# Rethink Work and Redefine Your Culture

An episode of [Amplify Speakers Podcast](https://invisiblenetwork.ai/podcast/1874167939), 5 Apr 2026, 38 min.

Audio: https://api.riverside.com/hosting-analytics/media/bee83443a827753c34bd904f5054ded413bdc2b9004ca4369babe82d29412fb0/eyJlcGlzb2RlSWQiOiIwYzgyMWQ5Ny1jMjg2LTRkZWEtYjljMi00YmUzYjFlZDExNjUiLCJwb2RjYXN0SWQiOiJkNDdhNjkwNS1lNzY5LTQ2MDgtYjM4ZS1kY2Y4M2E0M2ViOTEiLCJhY2NvdW50SWQiOiI2OTUyMTkxOWFmYjZiNjY4ZTA0NGE2ZGUiLCJwYXRoIjoibWVkaWEvY2xpcHMvNjlkMjc5ZjQ0YTQzY2U3OGIxNjZmNzAwL2NocmlzLXN1bmRzLXN0dWRpby1jb21wb3Nlci0yMDI2LTQtNV9fMTctNC0yMC5tcDMifQ==.mp3

Rethink Work and Redefine Your Culture Summary In this episode of the Amplify Speakers podcast, host Chris Sund interviews Eric Termuende. He shares his expertise on rethinking work, building resilient workplace cultures, and attracting the right talent by aligning values and purpose. Discover practical strategies to transform your organization and foster a thriving environment. Takeaways • Rethink Work concept and its impact • Building resilient workplace cultures • Aligning values and purpose to attract talent Chapters 00:00 Introduction and Guest Credibility 01:18 Eric's Journey to Workplace Transformation 02:25 Differentiating Workplace Culture 03:47 Changing the Narrative Around Work 05:22 Finding Purpose in Any Job 07:10 Values in Large Organizations 08:45 Culture as the Lived Experience 10:26 The Diversity of Culture Within Teams 13:39 Recruitment and Culture Fit 15:37 Workplace as a Lifestyle 17:17 Indifference as the Opposite of Culture 19:13 Culture Beyond the Office Walls 21:57 Main Concept of Rethink Work 23:10 Work as a Lifestyle and Its Impact 24:58 Pandemic's Role in Work Transformation 26:19 Relevance of Concepts Over Time 28:52 Preparing for the Future of Work 30:48 Framework for Navigating Uncertainty 34:04 Building a Memorable and Customized Experience 35:08 Why Choose This Speaker? 36:15 Closing Remarks and Contact Info Links Eric Termuende’s Profile: https://amplifyspeakers.com/eric-termuende-2/ Eric Termuende’s Website: http://www.erictermuende.com/ Eric Termuende’s LinkedIn: https://www.linkedin.com/in/erictermuende/ Eric Termuende’s Book: https://erictermuende.com/rethink-work/

## Transcript

Chris Sund: Hi everyone. Welcome to the Amplify Speakers Podcast. I'm your host, Chris Sund, and on today's session, I'm extremely excited to introduce our next guest. Today's guest is Eric Trimondi. Eric is an award-winning speaker on leadership, workplace culture, and the future of work. He's also the author of Rethink Work. His research into the DNA of top-performing workplaces helps leaders build resilient, high-performing teams and cultures that thrive in times of change. He has worked with global brands like Amazon, Coca-Cola, IBM, Zoom and Toyota, and his insights have been featured in Forbes, Fast Company and Inc. Eric, welcome to the podcast.
Eric Termuende: Chris, great to be here. I've been looking forward to this conversation for a while and excited to see what we can dig up today.
Chris Sund: Yeah, absolutely. Well, for those that don't know much about you, I'd love to maybe give a little history lesson. What got you from where you are today to now helping some of the biggest companies in the world?
