Optimizing the Employee Experience, with Josephine Monberg

Dr. Pelè:

Hello everyone. This is Dr. Pelè, your podcast host, and it is my pleasure to introduce you today to Josephine Monberg, who is the global head of communications and culture at one of my favorite companies, SAP, the global giant in enterprise software and services. Josephine, it is an honor to have you on our show today. How are you doing?

Josephine Monberg:

I am doing so well, especially after this lovely introduction. I’m doing great. Thank you for having me.

Dr. Pelè:

Awesome. And I know that right now, you’re in Denmark, so don’t be confused by the American accent. You can actually speak very fluent in other languages in Europe, correct?

Josephine Monberg:

Yes, because [inaudible]. That means we can also do it in Danish, but I have a feeling that the majority of people listening right now would probably prefer it to be in English. But yes, I am Danish. I lived in the US for a long time. So my accent has come a little bit Americanized, but I do speak another language too.

Dr. Pelè:

Yeah, no, that’s awesome. Now Josephine, one area that I was really, really happy to learn about you and your background is your complete and immersive passion for what we both know is the employee experience. A topic that’s also very important to me. I would love to know if maybe we could start this conversation by defining for anyone listening what problem we’re solving in the world when we talk about the employee experience, and basically what you do as a head of communications and culture to address that problem. So what’s the big problem in the world?

Josephine Monberg:

Well, I think the big problem traditionally is that a lot of people say TGIF. I say it too, but thank God it’s Friday or, “Oh man, I can’t wait to go on vacation.” Or, “Oh, I come back and then it’s so depressing to be back at work.” And yeah, we’ve all said it, we’ve all been there. But if you think about it, you spend so much of your life working. And if you spend so much of your time working and you’re constantly thinking about getting off, you’re essentially wasting a lot of your life. And so the big problem that I am trying to solve one employee at a time is to make people happy.

Dr. Pelè:

Make people happy. Now that’s one of my favorite topics and we’ll get to that down the road because there’s a big question of how exactly do we do that? But going from this focus that you’ve talked about, and I’ve taken a look at some of the things you’ve written and some of the things you’ve said in the world, you have a strong focus on how companies should treat employees, specifically in this new era where you’ve got millennials and generation X, Y, Z, and so on and so forth. What’s your perspective about that?

Josephine Monberg:

And that comes down to how do you make people happy? I think that has changed over time, right? Because when I look at my parents that have worked very hard throughout their lives, what incentivized them and drove their happiness was primarily that they got paid. Of course there were some other factors as well. But if you look at the new generation, like I’m a millennial or the Gen Z generation, you’ll see that paying people is not a guaranteed for happiness. There has to be so many other factors involved. And so the problem that I am very focused on one is how do you make people happy at work, but specifically, how can companies ensure that the newer generation is happy at work? And that will require a new focus, and that will require a new focus on the employee experience. And so, in my opinion, what I think the companies need to be really aware of first is what is our role?

Josephine Monberg:

What do we do? Are we paying people? Is that the only thing we’re doing? Or can we be seen as a trusted companion, almost like a friend or an advisor or a counselor. Are we doing more for our employees? And I think when companies start to redefine their own relationship with their employees, especially with the newer generation, they’ll start to see that they’re going to get employees that are much more engaged and also much happier. And I think that what it really essentially comes down to is any relationship is fundamentally build on another person fulfilling certain psychological needs. In romantic relationships, in family, or in whatever the relationship might be. And that means that, for example, in a friendship, some psychological needs are often that you want to feel seen. You want to feel like you’re trusted.

Josephine Monberg:

You want to be respected by your friends, all of those things. And when your friends ensure that they fulfill these psychological needs, your relationship is going to grow and it’s going to be a better relationship, essentially. And it is the same thing with companies. You have the relationship between the employer and the employee. The company and the employee. And that relationship, again, isn’t just transactional. At least it should not be if you want to engage your employees or the new generation. And so I think companies really have to think about the individual and their psychological needs. And oftentimes I think there are some psychological needs that are going to be the same, regardless of almost anyone. One for example is recognition. Another one is wanting to feel like you belong or wanting to feel like you have a growth path.

