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SPEAKER 1: So one of the things we should figureis what we want to do for some [INAUDIBLE].Good morning.
BERNADETTE BURKE: Hey, how you doing?
SPEAKER 1: Doing good, going good.
SPEAKER 2: It will only take five seconds.
SPEAKER 1: So thank you so much for doing all the reviewwith me on the new level of management trainingthat we put together.I just wanted to get us together to discuss it in person,see what edits or changes you wanted to seemade before we move this to the next step for approvals.Excellent.Would you like me to just run this through in edit modeso you can see the speaking notes as well?
BERNADETTE BURKE: Yeah, if you wantto do just a little slide-by-slide,because that way we can either talk about the speaking notes,or there might be a couple of art changesthat we want to do on it as well.Hello.I'm Bernadette Burke, and I am the Presidentof Brella Productions.Now, one quick question.For all of these, this is one where
BERNADETTE BURKE [continued]: you're thinking about you're going to present,or you're thinking about a combo.
SPEAKER 2: A combination of me and you, and then Markeshais there as support.
SPEAKER 1: She's more of the coordinator.She'll take care of a lot of the handoutsabout the exercises in class.
BERNADETTE BURKE: Brella is a strategic digital productioncompany, and what that means is that we help our clientsin a lot of different ways.And we sort of have different areas that we support them in.In some cases we do video production,we are doing things that help themto tell their stories better.In some cases, we are producing websites or apps
BERNADETTE BURKE [continued]: to either help them communicate.Sometimes they're internal-facing.They may be tools that they're using, maybe for selling, maybefor education.Brella is built on the concept of people first.We believe that the human element of what we dois incredibly important, and we believe that that's really
BERNADETTE BURKE [continued]: a key part of the ability to execute our work,is based on how comfortable our people are,how comfortable we can make other people.That's a really key important thing for us,and it affects a lot of how we go about doing what we do.So when it's reflected internally,it basically looks at what type of working environment
BERNADETTE BURKE [continued]: do we provide our staff with, whattype of growth and professional development opportunitiesdo we provide our people with, what kind of challengesdo we put in their place, what responsibilitiesdo we give them.Externally, what it means is when we look at clients,how can we best support our clients?
BERNADETTE BURKE [continued]: First of all, obviously, via needs and objectivesof their projects, but how can we also make surethat the human beings that are behind all these projectsare cared for, that we hear what they're saying,we acknowledge the challenges that they personallyhave to experience within their workspace?Maybe they're brand new to their job.
BERNADETTE BURKE [continued]: Maybe they've been in their job for years and yearsand are looking for new inspiration, and so all of thatplays into how we do our work, how we train our people.And we have to be able to basically first of all reflectthat internally, and then when we're training our folksthey have to then acknowledge thatand they have to be trained in that
BERNADETTE BURKE [continued]: so that when they are outward-facing to our clientsit's reflective of that as well.
SPEAKER 1: We do this slight overviewof talking about what you're goingto learn in this training, what success looks like,what happens if these tools aren't used correctly,or if they're in an imbalance, and how they affect not onlyyour development but your department and Brella overall.So really trying to get people in full in line with thatand just kind of talking about this as a tool kitthat we're giving to you, as opposed
SPEAKER 1 [continued]: to a more technical training.This is a soft skill toolkit.
SPEAKER 2: And I really like that.And actually during the first slide,and possibly even during this first one,I'd love to actually get a little more insight into wherethis comes from, where the background is,how this came about, those kind of things-- justthe first time.
BERNADETTE BURKE: It could be like a teeny versionon new trainings, but for this very, very first one.And maybe this is a slide literally,or some extra talking points for the very first timethat you do this with anyone.Or if you ever have to do it again,when you get a new manager, give them the extra little spiel,
BERNADETTE BURKE [continued]: and maybe it's like a special talkingpoint of why the heck do we want to havea scout's guide to management.Why care?It's a little bit of the why behind.
SPEAKER 2: And also legitimize it.This isn't something we just made up.This is actually something that is out there that'sbeen highly successful.
