What does it mean to be human, really human—in work, at home, and in life? How can we bring our whole selves to everything we do? Left to Our Own Devices is a podcast that explores how to bring our human to work and life. It all boils down to one simple thing: honoring relationships. And it’s not rocket science, but it does take intention.
Each week, workplace strategist, speaker, and bestselling author, Erica Keswin interviews CEOs, founders, philanthropists, thought leaders, and people just like you to find out all the ways they bring their human to their own lives.
Honoring relationships has never mattered more.
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Season Finale: A Mental Health Roundtable presented by coaching startup, Terawatt
Saison 4 · Épisode 10
mardi 31 mai 2022 • Durée 59:41
Mental Health in the workplace is top of mind, especially these days. With all that’s going on in the world, Covid continuing to upend plans, and burnout running rampant through organizations, leaders need practical, tactical solutions to helping their people (and themselves!) deal with mental health challenges. So on this final day of Mental Health Awareness month, Erica moderates a mental health roundtable discussion featuring leading experts in the diversity, inclusion, and belonging space. On this episode we have Daisy Auger-Dominguez, chief people officer at VICE media, Leonora Zilkha Williamson, human capital strategy and executive coach, and Nicholas Griggs-Drane, director of diversity and inclusion at Endeavor. In this episode, the panelists discuss how to recognize mental health matters in the workplace, how leaders and employees alike need to feel psychologically safe in order to be honest and vulnerable (and how to model that from the top), how different generations and geographical regions process mental health matters differently, why having mental health benefits are table stakes now in the recruiting process, and why it’s so important to give people time to unplug and rest in order to combat burnout.
Thanks to Terawatt for presenting this panel—“Because everyone deserves a good coach.”
“We absolutely need to understand the state of your mental wellness in order to build what’s going to come next for you.”
“Gen Z is not going to stand for having mental health be something that’s shoved under the rug and looked down upon. For them—and I see this in my classroom at Vanderbilt—it is no different to tell a professor that you’re not coming to class because you’re having a mental health breakdown than it is to say, ‘I have Covid.’ Those are equally valid reasons to bow out for the day.”
Daisy:
“The work of diversity, equity, and inclusion is about creating a wholeness, a connectedness, a belonging in the workplace, and it’s really hard to feel connected and a sense of belonging in the workplace when you can’t share what is happening in your life.”
“Awareness is nice, but awareness without action doesn’t get you anywhere…The action comes from your managers…How do you encourage the conversations with your employees so that they feel comfortable coming to you, they feel a sense of trust coming to you, that even if you don’t have all the answers, you’re showing that evidence of care.”
Nicholas:
“The industry is moving toward a goal of diversifying our spaces, but when you have someone from an underrepresented group in a space where they may not feel welcome, there’s additional burdens they’re experiencing.”
“Mental health and mental wellness are directly attached to your experience and how you experience your day to day and how you experience yourself when you show up to work and how all those then connect.”
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Scaling a Fintech Platform to Unicorn Status by Following Immigrant Family Values with Suneera Madhani, Co-founder and CEO of Stax Payments
Saison 4 · Épisode 9
mardi 10 mai 2022 • Durée 34:02
What does it take to scale a business from an idea to unicorn status? Suneera Madhani would say to look to family values—specifically the ones her Pakistani parents instilled in her. With her brother, Suneera co-founded Stax Payments, a fintech platform now processing $23 billion in payments, so it’s clear that these immigrant family values are working.
Suneera speaks with Erica about her three-bucket principle to prioritizing what matters most, Stax’s rituals around shared meals, why they’ve chosen a hybrid model for the office, and how onboarding should be intentionally thought through from the moment a prospective hire receives an offer letter. Suneera also runs the CEO School, a platform dedicated to educating women entrepreneurs on how to scale their businesses and go from founder to CEO.
Suneera launched this platform after learning that less than 2% of female founders ever break $1 million in revenue, so now she aims to increase that number. CEO School includes a podcast as well as a membership with monthly classes, community events, fireside chats, and a quarterly curated product box. Additionally, Suneera’s new CEO School Course—an 8-week experience, with workshops on power, pitch, process, product, people, and profit—is open for enrollment May 19th-May 25th, and you can sign up below!