Josephine Monberg:

And so you have to be really careful and mindful of what are the psychological needs. What is your role, and what are you doing to fulfill them? In that sense, you’re looking a lot less on this person has to reach their KPIs. Yes, the person also has to reach their KPIs. Let’s be real. It’s not a fairytale world we’re living in, we’re employing people for a reason. But you start to focus on fulfilling these psychological needs and natural outcome will actually be that they also reach their KPIs. And so you need to start thinking a lot more about the feeling that you’re giving to people. I had a conversation with one of my friends yesterday about this. She works at a huge company in Denmark called Nova Nordisk in world diabetes foundation. And she was saying to me, “It’s interesting, when my boss makes me do something like a task that I don’t really feel like doing, when he says, ‘well, the reason you’re doing this is XXX. The value you’re going to give me by doing it is XXX. And I’m super thankful if you will do it.”

Josephine Monberg:

She was essentially saying if he says that, she’s actually looking forward to doing the task because suddenly it’s wrapped around her psychological needs are being fulfilled and wrapping around the task that is given to her. And so it’s just one example, I could talk about this forever. But in essence, it’s companies have to think about what is my role in relation to an employee, and how can I make my employees feel good? You always remember how you felt. You don’t always remember what someone said, but you remember how it felt. And that is the most powerful way to connect with your employees.

Dr. Pelè:

Wow. And by the way, I can feel your passion about this topic. It is literally palpable, that’s powerful. And it kind of tees up for me my personal question for you, which is how’d you get here? First of all, you’ve told us you’re a millennial. So I would love to know what was the path that got you into this focus in your life? What was your defining moment story?

Josephine Monberg:

That’s a really good question. Actually, honestly, since I think we can be honest on your podcast, I had no clue what I wanted to do when I was younger. My parents are both lawyers. My mom used to be a prosecutor for the police in Denmark. And as much as she’s always said to me, “You’d be a great prosecutor because you’re a little tough and you’re good with words, and you can kind of put people in their place,” it wasn’t really [inaudible]. And then my brother also became a lawyer. And so I was kind of the black sheep in the family to some degree, at least when it comes to my career path. And so it didn’t really know what I wanted to do. So I tried to found a startup which failed miserably as most startups do.

Josephine Monberg:

Then I dabbled around in some different smaller startups and tried to do various tasks. And it honestly never really grabbed me. And then when I was 24, I moved to New York city, which is where my accent is from. And then I started studying in New York at something called the City College study branding and integrated communications. And even in my master’s degree, I was still very lost. And I thought advertising was interesting, marketing, branding, but it really wasn’t what was really getting me up. Like my passion, like you were just talking about. And then I was hired by SAP right after finishing my master’s degree. And I started working at this innovation center where I was essentially responsible for creating this innovation ecosystem of partners for SAP in this new skyscraper that we had rented the top five floors of the building in something called Hudson yards.

Josephine Monberg:

There’s any of your listeners who would know New York. And so I started realizing that when entering a corporate world, there’s a lot of unwritten corporate rules. It’s a little bit better if you’re not authentically yourself, and if you can put on this corporate shield that can hide you a little bit from really connecting with people and not being fully authentic. That’s kind of how we roll. And I’m not blaming. I think SAP is an amazing company. So it’s nothing to do with the SAP. It’s just this corporate way of acting. And in general, because it was my master’s degree and it was my first real, real corporate job, I wasn’t really sure how to navigate. And so I tried to in the beginning stay within these corporate boundaries and I tried to fit in, and I realized over time that actually doing that was the opposite of what made me happy, what made other people happy, what would allow me to connect with people, and what would make me successful.