BERNADETTE BURKE: I think talking againabout what our core values are, whichis very much people-centric, verymuch growth- and educational-centric--by keeping those things very front and foremost,it means that when we're going to make a businessdecision-- again, maybe it's on the sales side of things,
BERNADETTE BURKE [continued]: maybe it's on the HR side of things,maybe it's on the purchasing side of things--we do think about the impact we have on the people whoare working in that and on the community that'sworking on that.When we're doing purchasing, we think about, OK, wehave a policy of we try and go local a lot
BERNADETTE BURKE [continued]: because we want to support our local community.We think a lot about, as much as we're able to,the do-no-harm concept.So we do a lot of recycle purchasing.We have solar panels on our roof to help basically createa little bit of green energy.We think about our transportation vehicles.How can we make them as fuel-efficient as possible?We have electric cars as part of our plate.
BERNADETTE BURKE [continued]: When we think about for our clients, again,we're thinking very much about howto integrate within their workflows,how to make things as easy as possible on them.Obviously we have to give them excellent supportand great work and that sort of thing,but then also-- you have to do that, but thenthe secondary thing is how do you again support
BERNADETTE BURKE [continued]: the people within there?How do you help them if they've gotsome very important social goals or green goalsor things like that?How do we support that?Many of our clients will ask us can yougive us an audit of some of your green practices?And that's something that we're very proud of.And again, obviously, for our staff,we're very promoting of training and education.
BERNADETTE BURKE [continued]: For a company of our size, we've got very good traininginitiatives, and it's very important for usto help grow and evolve our staff.Especially for us, it's very important as a verycultural-centric company to be able to apply that globally,not just in one area.And as much as we're able to, we try and do that.
SPEAKER 2: So, like, accountability, die cut.
BERNADETTE BURKE: Weren't we talking at one point almostlike you could have as part of the badges?
SPEAKER 1: I wanted to actually do badges.
BERNADETTE BURKE: Well, then part of itis, then, do you do something like an O-ringor something that just clips into thereso that as you keep going through,your takeaway is part of your badge?
SPEAKER 2: Yeah, I think that's a great idea.
BERNADETTE BURKE: Because that wayif there's like little summationsfrom each of the different trainings,it's almost like a mini-manual but not really.It's just here's the highlight takeaways.
SPEAKER 2: You can flip through him like a little O-ring.
SPEAKER 1: Yeah, that would be great.
BERNADETTE BURKE: Cool.All right.
SPEAKER 1: Excellent.I'm going to finish up a few things here,and I will see you guys in our next meeting.
BERNADETTE BURKE: Sounds good.Thanks.Professionally we deal with brand identity for our clientsall the time.It's a key element of what we do professionally,so it's a very interesting questionwhen you ask us about how our brand identity and our cultureare different.Because, from our perspective, part of what's
BERNADETTE BURKE [continued]: very important for us is self-honesty,and that plays out in how our feeling that our brandidentity and our culture need to bein alignment with each other.I look at it as sort of like, I don't want our brand identityto be a face mask.I want our brand identity to just be some lipstick.
BERNADETTE BURKE [continued]: It's our still our face underneath;we're just a little shinier, a little prettier.So for us, they're very much in alignment.Really our brand identity is basicallyshowing the best of ourselves.When we are at our best, that's what our brand identityis showing us.And hopefully we are being consistent
BERNADETTE BURKE [continued]: with what we're doing, because our brand identity is verymuch about being warm, being open, being caring,but also having a very high sense of quality,having a high sense of we're producingsomething that is hand-crafted.We think of ourselves in an artisanal standpoint,which is important because, again, our core identity is
BERNADETTE BURKE [continued]: about hand-craftsmanship.I mean, that's a key point.We train our people, you've got to care about what you do.We also really look at, OK, all the stepsof how do we give ourselves the toolsto be the best we possibly can.That's what our brand identity is.Well, we give the sense of craftsmanship,that there's human beings behind everything
BERNADETTE BURKE [continued]: and so those need to be very much in alignmentbecause we feel to do otherwise for ourselveswould be dishonest and we don't wantthose two to look different.We believe in the honesty of that.
