Yvette Standberry - former Head of Innovation at Mathematica – Leading Change: It’s not all about me

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Yvette Standberry: All right.

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Shannon Lucas - Catalyst Constellations: Hi! I'm Shannon Lucas, one of the co-ceos of catalyst constellations which is dedicated to empowering catalysts to create bold, powerful change in the world.

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Shannon Lucas - Catalyst Constellations: This is our podcast move, fast, break, shit burnt out where we speak with catalyst leaders, about ways to successfully lead transformation in large organizations. And today, I'm thrilled to have time with Yvette Stanberry. Welcome, Yvette.

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Yvette Standberry: Well, thank you, Shannon.

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Yvette Standberry: Thanks.

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Shannon Lucas - Catalyst Constellations: Yvette was inspired by her grandmother running a consignment shop to becoming a business innovation. Maestro. Her journey is one of passion and perseverance.

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Shannon Lucas - Catalyst Constellations: With 25 plus years of healthcare industry and leadership experience. Most recently as head of innovation at Mathematica and senior innovation product lead at Cigna. Now she's launched her own advisory firm. Yvette brings her expertise in digital solutions, transformations, customer experience, and innovation to healthcare.

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Shannon Lucas - Catalyst Constellations: In typical catalyst style. She solves, challenges that improve the world one business at a time by bringing people and ideas together to discover solutions that improve people's lives. And I just have to say that that is like the best synopsis of what we do as catalysts. So thank you for putting that down on paper.

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Yvette Standberry: You're welcome. I I try. I try. Thank you.

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Shannon Lucas - Catalyst Constellations: All right. So that's like the sort of kickoff the taster. I'd love to hear from you about your catalytic journey. Maybe a couple of career highlights that you're proud of. That would also help us. See your catalytic nature.

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Yvette Standberry: Oh, you know, that's a great question.

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Yvette Standberry: The thing I'm going to do is not just from a work perspective.

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Yvette Standberry: It's from a human being perspective, right? Because you're a person 1st and I'll give a a couple of smatterings between the 2. I think the 1st part of the catalytic

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Yvette Standberry: journey starts with, how do you think about solving a particular situation that you're in? And when I 1st started going, when I graduated from high school, I got into really good school, and I was like not paying for it, and I was like, wait what? And so what is called now a gap year. I actually took a year off. And I'm like, I'm going to college, right? I worked a couple of jobs. I figured it out.

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Yvette Standberry: and a way of doing that. I got to college. I wanted to go to one of the top business schools in the country. Bentley got in that thing. Got me kind of like. How do you think creatively of solving that particular problem?

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Yvette Standberry: As I started my career, it started out as being the lead which I think a lot of younger people have had this situation being a lead for people who are more experienced and older than you, right doing things via paper. What I learned in college was not just the business orientation, but the value of technology to enable

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Yvette Standberry: having things work better more efficiently, and giving people space and capacity to learn other things, and through that journey I was actually able to make a difference in that solution from an operational efficiency perspective. As I look back on my career, and I'll sum it up with this. I can give a couple more ideas. But I look at it like this.

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Yvette Standberry: Today. We use the word innovation. Right back. Then, when I 1st started my career, innovation has been around for thousands of years, but it hasn't been part of the vernacular, at least in the spaces that I worked in. And when I look at that and all the things I learned, anyone who is an innovation person on this call will be able to appreciate this analogy.

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Yvette Standberry: If you look at the horizons, the Mckenzie horizons, you have horizon 1, 2, and 3. As I look back at my career horizon one around operational efficiency. I spent a lot of time learning, how does an operation work? How does the organization move?

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Yvette Standberry: How do you make things more efficient, and look at them differently, and use all the resources. I moved myself up to Horizon 2, which got a little bit more into the benefits within the healthcare organization, and it started to get me focused more in

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Yvette Standberry: clinical solutions. How do you do improve care, management, care delivery? And when you're thinking about that through both of those

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Yvette Standberry: is what is the customer experience or the individual experience that's a common thread through.

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Yvette Standberry: When I look at horizon. 3. There's a couple of things there's just getting to the horizon which my role at the Mathematica head of innovation. I thought of that. It's like I thought about winning the lottery, and I made it to that. That's just to that horizon. After I left Mathematica, where I am right now. Horizon 3,

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Yvette Standberry: starting my own business right? And it's all of these things that happen different. I can talk about different jobs, different roles. But at the end of the day I move through my career through those types of horizons, each time getting bigger solutions to kind of solve, working with various people, internal and external to the organization, and it's been a great career.

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Yvette Standberry: I've learned a tremendous amount.

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Shannon Lucas - Catalyst Constellations: This is fascinating. You've helped me see my own career journey aligned to the horizons, and I'm sitting here wondering. And this isn't really the focus of the podcast per se. But I'm sitting here wondering like.

