How to Build a Human-First AI Strategy That Actually Works
In this episode of the HR Leaders Podcast, I had an inspiring conversation with Lisa Yankie, Chief HR Officer at Odyssey Logistics, to unpack why the future of HR is not just about AI, technology, or transformation. It is about solving the right problems with the right people in the room.
Lisa shares how her own journey, from humble beginnings to leadership across manufacturing, financial services, and mid-sized companies, shaped the way she leads today. Her experience gave her a broader lens on business, resilience, empathy, courage, and the value of taking chances when others open the door.
Most importantly, Lisa explains why HR must stop acting like an afterthought. In her words, human capital is the business. As AI changes work, HR has a bigger role to play as the glue across functions, the challenger of old assumptions, and the function that helps organizations stay human while moving faster.
🎓 In this episode, Lisa discusses:
Why leaders should focus on outcomes, not busy work
How values help teams make better decisions during change
Why human-forward AI matters more than technology-first transformation
How HR can become the glue that connects functions around business problems
Why curiosity, courage, and asking better questions may become the real future skills
What if AI agents were not just another way to create more learning content?
What if the talent you need is already inside your organisation, but hidden in skills no one has mapped yet?
That is what 365Talents helps HR teams solve with AI-driven skills intelligence.
It helps organisations see the real skills their people already have, spot gaps, and turn that insight into workforce planning, internal mobility, and better career paths.
That is why 365Talents created the 2026 HR Skills Strategy Toolkit.
14 ready-to-use templates to help HR leaders build the business case, calculate ROI, evaluate vendors, define governance, and roll out a skills strategy that actually moves.
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(Music)
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(Music)
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Lisa, welcome to the show. How are you?
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Hey, Chris, I'm doing great. How are you?
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Good.
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Before we get a jump to the podcast,
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I'm gonna just throw you, throw some random questions at you just to see if,
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although you are on your feet, so you can kind
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of like think fast.
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(Chris Laughs) So not right now.
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What's something that people will be surprised to learn about you outside of the office, outside of work?
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Well, I think that I grew up in such humble names. You and I have talked about this before, but I think people assume that leaders, may have come from different backgrounds and see they don't recognize and you come from very humble beginnings and learned different ones. Yeah.
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How would you say that's helped shape you?
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It's shaped how I am as a leader. And I think the people that have taken a chance on me throughout my life and like career, are the reasons why I am a man. But
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what do you think the main factor that has driven that? Is it the resilience, for example, that you built,
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coming from humble beginnings, which I think is
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I think resilience is a good word. I think, awareness, empathy, I tend to notice things around me where others may just see a certain lens.
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And I think also just, I love to take a chance at, that's kind
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of my forteism.
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Yeah. I love the fact that you said empathy.
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feel like that was instilled with me.
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The other word that comes to mind is courage because what's the worst thing that can happen, right? You know, living a little
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shack with four other siblings.
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Yeah, we spoke about that. Yeah, it's true, right?
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Baby sets to put food on your table.
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Exactly, so yeah, I mean, everyone has their own,
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baggage that they bring along with them, right, or like
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backpack of beliefs, I think, because they're in a way of saying it like,
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Do you have kids?
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I do. How do you try and instill that?
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How do you try and instill that in your kid? Because
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that's something I worry about. Like I struggle with.
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think through example, I use coupons everywhere I go. Really, okay. And so just teaching like, yes, I can afford this, but if I can save 30%, why wouldn't I? And perhaps use that, reinvest that for other means or to give that to a cause.
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My son and I were just, he started his own business and he said, I never want to work for someone. I want to be an entrepreneur. I want to work for myself. And I told him, I said, that's amazing. And we would love for that to happen. However, you can't forget that some people have to, they might not love what they do, but they have to
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because they need to make a paycheck.
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So always remember that and be grounded.
