Video Excerpts From the Podcast
Meet Poonam Balan
The Role of Human Capital
Resilience During Crisis
Purpose During Crisis
Podcast Interview with Poonam Balan
Transcript of the Interview
This text has been auto-transcripted. Please excuse mistakes.
Xerxes Voshmgir : Hi,
And today I’m here with
Poonam Balan, I’m happy
that you’re here and,
yeah, please introduce yourself.
Who are you?
Poonam Balan: I’m what happened
to be here to use their axes.
And it’s really,
quite an effort that you’re putting
forward to explore the boundaries
of human context.
So I’m happy to be
invited to this podcast.
If you want to know a
little bit about me, I’ll go ahead.
Then, : I’ve got,
tri-identity in a sense:
I am of mixed heritage,
Chinese Indian and,
they call people like me Chindian or
I don’t know if that should be Dinchin
or whatever way it should be, but,
and I was born in Malaysia.
to Canada when I
was a teenager.
So my try identity includes different
nationalistic identities as well.
And then I came to Europe
about a couple of years ago.
now, about and a half years
that I’ve been settled in Germany since.
So it’s been really interesting to
carry a different market knowledges
and, and, and sort of cross
exchange and see where that can go.
In terms of my background,
I’ve held a few
different roles in different sectors.
I started in hospitality
and that was really wonderful in
Canada and that, and then I went on
to banking and hit the last global
crunch right in the smack middle of
it, because I was working my way up.
I did leave in good terms.
And then, I
learned a lot from that.
And then I joined the Clinton
Giustra and then in Malaysia.
It quite a bit of work in Asia as well.
So, There I got my
first taste of working,
I think with government agencies,
the broad scope work of
national public, impact.
started to consult in.
Now I find myself in Germany largely
advocating sustainability, especially
in the social and governance categories.
I work very much so with companies that
want to transform themselves from within
and create links for them to do that.
So that’s, that’s in just
the high level of what I do.
Xerxes Voshmgir : So please tell
us why do you do what you do.
Because I have a dying
urge to change something.
I mean, what I do
is really interesting as brand
integrity, requires a
crossover fields and,
an ability to understand.
You know what agility can actually
do in, in these situations.
We’re at a crisis time right now.
So what I’ve always tried to do is build
proactive measures in an organization
that will sustain jolts like this.
Xerxes Voshmgir : And,
when you look back
was there a specific turning
led to what you do today?
I mean, I think
I’ve had a few turning points that
it has very much to do with my.
transition through life,
moving to Canada as
an immigrant, as a PR,
and then coming back to Asia and
repatriating as a foreign trained
Asian, Southeast Asian talent.
and finding that,
yeah, that continuity in my career.
So the big jarring point, I think
the big point that changed me was
probably the realization that I offer
a unique perspective and I always
will, and if I don’t insert that value
into everything I do through whatever
resources I have, then that opinion
and perspective will never be heard.
So we need more perspectives
for diversity to actually work.
Xerxes Voshmgir : And you talked
before about the current crisis.
So what’s your thoughts on that
In, in what expect.
Xerxes Voshmgir : what do you
anticipate will be, which direction
things might be going and how to deal.
Poonam Balan: Hmm.
well, I, I work
with, quite a
different array of people.
On one hand, I work with
folks that are venture folks.
And I think there’s a big change
in all these, these,
industries that have the ability to
see a pattern or a wave, you know,
and money is one of the easiest.
And, and the other side of my pond is
folks that are in the startup industry
and burgeoning tech, and
and largely what I do is build in
their human capital structures and
what that can mean in the future.
So for my field of work, it’s still a lot
of, you know, to be determined because
we have different pockets for talent
that don’t really fit with each other.
Right now there’s this talk about, you
know, on demand talent going up and
companies finding new ways to support
that, IP attrition.
but I think everyone’s
figuring out how to sustain people.
So it’s difficult at the moment.
What are some things that have changed
for us, I can share is that I’ve
had to become a lot more emphatic,
in a different way.
