Podcasts about chief human resource officer

In dieser Folge von "Business Snack" ist Anke van Beekhuis zu Gast in der Zentrale von Lidl Österreich. Im Gespräch mit Natalie Flatz, seit Februar 2024 Chief Human Resource Officer und Mitglied der Geschäftsleitung, geht es um die gelebte High Performance Culture in einem der führenden Nahversorger Österreichs. Gemeinsam sprechen sie über Führungsprinzipien, den Stellenwert von Leistung als Unternehmenswert und darüber, wie bei Lidl eine leistungsorientierte Unternehmenskultur gefördert wird – messbar, menschlich und nachhaltig.

Are you a Chief Human Resource Officer trying to find a meaningful and affordable peer group that's NOT stuck in the past? I'm glad you found this episode because you're about to discover a CHRO community that's building the future of work as we speak. After speaking with over 100 CHROs for my book on employee experience, I kept hearing the same frustrations about existing groups with overpriced memberships, bloated conferences, constant sales pitches, outdated content, and a total lack of real value. So I decided to do something about it. In this episode, I'm pulling back the curtain on "Future of Work Leaders," a new community built for CHROs, by CHROs. It's an intimate group focused on one thing only: insight-rich conversations for forward-thinking CHROs like you. If you're a CHRO who's done playing by old rules and wants to connect with other future-ready leaders from companies like Johnson & Johnson, Northrop Grumman, Dow, Amway, and more, consider this your invite.   ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/

In this episode of the HR Leaders Podcast, we speak with Jeanette Winters, Chief Human Resource Officer at 8x8, about building resilient HR strategies that balance agility, transparency, and authenticity. Jeanette shares her unique insights on leadership consistency, the critical role of lifelong learning, and why transparency, especially in times of uncertainty, is essential for trust and engagement.

In this episode, Benjamin dives into the transformative world of AI and workplace innovation with guest Paul, a seasoned tech entrepreneur turned Chief Human Resource Officer. Paul shares his incredible journey from high school math teacher to tech entrepreneur and HR leader, emphasising the accelerating pace of AI's evolution and its impact on industries worldwide.Discover Paul's unique insights on managing change, fostering emotional intelligence, and harnessing AI as a tool for growth rather than fear. From success stories that inspire to strategies for staying ahead in a rapidly evolving landscape, this episode explores how to embrace AI while maintaining the human element that drives innovation.More about Paul and Perpeta:https://www.linkedin.com/in/paulcarneyworks/https://www.linkedin.com/company/perpeta/https://perpeta.com/Paul's Job:⁠https://paulsjob.ai/⁠⁠https://www.instagram.com/paulsjob/⁠⁠https://www.linkedin.com/company/paulsjob/⁠https://www.youtube.com/@paulsjob/featuredHR Visionaries Deutschland:https://open.spotify.com/show/2OHMNxXljWpKs1hU5eDqm2?si=8f11934c029d4729https://podcasts.apple.com/de/podcast/hr-visionaries-deutschland/id1621089768https://www.youtube.com/@paulsjob/featured

We share transformative insights on leveraging your network for career growth. Our guests Susan Hailey (CHRO @ Enable), Shannon Lundgren (Founder & CEO @Shannon's Circle) and Jean Kovacs ( share how to navigate personal branding effectively and develop meaningful connections that elevate your career potential.• Networking should focus on building relationships, not just asking for favors• Strategies to engage your network authentically without asking for jobs• The distinction between mentorship and sponsorship, emphasizing sponsorship importance• Tactics for making positive first impressions during networking events• The importance of giving more than you take in networkingDiscover the transformative power of networking in our engaging episode, where we explore innovative strategies for career advancement. Join us as we dive into enriching discussions with leading professionals who share their invaluable insights on how to leverage connections to unlock potential and growth. Our guests tackle common misconceptions about networking, explaining how to engage authentically with your network, and why mentoring and sponsorship are crucial for success, especially for women.Unpack the key tactics to stand out in competitive job markets, including how to make memorable first impressions without resorting to rehearsed pitches. Also, expect tips on navigating both in-person and online networking effectively. By the end of this episode, you'll gain a fresh perspective on your networking approach, creating lasting relationships designed for success.Ready to elevate your career? Tune in, and if you resonate with our insights, please subscribe, share, and leave a review to help others find their way to their own career transformations!If you enjoyed this conversation, please take a moment to rate our podcast and leave a comment.Email us with any feedback for the show: spark@postion2.comFind more great content like this at: https://www.position2.com/If you like what you here, please drop us a comment!SUBSCRIBE TO  @Position2Inc   FOR MORE EPISODES!Rajiv Parikh: https://www.linkedin.com/in/rajivparikh/Sandeep Parikh: https://www.instagram.com/sandeepparikh/Susan Hailey: https://www.linkedin.com/in/susanlyonhailey/Susan Hailey is the Chief Human Resource Officer at Enable.  With over 20 years of experience as a senior HR and talent executive, Susan has a proven track record of leading all aspects of human capital and talent for high-growth organizations. Before joining Enable, Susan was the Vice President of Global Talent Acquisition at OpenText, where her leadership earned the company recognition as one of Forbes' Best Places to Work in 2022. Jean Kovacs: https://www.linkedin.com/in/jean-kovacs/Jean Kovacs is a Partner at Hillsven Venture Capital, a seed venture capital fund focused on the enterprise B2B space.  Jean is also the Co-President of the HBS Alumni Angels Association of Northern California and her resume includes serving as CEO and Co-Founder of Comergent Technologies, and Co-Founder and EVP of Qualix Group.  Jean was named to the Silicon Valley/San Francisco Business Journal's list of Most Influential Women in Business. Shannon Lundgren : https://www.linkedin.com/in/shannonlundgren/Shannon Lundgren is the Founder & CEO of Shannon's Circle Matchmaking. Shannon pivoted from a successful corporate career, including a 16-year tenure at Wells FarWebsite: https://www.position2.com/podcast/Rajiv Parikh: https://www.linkedin.com/in/rajivparikh/Sandeep Parikh: https://www.instagram.com/sandeepparikh/Email us with any feedback for the show: spark@postion2.com

In this episode, Mario Ellis, Chief Human Resource Officer at Beacon Health System shares insights into Beacon's digital transformation, strategic HR initiatives, and innovative workforce development programs, including community partnerships to address healthcare talent shortages.This episode is sponsored by Altera.

http://www.sherylkline.com/blogIn the latest Fearless Female Leadership interview, I had the privilege of speaking with Sophie Gelsthorpe, CHRO, Sitecore, about her journey and insights on intrinsic motivation. Sophie's career in HR began by chance after university, influenced by her hardworking parents. She emphasizes the importance of intrinsic confidence, sharing her experience with confidence after becoming Chief People Officer at OpenTable and Kayak. Sophie advises reflecting on personal experiences, practicing self-validation, and preparing thoroughly for meetings. She highlights the need for women to fake it till they make it and suggests finding supportive peers to help build confidence.Key take-aways from the interview:0:02:32 Sophie's early life and family background, including her parents' divorce and their strong work ethic, inspired her ambition and drive.0:04:43 Sophie fell into HR by chance during university, but found it to be a perfect fit for her interests and strengths.0:07:15 Relocating for her husband's job while pregnant was a significant challenge that impacted Sophie's confidence, but she was able to find new opportunities.0:11:48 Developing intrinsic confidence and self-love is crucial, not just relying on external validation.0:15:36 Practices like writing a positive narrative about yourself can help build intrinsic confidence.0:20:19 Thorough preparation and practice, including anticipating different scenarios, are key to projecting confidence in high-stakes meetings.0:27:28 It's important to be able to detach from the outcome and be okay if things don't go exactly as planned.If Sophie's story resonated with you, I'd love to hear yours. Let's connect and explore how you can apply these principles to your leadership journey. Book a call with me today to share your story and take the first step toward fearless leadership.If you're interested in being featured on the Fearless Female Leadership podcast, please email me at info@sherylkline.com.Cheering you on always!- Sheryl

This episode, recorded live at the Becker's Healthcare 12th Annual CEO + CFO Roundtable, features Maggie Music, Chief Human Resource Officer at Psychiatric Medical Care. Here, she shares her innovative strategies for improving employee retention through data-driven surveys and fostering engagement across the employee lifecycle.

Join us for an enlightening episode of the Human CapitalLab podcast featuring guest Josh Perkes, Chief Human Resource Officer at Union Pacific Railroad. Josh shares his unique career journey, from an English degree to business and human resources, and discusses the importance of employee engagement, cross-functional experience, and effective leadership.Learn about Union Pacific's approach to talent development, safety culture, and the strategic vision guiding their operations. Josh also offers valuable career advice and emphasizes the significance of putting people first in any organization. Don't miss this insightful conversation on unlocking long-term potential in human capital.00:00 Introduction to the Human Capital Lab Podcast00:25 Meet Josh Perks: Career Journey and Insights01:57 Union Pacific's Cross-Functional Experience Program03:06 Educational Background and Business Savvy04:14 Field Experience and Its Impact06:12 Transition to Talent Management09:02 Union Relations and Workforce Strategy12:38 Leadership and Strategic Vision17:47 Connecting with a Distributed Workforce20:01 The Power of Presence and Connection20:28 Staying Connected with Employees21:52 Future Challenges and Opportunities24:23 Union Pacific's Strategic Focus26:50 Safety Concerns and Initiatives29:21 Career Development Advice36:30 The Importance of People in Organizations38:12 Conclusion and Final ThoughtsConnect with the Guest, Josh Perkes;LinkedIn: https://www.linkedin.com/in/jkperkes/Website: https://www.up.com/Connect with Human Capital Lab; Host: Rich Douglas LinkedIn: https://www.linkedin.com/in/rich-douglas-92b71b52/ Human Captial Lab Links Website: https://humancapitallab.org/ Interested in Being a Guest? https://humancapitallab.org/podcast/