SPEAKER 3: Hey.
SPEAKER 4: Hello.
SPEAKER 3: Hey.
SPEAKER 4: So the slide I was talking about--so we have all of these pictures but wedon't have everyone's yet.So I want to create a big grid thathas empty spaces so we can fill in the missing photosas they come in.But just in case we don't get all of them,let's put these in, in their own little shape.
SPEAKER 4 [continued]: That way we can add to them.
SPEAKER 3: So to have the extra spacessort of around the outside?
SPEAKER 4: Yeah, and if you want you can justput in square shapes and then fill in the picture.That way everything is the same size across the board,make it a little easier.
SPEAKER 3: Yeah, that'll make it really easy to just refill itas a picture when we have to swap it out.
SPEAKER 4: Yeah, however is best for you.
BERNADETTE BURKE: Brella is locatedin Evanston, which is just north of Chicago,and one of the things that when we were deciding wherewe wanted to put the company.So we're 24 years old, and when wewere debating where to put the companywe were sort of looking all around Chicago.It's a great place.There's a ton of creative energy.There's lots of cool places to be.
BERNADETTE BURKE [continued]: And one of the reasons we chose the location that we didwas because we liked the feel of the community.It's the first suburb that's north of Chicago,so it's not in the city.It has a few more trees, I'd liketo say a little slower moving.It's not really small town because we're stillright next to Chicago, but it's got a little more
BERNADETTE BURKE [continued]: of the small community feel.And that was something that was really important for us,because we wanted that sense of community.We felt like if we were going to be in Chicago, even though youcan create a community within the city of Chicago,it would be less so.So we thought really long and hard about moving to here,and the business community in here is very, very open.
BERNADETTE BURKE [continued]: Because it's a college town, there's a really good techsupport community.We get a lot of really cool peoplecoming out of the university.We get a lot of scientists, we get a lot of academics.There's a lot of really interesting thoughtin the area, and that for us is also very important.The nice thing is we do get very muchthe sense of-- in some ways it's a small town,but we get the wonderful aspect of being
BERNADETTE BURKE [continued]: right next to the city.A lot of our staff live in the cityso they get the excitement of that, but then they come here.It's a little more zen.There's more trees and that sort of thing.But we still very much feel like weare part of the business community and of the area,and it's very supporting to us.So we very early on got really into a lotof the local community things-- chamberof commerce, Rotary, Green Evanston,
BERNADETTE BURKE [continued]: a bunch of other different sort of local community groups.And then obviously with the business communitywe try and do a lot of shop local.I'll do different community-related eventswith the businesses.Shop local is probably the biggest thing that I do.And also just say hello to a lot of the local business people.I always introduce myself as another businessperson.We could basically ignore everybody and just
BERNADETTE BURKE [continued]: go about our business, but that's not who we are.And whatever community you live in, really be a part of that,and that community then supports you back."Oh, yeah, you guys are over there; you're right by this;I see the dog in the window."So it's always a fun thing.Where your business lives is very important to what
BERNADETTE BURKE [continued]: kind of work you get.Because I'm so used to basically going all over the Chicagolandarea, or all over the nation to service a lot of clients,for me it's very charming when I actually get local work.Because it means that I only have a five-minute commuteversus getting on a plane or calling someonewho's halfway around the world.I very much enjoy it.
BERNADETTE BURKE [continued]: I don't know that it's really significantly impactedmy business, but it's certainly always enjoyable.I think being in Chicago is probably the bigger impactbecause there are so many headquarters here.There's so many different kinds of businesseswith different kinds of opportunities.That's probably a bigger area wherethat's had an impact, because we have
BERNADETTE BURKE [continued]: a wealth of companies that need our communications services.
SPEAKER 5: Hello, everybody.Welcome to the Thursday weekly traffic meeting.We're going to go through the PC project status update.Lisa?
SPEAKER 6: So I have MPI, which is still in production.We've sent everything to the printer today, all the designmaterials, so that's good.For marketing under the Brella and Brellateam posts are both in production.Blogs are in production, break talk in production,and that is all I have.