Josephine Monberg:

And so I had this you could say defining moment where I started allowing myself to be more authentically myself. Of course, you always have to be professional. What you’re like at a party on a Saturday night is probably not the exact same way you act at your company, but allowing that authentic side of yourself to shine through allowed me to gradually be more and more courageous to be more and more authentic and to connect more and more with people. And so that allowed me to really give a lot of my energy to people. And it’s interesting. The things that we talk the least about in business are actually the things that in my opinion will make or break a company.

Dr. Pelè:

They matter the most.

Josephine Monberg:

Engagement or energy or whatever. It’s like, I often get from people like, “Oh, you just have such great energy.” What does that really mean? What is energy?

Dr. Pelè:

You’re very enthusiastic. You’re enthusiastic. Well, yeah. That’s what makes business successful when you communicate with people.

Josephine Monberg:

Exactly. So it’s all of these intangible things that you can’t touch or feel or measure. And that’s why in businesses, it’s really hard to do anything with it because you can’t create a KPI around energy. Like KPI for energy. Like, [inaudible] you get a raise. You can’t do that, but it is funny enough what will drive a great conversation. It’s going to create this positive circle of energy, like you give me energy in a meeting, then I start giving it to someone else. And then everything just in the organization starts to run more smooth. And so my defining moment was when I realized having this corporate shield is not a good thing. Being authentic is actually a good thing. And so that’s what I started to do. I started to see that I would give so much energy to other people who would, funny enough, want to be around me.

Josephine Monberg:

I had a conversation with one of my friends from work today. And he said, “The really good people that you have meetings with are the ones where you’re smiling before the meeting even starts because you’re excited about the person.” And I thought that was very nice because, again, being excited to talk to someone, obviously you’re going to know that the meeting is going to turn out better and that you’re going to have more engagement with that person. And so that was my defining moment. And my real also defining moment was when I started to give this energy to people and they kind of started to notice it and wanted to be around me more. And then I had a period of my life in New York where I was not doing so well emotionally and personally. And it was difficult for me to give the same sense of energy at work.

Josephine Monberg:

And funny enough, people started to also notice that and would say, would literally tell me, “It’s like your energy is different.” And I was like, again, this intangible thing that suddenly kind of became maybe not tangible, but they started to speak about, so it became a thing. And that’s where we realized that the biggest thing you can do to be successful in a company is to be mindful of your own energy, of the energy that you give to others, and to create a mental space for that. And that all comes from experience. It comes from talking to the right people, having the right mentoring, and it comes from a core of trusting yourself. And it sounds very cliche, but feeling comfortable with who you are. And again, this applies to any situation, not just in a corporate world. But it’s been overlooked in the corporate world, but it should have as big of a focus as it tends to have in people’s personal lives.

Dr. Pelè:

Yeah. And you know what’s interesting, I love the way you positioned that because I’m very passionate about that exact topic. And the thing is we can’t wait to feel happy. We actually have to do happiness. We have to take actions and put it on almost like you’re putting on your coat and going out in the rain. Because if you wait until you’re happy when something else happens, you’re going to be waiting for a while. And even when that thing happens, like you bought the new car or the new house, you might not feel happy anyway. So good point about how you have to intentionally show up with these energies that are positive. Thank you so much for sharing that.

Dr. Pelè:

Now that actually takes me to a question I’m very excited to bring to you, which is the question of, so how? How do we take these concepts like engagement, happiness, culture? I mean, people research these intangibles all day, and yet the question, the true question is how do you create change? And I know that you are the person, you’re communications and culture. That’s your thing. Globally, how do we do it? How do we get change to happen in business through these methods?