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Shannon Lucas - Catalyst Constellations: does every innovation person sort of go on that journey because it's not like most people get an innovation job out of school. And so if you have that propensity, that catalytic propensity, it might be like the 1st place that you're given space to apply the catalytic skills is in some sort of sense of operational efficiency, some kind of incremental improvement that is fascinating.

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Yvette Standberry: Yeah.

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Shannon Lucas - Catalyst Constellations: I love that your horizon 3 is like this uncharted territory which brings me back to a question I had for you about the Gap year, because, like it's a you know clearly we can see the catalytic stuff in the Mckenzie horizons with you. But like who or how what sparked you to be like, I'm going to that school. Damn it, I'm going to figure this out. Was there someone in your life, or were you just always like the problem solver in your family like that.

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Yvette Standberry: Yeah, no, I think some of it comes from being the oldest. There's just 2. I have a brother, and I'm the oldest. We're about a year and a half apart, right, but I am the oldest grandchild on both sides of my parents family, my mother's side, my father's side, and the oldest grandchild. I think that is a big part of it. I think it was the element of

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Yvette Standberry: right now. This might sound like kind of anecdotal or typical.

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Yvette Standberry: but being the 1st to go to school, and I'm like, I'm gonna do it.

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Yvette Standberry: And I just had that. I don't know. It just came from inside to say, Okay, I'm gonna do it. I'll figure it out. I'm gonna do it.

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Yvette Standberry: And that

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Yvette Standberry: happens throughout throughout my career. It happened throughout my career, and I'll give you one more example. And I'm trying to bring that back. Live right like. So, Shannon, when we 1st met. I'm like trying to find that spark, because not everyone has the spark. Mine has been dampened. I am reigniting it.

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Yvette Standberry: Some years ago. I was at an organization. They had a whole layoff, which happens often right? And so when that happened.

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Yvette Standberry: I asked the question, What are you going to do? You initially panic? Right? You're in that hot space of panicking right? And you're like I got to get a job. I got to pay for more, whatever you your lifestyle is, and at the time I had that hot spot. And then I took a pause and I said, Okay.

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Yvette Standberry: how am I going to find my next role?

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Yvette Standberry: I could do the same old, same old like, fill out a resume. Go, do this, go! Do that! What did I do? Instead? I'm like, where can I get the most exposure. Hmm!

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Yvette Standberry: A conference. Okay, I'm gonna have to pay for that conference, or am I?

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Yvette Standberry: So I was able to negotiate with the conference owner to saying, Hey.

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Yvette Standberry: might I be able to go to the conference? And I had a relationship with this person, a working relationship? They said, Sure you can come. You'll have to pay for your lodging, whatever. But sure you can come. I went. I went with a plan. I'm going to meet X number of people, the whole funneling, thinking. And, by gosh! I got my next role by meeting with people there at that conference, and that taught me a few things about like if you put your mind to it and think and focus just on that which is similar to what I had to do for work.

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Yvette Standberry: it can happen. And it sounds Corny.

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Yvette Standberry: but it can happen. And I think the other thing is

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Yvette Standberry: my in-person personality, which we have not met. But there's something about someone said to me, You have the riz. I was like I.

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Shannon Lucas - Catalyst Constellations: Yeah, you've got a spark even through a zoom event. That's for sure, since the 1st time that we talked, which is why we're here today, totally.

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Yvette Standberry: Anyway.

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Shannon Lucas - Catalyst Constellations: I love that about like applying the catalytic skills to really any problem in your life. Personal work and just.

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Yvette Standberry: Correct.

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Shannon Lucas - Catalyst Constellations: Problem and saying, Here's the vision vision is, I'm going to go to this conference and find a new job and working backwards and not letting the obstacles stop you. I do want to double click, though, on the. It's so interesting. Because, like we run these catalyst programs at large organizations where people, it's it's different than the high potential programs, because those are usually about people managing up and having the relationships and playing the political games. Not all of them. But

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Shannon Lucas - Catalyst Constellations: but then the catalyst programs, we let people. We let people apply. In fact, you can't be voluntoled to do it. People have to apply. And what happens every single time is there's a couple of people where the leadership team is like, really, after we do the assessment of the catalyst assessment of the group. They're like, really, that person's a catalyst.

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Shannon Lucas - Catalyst Constellations: And then they stop and they think so. There's this one woman. And the leadership was like, really she's a catalyst, and then they're like, well, she does run 2 nonprofits outside of work, and she has written a book. But her she her spark had gotten dampened at work is where I wanted to take this back to. Yeah. So I'm just wondering if you have any advice for like how to navigate through, because, you know.

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Shannon Lucas - Catalyst Constellations: people often think of us as the shiny catalyst with the riz, with the sparkle and stuff, but like not every organization, lets us bring that in. And so sometimes we can hold that close. How have.

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Yvette Standberry: You know.

