Many business consultants and growth accelerators use the terms “innovation”, “transformation” and “disruption” in describing how a company ought to achieve long-term growth and operational efficiency. How are each of these terms translated into concrete actions for small and mid-sized businesses during the pandemic? Which model – or combination of models – is best suited for your business? JoinStacy Robin and Eric Sarver, for an illuminating discussion.
Today’s guest is Stacy Robbins, founder of The Degania Group and Disruptive Diva, a business technology matchmaker. Important for each business to understand that there is no silver bullet. Doing the wrong thing that someone touts as the right idea is dangerous. Businesses froze at the beginning of the pandemic due to the uncertainty. Stacy saw that businesses were being faced with three major challenges. The first response was taking advice without evaluating it. The second response is what she calls “shiny new object syndrome”. It’s exciting but often expensive to implement and can get in the way of your goals. The third and most common response, following the crowd. It is important to understand what you are trying to achieve and what value you can provide. When you know what goals you want to accomplish, the next focus is strategic agility.
They discuss how companies and reevaluate their services. Many businesses have been doing it at a cost to themselves due to their focus on staying afloat rather than making a profit. Others see value in their employees and make changes that benefit the safety of the team. It is important that the team has a shared goal. Once that is understood, a concrete plan needs to be made. There is a lot of focus on dashboards which helps with day to day operations. Data analytics is useful as long as that information is being used. Data can be transformative in the right hands. Innovation doesn’t always mean moving mountains, it can be how you choose to look at the data presented, the human connection to the data.
Most people are hired with a job description but if a company embraces those with broad skill sets then employees could help a company grow. However this can be a luxury, not all businesses have the resources to allow their employees to stray from the beaten path. A well rounded skill set can be incredibly beneficial long term depending on the environment. Traditionally companies motivate employees with a raise but that is not the only way. Understanding an employees background can help you understand what motivates them. Seeking out employees who color outside of the line can help a company find innovative employees. They are not always the top earners.
Disruption is about fundamental change in how things are changed. In a book by Shoshana Zuboff “The Age of the Smart Machine” she describes how digital disruption impacted the 80’s with the use of desktop computers. The pandemic has changed the way that people view a functioning company. For example, with people working online there is no longer a geographical limit to the employees hired, but there is also now an expectation that someone must be online 24/7.
00:00:42.690 --> 00:00:59.790 Eric Sarver, Esq.: Good evening, everybody. Welcome to employment law today. I'm your host Erick solver from the law office very GM server. I'm an employment law business law attorney and I'm here tonight with a very special guest colleague of mine, Miss Stacy Robin Stacy. Welcome to employment law today.
00:01:00.180 --> 00:01:02.670 Stacy Robin: Thank you so much for having me. I'm excited to be here.
00:01:03.060 --> 00:01:20.430 Eric Sarver, Esq.: Excellent. Same here as well. I'm going to introduce Stacy and a bit more detail in a moment, but before I do sell. I wanted to speak a little bit to our audience tonight just to talk about the the main goal of the show where our theme is and why I'm on the radio every Tuesday night.
00:01:21.780 --> 00:01:30.600 Eric Sarver, Esq.: talk radio NYC. And the purpose of employment law today is basically to inspire to educate and motivate small and midsize businesses.
00:01:30.960 --> 00:01:39.600 Eric Sarver, Esq.: As they navigate the pandemic. There are a lot of employment labor laws and employment issues that come up during this pandemic.
00:01:40.020 --> 00:01:50.250 Eric Sarver, Esq.: And there are also issues involving everything from operations and how to handle a business's finances questions around new ways to do marketing activity.
00:01:50.520 --> 00:02:03.870 Eric Sarver, Esq.: So I have guests every week who speak to these issues and the takeaways, we hope will inspire and encourage businesses to to keep going and to seek out the help they need. Through these trying times
00:02:04.590 --> 00:02:19.140 Eric Sarver, Esq.: So with that backdrop. Our topic tonight relates to employment and to growth and our topic tonight or episode here is called innovation transformation and disruption business growth models during coven
00:02:19.740 --> 00:02:32.670 Eric Sarver, Esq.: And so just a little bit of a background here on my guest Stacey Robin Stacey Robin has nearly 25 years of experience catalyzing corporate and professional growth.
00:02:33.060 --> 00:02:44.820 Eric Sarver, Esq.: She focuses on enabling people and organizations to prepare for embrace and drive change. She has a special interest in how emerging technologies and related global
00:02:45.240 --> 00:02:57.900 Eric Sarver, Esq.: And regulatory developments impact the way we work. Communicate share information and fundamentally transform the way we conduct business and structural organizations that's off top my head just spit balling here.
00:02:59.370 --> 00:03:00.090 Eric Sarver, Esq.: Stacey found
00:03:00.630 --> 00:03:01.620 Stacy Robin: Some pretty good themes
00:03:01.950 --> 00:03:11.370 Eric Sarver, Esq.: Oh, great. Thank you. Stacy Stacy found that the guy new group in 2003 to position emerging and established companies for growth sale and investment.
00:03:11.670 --> 00:03:19.200 Eric Sarver, Esq.: She has provided her voice and direction to various ventures and as educated entrepreneurs and corporate leaders at NYU.
00:03:19.620 --> 00:03:28.170 Eric Sarver, Esq.: In Pepperdine universities MBA program as well as workers business schools Center for Urban entrepreneurship and economic development.
00:03:28.710 --> 00:03:38.550 Eric Sarver, Esq.: Stacey was honored as one of the 2010 NJ biz 40 under 40 for a commitment to business growth professional excellence and the community.
00:03:38.940 --> 00:03:55.020 Eric Sarver, Esq.: She was also featured in Mali lavish book going supernova. The both paths of one on one super achievers. Most recently, Stacey launched the disruptive diva a business technology matchmaker and with that they see it and it truly is a pleasure to have you on the show tonight.
00:03:55.560 --> 00:04:06.750 Stacy Robin: Thank you so much. I've, I've seen videos of some of your other shows. And I think that the information that you bring together for everybody is is phenomenal. So thank you for having me here.
00:04:07.410 --> 00:04:14.520 Eric Sarver, Esq.: Well, thank you, I appreciate that definitely try to do our best and get to know. I think tonight will be no exception. So
00:04:15.750 --> 00:04:22.740 Eric Sarver, Esq.: If I can segue a little bit into our topic tonight love to elaborate on that before asking you some questions. They see
00:04:23.400 --> 00:04:30.090 Eric Sarver, Esq.: The topic, as I mentioned, is innovation transformation and disruption business growth models during coven
00:04:30.690 --> 00:04:38.610 Eric Sarver, Esq.: Many business consultants and growth accelerators, they use these terms a year all time innovation transformation disruption.
00:04:38.970 --> 00:04:46.110 Eric Sarver, Esq.: And they use these terms to describe how company or to achieve long term growth and operational efficiency.
00:04:46.740 --> 00:04:55.320 Eric Sarver, Esq.: And so the question comes up, how we use these terms translated into concrete actions for small and mid sized businesses, especially during the pandemic.
00:04:56.040 --> 00:05:05.520 Eric Sarver, Esq.: What model or what combinations of models are best suited for your business. And so, Stacy and I are going to discuss this topic tonight, among others, and
00:05:06.270 --> 00:05:17.580 Eric Sarver, Esq.: And so what I guess without further ado, see if I can jump into the first question and I'll turn the floor over to you because I really want to hear what you have to say and share your wisdom with our guest tonight. Our audience. And I should say.
00:05:19.260 --> 00:05:30.990 Eric Sarver, Esq.: In that regard, question he has. He was what operational or spending factors should companies be evaluating if they're facing losses and revenue due to the pandemic.
