WEBVTT -  TLDR: Communications [and courage] in 2018

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<v Speaker 1>I'm off my game today. No, you're not. People are

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<v Speaker 1>going to have to start making better content. I think

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<v Speaker 1>we're gonna be talking about this for a long time.

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<v Speaker 1>When you program for everyone, you program for no one.

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<v Speaker 1>I think it's that we're purpose driven platform, like we're

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<v Speaker 1>trying to get to substance. How was that? Are you

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<v Speaker 1>happy with that? This is marketing therapy right now? It

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<v Speaker 1>really is? What's up? I'm Laura Currency and I'm Alexa

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<v Speaker 1>Christ and welcome back to at Landia. We have one

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<v Speaker 1>of our favorite people in the studio today, Dear Dre Latour,

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<v Speaker 1>talking all things reputation. Dear Dre is the former chief

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<v Speaker 1>communications officer at g E and has moved on to

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<v Speaker 1>consult businesses about reputation in the marketplace. And she has

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<v Speaker 1>a new podcast called flak You. It's one of the

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<v Speaker 1>smartest business podcasts out there. It's real conversations with real

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<v Speaker 1>people who are actually practitioners doing communications and marketing in

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<v Speaker 1>the world. So we'll be right back with your Latour

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<v Speaker 1>and we are back at Landia with one of our

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<v Speaker 1>favorite people in the business. We both worked with our

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<v Speaker 1>dear dro Latour, reputation guru and former chief communications officer

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<v Speaker 1>of GE. Welcome, dear Draft, Hey, dear Draft Atlandia. I'm

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<v Speaker 1>so excited. We're so excited you're here. That's our newly

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<v Speaker 1>intro Atlandia. So dear draw. Obviously um post ge, you

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<v Speaker 1>have been out in the world preaching reputation. What does

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<v Speaker 1>that look like? Well, there's an easy starter. It looks

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<v Speaker 1>messy and complicated. And you know, I've been thinking a

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<v Speaker 1>lot about something I called the courage Class, and I

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<v Speaker 1>did a podcast on this, and it's really about out

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<v Speaker 1>um companies and brands and people as an employee having

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<v Speaker 1>to stand for something. And you see some great brands

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<v Speaker 1>like Patagonia with them and Nike that really understand their

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<v Speaker 1>core audience and who actually buys their stuff and is

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<v Speaker 1>acting accordingly with their values. So it looks today like

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<v Speaker 1>having to stand up for something. And in the old

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<v Speaker 1>days you could, and I've worked for an advised you

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<v Speaker 1>know CEOs, and the old days the theory was stick

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<v Speaker 1>your head in the sand and just hope everything goes away.

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<v Speaker 1>And you can't do that anymore. So it's funny when

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<v Speaker 1>we are off Mike, you're saying, you know, as a

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<v Speaker 1>communications professionals, we are trained to not voice our own

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<v Speaker 1>opinion in this new paradigm, is it actually important for

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<v Speaker 1>communications professionals to voice their own opinion at least internally

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<v Speaker 1>in a different way? Oh? Internally for sure. I mean

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<v Speaker 1>internally think you have to be the voice of the

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<v Speaker 1>conscious of the organization. And I did that often where

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<v Speaker 1>you're sitting in a boardroom and you're literally the one

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<v Speaker 1>that's saying, am I did I drink before this meeting?