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Shannon Lucas - Catalyst Constellations: Gated that in the past.

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Yvette Standberry: It's kind of like you're on a roadway, and the road is smooth, and then you enter a road, and you're like that's dirty like that's bumpy. Oh, this isn't a road. I'm back on a road so as far as from me, personally navigating it. I'm much older

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Yvette Standberry: now right? But the problem still exists, and part of the challenge is the people right? Part of the and I hate to say, but it's the people. It's the dynamics of the organization. And quite frankly, some of it is is me right? Like, I often say to people, Yeah, they weren't ready for the Stanberry.

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Yvette Standberry: They weren't ready for the Stanberry, but, more importantly, beyond that is the role that I was trying to apply.

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Yvette Standberry: But I would also say one of the other things I did to navigate it. And I would tell this for anyone who is younger than me, or currently doing that is to be curious not to just say generally, but to be curious about well, who's who right? How can you establish some form of a relationship with that person? How do you think about initially? Your interaction is to is to take

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Yvette Standberry: right you you want to take from others. That's not a bad thing.

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Yvette Standberry: But how do you start to create a relationship. See, the connections within the organization have relationships with different types of people. And I don't mean from

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Yvette Standberry: not just race and gender. Those are very, very important. I would also say.

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Yvette Standberry: someone, if you're in a health plan, who's in underwriting, who's in finance, who's in sales? Talk to some tech people talk to some portfolio people right.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: Expand your thinking and start to think about the connections. It doesn't always work, because the person

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Yvette Standberry: like who I am and how I show up sometimes does not work for people, and sometimes those people can be in a position of power.

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Yvette Standberry: So you just have to

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Yvette Standberry: kind of balance that. And I. My career grew up in a time which it's a little bit different now. Not much that to being so bold, being a black woman.

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Yvette Standberry: right female like. Okay. Amongst being very of the few

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Yvette Standberry: you do get those indirect micro situations that I just have to look above.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: That's a part of it, too.

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Shannon Lucas - Catalyst Constellations: How did you manage your energy to keep going in those in those places where all of your power might not have been always seen or appreciated?

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Yvette Standberry: There's something that happens when you get older. You're like, I need a job, so I'll just suck it up Buttercup, and keep yourself moving right? So it's the suck it up. Buttercup. Keep yourself moving. But it's also a matter of you thinking through like, is this the right fit? And sometimes an organization will give you the off ramp.

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Yvette Standberry: and at the time when that off ramp happens, whether it was by your choice, their choice, or collectively, it wasn't a fit. It will feel

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Yvette Standberry: like garbage. It will feel very uncomfortable right.

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Shannon Lucas - Catalyst Constellations: That's.

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Yvette Standberry: Like.

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Shannon Lucas - Catalyst Constellations: That's true. We often ask cattle. So how do you know when it's time to leave? But I look back through my career, and I'm like it was pretty damn clear. So.

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Yvette Standberry: Right.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: You're in an organization, and you want to stay there.

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Yvette Standberry: That's when you have to force yourself to have those conversations with other people and kind of pick up on opportunities that might be might be there. But I will tell you

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Yvette Standberry: it might be you have to choose a choice of the offering, or they're choosing it for you, and it will be uncomfortable.

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Shannon Lucas - Catalyst Constellations: Totally all right. So you've you've given me little snippets here, but I'd love to hear how what it means to you to be a catalyst executive.

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Yvette Standberry: Well, the funny thing is, I thought of myself as a catalyst, but it wasn't until, and this isn't necessarily a plug for you to seeing that you have an organization. You guys are totally focused on catalyst people who who thrive in like seeing the possibilities and then being in that messiness right? And it's something to be said about being in that that journey right?

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Yvette Standberry: and I, you know

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Yvette Standberry: I don't know. I think I probably from the 1st job until actually from Job one to Job 2. That's when I start to say,

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Yvette Standberry: I kinda I kinda like this right. I kind of like the fact of going in figuring something out, no matter how gnarly it is

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Yvette Standberry: with the journey of learning something new and doing something better, and that really

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Yvette Standberry: throughout my career that has been one of the things. And each point along the way learning something. It could be self-taught like. I read crazy books. My friends think I'm like some lunatic because I read business books on vacation. I listen to a variety of podcasts. But that's kind of like, how

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Yvette Standberry: how I think about it, and it wasn't to again meeting with you and Tracy, I'm like Oh, my gosh! Oh, oh, my! Oh, my gosh! That that's me right that I could actually put a label on it right.

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Shannon Lucas - Catalyst Constellations: Yeah. So I heard that sort of the doing something new. And the learning are skills that have supported you on your journey. Are there other attributes of being a catalyst that have helped to make you successful?

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Yvette Standberry: So I often say to people when I show up one I think out loud. A lot of people don't do that, but I definitely think out loud, which sometimes people it's scary, and it's a little like, wait what? This sounds very confusing.