00:05:32.280 --> 00:05:37.350 Stacy Robin: That's a great question, and the answer. People are going to think I'm an attorney is it depends.
00:05:38.220 --> 00:05:39.840 Stacy Robin: It really depends. If
00:05:39.900 --> 00:05:47.430 Stacy Robin: You're talking to small and mid sized businesses which more than any other are so unique. They can be
00:05:47.760 --> 00:05:54.780 Stacy Robin: You know, they can certainly be in different industries and you can't compare a restaurant or a salon. At this time, at this juncture in time.
00:05:55.110 --> 00:06:05.070 Stacy Robin: To a professional service firm right they're experiencing very different kinds of issues, but that doesn't mean they're not experiencing issues, but in the small and mid sized business world.
00:06:05.400 --> 00:06:15.390 Stacy Robin: It doesn't matter if you are in the exact same industry doing the exact same thing. There are fundamental differences between organizations, the culture, the people where they're located.
00:06:15.750 --> 00:06:20.520 Stacy Robin: With how they work together, the tools they use the expertise, they have in house.
00:06:20.910 --> 00:06:33.120 Stacy Robin: There, how, how they came to be their leadership. I could go on and on. And I think you get the idea. So it's really important for each business to understand that there's no silver bullet that's going to to work.
00:06:33.840 --> 00:06:49.440 Stacy Robin: They really have to evaluate the advice out there carefully for themselves because doing the wrong thing for themselves could could be dangerous, doing the wrong thing that people are touting as the right idea. And I'll go to, you know, when when the pandemic started
00:06:50.550 --> 00:06:58.440 Stacy Robin: Most businesses fruits. At first, right. People wound up at home, they wound up in situations that were generally foreign to them.
00:06:59.040 --> 00:07:06.720 Stacy Robin: they wound up with different kinds of headaches. They or issues that they weren't used to dealing with challenges that they were trying to address.
00:07:06.930 --> 00:07:13.530 Stacy Robin: They didn't know how long this was going to last. Some people thought a week. Some people thought, two weeks. Some people thought much longer than that.
00:07:14.220 --> 00:07:30.810 Stacy Robin: And businesses froze. This, this was scary. It was a scary time. It was a challenging time. But after a while. Businesses started to unfreeze and say we need to do something. And that's when I saw there were there were really three challenges.
00:07:32.040 --> 00:07:36.690 Stacy Robin: There were three challenging responses. And the first is to take advice without evaluating it
00:07:37.200 --> 00:07:45.060 Stacy Robin: And going back to what I just said every business leader and every organization every team needs to say, does this really make sense for me.
00:07:45.630 --> 00:07:56.580 Stacy Robin: And the best example that we've discussed before, is during the recession back in 2008 2009 there was an article that was written in a very well known.
00:07:57.600 --> 00:08:03.240 Stacy Robin: Very well known magazine for small businesses and the advice was how to get paid during a pandemic.
00:08:03.570 --> 00:08:04.200 Stacy Robin: And I
00:08:04.410 --> 00:08:15.480 Stacy Robin: cringe at the title because a lot of businesses. Right now, we're so focused on maintaining relationships with clients and customers and the we're all in this together mentality.
00:08:15.750 --> 00:08:26.100 Stacy Robin: And this person was advocating for calling people even before invoices were due for calling them every day for calling until you get through to people leaving aggressive messages.
00:08:26.940 --> 00:08:35.100 Stacy Robin: It was a very interesting mentality. And that's not to say that won't work for certain types of businesses that don't need to maintain relationships.
00:08:35.310 --> 00:08:45.510 Stacy Robin: Right, but most businesses probably won't do. Well, taking that advice today, especially with the amount of feedback that people can read and that's available to them.
00:08:46.050 --> 00:08:51.600 Stacy Robin: The second problem people see that I see often is the shiny new object syndrome.
00:08:52.050 --> 00:08:57.540 Stacy Robin: Right, you know. Oh, that's the coolest technology that must solve all of my problems or
00:08:57.840 --> 00:09:02.070 Stacy Robin: That's the greatest new phone that's going to make everything work.
00:09:02.730 --> 00:09:11.880 Stacy Robin: And people find it's exciting, but it can be expensive. It could be a hassle to implement and it's not always the end all be all it's a tactic. It's if you
00:09:12.360 --> 00:09:19.710 Stacy Robin: If you strictly looking at a tactic. How does that relate back to your strategy. What are you trying to achieve. And does this even make sense.
00:09:19.980 --> 00:09:28.500 Stacy Robin: Right. And the third is the the common response to pro when people are challenged, they
00:09:28.950 --> 00:09:37.050 Stacy Robin: They get scared they panic. So they want to make sure the choice. They're making is going to be the right one. So they follow the crowd. Right.
00:09:37.410 --> 00:09:44.010 Stacy Robin: And frankly, me too, is a movement. It's not a sound business strategy, not if you want to stay competitive.
00:09:44.400 --> 00:09:54.960 Stacy Robin: So you have to again look at why am I doing this. So when you go back to operations and everything. You started asking about it really goes back to your foundation
00:09:55.380 --> 00:10:02.730 Stacy Robin: What is your vision. What is your mission. What are you trying to achieve. Let's start there. Because if you start uncovering the foundation
00:10:03.120 --> 00:10:18.420 Stacy Robin: It helps you make better decisions. What can be changed and what should never be changed a lot of businesses define themselves too narrowly right they define themselves in terms of what they do, rather than the value they provide
00:10:18.810 --> 00:10:19.260 Eric Sarver, Esq.: And
00:10:19.290 --> 00:10:28.350 Stacy Robin: A perfect example of that, that I use a lot is the railroads. Right. The railroads were incredibly affluent at one time.
00:10:28.440 --> 00:10:30.630 Stacy Robin: They dominated transportation
00:10:31.110 --> 00:10:31.800 Eric Sarver, Esq.: But they make
00:10:31.860 --> 00:10:42.570 Stacy Robin: Steak of defining themselves as railroads as trains as instead of looking at themselves as their what value they provided and that was transportation
00:10:42.930 --> 00:10:49.230 Stacy Robin: And so they failed to look at diversification opportunities into trucking into aviation.
00:10:49.530 --> 00:11:02.430 Stacy Robin: Right there were so many things they missed because they defined the value they provided others too narrowly, they only looked at what they did every day. So the first thing businesses really need to do is what value do I provide
00:11:02.880 --> 00:11:03.870 Stacy Robin: And am I
00:11:03.900 --> 00:11:11.940 Stacy Robin: Providing value, sometimes in places that I'm not even charging for maybe right there, you find an additional revenue stream.
00:11:12.450 --> 00:11:16.560 Stacy Robin: But go back to what am I trying to do what value. Am I trying to provide
00:11:16.890 --> 00:11:26.520 Stacy Robin: And then you look at small and midsize businesses and many of them have grown through opportunistic growth. Right. They've grown organically. They have an opportunity they they take it.
00:11:27.030 --> 00:11:34.830 Stacy Robin: Another. This is a good time to step back and look at deliberate change and growth. What did I want to become what direction do I want to go in
00:11:35.160 --> 00:11:51.240 Stacy Robin: Where am I now where did I want to be. How do I reconcile it that. Do I need to change what I'm thinking, do I want to try to go back to where I originally aimed for so there's there's a lot to consider when you get into that foundational piece and then it goes into
00:11:52.380 --> 00:12:00.540 Stacy Robin: Once you decide what should change what shouldn't change, then you need to think about strategic agility, how are you going to get where you want to be.
00:12:00.990 --> 00:12:07.920 Stacy Robin: So yes, you should pick a path and stick with it. But that doesn't mean you should have blinders on things out there are changing.