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What would you say is like looking back, like been the biggest moments that shaped your path to this theater at receipt,
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I think the chances that I've taken to get different experiences. And so, you know, I started at Academy companies and learned what they looked like. I worked in operations, I worked at Ford and Bank of America. And then I really wanted to test myself. And so I jumped from,
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first I jumped from manufacturing financial services. And then I went into more mid-sized companies where they didn't have the resources, they didn't have the capabilities. And I needed to roll up my sleeves. So just really gaining different experiences and seeing how things are done in different environments by taking a good path. Like that has really
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been beneficial for me personally.
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how did that happen though? Was that something that you had seen others do in your network or something that you've just
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personally took on? Like how did that happen?
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Like, cause many people stick within, no, they seek comfort rather than discomfort. So I wonder what drove that decision.
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Yeah, I think I hadn't thought about it that way, but maybe I seek discomfort because it's almost like a, it fuels my fire to test, to see if I can do it. I'm very competitive.
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But typically I had
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somebody reach in and lift me up to that opportunity rather than seeking it out. So I give people the advice all the time to go to something and not away from something. And so I think those really instrumental moments where people have taken
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a chance, I'm beyond the momentum.
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But specifically what has that experience given you? Working across those different organizations, cultures, industries.
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The ability to think differently. I don't have just one lens in how I might solve a problem. And I've seen global, non-global, labor, non-labor, small, big spin-offs, M&A consolidation. And so I'm just a jack of all trades, master of none. I've seen so many different environments that I can ask for questions. I can be with a group of
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people and
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we can have challenging discussions and adaptability really, adapt into environments. Yeah.
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Right now obviously there's a lot of change happening, right? AI is everywhere. And I love to hear from you personally, where you see the real value of HR versus the AI hype. And also the balance
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between AI and the human side. Cause
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I feel like that's a bit where we're struggling right now.
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I think it's so relevant because I think so many companies are leaning in on the tech side only and forgetting about the human element. And so I think it was, you have to have the human piece. You have to teach the skills, you have to educate. Right now we're working on solving a problem around the customer. And so we're developing customer service training, getting different teams involved in that.
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I think I heard a statistic from Deloitte that
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60% of the companies are leaning in on technology facing and are forward versus human forward. But those that have
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human forward AI
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strategies are two times more likely to achieve business results. I think it's Bunk's, U.M.Q, Moderna, a couple of different companies that are really combining the roles, completing, looking at all that.
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When you say human first, what does that mean to you? Because if we hear about that a lot, a lot of people talk about that. What does that mean to you?
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I think it's understanding the audience, understanding how you deliver something.
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I think technology is the what, the human aspect is the how. And so if you read an article on some tech-enabled software,
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many of us gloss over, we don't even understand what it means. But if you have a human touch to that, to simplify things and to explain in more simple terms
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how you're doing something,
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I think you'll get the engagement,
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you'll get the excitement from
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those that you need to be involved in the execution.
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What do you think all of this means for the role that HR now plays? You mentioned Moderna earlier, I know the situation very well and one of the first chief HR and AI officers,
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the rock titles that I thought I didn't think I'd ever see.
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If anyone could have predicted that, right? What do you think the AI means and how it's gonna shape the role of HR?
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I think it's evolving very quickly. And I think those that are willing to take that jump, take that risk, we then from the change, I think we're the glue that brings it all together. I mean, we're that quarterback in the football team that's kind of navigating all of the issues and the opportunities. I think it breaks down walls, functional walls too. I mean, back to the example of the,
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the traditional finance function, IT function, HR function, I think you need to really organize around problems and develop some customer solutions rather than the traditional things.
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Yeah, I kind of see like a future where HR almost becomes like an orchestrator
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of work. Yeah, exactly. Right,
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leveraging and what that will look like will be a combination of humans and agents and it will be no longer be functions or titles,
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it will be
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skills. Even beyond skills to the work itself, right? Tasks, tasks, right? So you have people working on different projects and it won't be defined as this is marketing, this
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is sales, right? We'll probably break that down.
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What I really try to, and clonin' on with the team is that it's not the work, it's the outcome and the act that you have. So focus more on what are you trying to achieve? We started meeting and everybody's talking, and I said, "What is the problem that we're trying to solve?" And let's start there. Who needs to be involved? Is this, do we need different functional viewpoints to bring together to solve the problem? So it's about solutions as opposed to busy work or activities.