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Yvette Standberry: But beyond that

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Yvette Standberry: I'm a Sesame Street kid number one. So I like to group things together, as I assess, and then group things together. You might be like, doesn't everybody do that? Everyone may do that? But the reason for me doing that allows for me personally to see patterns.

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Shannon Lucas - Catalyst Constellations: Right.

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Yvette Standberry: See patterns and see an ecosystem of opportunities and possibilities are are a lot wider.

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Yvette Standberry: right when you have that knowledge. So for me, that's how I think about things. I assess

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Yvette Standberry: I categorize. I look for patterns that are out in the world, so that then I can see. Here are some possibilities.

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Shannon Lucas - Catalyst Constellations: Amazing.

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Shannon Lucas - Catalyst Constellations: What are some of the challenges, then, that you've faced as a catalyst leader.

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Yvette Standberry: As I said earlier, meeting the Stanberry like. Some folks aren't ready for the Stanberry, but I think personally for me and my.

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Shannon Lucas - Catalyst Constellations: What does that mean for you? Can you just unpack that a little bit.

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Yvette Standberry: Ms. Stanberry.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: There are a couple of things about me when I was younger. Working people are like.

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Yvette Standberry: do you drink 7 up?

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Yvette Standberry: I'm like no! How many cups of coffee have you had? I don't drink coffee because I come into work with a lot of energy and passion, so when I say, can't take the Stanberry to me. It doesn't feel like overabundance, because I've come across overabundance. But when I say you can't take the Stanberry, it's the energy, the passion, the thinking well beyond, and kind of

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Yvette Standberry: talking about the possibility. So that's what I mean about the Stanberry, quite frankly getting the plane spoken. That's an element of me, that I can be

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Yvette Standberry: plain spoken, which frankly, when I was younger I wasn't the kid raising a hand. I was a little bit

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Yvette Standberry: shy which my friends find. Yeah, okay.

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Yvette Standberry: But it is asking the questions that nobody wants to ask.

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Shannon Lucas - Catalyst Constellations: Yes.

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Yvette Standberry: So that's what I mean about

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Yvette Standberry: being the Stanberry right.

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Shannon Lucas - Catalyst Constellations: Which is why I see how you relate to the concept of catalyst, because it's like, yes, yes, yes, yes, totally okay. So going back to the challenges.

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Yvette Standberry: I think some of the challenges.

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Yvette Standberry: That I could.

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Yvette Standberry: I'm realizing now is that an organization regardless it is to operate in the present. And to continue doing that

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Yvette Standberry: when something else new comes in, it's like, Oh, it's it's it's very jarring.

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Yvette Standberry: right? And the that's a bit of a challenge, because it's like, I just need you to do this thing right hearing. I just need you to do this thing. It's like putting you in a box and saying.

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Yvette Standberry: Hey, I'm a horse race at the Saratoga racetrack. I don't want you looking other. I just need you to do this for someone who's a catalyst to say, I just need you to do this when you can see like there's a better way, or that it is a big challenge. Number one number 2, I would say, another challenge is

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Yvette Standberry: communicating

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Yvette Standberry: at a level for the right people. Right? I

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Yvette Standberry: have a lot of sayings, and, as you can probably tell, and one of the sayings that it's hard. I it's easy to say, but it's hard to do is that

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Yvette Standberry: everybody has to pay.

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Yvette Standberry: and the reason that I say that because that is the most humanistic thing. However, if you're a catalyst, and you want to communicate to an executive, or whatever you might come in with the notion of like

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Yvette Standberry: you. You have to pee, too.

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Yvette Standberry: I have to be so. Can't we just talk like regular human beings? So the communication and the up and down, and the variety of the communication. That is a challenge. And I think, lastly, one of the challenges that you that people have is.

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Yvette Standberry: there are a lot fewer catalysts than there are operators.

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Yvette Standberry: And so, as you're traversing the organization, some people

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Yvette Standberry: truly just want to do their job

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Yvette Standberry: right, they just want to do their job.

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Shannon Lucas - Catalyst Constellations: So let's unpack the last 2. Then, because that's that's super interesting, like the you know, in the classes, you know, we use, like the stakeholder map to figure out who the people are that you have to influence where you're going to spend your money, but also sort of like what role. They play operators a super interesting role. There's not going to be a lot of catalysts on your map, potentially so like, how have you learned to navigate that intersection of. There's not a lot of catalysts in the organization, but you have to be able to communicate and meet stakeholders where they are in order to effectively drive, change.

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Yvette Standberry: Because when you're a catalyst, you inevitably, when you're on conversations or meetings and large organizations, you're in a number of meetings with more than just a couple of people. It comes out, and the other catalyst, almost like kind of start to emerge right.

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Shannon Lucas - Catalyst Constellations: And.