Eric Termuende: I graduated out of the University of Calgary in Alberta, Canada ⁓ with no job. My co-founder and I were trying to figure out what was going on in the workplace. It didn't help that oil was like 35 bucks a barrel in an oil town, but we found that tenure for millennials or this next generation of work was shorter than it had ever been before. Job satisfaction was not high. And just this whole, seemed to be bit of a transformation that was happening in the workplace. And so we kind of set out to figure it out. How can organizations ultimately attract and retain at the time we were talking about a millennial workforce, the next generation of work? And so we surveyed tens of thousands of people, primarily through industry associations that we worked with, to put numbers behind the employee experience. And what we are helping these industry associations do is allow their membership to articulate their culture a little bit differently. So let's just take an industry example. Let's just take Amplify. ⁓ Let's take ⁓ Executive Speakers Bureau. Let's take Premier Speakers Bureau. Everyone's doing similar work. Very well, I might add. But the culture is very different from place to place to place. There's not a best culture, but there's a best culture for Chris. There's a best culture for Angela. There's a best culture for Sean Hanks. And if you can articulate that well and differentiate the experience from each other, then you're going to be able to attract the right people, keep them longer and allow for a higher performing team. And that's what we were doing. You we would say that you're probably not competing, you're probably competing for skills, but you're probably not competing for talent. So what do you mean? What do you mean by that any organization might have an accountant or a bookkeeper or an HR manager or an IT director. But you could be an IT director for Starbucks or for a golf course or for a boutique publishing company or for a big firm. ⁓ The job you do is
Chris Sund: that.
Eric Termuende: change the way that we attract and retain talent, ultimately build teams, that work isn't something that we have to do, it's something we get to do with people we enjoy doing it with. And so the big goal was to remove that negative connotation associated with work. I mean, we hear it all the time. We drag our feet to work on Monday, Wednesday's hump day, and Friday we skip out of the office and into the weekend. There's nothing necessarily wrong with that, but we thought there was room to tweak the language around it.
Chris Sund: Yeah, what a great concept, rethinking work and getting to go to work versus feeling like you have to. Now, for some professions, they may be going, how do I get to go to work? I work in housekeeping, I work in dietary, I work in this industry, and I'm not working for what companies seems like. great. What would you say to that company and those individuals that are trying to find that purpose, that perspective?
Eric Termuende: Purpose can come from many places and I think we often kind of get confused with the sort of save the planet or save the whales sort of purpose. know, if you're working for PETA or World Wildlife Foundation, purpose is super obvious. If you're working for a nonprofit or a soup kitchen, it's super obvious. But if you're working as an accountant, where's the obvious purpose? I mean, sure, there's purpose if you want to look for it, but I found that purpose can be in the sense of accomplishment that we have. Purpose can be from the people. that we get to do our work with and purpose can be as a result of the life that we get to live as a result of the work that we get to do too. I mean look I think it's this year 2026 if it's not out yet it was for 2025 and 2024 and 2023 but the first or second best place to work in the country the United States of employers over 10,000 people was the Hilton hotel chain. Now you've got people who are making up rooms, people who are valets, people who working in the restaurants, people working at the front desk. Purpose can come from service, purpose can come from accomplishment, purpose can come from mastery. know, if you're making 20 beds a day and cleaning 20 rooms a day, every day you come to work, you know, can master that job. And gosh, that would feel wonderful to do. I have yet to master anything I've started, but I can only imagine how great that would feel.
Chris Sund: Yeah, I really love the way you're framing that and the way you look. So one of the things I just want to say is I really believe the people, you know, make or break any company, who you're bringing in and how they behave. And so you've worked with a lot of large companies and who are probably, I'd say probably more likely to have their values and purpose figured out. Do you, but have you found someone like, no, they don't have her. Their employees don't even know what they are.
Eric Termuende: Well, okay, yes, I'm not gonna like point fingers or name names. What I will tell you, and the numbers are, they're rough numbers, so don't quote me on this. But I did this little like, I call them napkin exercises, which just allows me to say like something scientific without having any sort of basis at all. I just, this little napkin exercise where I took. the Fortune 100, okay? And I mapped out there like five values. Okay, so ⁓ maybe this will be even more fun. I've never done this before. What do you think, Chris? What do you think some of those values of the top 100 companies are? What might those be?
Chris Sund: Hmm, that's a good question. I'm gonna go with Drive Integrity ⁓
Eric Termuende: Bingo. Integrity. 40 % of those 100 companies had integrity as one of their values. What else? Maybe, yeah.