Robert Moment was born in Virginia and basically has spent his entire life there except for college which took him to Maryland. Robert received a degree in Business and, after college, he went to work in corporate America. He worked for a number of large corporations including Xerox in the 1990s. He tells us some of his experiences in the corporate world and how they eventually caused him to shift gears and start his own coaching and consulting business.   Today he is a recognized authority and he has authored several books. His newest one coming out shortly is "Believe in Yourself You Got This".   What I like about talking with Robert is his down to earth direct manner of presenting ideas. As he says fairly early in our discussion, his parents taught he and his brother to believe in themselves. Robert discusses with us this concept of self belief and how it differs from ego. As he says, his father taught him that “ego” stands for “edging God out”. Pretty clever. Robert gives us a number of practical tips and lots of advice we can put to use in our daily lives. I hope you will like what Robert Moment has to say.       About the Guest:   As a sought-after authority in leadership development, Robert Moment draws upon a wealth of Fortune 500 experience and certified coaching expertise to unlock the extraordinary in leaders and organizations. 1. Leadership Development Authority: Robert Moment is a leading authority in executive coaching and leadership development. Leveraging over 15 years of experience and deep insights from Fortune 500 environments, he empowers individuals and organizations to reach new heights. As an ICF Certified Executive, Leadership, Emotional Intelligence, Career, and Peak Performance Coach, his expertise spans diverse leadership domains. 2. Startup Success Catalyst: Robert holds unique expertise in nurturing cybersecurity, healthcare, fintech, and critical infrastructure startups, guiding them through scaling challenges to achieve revenue growth. His tailored approach fosters sustainable success for these firms within competitive markets. 3. Peak Performance and Emotional Intelligence Focus: Specializing in peak performance coaching, Robert works with CEOs, executives, and high performers, empowering them to lead empathetically with high emotional intelligence. This creates collaborative and thriving work environments. As a certified practitioner, he utilizes the Social + Emotional Intelligence Profile-Self (SEIP) ® Assessment to facilitate targeted development plans. 4. Author and Comprehensive Coaching Methodology: Robert's books, including "CEO Coaching for Cybersecurity Growth" and "Believe in Yourself You Got This," offer practical strategies for professional growth. His comprehensive coaching methodology uniquely blends experience with modern assessment tools for results-driven, transformative experiences. 5. Executive Development and Career Coaching: Robert collaborates with executives and rising leaders to refine leadership skills and drive organizational success. He assists individuals at various career stages through fulfilling transitions. By identifying strengths, clarifying goals, and aligning values, he ensures informed decisions for long-term career satisfaction.   If you're ready to unlock your potential, achieve peak performance, and create the leadership legacy you envision, Robert Moment is the coach to guide you there.   Ways to connect with Robert:   Robert@LeadershipCoachingandDevelopment.com The Moment Leadership Coaching Group 2200 Wilson Blvd. Suite 102, #158 Arlington, VA 22201 LinkedIn  https"//www.linkedin.com/in/robertmomentleadershipcoach      About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello to you all, wherever you happen to be, I am your host, Michael Hingson, and this is unstoppable mindset. We're really glad that you joined us today. Our guest is Robert moment, and Robert is a sought after authority and leadership development he's written a number of books. He's a coach, and all sorts of other kinds of things. Talking to coaches are is always really kind of fun. I learn a lot. I got all this free coaching. What can I say? It's It's always interesting and relevant to hear different points of view and get to put everything in perspective. So I'm really glad to have the opportunity this time to talk to Robert, and he does a lot of leadership development, and interested in getting into that and talking about him as well. So enough of that, Robert, welcome to unstoppable mindset. We're really glad you're here.   Robert Moment ** 02:15 Well, thank you, Michael for the opportunity. I'm excited.   Michael Hingson ** 02:20 Well, we're really looking forward to talking with you and learning a lot. I hope Tell me a little bit about the early Robert, kind of growing up. And let's start with that just kind of where you came from and all that stuff. Well,   Robert Moment ** 02:33 the early Robert, I grew up about 30 minutes outside of Charlottesville, Virginia, and I graduated, really, I would say I'm a country boy at heart humble beginnings. And my father, he was ex military, and one of the things he taught my brother and I, I'm two years younger than my brother, was self disciplined, and to always believe in yourself. That's something that my parents ingrained in us, you know, early on, and that's something, you know, it's like, it's in my DNA, and that's what I communicate to my clients. And even when I was in corporate America, I was in corporate America for over 20 years working for Fortune 500 companies, like your Xeroxes of the world, Citigroup, manpower. And then then I transitioned into leadership and executive   Michael Hingson ** 03:21 coaching. So where did you go to college? I   Robert Moment ** 03:24 went to college. Now it's called Washington at Venice University. It's about, I would say, 20 minutes outside of Washington, DC, in a place called Takoma Park, Maryland. And my degree is in business administration. But   Michael Hingson ** 03:39 you're mostly stuck in a rut, aren't you? You've lived in Virginia basically all your life.   Robert Moment ** 03:43 Yes, I have now. I've traveled globally, but yes, my, my my home base is, yes, Virginia. Now   Michael Hingson ** 03:52 I have to tell all of you listening that before we started this, Robert was saying that he loves the spring and summer and is not a winter person. So I'm not quite sure I totally understand the paradox, but there you are. But no, it's it's fine. You could be further north in Massachusetts and Maine and New Hampshire, and get a whole lot more snow than you get in Virginia. You   Robert Moment ** 04:16 know what, Michael, when I see when I watch TV, whether it's, you know the weather channel, or CNN, and I see the snow in Boston, upstate New York and Rochester and Syracuse. I am glad I'm in Northern Virginia.   Michael Hingson ** 04:31 Boy, it was interesting, if you remember from the Weather Channel, last year here out in Southern California, we had crazy, crazy weather in Mammoth and some of the areas around here, they had, you know, overall, more than, like, 50 feet of snow, and it eventually went away. But we had incredible amounts of snow in Tehachapi and Wrightwood, the snow was so high that a. Cover the roofs, and some roofs collapsed because they couldn't take all of the snow, and the roads were blocked so people couldn't get in and out, which also made it very interesting. And we here in Victorville, were down in a little valley. We're about 20 850 feet above sea level. We had two or three inches of snow one Saturday afternoon, and that   Robert Moment ** 05:23 was it. Wow, I did see that. I saw that. And I said, you know, I couldn't believe it. Yeah, it was, it was dangerous, treacherous. Yeah, it really paralyzed a lot of people, because they couldn't leave the house, homes.   Michael Hingson ** 05:38 Yeah, they couldn't at all. And the the thing is, like mammoth, I think it was mammoth didn't even close their ski season until last August. Well, this year, it's different. They're closing Sunday. Still, it's a while. Well, it is, it is, yes, so you said you worked for a lot of corporations for quite a while. So you started that, I assume, right out of college, because you had the business background, and what did you do for them?   Robert Moment ** 06:07 Well, I was like, for instance, corporate executive, sales, business development, account manager, a lot of titles, but I learned a lot, especially back then, like Xerox Corporation, you went through a lot of training, yeah, and that training that really, I was able to leverage it and, you know, transfer to other corporations. And one of the things I learned, it really wasn't so much that when I transferred to other organizations, because that was in telecommunications. I was in insurance. Manpower is more about human development. It was really about building people skills. Yeah, people skills, and then business acumen, because you can learn the products and the services, but to be able to build relationships. That was really my, one of my strongest suits.   Michael Hingson ** 07:04 Well, Xerox information systems, back a long time ago, in part, began because they acquired a company. I worked for Kurzweil Computer Products. So I I was sort of assimilated into Xerox, because I worked for Kurzweil, and then Xerox bought Kurzweil. They wanted the technology, though, they didn't really have as much interest in the people as demonstrated by the fact that within a couple of years, all the salespeople who worked for Kurzweil pre Xerox takeover were all invited to leave. And you know those those things happen, and I think it's a serious mistake when companies do that, because they lose all the tribal knowledge and all the information and the background that people have. And like you talk about the fact that you learned so much about people skills and interpersonal dynamics as you went along. And I think the companies really lose a lot of that when they buy a company and they assimilate it, and then they get rid of the people,   Robert Moment ** 08:10 you know, I'm glad you wanted you touched on that, because I'm working with a potential client and they want to buy the smaller cybersecurity startup. And when you do that, a lot of times, you know, you gotta look at the culture, and when you mention that, they let people go, you know, a lot of times good people who've been there, whether it's, you know, five years, 10 years, you know, that's a lot of intellectual property that's walking out the door, and a lot of times, for instance, they know that customer is better than the person who's acquiring them. Why do companies do that? You know, sometimes you know they want to cut costs, but cutting costs sometimes is not good business sense, because usually the company who takes over is the one who's going to let the existing employees go in, right? Because they want to bring down people. But when I want to talk to the CEO, you know, if he becomes they become a client. That's something I want to warn and caution, caution him, you know, don't go into, oh, I want to clean house and want to bring all of my people in, because this company does have some major business with several major hospitals, and you know, that's relationship building. And that relationship building took years for them to when I say years, maybe about, I think they said five or six years. So, yeah, go ahead. So that's important. You know that relationship, the existing company has that relationship, and I told him, I would tell him, you want to make a smooth transition.   Michael Hingson ** 09:57 Well, and the reality is, it's. Some point, you can bring your own people in, but you're going to have to hire people to replace the people you you move and other things. At some point, it would make a lot of sense to really evaluate people and their skills and look at what they bring to the company before you just let them go. I was the last sales guy to be let go from Kurzweil and I had been relocated, actually, in late 1981 from Boston. Well, I lived in Winthrop and we worked in Cambridge. Then I was relocated back out to California because I knew that area better and and it was pre Xerox takeover, but the discussions had begun. But in 19 late, 1983 into 1984 was clear that Xerox had had taken the company, and some people were leaving. I was the last of the sales guys to be let go. I don't know whether that had to do with blindness or whether I was just so far remote because I was cross country, but they did it nevertheless. And I think that they made a serious mistake by losing, if you will, so many people, it just isn't a bright idea to do.   Robert Moment ** 11:25 You know, it isn't, because even when I was there, Michael Xerox was losing a lot of market share. Yeah, yeah. When I was there, they was losing when I went, when were you there? I was there like in in 1992 and they was losing a lot of market share to,   Michael Hingson ** 11:46 it's canon, yeah, and IBM.   Robert Moment ** 11:49 IBM, yes, they was losing a lot of market share. And, you know, they got became complacent. Yeah,   Michael Hingson ** 11:58 they did and and didn't, and probably never really had a clue about why they were losing so much market share. But nevertheless, it happened, yeah,   Robert Moment ** 12:08 I mean, Xerox was, I mean, in terms of, I mean, too top heavy, in terms of, I mean, it seems like every quarter they was hiring people, but in terms of market share, yeah, they was losing market share. And then a company called OSE came in Rico, the Japanese, the Xerox almost went under, yeah, yeah, yeah. I   Michael Hingson ** 12:37 one of the reasons I was asked to relocate to California. And like I said, they just started the discussions, but because I had spent time on and lived on the west coast for most of my life, the other thing they wanted me to do was to interface with the more technical parts of Xerox. Namely, they had a facility called Park Palo Alto area Research Center. Yes, I wonder if that's still there. Do you know? Yeah, I don't know. You know, yeah, I don't either. But I, I did a lot of work to integrate some of the information from Kurzweil into Park, which is part of what I did. And it was, it was fun. Got to meet a lot of and know a lot of the people there, and I would have thought that they would have been a little bit smarter about how they how they dealt with me, but and other people, but it, you know, it goes the way that it goes. I hear it a lot in the broadcast industry. Somebody comes in and they buy a radio station or a television station, and they phase out all the people who are already working there, which is so crazy.   Robert Moment ** 13:46 Yeah, it, yeah, I've heard that. I've heard that too, and I've actually here, I can't think of what, what station, but yes, I've heard that, and that's consistent, I think across the board, yeah, it is   Michael Hingson ** 14:03 well, and I think it's a little bit different, not necessarily totally, but a little different, because what they're doing is they're probably changing formats and other things, and they want to bring in people who are familiar with but I also Do think that they don't look at the value that, if you will, tribal knowledge, even in a radio environment, can play. So what do you do? Well, you said something earlier, interesting. You said that your parents brought you up being very self assured, self confident, and so on. I think that's that's an important feature and skill that we ought to have. Do you? Do you ever find, though, that you're too self confident, and it go in a kind of transitions over into arrogance, as opposed to just self confidence?   Robert Moment ** 14:55 You know, one of the things my father, you. Taught us you have to be careful about ego. Because he said, ego, you know that can be blind, blind confidence and blind confidence. You know that's tied to external validation, you know. And he said, you know, really, self belief is about trusting, you know, trust in your inner knowing. And not only trusting your inner knowing, it's you know your instincts and and just know deep down, you know you are capable of overcoming challenges and achieving goals. And you know, he even taught us, even said this, and I don't know he didn't invent this, but he said, you know, ego is edging God out, and you want to focus on just trust and believe yourself. You're going to have challenges, but you really have it's a fine line, that ego confidence is great, but that ego that goes beyond confidence, that you know sometimes you don't even really look at reality like you feel like you're invincible. And I think when you think you become invincible, that's when arrogance and ego come in.   Michael Hingson ** 16:17 If you're really invincible, you don't have to show it. It is just the way it goes. Well. Have you ever had a time in your life when you experienced something that really caused you to face a major challenge and doubt yourself, and how did you deal with that?   Robert Moment ** 16:37 My first corporate executive position that inner critic came up. An inner critic is, do I have what it takes? Am I good enough? And how I acquired my inner critics? And it is still comes up, sometimes even now, with opportunity, but I have to say to myself, I have to take inventory. Look at your past successes, look at your past wins, and look at the skills that you bring to the table. And those skills are transferable, whether it's a client that I'm coaching now or a future client, bigger client, but just because sometimes you know, when the opportunity comes, we excited. We get excited about the opportunity, Michael, but then, like I said for me, that inner critic is like, Okay, are you ready for this? And I have to remind myself, Yes, you are you. You have more than enough. You are enough, and you can do this.   Michael Hingson ** 17:39 So what really happened that caused a lot of self doubt with that first job,   Robert Moment ** 17:45 the responsibilities, the revenue that I needed to generate, that I had never had that kind of revenue before, and and the people who I was going to manage, but at the end of the day, you know, I said, You know what? They would not have given you this position, and if they didn't think you could do it. And then look at your look at the skills that you have. And once again, I took audit in terms of the skills, my transferable skills, and I was able to succeed. But still, that inner critic, inner voice that happens even now as a coach, how do you   Michael Hingson ** 18:24 how do you get past that inner voice? Doing that,   Robert Moment ** 18:28 I created an acronym. An acronym is B, line, B, E, L, I, E, and it starts with I begin self awareness and I understand my strengths and I understand my weaknesses. And then E, I embrace my imperfections, and because everyone has them, but what makes me unique? And then L, I learned from my setbacks. I know there's obstacles and opportunities for growth. And then I invest in self care, I prioritize my physical and mental well being, and in E I empower that inner voice to silence any negative self talk, and I just focus on the positives,   Michael Hingson ** 19:11 one of the things that we talk about on unstoppable mindset. And I've said it a number of times, so I hope people don't get too bored, but I think it's important to say, I used to always say, I'm my own worst critic. I listen to speeches when I give them. I did it some when I was program director at the campus radio station at UC Irvine K UCI. I've done it a lot of times. I listen to myself, and I always used to say, you know, I'm really hard on myself. I'm going to be harder on myself than anyone else. Anyone else, because I'm my own worst critic. And actually, only the last over the last year have I realized wrong approach. I'm not my I'm not my own worst critic. I do believe in, and have always believed in the kinds of things that you're talking about, introspection on. Self analysis and so on. And what I realized is that, in reality, no one can teach me anything. They can provide the information, but I'm the only one who can teach me, and I've changed from saying I'm my own worst critic to saying I'm my own best teacher. And the reality is that just totally reshapes the attitude, and I will will tell you that it also helps in dealing with that inner voice. Because when I start to think about that, I think about, okay, how do I teach me? Well, it goes back to self analysis. It goes back to introspection. What worked today? Why didn't that go as well as I thought that it should, and it could be I was just too, too confident, and I've got to be open enough to acknowledge that, and okay, so what do you do to make sure that doesn't happen again? So I love the approach of I'm my own best teacher, because it's such a a positive and more constructive way of helping to guide you into introspection and real self analysis.   Robert Moment ** 21:06 You know, I love the concept, you know, I would say, Isn't that owning your power? Sure, yeah, I would say that's Michael, that's owning your power. It   Michael Hingson ** 21:17 is owning it's owning, well, it's owning your power, and it's owning your actions and what you do, and when you acknowledge that, then you can sit back and look at it and go, Okay, so let's discuss brain what happened. But that's exactly right, and I would rather look at things with something that will really move me forward. Rather than saying, let's criticize other people can criticize me, but then ultimately, I have to go back and listen to and look at what they say and decide, okay, where's the merit they're saying it, maybe there's something to it, but is there really, or how much? And take it to heart, but come to a decision and move forward. You   Robert Moment ** 22:11 know that, you know, I call it, I would, you know, reframe it, and that that was a, that's a major pivot shift in terms of your mindset and your thought process. Yeah, because, you know, a lot of times people, we can be our own worst enemy, and, like you said, our own worst critic. But how you're reframing it from a positive more so than a negative because most people want to, they start with the negative instead of the positive. Yeah, yeah. So I like how you're reframing that. Because just like this is that self talk, you know, you can say, you know, I'm not good enough. Well, say I am good enough, just that slightly framing, because I always words have power, and you continue to repeat something, you will believe it,   Michael Hingson ** 23:09 and you can also say, How can I get better? Yes, and take the time to really analyze it, because I believe that ultimately, when we look at ourselves, we can, if we practice it and develop that mind muscle, we really know the answers, but we have to listen to get them to come to the surface so we can deal with them. The fact of the matter is, we know a lot more than we think we do. We underestimate ourselves. And so often something comes up, and suddenly we think of an answer, but we go, oh, no, that's too easy. Or no, that can't be it. And we go back and, yeah, you see what I'm saying. And we go back and overthink it, and then come up with what turned out to be the wrong answer, because we wouldn't listen to ourselves with the right answer. You   Robert Moment ** 24:05 know, I feel as though the universe is always talking to us, and sometimes we have to be still. And for instance, you know, if I'm coming up with a book title, like you said, if it's too easy, it's like, well, that's too easy. Well, no, that's probably the book title that you need, yeah, or the article title. You know, a lot of times we think, if it's too easy, that's not the solution. But here's something that was, I learned in corporate America, we would, here's an example, a client had a problem. Let's say it could be any problem. And we, you know, meet with the client. The client, they have five people, you know, representing our company, and maybe we have three or four, and they said, you know, they've had this problem. Six. Months, and I'm listening to the client, and I said, you know, this is the solution. And I remember telling a VP, I wasn't at the VP level yet. We we had a debrief, you know, like in the lobby after the meeting, and I said, this is the this is a solution. This is the solution to the client problem, and this is what he said. He said, That's he said, No, that's to he said, not. The meeting lasted maybe almost almost two hours, and he said, No, that. He said, You know what a client, we can't go back to the client and say that's the solution because they had the problem. He said, for over six months, and what we want to charge the client, we got to drag this out. And I said, Why drag it up? They got a problem. And he said, they will not believe that we solve this problem within two hours. So I you know he was a VP, yeah, Michael, it we went through, I want to say this is years ago, five or six meetings and the solution, it was this, right solution, six meetings, and then finally, we tell the client, okay, we have come up with the solution. And that's when I think I said, you know, I don't think I'm going to be in corporate America too long after that,   Michael Hingson ** 26:35 you know? And I've, I've talked about it a few times after leaving Kurzweil because I was dismissed, as it were, or Xerox. Actually, at that point, I couldn't find a job because people wouldn't hire a blind person. And it's still way all too often the case, the unemployment rate is, you know, incredibly high. Depending on where you are. It could be 60 65% significantly higher, and I was looking for a job and wasn't finding one. And so what I eventually did was I started my own company selling computer aided design systems to architects, a blind guy selling cat systems. Why not? You know, I didn't need, I didn't need to work the system, but I did need to know how to work the system so that I could describe it to people. Well anyway, as we started working with architects and so on, they would say, well, we can't as much as this system works and all that we can't take on this system because we charge with our by our time, with our with our effort and our time, and if we use the CAD system, we'll get done in a fraction of the time, and so we'll not make as much money. Well, you know, my response was, you are looking at it all wrong. You're bringing in new technology. You're bringing in so much more capabilities, because you could bring a customer in, and you can do walk throughs and fly throughs and show them exactly what it looks like looking out a window from inside a building and all sorts of stuff. They can say they want to change something, and they can make the change, or you can make the change as they suggest it. You're not charging for your time anymore. You're charging for your expertise. You don't need to charge less, but you're charging for all the expertise and the skills and the added value that you bring to the sale. And the architects who got that, and there were some who did and some who didn't, but the architects who got it really began doing extremely well, because they could also then go off and look for more customers more quickly, quickly, yeah, and we, we really, we really need to remember that there are, on a regular basis, new and better solutions coming up, and it's hard to keep up with everything. But by the same token, if we can be aware of what we need to do to make everyone's lives better with whom we work, we're going to do better, because they're going to do better.   Robert Moment ** 29:20 I totally agree. Because, you know, when I'm working with clients, even if the first two sessions, I have a solution, I'm not going to say, okay, you know what? Hold on to this solution until coaching sessions. In six months into the coaching session, you know that? You know, yes, for me, it's integrity. That's one, but two, I want all my clients to succeed as fast as quick as possible. And you know, I remember, gosh, when I started out this client, he's I said, one of the questions I was asked, have you. Ever had a coach before? And he said, Yes, I had a coach before. And I said, Well, how did it work out? And he says, I felt as though he had solutions or could help me, but he dragged out the process. And I said, Okay, that's not gonna happen with me. Because then I thought, you know, I thought back in my experience when I was in corporate America, yeah, when you have the solution, but, you know, I think I really want to coach him for another six months, not for two days, or, you know, two weeks. So, yeah, well, you   Michael Hingson ** 30:35 could coach him for another six months. It's just that you're going to evolve and go in different directions, if that makes sense to do, yes, yes. And if it doesn't, you're going to have a very happy customer who's going to tell other people about you. Absolutely   30:51 yes. Well,   Michael Hingson ** 30:54 I want to get to your transition, but first, just following up on something we talked a little bit about, how do you really tell the difference between overconfidence, or what you call our inner critic and or whatever, and the whole real issue of healthy self evaluation? How do we really make those differentiations?   