00:12:08.220 --> 00:12:21.840 Stacy Robin: So many things are changing that influence, an organization. So if you don't stay agile. If you don't respond to what's going on in your environment, you'll have a dated strategy that may or may not work right.
00:12:21.930 --> 00:12:24.240 Eric Sarver, Esq.: The old adage about being able to pivot.
00:12:24.420 --> 00:12:34.680 Eric Sarver, Esq.: And so exactly as opposed to just having like a straight sort of without in this headphone Thor to salt in whatever direction you have chosen prevent let's say
00:12:35.460 --> 00:12:43.620 Stacy Robin: Right. And it's, it goes back to what you might have heard people who are financial advisors, say, right, you don't want to change your strategy every week.
00:12:43.860 --> 00:12:53.430 Stacy Robin: Right, because then you may never make any money in the markets, but you want to pick a strategy, you want to think about it. You want to be deliberate about it. But if something is showing up there.
00:12:53.970 --> 00:12:59.880 Stacy Robin: If something's disrupting you to go back to some of your original themes, don't, don't be blind to it.
00:13:00.450 --> 00:13:12.180 Eric Sarver, Esq.: Right here, if you see him says, if I may jump in for a minute just to kind of tease out here. It's, you know, we often we hear the Simon. Second question of why asking why, right. Why do people
00:13:12.600 --> 00:13:21.840 Eric Sarver, Esq.: Buy or use my product my services. Why am I doing this was my vision was and but I hear a lot of this read the question of what and maybe there's sort of
00:13:22.170 --> 00:13:35.430 Eric Sarver, Esq.: Related but what value does provide what is my focus. What am I trying to do what strategies have I tried or not tried. So it's interesting that and to have that question of what comes into the picture.
00:13:35.910 --> 00:13:42.300 Eric Sarver, Esq.: And I think it's an important one because, as you mentioned, it's part of one's foundation. I mean, certainly the why the motivation for
00:13:42.570 --> 00:13:49.470 Eric Sarver, Esq.: Why are we doing what we do, or why should a client or why should a customer come to me Eric sovereignty you Stacy, Robin.
00:13:50.010 --> 00:14:01.470 Eric Sarver, Esq.: Whether it's why in terms of how we distinguish ourselves or why in terms of what value can we bring to them, but I think it's really important point. And I think it's great that you're pointing out those three
00:14:02.850 --> 00:14:12.900 Eric Sarver, Esq.: I'll say challenges, if you will. Obstacles about people either following the crowd without having an individually based analysis or evaluation.
00:14:13.290 --> 00:14:23.760 Eric Sarver, Esq.: And I'd love to talk to you more about that here more examples and just follow that through as it relates to transformation in the workplace and operations. We have to take a commercial break.
00:14:24.450 --> 00:14:31.710 Eric Sarver, Esq.: When we come back I want to hear more from you about what you were saying, and also some other questions as well and topics for discussion. So
00:14:32.130 --> 00:14:46.140 Eric Sarver, Esq.: Folks, you're listening to employment lot today. I'm Eric Sava host the show here on talk radio dot NYC and I'm here at my guest Stacey Robin, founder of the design group and the disruptive diva STICK AROUND AND WE WILL BE RIGHT BACK.
00:17:14.460 --> 00:17:23.670 Eric Sarver, Esq.: Welcome back everybody. Welcome back to employment law today here on talk radio NYC. I'm your host Erick Sabra here at my special guest tonight. Stacey Robin Stacy.
00:17:24.330 --> 00:17:31.980 Eric Sarver, Esq.: Some again just some really great points and I want to sort of turn the microphone and back over to you to hear more about
00:17:32.340 --> 00:17:42.420 Eric Sarver, Esq.: How you're advising your clients or even just maybe keep more general. Next I want to respect your confidentiality and the privacy of your clients, of course, but
00:17:43.050 --> 00:17:51.960 Eric Sarver, Esq.: If we get talking about the hypothetical perhaps to listeners tonight. People who are small midsize businesses who are listening and they're wondering about whether they should
00:17:52.350 --> 00:18:00.690 Eric Sarver, Esq.: Be transforming or how they can be more innovative how they can re evaluate their value of their services.
00:18:01.500 --> 00:18:12.120 Eric Sarver, Esq.: So I wanted to perhaps get more into that piece that's the part you mentioned about the railroads and companies reevaluating the services, what value can I bring to the table. Question I have is
00:18:13.290 --> 00:18:19.170 Eric Sarver, Esq.: What types of added values. Have you seen from companies during the pandemic.
00:18:20.370 --> 00:18:21.420 Stacy Robin: That's a great question.
00:18:22.560 --> 00:18:30.120 Stacy Robin: A lot of them are going to improve their moving to improve their relationships with their clients and their customers. How can I do more.
00:18:30.450 --> 00:18:41.130 Stacy Robin: For what my customers and clients need and want at this time, and they're doing it almost at a cost to themselves, because at this point it's more important for them to maintain a business.
00:18:41.400 --> 00:18:48.990 Stacy Robin: Than to necessarily maintain significant profitability. They want to stay in business. They want to remain a going concern, but
00:18:49.710 --> 00:19:03.870 Stacy Robin: The I've also I'll make a distinction there. I've seen a tremendous difference with local businesses, the real small local regional businesses that have a real commitment to their people.
00:19:04.350 --> 00:19:17.160 Stacy Robin: And I've seen those businesses make decisions that are not necessarily in the best interest of their business. But in the best interest of their employees. So it's, it's very interesting to see.
00:19:18.360 --> 00:19:23.220 Stacy Robin: Where they're adding value and for some it's for the people who have been loyal to them.
00:19:25.050 --> 00:19:39.660 Stacy Robin: And and to go back to what you were saying you make a great point with the why. And that's important because if your team understands the why they understand what they're all working together towards and there was a great team I
00:19:40.230 --> 00:19:52.020 Stacy Robin: I forget what drug company. It was for it might have been Genentech, there was a team focused on beat cancer right now, everybody on that team had a different role, no matter what it was.
00:19:52.170 --> 00:19:58.050 Stacy Robin: But they were all working towards something so significant that they could come in every day wake up every day.
00:19:58.380 --> 00:20:05.220 Stacy Robin: And knew knew exactly why they were doing what they were doing, because they were all contributing in some way to beat cancer.
00:20:05.730 --> 00:20:16.020 Stacy Robin: That's significant. Not every not every company has such significant goals, but they're significant in different ways and you're part of a team trying to achieve something.
00:20:16.350 --> 00:20:26.220 Stacy Robin: And the what it you know the what and the how follow what are we going to be what value are we going to provide for the why.
00:20:26.700 --> 00:20:42.450 Stacy Robin: Right. And when you understand the what, then it's the, how are we going to make this happen right and and that goes back to the day to day the questions you were asking about operational efficiencies cutting costs a lot of businesses before they even get to innovating.
00:20:43.980 --> 00:20:49.230 Stacy Robin: Business owners need to take a step back from the operations and think about running their business.
00:20:49.830 --> 00:20:51.450 Eric Sarver, Esq.: Right. It's interesting.
00:20:52.440 --> 00:21:03.930 Stacy Robin: A lot of business owners use models they use dashboards today dashboards are the the in thing, right, I have a dashboard to track XYZ. Some people want to focus on their financials. Some people want to
00:21:04.230 --> 00:21:12.060 Stacy Robin: Focus on their, their supply chain, something that's a very big issue right now for a lot of businesses, but that's an entirely different discussion.
00:21:13.200 --> 00:21:22.890 Stacy Robin: There's a lot of a lot of focus on dashboards and those are great for focus for how things are going for the day to day operations.