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<v Speaker 1>Or because I don't understand what's happening? Because this is

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<v Speaker 1>not this is going to go badly right? Um, that's

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<v Speaker 1>generally not the role that the CFO or the c

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<v Speaker 1>h R O or the general council plays. A general

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<v Speaker 1>council plays, it's someone in a different way. So I

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<v Speaker 1>definitely think internally communications people need to be louder than

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<v Speaker 1>ever Externally, you still no matter what represent your company,

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<v Speaker 1>you know, so you have to even if you you

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<v Speaker 1>can't have there's no such thing with social of a

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<v Speaker 1>private and a professional life anymore. So how much of

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<v Speaker 1>that is is gut versus science? Right? What would your

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<v Speaker 1>advice or consultative strategy be for clients today who are saying, like,

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<v Speaker 1>what does this intersection look like? And how do we

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<v Speaker 1>sort of gauge where a dial up or dial down

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<v Speaker 1>personal perspective with sort of corporate message. I think it's

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<v Speaker 1>gut actually plays a huge role, but it's a gut

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<v Speaker 1>that you develop over many years of experience, right, So

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<v Speaker 1>it's like a honed gut. However, data increasingly plays a

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<v Speaker 1>huge role in it. So the gut factor is something

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<v Speaker 1>we talk about a lot in the whole because everyone's

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<v Speaker 1>rushing towards data. But at the end of the day,

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<v Speaker 1>I think that it takes a special leader to say

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<v Speaker 1>it's gut and it's not data. Um, we can get

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<v Speaker 1>the data, but I know this is the right way. Like,

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<v Speaker 1>how do you balance that as an advisor to someone

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<v Speaker 1>like the CEO of General Electric. Yeah, I mean there's

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<v Speaker 1>a What it is is courage, right, And that's why

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<v Speaker 1>I talk about it as the courage class because at

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<v Speaker 1>some level, and we see in our life today, in

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<v Speaker 1>our public life, like what an incredible lack of courage

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<v Speaker 1>there is, you know, because people are following data and

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<v Speaker 1>people are saying in the political world, well, if I

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<v Speaker 1>want to win in I have to do a B

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<v Speaker 1>and C. And does a B and C make you

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<v Speaker 1>sleep well at night? Can you look yourself in the mirror, right.

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<v Speaker 1>So I think when you're advising as CEO, the discussion is,

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<v Speaker 1>you know, you look at all of your stakeholders, like

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<v Speaker 1>a three sixty view on your stakeholders, your investors, your employees,

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<v Speaker 1>your board, you know, the people that buy whatever you make,

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<v Speaker 1>and you do an analysis that's a lot of it

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<v Speaker 1>is gut Well, how will they react, how will the

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<v Speaker 1>investors react? How this and what's the risk reward? And

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<v Speaker 1>you know a lot of times the risk will be

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<v Speaker 1>worth it. So you have this new podcast, flack You. Yeah,

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<v Speaker 1>I love it. Thank you is a great name, and

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<v Speaker 1>I love that you start. So the description is, no,

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<v Speaker 1>we're not swearing at you, flack you. Um, it's about

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<v Speaker 1>taking the word flak back. Communications and messaging are trending

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<v Speaker 1>in two opposing directions. What does that mean, Well, it

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<v Speaker 1>means that they're exactly you know. It means that there's

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<v Speaker 1>people believe that it's spin and that you're there, you know, um,

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<v Speaker 1>completely lying, or there's some fancy lawyer that crafted a

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<v Speaker 1>message that does not sound like any English or any

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<v Speaker 1>other language. It's just not the way people speak. Right.

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<v Speaker 1>And one of the amazing appeals of the President is

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<v Speaker 1>the direct, human, totally way that he talks without being

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<v Speaker 1>overly message So you sort of have the two. It's

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<v Speaker 1>like pure lying and the impact of what lying from

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<v Speaker 1>the podium at a press briefing at the White House means.

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<v Speaker 1>So there's that type of communications and then there's the

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<v Speaker 1>overly scripted, careful one because people are afraid in this environment.

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<v Speaker 1>So what's the balance? Right? You use courage as an

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<v Speaker 1>attribute to get you to sort of that level of

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<v Speaker 1>communication that reads authenticity. But as you're going through the

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<v Speaker 1>courage class and as you're talking with executives about reputation

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<v Speaker 1>in eighteen and beyond, what are the tools and resources

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<v Speaker 1>are best practices that keep it real um and put

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<v Speaker 1>executives in the right sort of context to have that

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<v Speaker 1>cultural conversation Because to your point, like, consumers are savvy, um,

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<v Speaker 1>and I think in this world of advertising and marketing,

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<v Speaker 1>sometimes we don't give them enough credit to understand that

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<v Speaker 1>that packaged message shows the strategy more often times than not.