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Yeah. It's so easy to get carried away, isn't it, and distracted though. Like, and I think that's what we're seeing now with all these AI tools.
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So wait a minute, what are you actually trying to solve for? And
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half the time you realize that that doesn't even require AI.
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Just because we have it doesn't mean
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we need to, right? And
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I like the part you just said, by the way, of who needs to be involved.
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Because how many of us get dragged into meetings or Zoom calls
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and you're like, "I don't need to be here."
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Like,
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I don't need, one of the things I did say to the team, this is months, a long, long while back actually, is like, feel free to recuse yourself from the meeting. If you feel that you don't need to be in a meeting,
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do not join the meeting.
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It can be empowering too. So as a leader, "Hey, Chris, you got this. I don't think I need to be here." Yes. I used to have, I used to wait tables. So I used to like, when I wanted to buy something, I'd come up with tables I'd have to wait on. So in a meeting in my head, I'll calculate salaries
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and I'll say, "This meeting just cost us $2,000.
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Was the outcome workable?"
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Oh
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my God, I love that. Yeah, I mean, that really puts
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it into perspective, right?
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We mentioned skills.
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I feel like we've been talking about skills-based organizations now for a long time
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and skill readiness,
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skill, you know, and also the
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half-life of skills now with things like, I was chatting, I can't think if I can say the name again, I get in trouble always thinking about saying stories and realizing that they probably don't want me to tell. I spoke to an organization very large recently and they spent a whole year building their skills taxonomy.
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And they came-- And they were all dated. Yeah,
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yeah. And I'm like, Chris,
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then we reviewed it and realized it was completely out of date, right?
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Like, and it was just, we had a laugh together and it was like the idea now that you can spend a year on,
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it needs to be something that's constantly agile,
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right? And then fluid and--
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Tenure learning and constantly adapting. Yes. Being in the company where it's at, not always assuming that what we did yesterday is the same thing we do tomorrow. I think that challenging status quo is what we've all done.
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Yeah, how are you bringing that to life in your own organization? And also I think the question I'd love to learn from you is like,
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how are you connecting that to learning?
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We're really, we've spent a lot of time on our values and at the center and core is everything is customer-centered. But we also have the human element, like we talked about earlier, and guiding with care. So what does that mean? And so everything we do, we kind of bring people back to
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those elements. What does that mean for our values?
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How do we, one thing we have done is we've kind of partnered my learning team and the technology team that partnered on how we develop training, how we go out projects so that it's a mixture of that technology and human element again. So just kind of making sure
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it's a good balance to manage.
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Why is that so important?
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Because you bring everybody, you bring most people rather than leaving others behind. I think one of the misnomers is that so many companies are so advanced on this journey and not every company is, especially smaller companies that don't have the resources. And so I think it gains confidence when companies and individuals in the company is can move forward and seek progress and seek with plans and it gains confidence.
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Yeah, no, I think it also sets like, it's like a foundation
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that
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you could always not fall back to is probably not the right word, but to operate from.
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Like if everyone's connected
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through that foundation, you can build upon that. And despite what's happening or what's changing around us and the chaos, we have like, we can make decisions and also connect that back to our values constantly.
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When I first started the company, I used to think that stuff was really fluffy and like, hey, we're building a business, let's get on with it. We don't have time for that stuff, right? We need to make money. And it's during the times of change and the real challenging moments that you can then
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really lean on. When you're making a decision, is that aligned
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with our values? Is that aligned?
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And it makes it really easy, not easy, but it makes it easier to sometimes make decisions in a difficult time.
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If that makes sense. It
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doesn't make sense, yeah. And it challenges
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the assumption too, that again,
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what is the problem that you're trying to solve? Like let's boil this down. This is very complex. Oh, this is a customer solution. Oh, this is, you know, we're getting results based on whatever it might be, but it just kind of drowns people back to that core.
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When you
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see other companies doing this or you chat with your network, what was the common
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mistake perhaps that companies making
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when trying to do this?