Robert Moment ** 31:16 I would say, in terms of, like I said, ego is self validation. I'm sorry, self validation, or external validation, when you're talking about self belief, that's trusting, that's a inner knowing, that's your inner being, your core. And I think that's the difference, and because when you're talking about self belief, you begin with self awareness. I don't know anybody who has a huge ego focuses on self awareness. They don't understand. They not want to talk about understanding our strengths, understanding our weaknesses, ego. They just don't but when you talk about self belief, self awareness, and then they embrace their imperfections, to me, that's, that's, that's very, very important. And then I can say, when you talk about investing in self care, you do prioritize your mental well being and also your physical well being. You take, really, you take inventory of self   Michael Hingson ** 32:21 as you should, and it's something that you, if you're doing it right, probably do on a regular basis. Yes,   Robert Moment ** 32:29 that's one thing I tell clients weekly. There's five questions I might give them depending on the individual to do what I call a mental coaching, self, self, mental coaching each and every week, because mental health, you know, it's, it's prevalent, and especially the higher you are as an executive, the pressure and self audit. Because even myself, I, you know, yes, I'm a coach, but coaching people, they said, well, that mental health, that's yeah, I have to still go out my mental health as well. Yeah,   Michael Hingson ** 33:10 well, and there's nothing wrong with asking yourself, did I really do that? Right? What can I learn? How do I move forward? But even just the whole concept of, did I do it right? Did I do what I really should do? Asking yourself that helps so much to assist you in becoming more self aware, because if you ask that with an open, curious attitude, you're going to get the right answers, and then you can use it to move forward.   Robert Moment ** 33:45 You know, you're right about one of the things coaching. As a coach, you I always say to myself after every session, did I asked the right questions, was I curious enough? And did I go deeper? Because sometimes a client might give me a response, and I try to make sure I don't gloss over that response. And I want to say, you know, what? Can we go deeper? And then sometimes, you know, I ask for permission. Can we go deeper? Because Francis, our client, a couple weeks ago, he's had some leadership challenges. And I said, How does transparency, how does empathy and how does trust show up in your leadership style? And he said he gave me some examples. And I said, Well, can we go deeper? And he said, Well, I just gave you some examples. And he said, Well, why do you want to go deeper? I said, I'm here to help you, because with the examples he gave me wasn't it didn't have a lot of substance. And you know, after the session. You, he did say this, and you know, I don't need someone to pat me on the back. But he said, You know what? Now, I appreciate you as a coach, because he said, You know what, these three things. So I said, journal this week, how does those three things show up in your leadership style? And I want to see examples on next session, and that's what I want to be curious. But also want to go deeper,   Michael Hingson ** 35:22 do you record your sessions?   Robert Moment ** 35:24 Yes, I do. Yes, yes, and, and. So   Michael Hingson ** 35:27 the reason for asking that question is, then, do you go back and listen to them as a learning experience for you as well? Yes, I do. Okay, yes, which is, which is the which is the point, yeah, because you're your own best teacher, yes, but it sounds like that that person had some definite trust issues and probably needed to show a little bit more empathy and vulnerability than than they were showing.   Robert Moment ** 36:00 Yeah, you know, one of the things I did tell him, I said, you know, vulnerability, it's not a weakness. And and then, you know, one of the things when I said, when I have to dig deep, a lot of times when clients, it's not just about coaching them on how to become the best executive, but a lot of times it's about the story that the story that personalized, because a lot of times, for instance, here's an example about this. Is after COVID, this company called me and they said, Well, this executive we bought on board. He's a high performer on paper, but he is creating a toxic environment here. And I said, Well, you know, I was talking to the Chief Human Resource Officer. I said, I'm not understanding this. You said he interviewed. Well, he was a high performer. He has a great track record, but why is he calls it a toxic environment in your organization. And she said, Well, we gotta one or two things that's gonna happen. One, if he doesn't turn things around, we don't want to put him on any kind of corrective action, but we will have to, because two people have threatened to leave, and they've been here longer than him. So long story short, they said we're going to offer him coaching. If he doesn't accept coaching and doesn't turn things around, then yes, we're going to put him on corrective action and we'll terminate him. And he accepted coaching. And the one thing the second session that we had, and that's why I always said, Yeah, I have to go deep. And I said, they said, you know, when you are in meetings that you are not able to accept constructive criticism and and he says, that's that perception. So I said, well, but these are some examples that they gave me, and he said, and I said, Well, what kind and I don't know, Michael, something said to me, and sometimes, like I said, it's your intuition, yeah, instinct. I said, What kind of relationship did you have with your father? And this is what he blurted out. All of my life, he's been critical, criticized. I could never do anything right in his eyes. And I said, Can we go deeper? And I said, right now today, what kind of relationship do you have with your father? He said, I haven't spoken to my father in over seven years. And I said, would you what? Could you tell me why? So he told me why. And I said, Well, would you believe this statement that I'm about to make. And I said, you've had this all in your life, not just at this company. And he said, Yes, he has. And I said, not able to be able to take constructive criticism. And I said, here's things. I said, I can help you on two levels. I can help you on a professional level and I can help you on a personal level. So you said, Well, I told him how I could help him on this professional level. But I said the personal level, that's optional, because the company is paying for the professional the personal, I want to help you on a personal level. And I said, one of the things are you willing to take this major step that I'm about to ask you to take, and that's to forgive your father? Mm, hmm. And he said, first he he resisted. And I said, you're going to have this problem you're in. Entire life. And long story short, he forgave his father. I walked him through the process. I spoke to his father. Actually, we all and his father had never seen his granddaughter. And his granddaughter, I think, was four or five, and he saw for the first time that year, that Thanksgiving, and   Michael Hingson ** 40:22 I assume that the client ended up hopefully doing okay, and stayed with the company.   Robert Moment ** 40:30 He stayed with the company. He turned things around. Now this is what I'd say to not just the listeners, even myself. That's why, that's one of the reasons why coaching is my calling. It's not just the results the business results. I want them. I want every client to be the best version of themselves, not just in a professional but also that personalized. And you know that to me? You know that probably made my coaching year, not how many clients I coach, but just that made my coaching year for for a grandfather to see his grand. Now his his wife have seen her granddaughter, but his father had never seen only, only pictures.   Michael Hingson ** 41:25 Well, I'm glad that the the father and son made peace, and that that is so important. I think there is a whole lot of of connection between the professional parts and the personal parts. One of the reactions I had when you started the story was that, in reality, the professional part isn't going to really improve unless the personal part does.   Robert Moment ** 41:48 Yes, you're absolutely right. And I like i i tell my client, you're going to have this your entire life until you resolve it and forgive your father and you know, when I talked to the Father, Michael, his father was like that, so the cycle was never broken. Yeah,   Michael Hingson ** 42:11 it so often happens in so many different ways, doesn't   Robert Moment ** 42:14 it? Yeah? And, you know, and you're talking about a father, you know, life is short, and you're talking those many years without speaking to your father, not seeing him. And you know, you know the worst thing, it didn't happen. But if he would have lost his father, yeah, I was just   Michael Hingson ** 42:33 thinking that, yeah, if he would have lost his father, man, what a blessing. That didn't happen. Yeah, yes,   Robert Moment ** 42:38 absolutely. And then, not only that, your granddaughter would have never saw her grandfather, grandfather, right? Yeah.   Michael Hingson ** 42:47 Well, now let's, let's talk about you again a little bit. So you talked earlier. You told the story of what happened in corporate America, and you said that was kind of one of the things that started you to transition what, what finally was the the last straw, if you will, that led you to decide to leave corporate America, and how did you decide to go in and transition to just being a coach and, well, not just being but being a coach and starting your own business,   Robert Moment ** 43:15 we went, I can't think of, Wow, gosh, it was the year. It was a year where we was having, there was a lot of recession, was a recession and a lot of layoffs, and I had gotten tired of the politics, and I said, you know, I want something new, different, but I don't know what, but I want to become an entrepreneur. Because I was selling Christmas cards when I was like, in the fifth grade, you could get engraved personalized. I had a lawn a landscaping business sold T shirts. So I've always been an entrepreneur at heart, but I just didn't know what I needed to do to make that transition. So what happened was a lot of people colleagues were getting laid off, and they said, Well, can you help me find a job? I'm like, Well, I don't know if I can help you find a job. I don't have any connections like that, because the companies that I know they are laying off to Yeah. And they said, Well, you know, maybe you can help me interview. I'm like, okay, I can help you interview. Because I interview very well. I think because I got the copies I've worked for, I went through three or four interviews. So I started helping people get hired for jobs I wasn't charging. It was just, you know, pro bono. And I said, well, they said, you to get hired expert. And I said, not to get hired. They said, Yeah, because you I started getting referrals, and I wasn't. And I said, well, they said, Yeah. Know such and such. Said, you can help so and they said, you know, you're coaching us. I'm like coaching. Okay, I don't see myself as a coach. But then I realized I was coaching, I would mentor when I was in corporate America. So this is how, this is how I started to get paid, though, as a coach, a colleague referred this executive to me, and he said he had been with this company like for 15 years, and he said he doesn't know he really needs to help on job search interview, and he said he's going to give you a call. And I said, he said, Because I told him, You can help me, because you helped me get a job. So, long story short, he calls me up, and this is what he said. He said, I need your help, and I want to hire you as a coach. How much do you charge for years of coaching? I want you to help me find a job. Help me to interview. I need your help. And when he said, charge, I didn't know what this I said, Well, charge. I almost said, I've been doing this for free.   Robert Moment ** 46:27 Yes, Michael, and you're absolutely right, my friend. So I said, I threw out Michael. I threw out a number man for one year. I just, I don't know where that number came from. So I threw out the number, and this is what he said. He said, Well, how do how do I pay you? Do I pay you my check credit card? I didn't have no business account set up or anything, my personal checking accounts or money market. And I said, check. And he says, Well, how do you want me to mail you to check? And he's then he said this. He said, I am going to the bank because I'm getting my severance I gotta work things out. I'm getting my severance package, and I wire you the money. I said, Sure, you can borrow the money. So I gave him my account, long story short, and then when the money, I couldn't believe it. I said, you know, what did I charge? Did I overcharge it?   Michael Hingson ** 47:26 Yeah, you always ask that, or under charge, right, under   Robert Moment ** 47:29 charge. I said, because that was that. That was that transaction was too quick, too fast. And then I realized, after I did some research, I didn't overcharge and but then, you know what happened? When we came close to the first session, I said, Oh, my God, can I do this? Because this man has given me X number of dollars, and this is my first paying client, and that's when the inner voice came like, you know, this man may be asking you for a refund, so don't spend this money, you know, just put it aside in this account. And even I open a bit, and then I did open a business account, don't even touch this money. And you know what? Two months go back, and then, you know, I got past that point because I was telling my father. I said, Dad, I feel like the sessions are going great. And he got me, actually got hired, probably within four months, he had two offers. And then he said, I want you to coach me throughout for the year, of course. And I did not touch that money, Michael until I felt comfortable, maybe about six months. I moved it into, I think, I bought some stocks, and I said, you know, okay, but I, you know, I had some limiting beliefs that I had to get past. Yeah, I did.   Michael Hingson ** 49:06 Well, it was a new adventure. It was new all the way around for you. You had to discover that the Earth really is round and not flat, so it's fair.   Robert Moment ** 49:18 Yeah, you know, when you, you I tell even new coaches, when we all going to have, you know, limiting beliefs, and you have to, you have to fight through it. Yeah, you have to fight through it, because that, you know, like I said, my biggest fear was, don't spend the money, because he might ask for a refund. And, you know, I've had clients. No one has ever asked me for a refund. But that first client, I was kind of like, like I said not. I was confident in coaching him. But then I was that in a critic saying the. Spend that money because, you know what? Not that I needed to spend it. But then after that, I started to get more clients because referrals. And I said, You know what? Now is the time to make the leap. There you go. And I made the leap, yeah, and,   Michael Hingson ** 50:19 and and you've been doing it now. What about 20 years? Yeah, about 20 years. You know, I, I find it interesting. As a speaker, I was approached by someone who has an event coming up in June, and I quoted a number that I thought was high. But I also say I work with people in their budgets, which I'm I'm willing to do because the World Trade Center happened for me. And excuse me, in reality, while I do earn my living largely with it and speaking, I also want to be out there, inspiring and helping and educating so we negotiate. But I had this one customer, literally just this week, and they I quoted a number, and I figured it was high, and they came back and they said, Well, we really looked and that's a lot higher than we expected. We've actually had some comedians that we've been looking at possibly hiring, and they're quoting, like, maybe 20% of what you're quoting. And I said, I will work with you, but let me point out that I have the visibility, and you're hiring me for the inspiration that I bring in the expertise that I bring, as opposed to local comedians, and we'll see what happens, you know, and what's interesting is it's, it's a company that deals with the law. Lawyers don't negotiate a whole lot. Most of the time. They charge an hourly rate. You know, it's just interesting how people work at things.   Robert Moment ** 51:58 You know, one thing always feel as though my father said this. He said, communicate the value. If you communicate the value and they can see it, price does not become an issue. Yeah. And he said, you know, communicate the value up front as much as you can, and then price doesn't become an issue is when you don't, they don't see the value, then all of a sudden, you know, I gotta think about it. Let me talk to you know is this, but when they can see the value, and then, you know what? My coach told me this. One of my first coaches told me this. He said, you know, a lot of coaches want to charge just, just to get a client, they want to charge low fees. And he said, those will be your worst clients.   Michael Hingson ** 52:48 Yeah, absolutely, always will be your worst.   Robert Moment ** 52:52 He said they will probably. He said they will be, I've wanted you don't do it. They're   Michael Hingson ** 52:58 going to suck up your energy. They're going to do so much, many things, and they don't pay you for it, which is one of the reasons I'm resisting. We'll see what happens with this one. It isn't settled yet, and it'll work out. Yes, I have had other customers that I know didn't have big budgets. They're nonprofits and things like that. But again, we come to an agreement, both in terms of time and what's expected, as well as the money, and that's okay, but, but yeah, it is, you know, because not everybody is going to be able to pay what some bigger corporations will pay. That's okay, yeah, yeah. But the other thing that I actually always ask in my speaker contract is, if you like the speech, I want a letter of recommendation, and I want you to refer me to at least two other people. And   Robert Moment ** 53:59 that works, yeah. I love that. I love that strategy. It works pretty   Michael Hingson ** 54:03 well. Well, tell me, what are some practical techniques do you use to boost your self esteem and self belief, especially in difficult times? How do you psych yourself up in a good way? Well,   Robert Moment ** 54:19 one of the things self talk. It's, you know, to me, self talk is, you know, you can do this. I believe in you, you know, I look at and also, not only that, I look at my whether it's a big win or small wins. I look back over my life too. And I said, you know, 10 years, five years, even two days, you was able to do this and and then I surround myself with very supportive people. Mm, hmm, that's, that's key, because I believe, you know, they believe, not only do they believe in me, but self. Belief in self is contagious.   Michael Hingson ** 55:01 Yes, it absolutely is. Yeah, it's contagious   Robert Moment ** 55:03 and and how I challenge, like I said that inner critic is, I love how you reframe things. Is self talk, positive self talk, and focus on your accomplishment and celebrate small wins. It don't have to be big wins. It'll be small wins. But celebrate and then remember this too. I tell whether it's clients, colleagues, self belief, it's a journey. It's not a destination. It's like you. Every year you're building, like building muscles, your self belief muscles, whether it's five years, six years, but every year, you're building through life, lessons, failures, setbacks, but you're still building that muscle. Yep,   Michael Hingson ** 55:50 and when you understand that, that also will help give you the insight to continue to do it.   Robert Moment ** 55:56 Yes, because you know when you learn from setbacks, even obstacles or opportunities for growth. And you know, when you have a growth mindset, you realize through self awareness, you give a chance to learn and continue to grow. And then you know one of the things to you know, your dreams deserve a chance. It doesn't matter how big or small, but all of our dreams deserve a chance, and we all have unique talents, and just, you know, focus on your strengths and let them shine. Yeah,   Michael Hingson ** 56:39 what would you tell listeners who believe their self belief is at all time low. Where do they start?   Robert Moment ** 56:46 Well, first of all, you want to take inventory of the skills that you currently have and be grateful for what you have, because we all have unique talents, skills, abilities and gifts. And a lot of times I think what happens people underestimate what they already have, and start to take inventory of, like I said, the skills, the talents that you have, and embrace your own uniqueness and also your own imperfections. Yeah,   Michael Hingson ** 57:19 because if you don't recognize them, then you're never going to be able to deal with them. If you do recognize them, then you can deal with them   Robert Moment ** 57:26 absolutely and like I said, once again, give yourself credit for your small victories. You don't have to be big victories, but give yourself credit, because, see, when you give yourself credit for your small victories. Michael, that continues to build momentum.   Michael Hingson ** 57:43 Yep. Can you give me an example of someone who you believe has unwavering self belief and what we can learn from them? Yes,   Robert Moment ** 57:52 I do. I want to share this story. My name is Barbara Corcoran. She's the real estate for the Shark Tank. Yes, you know her boyfriend and business partner. She was in real estate. He left her for her secretary, right? And but you know what that split, what it did for her, I know it was devastating, but it was a catalyst for her success, because what it did, it fueled her determination to form her own company, which was a corporate group. And I think, if I'm not mistaken, she sold it for about $66 million so that, to me, resilience in her situation was key. She embraced a new beginning, and she looked at failure as a stepping stone, which   Michael Hingson ** 58:46 makes a lot of sense. I believe that we should get rid of the word failure from our vocabulary anyway. Failures are not failures. They are simply things that didn't work out as they should. And what are you going to do about it, right? It's we gotta get the negativity out of so much of it. Yeah, you   Robert Moment ** 59:05 know we do. We do because, you know also what I and her. She believed in herself fiercely, man, because she feel as though, you know, she had something to prove. I get that. And guess what she did.   Michael Hingson ** 59:22 You have a new book coming out entitled believe in yourself. You got this. Tell me about that.   Robert Moment ** 59:27 This is about I want the reader to really take inventory in themselves. This book is a coaching book. It's going to be real. It's real simple, but it's going to have questions where they take inventory and really focus on believing in themselves, and not only just believing But accepting themselves. You know you can believe in yourself, but I want them to really accept who they are and and know that worth, know that value. You and know that they have something to bring and add to this world.   Michael Hingson ** 1:00:04 Well, if you could leave our listeners with one final thought about self beliefs, what would that be?   Robert Moment ** 1:00:10 Own Your Power. Own Your Power, and don't let any one hold you back and take control. Take control of your destiny. And then also remember that self belief is a journey and not a destination.   Michael Hingson ** 1:00:27 I love that. If people would like to reach out to you and maybe talk to you about hiring you as their coach, or just learning more about you and your books and all that, because you've written several books actually, how do they do that?   Robert Moment ** 1:00:39 They can reach me at Robert at leadership coaching and development.com or they can connect with me on LinkedIn.   Michael Hingson ** 1:00:48 And what's the LinkedIn? Do you know your LinkedIn? Uh, yes, it'll be Robert moment leadership coach, okay, and what was the website? Again, website   Robert Moment ** 1:00:57 is leadership coaching and development.com.   Michael Hingson ** 1:01:01 Leadership, coaching and development.com. Great. Well, I hope people will reach out. This has been insightful in a lot of ways, I will say, validating for some of my beliefs, but also very educational. And I said at the beginning, I always love speaking to people who coach, I learn a lot, and I've always believed that that I'm not doing my job unless I'm learning at least as much as anybody else who listens to the podcast. So I really appreciate your time today. So Robert moment, thank you, and I want to thank all of you for listening. I hope that you have found this helpful if you want to really become a better leader. Robert has lots of ways clearly that he probably can help you, and it's worth exploring with him. So I hope you'll reach out. I'd love to hear from you. Please give me an email. You can reach me at speaker at Michael hingson.com Michael hingson is m, I, C, H, A, E, L, H, I N, G, s, O, N, just like it sounds actually speaker at Michael hingson.com love it. If you'd go to our podcast page, if you would, www, dot Michael hingson.com/podcast can listen to all of our episodes there, but wherever you're listening or watching, I would really value it greatly. If you would give us a five star rating and review us. We really appreciate people who do that. So any of that that you can do, I would really appreciate it. And as I've said many times on these podcasts, if you need to find a speaker to come and inspire and motivate. I'd love to talk with you about that. Email me at speaker@michaelhingson.com love to talk with you about that. And Robert, for you and everyone listening and watching. If you know of anyone who you think ought to be a guest on unstoppable mindset, please let us know. We'd love to meet people who want to be guests. So Robert, thank you again. I really appreciate you being here. This has been a lot of fun and definitely continued great success. Michael,   Robert Moment ** 1:03:08 thank you. I'm truly grateful and continued success to you as well.   Michael Hingson ** 1:03:18 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Mike C-Roc welcomes Kyle Roed, Chief Human Resource Officer at CPM Holdings and host of the Rebel HR Podcast. Known for his unconventional approach to HR, Kyle shares insights into his journey from an accidental start in human resources to leading HR operations across 36 global locations. Kyle discusses how his passion for creativity, kindness, and rebellion has shaped his approach to transforming HR into a people-centered, innovative field. Kyle explains why traditional HR practices often focus too heavily on compliance and bureaucracy, which he believes hinders growth and creativity. Instead, he advocates for prioritizing human connections, fostering great workplaces, and empowering employees to achieve their goals. Throughout the conversation, Kyle and Mike explore topics like the importance of leading with a growth mindset, breaking free from corporate constraints, and reimagining HR as a catalyst for organizational success. With a background that includes time at Target and an entrepreneurial spirit that thrives in smaller, more flexible organizations, Kyle shares personal stories about finding balance, embracing creativity, and the mentors who helped him succeed. If you're ready to challenge conventional thinking about HR and be inspired by Kyle's rebellious approach to leadership and innovation, this episode is a must-listen! Website- www.kyleroed.com Social Media Links/Handles- https://www.instagram.com/rebelhrpodcast/ https://www.linkedin.com/in/kyle-roed/ https://twitter.com/rebelhrguy?