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<v Speaker 1>And so so what's your advice there? It's really like

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<v Speaker 1>leadership skills, right, It's listening. It's the ability to show

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<v Speaker 1>vulnerability and the ability to get out of your own bubble.

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<v Speaker 1>I mean, you know, I'm obsessed with Anthony Borden, right,

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<v Speaker 1>like the idea of going out in the world and

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<v Speaker 1>what a talent to go in any culture, in any

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<v Speaker 1>place in the world and try to understand people. So

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<v Speaker 1>I think that's a huge thing. Vulnerability, as I said,

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<v Speaker 1>it is huge to be able to say I don't

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<v Speaker 1>know or I do know, but I can't tell you

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<v Speaker 1>because legally I can't. Right now. As soon as I can,

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<v Speaker 1>I will. UM. So I think that's a big thing.

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<v Speaker 1>I talk about financial freedom because it is a girl

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<v Speaker 1>friend of mine calls it. All of us should have

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<v Speaker 1>an f you fund, um, and that a flak you

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<v Speaker 1>fund know, And and what that means is that you

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<v Speaker 1>have to you know, you you got to say when

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<v Speaker 1>do I put my badge on the table at a

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<v Speaker 1>company and say you know what this is? Um? You know.

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<v Speaker 1>I hope you guys do well, but it's just not

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<v Speaker 1>for me. So UM. I think there's all sorts of resources.

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<v Speaker 1>Of Empathy is a huge, huge thing. You know, how

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<v Speaker 1>do you really walk in someone else's shoes? Um? And

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<v Speaker 1>I have an autistic child, so that has taught me

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<v Speaker 1>a ton about empathy. It's completely changed how my view empathy.

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<v Speaker 1>So I think all of those things enables you to

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<v Speaker 1>communicate with people in a way that they say, she's

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<v Speaker 1>the real deal and she's not bullshitting us. I love

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<v Speaker 1>the idea, and it's something that we did. It was

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<v Speaker 1>something we practiced at d and with Laura um who

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<v Speaker 1>is leading UM the media agency. I think was getting

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<v Speaker 1>outside of ourselves constantly, like as a marketing communications team.

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<v Speaker 1>It was a practice. It was a muscle that we

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<v Speaker 1>were building. UM. I mean Beth com Stock, I think,

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<v Speaker 1>in my opinion, she's the master of that. Yeah. So, like,

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<v Speaker 1>is there a shift in um, you know, the percentage

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<v Speaker 1>of listening to your own echo chamber that every communications

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<v Speaker 1>and marketing professional should be aware of and say you

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<v Speaker 1>should actually spend eighty percent of your time outside of

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<v Speaker 1>yourself and twenty of your time internally. Yeah. I think

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<v Speaker 1>that's a great idea. It depends on your role. I

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<v Speaker 1>mean it's probably if you're a chief communications officer, you know,

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<v Speaker 1>it might be more like fifty percent just because of

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<v Speaker 1>the nature of the job. What's interesting, it's I think

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<v Speaker 1>it's actually there's a nuance with marketing because marketing you

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<v Speaker 1>should probably be you know, with communications because the news

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<v Speaker 1>cycles are so fast now and so brutal. There's also

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<v Speaker 1>something to be said for ignoring everything ng and blocking

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<v Speaker 1>out the noise and just saying this is my vision,

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<v Speaker 1>this is what I think we need to do on

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<v Speaker 1>this team, project, company, whatever it is, and we're going

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<v Speaker 1>and I know right now it's noisy around the edges.