I’ve always tried to be empathetic
rather than some sympathetic about,
about someone’s situation and how
they commit to their self progress,
so, or their professionalism.
But now there’s a lot of,
a need to just connect
with people and give them what they
need and give them what they want.
And if it’s attention, if it’s just
listening to difficulties that are
very personal, a boss now or a leader
now, whatever it is, a team player
now has to become even more human now.
That’s something that I’ve realized.
So it’s, it’s difficult when
you own your own effort you have
to make more time for that now.
So, you know, I’m long gone.
I think are the structures where we used
to all clock in, put on a hat, and then
clock out, and now you really have to
face the reality that you will, you’re
responsible in a way, for.
a person’s state of mind
even more so than you ever were before.
And so I’ve had to change
the way I ask questions.
I’ve had to change the way
I approached vulnerability.
I do see some
scary sort of agency like trends.
I mean, I worked with a ton of
agencies myself, never in their shoes,
but working with them, of course.
And think lot of skewing of,
you know, solution
thinking, you know, if you address
vulnerability, you’ll address it all.
if you address
diversity, you’ll address it all.
And those kinds of thoughts are,
are a little bit misleading as well.
So I find a lot of our teammates are
searching for that one word solution
for themselves to sort of see the end
of the, you know, the light at the end
of the tunnel, but then it’s at the end
of the day there, what they need is a
team that works with them in reality.
Poonam Balan: and that’s,
that’s a lot different.
Xerxes Voshmgir : Okay.
And, do you think the
current crisis will
pose a chance that there will be
bigger change towards you’ve just said.
Poonam Balan: I think so.
I think so.
I think those who, those, those who have
resilience, : We’ll probably
see it through in a different way.
It’s just a matter of what are the
counterweights of our systems these days.
So if, you know, if we’re working
with the same structures we’ve worked
with before and we’re resilient
through that, that’s good too, because
those were the structures before.
And you have all these new structures, new
business models, new sustainable community
structures and funding structures that are
trying to come through and prove itself.
: I think it just is a
matter of all sides of the perspective
being as resilient as possible.
So we will come through, if we are
resilient and methodical and maybe
a little bit slower, :
and a little less satisfied with
our returns or immediate returns.
Everything is, is
not sustainable on just immediate
dopamine or, you know,
And so those things have to
be worked in and worked into
an SOP and stuff like that.
So I think these are the, like the
micro methods that everyone needs
to look at it as a lot of talk,
but it’s really hard to actually,
do it, I’ve noticed.
Xerxes Voshmgir : Okay.
And, from your
experience from the last two months
with the companies that you work, do you
have the impression that most companies
are resilient, or do you see that,
Xerxes Voshmgir : it’s very problematic?
What’s happening right
now for many companies?
What’s your impression.
Poonam Balan: I mean, it depends.
It’s very industry specific
and very sector specific.
So it really depends,
on one hand, if I pick, let’s say,
a social development goal and cut
across the private to for profit,
you know, to not profit to social
sector and see what’s being done.
there’s a lot
of lack of clarity in a sense.
You see on one hand, he jobs still
being posted up for positions,
therefore showing that the companies
are actually, so keeping those,
those, those pathways through.
But a lot of the companies we work with,
they’re not exactly very open to giving
announcements at the moment as well.
So, you know, a lot of PR work is
being reshuffled and all the initial
hopes that a lot of these entities had.
Are not exactly working in the
way, you know, people want.
still so much being done.
That’s the truth.
There’s so much going on, but
a lot of people are not sure.
A lot of organizations are not
sure how to communicate those
priorities into the future.
So, I mean, it depends if you’re,
if you’re Adidas and you received,
you know, the stipend
that they did right now, the
funding that they did right now and
what they’re doing, and you’re so
clear and you had already a very.
move into the conservation work
and what they were doing, then it
was, then it’s easier for them.
They’re going to probably show more
traction and more resilience because
they already were on the same purpose.
but companies that
are finding that now are probably
getting really jolted, you know?
What I find is a lot of people
want to come out with stories.