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Assuming that you can do it all at once. I think it, you know, by one, by the elephant at a time, by the capabilities it can be to, companies can't, smaller companies especially, can't build
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this stuff
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themselves. And I think the other, I think just understanding that not, that people in companies are on different maturity curves and that's okay.
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And sometimes I go to these conferences,
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like it's an intimate CHO conference and I said, oh wow, that company's doing some amazing stuff. That's awesome. Yeah, that's great. We talked about it. And then the backstory, we have these little discussions where like, wow, we're of no longer where they
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are. And let's talk about
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how we get there. And so letting your guard down to learn
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and to identify ways that you can lead the journey forward and not getting afraid of it. So I think again, if you're afraid to make those changes, then you plan them off and you
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don't need changes. So understanding that you have to meet the,
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people organization where it's at, not everybody is so evolved as some of these larger companies.
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I do think though, it will create space in the marketplace for consolidations for, look, I'm gonna buy that capability from a company. I'm gonna merge these two companies. Maybe one's a tech company and one's much more of a, you know, maybe it's warehouse, whatever it might be, but combining capabilities as opposed to having to build it all. Yeah,
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my last guest was a sitcher over at Sandvik, last large mining company, but actually incredibly advanced in terms of AI and technology and self-driving mining machines. And it was just crazy, blew my mind. And to your point, I think they acquired like 50 plus organizations in the past year or so.
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We stopped
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greatly yesterday. Oh,
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did it? Yeah.
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You should have
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bought me a taxi. Yeah,
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I know, I know, man, I should have, yeah. But it just blew my mind, like, because part of what we were talking about, obviously, was the misconception of mining, like, you know, and obviously the struggling to get that early talent through the door. But when they actually share like what, you know, the roles and opportunities are in organization, it kind of like, you know, blows people's minds. So that way, but you're a technology driven organization, you've got autonomous mining robots
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and people are driving mining trucks
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from halfway across the world on an Xbox controller. Like, I like this incredible stuff they're doing as well. It's, yeah, kind of
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blew my mind. Yeah, Courage Press will be rewarded for some companies. I mean, you have to take company risks, but they're redefining who they are as a company. And then, you know, just trying to, you know, meet the future bastard.
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How do you stay on top of so much change yourself personally? Like practically, what you're, you know, do you have any go-to sites or people or like, how do you, how do you like,
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is it the network? What works best for you?
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I got a Chris Rainey's HR
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podcast.
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(Laughing) I'll send you the money later.
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Well,
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intentionally, I don't go to one place. I like to go to different places and very different things. And I think even I might have, I get political affiliation. I go to other channels to balance
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my thinking and to challenge my assumptions.
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I do a lot of podcasts that I walk a lot. I'm very active in listening to podcasts of health and wellness, business, AI, even if something's very complex. Yeah, my son had me read recently the book of Toshi.
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It's about
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the founding of cryptocurrency. And I'm in my eyes are glassing over, right? And he's like, "No, no, it's not about reading every page. It's about understanding the concept."
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Oh, just some by the way. That's the best.
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It's amazing. He has a theory on who developed cryptocurrency too, I won't say. Yeah.
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How was your son?
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He's 23.
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Wow. Can I ask, did he buy Bitcoin?
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Oh yes.
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Interesting.
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Oh, and very early on, nice.
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Or it depends if it's nice, given the fact that it just dropped by 50%.
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Yeah,
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that's a good job. And my daughter is actually going into HR.
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Really?
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Wow. Is that something you encouraged
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or pushed her towards? Because a lot
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of leaders, if you've listened to the show, you will know that probably 90% plus of the people that started their career in HR, which is not that many, it was because a family member
[01:19:47:09 - 01:19:50:11]
or someone was already in it. Because most
[01:19:50:11 - 01:19:53:19]
people don't grow up being, I can't wait to work in HR when they're a
[01:19:53:19 - 01:19:54:19]
young kid. Well, HR.
