. Hey, all right. What is the stats that we have from hosting? 80% of podcasts fail within the first seven episodes. Out of that 20% that survive, another 80% will die by episode 25, especially if they don't have their

own website established i don't know i guess a lot of people on like anchor's spotify system i guess people just throw a podcast for fun but most die by 2025 and a fun fact i mean most podcasters that have 100 plus episodes are in the top one percent so that tells you that tells you that 99 of the business is dead zombies and only one percent of the business is active it's not like real estate only like a few percentage of real estate agents are like they just making money the rest are living on welfare i think it's right in the sag acting sort of field anyway so you give us the plug on the what's what's the title of the podcast again oh it's the harmonious workplaces podcast and

you'll find it streaming on all you know it comes from pod bean so it goes on spotify our heart radio apple all that all that good stuff and so what do you guys usually talk about there so people know what they're looking for right yeah so what we because ben comes from a that's ben kleinman he's a northwestern mba and he comes from a change management background with rio psychology backgrounds and his you know we really everything comes down to the one thing that's constant, which is change. So we talk about that every week, bringing in some different element of it. A lot of it boils down to communication, but that's it in a nutshell. Definitely.

So you talk about culture in your work there, and culture is a real big part of making an environment to where people want to come. Fortunately, I was a good enough pre-study to learn about this back in the 1860s when I started working. And my birthday is coming up. I'm feeling it. And so tell us about why culture is important. It sounds like that's what a lot of you focus on when you go into companies

and take a look at what they're doing. Yeah. I don't know if anybody's familiar with the Edgar Schein model of culture, but if you imagine an iceberg, right? And below the iceberg, you've got your underlying assumptions of what is it that the company is all about? What are we here for? Why do we exist, right? From that, we get our espoused values. So what are those things that we value

and what are those things that drive us? And then at the top, what people see are the artifacts, right? We see the outward behaviors, the signs, the symbols, the communication, how we communicate those assumptions and those espoused values. If we have a rotting set of assumptions or a set of values that's out of line, what's going to happen to those artifacts? You know, we're going to see these outward behaviors of disengagement. We're going to see people who are going to, you know, at worst, sabotage, at best, you know, become zombies within the organization, right? So we want to avoid that. We want to, so culture is a huge component.

It's also when you make a change, the idea behind the change is to make it the new culture, right? We want to enculturate those changes. And so that's one of the things that we strive to do and help organizations to understand is, you know, we've got to look at culture. The proverbial fish stinks from the head down, right? So we've got to start at the top. Fish rots from the head. Yeah. And, you know, it's so funny how I see that in so many organizations. Like, there's been some run-ins we've had with different events and restaurants we've done around town

where we have a big group of singles that we bring. And a couple of the places, they clearly make their money doing events in groups, which we sidestep that because usually they want, like, big deposits. And normally, we come on a sunday and we try and find capacity that's empty right so we try to go to places where we know that there's plenty of room to fill you know their dining room and have our event and still you know be able to not have to put up you know thousands of dollars in fees we've kind of figured out that there's it's kind of a gambit the game if you will among restaurants yeah the group though you know thousands of dollars in fees we've kind of figured out that there's a it's kind of a gambit the game if you will among yeah the group though you know as soon as they hear you have a

group it's like cha-ching and you know we've even told that you know the reason they you guys cause a lot of stress in the system how do we cause different stress in the system than then you know if everybody just shows up my man we just brought you a whole bunch of business like what and if you understand capacity and inventory especially from an empty sitting thing from a restaurant so we've we've had two places two restaurants that finally said we're just not gonna after one or two times we're just not gonna work with you and we're like why not and we're like you're you know your per plate isn't expensive enough different things like this and initially i thought maybe it was the manager and so i always want to know if the fish rots from the head so i'm like let me talk to whoever runs your company and i would go up the chain and sure enough at the very

top it was the ceo of the of the two companies that the fish rotted from the head. And they didn't give a fuck about customer service. It was extraordinary to me. And you would explain it to them, and you would think I knew how to run a restaurant. I've owned dozens of companies. I've never run a restaurant. There's no. If you have empty capacity, you've got to fill it.

And if not, it's just burning money. Yeah, that's right. It's like inventory on the shelf, it's it's it's costing you money it's sitting there move it but you know i think i think for two of these companies it was a write-off but but you know it was funny to find that because i'm like is this manager an asshole am i just dealing with the manager as an asshole or does this go up the food chain and it was kind of interesting how you would always go up the food chain, fish rots from the head.