So I have to pull it out even more.
Say, Hey, talk about
your environmental work.
Talk about the emissions.
And the pushback right now
is, but why would I do that?
There’s, you know, we have
to address the job loss.
We have to address other,
PR stories and brand stories that
are more important than, you know.
It comes back to basically
allowing your colleagues to do
what they do and trusting them.
And maybe if there’s Crossfield
anxiety from HR to front-end sales,
then those anxiety
points have to be maybe also
just aired out a little bit more.
So that’s a lot of hesitation
is what I’m seeing.
A lot of hesitation that’s unnecessary.
And then I find out that
it’s largely because of.
Just the lack of trust
or a lack of prioritization or,
you know, just people not finding
the way to the end of the tunnel.
And some folks are looking at new careers
trying to, but they’re unsure, you know?
So you’ve got a lot of leaders that
have not had their ability, their chance
to really truly lead for frustrated.
And are pushing
into looking left and right and
losing their own sense of purpose.
It’s, it’s pretty debilitating.
I think a lot of people feel
like they can’t do a lot, so.
Xerxes Voshmgir : Since you just
do you think,
how important is purpose right now
during this crisis and in general.
Poonam Balan: Huge, huge.
Yeah, it is.
It is unfortunate that we need
stress and pressure and scarcity
to make us innovate and create.
It is unfortunate as, as a human
species today, it always has to,
you know, we always have to get the
little bit of this amount of stress
for us to actually produce something.
So I think.
But those who were already on that
path of adjusting themselves and
committing themselves to something
greater than, you know,
monetary instruments or social capital
recognition or, all
these other things that don’t really
give you, yeah resilience for your own
career, your own charge, however long
you’re blessed to stay on this planet.
I think for those who started it that.
life is probably
a little bit more palatable,
And they probably know how to work
with, within that context when they
look at their colleagues left and right,
and they know how to coach and, and,
you know, bring that person on and
say, Hey, I was doing these things.
I was writing a journal every morning.
I was, I
joined the 5:00 AM club.
I, I, I did all these
things around my life.
So that I could uphold my purpose and I
didn’t know my purpose for a long time
and I did this, this, this, this, to get
it clear, that kind of soft skill that.
Ability to look inward and outward
and be accepting of where you are
is helping a lot with the people
that went down that path and the
teams that went down that path.
But the teams that didn’t go
down that path, it’s a shock.
I see teams that I will,
we will try to work with again and again,
and they go back to the same thing.
Oh my God, I can’t
believe this has happened.
So, you know, it’s still.
But it just, it just takes time.
So those are practicing on purpose.
They understand, you know, they would
see the value of a target picture,
simple format that shows why, when,
what, how, you know, and where are
you in that then and when you tell
them, okay, now let’s take this tool,
which is a very simple canvas tool.
And then use it for another purpose
of mapping, maybe a flow in a supply
chain or mapping a gap between
They’re ready to invest.
More of their acumen than even,
that is, maybe they’re not too
sure of, but they have a hunch.
So there’s more intuitive ability with
the people that have gone down that route.
was basically had any.
Personal coach that talks about purpose
or they’ve done some company wide
programs or training, they’re a lot
more susceptible to allowing their
skill and their intuition, which is
their personal ability, their soft
skill, and the attic aptitudes to
actually flourish and take them further.
Those that have not,
it’s really a tough time.
So a lot of empathy, a lot of
how tos, simple steps, you know,
I did this and I
failed a lot of that kind of sharing.
Xerxes Voshmgir : Okay.
do you think that now this crisis might
be opportunity that, the
topic of purpose becomes a bigger role in
companies and maybe even in the economy?
Poonam Balan: Oh, definitely.
you know, you see ESG
funds, for example, bond indexes
coming up with even more clarity.
Now we’ve seen some success happened
in a lot of countries, but now.
I think more than ever, people
are looking from all angles.
If you’re a investor or you’re a issuer,
or you’re a startup that is working with
a fund that has an acceleration fund
for you, everyone’s now
starting to become maybe a little bit more
interested in benchmarks, you know, like
ESGs, like as responsible
investing or social development goals.