Here we are, two years after March 2020, when everything changed. Things are FAR from back to normal. People are quitting their jobs in record numbers. Mental health challenges remain at an all-time high. And flexibility isn’t going anywhere. So how do leaders retain top talent and run their businesses during all this uncertainty?
On Season 4 of Left to Our Own Devices, Erica is asking, “Now What?” And leaders from all walks of life will help her find the answer.
Season Finale: An Awesome Human Hour—Navigating the Future of Work with Bestselling Author and Founder of Happier, Nataly Kogan
Saison 3 · Épisode 11
mardi 20 juillet 2021 • Durée 01:04:39
What’s a human leader to do as we all try to figure out how to navigate the future of work? There are so many variables right now around the return to the office, working from home, hybrid models, and everything in between, that it can be tough to make the smartest and safest decisions. And we can’t do this difficult work alone.
That’s why for the finale of the Hybrid season of Left to Our Own Devices, we’re running a special episode: a live webinar (previously recorded) from keynote speaker, bestselling author, and founder of Happier, Nataly Kogan, called the Awesome Human Hour. Nataly invited Erica on the weekly webinar, and they discussed why in this transition period, honoring relationships, focusing on well-being, and shifting to outcomes instead of hours is a great start. They also talked about why leading with vulnerability, transparency, clear communication, and gratitude are powerful ways to ensure engagement from employees and leaders alike. And as always, Erica reminded us that rituals are a sure-fire tool for offering the people in our organizations psychological safety, a greater sense of purpose, and a boost in performance, especially in uncertain times. Listen in for two expert takes on how to be an awesome human leader during this transition.
Creating Magical Moments in the Post-Pandemic Transition with Executive Coach, Alisa Cohn, and Serial Entrepreneur, Jake Stein
Saison 3 · Épisode 10
mardi 13 juillet 2021 • Durée 32:08
We’re half way through summer, which means the official “return to office” date, the day after Labor Day, is fast approaching. Many companies expect that their employees will be back in the office in some capacity. Which means NOW is the time to be thinking about how to navigate that transition.
Enter executive start up coach Alisa Cohn and her client, co-founder and CEO of startup Common Paper, Jake Stein, to chat with Erica about how they’re both figuring out this transition time. In the episode you’ll hear Alisa reflect on her first offsite since the pandemic and the feeling of magic that face-to-face connection created, how Jake is thinking about building rapport, trust, and understanding with new hires in a future of work that isn’t necessarily geolocated, how matching the message to the medium is more important than ever, why old rituals may or may not translate as well in a different context (office setting versus WFH-during-a-pandemic setting), and why reopening may be tougher on us all psychologically than the initial lockdown.
Alisa 3:22 – “Being in the same room, being able to have that human connection, that human contact was priceless, and I would say we really savored it because I think that we know that that could be taken away from us.”
HOLIDAY REPLAY: The Value of a Woman’s Hour: How COVID has shaped women’s lives and rituals with Eve Rodsky
Saison 3 · Épisode 9
mardi 6 juillet 2021 • Durée 36:29
For the July 4th holiday week, we’re replaying the Season Two finale, featuring Eve Rodsky. As the discussion around Hybrid work and equity around the Return (or not) to the Office continues to heat up, Eve’s perspective on how women are impacted is ever important. As one woman noted to me recently, “I want to take advantage of my company’s offer to work from home on Thursday, but the two men on my team aren’t going to do it.” Women especially want flex, but don’t want to be left behind if they’re “out of sight; out of mind” when it comes to career advancement. Companies navigating a return to the office without intention and a plan for inclusion could result in leaving people in need of more flex (i.e.: mostly women, people of color, differently-abled people, and caretakers) behind.
Original air date: 2/2/21
Original show notes: In the season finale of Season Two: The Rituals Edition, Erica has an incredible guest—keynote speaker, New York Times bestselling author, and equality evangelist, Eve Rodsky. Shaped by a difficult upbringing with a single mother in New York City, Eve learned important lessons early on around resilience, responsibility, and care. In this episode, you’ll hear about her first ritual—going to a march related to social justice every year on her birthday with her mother, as well as her current ritual—a nightly communication check-in with her husband. Eve has dedicated her life to equality, including by helping partners divide domestic responsibilities more equitably and by helping organizations get to a place of equality and psychological safety. Eve and Erica also discuss this inflection point in history: where either Covid will push mothers out of the workforce, or as a society we’ll rise up to make a new, more equitable future of work where women aren’t penalized for having dependents. Don’t miss this important conversation.