BERNADETTE BURKE: Brella started outas two people-- myself and the other co-founder Mark.Over the last 24 years, we have grown and grown and grown,and one of the biggest challenges that all businessesface is as you grow-- it's very interesting because as you growthere are stair steps of complexity
BERNADETTE BURKE [continued]: that you have to deal with.Your very first employee, you suddenlyhave a whole lot of regulations.There's a whole lot of structure that youhave to put in place because the legal institutions wantyou to do that so that people get paid fairly,they get paid on time.When you're behind the scenes, youhave to figure out about payroll, billing, facilities,all that sort of thing.
BERNADETTE BURKE [continued]: So each of those grows exponentiallyas you grow and requires more specialized knowledge.So the hardest thing as a business in making those stepsis how do I get this specialized knowledge,how do I work with people to grow them to getthe specialized knowledge.Because somebody who's really good at something,
BERNADETTE BURKE [continued]: maybe someone who's really good at bookkeepingat a 10-person level, may be terrible at a 100-person levelbecause there's a different level of complexity.Sometimes you get more dedicated staff.At a 10-person level you may not have a dedicated personto do certain things, so maybe you're hiring that out.
BERNADETTE BURKE [continued]: So as you get bigger, you have to make the decision of, OK,is it time to break this activity out into a specialist?Is it time to outsource something?Is it time to bring something in?Maybe it's, hey, we've been outsourcing our bookkeeping,but now we're at 100 people and we're
BERNADETTE BURKE [continued]: at several million dollars.Maybe we need to bring that in because wewant someone who understands the minutia who we'retheir most important thing of the day because they'repart of us, versus we want someone out there.And in some cases it's absolutely the opposite.Sometimes it's like, OK, we are so in our own heads
BERNADETTE BURKE [continued]: that we can't see the forest for the trees.Let's bring someone in to help us.A very interesting thing for us isas we've grown, at each level how do we keep that culture?What does the culture look like whenit's expanded to more people, when we can't literallygo face-to-face?And so we have a lot of challengesaround that internally to make sure
BERNADETTE BURKE [continued]: that we're trying to basically give people the toolsto sort of still feel that cultureand then be able to repeat the culture,even if the founders can't make that one on one pieceso that basically we don't have to anymore.Everybody is basically doing it, so when a new person comes onthey're getting the feel, they'regetting the understanding.
BERNADETTE BURKE [continued]: And it's self-repeatable.
SPEAKER 7: The video is wrapping up again.I'm beginning to get quite busy.We're going to have a pretty big crunch for shooters and editorsthrough late July, early August.We're very likely going to be bringing in freelance editinghelp, but Matt and I are already on top working on that.And we're also trying to make sure wekeep some non-global marketing stuff,
SPEAKER 7 [continued]: moving forward at the same time.So we're juggling quite a few things, as well asall the new projects that Marie mentioned.We're currently working on concepting reportsand estimating on three big ones, so keep that in mindwith future stuff coming in.
BERNADETTE BURKE: We are by our nature a technology company,and so one of the biggest challenges as a technologycompany is it does not stay the same.So when we started the company 24 years ago,we were just working in video.The internet didn't exist.There was no smartphone.None of that stuff happened.But because we're basically big tech geeks,
BERNADETTE BURKE [continued]: we wanted a company that grew and evolved,so we did early programming ourselves.And so when we had the opportunityto grow the business in that direction,we jumped on it right away.But the biggest challenge has been really looking and going,OK, do we go into this one tech area,do we go in this other tech area, which things
BERNADETTE BURKE [continued]: do we want to adopt, which thingsdo we want to be bleeding-edge adopters, which things dowe want to be slower to follow?So that's been a really interesting thingbecause basically we're trying to constantly stay at a levelso that we can support our clients.So we do a lot of internal training with our staff.We encourage a lot of exploration of, OK,
BERNADETTE BURKE [continued]: what's going on, how are these things being done.So something that's first and foremost in our headis what are some of the new technologies.And also one of the coolest things, honestly,is how are people using them.Because there are certain technologies that come outand you think, oh, we're going to do it this way.And then people end up doing these awesome, just cool ways
BERNADETTE BURKE [continued]: of adapting and thinking about them in a different way,and that opens up totally new areas for us to explore.I would say, at least quarterly or a couple times a year,we're looking at what's new, what's going on,in all of the different areas that we work in.Because we want to find the best way to support our clients.