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<v Speaker 1>But news I always tell CEO s this is a

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<v Speaker 1>cycle and in two hours they're going to be on

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<v Speaker 1>to something else, you know, depending on what it is. Obviously,

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<v Speaker 1>So there's a little bit of a nuance when you're

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<v Speaker 1>running communications. I think, what are your thoughts on sort

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<v Speaker 1>of where marketing sits then in that news cycle, and

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<v Speaker 1>and if you're sitting at the communication standpoint, like where

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<v Speaker 1>your brand is showing up also speaks volumes about the

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<v Speaker 1>position you maybe I mean where you're placing ads right

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<v Speaker 1>where you're yeah, I mean it really you can every

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<v Speaker 1>brand can stand for something. Even if your Walmart's which

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<v Speaker 1>needs to be appealing to everyone it's a very broad

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<v Speaker 1>based company. You still can stand for something. And maybe

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<v Speaker 1>you're something is quality, maybe you're something is you know, um,

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<v Speaker 1>so I think you need to find that niche. And

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<v Speaker 1>then in terms of where you're you're in, what your

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<v Speaker 1>values are, what your corporate values are, and then where

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<v Speaker 1>your placing your advertising or doing your UM branded content

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<v Speaker 1>or whatever should completely align with those values. So that's

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<v Speaker 1>if you don't have stated purpose, mission values, brand traits,

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<v Speaker 1>personality traits which you guys always are so good at

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<v Speaker 1>sort of building out and then everything should follow that.

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<v Speaker 1>I think there's this huge thing about UM living those

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<v Speaker 1>through a buy that is right a media by I'm

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<v Speaker 1>not sure many marketing teams think about that because they

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<v Speaker 1>are siloed to many organizations. The comms team isn't always

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<v Speaker 1>necessarily integrated with the marketing team level and the team

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<v Speaker 1>that's actually buying UM and placing the ads. Right, so

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<v Speaker 1>there may be something happening in the boardroom at an

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<v Speaker 1>organization that completely impacts UM the context for where your

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<v Speaker 1>buy is about to show up that evening. We had

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<v Speaker 1>that practice a little bit. D I think what's really

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<v Speaker 1>interesting and it's against all instinct from an advertising perspective

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<v Speaker 1>to say, I'm not going to do quarterly buys, I'm

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<v Speaker 1>not gonna buy in the upfronts. And there was a

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<v Speaker 1>purpose because it was about agility and about being able

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<v Speaker 1>to turn and change and not be locked in. But

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<v Speaker 1>I would love your kind of opinion on that. I mean,

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<v Speaker 1>it needs to be completely integrated. And but by integrated,

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<v Speaker 1>I don't know that it necessarily means needs to be

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<v Speaker 1>one team from a who reports where people report in

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<v Speaker 1>shouldn't matter. If it does, then you have the wrong

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<v Speaker 1>team members. And then we that's a whole other separate

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<v Speaker 1>conversation because people shouldn't care about I don't report to Laura,

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<v Speaker 1>I report to Alexas and you know. UM, but the

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<v Speaker 1>alignment with the company's messaging needs to be no light

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<v Speaker 1>of day between marketing and communications UM. Of two minds, though,

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<v Speaker 1>because communications can sometimes get so mired in it depends

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<v Speaker 1>on what a company is going through. If you're a

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<v Speaker 1>company that is going through tough chat reputation challenges, UM,

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<v Speaker 1>you get so focused on that that I think you

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<v Speaker 1>can lose sight if you let yourself lose sight of

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<v Speaker 1>pushing the brand and continuing to build the brand and

0:13:15.120 --> 0:13:17.840
<v Speaker 1>doing creative new things. So you just want to make

0:13:17.840 --> 0:13:20.040
<v Speaker 1>sure that there's almost a red team that's like, this

0:13:20.120 --> 0:13:23.199
<v Speaker 1>is the team that's innovating and experimenting and pushing the brand,

0:13:23.640 --> 0:13:26.240
<v Speaker 1>as long as it's all lined up to the same

0:13:26.640 --> 0:13:30.080
<v Speaker 1>ultimate goal, which is really commercial. Yeah, I want to

0:13:30.080 --> 0:13:32.520
<v Speaker 1>switch gears a little. So I quote you all the time.