00:21:23.760 --> 00:21:37.140 Stacy Robin: The caution and even beyond dashboard dashboards. One of the things that we've seen emerge over the last number of years is data, there's a tremendous amount of data that we can collect in any area of our business.
00:21:37.680 --> 00:21:42.240 Stacy Robin: About our business about our industry about our customers about our everything
00:21:42.630 --> 00:21:51.480 Stacy Robin: And now we've seen more significant players emerge in data analytics. So now it takes all that data. And it's actually doing something with them.
00:21:51.750 --> 00:22:04.380 Stacy Robin: Whether it's Google Analytics telling you about your search engine optimization and how things are going online for you to companies that are able to provide analytics about other things going on. The problem is
00:22:06.240 --> 00:22:08.010 Stacy Robin: Oh, how we use that then
00:22:09.300 --> 00:22:13.320 Stacy Robin: I should say the problem is how that information is then use
00:22:13.740 --> 00:22:19.170 Eric Sarver, Esq.: Them in steps and can implement in terms of concrete steps and actions to
00:22:19.200 --> 00:22:29.520 Stacy Robin: Right. I mean, the first step in and change happen is, look at all this information you have. What are you doing with it right first of all the information that you're getting who should be looking at it, and in what context.
00:22:29.610 --> 00:22:39.090 Stacy Robin: Right, or the right people looking at it, or the right people thinking about it. A lot of companies have large distributions LIT distribution lists and professional service firms, for example.
00:22:39.510 --> 00:22:49.530 Stacy Robin: Oh, look at our look at the collections, we've made this month. Look at all of the outstanding money. Look at all of the new business. Well, that's great. So what
00:22:49.560 --> 00:22:53.190 Stacy Robin: Let's go back to the what for a minute, that's, that's the one that's really important.
00:22:53.460 --> 00:23:05.760 Stacy Robin: Right. So, what, what are you doing with all of this information. Once you have that information, who's looking at it and saying, oh, this is interesting. We should XYZ or
00:23:05.850 --> 00:23:10.380 Stacy Robin: Right. Really understand this better. We don't know why this is suddenly popping up.
00:23:10.620 --> 00:23:11.700 Stacy Robin: What should we do
00:23:12.150 --> 00:23:22.620 Stacy Robin: And once you have those conversations, is there actually a path to take to do something about it, great one. Once you get all this information. Sorry, go ahead and you are going to
00:23:23.880 --> 00:23:25.650 Eric Sarver, Esq.: Finish. I thought I was jumping in moment but yeah
00:23:26.340 --> 00:23:35.760 Stacy Robin: I think it's great to have dashboards. I think it's great to have models, you can really keep a finger on the pulse of what's going on in multiple areas of your business.
00:23:36.360 --> 00:23:44.460 Stacy Robin: The question is, are you just looking at it, or are you actually using it. And that's the first step in changing things in in being efficient.
00:23:44.820 --> 00:23:54.060 Stacy Robin: Right. Are you using the numbers properly, are you, do you really understand what they're telling you, and how are you using them to make your business better
00:23:54.480 --> 00:24:07.050 Eric Sarver, Esq.: Right. I mean, I think that's all great points. There's a. See what I'm hearing is the importance of and it's funny you mentioned that about the data, right, it's important to have it to gather to look at it.
00:24:07.860 --> 00:24:13.920 Eric Sarver, Esq.: But also to understand it and to know what action should then follow from the knowledge that you gained from data.
00:24:14.250 --> 00:24:21.510 Eric Sarver, Esq.: Who decides in the business, what action to follow. And what do you base that on. Is it based on okay this data shows that we might
00:24:21.960 --> 00:24:32.280 Eric Sarver, Esq.: Profit more by doing more of this a service x or producing you know twice the amount of product why we have it or maybe the status shows that you know our product is less
00:24:32.670 --> 00:24:38.520 Eric Sarver, Esq.: And less relevant in love. The last 10 months when the pandemic, because our product is mostly for in service.
00:24:39.120 --> 00:24:46.710 Eric Sarver, Esq.: Say meetings or conference space. And let's say people are not gathering in service and conference, buddy. So do we pivot to a virtual online.
00:24:47.550 --> 00:24:59.160 Eric Sarver, Esq.: Conference or but it's interesting how you talked about the the why between the what. And it's, it's, it seems that there's so inter connected. I mean that if you just have the why.
00:24:59.760 --> 00:25:03.720 Eric Sarver, Esq.: We, it seems like you wouldn't even have the why without the what and vice versa.
00:25:04.320 --> 00:25:14.730 Eric Sarver, Esq.: In terms of just knowing. Okay, why am I getting up in the morning to go to work this company. Well, we have a goal. We have a vision. What is that vision and then the St. Likewise, well, what is the vision. Well,
00:25:15.390 --> 00:25:22.110 Eric Sarver, Esq.: How is it a vision. Why is division, but because and then the answer that question is kind of like almost the why, coming back to you.
00:25:23.190 --> 00:25:25.320 Stacy Robin: It'll. It'll converges. Yes.
00:25:25.350 --> 00:25:35.220 Eric Sarver, Esq.: Yes. And so it just, it makes me think about, you know, say, a company perhaps coming tomorrow. Let's see what our listeners tonight and saying, you know, I have these Google Analytics. I have all these
00:25:35.850 --> 00:25:44.940 Eric Sarver, Esq.: Companies that are analyzing my data my stats and how many sales and making our money collections, we have or how many potentials were turning away. How many return on investment.
00:25:45.840 --> 00:25:56.550 Eric Sarver, Esq.: I wonder how some of this might play into the concept of transformation or disruption say with a company like say within a field.
00:25:57.690 --> 00:26:10.170 Eric Sarver, Esq.: As those terms of to use often transformation transform disruption disrupt, you know, disrupt the, like, what are we disrupting is interruption internally. Is it within the industry within the company could even work right so
00:26:10.650 --> 00:26:20.070 Stacy Robin: Well, it's a great question. So you have all these terms being thrown around right innovation transformation disruption digital disruption right and
00:26:21.060 --> 00:26:32.250 Stacy Robin: You know, maybe we should take a few steps back and look at them, they're defined different ways for different organizations but innovation. A lot of people confuse innovation with invention.
00:26:33.000 --> 00:26:39.780 Stacy Robin: Right invention is is coming up with something brand new innovation is really just making something better.
00:26:40.110 --> 00:26:45.480 Stacy Robin: Right and and that can go in any direction. It doesn't have to be something new. It could be something you would stop doing
00:26:46.080 --> 00:26:51.780 Stacy Robin: That you should bring back. It could be something others had stopped doing that, you're going to bring back in a different way.
00:26:52.500 --> 00:27:04.080 Stacy Robin: Innovation is not about moving mountains, necessarily. It can, but it doesn't have to be so it's simply something something that you're making that you know you're making something better. You're improving it.
00:27:04.830 --> 00:27:13.380 Stacy Robin: So a lot of times people here, innovation and they kind of get choked up with the OH geez, I better come up with this great overhaul massive idea.
00:27:14.070 --> 00:27:24.540 Stacy Robin: A lot of the going back to the models we were just talking about what you were saying everything coming together innovation can simply be using those numbers to say, hey, maybe we should think about this this way.
00:27:24.990 --> 00:27:26.250 Stacy Robin: But innovation can also
00:27:26.250 --> 00:27:37.080 Stacy Robin: Be how you choose to look at those numbers, one of the biggest one of the or I should say one of the most interesting TED talks I heard was about a woman was a woman talking about the
00:27:38.070 --> 00:27:54.360 Stacy Robin: The human what what human interaction what human pieces are we missing from the data. Data is very two dimensional. What are we missing that the data isn't telling us. So for example, let's say you bring you have a sales team of five people. Right.
