WEBVTT - Embracing Purpose and AI with Carla Hassan 0:00:03.920 --> 0:00:07.600 Welcome back to Possible Now. Today, we have the incredible 0:00:07.680 --> 0:00:10.800 opportunity to sit down with one of the most visionary 0:00:10.920 --> 0:00:15.440 and influential leaders in marketing, Karla Hassan, Chief Marketing Officer of. 0:00:15.520 --> 0:00:16.760 JP Morgan Chase. 0:00:19.200 --> 0:00:22.080 Carla is a trailblazer in the industry, known for her 0:00:22.160 --> 0:00:27.639 ability to seamlessly blend creativity, data driven insights, and purpose 0:00:27.760 --> 0:00:31.800 to build brands that truly connect with people. She has 0:00:31.880 --> 0:00:35.240 led marketing for some of the world's most iconic companies 0:00:35.320 --> 0:00:41.160 like City, PepsiCo, Callogs, and toy Surs, driving impactful campaigns 0:00:41.200 --> 0:00:45.960 and fostering a culture of inclusivity and innovation. At JP 0:00:46.040 --> 0:00:49.519 Morgan Chase, Carla is redefining what it means to be 0:00:49.560 --> 0:00:53.960 a financial brand, ensuring that marketing doesn't just sell products, 0:00:54.080 --> 0:00:57.920 but also drives meaningful change for customers and communities. And 0:00:57.960 --> 0:01:02.040 in today's conversation, we will die into Carla's leadership journey 0:01:02.520 --> 0:01:05.680 as well as the evolving role of marketing, but also 0:01:05.800 --> 0:01:10.200 how AI, innovation and purpose are shaping the future of 0:01:10.280 --> 0:01:13.720 the industry, and of course, the person behind the title, 0:01:14.120 --> 0:01:18.200 what inspires her, her leadership philosophy and the advice she 0:01:18.360 --> 0:01:22.160 has for aspiring marketers. So this is going to be 0:01:22.200 --> 0:01:24.800 a very insightful and inspiring discussion with one of the 0:01:24.840 --> 0:01:27.640 most dynamic cemos in the industry. So let's get it 0:01:27.720 --> 0:01:31.160 right into and please join me in welcoming Karla Hassan. 0:01:32.880 --> 0:01:33.720 Welcome Karla. 0:01:34.160 --> 0:01:37.199 Oh my gosh, what an introduction. Thank you so so 0:01:37.200 --> 0:01:39.959 so much. I'm so excited to be here and it's 0:01:40.040 --> 0:01:42.160 been a long time coming, so thanks for having. 0:01:41.959 --> 0:01:43.240 Me, great, great Cala. 0:01:43.319 --> 0:01:46.360 At the beginning of our podcast, I start normally with 0:01:46.640 --> 0:01:50.400 a question about your personally and if there is, for example, 0:01:50.480 --> 0:01:54.520 something about you that most of the people don't know yet. 0:01:54.760 --> 0:01:57.800 So if you are willing maybe to share something about 0:01:58.080 --> 0:02:01.800 a hidden talent or maybe an unexpected hobby, or maybe 0:02:01.840 --> 0:02:05.040 even a childhood dream that had nothing to do with marketing, 0:02:05.120 --> 0:02:07.960 Is there anything you know you can you're willing to 0:02:07.960 --> 0:02:08.520 share with us? 0:02:09.120 --> 0:02:11.520 Oh, lots of things, but I think probably one that 0:02:11.520 --> 0:02:15.080 most people would be surprised about or to learn is 0:02:15.120 --> 0:02:19.079 that I absolutely love to build legos and puzzles. That's 0:02:19.639 --> 0:02:22.960 the thing that takes me away from all the stress 0:02:23.400 --> 0:02:26.960 of day to day life, of work, of family, of motherhood, 0:02:27.120 --> 0:02:30.560 of parenting, about the only thing that actually makes me 0:02:30.600 --> 0:02:33.280 put my phone down and not think about anything else 0:02:33.400 --> 0:02:34.160 and just focus. 0:02:34.200 --> 0:02:34.600 I love it. 0:02:34.680 --> 0:02:36.800 I love it, in fact, in right now doing a 0:02:36.880 --> 0:02:39.639 lego typewriter, which is quite the challenge. 0:02:40.000 --> 0:02:42.280 So it means if we would see your home, there 0:02:42.280 --> 0:02:47.040 would be a collection of these kind of different structures. 