SPEAKER 8: I want to look over the MPI projection mappingrenderer real quick and just see if there's any notes,and have you guys talk me through ita little bit because I haven't seen this in like a week.So the full render here, this is justthe section above the hood, or does this include the hood?
SPEAKER 9: No, it doesn't include the hood.This is just like the back wall, so the hoodis the separate render.Then Ann is ultimately going to layer them all togetherand distort them so that it--
SPEAKER 8: Looks good.So this is just the back wall, disregarding the hood entirely?
SPEAKER 9: Correct.
SPEAKER 8: Cool.You feel like it's too slow?
SPEAKER 9: I couldn't really tell.
SPEAKER 10: I feel it's a little slow.The pacing in general is a little slow.I think we could speed it up a little bit.However, of course, that is up to everybody else.
SPEAKER 9: And, I mean, I guess without seeing itwith the other layers turned on, maybe it'sa little hard to see.Because at some point that hood starts to draw on as well.So
SPEAKER 8: I think this is probably good for now,just because, remember, this isn't goingto be viewed exactly like this.People are going to be distracted.They're going to be talking to other people.It's going to catch their eye.We want to give them a minute to have it catch their eyeand then turn.
BERNADETTE BURKE: In the last 24 yearswe've had to look at what we're doing.What is the big picture?What do we want to be doing?So if we talk about culture, for instance,culture is very important to us.So if we say we want to have peoplewho feel good about coming to work,they feel like they are cared for, they feel like they have
BERNADETTE BURKE [continued]: professional growth opportunities--either there's a professional growth path for them hereor we're giving them the keys that will give them expertiseso even if we don't have an opportunity for them to growthey're going to grow as far as they can.And they may go somewhere else, and we're OK with that.Because while they're in this level of growth period with us,
BERNADETTE BURKE [continued]: they're getting all they can out of the company,and we're getting all that we can out of that individual.And it's a very win-win situation.So we have to take stock of that,and we also have to take stock of, OK,if we want to be over here sometimesit means you've got to grow people to get to there.We've changed in lots of little small waysand lots of big ways, but it's been
BERNADETTE BURKE [continued]: more of the evaluating at a given time what do we need.We're at the stage where we've got a billing team, a financeteam, and they're handling a lot of different things.We've got one person whose only job is marketing,and we've got multiple HR team members.
BERNADETTE BURKE [continued]: Those are not something that we wouldhave had when we were small, because they were not relevant.
SPEAKER 11: Thank you for coming to the Marketing, Strategy,and Planning meeting for July.Today we're just going to go over just some quick actionitems, as well as a few check-ins,and then also talk through the goalsfor the coming quarter, for Q3.The Brella email template-- for that,
SPEAKER 11 [continued]: I need your feedback on the website you're on.
BERNADETTE BURKE: Which one are we talking about?
SPEAKER 11: We're creating just a generic templateto use for all of our upcoming emails.Mark suggested that we put the Brella websiteURL at the bottom.
BERNADETTE BURKE: So we're just going to do that?
SPEAKER 12: Yeah, and then we can see the new changes.So is there approval on that?
BERNADETTE BURKE: Yeah, take that approval while you can.
SPEAKER 11: All right.I'm going to run with it.