Now, people, I think, have the
opportunity to take a deeper look.
The unfortunate thing though is a lot
of these frameworks that we have out
there, when you overlay them, it becomes
extremely convoluted again, in the, in
the world of sustainability and impact,
and there’s not a lot of people from other
fields outside like communications or
PR or branding that are cross bred like
myself that come in and do a lot of work.
To clarify that.
So while there is interest, the
genuine talent that want to come
out and do something different like
yourself, you know,
find themselves still asking the same
questions again, again, and again.
Why does this framework matter?
Is, are the decisions
we are making based on a lack of
clarity of multiple frameworks
actually going in the right direction?
Or am I doing the same thing I did
before when I had all the security of
my career, for example, before Covid 19.
You know, so some people are
pressing on for higher personal
thought and some people are not.
And Perhaps we
need, I do see a need for a
lot more candid conversation.
If you don’t understand something,
just say you don’t, you know,
I hate being by myself alone
and, and I find, Oh no, it just
puts on people hat, you know?
I’ve also representing a very
different voice most of the times.
So all this kind of stuff, I think has to
stop in the way we interact about things.
While there is interest,
there’s still not much clarity.
Xerxes Voshmgir : Okay.
please tell us, is actually
purpose part of your work
that you also offer, or is it.
A thing that you have clarity
about yourself and your company and
indirectly becomes part of your work.
I think it’s indirectly part
of my work, but it’s always been there.
I’ve been in CSR
since, 2007, 2006.
so I’ve been.
Working in, in, you know, corporate
qualifiers, running campaigns,
doing all sorts of
galvanizing, and then using that for
the post rebranding after restructuring.
You know, I was a greening ambassador.
I started a bunch of SLPs on
my own at that time, which
has survived all this years.
And, and for the company awards
and recognition from industry
players and stuff like that.
but I remember
the grassroots of it.
I remember when I started
it, and I remember the human,
human fight against it.
When I said, let’s not have
styrofoam cups, let’s have paper
cups and everyone went away, it’s
going to burn my hand, you know?
and in Canada and
everyone wanted hotter drinks.
I said, why?
It’s a small change.
And I found myself at a very
early age, leading upwards.
But having to use negative
marketing, having to use fear and
having to use all sorts of awful
storylines to make people change.
And I thought, gosh, this is terrible.
And then I moved to working with
’em, a bunch of agencies as a
public fund owner and running.
Talent strategy for countries.
So then they came to pitch to me instead
and I was like, okay, let’s put all these
agencies together and see what they do.
Actual, you know, return on value rather
than our way and out of advertising.
All these metrics that they use.
It didn’t matter to me.
I just thought they were all just dopamine
boosters that don’t really give me a
quality database that I can work with
because the kind of people I was looking
for were a different echelon of people.
I was looking for people that
have resilience, not just the
global career, you know, and
have something unique to offer.
So throughout my career, purpose
has been a very much a pointing
guard of where things should go.
it’s been maybe easier
for me in some ways too, to understand
my purpose because I’ve had to the,
yeah, I was born mixed heritage.
I was always positioned as such.
I was always having to compete
to approve a lot of capabilities.
At least I felt so and so.
For me, the purpose number one was always
to, you know, do what I thought was a
better standard than the status quo.
And I’ve never thought that the status
quo was ever good enough because I
came from come from a medical family,
and we all always just sort of very
humbly say, no matter what it is that
you do, humankind seems to also, you
know, just move at one step at a time.
But sometimes we move in the wrong step.
So for me, purpose is, it
was never called purpose.
in my household,
but it was called, you better
do something that is the norm.
go what you represent.
So yeah, for me, it’s been part of my
career, but for other people, it’s,
Perhaps it’s not, you
know, and, I, I do
sometimes wish I had a different purpose.
for example, saving
turtles, you know, that was not related
to my skin color or my representation
of a minority voice, or I do wish I
could flip between them, but what I
found out with that, with adult life is
you can’t do it all at the same time.