0:02:46.720 --> 0:02:47.720 Right Know. 0:02:47.760 --> 0:02:50.320 What's odd about it is the legos. When I make them, 0:02:50.360 --> 0:02:53.400 if they are pretty intricate, I give them away. So 0:02:53.560 --> 0:02:55.680 the typewriter, I know exactly who I'm going to give 0:02:55.680 --> 0:02:59.200 it away to. And then the puzzles, sadly, we break 0:02:59.200 --> 0:03:02.320 them apart. So I enjoyed them for the moment and 0:03:02.320 --> 0:03:04.480 then break them apart. And I do give the puzzle 0:03:04.520 --> 0:03:07.480 away to people, to whoever else likes puzzles. I've been 0:03:07.560 --> 0:03:10.040 actually during COVID, I used to send puzzles when I 0:03:10.080 --> 0:03:12.800 was finished with them to other people and get some 0:03:12.880 --> 0:03:13.320 from others. 0:03:13.520 --> 0:03:16.120 Oh that's awesome, that's awesome. That's a great insight. Thank 0:03:16.160 --> 0:03:18.639 you for sharing this with us. Okay, so let's start 0:03:18.680 --> 0:03:21.120 a bit about you know, of course, your leadership, your 0:03:21.120 --> 0:03:24.519 style of leadership, and also authenticity, which is very important. 0:03:25.000 --> 0:03:28.480 And I hear this word a lot from many leaders, 0:03:28.840 --> 0:03:31.680 but what does it truly mean to you as a leader? 0:03:32.000 --> 0:03:36.280 And how do we ensure authenticity in your leadership style 0:03:36.560 --> 0:03:41.000 while balancing the many demands of such a high profile 0:03:41.360 --> 0:03:42.120 corporate role. 0:03:42.960 --> 0:03:45.480 Look, it's a great question, and it's a great question 0:03:45.560 --> 0:03:49.280 for several reasons, because our teams look at us as 0:03:49.360 --> 0:03:53.720 leaders to get all of their inspiration, to get their direction, 0:03:53.920 --> 0:03:57.880 to get knowledge, and we set the tone, and in 0:03:57.920 --> 0:04:00.680 a lot of ways, they see us some times kind 0:04:00.680 --> 0:04:03.000 of like our children see us as as you know, 0:04:03.120 --> 0:04:07.080 unbreakable and perfect, or they expect us to be. And 0:04:07.360 --> 0:04:11.840 I think, you know, to me, authenticity is building trust 0:04:11.920 --> 0:04:15.200 with them, and that means even if it means I'm 0:04:15.280 --> 0:04:18.920 vulnerable sometimes and I think some leaders are afraid of that, 0:04:19.480 --> 0:04:22.600 but I feel for me, it's really really important. The 0:04:22.640 --> 0:04:25.760 minute that you are authentic or you show up as 0:04:25.800 --> 0:04:29.640 who you are, I believe it builds a connection, a trust, 0:04:29.800 --> 0:04:32.520 not only with your own team, but with your partners, 0:04:32.600 --> 0:04:35.080 with your colleagues. You know, being able to say that 0:04:35.120 --> 0:04:37.640 you don't know something when you don't know it, being 0:04:37.680 --> 0:04:40.920 able to, you know, to ask questions. I think that 0:04:41.040 --> 0:04:45.040 really just builds community. Builds community with you again your 0:04:45.120 --> 0:04:48.280 own team, it builds community with people around you. And 0:04:48.360 --> 0:04:51.400 so I think that's why For me, authenticity is really important. 0:04:51.440 --> 0:04:53.360 It's the only way I know how to show up. 0:04:53.720 --> 0:04:58.320 And I've tried in the past to look around and 0:04:58.440 --> 0:05:01.400 see who else was successful, and I would try to 0:05:01.440 --> 0:05:04.560 emulate them, but it was so different than who I was, 0:05:05.040 --> 0:05:08.800 and I realized that in those moments, I just I 0:05:08.920 --> 0:05:11.039 just wasn't as effective as I could be. And so 0:05:11.200 --> 0:05:14.680 the more authentic I believe that you are to yourself, 0:05:15.240 --> 0:05:17.880 the more power you have, and I think the more 0:05:17.880 --> 0:05:21.640 confident you become, and that builds a certain level of trust. 