Josephine Monberg:

Honestly, I think it’s one of the hardest things that you can do because again, it’s so intangible and it’s harder to teach people a skill. You can say, “Oh, Dr. Pelè, you need to be better at social media. Take a course.” But you can’t really say, “Dr. Pelè, you need to be better at having a good mindset. Go take your course in having a good mindset.” Like it doesn’t really work that way. Whenever it’s something with human beings and the way we’re wired and our instincts, and what we carry from baggage in terms of what shape [inaudible] becoming who we are today, it’s a very difficult topic. And like you said, I run culture and communication for about 600 people. That’s what I’m doing right now for SAP’s team [inaudible] advisory.

Josephine Monberg:

And so I’m constantly trying to think, how do you scale culture? How do you scale intimacy, and how do you use communication to do it? And I don’t have the answer yet. Maybe I won’t ever have the answer, but I have done things so far that I think are working and that I think we’re still trying, and we’re still scaling it out, but I think we are slowly getting there. And that’s the other thing. Culture and mindset and happiness, engagement. It’s a process. And just like you said, I think there’s a famous saying that happiness is not a destination, it’s a journey. So it’s like, don’t wait for happiness, but try to optimize it in your everyday life. And so I think the root of all of this again is what is culture? Culture is essentially created by human behavior and human behavior essentially comes from the way you think.

Josephine Monberg:

And so how do you change, again, the way people think? And I think the first step is awareness. Because worse than having a problem is not knowing that you have one. That’s another famous saying. And so what I see a lot is that people have acted in a way for so long that it’s become a habit. It’s just natural for them to react a certain way. Like if someone doesn’t deliver on something, instead of asking, “Well, what were the things that led you to not being able to deliver?” Or, “Are you okay personally?” It’s, “Why didn’t you deliver? What happened?” But it’s a mindset, it’s a reaction and it’s something you’re used to. But I also think that habits are things we build up over the years. If you can build them up and you can be taught certain habits, I think you can also be taught other habits or be untaught the habits that you’ve already been taught.

Josephine Monberg:

There was a lot of teaching, but I hope people listening now understand what I was saying with that. And so I think the first step is awareness. And actually, let me take it back. I think the first step before awareness is understanding the problem that you’re trying to solve and the kind of mentality that you want to drive in your organization. And now I’ll come back again to what I was talking about earlier, which are the psychological needs. I think it’s about going into the root of what motivates people and what are the needs that you, again, can fulfill at a company. So what we did at my team specifically is that we ran a culture workshop for about 30 people on the team, on the core team. And we asked them what are the things that you admire about our culture?

Josephine Monberg:

What are the things that we can do better? What are some cultural needs that you aspire to, and so on and so forth. And then based on this very extensive workshop, it was three hours long, I started looking into, well from that, I started to dissect, again, what are the psychological needs that I think the team members have? And so I came down, I narrowed it down to seven psychological needs that I think are really important for our team members, which are psychological safety is one. Which again, connecting happiness or employee engagement to business results is you can’t expect your employees to be innovative, which obviously creates growth for your business if they don’t feel safe. Because part of feeling safe is also feeling like you can take the chance and fail in order to. So that psychological safety is one that’s big for our team members. Growth, feeling like you know where you are heading with what you’re doing with your career at your respective company.

Josephine Monberg:

So you’re not just feeling you’re sitting doing [inaudible] every single day, but there’s no light at the end of your tunnel in terms of where you are going if you want to grow. The third one is purpose. And this is, again, very tied back to the millennial and the Gen Z or [inaudible] generations, but what you’re doing, there’s a why. There’s a very famous story. And I might be talking about it a little bit not in the exact way that it happened. But there was a guy that was cleaning in front of I think a rocket ship that was going to … Do you know this story? That was going to Mars. And then this journalist walks by and says, “What are you doing?” And the guy says, “Well, I’m helping send a man to mars.” So it’s like, you might be doing one little task that is isolated.