00:27:54.660 --> 00:28:09.060 Stacy Robin: You bring on a new salesperson. Those that salesperson is just not hitting the numbers you expected them to hit but you look at the numbers and all of the other salespeople their numbers are growing tremendously.
00:28:09.570 --> 00:28:12.660 Stacy Robin: And you see other types of engagement with that team.
00:28:13.230 --> 00:28:22.350 Stacy Robin: Well, if you take a step back, you could just look at the numbers you can say, well, all of the other sales people are doing really well right now, why can't this person meet the numbers I expected them to meet or you could say.
00:28:23.160 --> 00:28:28.440 Stacy Robin: Maybe there's a connection here right what's really going on in this team. Maybe that person is actually
00:28:28.680 --> 00:28:42.330 Stacy Robin: Motivating all of those other people or, you know, creating more of a team or creating, you know, driving these people differently than what we had before. Sometimes you have to look beyond the numbers to get to what they're telling you so
00:28:42.690 --> 00:28:43.650 Eric Sarver, Esq.: Value right
00:28:44.280 --> 00:28:48.450 Stacy Robin: Are you looking at the numbers differently. How, how can you look at the numbers differently to
00:28:48.450 --> 00:28:49.440 Stacy Robin: Learn things
00:28:49.740 --> 00:28:57.030 Stacy Robin: Right. There's lots of the numbers are very similar to business models. Right. You can look at business models and say, oh, what are the
00:28:57.690 --> 00:29:00.600 Stacy Robin: What are the forces driving the market. What are the
00:29:01.350 --> 00:29:16.770 Stacy Robin: What regulatory issues are what political, you know, the political economic issues that I should be aware of that could influence my business, right. You can do a standard analysis or you could take a step back and change the way you're looking at things to see if you can improve anything
00:29:18.270 --> 00:29:29.550 Eric Sarver, Esq.: Interesting. I may just want to jump for a moment, back to that example of the the Salesforce and the employee that you know say we're looking myopically with a limited view, we might just say, well,
00:29:30.030 --> 00:29:34.140 Eric Sarver, Esq.: If the sales numbers are lower than their colleagues and they're not performing well not a good
00:29:34.590 --> 00:29:40.080 Eric Sarver, Esq.: asset to our team and therefore we should blank. And you might think demote them get rid of them on probation.
00:29:40.470 --> 00:29:46.380 Eric Sarver, Esq.: What I hear you saying Stacy, if I'm correct, in hearing it interpreting it kind of goes back to the points about
00:29:46.950 --> 00:29:56.730 Eric Sarver, Esq.: Companies reassessing and evaluating their employees value and how that's defined and not being overly narrow. So if that person is a team builder as a connector and if there
00:29:57.060 --> 00:30:06.360 Eric Sarver, Esq.: Maybe they can step into a role as a mentor somewhere in the company. Maybe they have the skills to help others succeed and so should they be
00:30:06.720 --> 00:30:18.030 Eric Sarver, Esq.: In a slightly different role or so. I think it's an interesting point. And, and I know I also want to mention another unrelated point that we have to take commercial break.
00:30:18.660 --> 00:30:22.890 Eric Sarver, Esq.: But I very much want to hear more from you is like really fascinating. I love these type of
00:30:23.430 --> 00:30:40.470 Eric Sarver, Esq.: Analytical discussions and just having encouraging our listeners. Just think outside the box. So we'll be right back. Folks with Stacy Robin from the design your group. I'm your host Erick savoured here in employment law today on talk radio dot NYC. Stick around, we'll be right back.
00:33:01.380 --> 00:33:10.740 Eric Sarver, Esq.: Welcome back to employment law today. I'm your host Erick solver and I'm here with my special guest tonight I'm Stacey Robin, founder of the designer group.
00:33:11.010 --> 00:33:17.400 Eric Sarver, Esq.: And we are talking about innovation transformation and disruption business growth model is during coven 19
00:33:17.790 --> 00:33:25.020 Eric Sarver, Esq.: And it's interesting to see because I know we've had conversations about this topic in the past and prayer prior to you coming on the show tonight.
00:33:25.470 --> 00:33:35.010 Eric Sarver, Esq.: And I want to circle back a thing comes out jumps out to me here regarding in the role of employees in companies because when I hear about
00:33:35.670 --> 00:33:49.980 Eric Sarver, Esq.: reassessing redefining what value is or what someone's role might be, it seems to remind me that there are companies and I have clients who have this issue companies have legal issues with their employees and they have issues that are sort of
00:33:51.450 --> 00:34:00.690 Eric Sarver, Esq.: A matter of best business practices right in terms of how they treat their employees. So I guess the question I have is, how do you see companies that
00:34:01.230 --> 00:34:14.910 Eric Sarver, Esq.: Approach employees with broad skill sets, let's say, like, for example, a company that approaches them from a discouraging perspective of sort of like, Hey, stay in your lane. Your, your heart do this you're in sector seven g or a company that
00:34:15.750 --> 00:34:24.000 Eric Sarver, Esq.: Encourages employees to, you know, go outside explore different different values, they can bring to their rule or different skill sets.
00:34:24.840 --> 00:34:34.920 Stacy Robin: You want employees that are engaged that are excited about coming to work every day. So you may hire somebody that that fits into one role. And that's the role you've put them in.
00:34:35.940 --> 00:34:40.890 Stacy Robin: And you may realize that they have a skill set. That's very valuable for your company.
00:34:41.310 --> 00:34:51.420 Stacy Robin: And they might be better using that skill set somewhere else within the company. Now that brings up a whole host of issues, right, because sometimes they have skill sets that are
00:34:51.660 --> 00:34:55.920 Stacy Robin: Really not appropriate for the company. So then it might be best to part ways.
00:34:56.220 --> 00:35:03.660 Stacy Robin: But if they do have a skill set that's valuable and they have the knowledge, even if they're not performing incredibly well in the role of they're in
00:35:03.990 --> 00:35:08.400 Stacy Robin: They do have the knowledge of that role, which makes them infinitely more valuable. Right. Use your
00:35:09.210 --> 00:35:19.890 Stacy Robin: Your employees should understand the roles of other people throughout the organization because it helps them work better together and helps them understand where they fit it helps them understand how they support each other.
00:35:20.250 --> 00:35:25.710 Stacy Robin: So I see some companies that tend to get punitive when an employee shows
00:35:26.250 --> 00:35:39.780 Stacy Robin: Bigger proficiency in another area, they say well we hired you to do this, you should be doing this so until you do more of this. You don't get to do anything else. And then we, you know, you see other companies that say, this is great run with it. Let's see what you could do.
00:35:40.290 --> 00:35:55.500 Stacy Robin: And some of that also has to do with the bandwidth of the company do, how many employees do they have how scarcer resources do they are they really able to do that. But when you talk about broad skill sets as well. It brings up another point and that is
00:35:56.820 --> 00:36:07.530 Stacy Robin: You know, most people are hired with a job description. Right. These are the skills we want you to have and this is the job. We want you to do the companies that really, if you are running an assembly line.
00:36:07.860 --> 00:36:09.000 Stacy Robin: And all you want.
00:36:09.030 --> 00:36:16.560 Stacy Robin: Is for your employee to put object day on top of object be and push it down the line, then you really don't have to worry about them doing anything else.