0:05:21.680 --> 0:05:24.640 And so authenticity comes in so many different forms. Do 0:05:24.640 --> 0:05:26.240 you know what I mean? It doesn't mean you have 0:05:26.279 --> 0:05:28.599 to be nice to everybody. It just means you have 0:05:28.640 --> 0:05:31.520 to be exactly who you are, and I think people 0:05:31.560 --> 0:05:32.400 really appreciate that. 0:05:32.760 --> 0:05:36.279 And it also brings your team members and potentially also 0:05:36.320 --> 0:05:39.560 your clients or your partners you're doing business with in 0:05:39.600 --> 0:05:42.480 the similar position right to feel that they can do 0:05:42.520 --> 0:05:45.120 it in a similar way. Have you had you mentioned 0:05:45.160 --> 0:05:45.919 a role, Well. 0:05:45.839 --> 0:05:48.279 For sure, I was going to build on that because, 0:05:48.320 --> 0:05:50.400 like I said in the beginning, people are watching you, 0:05:50.880 --> 0:05:53.640 and so the way you behave, they then start to behave. 0:05:53.680 --> 0:05:56.240 And so what's interesting about that is if you yourself 0:05:56.279 --> 0:05:59.560 are authentic and you demand that of the people around you, 0:05:59.680 --> 0:06:02.440 or they become you know, they want to emulate that. 0:06:02.839 --> 0:06:05.880 You build a culture of authenticity, and a culture of 0:06:05.920 --> 0:06:09.160 authenticity is a culture of trust and a culture of connection. 0:06:09.560 --> 0:06:11.839 And who doesn't want a culture of trust and connection 0:06:12.000 --> 0:06:13.760 with you know, with your own team and with your 0:06:13.760 --> 0:06:16.279 colleagues and frankly with your customers and clients. 0:06:16.480 --> 0:06:16.600 Right? 0:06:16.680 --> 0:06:19.080 No, absolutely, right. Have you had a role model you 0:06:19.120 --> 0:06:21.480 mentioned when you expand this kind of role model? Have 0:06:21.520 --> 0:06:24.440 you had somebody you could use as a role model 0:06:24.520 --> 0:06:26.440 developing into this kind of person? 0:06:27.040 --> 0:06:30.040 Yeah, Look, I think everything starts at home. And so 0:06:30.160 --> 0:06:33.159 for me, both my parents, my mother who passed away 0:06:33.160 --> 0:06:36.800 a couple of years ago and my father who's thankfully 0:06:36.839 --> 0:06:40.640 still with us and healthy. And they are probably the 0:06:40.680 --> 0:06:44.039 most authentic people I know they have. You know, my 0:06:44.120 --> 0:06:46.599 father is ninety one years old and to this day 0:06:46.640 --> 0:06:49.520 he is who he is from you know, when I 0:06:49.600 --> 0:06:52.760 was born. And so I think for me again, this 0:06:52.880 --> 0:06:56.520 notion of emulating the you know quote leader that is 0:06:56.520 --> 0:06:58.840 in your life, and for so long they have been 0:06:58.880 --> 0:07:01.719 the leaders in my life, and so for me it 0:07:01.920 --> 0:07:05.400 really has always started at home. How they treat others 0:07:05.440 --> 0:07:10.440 how they live their life. So authenticity, kindness, vulnerability, all 0:07:10.440 --> 0:07:13.080 of that has really not just shaped me into the person, 0:07:13.160 --> 0:07:15.120 but frankly into the leader that I am. 0:07:15.560 --> 0:07:18.000 As well as empathy, right, I mean, I think we 0:07:18.080 --> 0:07:19.360 agree that empathy is. 0:07:19.280 --> 0:07:22.040 Also at heart of effective leadership. 0:07:22.080 --> 0:07:25.520 And if so, how do you cultivate a culture of 0:07:25.760 --> 0:07:30.000 empathy within large organizations like JP Morgan Chase. I mean, 0:07:30.360 --> 0:07:33.600 this is a massive organization with so many different, you know, 0:07:33.800 --> 0:07:35.560 people and characters and personalities. 0:07:35.640 --> 0:07:36.320 How do you do this? 0:07:36.800 --> 0:07:40.760 Yeah, it's so, you know, Empathy, for the longest time, 0:07:40.960 --> 0:07:44.480 I think was a word that was synonymous with nice 0:07:45.200 --> 0:07:48.800 and being nice, particularly as a woman in corporate America 0:07:48.920 --> 0:07:52.040 right or in the corporate world was not necessarily a 0:07:52.080 --> 0:07:54.480 positive thing if someone said to you, you're too nice. 0:07:55.160 --> 0:07:57.760 But then I think post twenty twenty, you know, when 0:07:57.800 --> 0:08:01.760 people really started having to see what other folks were 0:08:01.760 --> 0:08:04.520 going through each and every single day while they were working, 0:08:05.400 --> 0:08:10.840 I think those that have inherently an empathic nature to 0:08:10.960 --> 0:08:13.680 them as leader were the ones that thrived in the 0:08:13.760 --> 0:08:18.560 hardest times. And I think for me, empathy is very 0:08:18.560 --> 0:08:21.160 simple when you look at sort of how I define it. 0:08:21.160 --> 0:08:26.320 It's actively listening understanding where somebody else is coming from 0:08:27.160 --> 0:08:31.800 and helping then solve solutions for that person, whether again 0:08:31.960 --> 0:08:34.800 in a leadership position or even when we think about 0:08:34.800 --> 0:08:39.640 our clients and our customers. And so for me, it's really, really, 0:08:39.679 --> 0:08:43.320 really important. And interestingly enough, when I came to JP 0:08:43.480 --> 0:08:47.839 morgan Chase, we did an exercise around our values, and 0:08:47.920 --> 0:08:52.120 one of the values we have five values service, heart, curiosity, courage, 0:08:52.120 --> 0:08:56.360 and excellence, and one of those values is heart. And 0:08:56.520 --> 0:08:59.960 we talked a lot about should the word be hard, 0:09:00.240 --> 0:09:02.520 should it be empathy, should it be love? So we 0:09:02.520 --> 0:09:05.720 were dancing around is that what should that value look like? 0:09:06.360 --> 0:09:08.439 We landed on heart. But to me, heart is just 0:09:08.520 --> 0:09:12.520 another way to talk about being an empathic leader. It's 0:09:12.600 --> 0:09:16.760 really about again listening and about understanding what people are 0:09:16.800 --> 0:09:20.439 going through and about solving problems from their vantage point 0:09:20.520 --> 0:09:23.160 as well. And so I think if you can as 0:09:23.200 --> 0:09:28.040 a leader focus on empathy, it drives results. It drives results. 0:09:28.360 --> 0:09:31.160 And so for me it wasn't hard in this corporate 0:09:31.240 --> 0:09:33.560 environment because it is one of our values at JP 0:09:33.679 --> 0:09:34.280 morgan Chase. 0:09:34.960 --> 0:09:38.880 Have you ever experienced pushbacks or challenges in terms of 0:09:38.920 --> 0:09:41.360 doing this bringing your whole selves to work? I mean 0:09:41.520 --> 0:09:44.680 I can't imagine that many leaders have some concerns, you know, 0:09:44.880 --> 0:09:48.200 or are hesitating of it to do this for sure. 0:09:48.400 --> 0:09:50.600 For sure, like I said earlier in my career, I 0:09:50.679 --> 0:09:52.840 was told I was too nice. That that's what it was. 0:09:53.280 --> 0:09:56.160 People would say, like, you know, why aren't be so nice? 0:09:56.200 --> 0:09:59.000 And I'm actually not nice, not that I'm not nice. 0:10:00.160 --> 0:10:01.559 But it's not about being nice. 0:10:01.720 --> 0:10:02.920 Yeah, it's actually. 0:10:04.200 --> 0:10:11.840 My daughter might tell you sometimes, but it's not about 0:10:11.840 --> 0:10:15.280 being nice. It's literally about understanding what other people are 0:10:15.320 --> 0:10:16.920 going through. And you know where it comes for me. 0:10:17.080 --> 0:10:19.160 It comes from for me when I first moved to 0:10:19.200 --> 0:10:22.440 this country. So I'm an immigrant, and when I first moved, 0:10:22.520 --> 0:10:26.200 I moved during the initial Gulf War when Aida invade 0:10:26.200 --> 0:10:29.640 it Kwait and nobody really liked Arabs at the time. 0:10:29.720 --> 0:10:33.959 I had a very strong accent, and people would say 0:10:34.000 --> 0:10:37.920 really nasty things to me, and I was always hopeful 0:10:37.920 --> 0:10:41.160 that they would just understand who I was, if they 0:10:41.280 --> 0:10:43.920 actually just asked me questions, if they understood who I 0:10:43.960 --> 0:10:46.080 was and where I was coming from, then they actually 0:10:46.200 --> 0:10:48.240 might see me in a very different light than what 0:10:48.280 --> 0:10:51.560 they see on television or whatever. And so for me, 0:10:52.400 --> 0:10:55.360 that's why it's really important But to go back to 0:10:55.400 --> 0:11:00.040 your question, Yes, absolutely, I have struggled with that my 0:11:00.200 --> 0:11:03.280 entire career. Even now. Sometimes I have to think about it, 0:11:03.640 --> 0:11:05.840 you know, and as a leader, you've got to be flexible, 0:11:05.880 --> 0:11:09.959 So you've got to think about where where now do 0:11:10.000 --> 0:11:12.800 I use empathy to listen to what other people, where 0:11:12.800 --> 0:11:14.960 other people are coming from, and where actually do I 0:11:15.040 --> 0:11:19.720 need to be more you know, make the decision on 0:11:19.720 --> 0:11:21.840 my own right right, make the decision on my own, 0:11:22.240 --> 0:11:26.000 be more direct, and not actually bring other people in right, 0:11:26.000 --> 0:11:28.440 which is foreign to me. It's a foreign concept to me. 0:11:28.880 --> 0:11:31.440 And so yeah, I absolutely struggle with it. I would 0:11:31.440 --> 0:11:34.120 suspect that most people do. I mean, in corporate America, 0:11:34.360 --> 0:11:37.240 we want results in corporate in the corporate world, we 0:11:37.280 --> 0:11:41.079 want results. We want people who are decisive. And sometimes 0:11:41.080 --> 0:11:44.599 when you're more empathic, you're more you collaborate more, and 0:11:44.640 --> 0:11:46.520 maybe it takes a little bit of more time to 0:11:46.559 --> 0:11:49.800 get to decisions. And I think that some people don't 0:11:49.880 --> 0:11:51.760 like that, and so but for me, it has been 0:11:52.520 --> 0:11:55.760 so far, very success, you know, a very successful trait 0:11:55.840 --> 0:11:56.800 that I've had as a leader. 0:11:57.240 --> 0:11:59.480 Obviously obviously and a one hundred percent agree what you've 0:11:59.480 --> 0:12:03.000 said You've mentioned before being authentic. You know, you build 0:12:03.040 --> 0:12:07.080 also trust across organizations and within your teams. How do 0:12:07.160 --> 0:12:11.440 you maintain that trust in such a time, you know, 0:12:11.760 --> 0:12:16.839 this kind of rapid transformation, these changes every day at 0:12:16.840 --> 0:12:19.920 a speed we've never experienced before. I can imagine that 0:12:20.080 --> 0:12:22.680 many people, whether in our business and of course outside 0:12:22.679 --> 0:12:25.600 of our business, are sometimes very scared about this. How 0:12:25.640 --> 0:12:29.200 do you maintain the trust in your own organizations? Let's 0:12:29.240 --> 0:12:32.680 call it also confidence. Hard to provide confidence as well. 0:12:32.840 --> 0:12:35.720 Yeah, it's very hard. It's very hard because change is hard, 0:12:35.720 --> 0:12:38.920 Innovation is hard. Especially when you're in a business that's 0:12:38.960 --> 0:12:42.360 doing well. People don't want to change necessarily very quickly, 0:12:42.760 --> 0:12:45.880 and so building that trust and building that confidence is important, 0:12:46.160 --> 0:12:49.440 and it is deliberate. So I'm going to use words 0:12:49.559 --> 0:12:54.720 like process over communication. You cannot underestimate in a time 0:12:54.920 --> 0:12:59.880 of extreme change and extreme innovation, the discipline that has 0:13:00.080 --> 0:13:04.439 to go in to managing that. And maybe they're counterintuitive 0:13:04.760 --> 0:13:08.880 because I think most people think innovation fast move, you know, 0:13:09.360 --> 0:13:11.840 just test and learn and just go get it done. 0:13:12.000 --> 0:13:14.560 But the reality is, particularly when you're in a large 0:13:14.679 --> 0:13:19.560 organization and very very matrixed, you have got to be deliberate. 0:13:19.679 --> 0:13:22.959 You've got to be disciplined, and sometimes something might take 0:13:22.960 --> 0:13:26.000 a little bit longer. But when you bring everybody along 0:13:26.040 --> 0:13:29.960 with you, it drives to your question, it drives that trust, 0:13:30.040 --> 0:13:32.800 it drives that confidence. And so I do have people 0:13:32.800 --> 0:13:35.040 though that on my team that do get frustrated. You know, 0:13:35.080 --> 0:13:37.360 they think that, you know, something might take too long 0:13:37.400 --> 0:13:39.520 of time, or you know, they just want to go. 0:13:39.600 --> 0:13:41.160 They have an idea and they just want to go 0:13:41.200 --> 0:13:43.839 do it. The problem is is that if you go 0:13:44.000 --> 0:13:47.680 do something on your own and you don't bring other 0:13:47.720 --> 0:13:51.120 people with you, then back to your point, you don't 0:13:51.160 --> 0:13:55.040 build the trust and the confidence, and that idea stays small. 