Chris Sund: Yeah. How about humble? I gotta be careful here, I'm like naming off some of Patrick Lancioni's... meaning too, but... respect with the next one.
Eric Termuende: Yeah, yeah, but it's true. How about respect? How about communication? How about innovation or something like that? And I laugh because you say that these big organizations have got to figure it out. In many cases, yeah, they've got to figure it out in that they've spent a lot of money and they've got a lot of collateral. swag that says this stuff on it, but does that mean that it's actually embodied throughout the organization? I would actually flip the script and say you go to an organization of 10 people, you go to a little restaurant, you know, mom and pop shop, you go to a little like tourism board where you get a bunch of little small companies in a small rural part of the country, and those people have their values figured out. They don't have it all pretty with decals on the big boardroom wall because they don't have a boardroom, but I could ask any member of that 10 person team what their values are at work and they'd all say the same thing. and I bet you none of it would be integrity, respect, communication, or drive.
Chris Sund: Yeah.
Eric Termuende: But they would say is here's how we do our work, Chris. We show up for each other. We have each other's backs. We trust each other. We get the job done and we love serving the people that we serve. That's what they would say. And to me, that's what culture is. Culture is the lived experience at work. And if people can live the experience that they promote, there's no culture or integrity gap in that communication. And again, no fault necessarily to large organizations of 10 or 40 or a hundred thousand people. But it's really hard if you got a hundred thousand snare drums. and 200,000 drumsticks, it's really hard to get all those drums beaten at the same sort of pace. You get 10 people with 20 sticks, it's a lot easier.
Chris Sund: Yeah, that makes perfect sense. There's something you said there that was you just casually went about it, but it was good enough that I would print it and probably put on a wall. I'm not sure. None of those. was the culture ⁓ is the experience you live at work. And I have never heard that saying before.
Eric Termuende: Was it drive or integrity or communication? Nice. I love to think that most of times we try to over complicate definitions and things like that. And you think like toxic culture, thriving culture, whatever it is. mean, whatever the lived experience at work is, is what your culture is. And in many cases, like we talked about with the work that we were doing earlier, sometimes, you know, a good culture for you is a bad culture for me. And so like a universal best culture doesn't exist. Let me give you example. ⁓ Real estate orgs, especially junior people, you get like a Colliers or a Cushman or an Avis and Young or a CBRE or something like that, they'll routinely cut the bottom 10 % of the performers, right? That's just how you stay competitive. Like that's part of the industry. That's part of the hustle, the drive, the grit. That's the identity of the industry. Do I want to work in that environment? Absolutely not. Does it work? Yeah, incredibly well. Incredibly well. You you'll also get organizations to say, we're family. We're family. You know, I say, I don't want to be part of your family. That sounds bad, too. You know, like I want something like right in the middle of those things I don't want to work for a family culture that sounds awful But I also don't work for a cutthroat doggy dog grind grit hustle like that's not really me either Like I actually I don't mind Transactional work. I think a lot of people don't mind transactional work I think if you know some people want to check it at 9 work hard check out a 5 Don't open their phone or their laptop or their computer again. Hey, man
Chris Sund: You
Eric Termuende: That's awesome. not for everyone, but that's the whole point of what I try to preach is like you don't have to be everything to everyone. You need to be exactly who you need to be to the people who will ultimately thrive in that environment.
Chris Sund: Yeah, I absolutely love that concept and what you're talking about. I think a lot just resonates with a lot of people. ⁓
Eric Termuende: You know, when I'm up on stage, want everyone, a couple things happen. Number one, I want everyone to feel like seen and heard. And number one, I want everyone to... path to continued success. know, like for a long time, I talked about how to attract the next generation. And I think at the time, you know, I was like my 20s going up on stage talking about this stuff. And I think that most of my audiences expected me to say, you know, get on Snapchat and tick tock and bend over backwards and adhere to the new world of work or get left behind. You know, I hear those messages all the time. My message is actually the opposite. would say double down on the things that you're really good at on the work style and the environment that your people can thrive in and forget the rest. Our goal is not to have 1,500 resumes stacked on our desk. Nobody has time to go through them. Our goal is to have 10, maybe high quality people that have self-selected themselves to be a part of a culture that they already admire before they've even stepped in the door. But when your values are the same 40 % as everyone else, how do you know if you're a good fit or not? The reality is,
Chris Sund: Yeah, that is, I like the idea of one, it's quality over quantity, but that is so much easier said than done. I, you know, my other company, I work with workforce and recruiting and I look at a lot of times companies' websites or what they post even for their job or if I'm looking, what do I know about your company? You know, does it say? your purpose or your values or does your job description set out the exact same as everybody else's for the exact type of role?