[01:19:54:19 - 01:19:57:21]
I don't know if this. Yeah. But she fell into
[01:19:57:21 - 01:20:02:01]
it. And it's a great opportunity. She'll be working for
[01:20:02:01 - 01:20:04:17]
one of the largest companies in the world and doing
[01:20:04:17 - 01:20:10:03]
AI and all this great, exciting stuff. And so she and I are gonna have some really good conversations.
[01:20:10:03 - 01:20:11:17]
Do you know what I'd love to do one day?
[01:20:12:18 - 01:20:14:06]
Is do an interview with us three.
[01:20:14:06 - 01:20:16:05]
Hey, yeah, let's do it. Maybe
[01:20:16:05 - 01:20:18:09]
you're-- Yeah, but
[01:20:18:09 - 01:20:22:13]
to get the perspective of the very, very, very beginning
[01:20:22:13 - 01:20:24:03]
in this current landscape,
[01:20:24:03 - 01:20:28:18]
to where you are now. I feel like it was just really interesting.
[01:20:28:18 - 01:20:33:18]
I've been thinking about it a while, actually doing an interview where I get together five or six
[01:20:33:18 - 01:20:38:03]
entry level. What role is she going into
[01:20:38:03 - 01:20:40:18]
to start? It's a rotational
[01:20:40:18 - 01:20:42:11]
program. So nice.
[01:20:44:00 - 01:20:48:21]
They did some automation as far as their internships. Amazing. Yeah,
[01:20:48:21 - 01:20:53:03]
we should get to taste and try different things. And that's really what it's about, right?
[01:20:54:11 - 01:20:57:18]
I have a big game of rotational programs. Yeah, I feel like it's the
[01:20:57:18 - 01:20:58:06]
best.
[01:20:59:06 - 01:21:06:22]
You get all these master's degrees and certifications these days. And I feel like it doesn't really prepare.
[01:21:09:19 - 01:21:14:22]
Professionals that then go into the job. But the rotation programs, you're living and breathing
[01:21:14:22 - 01:21:16:22]
and learning. I feel like that's
[01:21:16:22 - 01:21:17:16]
the best way
[01:21:17:16 - 01:21:26:09]
What are some opinions that you have that would you say perhaps could be unpopular in the HR space?
[01:21:26:09 - 01:21:28:02]
That's okay, John.
[01:21:28:02 - 01:21:33:22]
I just randomly followed that, by the way. That wasn't even a question I'd read down. It just randomly popped into my head.
[01:21:35:05 - 01:21:36:18]
I mean, it depends on who
[01:21:36:18 - 01:21:46:14]
you're speaking with. But for leaders sometimes, you don't have all the answers. And once in a while I'll say that out loud and I'll be like, "Oh, did I say that out
[01:21:46:14 - 01:21:46:16]
loud?"
[01:21:48:08 - 01:22:08:18]
I think that just some people think of HR as an afterthought or it's, "Oh, that's the people business." It is the business. Human capital is the business. This is how we get work done. And so just changing that mindset, that misperception that, oh, HR has a seat at the table. No,
[01:22:08:18 - 01:22:11:01]
it's the
[01:22:11:01 - 01:22:12:16]
business.
[01:22:12:16 - 01:22:14:03]
It's the table. Yeah, the table. It's
[01:22:14:03 - 01:22:17:18]
the table. It's crazy though. I mean, are we still having that conversation?
[01:22:17:18 - 01:22:19:17]
Yeah, yes.
[01:22:19:17 - 01:22:36:07]
We are, right? And that's the thing. I'm like a bit sheltered because I speak to leaders at the best organizations in the world and most innovative. And I forget sometimes when I actually end up coming across the HR professional in a small organization which
[01:22:36:07 - 01:22:38:06]
is the vast majority of businesses in the world
[01:22:38:06 - 01:22:47:16]
that I'm like, "Oh, wow, we're still here." We're still a lot, I mean, it gives me energy because it means that there's more work to be done.
[01:22:47:16 - 01:22:49:20]
So I'm excited about it, but
[01:22:49:20 - 01:22:57:23]
I'm like, "Wow, I've been doing this for 20 plus years since I was 17." And I'm like, "We're still having..." Why do you think that is?