Brian Powell is an attorney and human resource executive. His focus is on transforming leadership. He's currently serving as Chief Human Resource Officer for The Community Solution Education System.Brian has unique insights on the trends that are gamechangers for the world of work. Today we'll talk about geographic shifts in the workforce, AI...it's pros and cons, and the concept of "upskilling" for leaders.

In this episode, we're excited to welcome Tricia Shields, Chief Human Resource Officer at Navient, as our guest. Tricia shares her extensive experience in HR technology transformation, walking us through Navient's journey from paper-based processes to automation and digitization. This episode provides actionable insights for any organization looking to streamline HR operations. Episode Highlights: • Readiness Assessment: How to evaluate if your organization is prepared for HR digital transformation. • Paper to Digital: Practical steps for converting paper-based processes into efficient digital systems. • Core Implementation Strategies: Implementing document retention, data security, and building a centralized content repository. • Leveraging Existing Tech: Maximizing platforms like OnBase, ADP Workforce, and other vendor tools for automation and electronic forms. • Actionable Advice: Tips for organizations at every stage of their HR tech journey, whether starting from scratch or optimizing current processes.   Helpful Resources Contact Your Host, Jim Morgan About MRA Get HR assistance however, wherever, and whenever you need it. Plan your organization's strategies for growth. Find, develop, and retain the right people to build a high-performing workforce.    

Discover the transformative power of HR leadership in the GovTech sector with our guest, Carrie Cisek, Chief Human Resource Officer at Granicus. Carrie shares her journey from the fast-paced world of a SaaS company during the dot-com era to her role at Granicus, where she is shaping workplace cultures and enhancing government-citizen communication. Learn how Granicus's innovative software solutions are revolutionizing federal agency engagement by streamlining processes, sending millions of messages, and creating user-friendly online services. Kari offers an inside look at the tech hiring landscape in the public sector, emphasizing the unique mission-driven opportunities available for prospective candidates.Join us as we explore the dynamic and diverse global workforce at Granicus, where remote work has become a powerful tool for fostering varied perspectives. We delve into the meaningful outcomes achieved through collaborations with government clients, such as supporting vulnerable children. Carrie also discusses HR priorities like fostering a sense of belonging and rolling out a cultural ambassador program to enhance internal processes. Ready to learn more? Connect with us and explore Granicus further through our website and LinkedIn. This episode is a must-listen for anyone interested in the future of government communication and employee engagement!Support the showFeature Your Brand on the HRchat PodcastThe HRchat show has had 100,000s of downloads and is frequently listed as one of the most popular global podcasts for HR pros, Talent execs and leaders. It is ranked in the top ten in the world based on traffic, social media followers, domain authority & freshness. The podcast is also ranked as the Best Canadian HR Podcast by FeedSpot and one of the top 10% most popular shows by Listen Score. Want to share the story of how your business is helping to shape the world of work? We offer sponsored episodes, audio adverts, email campaigns, and a host of other options. Check out packages here. Follow us on LinkedIn Subscribe to our newsletter Check out our in-person events

The Ministry of Health is looking to curb the "excessive issuance" of medical certificates (MCs), especially by telemedicine doctors, following feedback from employers and government agencies. But is there a deeper issue with an outdated system of needing proof of illness? Would a system of trust work better? Steven Chia and Crispina Robert chat with Dr Shravan Verma, co-founder & CEO of Speedoc and Christine Chan, Senior Professional at Institute for Human Resource Professionals and Chief Human Resource Officer of Nudgyt.See omnystudio.com/listener for privacy information.

In "Unlock Your Leadership Story," Pat Wadors presents a fresh approach to leadership development, weaving fables and folktales into practical insights on motivation, business dynamics, and personal growth. Each chapter opens with a familiar story, and then explores its relevance to modern challenges, offering readers thought-provoking perspectives on leadership and self-improvement. Wadors begins by sharing how these timeless tales shaped her own journey as a Human Resources leader. Having grown up immersed in storytelling, she learned valuable lessons and motifs from family and friends that influenced her professional approach to connecting with others and nurturing her team. "Unlock Your Leadership Story" dissects aspects of stories using the author's unique writing style. The book has a calming and almost therapeutic tone, working with you to help you achieve the highest self-esteem obtainable. It feels very comfortable and inviting, each chapter leaving you reflecting on past decisions and thinking of future outcomes. It's clear that the author has had significant experience dealing with people not only from an HR business perspective but also from a psychological viewpoint, genuinely capable of connecting with individuals. Each chapter begins with a new fable that Wadors puts her own spin on. Sometimes characters will survive otherwise fatal tales, or undergo enlightenment throughout their journey, but it's these details that give the perspective of a conversation. A common tale could have an uncommon ending. The book features eight distinct stories, each accompanied by lessons that blend individual growth with management principles. While concise, each chapter leaves readers with lasting reflections. Wadors complements the fables with personal anecdotes, sharing experiences that shaped her as a leader. Her advice guides readers to replicate her successes and avoid her pitfalls, using coaching techniques that foster creative thinking and self-discovery. For instance, in Chapter 2, Wadors draws on the fable of the Elephant and the Blind Men to illustrate the importance of perspective. This chapter guides readers on how to step back and see the bigger picture, often revealing solutions that aren't immediately visible. Oftentimes, individuals are only touching one part of the elephant and misconstruing the animal. As a parent, she relates this lesson to moments when seemingly drastic situations became manageable with a fresh outlook. After the author's perspective, she switches to a reflection section, asking questions to the reader invoking critical thinking and reflection upon one's own life. The questions are genuine questions, not superficial questions that can be summarized with a quick word or two. To summarize the chapter, Wadors breaks down the key points of the story and commentary, giving bullet points of critical elements. Chapters are stories, commentary, personal experiences, reflections, and blocks in the text filled with asides. Each chapter is filled with questions, lessons, and goals that are intended for you to work through and write about. The final chapter of the book consists of blank sections, questions, and lists of goals, giving you space to work through the lessons each story provides. While the book does offer advice and guides that can be applicable in business scenarios, the majority of the content is aimed at people improving themselves. I believe that the book truly can help someone step back and focus on self-improvement. From a management standpoint, each story has extremely specific implications that could be used in a business setting. Wadors is a renowned HR leader and Chief Human Resource Officer who has worked at UKG, Procore Technologies, ServiceNow, LinkedIn, Yahoo!, and Plantronics Inc. Her expertise brings credibility to this distinctive blend of storytelling and leadership guidance, making "Unlock Your Leadership Story" a compelling read for anyone looking to grow both personally...

In this episode of As the Drum Turns, Lora is joined by Chief Human Resource Officer, Beth Smotherman, and Chief Technical Officer, Mike Zagula, to answer some hard-hitting questions and discuss what's new in their departments.

Today Chris Rongey and Amy Marxkors discuss toxic work place with Chris Kujawa, Chief Human Resource Officer for Conduent. Voice of the Cardinals John Rooney about the final week of the season and the young players. Dr. Scott Kaar, Orthopedic Surgeon with SLU Care Physician Group specializing in athletes of all ages to talk about the impact head injuries have on your life post playing.

We are excited to share this episode of The ASHHRA Podcast, featuring an insightful conversation with Mario Ellis, Chief Human Resource Officer at Beacon Health System. In this episode, our hosts Bo and Luke dive deep into the challenges and opportunities healthcare HR leaders face today. 