00:36:16.830 --> 00:36:28.560 Stacy Robin: But needs today should be getting more from their employees and employees should be engaged, more than just pushing paper from one side of their desk to the other for all intensive though the
00:36:29.730 --> 00:36:40.260 Stacy Robin: The opportunity there is in saying to employees. We don't want you to just do your job. How are you going to make your team better. How are you going to make the organization better
00:36:40.530 --> 00:36:48.210 Stacy Robin: What else do you have for us and encouraging them to pursue skill sets that they're interested in topics that they're interested in.
00:36:48.600 --> 00:37:01.680 Stacy Robin: And in a lot of companies that's difficult because they allocate that that resource to do that job. And there really isn't a lot of wiggle room right a lot of companies have the resources or the
00:37:02.790 --> 00:37:17.220 Stacy Robin: They don't have the luxury of allowing people to spend 50% of their time pursuing other interests. So the real issue becomes how do you motivate people to take to learn on their own time, if that's what's necessary or to go above and beyond.
00:37:17.640 --> 00:37:27.900 Stacy Robin: And how. And that goes back to innovation disruption transformation, if your company is going to embrace change the culture is going to change the skill sets you need are going to change.
00:37:28.140 --> 00:37:33.360 Stacy Robin: Your employees understanding of the organization of the technologies of the
00:37:33.750 --> 00:37:49.500 Stacy Robin: Of your customers of your clients of whatever it is they're interacting with a more it's all going to change. So the more you encourage them to broaden their knowledge, the better. And then on the flip side, the more and employees been exposed to things beyond just a very narrow focus
00:37:49.770 --> 00:37:50.850 Stacy Robin: Chances are,
00:37:50.940 --> 00:37:59.820 Stacy Robin: That's going to show up in in their ability to contribute to be creative, to bring other thoughts to bear. You know, if someone is also a
00:38:00.600 --> 00:38:12.480 Stacy Robin: Musician if they know multiple languages that that changes their perspective on things right. We talked about diversity and inclusion today and we talked about it a lot. And there's always a
00:38:12.900 --> 00:38:23.850 Stacy Robin: You know, an issue. Does your or heat. But if we if we don't focus strictly on that particular area of diversity and inclusion, if you look at it in a much broader sense
00:38:24.480 --> 00:38:29.130 Stacy Robin: Where did people grow up. You know what culture was. Were they, how are they raised
00:38:29.640 --> 00:38:45.270 Stacy Robin: Did they follow a very traditional path and never step outside the lines or did they challenge things did they have different experiences growing up and I as an employment attorney, you may have ways that those things can or can't be discussed. I am not commenting.
00:38:45.510 --> 00:39:03.270 Stacy Robin: On legalities of understanding that, but the more you encourage a well rounded skill set and experiences and and push for that. The, the greater the opportunity is going to be to not have the employee, just stay in their lane in sector.
00:39:03.720 --> 00:39:07.110 Eric Sarver, Esq.: I think you said Ji said NGOs, sort of a joke for Simpsons fans out
00:39:07.110 --> 00:39:16.050 Eric Sarver, Esq.: There and Homer Simpson worked in seven g just sort of, you know, put parts together and then went home, eat donuts and fell asleep. So it was a bit of a joke for India Simpson fans.
00:39:16.140 --> 00:39:16.890 Stacy Robin: Nice that one.
00:39:17.400 --> 00:39:21.660 Eric Sarver, Esq.: Okay, but, you know, if I could jump in here for a minute. I mean just just observations, if I may.
00:39:22.590 --> 00:39:29.820 Eric Sarver, Esq.: Because I get excited about employment issues with employer, employee relations and dynamics and part of the perhaps know all these years of
00:39:30.270 --> 00:39:40.590 Eric Sarver, Esq.: Being an employment law attorney. But, so, I mean, one thing I heard was motivation of employees and often when that phrase gets discussed and thrown around the same
00:39:41.310 --> 00:39:48.720 Eric Sarver, Esq.: Fight for my clients. They have a business their employer, they want to motivate incentivize their employees and their address their employment contracts.
00:39:49.290 --> 00:39:59.100 Eric Sarver, Esq.: I've seen that many businesses will kind of stick to the old beliefs that you incentivize just with more money right with or perhaps a raise, or
00:39:59.700 --> 00:40:06.120 Eric Sarver, Esq.: Sort of the carrot you know dangling if you if you do more, you get more if you if you create something, you get a certain percentage
00:40:06.930 --> 00:40:18.990 Eric Sarver, Esq.: Or some stock options all of course right very valuable viable ways to encourage motivate to show an employer value, but I also use he talking about something that I don't think people
00:40:19.500 --> 00:40:29.250 Eric Sarver, Esq.: In business, think about as much press which is you can also motivate your employees. Sure. Pay them what they're worth and value them but encourage them by way of right
00:40:29.850 --> 00:40:37.560 Eric Sarver, Esq.: owning their own in their skill sets honoring their talents encouraging them to explore the talents and perhaps having them bring
00:40:37.860 --> 00:40:45.960 Eric Sarver, Esq.: A different perspective to their job, giving them some leeway. And you mentioned. Well, not every company can afford. Let's say they give someone an employee.
00:40:46.530 --> 00:40:55.230 Eric Sarver, Esq.: 50% of their time to, you know, to read up on new techniques of digital marketing whatnot, or but certainly perhaps maybe they can afford to give them 10% you know to
00:40:55.530 --> 00:41:03.180 Eric Sarver, Esq.: Say, have a half an hour time sort of allocated to exploring, you know, new, new roles or new
00:41:03.930 --> 00:41:08.640 Eric Sarver, Esq.: Theories of how to do their job. So I think it's an interesting point that you raised there.
00:41:09.180 --> 00:41:20.340 Eric Sarver, Esq.: And then the idea of diversity and diversity inclusion, which is a big topic in my field because you know I'm trying to help companies avoids Commission lawsuits and sometimes. And one of the benefits of having diverse
00:41:21.600 --> 00:41:34.320 Eric Sarver, Esq.: Workforce from that perspective of ethnicity, gender, sexual orientation is that people bring a wealth of perspectives and your marketing message can be much more in touch and not tone deaf.
00:41:34.740 --> 00:41:46.980 Eric Sarver, Esq.: I was conversation last week with Simone Sloane, your choice. Coach about diversity inclusion, but I think it is also important, as you mentioned, to think of inclusion on a broader base than that as well.
00:41:47.580 --> 00:42:03.330 Eric Sarver, Esq.: As you mentioned, somebody grew up in sensei over the hard, difficult situation. And so did their ability to overcome that show a certain resilience that right now in a pandemic resilience is a very important skill to have. So I think it's really good to know.
00:42:04.350 --> 00:42:22.530 Eric Sarver, Esq.: That about your employees and is that something that you often will advise businesses to do to you know whether I say that, I mean do you advise them to look into the employees background or to hire people that have interesting backgrounds and other positions like in music or in
00:42:22.830 --> 00:42:28.980 Stacy Robin: It depends on their culture, what they're trying to achieve. Obviously I there's always that
00:42:30.060 --> 00:42:33.090 Stacy Robin: That issue of it's lonely at the top.
00:42:33.150 --> 00:42:33.600 Stacy Robin: Because you
00:42:33.660 --> 00:42:44.640 Stacy Robin: Need to make good decisions for your company, right. So if you have somebody who you have gotten to know, over the years, quite well and
00:42:45.420 --> 00:42:54.600 Stacy Robin: They've just had a new child. They just bought a new home. How do you feel about letting them go if they're just not performing if they're just not bringing value to the organization.
00:42:54.870 --> 00:43:11.220 Stacy Robin: Right, so it's very hard to make those kinds of decisions when you've gotten very close to people on the flip side, understanding what motivates people understanding what they're interested in understanding a little bit about their background is, is useful. It's
00:43:12.510 --> 00:43:27.510 Stacy Robin: It's also an interesting. It's an interesting way to think about your business. Because when you bring all of those diverse perspectives together. You don't want everybody to stay in those lanes, a lot of business owners and even leadership teams feel that it's on them.