0:13:55.320 --> 0:13:58.720 It stays your own idea and instead of being able 0:13:58.760 --> 0:14:01.760 to share it across the world organization and to scale 0:14:01.800 --> 0:14:05.440 it across the organization. And so it's the boring stuff. 0:14:05.600 --> 0:14:10.160 It's the process, it's the change management, it's the collaboration. 0:14:10.760 --> 0:14:12.880 It's the stuff that people don't like to do when 0:14:12.920 --> 0:14:14.959 they think about change and they think about innovation. 0:14:15.160 --> 0:14:18.319 Right, and funnily enough, you know it belongs to small 0:14:18.480 --> 0:14:21.800 organizations and of course even more to big organizations like yours. 0:14:22.480 --> 0:14:26.600 When I think I've learned about jpmong chases purpose, which 0:14:26.640 --> 0:14:28.400 is we make dreams possible for. 0:14:28.400 --> 0:14:30.680 Everyone, everywhere, every day. 0:14:31.240 --> 0:14:33.440 And I think you introduced it more as two years 0:14:33.480 --> 0:14:35.680 ago if I'm right, but please correct me if I'm wrong. 0:14:36.800 --> 0:14:40.680 I think this is a very powerful purpose obviously, And 0:14:41.120 --> 0:14:45.760 how do you ensure this mission translates into meaningful action 0:14:46.240 --> 0:14:51.280 across marketing, consumer engagement, and also employee experience? 0:14:51.800 --> 0:14:52.680 How do you do this? 0:14:54.080 --> 0:14:56.920 So for me, the way that it works is it 0:14:56.960 --> 0:14:59.560 has to start at the top. And so when we 0:15:00.120 --> 0:15:03.440 reduced the idea of writing the purpose of our organization, 0:15:03.560 --> 0:15:05.960 we were just coming out of a moment in time 0:15:06.520 --> 0:15:10.720 where thirty forty percent of our colleagues were you in 0:15:10.800 --> 0:15:13.440 the last three years to the company. They had really 0:15:13.440 --> 0:15:16.960 only known each other on little squares. They didn't really 0:15:16.960 --> 0:15:20.320 truly understand the magic of the culture of JP Morgan Chase, 0:15:20.360 --> 0:15:23.360 an almost two hundred year old company. But the people 0:15:23.400 --> 0:15:26.000 that had been here a long time knew what that 0:15:26.040 --> 0:15:30.920 magic was. And so we sought to articulate that, to 0:15:31.080 --> 0:15:35.280 codify it, to put it in one piece of language that, 0:15:35.320 --> 0:15:39.760 as you say, was not just important for the outside world, 0:15:39.800 --> 0:15:42.160 our customers and our clients to know what we stood 0:15:42.200 --> 0:15:44.560 for and what our purpose was, but more importantly for 0:15:44.600 --> 0:15:47.520 three hundred thousand people that show up every single day. 0:15:47.600 --> 0:15:50.800 And so it started at the top Jamie, the entire 0:15:50.840 --> 0:15:55.120 operating committee, everybody was involved. We co crafted it together 0:15:55.760 --> 0:15:58.560 and then we had a rollout plan. So you want 0:15:58.600 --> 0:16:00.920 to think about we thought about it exactly as we 0:16:00.960 --> 0:16:04.560 think about any other campaign, and you know, lots at 0:16:04.560 --> 0:16:07.440 stake because it's our internal people and how they feel, 0:16:07.520 --> 0:16:10.320 and so we were deliberate. We we went and did 0:16:10.560 --> 0:16:13.600 research tens of thousands of people around the world. We 0:16:13.640 --> 0:16:15.600 looked at all of our you know, things that we 0:16:15.640 --> 0:16:18.480 had written about our culture, what our people were saying. 