Xerxes Voshmgir : you talked about the
status quo and challenging the status quo.
So which paradigms do you think
need to be challenged in your
field of expertise in the world?
Poonam Balan: at the moment you,
before I was really advocating
before this crisis, I was really
advocating for a strong legacy
brands, that hold up a.
A cultural identity to look
at themselves deeper in there,
corporate governance and their CSR.
You know, so I, I typically pick up
annual reports, go to shareholder
meetings as an investor myself.
pull up a bunch of friends
who are in that field, talk about certain
things that “Hey could be better”.
And then if there is something that
we can improve, we will improve.
So before it was always about CSR
was Picking up a better role.
I mean, because I’ve always worked in
the employer branding stance, right?
I mean, 10 years ago, 12 years
ago, you know, it was different.
And, I guess because
my career started in transformation,
I’m always looking for when that
earthquake is going to happen.
And do we have a robust
that will bring us together?
You know, so.
At the moment now that focus of like,
okay, let’s get, you know, companies,
comms and HR to work together better,
with their strategy
team, build those structures in.
Now it’s become desperate run
for human capital understanding.
And that’s, that’s really difficult
because a lot of companies don’t want to
expose those things at the moment because
they’re not sure what they want to do.
I don’t know when those doors
are going to really open.
but I suspect I really have
to start to focus on recruitment firms
and what is happening in talent as well.
And then probably delve a little
bit more into labor laws and
how things are working there.
So it’s, it’s a lot of now putting
different generational perspectives in
a room, getting everyone excited about a
singular point and just going that way.
Otherwise, there’s not
going to be much, much help with anything.
And I think a lot of markets right
now, if you look at the weaker that
we all IX Washington is expecting to
return, it’s not going to return it.
If you don’t watch a job attrition
next to unemployment, for example, if
companies are still pushing out the
best assets every two, three years,
ever five years, you’re not going to
build anything for the future because
that big white space it’s still there.
That’s where the new business models
are, and that’s where the money is.
So I tell people 15 business models
that I could do in my little think-do
tank, but do I do it under my brand?
No, not necessarily.
I do it under other brands.
I help other brands.
Should I join a fund?
But it will take me time to probably
figure out if they’re actually of
the same value spectrum as well.
So I think.
Human capital is a topic we have to get
into collectively, everyone and impact.
Because if you can’t sustain this big flux
that we’re having right now, and if you
don’t know what the MNCs are talking about
when they mean human capital or what the
SMEs talk about when naming human capital
or what the solopreneur talks about,
then we’re going to miss each other.
again, it comes back to
that, you know, crisis caused empathy.
So, yeah, this has to be raw.
And it’s unfortunate when sometimes you
bring up the word human capital and people
say, I don’t really want to talk about it.
I was dealing with it.
Until that’s done, we can
open up that conversation.
and I’m like being part of
the banking industry before, during the
other crisis, like not much has changed.
So why would it, why would you change now?
You know, and if you’re uncomfortable
to talk about it, you’re
uncomfortable to talk about it.
But, questions like,
are our companies or our organizations
doing good exit interviews?
Are they still understanding
people’s personal goals?
So are they building
personal purpose plans?
Do they want
to know those things, right?
Do they want to know that their
employees are looking for jobs on the
side and they’re just sticking around
with this job now because they have to,
what can you do more to,
to give them more value,
to make them feel more valuable?
You know, things like that.
So I think human capital is, is huge.
It’s just the beginning of the numbers
that we see, and that’s really, really sad
and really unfortunate because there, the
other worry I have is the recovery rate.
No one’s talking about recovery rate
in this talent space, which is, let’s
face it, it’s one leg in, in the entire
organization is people, you know, it’s
people that hold everything up, but I
don’t see a lot of content coming out
about how they’re going to recover.
Xerxes Voshmgir : came up now, because
you talked much about
human capital: a lot
of people think that they have a calling.