BERNADETTE BURKE: As the company gets bigger and bigger,keeping company culture intact is a huge challenge.When we first started, we were a company of two people.We were the founders.We didn't have any problem keepingour-- company culture was whatever we decided
BERNADETTE BURKE [continued]: to call it when we were done.As we added people, we started to developwhat is our company culture.Probably somewhere about 10 years into the business,and we were probably around maybe somewherebetween 15 to 20 people at that point, we started to do things.And the other founder and I were both getting busier and busier,
BERNADETTE BURKE [continued]: and we wanted to start handing off some of the fun thingsthat we did to other people.And really what it was, was we wantedto have other people help us build company culture,but we just didn't have a good word for it.Our culture is about people.It's about caring for our people and then alsoour people then caring for our clients.We've been basically very thoroughly working with our HR
BERNADETTE BURKE [continued]: team, working with our marketing team,because what we want to make sureis that the messaging that we're tellingour internal people-- it's as important to us as external.So the marketing team does think about that.They work with the HR department to basically create messagingpieces that are in alignment.And the HR-- we have a whole team
BERNADETTE BURKE [continued]: that's just dedicated that's a committee,and there are some HR team memberson there and then assorted employeesjust to internal events.And our internal events team comes upwith all sorts of crazy things for us to do.We have Smokin' Thursdays where we grill out.We have a mini-golf outing, we have a full-size golf outing,
BERNADETTE BURKE [continued]: but then we also do a lot of thingson a much more small level.For everybody's birthday we have cake.We call it cake because sometimes the cake is notreally a cake.Like we're going to have a birthdaytoday where the cake is bacon.We have fun things like that.Sometimes the cake is a fruit bowl.But the biggest thing is it's celebrating that a coworker was
BERNADETTE BURKE [continued]: born this day and, boy, are we excited that they'repart of our community.And we've got a lot of nice areas to walk around.Some of our staff, instead of having a meeting at a deskor in a conference room, they'll go aroundand they'll have a walking meeting.I always laugh.I'm like, OK, is this a one-block meeting,or is this like a 10-block meeting?I got to know which shoes to put on for the meeting.
BERNADETTE BURKE [continued]: As we've grown and either had more moneyor had more people to be able to do this,we try to make sure that stays into our companyso that it's always part of who we are.And again, you can do that in a three-person companyand you can do it at a much larger company,but you have to be very thoughtful about it.And as you grow, you have to get more minds involved.
SPEAKER 13: Actually, you know what?Since we still need a hotel, could youcheck three hotels near where they're shootingand then just let me know what the rates are for those nightsand we can pick which one we're going to use?
SPEAKER 14: Yeah, sure.But what distance are you?
SPEAKER 13: Really close, hopefully,because they want to start shooting really early.
SPEAKER 14: Oh, OK, good.Good to know.Do you need a car or anything?
SPEAKER 13: No, we've already got the car.Car's coming.
BERNADETTE BURKE: The reason for usthat we think company culture is so important for our businessis that by creating a workplace thatis comfortable and exploratory and creatively
BERNADETTE BURKE [continued]: caring, creatively freeing, we as a creative companycan do better work.And so when you're looking at I'mcreating the new video that's going to go on our client'swebsite, it's going to go in their social media, that'sa very important thing.I mean, we're affecting not only our business,
BERNADETTE BURKE [continued]: but we're affecting our clients.We're affecting all of their people.It's really, really hard to do that if you'rein an environment with a lot of constraints around it.You can't be at your creative bestwhen you're working from a big place of fearand when you're working from a place of excessive restraint.The other thing is that whether people
BERNADETTE BURKE [continued]: think about this consciously or unconsciously,one of the things as human beingsthat is very important to all of us is a feeling of respect.It is very, very hard to work in a placewhere you don't feel respected.You don't care for the building.You frequently don't care for what you do.Think about the businesses that you went into where
BERNADETTE BURKE [continued]: you could tell no one cares.And more often than not, you'll talk to the employees there,and it's because they don't feel respected.They feel like they're cogs in the wheel.They don't innovate because they feel like they'regoing to get shot down.Their thoughts aren't respected.So for us, in order to be innovative, in order
BERNADETTE BURKE [continued]: to be responsive to our clients, in order to hear well,a lot of what we have to do is listento what our clients need to say, and that'shard to do if you're working from a place of fearor from lack of respect.And so in order to do that, we needto create an environment that is receptive to openness, that's
BERNADETTE BURKE [continued]: receptive to being heard.We want people to engage.We want them because, again, that'show you're going to grow.That's how you're going to support our clients.Our clients don't want us to sit and shut up in the corner.They want us to be collaborative.And we have to be able to dig deep into whattheir communications challenges are,or their business challenges are, in order
BERNADETTE BURKE [continued]: to produce the best quality things that we need.And again, our culture helps to support it.If your culture is out of alignment,then it really can make your whole business practices outof alignment.