Josephine Monberg:

It seems isolated from the greater purpose of what the team is doing. But if you can enforce and emphasize the why, the what is the purpose and the point of this task? Well, essentially everyone’s doing something at a company because it’ll help the greater good and purpose of the company. Otherwise, what you’re doing is pointless. So purpose was one, and fun was another one. Joy. Can you be relaxed? Can you have a fun conversation with your coworkers so not everything goes into the point of this meeting is XXX, but it’s also about, “Did you have a good weekend? What did you do? Do you have a fun story you want to tell?” Anyway, so the thing is identify these psychological needs that matter to your team members. And then the second step is awareness, and that’s where communication really comes in, because how do you make people aware of the culture that you want to drive and the psychological needs that you want to fulfill?

Josephine Monberg:

And I think here, intimacy is key. And I think it’s also key to start with the leadership team, because what we see with communication is that when a leader starts to communicate in a certain way about a specific culture or behavior he or she wants to drive, it trickles down throughout the organization. I’m seeing this a lot, by the way, at SAP right now that our board is really very committed, for example, to mental health and to work-life balance. And we’re getting all these emails, which essentially communication about one day a year, you get off and it’s solely dedicated for your mental health. We recently got one saying after 2:00 PM on Fridays, you should really start focusing less on internal meetings, but more on what are the things that you want to do to develop yourself? So when that starts to happen, it trickles down.

Josephine Monberg:

And so in the awareness stage, I think you really need to be mindful of, again, having this one-on-one intimate conversation with the leaders on the teams to the people that really drive the culture, and explain to them, “This is not targeting you. It’s not because you’re doing anything wrong. It’s because we can do things better.” And you can think about what are the psychological needs of your team members. And again, not all of the psychological needs you identify are the same, have the same impact for a person because you and I, we’re different. We’re two different people.

Josephine Monberg:

So maybe for you, Dr. Pelè, it’s more important to have purpose. Maybe to me it’s more important to be recognized for the work I do. So when it’s about this individual type of conversation, both with the lead first with the leaders of your team, and then saying, “Okay, start to think about this, creating this awareness with your team members.” And then specifically in my team, we’re setting up a culture committee. So we have representative from different areas of the team who are getting together. And again, I could talk a lot more on what you could do, but those are some places I think more to get it set in a more tangible setting where you can start.

Dr. Pelè:

Well, let me just say that was a Masterclass in what I call the marketing and change management process that is required internally, internally, to create the change that you’re talking about in terms of these intangibles and culture. In fact, one of my favorite topics, I’m actually writing a book about it called “Profitable Happiness,” is that you need the same kind of marketing skills that you need for the outside world that psychology based on the inside to market change of culture and things like that. So thank you for sharing that, which brings me to my other topic that I love very much. And I want to know your spin on this. And that is a topic called WorkProud. That’s the name of our company. That’s something I’m passionate about. We’ve got studies and all kinds of things about it.

Dr. Pelè:

It’s really this idea that we talk about engagement and happiness and all these things, but one component that has not been researched as much is pride. How do you feel about the work you do? Are you proud of the work you do? Are you proud of the company you work for? And we found that if you are proud of those things, it triggers and motivates things like happiness and engagement, then the larger culture. So I want to know how your spin on that would be, especially because let me just get to the point here, I saw you on Instagram when I was doing my research on you. And I was just blown away by your very cool style. You’re hanging out with people from Hollywood. You are like a star in your own way. I want to know how you view things like pride and how you use your unique millennial style to influence WorkProud in a company.

Josephine Monberg:

First of all, not quite celebrity status yet, but getting there.

Dr. Pelè:

Working on it, working on it.

Josephine Monberg:

I leave that to a lot of my other friends from, like you said, Hollywood. But I think first of all being proud of what you do, the company you work for, again, I would love to see the studies that you’re referring to because data always gives you the proof. But I think in my mind, of course it’s related to happiness and engagement and being profitable as a business. Just a logical thing that I think about immediately is I remember long time ago, Google contacted me about a job. And my first reaction was like, Google. Oh my God. I work at Google because I would be very proud, at the time. I still would. I love it SAP, but working at Google because they have a reputation that is very strong.