You know, there's also, you know, there's selection. So, you know, you, you, they found somebody who had maybe, maybe similar values, you know, shitty values, so to speak and said, Hey, this, I don't like the way this guy thinks let's, let's do that. You know? And that speak, and said, hey, I like the way this guy thinks. Let's do that. And that's going to just think about how that's going to stymie somebody's business.

They're just going to be in that same space. Whereas one of the things that we like to talk about is providing a place where new ideas are introduced and where there's some degree of psychological safety. It's interesting. You brought that up to them, right? So you have zero psychological safety because you're coming from the outside. I have no psychology. Neither. My brain is broke after all these years the culture the culture is so important it was

peter's book the fifth i can't remember what is the fifth discipline the fifth discipline and it was his book that really influenced me to think about culture i'm not tom peters as well but a lot of the books that i read thriving onriving on Chaos, I think was a big one. And it taught me how important culture is and how important it is when you start a company to inlay that culture and curate it, I guess, if you will, when the company starts. And of course, a lot of people, when they come in, they have to do an assessment of, is this the culture that I want if you're a new CEO, et cetera, et cetera. Now, I noticed you guys have a culture scorecard, workplace culture scorecard. That's great.

That's the website that people can check out. Tell us a little bit about that. Yeah, yeah, sure. So we came up with the culture scorecard. I don't call it an assessment because, frankly, I'm trying to be as ethical as possible in all of this, right. In order to be called a true valid and reliable assessment, it, we do need to do some more testing on it, but it has been, it has been vetted by several other industrial organizational psychology professionals and, and academics. But what it basically does is it allows you to measure

across several different, a five point scale, right? To measure across several different aspects of your business. Where am I at? You know, do I need to consider making some changes to how my culture is? Or am I in a good place? And we certainly have people fill that out where they feel like they're in a good place. But oftentimes we have some places that maybe they have some new technology that they're not getting full adoption of, or maybe they have people they just can't retain. So you see that quite often where you have people who are there for a short amount of time. And that's one of those top concerns in 2024. Now going into 2025, I want some good people and I got to be able to keep them, right? So that scorecard is kind of telling on that.

But it's only a gloss overview. One of the things that we do is go into the organizations, really get deeper into what's really going on our our do we have some you know disharmony dissonance between where you need to be and where you want to be and where you're at right now and how do we how do we you know level that off to you know have everybody you know sing and play together, if that makes sense. Yeah, nicely, right? That's right.

Sing and play nicely together. Play nicely. Play nicely. Can't we all just get along? But culture is so important, and a lot of people leave. You talk about this on your website. A lot of people leave over bad leadership and bad culture. What are some of your thoughts on that,

why employees are leaving and why that can be costly. Yeah, so there is a concept called perceived organizational support, POS. It meant something completely different with my first car, man. Yeah, with my first car, point of sale. Yeah, point of sale. Mine was a piece of, you know what, car, right? Oh you know what car right yeah yeah oh yeah that first car my nissan centra healthy cars don't don't shame and drive away the nissan centra yeah when you have a when you have a nissan centra with a yeah that mine had mine had a wooden a wooden bumper for about two weeks.

Mine had a giant hole in the driver's seat. Oh, that's awesome. The driver's thing. You could see the road passing underneath. You had to put the steel plate down. It was pretty fun. Oh, that's awesome. First car is the greatest.

Right, absolutely. When you're poor, when your parents aren't rich. That's right. Yeah, yep, yep, yep. $600 bought me my first car. Absolutely. When you're poor, when your parents aren't rich. That's right. Yeah. Yep. Yep. Yep. 600 bucks bought me my first car. But POS in the sense of perceived organizational support, that is critical to holding on to people. When they don't feel that they're valued, when they don't feel that they're contributing, or when they are contributing, but they're not being acknowledged. And when they don't have the proper training, the proper onboarding, when their ideas are not accepted and there's no feedback loop, they have options. Human capital theory posits that the value that an organization derives comes from the people that work there.

And that value is, that capital is always borrowed. I mean, you have assets, right? You have IP, you have actual cash, but your human capital is always borrowed. When those people are gone, you don't have them anymore. And so you lose value immediately when you have that happen. When you have a bad culture and that happens en masse, what's the value of your company at that point? Yeah. And when you have a bad culture, it really interferes with the human spirit, the human drive, the human integrity to want to do better, putting the hours.

People just kind of phone it in. Right. human integrity to want to do better you know put in the hours people just kind of phone it in right i mean we even noticed that you know like a lot of our videos get watched on friday and we're just like during the day and we're just like we know what everyone's up to i'm on facebook here we go i've always noticed tuesday is the best day like everyone to get people to answer an email like monday evidently they're doing their work when they show up for work and then like tuesday they're pretty much done i guess you're just reading junk truth but you know culture is so important and leadership is so important people if someone's a bad leader they're toxic they're they're just really poor and emotional intelligence and connecting with people. It can affect everything.