SPEAKER 15: I'm glad you're both here.I can talk about this landing pagethat we've been working on for webcoming from this, this white paper that we've been doing.So I like a lot of the stuff that's going on with this,but let's talk about how we're goingto use this to be better for the viewerand look at the landing page and see what Joe has done so
SPEAKER 15 [continued]: far to spruce it up to make it more readable and moreinteresting.
SPEAKER 16: I was hoping that we could break all this upto little sections and chunks with cool transitionsbetween them, maybe have the art come on and whatnot.I didn't know how much we could do.
SPEAKER 17: Yeah, so just taking into considerationthe differences between web and print,the text won't be looking the sameas it does in the print version.But just in terms of you have to takeinto account responsiveness on mobile and desktop.
SPEAKER 15: This is a great start.I think this is really good.What we might want to do is expand this to include maybea couple of extra pages.
SPEAKER 16: It would be so cool between these pagesif the art and the headline stuff--if that was some kind of animated thingthat you could trigger.I know it won't work on mobile, but if there's a way that--
SPEAKER 17: I mean, it could work on mobiledepending on how we do it or how much time we needor are given to work on that.
SPEAKER 15: That would be really cool.
SPEAKER 17: Yeah, that would be cool.
BERNADETTE BURKE: For folks who are interested in either owninga business or growing a business, either nowor in the future, one of the biggest things that I can sayis, think through a lot of things.It's very heady to be working and growing a business.
BERNADETTE BURKE [continued]: I mean, you are constantly in a state of alertness.You need to be able to really go up and down, sortof think in the now but also be able to think in the future.We like to call it the 100-foot level and the 1,000-foot level.There's a lot of things written on that,
BERNADETTE BURKE [continued]: but that's a really important thing.And you have to be able to go back and forth in therefrequently.One of the hardest things that I find sometimesis that I'll get stuck in one or the other,and when I get stuck in that level for me it's very obvious.Because all of a sudden, like if I'm stuck at the 1,000 footlevel for too many weeks in a row,
BERNADETTE BURKE [continued]: weird little stuff starts falling apart.And you're like, why?And it's because, oh, yeah, I haven't been paying attentionto that.A lot of people, when either they start their own businessor they get with their new managersin an area, what they get lost onis they get into one of those areasand they forget that they have to go up and down.Because it is.
BERNADETTE BURKE [continued]: It's a constant cycle of that.If you don't think sometimes about the little things,then you will find things start to crumble.They'll start to fall apart.If you don't think about the process of howdo I get from point A to point B, you will have no process.You do have to think about the big picture,because if you don't know where you're going,
BERNADETTE BURKE [continued]: you could go in some very strange things.The best managers I know think very entrepreneuriallyabout their departments.And they think of them as little businesses,and they think of them as how do I grow my team,how do I grow a division or my organization.And you can tell them right away.Their spaces look the best that they can, given what they are.
BERNADETTE BURKE [continued]: I mean, you go into an auto shop and it's notgoing to look the same as a hair salon,and that won't look the same as a white collar business.But you can tell the ones where they've got managers that care,because there is a better energy,the place is better put together.You can tell care is being taken care of.
Sociology of Organizations
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Bernadette Burke discusses the culture in her business and why company culture is important. Company culture can elicit high job satisfaction and creativity from employees, leading to a more motivated workforce. Burke discusses her company values, why she chose her company's location, and entrepreneurship.
Bernadette Burke discusses the culture in her business and why company culture is important. Company culture can elicit high job satisfaction and creativity from employees, leading to a more motivated workforce. Burke discusses her company values, why she chose her company's location, and entrepreneurship.