Josephine Monberg:

And so, first of all, I think if you are a company that can create employees that are proud to be working there, they become ambassadors for your company. They start to talk about it and you just end up securing and sourcing the best talent. So that’s one, to me, very obvious way that the two are connected. But I also think that if you are proud of what you are doing, it’ll make you more engaged and passionate. And again, it’s all of those intangibles that we’re talking about. You can’t really measure, but it’s so interesting how I think being proud of something is very connected also to passion. And I think passion, it’s always like, we’re talking about passion by like, oh, passion. We want our employees to be passionate, but why, and what does it mean?

Josephine Monberg:

Why? Because when you’re passionate, you get this extra level, this extra gear that you didn’t know you had that suddenly gives you, it’s like getting this drug that suddenly allows you to be more creative, to be more outspoken, to be more confident, to be more stronger in the way you deliver a message. It gives you this super power, honesty, passion. And I think that, can you really be passionate about something if you’re not proud of what you’re doing? I don’t think so. I think you’re passionate about what you do because what you’re doing provides you with some sort of meaning and purpose. It’s individual. To me, it’s very much am I helping others unleash their full potential? Am I creating a project, for example, that has a positive impact on someone else’s lives?

Josephine Monberg:

But when I am proud of my achievements in reaching my purpose, then that creates the passion. And then everything spins out of control in a very, very positive way. So to talk about proud specifically, yes, I fully agree with you. I think it’s so important because you can do so many things with having employees that are proud of what they’re doing. And then in terms of the other piece that you touched on, which is kind of my not so traditional kind of corporate personality, perhaps, but also the way I’ve lived my life, I think again, the funny thing is, and this is actually something we did. We launched this program called an Ivy evangelism program where we invited 72 people from this organization called Global [inaudible] Advisory to become part of this training program where they are becoming better storytellers, essentially, on behalf of SAP.

Josephine Monberg:

And I had a conversation with each and every single one of those 72 people to talk about what their passions are, and what they’re doing outside of work as well. And you have this guy from Russia, and I never saw this coming. And I was like, “So what’s your passion outside of work?” He’s like, “Well, I’m actually in a band. I play the electric guitar.” And I would never, ever had seen this coming. This is a software guy. So we ended up creating this video where everyone would show their passions outside of work. And he was playing his electric guitar. This other guy was hiking in the mountains. And so you’re seeing this holistic side of a human being. So I think essentially I don’t know if I’m necessarily unique in having this other way of certain people I hang out with, the way I represent myself outside of work. But I think I am daring enough to bring it into my work.

Dr. Pelè:

Yeah, and you’re authentic.

Josephine Monberg:

I’m authentic. But for example, I have a friend who is a script writer in Hollywood and has written some of … Maybe some of our listeners would know the movie “Kevin Spacey,” “2025,” I think it’s called, and a bunch of other movies. And normally a lot of people wouldn’t think to connect the two because it’s [inaudible] software and it’s Hollywood. Like, they have nothing in common. But in my world I’m like, but you have 72 people in this program who I’m certain could learn something for someone like him. Yes, it might be a different background, but he has so many thoughts that I think will resonate with them. And so I brought everyone on the call. His name is Ellen, and we all talked about storytelling. And funny enough, it ended up being this super engaging conversation where Ellen had all these tips and tricks about not just how you write a good story in Hollywood, but also again, how do you use intimacy and authenticity, which he’s done a lot in his career, to connect with the people that are actually going to produce this movie.

Josephine Monberg:

And essentially it’s the same thing you were doing in the software world. It’s like, how do you connect with your customers? Human beings essentially have things that are similar, and that is you want to be seen, you want to be heard, and you want to connect with another person, a human. And you do that through intimacy, and that’s how you create trust. And so I brought these two worlds together and it was just so beautiful to see, because again, there was so many learnings from Ellen that the team could take and then it made it a little more glamorous. So those are some perspectives on that.