Eric Termuende: doing it on my easiest hack. So there's one that's proactive and one that's reactive. If you want to be proactive about this, start to showcase a day in the life of a person who's already in the role or the position of the person, the position that you're hiring, the good, the bad, and the ugly. And if you're already in the recruitment process, have your prospective employee spend half a day offsite at coffee shops or going wherever they want to go. just talking about the ins and outs of the job and the life that they get to live. Because I think today, especially, we're not signing up for just a job, we're signing up for a lifestyle. I mean, the job that we choose indicates the sports that we play, the travel that we embark on, the community events that we are a part of or not a part of, the hours that we work, the social circles that we're a part of. If I'm... let's just say recruiting to be a part of your company, I want to talk to one of all of my prospective team members and say, look, gang, what am I signing up for? And you know what they're gonna do? They're gonna tell me. And we're gonna mutually identify whether or not I'm a right fit. Because if I go and talk to four of the people that I'm gonna be working with every day and they say, Chris, we spent some time with that air guy. That guy sucks. ⁓ Great. Saved you a ton of time. Saved them a ton of headache. And it saved me the embarrassment of a bad fit that probably, by the way, I would stick around in too long because you think I'm gonna tell my wife two weeks into the job that I'm gonna quit and start the job search over again? She's gonna say, no, you're not. get back to work and I'm say, yes ma'am. ⁓ So I just think that we're not interviewing for just skills and requirements. You definitely are as well, but you're interviewing for a lifestyle as well.
Chris Sund: Yeah, it's a smart way of looking at interviewing. When people spend over 2,000 hours at work, that's more than most people will be spending with their loved ones and friends in the course of a year. Yeah, so when you look at that way, it's such a responsibility any employer has to make sure that we are giving them.
Eric Termuende: Yeah. And sleeping, by the way. Yeah.
Chris Sund: lifestyle. We're giving them something like, yes, we're asking for a job and we know there's a task that we want done and a purpose behind said position, but at the same time it's a two-way street. We want the best out of our people, then we have to make sure we're giving the best environment we can for them to do that.
Eric Termuende: And the best environment is best, like it's your best environment. That's it. It's not the best environment. It's your best environment. And then we can determine what that actually looks and feels like.
Chris Sund: Yeah, well said. I think, and you said it really well earlier, there's so many different styles. I like to look at the...
Eric Termuende: I think we should treat culture like cilantro, you know? Like do you love or hate cilantro? Because it's one or the other, you know? Or like black licorice, do you love or hate it?
Chris Sund: Yeah I love it. I'm not going be on the love category for both of those, but there's a lot of people on the opposite side.
Eric Termuende: Okay, wait a second. Does pineapple belong on pizza? No, exactly. Anyone who thinks it does is absolutely out to lunch. But I think, a bad lunch by the way if they're putting pineapple on pizza. But I think culture should be the same. The worst thing that we can have in our culture is indifference. Because man, indifference is where static... ⁓
Chris Sund: No.
Eric Termuende: just small playing happens. If I hate the culture, I'm out. Great. Win for you, win for me. If I love the culture and the people that I get to do it with, ⁓ man, what a win for everyone involved. But if I'm indifferent, oof. I'm not leaving and I'm not trying. I'm just floating. And that is the fastest path to death for anyone on the team and the team itself. that's like, yeah, the opposite of a great culture to me is not a toxic culture. It's an indifferent culture, man. That is not a good place to be.