In this impactful episode, host Andrea Butcher chats with Ami Graves, Chief Human Resource Officer at Bell TechLogix. Ami shares stories that highlight the importance of self-awareness and advocating for oneself. She discusses the impact of her communication style on others and the lessons she learned about being a mindful communicator. Ami also talks about the value of advocating for oneself and the importance of trusting oneself to make difficult decisions. Gain perspective on the importance of feedback, being open to learning and growth, and expressing one's needs and desires. Additional Resources: Connect with Andrea Butcher on LinkedIn Visit HRD Website Connect with Amy Graves on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

This week welcome Andrea Schilling as our guest for our podcast. Andrea serves as a Strategic Advisor focusing on Talent and Culture. Her role at MPowered Capital spans the areas of organizational design, talent, and strategic communications. In addition, she is responsible for oversight of the firm's Multiplier Program, which brings experience and resources to diverse emerging investment managers to help reduce the start-up or scale-up cost and friction associated with launching a new firm or scaling an emerging firm. As a former Senior Managing Director at Värde Partners, Andrea serves as a bridge between the two organizations. Andrea led the development of Värde's Human Capital function as Global Head of Human Resources for more than a decade before transitioning into a role focused on Internal Communications and strategic projects. Prior to joining Värde, Andrea spent 10 years as Chief Human Resource Officer for a large national public accounting firm. In that role, she was a frequent speaker on the topics of flexibility/work-life balance and advancing women in the workforce. Andrea began her career in public accounting. Andrea holds a B.A. degree in Finance and Marketing from Bethel University in St. Paul, MN. She has served on the board of directors as an HR resource for several non-profit organizations and is currently a member of the Board of Trustees for Bethel University where she sits on the Academic Affairs Committee.

We continue our theme of reacting to the results from this year's National Business Trends Survey, which screams that Recruiting and Retention are things of nightmares for employers. Well, you don't have to hit snooze and just hope to land the talent of your dreams. Rise and shine to the possibilities as our special guest shares her experience with building loyal fans of their employment brand. Stacy Spradling, Chief Human Resource Officer at Emmaus Homes offers insights into the competitive edge they're cementing by treating talent with the same care and attention as their best customers. 

Tune in to the latest episode of the Becker's Healthcare Podcast, recorded live at our 14th Annual Meeting, where we delve into insightful discussions with industry experts. Join Mario Ellis, Chief Human Resource Officer at Beacon Health System, as they share invaluable insights on leadership, growth strategies, and navigating workforce challenges in healthcare. Gain actionable advice and best practices to elevate your organization's performance in today's dynamic landscape.

The Ministry of Health is looking to curb the "excessive issuance" of medical certificates (MCs), especially by telemedicine doctors, following feedback from employers and government agencies. But is there a deeper issue with an outdated system of needing proof of illness? Would a system of trust work better? Steven Chia and Crispina Robert chat with Dr Shravan Verma, co-founder & CEO of Speedoc and Christine Chan, Senior Professional at Institute for Human Resource Professionals and Chief Human Resource Officer of Nudgyt. See omnystudio.com/listener for privacy information.

Kevin Akeroyd is CEO of Sovos. From a small town in Missouri to Stanford business school and 3-time CEO, Kevin Akeroyd is not the proverbial polished CEO. A man who is not afraid to go off message and proclaims, be “overt, loud and challenging” to get things done. A CEO who declares it his mission to “keep business leaders out of jail” by helping companies traverse the complex and sometimes dangerous waters of compliance. A leader who puts his money where his mouth is and approaches diversity not with PR platitudes but by personally funding an annual college fund for underprivileged youth.​ ​With countless mergers and acquisitions under his belt and having worked for small venture-backed endeavors to being a division head for industry heavyweights like Oracle and Salesforce, Kevin is a builder who works to understand where companies are stagnating, where to innovate and find their break-through potential and ultimately how to move from point solution to platform. ​ Kevin built the enterprise stack for the Chief Communications Officer at Cision, the Chief Human Resource Officer at Magnit and now is working at Sovos to deliver the global compliance system of record for the Chief Financial Officer. The Sovos Compliance Cloud is the first and only platform to bring together tax compliance and regulatory reporting into a single view for business. At Sovos he is building a new category, a new line of business for compliance, and taking the industry on a journey to conquer the complexities and challenges of compliance.​ ​Kevin's leadership philosophy is that it's not enough to be brilliant. Transparency and communication are paramount and it's the job of the CEO to look around corners and see what's coming. Bad CEOs let things happen and good CEOs make things happen and at the end of the day, everything is your fault. Kevin brings this level of accountability to his customers, partners and employees. His mission at Sovos is to evolve compliance from its current state of being a painful requirement for business to being a force for growth in every company, in every industry and in every country.

In this episode of Career on Course, host Scott Miller interviews Anita Grantham, Head of HR at BambooHR, about her career journey and insights on being a successful HR leader. They discuss the changing nature of HR, key skills needed, and advice for aspiring HR professionals.Join us as Anita Grantham shares her unconventional career path to becoming a prominent Chief Human Resource Officer. From insights on balancing personal and professional life to leveraging AI for employee satisfaction, Anita's story is a must-listen for aspiring HR leaders.Discover how she navigates challenges, invests in self-development, and drives organizational success by aligning HR priorities with company objectives.Key Points:The future of HR and AIDay-to-day as a head of HRThe fundamentals of HR that will never changeGetting out of HR to become a better HR leaderWhy HR leaders burn out and how Anita avoids itKey skills and experiences that will accelerate your careerThe importance of business acumen and strategy for HR leadersAnita's career path, from med school and selling jewelry on a cruise ship to landing an HR roleGuest Bio:Anita Grantham is currently serving as Head of HR at BambooHR. She previously held HR leadership roles at Pluralsight and Infusionsoft.Enjoyed this episode? Check out Scott's latest book, Career on Course: 10 Strategies to Take Your Career from Accidental to Intentional.

Doubling up throughout most of his career, my guest today has both maintained his rank and activity in the Air Force while being a C-level HR professional at a large, well-established company. I'm joined on the show today by Lieutenant Colonel and Chief Human Resource Officer at Riceland Foods Inc., Lionel Riley. Join the conversation as we learn how he managed his parallel careers, his thoughts on the journey of transition from the armed forces to the corporate world, and how his leadership overlaps from being Lieutenant Colonel to CHRO. He unpacks why he strives to maintain mindfulness while managing his team, his responsibility as CHRO for a multi-billion dollar company, including the journey of how he wound up there. We learn about his big move from a long and stable position at Walmart, and Lionel shares three key pieces of advice for those looking at forging a career in this space.  Key Points From This Episode:   How Lionel maintains his rank and activity in the army while being a C-level HR professional. We delve into the journey of transition from the armed forces to the corporate world. His overlap in leadership from Lieutenant Colonel to CHRO Lionel. All eyes on him: Lionel recounts first realizing that people were starting to pay attention to what he was doing.  How he strives to implement mindfulness when managing his team and their lives.  He expands on the responsibilities of the CHRO of a multi-billion dollar company. Lionel shares the journey of how he wound up in his role as CHRO at Riceland Foods Inc.   Questions he asked in his interview process when deciding to leave a stable position at Walmart. He describes the words that settled him into taking a new position. Lionel shares three key pieces of advice for those forging their career in this space.    Quotes:   “The struggle [to transition from the armed forces to the corporate world] is relative.” — Lionel Riley [0:04:03]   “It's not that, from corporation to the military is so one-to-one, but there's so many transferable skills: discipline, exposure, cultural experiences that military members who have had the privilege of servicing oversees; they'd be able to bring immense value to your corporation.” — Lionel Riley [0:06:01]   “HR, I tell this to everybody, is a thankless job.” — Lionel Riley [0:11:57]   “Never stop learning — relationships are key and always know that you can receive a nugget or two from anyone, on anything. Never stop learning!” — Lionel Riley [0:29:51]   “Complacency kills.” — Lionel Riley [0:30:17]   Links Mentioned in Today's Episode:   Lionel Riley on LinkedIn Riceland Foods Inc. Talk Talent to Me Hired  

In this episode, Janis and Shannara will deep dive into corporate leadership with Jans Hoyt, Chief Human Resource Officer at Primal Pet Group. Janice shares her journey from retail to healthcare to consumer product goods (CPG), including her impactful role at The Honest Company. Discover the importance of diversity and inclusion (D&I) in corporate culture, especially during times of crisis like the pandemic and social upheaval. Learn how leaders can embrace vulnerability and authenticity to foster meaningful connections and drive positive change in the workplace.Introduction00:00 - 04:37 — Introducing Janis Hoyt, a seasoned HR leader with more than 30 years of CPG, Healthcare and Retail industry expertise, Janis Hoyt is the Chief Human Resource Officer for Primal Pet Group and former Chief People Office for The Honest Company. Primal Pet Group is a growing pet brand that is achieving new healthy feeding options for our pets. Reflecting on the journey from retail to CPG and the pivotal role at The Honest Company. Emphasizing the value of relationships forged during challenging times. The Importance of Authentic Leadership04:37 - 12:25 — Exploring the significance of authenticity and vulnerability in leadership. Navigating corporate spaces as women and women of color. Overcoming challenges and embracing individuality in the workplace.Evolution of Work Culture Amidst the Pandemic12:25 - 20:17 — Adapting to remote work dynamics and redefining the concept of the workplace. Prioritizing safety and purpose in shaping the future of work. Challenges and opportunities in managing diverse, multi-generational teams.Fostering Inclusive Conversations 20:17 - 43:48 — Addressing sensitive topics, including racial injustice and diversity. Promoting open dialogue and active listening to support employees. Embracing authenticity as a catalyst for positive organizational change.Stay tuned for more insightful conversations on navigating the corporate landscape and fostering inclusive workplaces. Don't forget to subscribe and share your feedback with us!

Growing up in a small town in India, Leena Nair overheard her mother say it was too bad Leena was born a girl, because it meant her smarts and talents would go to waste. But Nair went on to join Hindustan Unilever, becoming the first female manager to work on a factory floor, the first woman to serve on the management committee, and the youngest-ever executive director. She has since gone on to the role of CEO at Chanel. When Guy Raz had this conversation with Nair in 2020 she was Unilever's Chief Human Resource Officer, overseeing the company's 170,000-plus global workforce during the COVID-19 crisis - a crisis that she said has been one of the greatest challenge of her career.

In this episode of Rural Health Leadership Radio, Karen Cheeseman, CEO of Mackinac Straits Health System in the Upper Peninsula of Michigan, shares her journey from an HR role to leading a hospital system. In our discussion with Karen, she highlights collaborative relationships in the communities Mackinac Straights Health System serves including how they integrate tribal medicine into a small hospital. Karen shares the story of a newly built facility thanks to innovative ideas and a land donation by the Sault Ste. Marie Tribe of Chippewa Indians.  “We're addressing the care needs in a very comprehensive way in the community, including tribal medicine”  -Karen Cheeseman Karen has served as the President and Chief Executive Officer of Mackinac Straits Health System since 2017.  Previously, Karen worked for the health system for many years and held various leadership roles including the Chief Operating Officer and the Chief Human Resource Officer.  Karen holds a master's degree in Organizational Management from Spring Arbor University and a Bachelor's degree in Human Resource Management from Michigan State University.  Karen currently serves on the Michigan Health and Hospital Association Board of Directors.  She has served as the Upper Peninsula Hospital Council Chair, the Small and Rural Health Council, and the Legislative Policy Panel for MHA.  Karen is a member of the American College of Healthcare Executives.

In this episode, Download on Tech host and ITI President and CEO Jason Oxman sits down with Michael Alicea, Chief Human Resources Officer at Trellix for a dynamic discussion on DEI in tech and the importance of diversifying cybersecurity. Michael also shares more about Trellix's innovative HBCU Career Program developed in partnership with the National Cybersecurity Alliance, and highlights what lawmakers can do to address the critical cybersecurity workforce shortage.

Our guest is Helen Sheridan, Chief Human Resource Officer at STEMCELL, the largest biotech company in Canada. Helen is renowned for creating human-centered organizational cultures that drive exceptional business results and growth. In this episode, she shares her experience of leading human-centric changes.

AgCredit recently rolled out a new set of core values, mission statement, and vision statement, and in this episode, we're joined by Brian Ricker, CEO and President of AgCredit, and Sandy Musgrave, Chief Human Resource Officer with AgCredit, to talk about the process. Brian and Sandy share why the core values are important in guiding AgCredit's actions and culture, and provide a sense of purpose and focus for not only the organization but its employees as well. Tune in to learn more about each of the values and how farming operations can apply these same principles to their businesses.  Show Notes: https://www.agcredit.net/news/episode-49-power-core-values-brian-ricker-and-sandy-musgrave Connect with AgCredit on Facebook, X and Instagram Share questions and topic ideas with us: Email podcast@agcredit.net

In this episode of The ASHHRA Podcast, we had the pleasure of hosting Clara Blitch, the Chief Human Resource Officer at Williamson Health in the Nashville area, as our special guest.Clara brought invaluable insights and thoughtful perspectives on human-centered leadership. She discussed the importance of treating people as humans first and emphasized the power of building trust and empathy within the workplace. Clara's passion for creating a supportive and inclusive work environment was truly inspiring.Additionally, Clara shared her experiences in modernizing the HR department at Williamson Health, providing valuable advice for CHROs and HR professionals navigating similar challenges. Her expertise and calm, professional approach in handling sensitive workplace issues offers a great deal of insight for fellow HR professionals.In the "What Would You Do" segment, Clara demonstrated her poise and tact in addressing a sensitive workplace issue, underscoring the importance of open communication and a human-centric approach, even in the most challenging of circumstances.To conclude her interview, Clara shared a powerful message, reminding HR professionals of the significance of self-care and the importance of building a support network to navigate the demands of their roles effectively.We highly recommend tuning in to this episode to gain valuable takeaways from Clara's experience and expertise. Thank you, Clara, for sharing your knowledge and insights with us!Stay tuned for more thought-provoking conversations and expert insights on the next episode of The ASHHRA Podcast.Support the Show.

MCUL CEO Patty Corkery talks with two human resources (HR) professionals, Michigan State University Federal Credit Union (MSUFCU) Chief HR Officer Silvia Dimma and Performance Solutions COO Paul Marston, about the latest trends in the HR space, including retention, culture, what's really causing burnout and more.

Remember when work was a place we went? And, remember when zoom only meant going fast or, if you are from my generation, a goofy PBS children's TV show? For many of us, working virtually is the new normal. For others, it's back to the office or a hybrid of virtual and real life. What are the implications of working from home? How does it affect the employee? How does it affect the company? What are some ways to create win-win scenarios for corporations and employee well-being as it relates to working in person versus virtually? I'm so happy you and I get to learn from one of the best: Harvard Business Review's Chief Human Resource Officer, Angela Cheng-Cimini. As you'll hear, Angela is the perfect person to engage at a high level about these and other nuanced considerations that keep employees and their companies functioning at their best. So, listen in as Angela and I talk about the mental health implications of working remotely vs in-person or hybrid.