And, you know, you want people to be inspired. You want them to feel motivated, especially this, you know, talk to us about how Gen Z is changing the game. I know millennials had a big hand in that. Gen Z is changing the game when it comes to, you know, needing good culture, needing good leadership, wanting to matter. And I imagine Gen Alpha is going to be the same way. I would imagine you're right. You know, that's the generation that hasn't yet hit the workforce, but they're there, man.

I mean, they're primed. And, you know, we've never had in our history such influence because of the Internet, right? Because of access to apps and phones. And now, you know, everybody's messaging each other all the time, right? So I've got three kids. They're all Gen Z. And, you know, they absolutely hate when I try relating to them. But they want and need the sense of belonging. They want and need the sense of community, right? When they don't get that, and they certainly want, they are a generation of creators, right? Even the thinkers, they are

always creating something, you know, and they want to feel like they have some input. When they don't have that, when there's some degree of, and it doesn't take a lot, reticence to accept feedback or to make some change for for their you know to satisfy them uh the disengagement happens and they they can go and start finding something else you know and they're all very tech savvy and i can't say all the most pretty tech savvy and and and primed for prime for the workforce yeah and they definitely want they want stuff that matters that they want to do work that matters, you know environment social causes You know, I think I think I think it's just not even that I think they they want to do something matters to them The feeling they're making a difference may be bigger than themselves in the world

I guess different than us Gen Xers were just like we just want to make greedy profit money I don't know man. I was gonna say I I guess different than us Gen Xers where we're just like, we just want to make greedy profit money. I don't know, man. I was going to say, I think Gen X now, where we're at, we're looking for purpose too. I think you're right. Earlier on, I just wanted a damn job. I just wanted to work, and I just wanted to make some cash and then start a family and all that stuff.

But now I'm like, I'm looking for purpose. And we're at this stage of life, the Gen Xers and the boomer generation, right? Where there's this model, Eric Erickson, who says that we're like at this stage of our life where it's generativity versus stagnation, right? So it's we want to pass on the knowledge that we've gained now, you know, to the younger generation to help them. I think that brought me into wanting to be, and now I am, an adjunct professor at Trinity Christian College. And that's a component of what we do in our consulting, too. If we don't give back, like if we're not finding that purpose and we're giving back, then we're stagnating in our careers and we're not moving forward and we're just kind of, you know, it's status quo for us. Whereas like that younger generation, it is intimacy versus isolation. They're looking for their tribe, right?

They're looking for where do they belong. That sense of belonging is something you're seeing in all the Gallup polls. You're seeing it in the Society of Human Resource Management, or SHRM, Society of Human Resource Management. You're seeing scientifically they want to have a sense of belonging. And if they don't find that, then they feel isolated. And when they feel isolated, they're going to go find someplace else where they're not going to be isolated. Yeah. And remote work has kind of had a real impact on culture, too.

Talk to us a little bit about that, because, you know, one of the things I recognized early on was, you know, when you're a leader, you know, people can, you can touch the hearts and minds of people when you're in the office. You can check in with them. You can stop by and say, how's it going, Bob? And give me those TPS reports. That would be great. That would be great. And yeah, but it's hard to do that sort of human communication connectivity over Zoom. It's very, you know, we've had psychologists on the show that have talked about how, you know, these 2D screens, our brains really have a hard time with 2D, two dimensional.

But we're used to seeing faces in three dimensional and we're used to reading body language, facial features, facial communication off of 3D faces. Right. And this really actually messes with our brain, the 2D thing. Plus, there's kind of a disconnect. You're over here, I'm over there. You feel... It's easy, I think, for employees to feel disconnected.

It's harder to... If I'm dealing face-to-face with an employee, I can kind of see their interaction. I can see that they're like, Hey, Chris, thanks for checking in. But when they're over on the thing, you don't know if they put up a fake picture of their avatar yeah yeah i i in fact i remember i was working with the company and they had a like a christmas party but it was you know it's a covid christmas party so so it was all online and it was facilitated by facilitated by a third party

oh man it was how's anyone gonna get drunk and you know somebody's gonna get caught doing making out in the in the copy room or something that that didn't happen no yeah yeah there were no no no butt copies being done at this party but what party is this i tried to do like party games and stuff like that and god bless the facilitator for trying real hard but it just it just isn't the same you're right and i'm in a group of i'm in a group of consultants we we've met and we still meet every like the first third and first second and third friday of the month and we had met for two years right and then one of them said hey look i have this place on on the on the lake shore everybody come out to this this party right so we actually had

an in-person party seeing everybody in 3d the room was just lit up like we were just like holy moly this is what you look like you know oh you're that short oh you're that tall you know holy shit you're uglier in person jesus what kind of filters are you using over there mod yeah yeah somebody's named mod from the 60s or something 70s i just date myself but you were saying that i mean they basically know, it's a whole different culture when people interact human being-wise. Oh, yeah. Yeah. So being remote has been really hard on everybody.