[01:22:57:23 - 01:23:06:00]
Some people don't know any better. They just haven't seen it. And so I think it can also be gratifying when it works.
[01:23:07:01 - 01:23:18:17]
You're the HR leader asking business questions. Well, I thought customer profitability was down in that warehouse. Why are we moving product across the... And they kind of look at you.
[01:23:19:19 - 01:23:30:20]
And so I think just they haven't seen it done this way. They don't know any better. They haven't learned this. It's really gratifying when they can move along that spectrum.
[01:23:30:20 - 01:23:38:11]
yeah, I agree. Well, what's something that you think that HR leaders don't talk about enough
[01:23:38:11 - 01:23:40:19]
that they really, really should be?
[01:23:40:19 - 01:23:53:05]
I think just creative solutions to solve problems. Sometimes I see that they feel like they have to solve everything themselves. And so asking for help,
[01:23:53:05 - 01:23:55:18]
asking for ideas, well,
[01:23:55:18 - 01:24:03:07]
how did you build that? Or where did you buy that? Or just asking the right questions, not having the answers, it's okay.
[01:24:03:07 - 01:24:07:07]
with the pace of technology
[01:24:07:07 - 01:24:12:16]
and transformation, especially AI, and I talked to the team about this yesterday, in the future,
[01:24:12:16 - 01:24:13:24]
the
[01:24:13:24 - 01:24:29:20]
real skills will be not technical because you have access to all of that information and you can get an agent, you can code with an AI agent, et cetera, the skill will be curiosity and what is even the right question to ask.
[01:24:29:20 - 01:24:31:04]
Absolutely, I love that.
[01:24:31:04 - 01:24:36:11]
one of the things you're aware of as AI, like your LinkedIn profile is it just gives you a mirror image
[01:24:36:11 - 01:24:40:09]
your own bias. The more
[01:24:40:09 - 01:24:44:11]
you ask and the different paths you'll be down, you keep challenging that to get to different things.
[01:24:44:11 - 01:24:48:20]
But you have to be intentional about that, otherwise it just gives you
[01:24:48:20 - 01:24:51:07]
a reflection, an echo chamber of your own
[01:24:51:07 - 01:24:58:06]
ideas and thoughts, and that's why I love your point earlier when you said, I intentionally look in different places.
[01:24:58:06 - 01:24:59:09]
I love
[01:24:59:09 - 01:25:01:10]
having conversations with people that I disagree with.
[01:25:01:10 - 01:25:04:09]
Like you can have healthy debate
[01:25:04:09 - 01:25:07:22]
and conversations, otherwise it's just like, I'm not learning anything.
[01:25:07:22 - 01:25:11:01]
Focus on the issue, not the poor stuff.
[01:25:11:01 - 01:25:24:09]
We have been blessed to turn around from Michigan, but put the moveset on the table, just put it out there. Everybody's thinking about something, you're like, all right, let's just put it out there and talk about it. And you can solve it and move on, rather than knowing that everybody's thinking about it. There's
[01:25:24:09 - 01:25:26:05]
nothing worse than that. You can't always do that.
[01:25:26:05 - 01:25:38:04]
No, and you can't feel it in a room. Like we've all been there. I've been in, yeah, and I've been in companies over the years where I'm in more of a junior role and I really want to just pull it out there, but I can't, because I'm like,
[01:25:38:04 - 01:25:41:21]
or maybe I could, but maybe I didn't have the psychological safety to
[01:25:41:21 - 01:25:55:03]
put that out there. And that's also part of the issue as well, because sometimes there'll be people who are really on the show floor or on the, you know, they're closest to your customers that really get it,
[01:25:55:03 - 01:25:59:10]
don't have the trust or the voice or psychological safety to communicate that back.
[01:25:59:10 - 01:26:01:03]
And that's
[01:26:01:03 - 01:26:08:09]
how I felt for quite a long time in my last business. One of the reasons I left actually, because I just like, just sort of banging my head against a wall.