Dive deep into the intricacies of health services human resource management with our special guest, LTC Bethany Wagner. She'll be shedding light on the expansive role of the 70F AOC, which advises commanders and staff on a broad spectrum of matters:✨ The intricacies of directing personnel systems that address the comprehensive personnel management life cycle functions. We're talking strength accounting, promotions, casualty reporting, awards, and more! And for those of you on the job hunt or looking for new opportunities, we'll also be discussing some of the current AIM Marketplace Jobs that are open for applications. So, whether you're in the field or just curious about what goes on behind the scenes in health services HRM, this is one episode you won't want to miss!LTC Wagner commissioned in the U.S. Army in 2006 as a Medical Service Corps Officer.  She is a graduate of Washington State University where she achieved her Bachelor of Arts in English, Professional and Technical Writing. After completing her Officer's Basic Training located at Joint Base San Antonio (JBSA), Texas, she proceeded to her first assignment as the Medical Supply OIC with 86th Combat Support Hospital (CSH), Fort Campbell, Kentucky.  She has deployed in support of Operational Iraqi Freedom with 86th CSH and 526 Brigade Support Battalion, 2nd Brigade Combat Team, 101st Airborne/Air Assault Division as a Company XO and Battalion (BN) S1.  Other positions she has served include BN S1, Warrior Transition Battalion, Fort Carson, CO; Company Commander, Evans Army Community Hospital (EACH), Fort Carson, CO; Brigade S1, 16th Military Police Brigade, Fort Bragg, NC; Human Resource Intern, AMEDD Personnel Proponent Directorate, JBSA; Chief Human Resource Officer, EACH, Fort Carson, CO; Medical Service Corps Career Manager, Human Resource Command, Fort Knox, KY; Operations and Plans Officer, Readiness and Strength Branch, Human Resource Command, Fort Knox, KY. LTC Wagner's awards and decorations include Combat Action Badge, Meritorious Service Medals, Army Commendation Medals, Army Achievement Medals, National Defense Service Medal, Iraq Campaign Medal, Global War on Terrorism Service Medal, Army Service Ribbon, Overseas Ribbon, Parachutist Badge, and Air Assault Badge. LTC Wagner's military education includes Basic Officer Leader Course I and II, Captain's Career Course, Command and General Staff College, How the Army Runs, Human Resources Mangers Course.  She is also Combatives Level 1 and 2 certified. LTC Wagner earned her Master's in Human Resource Management, Health Services in 2015 from Keller Graduate School of Management and has since obtained a certificate in Strategic Human Resource Leadership and Compensation Studies from Cornell University.  She is the recipient of the Army's LTC Karen Wagner Leadership Award and has been recognized by distinguished Army leaders for her professionalism, integrity, leadership, and competency throughout the years.Links to references: FM 1-0https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN33331-FM_1-0-000-WEB-1.pdfMore on 70F: https://www.cool.osd.mil/army/moc/index.html?moc=aoc_70f&tab=overview Disclaimer: The views expressed in this podcast are the guests and host's alone and do not reflect the official position of the Medical Service Corps, the Department of Defense, or the US Government. All information discussed is unclassified approved for public release and found on open cleared sources.For more episodes listen on Apple Podcasts, Spotify, or YouTube @ Be All You Can Be MSC For more information, suggestions, or questions please contact: beallyoucanbemsc@gmail.com

In this podcast episode, Dr. Jonathan H. Westover talks with Lynnette Heath about nVent's Environmental, Social and Governance Report. Lynnette Heath (https://www.linkedin.com/in/lynnetteheath/)is nVent's Executive Vice President and Chief Human Resource Officer and ESG People pillar executive sponsor. Prior to joining nVent, she was the Senior Vice President of Global Human Resources at Twin Cities-based Entrust Datacard. Check out the ⁠HCI Academy⁠: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn ⁠Alchemizing Human Capital⁠ Newsletter. Check out Dr. Westover's book, ⁠The Future Leader⁠. Check out Dr. Westover's book, ⁠'Bluer than Indigo' Leadership⁠. Check out Dr. Westover's book, ⁠The Alchemy of Truly Remarkable Leadership⁠. Check out the latest issue of the ⁠Human Capital Leadership magazine⁠. Each HCI Podcast episode (Program, ID No. 627454) has been approved for 0.50 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Each HCI Podcast episode (Program ID: 24-DP529) has been approved for 0.50 HR (General) SHRM Professional Development Credits (PDCs) for SHRM-CP and SHRM-SCPHR recertification through SHRM, as part of the knowledge and competency programs related to the SHRM Body of Applied Skills and Knowledge™ (the SHRM BASK™). Human Capital Innovations has been pre-approved by the ATD Certification Institute to offer educational programs that can be used towards initial eligibility and recertification of the Certified Professional in Talent Development (CPTD) and Associate Professional in Talent Development (APTD) credentials. Each HCI Podcast episode qualifies for a maximum of 0.50 points.

Many writers and consultants have an opinion about what makes for great leadership – usually focused around their main theme. This episode takes a wholistic view by talking to a Chief Human Resource Officer about what key mistakes he sees in leader, the outstanding qualities of the best leaders, what he wish people would do for their development and how to idenitfy great talent for your team. And, we are going to talk about how you can think about the next step in your career and get out of your comfort zone. Listen in for an on the ground perspective.

Many writers and consultants have an opinion about what makes for great leadership – usually focused around their main theme. This episode takes a wholistic view by talking to a Chief Human Resource Officer about what key mistakes he sees in leader, the outstanding qualities of the best leaders, what he wish people would do for their development and how to idenitfy great talent for your team. And, we are going to talk about how you can think about the next step in your career and get out of your comfort zone. Listen in for an on the ground perspective.

I had the awesome opportunity to sit down with Ann, Chief Human Resource Officer of Haworth and learn directly from her what are important leadership qualities, how to develop your personal brand, and starting a relationship with a mentor. That and so much more on THE Lucianocast. Hope you enjoy as much as I did! Side note- This is the first episode I've done while incorporating elements of the latest publicly available AI capabilities. I used ChatGPT to brainstorm questions that made it into the interview and another AI software called "Descript" to do the final editing on the audio. Here's to the future! -Luciano