And so my question is, I really
always think about humanity, and I
have this idea of,
I have this impression that maybe
humanity has a calling, as such,
we as humanity, not just we as as
individuals, and now we are in the crisis.
It might get even severe, not the
pandemic but the economic crisis.
So if humanity had the calling,
what do you think it would be.
your brother and sister.
To just do, If you see
someone that needs anything, just do it.
That’s, that’s what we need.
That’s it’s those basic
inclinations to just push present
yourself as a, as a human.
Fellow human person living through the
difficulties of life and saying, look,
I want to give you a hand, you know?
and, and being able
to just also take the rejection of
maybe someone who was not as secure to
receive that help from you at that time.
But you have to, you have
to just keep doing that.
And I think, we’ve made our
systems and our businesses and everything,
we do so complicated that we forget that.
just sort of turning
around and saying, Hey, what do you need?
And I can give you a connection
or something like that.
So a lot more of that, if it comes
back, that would be a lot better.
I don’t think, I don’t
think picking the Matic elements
and pushing people to share or doing
anything right now is a good idea.
It’s more, I’m here for you.
This is what I have.
And so if we talk about companies, a
lot more transparency would be nice.
you know, less of.
that people like me are very good
at doing, but to me know where
the real value is and isn’t.
And so it’s a lot of shifts in that way.
I mean, in one way that we’re doing it
is, instead of talking
about tasks with some colleagues
or the youth board, for example.
We just do it right then and there and
that show of that I’m here for you.
And even though I don’t see you
and I’m not an office with you,
I don’t get to be there with you.
Come with me in time, you know, come
with me and the existence that we
have and, and let’s be very humbly
appreciative that we can be here together.
And I truly try to to be
very granular about that.
And I think as a female, it’s also easier
maybe in some ways to be more caring.
I need to do more of it.
That’s what I’ve learned now, and
that’s, that’s hard on a lot of people.
So one thing I’ve seen is
people can’t keep it up.
but maybe, maybe together
we can, you know, so who knows?
Xerxes Voshmgir : Okay.
And, I mean, now we.
Have as operating system,
in the economy
that is, mostly
So what do you think needs to happen?
That we get towards an economy
that is more oriented towards
that we care for each other.
I think, again, it’s, it’s creating
a buffet of options,
that people can, can, human
beings can engage in, right?
As human beings first.
And we, the world created these options,
for example, in tech media, but with
Facebook and social channels and so on.
I was one of the first few people who.
I, although I use social
channels to generate leads, I
never used emotional marketing.
as a system, I never
believed in it because I came, I come
from a family of medical professionals,
and if I were to do that, I would undo
the work of all the neuroscientists
than your surgeons and my family
and, and all of those who were
fighting for Ayurvedic treatment.
you know, cannabinoid
treatment, a psychedelic treatment
versus a typical pharma driven agendas.
And I’ve been part of that pharma
driven agenda since I was a child.
I used to do the medication, not a stock.
And I used to always ask questions like,
why this medicine versus this ones, this
has kidney failure as a side effect.
Why are we doing it to the world?
Why me, you know?
was very irritating kid.
So I think, I mean, yeah.
If we don’t become clear, essentially
we’re not giving people options.
We’re doing the same
thing again and again.
It’s, it’s a real struggle.
for us with tech hub,
we want to turn 70, 30 into our
contributions to youth, to talent
development, to youth talent development.
And that doesn’t mean we’re, we’re
giving up on the gen Xers or the
baby boomers or anybody else.
No, that’s not the point.
We just have to re configure how we
work and we want more peer to peer
sponsorship rather than just mentoring.
Worked with quite a
bit of mentoring entities and we
find that not to be our business.
if we were interested
in marginal earnings with, you know,
IP sharing and all this kind of
stuff, that maybe that would be our
business, but we didn’t want to do that.
So there’s nuances that
have to shift with our rule.
So 70% going into the development of
that, and that’s a new profit structure.
It was before a personal home savings
structure, you know, keep spend
level of life, and then spend that
on, you know, education and self
enrichment as, as, as a human being
to improve your skills and stuff.