Chris Sund: Yeah, completely. I mean, you're just setting, without a clear culture, you're not giving clear expectations and you're not really setting anybody up for like, this is what we care about. These are the behaviors we want. This is what our purpose of being here is for. If that's not clear, then they're just coming in and floating, clocking in, clocking out. can't get that upset if they're not really doing what you want them to do.
Eric Termuende: Yep.
Chris Sund: Yeah, I like the different analogies of the styles because there's just different ways of doing the same business and they're all okay. ⁓ There's just a different style for each person in each company and that doesn't mean all three can be successful and do completely different things.
Eric Termuende: And, and it's. Each team within each company I mean, you know you get a product development team whose sleeves are rolled up and expo markers are flying and whiteboards are just absolutely being abused or You get you know an accounting team who is largely independent, you know could be anywhere there's there can be calls, of course, but You know, I think culture would vary not just at the organizational level I think it's on a team level too, you know, look, let's just take AT &T. For example I remember I was in Mexico as in Oaxaca and I walked down the road
Chris Sund: Mm-hmm.
Eric Termuende: and there was a AT &T store on the side of the road right next to like papayas and pineapples and I looked in there and I was like, they're selling the same phones they are in Manhattan at the AT &T but man I gotta tell you like of course the lives that the team lives, the values, differences like everything was different and so to suggest the AT &T Oaxaca and Manhattan in I don't know Chelsea is entirely different. It's the same company, it's the same products, it's the same services, but it's an entirely different culture because culture is well beyond the four walls that we work in, wherever we may work.
Chris Sund: Yeah, great point. I like that you talked about, you said within the teams, there can be different cultures and that's completely okay because of the different functions they do. But the term on the, from like a geographical perspective, have you ever heard of the term, ⁓ lotteria? It's refers, it refers to food, ⁓ used a lot, I would say with, it can't even be like cheese, but a of times with wine.
Eric Termuende: No, I don't think so. Okay.
Chris Sund: But the idea is that the soil and the climate where you live is gonna make food taste different. know, grapes is one of the best examples. Based on where that is grown, even though you're growing the same thing, it's different, it's unique to that area. And I like to look at culture from that standpoint. It's very important from where your soil's at.
Eric Termuende: Okay.
Chris Sund: And so if you're a place that has, ⁓ know, offices in different parts of the country, I could say, Hey, it's really important that you understand what your employees in that community, what matters to them. And they're going to resonate to totally different things that are important to them. Then they are in a, in New York city, ⁓ you know, Florida small town, middle Midwest. And so that, that idea of, you know, where. where you're located and understanding how that ties to the importance and what your employees care about also. So, I wanna dive in a little bit for a second on the rethink work. And what is the main concept or what was the driving factor that said, need to put this out. I want people to take this and I know it's gonna impact them because of this.
Eric Termuende: There's like the honest answer and then there's like the passionate answer. The honest answer is that I wrote it when I was 24. And I found it really hard to tell the world that I knew what I was talking about over and over and over again. And that the only way I could have myself validated and to prove the concepts and the ideas that I was sharing to the world would be to write. a long form piece that ended up being Rethink Work and having major media outlets around North America tell people to give me a shot, which I was really grateful that they did. ⁓ The headlines were very generous, know, Forbes and SiriusXM and lots of big media said, hey, you should give this guy a shot, ⁓ which transformed my career, if I'm being totally honest. But the message behind the book, which I thought was one that was worth sharing, is that work as I sort of mentioned earlier, work is what we do more than anything else in the day, yet the way that we attract people and keep them in thought about work, and this is years ago now, it's certainly evolved since then, but the messaging is still important. Work is not something that we do from nine to five. It's a lifestyle. You know, it is the way that we move through life. Work is more than we, we spend more time working than we do sleeping. Like you said, we spend more time at work than we do with our family and our friends. And my take is that we should probably enjoy it. And enjoyment doesn't mean fun and pizza parties. It means being connected to the work that we get to do, the impact that it has and the people that we get to do it with. And what Rethink Work is all about is It's a guide, it's a roadmap on how to tell that story differently so that we can attract and keep the right people and build something that's worth building, that lasts, that has not just a positive impact on the work that we get to do, but the lives that we get to do it with. It's a really optimistic message. It's an actionable message. And it's one that has
Chris Sund: ⁓ Great point, points I should say. ⁓ A question like loomed in my head, why are you talking about that? You've been using this, teaching this, building off of this for years. And I liked how you said the pandemic has made a shift. Now here we are, what, six years later and there's a shift. But how much of what you, the concepts here were true 10 years ago as they were five years ago in the middle of pandemic into right now.