00:43:27.810 --> 00:43:31.860 Stacy Robin: To transform respond to disruption innovate.
00:43:32.100 --> 00:43:33.780 Stacy Robin: But it doesn't have to be on them.
00:43:34.050 --> 00:43:43.500 Stacy Robin: And a lot of times they also just pick the top performers, but the top performers tend to be the people who stayed in their lanes right they they pick the people they hired the people that
00:43:43.770 --> 00:43:58.080 Stacy Robin: Got the right grades went to the right schools had the right background digital followed the traditional path. They're not the OH. Now, there's a lot of research that says they can they're ripe for innovation, because they understand something in such depth.
00:43:58.470 --> 00:44:07.170 Stacy Robin: Then they tend to innovate very well in those areas because they see the gaps. They see the opportunities, but there's also something to be said for people who
00:44:07.470 --> 00:44:17.130 Stacy Robin: Didn't follow the rules that we are aren't necessarily your top performers, but might have other interests might have other perspectives. I think it's about time for a break. So I will stop there.
00:44:18.120 --> 00:44:25.770 Eric Sarver, Esq.: That's actually very good for them and time to marry. It is indeed. I like the way that you tied in the idea of know of having employees contribute
00:44:26.130 --> 00:44:37.080 Eric Sarver, Esq.: And also seeking out employees that might color outside the lines like that expression and how that can actually foster innovation right and transformation, because as you mentioned earlier in the show today.
00:44:37.530 --> 00:44:52.410 Eric Sarver, Esq.: Innovation is not just about invention of a new product or new service. It could be about redefining or reshaping a product or it can be about knowing what to pull back on. Or perhaps you know what what the shelf want to explore and a new capacity so
00:44:52.830 --> 00:44:57.660 Stacy Robin: Yeah, how can you use an asset to create more value or you create an asset differently.
00:44:57.930 --> 00:45:07.800 Eric Sarver, Esq.: Yes, I'd love to discuss that with you more. We come back, folks, you're listening to employment law today. I'm Eric solver and Pamela business law attorney and host
00:45:08.280 --> 00:45:15.450 Eric Sarver, Esq.: Of the show and I'm here tonight with my special guests Stacey Robin from the designer group and stick around we'll be right back.
00:47:33.420 --> 00:47:39.900 Eric Sarver, Esq.: Welcome back to employment law today. I'm your host Erick solver and here with Stacey Robin Stacy.
00:47:40.980 --> 00:47:52.200 Eric Sarver, Esq.: Is a really, really good points razor before the break. And what I'm hearing a lot, whether it's employee reevaluating employees and their value to bring to the company or services hearing a lot about
00:47:53.280 --> 00:48:05.220 Eric Sarver, Esq.: Sort of innovation and wondering if we can circle back to the definitions of these terms of yourself and like disruption or transformation. Can you speak a bit
00:48:05.310 --> 00:48:12.300 Stacy Robin: To those terms. Absolutely. I think we could go down a rabbit hole on any one of these topics. So I want to make sure I get back to what you said anyway.
00:48:13.050 --> 00:48:14.370 Eric Sarver, Esq.: rabbit holes. They really, it's
00:48:14.400 --> 00:48:15.570 Eric Sarver, Esq.: It's part of the analytical
00:48:15.870 --> 00:48:24.240 Stacy Robin: Disruption. I mean, you can think of disruption is just that and we're seeing a lot of that right now disruption in supply chains right disruption in
00:48:24.810 --> 00:48:31.470 Stacy Robin: In access to resources and access to offices. Right. Hopefully people had Greek business continuity plans.
00:48:31.800 --> 00:48:43.890 Stacy Robin: And did some risk management ahead of this so that they had a go to plan that maybe it didn't account for everything, but it accounted for some things so disruption is also something to
00:48:44.940 --> 00:48:49.530 Stacy Robin: It's a sign right potential disruption or any disruption that you see or can assess
00:48:49.950 --> 00:48:57.780 Stacy Robin: Is a sign that your business model may becoming obsolete right when Amazon first started. They delivered books right but
00:48:58.080 --> 00:49:09.330 Stacy Robin: What else, then they started challenging themselves with what else could we deliver right and retailers, especially big box store retailers and and department stores. Never thought
00:49:09.780 --> 00:49:19.170 Stacy Robin: Of looking at Amazon as a disrupter right probably people didn't look at Amazon is delivering digital content, either. But now we have amazon prime video
00:49:19.440 --> 00:49:24.000 Stacy Robin: Yes, so you know when Netflix started I mean blockbuster could have bought them.
00:49:24.090 --> 00:49:24.570 Eric Sarver, Esq.: It didn't
00:49:24.810 --> 00:49:28.980 Stacy Robin: You Netflix as a disrupter in Netflix disrupts a lot of different things.
00:49:30.540 --> 00:49:42.780 Stacy Robin: The end I will actually make a plug because the book that just came out was was excellent for people learning about disruption and innovative ways to run their company. There's a lot of great books that
00:49:43.260 --> 00:49:52.320 Stacy Robin: Anybody on the show. Who wants to reach out. I can, I can talk a lot of great books to read, but if the book that I want to reference right now goes to the transformation.
00:49:52.920 --> 00:50:01.890 Stacy Robin: Definition, because I think that's very important right transformation. It's about changing. It's about a fundamental change and how things are done.
00:50:01.920 --> 00:50:03.330 Eric Sarver, Esq.: How things are seen you know
00:50:03.720 --> 00:50:06.450 Stacy Robin: It's the best example is
00:50:08.400 --> 00:50:13.200 Stacy Robin: There was a book written in the 80s by Shoshana zubov called in the age of the smart machine.
00:50:13.680 --> 00:50:14.070 Stacy Robin: And
00:50:14.100 --> 00:50:26.010 Stacy Robin: In it she talked about the advent of computers and now think about the time she was writing this. I mean, it was, it was a brilliant book but when computers first came out, people didn't have a reference for them.
00:50:26.220 --> 00:50:27.330 Stacy Robin: So what did they think
00:50:27.450 --> 00:50:30.870 Stacy Robin: Oh, this is a great word processor. This is a really cool calculator.
00:50:31.890 --> 00:50:40.740 Stacy Robin: But what computers eventually did is they changed the way we were able to communicate it changed the way we were able to share information.
00:50:41.010 --> 00:50:50.400 Stacy Robin: It changed the way we were able to work. And if you think back to the late 80s when there were, where's all of this reengineering going on and companies were having massive layoffs.
00:50:50.640 --> 00:51:00.630 Stacy Robin: reengineering wasn't a word for massive layoffs. It was the workforce was changing because the needs of the workforce, which changing because how business was done.
00:51:01.050 --> 00:51:11.160 Stacy Robin: Was fundamentally changing that's transformation right it transformed the way we were able to collaborate. Right. And we're seeing even more of that. Now, when you talk about digital disruption.
00:51:11.910 --> 00:51:21.120 Stacy Robin: That didn't a major place of digital disruption happened in the 80s when people started getting desktop computers and started using them to work to collaborate
00:51:21.480 --> 00:51:30.030 Stacy Robin: Now we're seeing that even more because the tools are developing faster they're allowing us to do things at a greater speed.
00:51:30.690 --> 00:51:39.750 Stacy Robin: People, their lives are, I mean, think about the companies that were able to move their processes online so people can move ahead with their lives from mortgages.
00:51:40.290 --> 00:51:50.250 Stacy Robin: Financing right those processes are now streamlined where people can sign documents online, instead of having to go into a building and sign documents in person.