0:16:18.600 --> 0:16:22.600 We went to our EOS results, our employee opinion survey results, everything, 0:16:23.080 --> 0:16:26.400 and we built this framework that articulated what the purpose 0:16:26.520 --> 0:16:29.320 was and what the values were. And if we didn't 0:16:29.320 --> 0:16:31.640 have sponsorship from the top, it would have been really, 0:16:31.680 --> 0:16:34.360 really hard. But so then we just became you know, 0:16:34.400 --> 0:16:37.800 we just managed it stage by stage by stage. So 0:16:37.920 --> 0:16:41.600 first it was you know, Jamie and I talking on 0:16:41.680 --> 0:16:44.120 a stage about it. And again, when you have the 0:16:44.200 --> 0:16:47.680 CEO and chairman of the firm, you know, talking about 0:16:47.680 --> 0:16:50.520 our purpose and our values and why they are important, 0:16:51.120 --> 0:16:55.120 it helps galvanize the senior leaders of the organization. But 0:16:55.200 --> 0:16:58.000 then they started to believe it. And then when they 0:16:58.040 --> 0:17:00.760 believed that language and they thought it was meaningful, they 0:17:00.800 --> 0:17:02.920 then took it to their teams, et cetera, et cetera. 0:17:02.960 --> 0:17:05.760 But we have a we have an internal CMO who 0:17:05.760 --> 0:17:09.040 we hired about a year ago, and she is responsible 0:17:09.160 --> 0:17:12.240 for taking all of the great work that we do 0:17:12.359 --> 0:17:15.199 with our purpose, our values, all the things we do 0:17:15.280 --> 0:17:18.960 in our organization, and helping our three hundred and three 0:17:19.040 --> 0:17:23.159 hundred plus thousand employees understand why each and every single 0:17:23.200 --> 0:17:26.439 one of them is here and how they contribute to 0:17:26.680 --> 0:17:30.640 that that that purpose of making dreams possible for everyone, everywhere, 0:17:30.680 --> 0:17:33.919 every day. And so again, we treated it much like 0:17:33.960 --> 0:17:37.240 we treat any other campaign. There was an editorial calendar, 0:17:37.320 --> 0:17:41.400 there still is, and I think very importantly we did 0:17:41.400 --> 0:17:45.040 not treat it as a one year thing. So for us, 0:17:45.160 --> 0:17:47.879 it is important that you know it is a multi 0:17:47.960 --> 0:17:51.240 year journey. And the very beginning people would say, oh, 0:17:51.359 --> 0:17:54.000 I know you, you know you wrote the purpose Carla, 0:17:54.160 --> 0:17:57.640 like it's Carla's purpose because I was standing on the stage, 0:17:57.720 --> 0:18:01.600 you know, telling everybody about it. Today, I am so 0:18:01.840 --> 0:18:05.840 proud that it is everybody else's purpose. Now we get 0:18:05.880 --> 0:18:09.159 emails that show us how people in our branches have 0:18:09.280 --> 0:18:12.399 taken the purpose and you know, made mugs out of 0:18:12.440 --> 0:18:15.480 them or made a poster or something because it's them 0:18:16.040 --> 0:18:18.199 and they love it and they believe in it. And 0:18:18.200 --> 0:18:20.439 I think that's probably what's the most important. But it 0:18:20.520 --> 0:18:22.359 has to start on the top. It has to be 0:18:22.400 --> 0:18:25.639 a deliberate you know, thinking about how we're going to 0:18:25.760 --> 0:18:28.520 roll it out to the organization and then you know, 0:18:28.680 --> 0:18:31.800 externally to our customers and our clients as well, who 0:18:31.840 --> 0:18:35.359 have been very open and welcoming with it because it 0:18:35.440 --> 0:18:38.600 shows that we believe in something and we stand for something. 0:18:39.720 --> 0:18:43.520 And you've mentioned, you know, you developed this, you implemented 0:18:43.600 --> 0:18:47.280 this purpose. You mentioned campaigns. Was there any campaign since 0:18:47.280 --> 0:18:50.960 then or initiative which stands out for you based on 0:18:51.000 --> 0:18:54.760 that purpose where you know people would immediately recognize this 0:18:55.080 --> 0:18:57.440 externally of course, to recognize that purpose. 