Eric Termuende: I would argue everything is equally applicable and relevant now, but the mechanisms and the tools and the opportunities that we have make it a lot more possible. So when I wrote this bug, Zoom wasn't even created yet. And AI, you know, was a basketball player. He played for the 76ers. You know what I mean? It wasn't a technology. ⁓ But because we have this knowledge of and the ability to work in different places than we did, Starbucks was the second office at the time. I'm pretty sure this was pre-rework or something like that too. ⁓ And the subsequent collapse of rework and everything that, it's been such a roller coaster. And then AI, you
Chris Sund: Yeah.
Eric Termuende: The tools that we can use now to tell the stories that I think are really important to differentiate our culture have just made the reality of differentiated workforce so much more possible than it ever was before. Before, I would have leaned more into like values and experience and things like that. Now I would lean into more like geography altogether, you know? Like, say you're an absolute morning person and all you wanted to do was go surfing and golfing and you had the opportunity to take your family to, I don't know, Hawaii or something like that work from 4 a.m. until 2 in the afternoon when the workday in the East is done actually the workday would be done at noon if it's five hours behind New York and then spend the afternoon with your family or something like that like these things are possible in ways that ten years ago it just wasn't necessarily possible because teams didn't exist and zoom didn't exist like Skype was the primary technology which wasn't you know rapidly adopted to like slack maybe was just getting started so The tools have made rethink work and the points in it so much more possible than ever before. And now we just have to figure out what AI means, where it's applicable. I think it's going to be a really fun but challenge applying this stuff so that we can make it happen and do everything the book promises.
Chris Sund: building off of the, I don't want to just say AI, I'll just say the future of work. If you're looking at, want to prepare for the next five years for the future of work, what would be your ⁓
Eric Termuende: My advice. would be twofold. Number one, if I'm in a team of people that I'm working with right now, just to make sure that we've created a deep level of trust with each other. so that we can do the number two thing, which is just keep taking swings. And I think people get this wrong with innovation is that we have to hit these big moonshots or these big grand slams. I just don't see it that way. Like, yes, that's the result. But I would rather compound 100 small experiments that we test everything and analyze it along the way to get to the big win rather than like risking it all on the putting it all on the line. That's not not necessarily what I think would be the best way forward. So I would, yeah, deepen the quality relationships with the people that I've got in and outside of work, by the way, because the people outside of a worker to be our safety net, you know, from our relationship standpoint, the people inside of work are going to give us the safety to take the swings that we need to take. And number two, keep swinging. You know, I'm working on my second book right now. It'll be out early 2027. But I think three things need to happen, you know, and I'm really going to be diving into this in the book. Number one, we have to map our certainty horizons. So what's our long term? destination that we want to get to? What's the medium term milestone and what's the thing I can do right now that will get me a little bit closer to that? Number two, I've got to ask, am I the person that the future demands of me? The answer is probably not. I have to become slightly something different than I am right now. And number three, what's the smallest shift I could take right now to be the person that ultimately needs to get this first step done so that I can identify if I'm moving in the right direction, if I'm the person I need to be, or if the goal itself has changed completely? I think if we can repeat that cycle with people that we love and trust along the way, regardless
Chris Sund: that is great framework. I really love that idea. you, ⁓ yeah, we'll have to talk again as it gets a little bit closer and it comes out.
Eric Termuende: Sure, yeah, we're just building everything out now. I'm really excited about this one. 2027 is going be a really fun year.