Bye-Bye Burnout with Jen Fisher, Chief Well-being Officer at Deloitte and Keren Ehrenfeld, Managing Director at Morgan Stanley
Saison 3 · Épisode 8
mardi 29 juin 2021 • Durée 37:01
The pandemic accelerated several workplace trends, but none more rapidly than the conversation around holistic well-being. How do we think about wellness at work? How do we integrate work and life instead of trying to force an impossible balance? How has the pandemic changed our view of well-being in a way that’s holistic and gives mental health equal weight? At the end of the day, “We bring work to life by bringing life to work.”
This week on the podcast, Erica chats with two women leading the transformation of workplace well-being: Jen Fisher, author, podcast host, Thrive Global Editor-at-Large, and Chief Well-being Officer at Deloitte, and Keren Ehrenfeld, Managing Director in Global Capital Markets at Morgan Stanley and Head of Healthcare and Transportation Debt Capital Markets practice. Jen, Keren, and Erica discuss how to recognize burnout, how each individual’s view of wellness is different, how managers are one of the biggest impacts on wellness at work, and how wellness can be achieved from organizational, team, and individual levels. This is an absolute must-listen for leaders looking to move into the future of work with well-being as a top priority.
How to Bring Yourself to Everything you do with Author Expert Mori Taheripour
Saison 3 · Épisode 7
mardi 22 juin 2021 • Durée 32:36
What’s important to you? What are your non-negotiables? What are your goals? When it comes to negotiating what’s best for each person in the hybrid workplace, answering those questions is a great place to start, says Mori Taheripour, this week’s guest on Left to Our Own Devices.
Mori is a globally recognized negotiation and DEI expert, executive, Wharton professor, and author of Bring Yourself: How to Harness the Power of Connections to Negotiate Fearlessly. Erica and Mori discuss why it’s important to be straight forward about our needs at work, how companies will have to look at the future of work on a more individual, holistic level, and why it’s key to set boundaries with our values in mind and learn to communicate effectively and with curiosity. Listen in for a thoughtful conversation around bringing our best selves to work and life in an authentic way, and stick around to the end for some sage advice Mori gives to Erica as the parent of two college-bound kids.
6:46 – “Companies are going to have to look at this very differently as well. and you can’t just force feed people into what this used to be. A lot has changed, and so I think they’ll have to have individual conversations, because one size does not fit all. And I think that part of those conversations, obviously there has to be some amount of compromise, because it could be that they want a lot of people back just to create that sense of camaraderie and connection, even a greater sense of maybe innovation and bringing people together—that energy that is hard to replace even at your finest moments virtually, right? So I think those conversations have to be tailored to people.”
The Figure-It-Out Mindset with Colette Stallbaumer, General Manager of Microsoft 365 and Future of Work at Microsoft
Saison 3 · Épisode 6
mardi 15 juin 2021 • Durée 27:53
How do the leaders of one of the biggest and most successful tech companies in the world lead in the Hybrid Revolution? With a figure-it-out mindset. Today on the podcast, Erica chats with Colette Stallbaumer, General Manager of Microsoft 365 and Future of Work at Microsoft. Colette explains Microsoft's approach to Hybrid work—it’s centered around a three-part framework: people, places, and processes. They’re using technology and research to implement best practices around empowering managers, hiring diverse talent, embracing flexibility, creating connection and culture in new ways, and staying agile with touch points. Because at the end of the day, as Colette asserts, leading IN a crisis is far different than leading OUT of a crisis.
Instead of taking our bad pandemic habits (like working into the evenings and weekends and taking endless back-to-back Zoom calls) with us into the Hybrid Revolution, Microsoft is shifting away from reactive and into proactive processes. Colette also shares some professional and personal rituals from that past year that made quarantine a bit brighter. Listen in to hear insights from one of the leading vanguards in the future of work.
1:48 – "We no longer believe that work is a place, right? It’s more of a state of mind and that we want to help be successful in this new normal from anywhere.”