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Yvette Standberry: And when you find other catalysts they have different superpowers, right? And you can learn from their superpowers. And I think that that is a big piece. What I would also say, though, is that

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Yvette Standberry: I I think about the empowerment of things right? So as I move my business forward,

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Yvette Standberry: And this is something I learned at a recent employer is that you need to figure out how to empower people and give that. And it's a challenge to empower people that seem to be all over the place when actually you can put structure to it right. But how do you empower people in different ways to allow them to build their capabilities, their skills, shine and show their strengths, and less of their weaknesses.

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Shannon Lucas - Catalyst Constellations: totally agree. I'm wondering if you have an example, if you feel comfortable sharing of a time, when you were trying to communicate to a stakeholder, and it failed, and then some learnings, and then how you like, took that forward and were able to communicate to a stakeholder to get them to lean into change that was successful.

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Yvette Standberry: Oh, that's that's that's a great question.

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Yvette Standberry: Oh, where was that? I would say. Here's here's I'll give 2 examples. I'll give an example of to where I am right now.

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Yvette Standberry: From previous employers, which I I won't name the companies, or whatever. There were some tumultuous things.

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Yvette Standberry: and as I left those organizations good, bad, or indefinite.

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Yvette Standberry: I was in a hot spot right like this is this, I I don't like this or that. These people did da da da da da da da da.

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Yvette Standberry: But when I think back

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Yvette Standberry: cause now I can reflect back on that, I was like, if that situation didn't happen. I wouldn't be able to think about things XY, and Z. If I didn't have the experience of working in a smaller organization

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Yvette Standberry: right? And to seem like in a smaller organization. You have all sorts of things, all sorts of problems

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Yvette Standberry: I may not be at this place of. I'm going to go on this journey of my own organization, of being an advisor to empower and upscale organization so that they're sustainable, I mean sustainable, is purely from climate, but sustainable in the long run by giving them the skills, the frameworks, the tools, and working alongside them.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: Being a doer for most of my career, which is probably to my detriment, but being a doer for most of my career, I always felt I had to do. And the reality is, Shannon. I didn't always need to do right. I could lead people I could work and manage, I could show, but I did not have to be the doer to make the concept come alive.

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Shannon Lucas - Catalyst Constellations: Oh, it's so tough, though, isn't it? You're like I gotta do it.

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Yvette Standberry: It is, it is. It's tough. But what I would say is, I learned that you know you. You don't. You don't have.

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Yvette Standberry: I don't have to do that right. And everyone in a lot of different things are transition. So how do you transition? Some people are good at that transition. That's why you have people who move into Vp or an executive roles. That's 1 of the reasons.

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Shannon Lucas - Catalyst Constellations: Yeah.

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Yvette Standberry: So I would give you that example and one other earlier examples. I'll never forget this. I came back from a winter vacation, and my boss is like, Hey, if I need to talk to you. And I was like, Oh, boy, am I gonna get fired or something? And he said, hey, we need to build out this Internet solution. And you seem to be someone who has this propensity for it. Would you lead it?

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Yvette Standberry: And now and I remember like, prior to that I had been talking to him. Hey? How about if we and he was like, No, no, we got. Do this. Do this do this, and somehow it eventually came to being. I just kept talking to him, talking to him, talking to him so.

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Shannon Lucas - Catalyst Constellations: Nice. It's so great when you feel seen like that like. I remember those moments, too.

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Yvette Standberry: Yeah.

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Shannon Lucas - Catalyst Constellations: So just putting a bow on that. The thing I love about the connectivity between these stories is like as a catalyst, the reminder that we don't have to be the doers.

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Shannon Lucas - Catalyst Constellations: But what we do need to be aware of are the stakeholders across the organization and figuring out how to empower them and bring them along like, find what their leverage points are, so that they lean in like we talked about in the class like the orchestration, right, because you're not going to at the end. You need to hand off the things you can go do the new thing totally. Love it all right. Do you have any advice for callous executives outside of maybe what we've talked about today.

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Yvette Standberry: For catalyst executives I'll speak to, I think

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Yvette Standberry: one thing.

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Yvette Standberry: Learn how to be a storyteller.

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Yvette Standberry: Which is beyond communication, right like. Ha!

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Yvette Standberry: How can you be a storyteller? How do you tell those arcs? How do you show up? But learn to be a storyteller and to turn up. Turn down

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Yvette Standberry: some of those things about you as an individual. And again, Shannon, that's why I'm bringing

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Yvette Standberry: these thinking and learnings to

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Yvette Standberry: my own business, right?

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Shannon Lucas - Catalyst Constellations: How do you navigate that? Turn up like this is live! This is present for me in my life always, but particularly right now, like, how do you do the turn up? Turn down like there is a there's a magical ability or power to catalysts.

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Yvette Standberry: Yeah.