Dr. Pelè:

It made it Instagram approved or official or whatever.

Josephine Monberg:

Also Instagram approved, for sure.

Dr. Pelè:

Yeah, Instagram approved. I have to tell you, obviously our energy is very similar because as you can see, look at that, music. Look at my guitar here. My passion for music is like real. And I bring that fully into my work as a vice-president of marketing. And I play guitar like in a Zoom call sometimes. And believe it or not, just as you’ve said, it’s when we bring that authenticity of who we truly are into the things we do, the energy becomes positive. We can do bigger things in business. So thank you for appreciating that.

Josephine Monberg:

Yeah. I completely agree with you. And very quickly we did another exercise with some of the people that are in this program I was referring to, and that was what is your passion and how do you connect it to what you do at SAP? And sometimes it’s hard to find that obvious connection, but if you dive a little bit deeper, you can find it. And once you find it, like you said, the energy starts to explode on Zoom call.

Dr. Pelè:

Even on a Zoom call. I know some people might think that’s crazy, but they’ll go away feeling better about things and about business and about you. All right. You and I could go on and on. In fact, I wanted to talk about some of your other favorite topics like kindness. You are just a big focus on how do we communicate kindness at work. You’ve talked about authenticity and psychological needs, but maybe in closing, I’d love to ask you, what are you most excited about next? What do you have planned that you’re about to do that we should all rush to on social media and figure out? What do you have next? And then please tell us how people can best connect with you or contact you on social media.

Josephine Monberg:

I’m personally really excited about, this is less work-related, but I am going to be mentoring some younger kids that have had a rough start or a rough time in Denmark. So I’m really excited about that because that taps into my big passion of, again, trying to help others unleash their potential, which is the best way I think, or at least a really good way of paying it forward. So I’m really excited about that. I’m excited about all of the projects that my team is running at SAP because we run very much on … we have certain projects that we think about and then we essentially scale them, and then we obviously also measure the impact at the end. But I’m so lucky that I have three now extremely powerful, actually four, younger women who are running these projects.

Josephine Monberg:

They’re all young talents in their twenties, early twenties. And I’m really excited about seeing their journeys as they develop. Of course, I’m going to be part of it, but as they develop these projects, as they make them a success and as they grow and start to see their full potential and start to realize what are the things that they can do to of course be happy at work, but also become really impactful in what they do. So I’m extremely excited about that journey that I’m embarking on with specifically these four younger women on my team.

Dr. Pelè:

Awesome. And how can we find you on social media? Do you have special handles that you can share so we can include them in the show notes?

Josephine Monberg:

Yeah, for sure. So go connect with me on LinkedIn. I am quite active on LinkedIn and I will for sure respond. If you have anything, I’d honestly love to connect with anyone who has any thoughts or who disagrees too. Because not everything I’m saying is necessarily a hundred percent true. So on LinkedIn Josephine Monberg. And like you said, I’m also an Instagram, so you can also connect with me on there. And I think those are the two main platforms I’m the most active on. And if you’re a little more old school and you prefer email, of course I also have my own corporate email. So connect with me.

Dr. Pelè:

Well Josephine, what can I say? It has been a blast to learn from you, to be part of your energy that you share. And I think that SAP is very lucky to have you representing them in terms of communications and culture. Thank you so much for being a guest on our podcast.

Josephine Monberg:

Thank you so much. And can I just say Dr. Pelè, what you’re doing, I think it is such an important topic. And I think that the work that you have done equally is extremely inspirational. So I know that your listeners come to the show because of you, but I would also say I’m really excited about the work, the book you’re writing, and the stuff you’re going to release. So thank you for that as well. And this has been such a blast, honestly. It’s just been such a fun conversation.

Dr. Pelè:

Thank you so much. Have a wonderful day, okay?