[01:26:09:16 - 01:26:12:15]
Like, this is not my opinion. This is our customers
[01:26:12:15 - 01:26:15:17]
are asking for this and you're not listening to me.
[01:26:16:20 - 01:26:17:12]
(Laughs)
[01:26:17:12 - 01:26:25:07]
Let's be sure to stay in a role where you can't, you can't show you the view points and help them out at all.
[01:26:25:07 - 01:26:29:11]
Yeah, 100%. Is there anything we didn't discuss that we should have? I hope I can talk to you forever. Yeah.
[01:26:29:11 - 01:26:30:23]
you didn't ask me what book I'm in.
[01:26:30:23 - 01:26:32:23]
Oh, let us know then.
[01:26:32:23 - 01:26:49:24]
Let's just go for it. I haven't asked that one in a while, you know? That actually, yeah. I used to ask that all the time. And do you know, I think, you know what happened? Do you know what happened? Every time I did that, which no one really knows, which is a first world problem and I really appreciate everyone that does it, I get all of those books sent to me.
[01:26:49:24 - 01:26:51:06]
Oh yeah.
[01:26:51:06 - 01:26:53:15]
Well, don't you want, you want some books? But
[01:26:53:15 - 01:27:00:23]
I know I can't read them all. Like I had like three books delivered this week. I mean, again, I really appreciate it.
[01:27:00:23 - 01:27:02:20]
Amazing, super grateful.
[01:27:02:20 - 01:27:17:21]
But I feel really bad because they have like handwritten notes from the author. And I'm like, oh my God, like I don't have enough time in the day. I've been using notebook LM to consume anything. Because I just turn it into a- You just put it in
[01:27:17:21 - 01:27:19:13]
a little, give me the clip notes, right? Yeah,
[01:27:19:13 - 01:27:25:01]
all right. What I do, I just use the feature where it turns it into a podcast with two people talking to each other.
[01:27:25:01 - 01:27:26:20]
So it's like, yeah, so you can like
[01:27:26:20 - 01:27:33:01]
say, like so you could put a book in and then it will create an audio of two people discussing the book.
[01:27:33:01 - 01:27:38:00]
And then I can listen to and from work or anywhere I can, that's the only way I
[01:27:38:00 - 01:27:40:13]
can find the space. But tell me the book.
[01:27:40:13 - 01:27:42:19]
Jim Collins, "Good to Great"
[01:27:42:19 - 01:27:45:07]
was like one of the oldies and goodies. That's one of the- Can't go wrong.
[01:27:45:07 - 01:28:04:20]
Just came out with a new one that says, it's "What to Make of a Life". And it's about pivotal shifts in your life. Like you might have a football player who's, that's all they know, and then they lose their life. Or a ballerina that can no longer dance. And so that pivot and kind of the
[01:28:06:10 - 01:28:12:01]
intrinsic characteristics within you that allow you to find what your value is
[01:28:13:05 - 01:28:14:22]
in a certain environment
[01:28:14:22 - 01:28:17:17]
or role. And so it's kind of like,
[01:28:19:15 - 01:28:24:03]
something changing in your life leads you to a better place because that's where you want that to be.
[01:28:24:03 - 01:28:25:14]
That's really interesting.
[01:28:25:14 - 01:28:31:02]
but listen, I appreciate you taking the time to come on, I always, I mean, we've only spoke twice, but I feel like we've known you forever.
[01:28:32:08 - 01:28:34:19]
And I appreciate you taking the time out
[01:28:34:19 - 01:28:39:00]
to come on the show and give back and share your journey experiences, why we created a show
[01:28:39:00 - 01:28:40:22]
in the first place. You've got a great thing going
[01:28:40:22 - 01:28:43:03]
on here for some grateful freedom. Yeah,
[01:28:43:03 - 01:28:46:07]
you too. And I look forward to chatting again sooner, right? Thanks so much.
[01:28:46:07 - 01:28:47:15]
Sounds great.
[01:28:47:15 - 01:28:47:15]
Lisa Yankie, Chief HR Officer at Odyssey Logistics.