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Shannon Lucas - Catalyst Constellations: But you're not wrong, because it's like, if we're, you know, creating bad ripples, or, you know, literally repulsing people with the energy that we're bringing. We're not going to get what we want. So like, how do you navigate the turn up and turn down.

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Yvette Standberry: I still continue to learn to do that, still figuring out and learning to do that. And you want to be authentic, because I think when you're not authentic or true to yourself, it gets a little.

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Shannon Lucas - Catalyst Constellations: That's it. Totally.

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Yvette Standberry: Right, and so I have to learn to balance my authenticity, my passion, my drive.

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Yvette Standberry: But I also have to think it's not about me, and as a matter of fact, I did this little quirky thing. I mean, it's not quirky, but if you've ever seen Ted Lasso, he put up this sign right? Like to motivate his team.

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Yvette Standberry: and I literally on my desk right now, masking tape. It says it's not about you. It's about the customer.

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Shannon Lucas - Catalyst Constellations: Yep.

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Yvette Standberry: It's about the custom that customer can be. You, Shannon. I'm talking to you one on one. That customer can be external to your organization that customer can be someone you're working with internally. It's not about you. And I think, as catalyst. Sometimes we get so excited about our own thing

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Yvette Standberry: that

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Yvette Standberry: we need to shift the conversation to understanding what they need and do. And I think, as I look at myself, and I've seen other catalysts, you're all about like your idea. It's not that you don't believe in other. It's like you're so excited. You want to get that out right.

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Yvette Standberry: But at the end of the day you have to figure out how to tone yourself down.

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Yvette Standberry: and it's almost like envisioning every single interaction. And this is an exaggeration, but something to to practice for oneself is to think every single time you are in a discovery. If you're in a discovery conversation.

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Yvette Standberry: you should talk less and allow the other talk more.

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Shannon Lucas - Catalyst Constellations: Spot on. Okay, I want to add sort of one nuance to the thing, because this is again something that I'm still learning. But it's like it was sort of in what you were saying. It's not about you, but that has to start with the catalyst, because we almost make ourselves synonymous with the idea.

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Yvette Standberry: Correct.

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Shannon Lucas - Catalyst Constellations: We're the physical embodiment of the idea. So when they're rejecting the idea, we feel like they're rejecting us. That's also not on them. That's on us. So, getting a little bit of distance between us and our idea.

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Yvette Standberry: Yeah, is, just.

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Shannon Lucas - Catalyst Constellations: Like, I think, part of the work that we have to do, but also like it is really funny, because we can get so damn excited about the idea that we're just like blah blah instead of just like, Hey, what's going on with you?

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Yvette Standberry: Right because you might, you might reframe how you're thinking about things. So I I would say that. And I would also say, use pictures right

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Yvette Standberry: is to use pictures. The the funny thing I'm on this journey and launch my business. Gotta get customers. And

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Yvette Standberry: you're on Linkedin or all these other places. People have all this content, and I'm not opposed to reading.

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Yvette Standberry: But I think it's more powerful when you have a video, I think it's more powerful when you don't have, because, quite frankly, I'm getting a little tired of being honest of reading Linkedin Posts, and they're they're too long right. They're too long. They're becoming a blog post, and it's too much. It's overwhelming. And I think there's something you said about a human being and actually using visuals to communicate how you're thinking about something. And I

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Yvette Standberry: I've done that a lot. And go into conversations where I learned this a long time ago from a boss

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Yvette Standberry: come with a piece of paper so that people can see and like, Oh, okay, I get it, whatever that might be.

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Shannon Lucas - Catalyst Constellations: I think it actually helps, and I don't know that I've made this dot this connected this dot before, but I think it actually helps also with the depersonalizing the idea in both directions, like, we're both pointing at something in the middle instead of me talking and them like rejecting whatever I'm saying it's like, No, we're co-creating on this piece of paper. The prototype, or whatever it is, can diffuse it a little bit before we get to our last official question. I would love to just

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Shannon Lucas - Catalyst Constellations: have you share with the audience so like, what are you up to now? I know you have this new, exciting thing that you're pursuing. Let's let's hear about that.

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Yvette Standberry: Yeah. So I've decided to have my own consulting business. I am solopreneur, but I don't intend to be that forever. But I decide to have my own consulting business, and from a healthcare perspective so healthcare oriented. And I'm going to start with innovation. Oddly enough.

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Yvette Standberry: and how do I help organizations commercialize their ideas, their new businesses, you might be like, don't people already do that right now?

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Yvette Standberry: And I would say, my perspective. And I'm viewing this a lot of organizations focus up on the upfront. I love focusing on the upfront, right?

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Yvette Standberry: But I believe that there is a problem

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Yvette Standberry: after you've done the Mvp. And you looked at it so then. So what now? What right? I think things start to alter. And who's addressing that problem?

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Shannon Lucas - Catalyst Constellations: Right.