That was an old, old rule.
But now I see a lot of
event entities also taking this approach
of just directly giving profits back.
The challenge will be, of course,
then eventually to be able to
actually share our financials openly.
like some funds do it
and you know, they use different metric
quantifiers but we should be able
to at least show that,
as, as some way, even though we’re
very small, how do we actually do it?
If we don’t improve on these transparent
ways of building business models,
and if we don’t shorten
the learning, you know, for people to
be able to do that, and that’s going
to be really difficult because every
cohort you join, there’s an agenda.
Swimming through that agenda and getting
that basic level of learning is insane.
If you join, if you could just
walk down all, all the ventures
in Palo Alto alone, you’ll be.
And at the end you feel incapable,
confused, you know, the same things.
Again, it’s just bad, vicious cycle.
I really want to see a lot more
companies put up like,
maybe a letter, an annual letter
from the owner saying,
this is why we’re doing this.
This is what we’re doing and we are
moving this amount of money to this.
Or we were trying this business model out.
If you’d like the idea, come join us.
Here’s, here’s, here’s
your profit margins.
Here’s, you know, something to that point.
distress is going to continue.
At least that’s what we’re
learning with our youth board.
There’s huge distrust and that’s
directly becoming mental health issues
and directly becoming dependencies
on our medical systems.
transparency gives people hope.
Xerxes Voshmgir : Yeah.
My final question is really about
your legacy and basically what, what
impact do you want to, if you look
back to your life,
from that perspective, what did,
what impact would you have had
liked to have had on humanity.
Poonam Balan: I wish I
didn’t play the game so much
and help people more.
I put my hand
on their shoulders, like I
could have a coffee with them.
You know, I, I do wish I connected
more authentically and I’m a pretty
authentic person if there is a barometer.
But I do wish, especially because
I come from a field where I
packaged stories for a group.
Gosh, what is it all worth?
Now, you know, if you.
If you didn’t strip that gift,
there was always these rules of
the game, and so much time got
wasted into all of that, you know?
when I ended up becoming
a VP anyways, of a
little company, but attached to very
big pockets and a big conglomerate and
the mobile telecom optioning industry,
which we call mobile virtual network
operators or aggregators, you know?
So the amount of knowledge
I had was tremendous.
And I do question myself,
what did I do with it?
And I didn’t really, I didn’t
offer it any transparency.
It was actually a lot of
times my job to hide that.
That’s something that I really now
look at it and think, geez, I could
run a day sprint and explain all these
different strategies and formats too.
So only to expose only this much in
the communication pipeline, because
we assume we’re going to have
this control, and then, and then
suddenly, you know, now we’re in a
situation where does it really matter?
Because if you look at
capitalism, if you stimulate.
And you are open.
We’ll get your front
runners anyways, you know?
And they will build little companies
and little families and little
pockets of good and all of that jazz.
I really don’t regret that.
But it’s, it’s a common
thing I hear from a lot of people, a lot
of us sitting in this room, positions
who have had senior leadership also
now, of course question, how we spend
our time, you know,
I was always in CSR, always an
impact, always in sustainability.
So at least I have some, some brownie
badges, but at the same time, I’m
telling myself, It’s
not fair to myself to hold onto those.
I, on one hand, I say I have an
innate purpose to represent a
marginalized perspective in my own
way, my own little liberal way.
Then what did I do to allow that?
I think a lot more consciousness of how
I spend my time and maybe for me it’s
going to be a little bit more taking.
Extra time early in the day to
figure out, well, how am I going
to connect on a human level today?
Am I going to be more patient?
Am I going to be more,
what’s my theme?
What, what’s, what’s the
terminal value about myself?
I’m going to change today?
You know, that’s something I’m
trying out and it’s been nice.
Nice, nice to end days.
Look back and think, Oh geez.
Maybe I should have
exercised this value more earlier.
Xerxes Voshmgir : Well,
thank you very much.
Thank you all
for this interesting conversation
and yeah, so I wish you a good day