0:18:58.040 --> 0:19:00.600 Yeah, so the campaign that we've done externally is under 0:19:00.640 --> 0:19:02.840 the handle of make Happen. So we didn't want to 0:19:02.880 --> 0:19:06.480 take our internal purpose of make dreams possible and make 0:19:06.520 --> 0:19:09.719 that a tagline of a campaign that's internal for us. 0:19:09.760 --> 0:19:12.439 It's a rallying cry and a sort of really nice 0:19:12.600 --> 0:19:16.000 you know why we exist, but it translated into an 0:19:16.040 --> 0:19:19.320 external campaign called make Happen, which is, you know, make 0:19:19.400 --> 0:19:22.240 momentum happen, make you know, whatever it is, make small 0:19:22.280 --> 0:19:24.920 business happen, et cetera. But the idea of that we 0:19:25.240 --> 0:19:28.760 make something happen and help make it happen. And I'll 0:19:28.760 --> 0:19:31.280 tell you one in particular that I really love is 0:19:31.400 --> 0:19:35.960 last year. We have been pushing for an initiative called 0:19:36.000 --> 0:19:40.119 Second Chances for a long time, and that initiative is 0:19:40.200 --> 0:19:44.320 really about going to different states around the nation and 0:19:44.400 --> 0:19:47.119 making sure that we are helping the states give people 0:19:47.400 --> 0:19:52.560 second chances to work, people who have been incarcerated, people 0:19:52.600 --> 0:19:55.399 who have a record, you know, something little something like 0:19:55.560 --> 0:19:57.760 you know, maybe when they were nineteen years old, they 0:19:57.800 --> 0:20:00.479 were smoking marijuana in their college door room and they 0:20:00.480 --> 0:20:02.760 got caught and they got arrested, and now they have 0:20:02.800 --> 0:20:08.160 a record, and to expunge that record, it requires thousands 0:20:08.240 --> 0:20:11.520 and thousands of pieces of paper, thousands and thousands of dollars. 0:20:11.560 --> 0:20:14.240 And so what ends up happening is anytime those people 0:20:14.280 --> 0:20:16.720 want to go for a job, they have to check 0:20:16.760 --> 0:20:19.760 on a piece of paper that they have a record, 0:20:20.000 --> 0:20:23.320 which in a lot of ways stops them a criminal record, 0:20:23.600 --> 0:20:26.240 right which in a lot of ways stops them from 0:20:26.280 --> 0:20:28.760 actually getting a job, and so giving them a second 0:20:28.800 --> 0:20:31.080 chance is really important. So we did a campaign last 0:20:31.119 --> 0:20:34.639 year where we went we did a whole exhibition in 0:20:34.680 --> 0:20:38.119 front of in Philadelphia and then we took video of that. 0:20:38.200 --> 0:20:41.040 We turned that into content. But it wasn't just the 0:20:41.200 --> 0:20:43.760 content that was meaningful for me. It was the moment 0:20:43.840 --> 0:20:45.960 that we did. It was when we were working with 0:20:46.040 --> 0:20:48.280 other governments to try to get them to change their 0:20:48.320 --> 0:20:50.919 second chance laws as well. So it really was an 0:20:51.200 --> 0:20:55.320 entire effort from the organization, not just marketing but also 0:20:55.359 --> 0:20:58.040 government affairs coming together to do greater things in the 0:20:58.080 --> 0:21:00.440 community under the heading of men Happen. 0:21:00.840 --> 0:21:03.240 I've mentioned at the beginning as part of the introduction 0:21:03.359 --> 0:21:07.600 that you worked across you know, very different industries with 0:21:07.720 --> 0:21:10.919 your experience and you know, spanning industries from finance to 0:21:11.000 --> 0:21:15.760 consumer goods. How do you ensure that purpose remains constant 0:21:16.240 --> 0:21:20.480 even as business objectives and also industries shift. I mean, 0:21:20.520 --> 0:21:23.600 I can imagine that not just stepping into a new 0:21:23.640 --> 0:21:27.399 industry and fully understand, you know, everything which belongs to 0:21:27.400 --> 0:21:31.080 the industry, and then in new organization, I can imagine 0:21:31.119 --> 0:21:33.960 there's a super challenging to be very you know, consistent 0:21:34.000 --> 0:21:35.280 with that kind of purpose. 0:21:35.560 --> 0:21:36.960 How do you do this for yourself? 0:21:38.080 --> 0:21:41.400 Yeah, So for for us it's challenging in some ways. 0:21:41.480 --> 0:21:46.240 If you where I think marketers make the mistakes sometimes 0:21:46.400 --> 0:21:50.160