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Yvette Standberry: When you think about it. If innovation is a tactic to helping you grow, you get all excited, upfront. You get the culture.

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Yvette Standberry: Who's addressing that particular problem. Right?

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Shannon Lucas - Catalyst Constellations: So true.

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Yvette Standberry: So I'm looking to start there.

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Yvette Standberry: However, I'm also kind of testing. What does the market? What is the market looking for, or need my functional skills. Yes, they are pro. They can go across industries.

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Yvette Standberry: But I've lived and breathed in the healthcare space. I know how health plans operate. I know how providers operate. I've worked with a number of digital health companies, and I want to give back right? I want to give back to saying, How can I help an organization achieve

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Yvette Standberry: their goals, if not, surpass them in a way that empowers them, that I'm not doing it for them?

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Shannon Lucas - Catalyst Constellations: That's right.

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Yvette Standberry: Value

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Yvette Standberry: right? And there's some other things I'm toying with. But for now that's where I'm going to focus, and I believe I could be wrong. I believe what makes me different than a lot of other consulting companies is that one I actually worked in an organization. I didn't say, you know I'm going to be. I actually worked in an organization. I'm not saying other consulting Gurus haven't. But I've worked, lived, and breathed

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Yvette Standberry: in large organizations and small organizations. That's number one, number 2, the healthcare

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Yvette Standberry: aspect of it, and number 3. The doing with it almost becomes like a broker sort of model, right, because I could envision

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Yvette Standberry: partnering people with the right people right? Based on where they are. So I really believe in empowering. I believe in connections. My company name is nexio advisory. You're like, why?

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Yvette Standberry: Well, that doesn't. And the reason is because I believe in connections of ideas and people, and when I believe in empowering people, and I believe when you can do that, you can have this nexus, this hub that has infinite number of possibilities. Now let's bring that

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Yvette Standberry: and help. Other organizations move in that direction, and so.

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Shannon Lucas - Catalyst Constellations: Amazing.

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Yvette Standberry: That's kind of.

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Yvette Standberry: That's what I'm doing. That's what I'm thinking about. And I also believe in customer experience right like that just is a running thread through everything.

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Shannon Lucas - Catalyst Constellations: I hear that because I think you know, going back, you're like, you know, I could be a customer like every interaction. It's like thinking with that lens and bringing the curiosity and the focus on like, what can I make better in that person's life? Regardless.

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Yvette Standberry: Correct.

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Shannon Lucas - Catalyst Constellations: They're the buyer or not. They're well, thank you for sharing as we were talking about before we hit record, like even for catalysts who have a positive relationship with change. It isn't always like super comfortable to move into the next thing, but getting comfortable with uncomfortability is amazing. So I can't wait to see where this takes you, so we'll have to check back next year and get an update.

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Yvette Standberry: Happy, to happy, to.

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Shannon Lucas - Catalyst Constellations: Awesome. All right. I'm going to put you on the spot. I just was wondering if you could say a couple words about your experience in the class, and how that may be helping you in your catalyst journey.

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Yvette Standberry: One, I would say it put a label like, it put a classification. Remember, I'm a Sesame Street kid. So I like to categorize things. So one, it put a label on it. 2. It brought to light like, Oh.

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Yvette Standberry: that's my problem, or Brady, not my problem. That's an opportunity where I can be better right where it's like.

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Yvette Standberry: Yvette. Stop stop thinking way out there you have that. Only give enough. You don't have.

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Yvette Standberry: Only give enough

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Yvette Standberry: right, and then give a little bit more and a little bit more. So. I'm having to learn this restraint thing.

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Yvette Standberry: or, as a few people have said to me in the last couple of weeks, you need to edit yourself, because that's too much so for me. It was putting a label on it being around other similar thinkers.

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Yvette Standberry: but also

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Yvette Standberry: how to bring people along, because it heightened the fact that I need to be a better storyteller.

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Yvette Standberry: I need to. It's not about me. It's about the customer always, always, always.

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Yvette Standberry: but write down my vision and figure out how I need to do the steps, because it's not as simple

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Yvette Standberry: as going to college. It is much more complex.

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Yvette Standberry: and if, especially if in a business, and I have grandiose ideas which I can share with you offline. But I've granddos ideas. So now I'm like, how do I work backwards to those? Because it's a bit more complex?

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Yvette Standberry: So I would.

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Yvette Standberry: I would encourage anyone who has the role of new product development, new innovation. You're building out a new business. You want to build out a new business. You want to create some technology to participate in this

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Yvette Standberry: environment that you and Tracy have put together because it gives you a framework and a way to kind of go back. You can't see it, but I have your framework, the map sitting next to me. So I can like, oh, yeah, okay, I remember that.

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Shannon Lucas - Catalyst Constellations: Yeah, thank you for that. That was amazing. All right. Last fun question, who's your favorite famous catalyst or impactful, past or present? And why.