0:13:32.559 --> 0:13:34.880
<v Speaker 1>I don't know if you know this. And the thing

0:13:34.920 --> 0:13:36.760
<v Speaker 1>that I quote all the time is that you said

0:13:37.520 --> 0:13:42.800
<v Speaker 1>I have to balance doesn't exist. That is like, that's bullshit,

0:13:43.080 --> 0:13:45.680
<v Speaker 1>you can't have balance. I have three kids, I have

0:13:45.760 --> 0:13:48.760
<v Speaker 1>one autistic son. I work for the CEO of one

0:13:48.800 --> 0:13:52.240
<v Speaker 1>of the largest companies in the world. Um, and you

0:13:52.320 --> 0:13:56.720
<v Speaker 1>said one of the biggest struggles I've had was I

0:13:56.760 --> 0:14:01.679
<v Speaker 1>had to see that ambivalence hurt me. And so when

0:14:01.760 --> 0:14:03.520
<v Speaker 1>I had to decide I'm not going to be at

0:14:03.559 --> 0:14:05.360
<v Speaker 1>the birthday party or I'm not going to pick them

0:14:05.400 --> 0:14:07.600
<v Speaker 1>up from school, I'm going to get on the plane

0:14:07.600 --> 0:14:10.320
<v Speaker 1>to China. I made that decision, I stuck to it,

0:14:10.400 --> 0:14:14.200
<v Speaker 1>and I moved forward. That's like an incredible life lesson.

0:14:14.360 --> 0:14:17.240
<v Speaker 1>But it's also something that I remind myself when I

0:14:17.240 --> 0:14:20.560
<v Speaker 1>have to make a decision at work. What would you

0:14:20.640 --> 0:14:25.480
<v Speaker 1>what's your advice for young communications professionals like moving up

0:14:25.480 --> 0:14:29.160
<v Speaker 1>in the world. What's the kind of the point that matters,

0:14:29.480 --> 0:14:33.080
<v Speaker 1>you know, in making decisions and moving their career along. Yeah,

0:14:33.080 --> 0:14:35.760
<v Speaker 1>I mean the ambivalence point is that all stress is

0:14:35.800 --> 0:14:39.040
<v Speaker 1>created from that. Right. It's because if you are you know,

0:14:39.200 --> 0:14:42.200
<v Speaker 1>I should be your half at the soccer game, and

0:14:42.240 --> 0:14:45.840
<v Speaker 1>you're half at the meeting, then you're not anywhere, right.

0:14:46.000 --> 0:14:49.280
<v Speaker 1>And so it's also the idea of presence, right and

0:14:49.360 --> 0:14:52.080
<v Speaker 1>living in the moment, and how do you live more

0:14:52.120 --> 0:14:55.760
<v Speaker 1>in the moment, which also gets to listening and being

0:14:55.800 --> 0:14:58.640
<v Speaker 1>with people. I'm not worried about your next thing. I mean,

0:14:58.800 --> 0:15:01.960
<v Speaker 1>I think the biggest UM. I mean, you just have

0:15:02.120 --> 0:15:07.320
<v Speaker 1>to trust yourself and listen to yourself and understand that

0:15:07.400 --> 0:15:12.240
<v Speaker 1>you have your own voice, um, and make decisions sometimes

0:15:12.240 --> 0:15:15.920
<v Speaker 1>that are scary decisions, but when you instinctively know their

0:15:16.000 --> 0:15:20.240
<v Speaker 1>right decisions, UM, and have a support network that is

0:15:20.360 --> 0:15:22.800
<v Speaker 1>going to enable you to do that. And then there's

0:15:22.840 --> 0:15:25.240
<v Speaker 1>also the fund that I talked about earlier, which is

0:15:25.560 --> 0:15:29.120
<v Speaker 1>really like get your finances in order, um. And just

0:15:29.200 --> 0:15:32.360
<v Speaker 1>so you feel like it's you can be empowered. UM.