This SHINE podcast interview is on the transformative power of sabbaticals for purpose and meaning with David Hanrahan. David and I speak about some very relevant topics for the future of conscious leadership and business, including his long and successful journey in people development, his own stand for well being and how his sabbatical last year helped him to come back with more engagement, more purpose, meaning in his work.   Episode Links:   The Transformative Power of Sabbaticals Sabbatical Project company database Sabbatical Sessions- MEA Deloitte Well Being Report David Hanrahan on LinkedIn   SHINE Links:   Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes   Building Trust Free Gift — leadfromlight.net   Carley Links:   Book Carley for Speaking — https://carleyhauck.com/speaking Leading from Wholeness Learning & Development — https://carleyhauck.com/learning-and-development Carley's Book — https://carleyhauck.com/SHINEbook Executive Coaching with Carley — https://carleyhauck.com/executive-coaching Contact Carley — https://carleyhauck.com/contact Carley's Patreon Page https://www.patreon.com/carleyhauck   Well Being Resources:   Inner Game Meditations — https://carleyhauck.com/meditations Doterra — https://www.doterra.com/US/en/site/carleyhauck Inner Game Leadership Assessment- https://tinyurl.com/igniteyourinnergame   Social:   LinkedIn — https://www.linkedin.com/in/carley-hauck/ IG — https://www.instagram.com/carley.hauck/ Website — https://www.carleyhauck.com Newsletter — https://carleyhauck.com/leadfromlight Shine Podcast Page — https://carleyhauck.com/podcast   Shareables:   “It's just an incredibly fun challenge to unlock people's potential.” — David Hanrahan   “For me, it was really surprising in terms of how much the sabbatical did re-energize me. It changed me.” — David Hanrahan   “There is a growing call to change up how we think about the workweek, and your schedule, and how long should you work without taking a break?” — David Hanrahan   “A sabbatical fundamentally changed my career trajectory. If I didn't have this experience, I probably would have been done with the work.” — David Hanrahan   The Imperfect Shownotes   0:01 Carley Hauck Hi, welcome to the SHINE podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the SHINE podcast. I started the SHINE podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 “Shine: Ignite Your Inner Game of Conscious Leadership” and was voted one of the best books to read in 2022” by Mindful magazine.   I facilitate two episodes a month of the SHINE podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes.   The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being, the collective well being of our workplace, and how that fosters and nurtures the planet's well being, they are all connected.   I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed an inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders, and it shows up on the outside when we cultivate certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being.   Therefore, that is why we are focusing on well-being and if you're curious about where your strengths and gaps are around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public and the link will be in the show notes. Now on to our episode.   2:50 Carley Hauck   This SHINE podcast interview is on the transformative power of sabbaticals for purpose and meaning with David Hanrahan.   David and I speak about some very relevant topics for the future of conscious leadership and business, including his long and successful journey in people development, all the way to his current role now as Chief People Officer at Flare. David speaks openly about his own stand for well being and how his sabbatical last year helped him to come back with more engagement, more purpose, meaning and he'll share what he learned and how he's integrating that into his work life now. We speak about how we can redesign the workplace to prioritize well-being: everything from shorter workweeks, sabbaticals for every role, how to establish healthy boundaries, and then really listening to your people, and then committing to structures and strategies that benefit the whole. And lastly, David shares how he inspires trust. As we know, trust is essential to a thriving company and culture. You won't want to miss one minute. Thanks for listening.   4:22 Carley Hauck   Hello, everyone. Thanks for joining the SHINE podcast. I am here with a very special person, David Hanrahan. And David is going to be talking with us about so many incredible things that are really relevant to the future of work in our podcast interview today. David, thanks so much for being here.   4:42 David Hanrahan   Carley, thank you for having me.   2:02 Carley Hauck   Well, I want to just kick off our conversation with just sharing a little bit of history. For our listeners, you have worked for some incredible companies, Eventbrite, where you were Chief Human Resource Officer, you worked for Niantic, for Twitter, which was pre-Elon, Zendesk, Electronic Arts, and even Universal Pictures. And now you are at Flare, which I know you're going to share more about.   But what is really unique about your journey is that you've really focused on people development. And I feel curious, why did you pick that? And why does that matter to you?   5:25 David Hanrahan   Yeah, you know, it's a puzzle, I think of many organizations, particularly tech companies, growth tech companies, there's kind of an arms race of hiring a lot of people, which for many of them, they've kind of gotten themselves, you know, in trouble more recently, and a lot of headlines are not good around having to lay people off.   I think the challenge is not not about hiring a lot of people or how fast can you hire them? It's whoever you hire, how do you unlock their potential, you bring it, you bring people into the organization, we get excited about them, we assess them, this is the best engineer to do this one thing, this the best leader to do that one thing, and then they come in.   And oftentimes organizations get in their own way of the potential of the people that they've hired. And there are these hidden barriers, these hidden stumbling blocks that basically make organizations fail at seizing the potential or unlocking the potential of the people that they've hired. And it's incredibly tricky. It's one way I think about it is typical engagement curve for people who come in, and engagement just, you know, they're sort of their sentiment of whether they're motivated, they want to stay they they're proud to work there. It goes up in the first six months, and then between six months to around three years, it just goes down. And then something interesting happens around three years where it starts to bend back upwards. But those first you know, kind of few years, you're basically losing people are losing their mojo, right. And so when your engagement is low, or it goes down, you're basically giving less, you're giving less your discretionary effort, you know, your desire to solve problems outside of your day to day scope, kind of erodes.   And so why does it happen? How can we bend that curve? I think this is just an incredibly fun challenge to unlock people's potential. And these companies that you mentioned there one connective sort of thread for me joining those companies is that someone, someone there at the top, oftentimes the CEO, also was passionate about that, and we wouldn't be with you know, we would kind of sort of riff on that in the interview around this just being the challenge for us is we need to hire people. We need to hire the best, but then unlock their potential in order to really achieve our stated mission or strategy or what have you. So I just think of it as an incredibly fun puzzle.   7:51 Carley Hauck   Thank you. Yeah, I mean, I've focused my whole career on people development and serving people to be their best as well. So I'm with you. And I find human beings fascinating, right? There's just so many different parts and complexities. And I love that you used unlock, because again, like how do we really allow people to be their best, you know, at work, at home, and therefore, like, then companies can really be best for the world. And I feel like that's the responsibility and the opportunity right now. So thank you so much for sharing all of that.   Well, you know, shortly after you and I met last year, you shared with me that you took a sabbatical. And I knew that I needed a sabbatical. So I am just coming off the heels of mine. And I would love it if you might share a little bit about that.   But before I asked you that question, I'm keeping everybody kind of at the edge of their seats, knowing that's coming. You know, I wanted to just share some research around wellbeing and burnout. And I just feel like that is such, so much top of mind and such a top priority for people leaders. Because as you were talking about engagement, it's so hard to increase engagement when people are just on empty, right.   And so, you know, I think that's just been rising since the pandemic. And therefore, we're seeing things that were always under the surface, and they're now showing up stronger and louder, such as, you know, systemic racism and mental health, lack of physical well being, all of these things. And part of the book that I wrote, which came out last year, I really emphasized well being and it's a very important leadership competency, because I feel like if we aren't focusing on the well being of ourselves, how do we focus on the collective well being of our people?   And I wanted to just share some really amazing studies that I became aware of in the last week, and I thought that could be something you could respond to, but could then also segue into your own reason for sabbatical. How does that sound?   10:15 David Hanrahan   That sounds great.   10:17 Carley Hauck   Okay. So this statistic came from Deloitte's Human Capital Trends study in 2020. And it found that even though 80% of executives said wellbeing was their top priority, 90% of workers felt like their life was getting worse. When I read that my heart just sank. Another one, researchers from Harvard Business Review found that employees who trust their employer experience 74% less stress, 40% less burnout, and employees with higher workplace belonging take 75% fewer sick days. I mean, that just makes a lot of sense. I come in all the time, and really assess where psychological safety is. And if you don't have psychological safety, you don't have trust. So those are really impressive statistics to really understand how we increase trust in our organization.   And then a 2022 Deloitte study found that 57% of employees are considering quitting their job for one that supports their well being. And this was pretty interesting to also read an even higher share of executive sign 70% plan to quit for the same reason. So I mean, all of these statistics are just kind of showing loud and clear that well being has to be a priority as we build the new version of work. What do you think about all of that?   11:45 David Hanrahan   Yeah, these are really eye opening. And I want to try and zoom out as far as I can on these. Sure. I think about some of the timeframes of the study, so they're just their recent but the past few years, lots of change, lots of changes the past few years. So you know, obviously, pandemic, one, the changing sort of nature of work. I mean, I so if I think back 10 years ago, maybe 10-15 years ago, kind of dating myself, but I remember a day when I was working where I would leave my laptop at the office, where I didn't yet have a company provisioned phone. Where there was kind of a line there just seemed to be aligned. If someone called me on the weekend, like ooh, this is urgent, but I can, I can plug in and unplug much more easily.   And so just fast forward just a few years and for many from many you know who find themselves in sort of the knowledge knowledge work or you know, you have a laptop, you're, you're in a salaried position, you're kind of always on, you're always on it, when you have company has people in different time zones, I get a ping a little ping in the middle of night, I see my phone light up, I have to do more to set boundaries now than it did in the past. I have to turn my phone off, I have to set the notifications, I have to set the you know, sort of do not do not disturb all those things.   But for many people in the pandemic, it kind of caught up. And then really quickly, I remember just getting out of bed, you know, no longer going to the office, I would get out of bed, and I would open on my laptop, you know, and like I just started working. And, and that was a little bit of frog boiling in water where I didn't know, all these things were adding up as a change of like work was consuming. Yeah. And I think that's probably indicative for a lot of people where just work suddenly became your identity. This is who I am. I go to, you know, a dinner party. And like, the question is, where do you work? You know, that seems changed for me, in part because of where I moved.   But, you know, I think, well, being a top priority and 90% feel their life is getting worse is a host of things, potentially also societal. So the rise of social media. I think as we're talking right now, there's a congressional hearing about banning Tiktok, you know, for various reasons, but I found myself having to get rid of all but one of my social networks, which is like, kept LinkedIn, you know, for job purposes. But, but so, you know, while work has changed a pandemic, and has happened, there's also been this change in information flow of, you know, the media, I think, knows that the information that causes a reaction from people, which is money, is to get you worried, or to get your anger angered about something, or to just to, you know, have a visceral reaction. So I had to click into the next thing I have to follow along, I have to log into the next day to see what's going on with this random thing that maybe years ago, I would have seen in a newspaper, but I can put it away. But now it's fed directly into my mind through this, you know, this phone, that's always, you know, always with me.   And so there's a whole host of things going on there. That I think is the world and is life really getting worse, sure, in certain aspects. But I think we're also, we're incentivized to believe that as well, which then causes our mental health to suffer. That's just that's just one person talking. I'm not a psychologist, but like, that's, that's one thing. That's one perspective I put on it.   And so it is also true at the same time, that for people who trust their employer, like the employer, as an institution, is, is one thing that is like an omnipresent part of my life, right? This is my employer is where I get my paycheck. And I saw a quote from a late comer leader not too long ago, who said, the job of a leader in tough times is to put more truth into the world. And so trust, also, according to someone I just listened to who assess high performing teams said trust and mission orientation, for him and his research were two factors of high performing teams. And so it actually took to trust your employer, to trust your employer. Obviously, this research right here shows that I'm less stressful. So if I can increase that, as an employer, I'm thinking of that as like, that's my path to helping unlock their potential.   According to this one leader I talked to, trust is a factor of three things, which is competence, benevolence, and integrity, which is really interesting. And then so and then the last thing here is I'm just kind of meandering here to address sort of some random reactions to those three bullets.   The idea that people now are quitting, you know, they're quitting, in order to find something that is better for their well being, I think also probably represents a little bit of a shift. And potentially not for every age group for not every demographic, potentially a little bit of a shift in terms of what's important for people now in life.   16:39 Carley Hauck   Yeah.   16:41 David Hanrahan   And, and so that's even true for executives, as well. But I think there has been that shift as well, which is that money is always going to be important. But I think people are seeing after, you know, a global pandemic and seeing this, this information flow of negative news is that they gotta they gotta make sure they're living a full life.   17:10 Carley Hauck   If you don't have your health it doesn't matter how much money you have, right? If you don't have time for your loved ones for your family, right?   17:18 David Hanrahan   100% percent. So yeah, this I'm nodding my head furiously as I read those posts, because they all make sense to me.   17:23 Carley Hauck   Yeah. Well, thank you for weighing in on all of that. And, you know, one thing that I remember too, which has been true is that even though folks are working less from the office, and they're not commuting, they're working two and a half hours more every week, I don't think it's every day. I can't recall the amount but you know that without healthy boundaries will create more burnout, right?   So as you spoke, how are we creating and designing for our well being? So let's shift to your sabbatical. Tell me more about that, and what you learned from that and how you're now implementing, I'm sure as best you can, as you've stepped into this big role, what you learned?   18:11 David Hanrahan   Yeah, I know, I will say that. I've been familiar with sabbaticals for many years. And when I was at EA, we had a sabbatical program, it was kind of, it was kind of mocked a little bit, it was kind of viewed as a sort of like, a gimmick or sort of like, you know, people take your sabbatical, and I quit. So it was like, Is this valuable? Is it creating any value? And then just over the years, I've also just been aware that many, many tech companies, they sort of, they consider adopting a sabbatical as something to set themselves apart.   And so going into my sabbatical, I kind of was pessimistic, frankly, around, what like, what could happen for me honestly about it. So the context for me, is that my last company, we wound up just trying to pull off this major transformation, which is, without going into too much detail. I was joining it thinking it was going to be a growth mode, global pandemic, shutting down live events basically put us on this sort of white knuckle adventure for a couple of years of trying to change this company, fundamentally changing it changing the business model, and then changing the culture too, because we were a company that was very, very much in-office oriented.   And then we shifted to work from anywhere, we shifted so many things across the business and the culture, that at the end of it, I just, I just sort of looked in the mirror, and I realized I was spent by just, you know, whether I wasn't ready for this, the amount of energy suck, you know, during the global pandemic and, and the role of the Chief People Officer through that role specifically at this company for me, in this transformation, not alone, what wasn't the only Chief People Officer only one at my company who had this feeling, but I remember just sort of coming to the conclusion that like I'm, you know, I don't have any more fuel in the tank to do this work. Not necessarily this company, any company, just this work, I just didn't have the fuel in the tank. And I didn't have an opinion that like I was done with the work of HR people function, I didn't have that opinion. I just knew I just didn't have it in me anymore at that moment, time.   So I talked to my boss, and I said, Listen, I'm gonna go, I'm gonna hand the baton over. And it did that in a very orderly fashion. And then I didn't really have a plan, I just said, I think I'm gonna go mountain biking. That's all that's the one thing I knew I'm, maybe I'm gonna take a class. And there, you know, there it was driving, you know, south to Moab with a minivan in a rented mountain bike. And then suddenly seeing like, overlooking the Grand Canyon in the Colorado River, and just not thinking about people work.   So now I'll fast forward to like, what did this actually do? For me, it was really surprising in terms of how much it did re-energize me, it changed me. And I can only say that just from my current job, I feel like I've started over my career just in terms of the energy I have for it. And just like, you know, energy comes out through discretionary effort. I'm just constantly thinking of ideas and like constantly pushing. And yeah, it was, I once kind of mocked or just thought very little of the value of a sabbatical. And for me, maybe not for everyone, but for me, it fundamentally changed my career trajectory in terms of like, if I didn't have this experience, I probably wouldn't be done with the work. But the sabbatical kind of saved me in a sense of like, stepping back into this work, which I love.   21:40 Carley Hauck   Wonderful. Well, we need people, leaders like you, David. So I'm glad you're back. And, you know, I also think it's so important that when we have that awareness that we're empty, you know, we don't we don't have to give that we take that time to speak up to share, you know, whether it's a long sabbatical, or it's, you know, something just happened in my personal life, and I need time for it. And, you know, being able to really lean on your co-workers, your team, you know, feeling like you can share that with your leader and that they've got your back. I mean, that all creates more trust and the ability to know that I can stay at this company and actually just bring my whole self which is sometimes exhausted.   22:28 David Hanrahan   Yeah. 100%.   22:30 Carley Hauck   And it's not a sign of weakness, right. I think I think it should be more a sign of strength of being able to actually acknowledge that and then, you know, find ways to to be there for other people when they're experiencing that too.   Sabbaticals, or something that I became really familiar with, actually, in 2020, because I was supporting Clif Bar, I had the great privilege of supporting them, it was initially going to be an in person, inclusive communications training for their whole company. And then oh, the pandemic happens. So then we were creating and designing something virtually, which they had never done.   And I learned about their really strong sabbatical program every seven years. But I thought, Wow, that's a long time. What if we implemented a sabbatical every year? What if every role got that? What do you think about designing a company to incorporate sabbaticals?   23:32 David Hanrahan   Well, you know, one way to think about that is really just a fundamental change of call it the 40 Hour Workweek, the nine to five, just just rethinking, where does my productivity come from? And there has been a lot of research around, particularly in knowledge work, when people are at their most productive.   And the big TLDR there is, it's really not anything to do with the nine to 5, 40 Hour Workweek, meaning your moments of productivity, where I have this fun log where I am cranking through something, I am solving a big problem I'm create creating this, like, you know, this, this sort of enterprise value for the company, right? It's in tech, they call them the 10x engineer is a sort of like a euphemism. But it's, you know, it's really just like people have these moments where they're like, they're in the zone, call it right.   And so there's research on this, which, which basically found that you know, that in some cases, the nine to five, forty hour work week gets in the way of it. So when people work less surprisingly, if they work less, or they have less meetings, if you take your pick of all these things that get in the way of your productivity, it's about protecting your time. And so having these moments where I can actually be in the zone, and going back to sabbaticals. More recently, there's been published research around the four day work week. And what they found is like benefits from it.   And just coming to this podcast, I was just reading a post from I think his name is Nick Blum. I think he's a Stanford professor. But he basically posted a big critique that said, like the research that this third party did around the 40 hour workweek has all these flaws in it. And so he's critiquing it.   But so where was that related sabbatical? I think that there is this, I think there's like this growing call to like to change up how we think about the workweek, and your schedule, and like, how long should I work without taking a break? And where, where is the company going to get the value out of its people from? And so the four day workweek is one example of someone trying to say, like, Hey, we should rethink this, we should rethink the things called the 40 hour workweek is 100 years old, it came from the Ford Motor plant in the 1920s hasn't been, you know, reimagined since we have all this growing research that people can actually be a lot more productive. So when I think about the future of allowing sabbaticals have enrolled more frequently.   I think, if we can, if we can perfect the research for the company, I bet you, it would be a no brainer. I bet you if we find a way to get people positioned so that they're there, they can be in a zone, they have less meetings, like as an engineer and engineering is a lot of meetings, it's not not coding. So how do we sort of get data? How do we get practices that allow people to unlock their potential in a protected way? And then we give them the time back that allows them to recharge and come back with that energy and come back have the energy to do it again. I think the sabbatical would be a no brainer.   And I think that there's something there's around research and data that for a company would make it a no brainer. And right now, as an example of the four day workweek, it's not landing well. The research is not landing well for the people in charge. It's really only landing well for very brave use, smaller companies. But I think, imagine this at scale where a big fang company saw this, they would be all over it, they'd be doing it because they would see that, wow, this is creating this like enterprise value for us because we're getting the most out of our people and they're coming back recharged. So I like it. I think there's a research component to it.   27:16 Carley Hauck   Yeah, so in the research that I did for my book, I was studying a lot of different countries as well that were working, you know, different hours than the US and they were showcasing more happiness and more productivity. I believe Denmark is 28 hours a week. They're they're doing amazing things. France was 35, I spent a month in France. You know, as I was writing the book, I was like, Okay, how are they living and working? You know, seize the day. And what, there was a study, I believe it came out in 2019. It might have been, I think it was 2019 pre-pandemic with Microsoft, it was their Japan office where they had folks work for days. And they saw a pretty large increase. And I wrote that in the book, but I don't have it in front of me. So. But yes, I mean, I agree, I think more and more research needs to happen. And that will continue.   So, David, what are you taking away other than it's great to go mountain biking in Moab and you know, being unplugged? What are you taking away from some of your learnings of, I believe it was nine months, right that you had a sabbatical? That's incredible. What are you bringing in now that you've stepped into this newer, Chief People Officer role at Flare? How is that informing your leadership?   28:40 David Hanrahan   I'm gonna steal one, I was having a coffee with a colleague who also did a sabbatical, a shorter one. But she went to South America for a few weeks, and then came back to her company. And she had a realization, and I am like, I didn't realize it. But I had this same thing, same effects for me, which is, you gotta be really sort of like, slowly step into the day. So in the COVID pandemic, as I mentioned earlier, I would just open up my laptop, I just immediately start, and you don't feel it in the moment you don't feel when you're doing it right then that it's kind of slowly eating away at you. But it does build up over time.   And I, like she said, you know, what, if she came back, she's like, I'm just gonna, I'm just not going to start my day until I've had my coffee. And I like I, like, watch the news, or I go for a walk, or I just like, the, the organization is not gonna like, like, own me that way. And it's really, it's self imposed. So it's like, it's not as if they're actually doing it, but it's self imposed.   And I definitely had that realization as well, that ever since the sabbatical, I wake up and like, you're faced with like life, like, there's a, there's like, there's a wind going on outside, there's, there's a little bit of like, like, rain on the grass, there's, something's changed in the neighborhood, I'm gonna go inspect that and like, and so don't make work. Like the very first thing when you wake up, don't make your day solely about work, you know, otherwise, you're not going to do the job at work.   And so yeah, I start my day. Now, in the pandemic, I was starting my day, like 630 in the morning, and now I started like 930, or 10. So the big change.   30:20 Carley Hauck   That's great, thank you for sharing that. And I'm 100% with you, you know, I I like to exercise and do my spiritual practice and meditate, all those things, because it gets me in the most centered, upbeat place before I open an email before I see the news before anything, because then I have the ability to respond. And I love that you said wind because that's really what it feels like. It's like there's all these things that could be keeping us down this path, which could create reactivity, right.   But we don't want to lead from reactivity, we want to lead from wisdom and responsiveness. And you had mentioned even before that, folks that felt they could trust their employers experience less stress. Well, based on my being a neuroscience nerd, I know that if we perceive stress, our first reaction is fear. Because that's the first emotion that's elicited. So again, that fear response is going to be reactive, versus the opposite of fear, which is love. So how do we approach this with more care, with more grace with more love, and I just, I really think that that is the way that we inspire that we create, you know, more of the culture that everybody wants to really work in and stay in. So that could be another whole conversation. Thank you for sharing that.   Well, I'm gonna put a little plug actually for, for Modern Elder Academy, because I know that Chip Conley, who's a friend of mine, has been doing these sabbatical sessions and I might just plant a seed here, Chip, I think we need you to do some research on sabbaticals folks come in, to to MEA and to really see how that's benefiting them when they go back into life. So there it is.   But can you tell me and our listeners a little bit about what the difference is between a Chief Human Resources Officer, which I believe was your role and title at Eventbrite and the difference between that and Chief People Officer and I'm aware that depending on the company, it's going to look different, but yeah, please break that down.   32:50 David Hanrahan   I'm going to answer it only half serious, which is at Eventbrite. I couldn't be the CPO because they already had a CPO, they had a Chief Product Officer and it was going to be confusing. And, we don't have a CPO at Flare. So I get to be the CPO.   But um, that, you know, I think it's the same thing. I think the term human resources has kind of gone through a branding change over the years, like it used to be called the personnel department. And then someone said, maybe it's the HR, it's the human resources department. And then someone more recently said, you know, that kind of sounds robotic and cold humans as resources that doesn't, you know, it's people or some or some might call it, you know, employee experience. We call that the Briteling experience at Eventbrite.   So I think there's, there's this kind of a brand or a sentiment behind the term that for the company, maybe tries to denote some sort of, you know, egalitarian or progressive view on the work itself.   But one thing, you know, what is the CHR? What is the CPO? I think of three things that no matter the title that you're trying to do, and it's a Venn diagram, and it's a bit like, it's almost like three plates, you're spinning in the air. But the three things that make up a really good Chief People Officer, let's just say, are strategy, execution, and relationships. Now, you might say, well, that applies to the CFO or applies other roles to that, that's, that's possible. But I think about it as there's some really good Chief People Officers out there who are just good at strategy. So they have the ideas and like they have, like, Wow, you're really versed in best practices, like you've got all these really good ideas, but can you execute on them. And so you also have to be able to execute some good, some Chief People Officers out there are only good at execution, but they don't have the strategy, or they don't have the relationships necessary to build strategy. These things are kind of interdependent.   And then finally, you might have a Chief People Officer who's the relationship person, everyone loves working with them, they're so much fun, they're just like, they're the culture warrior at this company. And like we love, they're in that role, because people love working with them. But they don't have any ideas. And they're not known for really good execution.   And so the trick is to be really good, you have to do all three. And sometimes sometimes you enter at a mode where I can't talk about strategy right now, people, I have to build trust, to build trust, and to build trust, I really need to execute, I really need to show that we're competent, and I have integrity, and that people can trust, you know. And so, you know, to do one of them, you sometimes have to start in one direction that kind of works the way the others. But um, so that's my answer to that question, which is like, what, what kind of common for both the CHR and CPO is having to do those three things.   35:33 Carley Hauck   Thank you. So as you are, you know, stepping into this new role with Flare. First, I'd love if you could share with our listeners, what's the vision and the mission of Flare? And how are you designing the foundation so that it incorporates well being so that it incorporates, you know, trust you know, strong leadership, all of those things? I mean, well, those are two really big questions. So we'll go back to the first one, what is the vision and mission of Flare? And why did you feel inspired to join it?   36:10 David Hanrahan   Yeah, that's a great question. So I'll talk about the mission. First, the mission is to enable strength and clarity through key life moments. And so what that means is, if you've ever gone through a life event, and so what I mean by that is, you know, these big things that happen sometimes in people's lives, no fault of their own, but they're going through a custody situation, or they need to get guardianship or conservatorship of their elderly parents who can no longer take care of themselves, which was which was my case last summer, or they have a divorce going on, or their there's an immigration or a tax or an employment matter, people who've been let go recently in the news for layoffs, like that's a tough, it's a tough moment that like no fault of my own this happening to me, I need help, I need something.   And oftentimes that help is in the form of a lawyer. So last summer, my brother and I were facing the fact that we needed to become guardians for an elderly family member who was no longer able to take care of themselves. And we knew that we had to get a lawyer and so we started working with a lawyer. And the long short of it is, like a lot of people it's not a good experience. And sometimes you pay all this money for someone who you think is going to help you and it actually feels worse, frankly, there's no communication. There's like it's low tech, it's like we're FedExing documents and we're I got to sign like literally sign you can't DocuSign and stuff and it's it's opaque. Like what's happening next. Are you doing any work here? Are you are you talking to the court or what have you.   And so Flare is trying to change that. So Flare is building products for law firms to be able to receive and manage cases directly through technology and creating a higher NPS, a higher a better experience through tech, and is also trying to create a way for people who need support in these life moments to find the right lawyer for them. So Flare is a tech company, and the consumer experience is called Marble. That's where you might find Marble or now Kindred, these are law firms. These are new law firms, it's a new way of doing law.   And so for me, my well being is in many ways, it's really aligned to that mission back to that mission orientation aspect of high performing teams, I feel really good because I'm in a company that's doing something important. That's one big ingredient of my well being. I'm spending time I'm not sort of regretting all this time and spending doing this one thing and for creating the next, you know, next best taco delivery service, or whatever it's like this is this is, this is important.   Now, like how we're actually trying to cultivate well, being in the company is very iterative. I think we're in a learning mode. So we actually have quite a bit of travel that goes on, we as a company have some younger populations. And so what we believe is the younger population, they actually do want to be in the office. That's what we see: they want to actually be together as I'm as I'm a brand new SDR. I want to learn by actually having a conversation with you live, like show that, show me this, show this to me.   And so we're seeing for that population, that's it that's just exited school, they don't want to be alone. Many of them, they don't want to just be stuck at their home, they want to be in an office, different from some leaders who are traveling and they're like me, I'm working. I'm, I'm used to this. This is kind of my mode.   39:37 Carley Hauck   You've got young kiddos. So it makes it easier, right? Yeah, just different stages.   39:40 David Hanrahan   That's right. So we're documenting this, we're documenting this as a sort of like the how and why and what and that of our work, and trying to iterate on it as much as possible and trying to measure it. So I would say for us the wellbeing journey, we're still very nascent. And it's really, it's a learning mode.   39:58 Carley Hauck   Yeah. And I'm sure there's a lot of listening, right, like, what do people want? And then making sure that whatever you've heard, you're creating some commitment to some accountability to implement so that then they trust you, right? Oh, well, well, they really care. And they are listening to what I say I want to what I don't want.   40:20 David Hanrahan   100%. Yes, yes, well said.   40:25 Carley Hauck   Great. well, in some of our conversations offline, I know that leadership development is something that you feel passionate about, and that you think really needs to be prioritized for this future of work.   And, yeah, as you know, I've written a book on conscious leadership and business, and really focus on certain leadership competencies, I know that you've read SHINE, my book. And I, I feel really curious, out of some of the inner game qualities that I've highlighted in my book, and there might be others that you feel are also essential. What do you think are some of your strengths? And what do you think other people leaders should be embodying to inspire a trusting organization, so that kind of had two parts?   What are some of the qualities that you feel are some strengths of yours, these inner game qualities and just to share with our audience, you know, some of those are self awareness, empathy, self management, self belonging, which is, you know, self compassion, acceptance, forgiveness towards self. So all of the inner game is what we're cultivating on the inside, that then determines how we show up on the outside as a conscious inclusive leader.   41:49 David Hanrahan   Yeah, that whatever I'm about to say, in terms of what I think are my strengths, whoever's listening to this, who knows me is probably going to do a big, huge eye roll. But let me let me sort of like be as as humble as possible, when that sort of like, you know, that relates to your book, that I'm gonna sort of cite a piece of research. One thing I've tried to do, as I've grown in my career, I've tried as much as possible to really have self awareness.   And you know, there's an author's name is Travis Bradbury, and he cited some research that says, as you ascend an organization, EQ goes down. So literally, if you if you take people's titles as like manager, director, VP, C, whatever, that as they ascend their EQ, actually It goes down. And EQ and self awareness are somewhat related. But, nonetheless, the highest performing leaders at each of those levels were the few who had that high level of EQ.   So, the highest performing CEOs or see whatever, actually have high EQ, compared to the rest is the research. And so it's a dwindling resource as you grow. And so I tried to get better at that and just knowing how I'm coming across knowing my energy knowing like out my, my sort of whatever I'm imparting in a room, am I speaking over someone, am I sort of dominating the room is my emotion that, you know, kind of changing the sway.   And I've also seen leaders who like totally unbeknownst to them, something that they just did completely change the tenor of the meeting, or change the direction of something because they reacted to something in a way where they didn't even know they didn't even know that their reaction actually just killed some idea, like, like on the spot. And they then later on said, Well, what's happened with this one thing? And I said, Oh, well, we, you know, we heard that you didn't like it, like what do you mean, like, What are you talking about? And so it's amazing what that does, as you grow your sphere of influence and self awareness.   I think one thing I need to get better at over time, which is really hard, is empathy. And back to that research of high performing teams and benevolence. So one thing that both of those first two self awareness and empathy were core to the leadership development program that we built at Eventbrite. So we talked about sort of, you know, sort of putting your own air mask on first. And that when you're starting to get to know your team, we had a question called, how are you really doing the idea of like one on ones, oftentimes, we just have this pleasantry of like, Hey, how's it going? How's your week? Yeah, it was good, whatever, and we move on. But like people who actually have something interesting going on, it could be tough. It could be like there's something that's going to be over or overbearing in this conversation, something's happening in this conversation that I might not even be aware of, because it's something that's going on with them right now. And I, if I really, really want to know how they're doing, I'll have empathy. And that empathy does something special in terms of building trust, and changing the relationship between us in terms of my willingness to go the extra mile for you as my manager?   45:08 Carley Hauck   Oh, well, thank you for sharing that. So self awareness is a strength and empathy is something that you feel like you can learn more of, well, this might be refreshing to hear this is just some of the research that I've been doing on both of these, but I, I break down, the inner game of emotional intelligence, as self awareness, and self management are the inner game. So those are the things that we are cultivating on the inside, and they kind of, you know, run in tandem, the more self aware you are, the more self management you're able to possess.   But then that creates the outer game. And the outer game are the other two aspects of emotional intelligence. Because there's, there's four factors of it, which is social awareness, social sensitivity, we could think of which is a precursor for psychological safety, and then relationship mastery. And those are the outer game. So when you have more self awareness, more self management, that increases your social awareness, thus, empathy, and your relationship management. So I would say, you know, you're getting close, David, you're focusing on the inner game, which is only going to increase the outer game. So thank you for that humility.   And just in our last minute or two, gosh, I could talk to you all day. But what do you think is, are important qualities for other leaders to really, you know, possess? And even maybe more specifically, when you think about the leadership development that you're investing in at Flare? What are the qualities you want the leaders to possess at Flare, which is specific to that vision and mission and culture?   46:50 David Hanrahan   Yeah, when I think about a leader, and so whatever their title is, but they're leading, they're leading something, it's my job, I need to lead something. I think you you want to be able to inspire people to you know, kind of give a little bit more of themselves to sort of like, be sort of like accountable for themselves to you know, treat each other well, like there's, it's the yearn for the sea quote, if you're familiar with that one, which is, you know, if I want to teach someone, I want to go and teach your people how to build a boat, I'm not going to have them put all the sticks and logs together, I'm going to teach them to yearn for the sea.   And so the storytelling so we're talking I think we're talking before the call about sort of strategy and storytelling, and you as a manager, I start to move from management to leadership. When I'm moving from just assigning goals of like, you got to do this and you got to just moving from goals to there's a strategy behind this, there's a story of like, why this is important.   And if I just get that as an employee, if I get the strategy, I can kind of do the goals myself, I can kind of figure out what I need to do, I can be empowered, if I just know that strategy, the stories of storytelling, I think is really important for leaders to go from vision to now there's a strategy or story here. And now I don't need I don't need to do as much of the goal setting because my team is empowered, they're activated to understand what we're trying to accomplish, they can come to me and tell me, what are the goals? What are the things I should sign up for this quarter, and I can, I can kind of help them curate it, which is different than being didactic. And just like my job is to sign up all of you for all these goals.   48:30 Carley Hauck   Thank you. And so what I'm imagining is a precursor of a quality for strategy is being curious, staying open. And so I think of that as you know, growth mindset. And as you're, everyone's listening to me, I'm super curious. So I'm asking David a gazillion questions.   And I have even more, but this was so wonderful. I think that you've really shared a lot here that is going to be helpful for a lot of people leaders and Flare is really lucky to have you. So David, thank you.   48:58 David Hanrahan   Thank you, Carley.   49:00 Carley Hauck   And is there anything else you'd like to leave our listeners and you know, this very short 30 seconds?   49:02 David Hanrahan   Oh, no, reach out to me on LinkedIn. That's my one social network is the only place you'll find me. So. But no, it's been a pleasure. Thank you.   49:15 Carley Hauck   David, thank you so much for your time sharing your wisdom and your experience with us here on the SHINE podcast. I learned so much and deeply enjoy our heartfelt conversations. I went back to look up the exact statistic of what Microsoft Japan found when they experimented with a four day workweek in 2019. I wrote about this in my book, and there's actually a lot around various well being research in my book in chapter five, around different countries that are doing it right, we could say, there are I'm sure still iterating and we're all trying to figure out what the recipe is.   But Microsoft Japan found there was a 40% increase in productivity with a four day work week. They also found that it lowered carbon emissions because folks were not going into the office one more day a week. And people over all reported greater health and well being into the long term. So I would say that's still pretty much a win win.   And David and I were speaking about how we need more research on sabbaticals and the benefit of sabbaticals for non academic positions. You know, for everybody, right? And I actually have a podcast episode coming up in this season, where we're going to speak more to that.   And so far, I wanted to share a little bit of what I found through the Academy of Management. They found that people who take sabbaticals uniformly returned to work feeling more affirmed in their own voice, with confidence and a renewed sense of purpose. You can hear that was David's experience.   Personally, my sabbatical just ended. And initially, it was six weeks of just being completely unplugged. And you'll hear me continue to share some of my learnings over the course of this season and some solo episodes. But I was essentially gone for almost three months living and then living and working in Costa Rica. And in many ways, it was a bit like a quest, a quest of recovery of practice, and an exploration of what it really looked like to live in a more regenerative way. And to do that in community and what were the communities doing in Costa Rica that were supposedly more intentional, or focused on sustainability and regeneration, I'll have more to share with you in an upcoming solo interview.   I am so excited about what we can create in the future of work. And I am really excited to find my next professional opportunity, bringing all the gifts and talents that I have to a senior people leader role. I am making a pivot from my business and leading from wholeness to joining a larger team and purpose driven organization where I can have more impact, to really influence the greatest good.   I'm having some wonderful conversations with folks exploring that right opportunity. But it's all about the network. And I want to make a bold ask that if you're a senior people leader and you would like support in creating a learning culture, a thriving workplace that has the foundation of well being and psychological safety and trust, then I am your person. I would love to get to know you. Or if you know of someone that's hiring, please let me know. Send me an intro. You can reach out to me. My email is carley@carleyhauck.com or find me on LinkedIn. I am so excited for this new opportunity and I so appreciate your support.   If you enjoyed this episode, please share it with friends, family or colleagues. We are in this together and sharing is caring. And if you go to the link, leadfromlight.net you will receive a free gift on how to create a high trust culture and you'll also be alerted to new podcasts. I will only come into your inbox twice a month. Thank you.   And until we meet again, be the light and shine the light.  