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Yvette Standberry: So, you know, that's a great question. I honestly don't have any one person that I see as a catalyst. And so here's how I think about people who are catalysts that I get inspired by younger people, and I was a younger person. But I'm talking from like small children to even those who are young adults to some younger people who are out there. Why do I think of them as catalysts? Because

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Yvette Standberry: they and I'm inspired by that because they look at things from a totally different point of view, and some people are willing to go and do them.

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Shannon Lucas - Catalyst Constellations: Right.

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Yvette Standberry: They're they're willing to go and do them. And I was one of them, and I get so excited when I see others who are like, oh, okay, you go. That's 1.

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Yvette Standberry: The second.

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Shannon Lucas - Catalyst Constellations: That one gave me goosebumps. By the way, that was amazing. I mean, because, like which, show me a child that doesn't have an imagination like

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Shannon Lucas - Catalyst Constellations: there are.

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Yvette Standberry: There are those who have imagination, and then there are those who have imagination who want to go do right fair. There are those who want to go do. And I'll use a prime example. I met an individual today who actually, he started a not for profit in the local area. And it came to him right out of college. He's like, Hey, we got to do something. So he and his friends like, Hey, we got to do something and have this program. This is like, probably 12 years ago.

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Yvette Standberry: And now and he's still excited about it, right?

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Yvette Standberry: And it's almost this, this combination of like it's a startup, but it's a not for profit, and he's done a tremendous amount, and he has so much like, how do we change? It's like, how do we change the world?

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Yvette Standberry: Right? So that's just an example of like looking at younger people. And how they do that I just am like, I hope I can work with them because I like to learn right. But the last thing I would tell you that as far as like catalyst, I've been thinking about this a bit. And to the point I made earlier about empowering people. I don't have to be the doer. I want to partner with people because a lot of skills you don't necessarily learn and work right like you. Honestly don't. It's like, here's the process is what you do.

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Yvette Standberry: But I would say the founder of Montessori. I don't know if you're familiar with Montessori and Montessori school and learning. I became.

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Shannon Lucas - Catalyst Constellations: My son, my son went. Yeah, I love Montessori.

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Yvette Standberry: My for those in the audience who don't. My best friend she has. Her kids went to Montessori, and at the time I was like Montessori. What exactly do they do? Right? I went to a private school, but totally different. It was like, Wait what? Huh!

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Yvette Standberry: Until I visited the classroom, and when I visited that classroom

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Yvette Standberry: you have all ages in one classroom number one, number 2. You have various things in the room that other people would be like, wait, there's scissors there's like.

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Yvette Standberry: but children learn how to use those things. But the biggest thing that I see is that you have this community of different age factors, and everyone is helping that person learn. They're not doing it for them. I mean, clearly, little kids, they're going to do. You know, you everyone as human beings want to do it, but really they're there to teach

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Yvette Standberry: one another and help them move forward

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Yvette Standberry: right? And so that Montessori, learning I'm bringing it again back into my business. How do you create a community

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Yvette Standberry: right, and have them collaborate to create ideas and thinking

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Yvette Standberry: in a different way of learning.

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Shannon Lucas - Catalyst Constellations: Brilliant.

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Yvette Standberry: That's that's.

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Shannon Lucas - Catalyst Constellations: Doing, learning the co-learning like it's, and that all ties together also is like the people of younger age. It's like the learning by doing the experiential thing, but showing up for one another amazing.

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Yvette Standberry: Correct. So that that's how I think of things. That's why all of the skills that I'm bringing to bear operational efficiency, digital transformation innovation. They're all a spin on one another. But there are various problems skills with, I'll say, people centricity running all the way through.

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Yvette Standberry: Can you do in a collaborative way?

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Shannon Lucas - Catalyst Constellations: Amazing, Yvette, thank you so much for this amazing conversation. It was super fun to enjoy some of the Stanberry today.

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Yvette Standberry: Yeah. No worries, no worries.

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Shannon Lucas - Catalyst Constellations: And to our listeners. Thanks so much for listening. If you'd like to learn more about how to create bold, powerful change in the world. Be sure to check out our book, move fast, break Shipburn out, or go to our website at catalystconstellations.com.

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Yvette Standberry: And you can find me on Linkedin, for now.

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Shannon Lucas - Catalyst Constellations: Definitely put that in the show notes, a hundred percent.

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Yvette Standberry: And be on Linkedin, and soon

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Yvette Standberry: the up and coming nexio advisory website.

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Shannon Lucas - Catalyst Constellations: We will definitely share that, too, also to our listeners. If you've enjoyed this episode, please take 10 seconds to rate it on itunes, spotify stitcher, or wherever you listen to your podcasts. Of course, if you have other catalysts in your life, hit the share button and send a link their way. Thanks again.