0:15:32.400 --> 0:15:33.720
<v Speaker 1>You know email it used to always say to me,

0:15:33.800 --> 0:15:36.680
<v Speaker 1>you can always get another job. The point of that is,

0:15:37.120 --> 0:15:39.920
<v Speaker 1>you know, if you feel that way, you are so

0:15:40.000 --> 0:15:44.480
<v Speaker 1>much more empowered, whether you're twenty two or one of

0:15:44.560 --> 0:15:47.240
<v Speaker 1>the things you just said. The word presence, I think

0:15:47.280 --> 0:15:50.480
<v Speaker 1>in a world where at least I can personally say

0:15:50.560 --> 0:15:53.760
<v Speaker 1>I have become addicted to my device, and so much

0:15:53.800 --> 0:15:58.120
<v Speaker 1>of the communications that we have in our professional lives

0:15:58.120 --> 0:16:01.520
<v Speaker 1>is done through a device. The idea of presence feels

0:16:01.520 --> 0:16:05.280
<v Speaker 1>like it's becoming increasingly more important now than ever. And

0:16:05.400 --> 0:16:09.040
<v Speaker 1>Alex and I have met a number of executives where

0:16:09.280 --> 0:16:13.640
<v Speaker 1>you feel that they're just talking to you. The authenticity

0:16:13.680 --> 0:16:17.040
<v Speaker 1>and what they say is so much more impactful. I

0:16:17.080 --> 0:16:21.440
<v Speaker 1>think the device is a massive negative, especially the more

0:16:21.520 --> 0:16:24.920
<v Speaker 1>senior that you get in your career, the more people.

0:16:25.080 --> 0:16:27.160
<v Speaker 1>If you go into a meeting with people and you're

0:16:27.200 --> 0:16:29.320
<v Speaker 1>on your phone and checking your email, the message you're

0:16:29.320 --> 0:16:31.680
<v Speaker 1>giving that person is you are not important to me.

0:16:32.080 --> 0:16:34.680
<v Speaker 1>That what is coming into my emails far more important.

0:16:34.880 --> 0:16:38.520
<v Speaker 1>It's also very um, it's showing people that you are important.

0:16:38.800 --> 0:16:40.520
<v Speaker 1>You know, I've got a lot of stuff coming in.

0:16:41.280 --> 0:16:44.440
<v Speaker 1>You know, stuff's blowing up. You know, it's like really

0:16:44.720 --> 0:16:47.240
<v Speaker 1>like come on, you know, so I think that you've

0:16:47.240 --> 0:16:48.800
<v Speaker 1>got to put the phone down and you've got to

0:16:48.840 --> 0:16:53.840
<v Speaker 1>focus on people, and um, you know, it's a huge deal.

0:16:53.920 --> 0:16:57.360
<v Speaker 1>Emails awful emails. The worst way. Do not manage people

0:16:57.360 --> 0:16:59.640
<v Speaker 1>on email. Do not tell people hard things on email.

0:16:59.840 --> 0:17:02.200
<v Speaker 1>You should be using email for things like please meet

0:17:02.240 --> 0:17:06.040
<v Speaker 1>me at four at this place. Yea non emotional so

0:17:06.080 --> 0:17:07.800
<v Speaker 1>I don't ever do that. I always pick up the

0:17:07.800 --> 0:17:12.880
<v Speaker 1>phone or call someone in my office and and give authentic,

0:17:12.920 --> 0:17:16.760
<v Speaker 1>real feedback. It's digitally as horrible. Who are the leaders

0:17:16.760 --> 0:17:18.879
<v Speaker 1>that you think are doing it best? Like when you