How to Develop Talent in Turbulent Times, with Betterment VP of Talent Development, Susan Justus
Saison 3 · Épisode 5
mardi 8 juin 2021 • Durée 28:24
How do you develop great talent in turbulent times? What about for a future of work which has never yet existed? By being a people-first leader. This week on Left to Our Own Devices, Erica sits down with Susan Justus, VP of Talent Development at Betterment, a digital automated investment platform. Susan has spent many years in the talent development space and understands that building relationships with people “beyond the task” (part of The Betterment Way) is key. To develop employees with clarity, confidence, and purpose, leaders must be able to connect on a deeper level and reinforce psychological safety, EQ, transparency, and values. The work itself must also be meaningful for people to truly connect to an organization and thrive. And at Betterment, they really listen to their people. Which is why this summer, they’re running testing grounds on their hybrid model to work out any kinks, find balance, and help everyone prepare for the full hybrid model which will kick off in the fall. Listen in for more on this Hybrid model that every leader should be paying attention to.
3:30 – “I’ve really tried to deepened the connection that I have by getting to the core of who they are as individuals, not just about the work…we’re moving so quickly in regards to our priorities, our OKRs, and the things we’re focused on for the year and for the quarter, etc. that sometimes we forget who our people are. So this past year, one of the ways I’ve shifted is really getting to know my team first in terms of, what’s important to them at this moment? How can I support them? Because the better they are, in terms of how they’re doing, the best work they can bring into the organization and what they bring to the team.”
“Less than 2% of female founders ever break 1 million in revenue.”
“This [success] was all a compilation of saying ‘yes.’ Saying yes to opportunity, saying yes to following my heart, following my passions. But I will tell you, there was a point last year where I faced complete, utter burnout. That’s usually what happens when we say ‘yes’ to too many things. We really have to recalibrate, where can I say ‘no’? And without feeling guilty about saying no. It’s definitely a struggle.”
“You can have your plate and you can fill it sky high, but usually if you look at a healthy plate, it’s balanced in three components. That’s how I view the three-bucket principle.”
“I think onboarding begins from the offer letter; it begins even on the interview process…So we take it all the way back to say, ‘How can we drive incredible experience all the way through?’ And that’s just done with purpose and intention and showing your value system.”
“I work with my brother; this is a family business as well. Part of our DNA was always one team, one dream. And we’re always team above self. That’s how I want our people to be, and that’s truly this team that we have.”
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– “We have just gone through something incredibly stressful...Acknowledge for yourself and for others—your team, your organization—everyone is coming into this depleted. We are not at our best in terms of our energy and our focus because we’ve just gone through something really exhausting, and it’s not over. It still has ramifications.”
– “Why are change and transition so hard? Your brain only has one job: keep you safe from danger. Any uncertainty signals possible danger to your brain. What does the brain do when it senses danger? It starts to look for everything that could go wrong. It’s so important for you individually and for you as a leader of a team to recognize that, as we’re going through this transition, everyone’s brain is looking for, ‘What about this change am I not going to like? What is going to be annoying? What is going to be frustrating?’ Not because they’re negative people—there’s no such thing. It’s just that’s how our brain deals with change. It starts to focus on what could go wrong because it thinks that it can protect us.”
– “When you share what you’re worried about, you give everyone else permission to acknowledge what they’re stressed about. And that creates a sense of connection, common experience, and psychological safety, that actually helps to reduce that stress. I’ve been looking at some research about leaders who handle crises the best, and the most effective leaders during crises (which is what we’re going through right now) are those who openly acknowledge their challenges and create a space for people on their team to do the same.”
– “We all want to connect, and it is important, but when we get busy and stressed, it goes to the bottom of our list. Not because we’re bad people, but just because our brain is going, ‘What do I need to do?’ Just putting on your to do list: check in, is transformative. Be intentional but also be making these concrete to-do’s part of your schedule, part of your day. Don’t feel weird about scheduling kind things.”
– “The pandemic was a wake up call. When people are under extreme stress, we can’t talk about performance.”