Chris Sund: A lot of people are going to, I wasn't even aware you doing that and a lot of people are going to be interested in exactly that. It's necessary. So ⁓ as I'm kind of wrapping up, there's, have one more question I guess I'd like to ask and taking it, you've given, which I prefer, you've just given so many great ideas. Things are relevant to a lot of people listening, especially, you know, from a business case. If somebody was trying to decide, they're like, hey, I'm looking to put on an event and I'm looking at your concepts that we've spoke on today and they're going, well, but I also have these speakers over here and they speak on some similar things to that nature. Why should they go with you?
Eric Termuende: To me it comes down to the experience and would say the memorability of the content. Here's the thing, Chris, you know this with the work that you're doing. There are, the way I see it, there are only like seven things roughly that we can talk about. We can talk about sales, which I would include like marketing in there. You can talk about leadership. You can talk about the economy. can talk about the future. You can talk about change, creativity, innovation. You just be a pure motivational or inspirational speaker. You can probably talk about government or future. I don't think you can name a topic that doesn't fit under one of those seven categories. So it makes it really hard. for speakers to differentiate themselves in a very crowded market. There's like a hundred thousand of us all talking about one of those seven things. What I really like though is to be a partner in this journey. And so like I'll give you an example. Today I had two calls with clients. One was an organization that's doing a ⁓ value add event for their clients. Their clients are primarily small businesses that can't afford necessarily to bring a big speaker in. So they are giving them exposure and thought leadership that they wouldn't have had before. I'm going to lean into my small town, Rocky Mountain Canadian Roots and the work that we did when we first got this start. business started to be able to speak to these small businesses. I also though earlier today was talking to a fortune 500 engineering firm who is bringing their 600 top performing sort of like President's Club leaders in the room and the funny thing is they asked for the same talk but I love to ask, my favorite question to ask is, is it got a scale of Harvard to Hollywood? Harvard is very like academic research based, think trends, charts, graphs. Hollywood is very story-based, really fun. You might get laughs, you might get tears. It's all based on the same fundamental research, but delivered in a different way. I love to
Chris Sund: Yeah.
Eric Termuende: have a blast. And so, know, having done this five or six hundred times now, I think of my work as almost like a set list and I'm always adding songs into the set list or like a library and I'm always adding books into the library and depending on what the client's looking for, I get to go find new stories or new songs and add to the set list and build something that I know is proven before because I've said the essence of the message, but it's customized and that I get to bring a brand new flavor and taste. in a way that the meeting planner knows that their audience is going to really resonate with the material. So the experience you're going to get from me versus, you know, look, there's so many wonderful, wonderful speakers out there with wonderful, unique stories. I would say the thing that sets me apart is that get to actually build something that you know is going to really land with your audience. And I know it's going to be really fun to deliver.
Chris Sund: Yeah, well, I wanted to hear your response, but I'm not surprised at all with it. I just want to share with you and everyone listening this, you know, it's good to get to hear and connect and to build something with the client to truly understand because that event is so important that everyone's put together. But what speaks to me that louder than anything you're going to say about yourself is just what others say about you. And you have tons of amazing testimonials and references, but also the amount of other speakers and people that are in the industry that I have talked to that have told me nothing but amazing things and bring up your name all the time on how great you are is amazing. If there was a popular vote ⁓ out there and we put it, just, I'm feeling pretty confident that you had a pretty good chance of getting a popular vote amongst your peers. So that's big spot.
Eric Termuende: Hey, that means a ton, I really appreciate that. I am so grateful for the work that I get to do every day. I'm so grateful for people like you in it that make the dream come true, man. Like without you, ⁓ this would just be that. It would just be a dream and the role that you play ⁓ and the work that we get to do is just I'm so grateful for it. It's everything I ever hoped for and that much more. So I'm grateful to be here in this with you.
Chris Sund: Well, that shows in the work that you do, Eric, to say the least. And so for everyone listening, ⁓ that wants a chance to learn more on the links of the description. We'll have a link to a speaker profile, but more importantly, we'll have a link to Eric's website. You can learn a lot on there. You get more information. I'll send a link for Rethink Work, the book as well, and you connect with them on LinkedIn. So I want to wrap this up and say once again, thank you so much, Eric, for being on this session.
Eric Termuende: Thank you, Wonderful time and looking forward to keeping in touch.
Chris Sund: Absolutely. Thank you.

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