0:17:18.920 --> 0:17:22.720
<v Speaker 1>think of communicators out in the marketplace today, either from advertising,

0:17:22.800 --> 0:17:26.320
<v Speaker 1>marketing or just general business leaders, um, who you think

0:17:26.320 --> 0:17:30.119
<v Speaker 1>like they get it? I you know, I am obsessed

0:17:30.160 --> 0:17:32.560
<v Speaker 1>with Tim Cook. I mean, I think Tim Cook is,

0:17:33.480 --> 0:17:39.280
<v Speaker 1>um just a phenomenal communicator and seemingly I don't know him,

0:17:39.359 --> 0:17:42.119
<v Speaker 1>but seemingly a phenomenal human being, and the way he

0:17:42.200 --> 0:17:45.840
<v Speaker 1>runs Apple is really inspiring. What about brands? Who do

0:17:45.880 --> 0:17:48.639
<v Speaker 1>you think outside of Patagonia to me is like the

0:17:49.040 --> 0:17:52.480
<v Speaker 1>brand in the parentheses, like everyone agrees, So outside of

0:17:52.480 --> 0:17:55.200
<v Speaker 1>a Patagoniac, to me, they're like, yep, they're killing it.

0:17:55.600 --> 0:17:57.160
<v Speaker 1>Who else do you think is doing a great job?

0:17:57.160 --> 0:17:59.480
<v Speaker 1>We were just talking about Goldman Sex. I've been blown

0:17:59.520 --> 0:18:04.639
<v Speaker 1>away by Goldman saxsing Goldman Saxes and you know, for

0:18:04.640 --> 0:18:07.920
<v Speaker 1>for transparency, my husband works and content at Goldman Sax

0:18:08.040 --> 0:18:11.320
<v Speaker 1>Original Tour, So you know, so I but Ridge, but

0:18:11.400 --> 0:18:14.040
<v Speaker 1>they're doing Jake c What runs the team there and

0:18:14.080 --> 0:18:17.080
<v Speaker 1>he's fantastic and he has opened up that bank, right

0:18:17.160 --> 0:18:19.439
<v Speaker 1>that's a bank that was a black box before he

0:18:19.600 --> 0:18:24.080
<v Speaker 1>started running communications. Um Amanda Rubin does a phenomenal job there.

0:18:24.119 --> 0:18:27.399
<v Speaker 1>So they're creating content that is in line with their brand,

0:18:27.400 --> 0:18:31.399
<v Speaker 1>which is very high level thought leadership on market issues

0:18:31.480 --> 0:18:34.959
<v Speaker 1>and technology. They actually have a talk show, UM Goldman

0:18:35.000 --> 0:18:37.880
<v Speaker 1>Sachs talk show that they do Talxic Goldman Sacs as well.

0:18:38.359 --> 0:18:41.560
<v Speaker 1>So it's just it's very creative, but within their their

0:18:41.640 --> 0:18:44.040
<v Speaker 1>brand and it makes sense for their clients and for them,

0:18:44.160 --> 0:18:46.440
<v Speaker 1>and it's really been a turnaround story. I mean, they've

0:18:46.480 --> 0:18:49.919
<v Speaker 1>truly opened up Goldman Sacks to being a human brand

0:18:50.560 --> 0:18:53.040
<v Speaker 1>to anyone, which is hard to do, hard to do.

0:18:53.960 --> 0:18:55.639
<v Speaker 1>It's very hard to do. So we're gonna cut to

0:18:55.720 --> 0:18:58.680
<v Speaker 1>our favorite game. Okay, dear de Latour, what would you kill?

0:18:58.760 --> 0:19:01.119
<v Speaker 1>What would you buy? What would you do yourself? I

0:19:01.160 --> 0:19:06.520
<v Speaker 1>would kill all the isms racism, sexism, things like that.

0:19:06.800 --> 0:19:10.800
<v Speaker 1>What would I What would you buy? What would you acquire?