– “Leaders ask me this a lot: ‘How do I encourage well-being and self care for my team?’ You cannot teach what you don’t practice….Before I burnt out, I was the leader who told my team to take the weekend off, and make sure you’re taking time for you. And you know what I did on the weekends? I sent them emails, I worked on public documents that they can see, so I just created an atmosphere of a lack of trust because I wasn’t practicing. So the number one thing you can do as a leader is, you have to make your own emotional fitness your number one priority. What do I mean by emotional fitness? Emotional fitness is a skill of cultivating a more supportive relationship with yourself, your emotions, your thoughts, and other people.”
– “Creating a ritual, creating something that is meaningful to you, that is a positive experience, that makes you feel comfortable, actually signals safety to your brain.”
– Tip for practicing Emotional Fitness: “Make a quick list: what are some things that fuel you? Maybe your list includes a creative hobby that you used to do. Learning something new is really fueling. Our brain loves to learn something new...Make it intentional for yourself to practice a few of those things. Make them part of your daily fuel up.”
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Alisa 7:13 – “What have we experienced and enjoyed actually, about remote work, and then what do we need to fine-tune as we figure out what our version of back-to-office looks like.”
Jake 8:44 – “We’re four people who’ve all worked together before. And so we have a base level of trust and rapport and understanding, and we’re trying to recruit more people and one of the things that’s most important to me, is how do we develop that rapport and trust and understanding in a context where there’s not a kitchen to go talk at the water cooler or a Friday lunch for us to cater. And so I think we’ll have to do different things, and it’s something that we’ll need to be really intentional about, and I don’t, candidly, have all the answers.”
Jake 18:12 – “You really need to start from first principles, thinking, what am I trying to accomplish? And then also, what are the pros and the cons of the mediums that are available?”
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13:30 – “What [the research] shows is that, when you communicate more consistently, there is psychological safety and connection there. It is a ritual. And rituals allow you to do things that maybe if it’s a one-off wouldn’t. It allows you to bring up hard conversations and to say, ‘You know what this isn’t working, but I know I can come back to this tomorrow night.’ And that’s what that communication ritual does for Seth and me. We say, ‘You know what, we’re going to table this. Let’s come back when emotion is low and cognition is high.’”
21:11 – on this covid inflection moment to build something better for working mothers: “To really build a new society after this horrific reckoning…To me the silver lining is, an hour holding our child’s hand at the pediatrician’s office is just as valuable as an hour in the boardroom. I think we can build that through ritual. I think we can build that through communication. I think we can build that through psychological safety and empathy. But it’s going to take not just women doing it. It’s going to take men. It’s going to take our workplaces.”
22:20 – “The leaders we talk to and how much they recognize that being a whole human being is actually better for their company and better for society.”
28:38 – “Nothing is going to replace [our previous rituals]. And I think we should grieve for the lost rituals. we should grieve for the fact that we are right now losing those connection times with friends. Or we’re losing the ritual of that daily walk with your grandma, or whatever it was, that we can’t do now.”
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Keren 10:02 – “When your demands exceed your capacity is when you hit the burnout level. And that’s the thing we’re trying to avoid, and that looks different for everyone.”
Keren 10:56 – “We all know at the end of the day, the best relationships and employee happiness really depends on who your manager is.”
Keren 11:23 – “Number one is to understand what burnout looks like is really, really important. Being able to look at someone or your people or even have a conversation and notice when they’re exhausted or losing steam or a little bit irritable or sometimes we start hearing people be a little bit cynical about their job, right? Or people who are superstars start to lose their mojo a little bit and their work product is not as good as it was. Noticing those things and instead of getting annoyed or angry at it, it’s then understanding how to have the conversation and building in some strategies that can help the employee or help your friend or whoever the person might be.
Keren 12:07 – “So once you spot [burnout], how do you source it? How do you source the burnout? What is the real problem here?…Of course unsustainable workload is one of them…but there’s also lack of control about how and when you work your best…just having that conversation around having more control can alleviate a lot of the burn out.”
Jen 26:27 – “How do you continue to maintain the authenticity and vulnerability? I don’t think our workforce is going to let us go back, right? So much has changed and there’s such a demand societally for people to be able to show up and be who they are.”
