National talk show interview with Dr. Diane Hamilton
In addition to being a nationally syndicated radio host, award-winning speaker, author, and educator, Dr. Hamilton is a thought leader in the fields of leadership, sales, marketing, management, engagement, personality, curiosity, and motivation. To help improve relationships in the workplace — and performance as a result — Dr. Hamilton draws on her decades of work experience in software, computers, corporate training, pharmaceuticals, real estate, mortgage lending, social media, education, and publishing.
Bringing Success Using Culture, Innovation And Curiosity With Michael Hvisdos
I am here with Michael Hvisdos. He’s a Partner and CEO at Inquizo and he has several years of global experience in sales, business development, marketing, you name it. I’m so excited to have you here, Michael. Welcome.
Thanks, Diane. It’s great to be here with you.
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I was looking forward to this. You’ve got an interesting background. You’ve done a lot of things. I don’t want to botch it by me delivering it. Why don’t you tell me how you reached this level of success?
I’ve spent the majority of my career leading the growth side of organizations and from roles from direct seller all the way through chief revenue officer, chief growth officer or whatever title you want to give to it. I’ve been working with businesses as a consultant in training organizations around curiosity and things like that but I worked for organizations like GE and helped them grow businesses that were acquired into a big business, like $4.5 billion. Some ton of startups, including a cool startup. It was a renewable energy company. We took waste products, primarily waste food products and dairy manure and turned it into natural gas and electricity. That was a fun job. Most of my time is spent around helping organizations grow better and helping people become more successful in what they do.
That’s a background and that’s a big job but I love the tie-in to curiosity. On your site you have a bunch of articles about curiosity and it’s tied to performance. What I find hard when I studied curiosity was to find out a lot of great data on showing the financial outcomes. If you improve curiosity, your will improve engagement, which will save you X, Y, Z dollars until I worked with Novartis. They did a pretty interesting in-house study on engagement, where they were able to move the needle from their normal engagement to quite a bit higher after doing curiosity training and that type of thing. What kind of data are you seeing? What are you writing about in your articles and how are you tying it into performance?
We saw something similar when we first started getting into this and what drew us into curiosity was we were doing a lot of work around transformation and change with our organizations and we saw some people progressing faster than others. We started to ask a lot of questions around, like, “What makes them different or how do organizations adapt differently?” We started to find this common thread around the curiosity of the organization and it led us into a lot of the same stuff that you were looking at too. Back then, a lot of the research was around health and wellbeing versus business. That’s the first thing we saw. Merck, Novartis and a couple of others dug into it on the business side and what they saw was pretty eyeopening, in our opinion.
One of the things that they saw in the studies that they did is I think it was like 22% of people were thought they were allowed to be curious at work, meaning the majority weren’t allowed to be curious at work. It started to be like, “What’s going on? Why did they feel this way?” When we started to get into it, we started to see a lot of things in business and in companies that were limiting people’s ability to be curious. That to us said, “We got to change that.” We got to change it in a hurry. Otherwise, things like engagement, those things are going to suffer in these organizations. That’s what started us down the path…
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