00:51:50.970 --> 00:51:51.240 Because
00:51:52.770 --> 00:52:01.500 Eric Sarver, Esq.: I think just that the the technological transformation that you know I've heard studies that say that in the last 10 months or the pandemic.
00:52:01.860 --> 00:52:09.690 Eric Sarver, Esq.: That people have streamline and transform their especially companies and businesses, big and small have transformed their tech
00:52:10.170 --> 00:52:25.620 Eric Sarver, Esq.: savvy and their and their platforms and their products in ways that have been leaps and bounds compared to, let's say, the last three year or five year even period just in the last 10 months. So it's definitely interesting point that transformation can happen on the fundamental level.
00:52:26.640 --> 00:52:37.320 Eric Sarver, Esq.: In whether it's, you know, by. I mean, we're talking right now right through a mode that maybe you know 10 years ago 15 we were not using if this pandemic a hit in 1999
00:52:38.850 --> 00:52:57.720 Eric Sarver, Esq.: We may be having a different conversation, maybe on a telephone call being recorded the audio of this recording, about how companies might interrupt or trans or transform. But it's interesting. Do you see transformation as involving the employees at all levels, just like you mentioned,
00:52:57.750 --> 00:52:58.080 Stacy Robin: Oh,
00:52:58.110 --> 00:52:58.620 Eric Sarver, Esq.: For sure.
00:52:59.130 --> 00:53:01.740 Stacy Robin: You talk about this technology that we're using. Right.
00:53:02.550 --> 00:53:14.250 Stacy Robin: People have a lot of people are seeing into their co workers homes, they're seeing into their direct reports homes, they're seeing what they're dealing with they're seeing kids pets right there was a great
00:53:14.640 --> 00:53:28.020 Stacy Robin: comment that was made at the beginning of this about how at the beginning of one one zoom call it was a team call and someone's dog started howling and then suddenly, everybody's dogs started howling
00:53:29.160 --> 00:53:31.680 Stacy Robin: It was not something you'd normally see in an office.
00:53:31.950 --> 00:53:39.120 Stacy Robin: Sure, but I think it it's done several things to people. It's either. And I've seen this.
00:53:39.720 --> 00:53:46.470 Stacy Robin: This emerge companies have become a lot more sensitive to what their employees are dealing with. And they've looked at ways to make
00:53:46.740 --> 00:53:55.260 Stacy Robin: Working with the company more flexible to accommodate people's needs, especially during this time, but also how could that allow them to
00:53:55.950 --> 00:54:08.040 Stacy Robin: To, to find the right work for us to, you know, we're collaborating online, then maybe we can go to a global workforce. Maybe we could hire people we never thought we could hire before
00:54:08.610 --> 00:54:19.470 Stacy Robin: How could we accommodate people who have special needs in different ways. Sometimes the things we thought were necessary aren't really necessary. So I think it's tremendous. But on the flip side,
00:54:20.070 --> 00:54:27.510 Stacy Robin: I've heard from people that the pandemic has has really made people think that someone should be available 24 seven
00:54:27.990 --> 00:54:33.090 Stacy Robin: Right. So there's, it's transformed people's thinking in different ways.
00:54:33.270 --> 00:54:41.610 Eric Sarver, Esq.: Right. Right. And it's interesting because when I see is interesting is that, you know, the each of these terms like transformation innovation disruption.
00:54:41.970 --> 00:54:49.890 Eric Sarver, Esq.: Can have you can be talking about it from a negative perspective, the disruption, the workforce. The, the breakdown of businesses, you know, being ground to a halt.
00:54:50.760 --> 00:55:01.110 Eric Sarver, Esq.: Or you can talk about the positive in terms of some businesses that became disruptors like Amazon, for example, stepped outside of their original that was of course pre pandemic, but
00:55:01.410 --> 00:55:01.800 Eric Sarver, Esq.: Right.
00:55:01.890 --> 00:55:10.890 Eric Sarver, Esq.: I think the lesson still can be applied here. Same thing with transformation, you know, not all transformation translates to, not all of it translates to
00:55:12.180 --> 00:55:19.590 Eric Sarver, Esq.: An automation situation where all your employees are going to be, you know, cut and fired and the goal and chopping block. And so I think the point there is that
00:55:20.010 --> 00:55:26.580 Eric Sarver, Esq.: Companies need not always fear these terms and then workers employees need not fear them. Would that be a fair statement because they
00:55:26.670 --> 00:55:30.690 Stacy Robin: Absolutely. And it goes back to what we were saying if you are encouraging if you're facilitating
00:55:31.020 --> 00:55:40.590 Stacy Robin: A learning environment. A develop, you know, a skill set. Let's see what you have. That's all going to come back together and that will that will help engage you know the
00:55:41.250 --> 00:55:49.260 Stacy Robin: Transformation disruption innovation. These are all umbrella terms so they can go in any direction and they can be applied in a lot of different ways.
00:55:50.220 --> 00:56:00.180 Eric Sarver, Esq.: And this, if I may, I mean, excellent point. I think to take note of there. We have about two minutes to the end time does fly when you having fun and I truly enjoyed this conversation.
00:56:01.470 --> 00:56:14.670 Eric Sarver, Esq.: In the last two minutes. I want to just, you know, give you the space to talk about whatever else you might want to talk about whether it's how people can contact you or any other projects working on or or ask you might have the floor is all yours.
00:56:14.910 --> 00:56:24.150 Stacy Robin: Oh wow, that's dangerous. No, actually, um, for those of you who are looking for information specifically about business models or how it might affect you or your industry.
00:56:24.450 --> 00:56:38.040 Stacy Robin: Please always feel free to reach out to me and I am happy to speak to anybody here what what pains. You're having what challenges you're having love to hear about successes as well. But please feel free to reach out at any time.
00:56:39.360 --> 00:56:47.130 Stacy Robin: You can reach me. You can find me online Stacy Robin the dig on your group I'm on LinkedIn. So you can. That's probably the easiest place to find me.
00:56:47.850 --> 00:56:59.370 Stacy Robin: As far as other asks you mentioned at the beginning of the show that I recently launched a new venture. I love helping people succeed and watching their businesses, businesses succeed.
00:57:00.090 --> 00:57:01.350 Stacy Robin: And that's one of the reasons I
00:57:01.350 --> 00:57:14.730 Stacy Robin: founded the ganja group. But on the flip side, I love putting the right people together, putting them in touch and I have an affinity for technology. And so I decided to launch the disruptive diva as a business technology matchmaker
00:57:15.480 --> 00:57:25.020 Stacy Robin: But in order to do that, while I have a lot of relationships in technology and emerging technologies. I'm always looking for the right matches so if you
00:57:25.020 --> 00:57:34.200 Stacy Robin: Have a technology or a tool that and I don't know you or I don't know you. Well, I encourage you to get in touch with me. So I'm aware of it as on making those matches.
00:57:34.470 --> 00:57:45.570 Eric Sarver, Esq.: wonderful city. Thank you so much. Joining us tonight. I'm Eric. Sorry. Laughs. ERIC, I'M server hosted the show employment law today. Join us next Tuesday 5pm 6pm here on talk to me to NYC.
00:57:45.960 --> 00:57:51.270 Eric Sarver, Esq.: everyone. Thank you for being here and Stacey, once again, these Robin did on your group a pleasure to have you on the show tonight.
00:57:51.270 --> 00:57:52.350 Stacy Robin: Thank you so much for having me.
00:57:52.800 --> 00:57:57.570 Eric Sarver, Esq.: Welcome. Have a wonderful evening and good night to all. See you next Tuesday on the night