Jen 27:54 – “At the team level it’s really about behaviors and norms. How do we get together as a team? Because we know all the research shows that the people who have the biggest impact on your day-to-day wellbeing are the people that you spend most of your time with. And for those of us that work, the majority of our waking hours during the week are spent at work, right? So those people that we’re engaging with on a regular basis are the people that have the biggest impact on our wellbeing, so for most of us, that’s our team. So how do we as teams get together and talk about what do we want our wellbeing behaviors and norms to be? What do we want standard working hours to look like? How do we get in touch with each other outside the standard working hours? What does common or accepted response time to emails look like? What are the expectations around learning and development? Do we all want to step away from our laptops for lunch everyday? Just having those conversations and creating norms on a team so that everybody understands what’s expected of them and when it’s expected. It also creates a platform and an environment where I can speak up.”
Jen 29:29 – “Every individual must have agency and feel empowered to take care of their own wellbeing. We can do as much as we can possibly do at an organizational and team level; I cannot force you to take care of yourself.”
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8:44 – on being straightforward about your needs: “I’m hoping that the HR folks, your boss, your manager, or whatever it is, will be able to have those conversations so it’s more like collaborative problem solving as opposed to ‘this is the way it’s going to be, and this is what you have to do,’ because I don’t think workforces will fare that well if that’s how they approach it.”
11:33 – “Everybody doesn’t deserve every part of you and all the information you have at the beginning. You give a little, you take a little, you give a little. And then, as you become more comfortable, even in that first negotiation, that first conversation, you can see that natural progression, because the connection is made, the empathy is created, the rapport is built.”
12:28 – “It’s also the values piece of it, right? Being very true to who you are from a values perspective. So that’s less about, not necessarily behavior, so much as it is knowing your boundaries and the things that are important to you.”
17:25 – on the conversations around the future of work: “Too much has changed to unsee what has happened. And so I think a lot of those conversations are going to change, pick up, be a little more malleable, pliable, and really individualized.”
23:42 – “When I first started teaching negotiations, it took me a little while, but the essence of it is communicating effectively and being heard, and being curious and going into conversations not with your mind made up but being open to ideas and somebody else’s ways of communicating with you and perspective—hearing things from a different perspectives before you actually draw your own, and maybe what you end up with is far better than you ever thought was possible because it was innovative and you were open and curious.”
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3:05 – "In Hybrid, which we’re moving into now, there isn’t a standard. Everything becomes more complex in flexible work. And that’s really the new leadership challenge for every leader and every organization. It’s going to be figuring that out and figuring out how to empower people in this new, new normal.”
12:43 – "We have a three-part framework around people, places, and processes...And it obviously starts with people. Getting that people piece right is critical."
23:38 – "The key to flexibility is lots of little things that can have a big impact.”
24:21 – “Taking just a small break—even 5 to 10 minutes between meetings—has a dramatic impact. It resets your brain, it lowers your stress levels, and it increases your cognitive function. And so we just last month came out with a new default setting in Outlook, so people could set that automatically in their organization."
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10:53 – “We do have folks internal within the people team that are going to start these hybrid team sessions in the summer just to get people comfortable with what it looks like to be in the office and those who may be virtual or not based in New York. Just to get them comfortable with the idea of, what does it look like to have a hybrid team in place? What best practices do we need to put in place because obviously we have to start all over again in really figuring out, how do we find the balance and make our team most effective in this new way of working? So there will be a bunch of testing grounds around this summer just to get people to a good place by the fall when we fully reopen.”
12:15 – “How can you lead your team in the most inclusive manner? How can you make them feel safe? Because at the end of the day, that builds trust. Trust is a really important behavior to demonstrate for your teams so they feel like they belong within your team, within the organization.”
13:08 – “How can you give your team members the work that really makes them thrive and they’re excited about. That they feel like they’re connected to the organization—even if they’re virtual. Being really transparent about, ‘You’re doing this project because this is the ultimate goal that we’re looking to solve for, and this is the part you play in that ultimate goal.”
15:29 – “We’ve found that defining the behavior and what it looks like in action is so critical to anything we do around development at Betterment. Because if people don’t understand what does that behavior even look like in action, why would they be interested in participating in the training, if the expectation isn’t aligned to the actual training and purpose of their role? So we’re trying to be more and more intentional about communicating that across the board with everything that we offer around education.”
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