I think people are just sitting around doing nothing. They've got the little TikTok shop thing that moves their mouse so it looks like they're busy. I don't know i was gonna say there there's there's a group of introverts that are probably going i don't know what the hell you're talking about chris i love my job introverts unite in your own little corner i've worked for almost 2004 i mean like when covet hit i was we're gonna start working at home like hey this is my space i was here first get off my lawn yeah they're like oh this is really cool and i'm like yeah i mean it's cool but you know i've been here doing it and yeah it's nice i mean you can do stuff in your underwear i'll see these news anchors that come on the show and and they'll be

doing the news and they'll you'll see i don't know an instagram side shot of them and they're in there i don't think they're in their underwear but they're in their shorts they've got like a suit top on for the sure for the spot and you're just like it's kind of funny to watch people and what it's worth chris i'm very comfortable right now there's a couple websites. I'm not even going to ask. I go to the OnlyFans folks for that. As we go out,

give people a final pitch. How can they work with you? Is there a certain type of client or size of company you work for? Do you only work for Fortune 500 companies sort of thing? Certain amount of budget, etc. How can people on board with you reach out to you and all that good stuff can i can i do two things the first one is and this this is

very very new we actually wrote a book it's kind of weird but it's kind of cool it's not just like a normal ordinary book we actually wrote a cartoon book oh sh me the hr hermit crab sure me the hr hermit crab that's right and so it's it's an illustrated book so of course every page i'm opening here doesn't have an illustration but there we go you know so there's there's kind of a sample of it we've got 10 stories in in here from our little hermit crab guy here. And we talk about organizational culture. We talk about organizational change. We talk about leadership.

All those things that you were talking about, we tried to stuff into 10 little gags that kind of gives sometimes a science-based, oftentimes just a business-based synopsis of the lesson to be learned from there. But yeah, it's now available on Amazon. And so you go to harmoniousworkplaces.com and you'll find Shermie there. And if you go to shermiehrcrab.com, that's the direct link to his landing page. Hermit Crab, Shermie the HR Hermit Crab book. That's right. Meet Shermie. Get your book on Amazon.

You can order it off Amazon wherever fine books are sold. Out November 13th, 2024, as we like to say. That's right. Very, very, very, very new. And yeah, we're very excited about it. But that's a good idea to get in touch with us. Also, we have our podcast, the Harmonious Workplaces podcast. And then we have a blog.

So we try to publish at least once a week on the blog there. So we've got, don't know 50 or 50 60 articles up there and yeah you just tour around the tour around the site let us know what you think shirme the hr hermit crab the first one and you made it fun that you made a cartoon book for the gen zers i love that hell man i'm what are you talking about talking about? I'm a Gen Xer and I love cartoons. Do you? Do you? Oh, man.

I guess that's kind of one. Like I said, that was Saturday morning, right? We did go on cartoons, yeah. We just waited for Saturday morning. Yeah, that was like the gold there, man. That and ABC Wide World of Sports. This is how it goes up. Anyway, thank you very much for coming to the show. Do we get your dot coms? Give those out if one last time. That and ABC Wide World of Sports. This is how it goes up.

Thank you very much for coming to the show. Do we get your dot coms? Give those out if one last time. Sure. Yeah, yeah. I'll give out. You go to harmoniousworkplaces.com. You'll also find me on LinkedIn. I publish everything possible that I can on LinkedIn.

So that's LinkedIn slash and slash Richard J.A. Cruz. That's my, those are the main places where you'll see me. Thank you very much, sir. We certainly appreciate it. Awesome. Thanks, Chris are the main places where you'll see me. Thank you very much, sir. We certainly appreciate it. Awesome. Thanks, Chris. This is a real treat. Thank you.

And thanks to my audience for tuning in. Go to Goodreads.com, 4Chess, Chris Voss, LinkedIn.com, 4Chess, Chris Voss, Chris Voss1,

on the TikTokity, and ChrisVossFacebook.com. Be good to each other. Stay safe. We'll see you next time.