0:19:11.280 --> 0:19:13.920
<v Speaker 1>What would I buy? I would buy a local newspaper,

0:19:13.960 --> 0:19:16.640
<v Speaker 1>probably the Boston Globe and dump a bunch of money

0:19:16.640 --> 0:19:18.359
<v Speaker 1>and hire a bunch of journalists and run it the

0:19:18.359 --> 0:19:21.720
<v Speaker 1>way Bezos is running the Washington Post. And what would

0:19:21.760 --> 0:19:26.160
<v Speaker 1>you do yourself? What would I do myself? I would

0:19:26.280 --> 0:19:30.880
<v Speaker 1>UM figure out the do the research work to figure

0:19:30.880 --> 0:19:33.720
<v Speaker 1>out the cause of autism so that that we could do

0:19:33.880 --> 0:19:36.639
<v Speaker 1>something different going forward. If people want to get in

0:19:36.680 --> 0:19:40.720
<v Speaker 1>touch with you to UM consult on their reputation, how

0:19:40.720 --> 0:19:43.800
<v Speaker 1>do they get in touch with you? UM? LinkedIn and

0:19:43.840 --> 0:19:48.399
<v Speaker 1>Twitter and everyone listen to flak you. It is so

0:19:48.480 --> 0:19:51.000
<v Speaker 1>smart and I love that you're getting kind of non

0:19:51.080 --> 0:19:55.760
<v Speaker 1>obvious people too, UM on the show. Great guests, great

0:19:56.000 --> 0:19:59.080
<v Speaker 1>real conversation. So where can you listen to flac you?

0:20:00.000 --> 0:20:07.800
<v Speaker 1>Anywhere you find podcasts UM, Spotify, Apple, Google, SoundCloud, SoundCloud.

0:20:07.840 --> 0:20:10.919
<v Speaker 1>This morning, Deirdre, thank you so much for coming in.

0:20:11.240 --> 0:20:18.760
<v Speaker 1>Thank you thanks for having me at Landia. Big thanks

0:20:18.760 --> 0:20:20.800
<v Speaker 1>to deer Dre. It's always awesome to see her. She's

0:20:20.800 --> 0:20:23.680
<v Speaker 1>one of the leaders that I have admired the most

0:20:23.840 --> 0:20:26.639
<v Speaker 1>or my career ge and and Post. I love that

0:20:26.680 --> 0:20:29.160
<v Speaker 1>Deerdre always had a way to just cut through, get

0:20:29.240 --> 0:20:31.639
<v Speaker 1>to the point, clear and concise communication for one of

0:20:31.640 --> 0:20:34.920
<v Speaker 1>the largest corporations in the world. When I obviously had

0:20:34.960 --> 0:20:37.399
<v Speaker 1>first met her, but now taking that skill set and

0:20:37.440 --> 0:20:41.600
<v Speaker 1>being able to apply at a time when reputation is everything.

0:20:41.680 --> 0:20:43.919
<v Speaker 1>I mean, when you think about what brands have to

0:20:43.960 --> 0:20:47.320
<v Speaker 1>stand for, what executives have to be ready for, the

0:20:47.359 --> 0:20:51.480
<v Speaker 1>ability to get out and clearly articulate brand value brand

0:20:51.520 --> 0:20:54.320
<v Speaker 1>purpose is more important than ever, So reach out to

0:20:54.359 --> 0:20:57.360
<v Speaker 1>Dear Dre if this is something your organization or your

0:20:57.359 --> 0:21:00.000
<v Speaker 1>executives need support. With big thanks to our producer Dane,

0:21:00.359 --> 0:21:02.480
<v Speaker 1>all of our friends and family have panoply. We'll see

0:21:02.480 --> 0:21:10.800
<v Speaker 1>you in two weeks at Land Yeah M. Full disclosure,

0:21:10.800 --> 0:21:13.359
<v Speaker 1>Our opinions are our own. H