On today's episode of HR Like a Boss we're traveling back to 2021, the early stages of the HR Like a Boss podcast. Sometimes things get lost in production, but we're so excited to finally show you this unaired episode of HR Like a Boss with Patti Stumpp! In their discussion, Patti explains how HR is the central nervous system of the business, how to make an impact, the importance of having authority, and so much more! About Patti Patti is a trusted advisor and executive team partner who crafts and delivers human resource strategies that support business goals and drive performance through effective management of talent and employee engagement. Patti began her career selling people solutions at Kelly Services and over the next 25 plus years, built a reputation as a business-oriented and global Human Resources executive in manufacturing and healthcare. She became the Chief Human Resource Officer at OhioGuidestone, the leading provider of behavioral healthcare in the state, in 2018. She graduated from The University of Toledo with a Bachelors of Arts in Psychology, and continued her education there, earning her Masters of Business Administration. In 2003, Patti completed the Leadership Lorain County development course. In 2010, Patti was awarded the Crain's Cleveland Business Archer Award for Innovation in Human Resources. About HR Like a Boss HR Like a Boss centers around the concept that with the right passion to be and think different, HR and business professionals can do amazingly awesome HR. People who do HR like a boss understand business concepts, what makes people tick, and how to approach HR as more than a compliance or cost center. This podcast builds the foundation for John Bernatovicz's upcoming book, "HR Like a Boss." If you're ready to take your HR career to the next level, this is the podcast for you. Share any comments with bridgette@willory.com. --- Send in a voice message: https://anchor.fm/willory/message

On this episode of Bama Means Business, Dennis Schuler sits down on the podcast as he shares his journey from working at Proctor and Gamble for over 20 years to eventually becoming Chief Human Resource Officer at Walt Disney. During the final episode of our five-part series with Dennis, we reflect on his time at Alabama and how he continues to give back to future generations of students at Alabama. For more information about the Culverhouse College of Business visit our website https://culverhouse.ua.edu.Stay up to date with the collegeFacebook: https://facebook.com/culverhouseuaTwitter: https://twitter.com/culverhouseuaInstagram: https://instagram.com/culverhouseuaLinkedIn: https://linkedin.com/school/culverhouse-college-of-business

On this episode of Bama Means Business, Dennis Schuler sits down on the podcast as he shares his journey from working at Proctor and Gamble for over 20 years to eventually becoming Chief Human Resource Officer at Walt Disney. During the fourth episode of our five-part series with Dennis, we discuss future plans and what goals he has going forward.For more information about the Culverhouse College of Business visit our website https://culverhouse.ua.edu.Stay up to date with the collegeFacebook: https://facebook.com/culverhouseuaTwitter: https://twitter.com/culverhouseuaInstagram: https://instagram.com/culverhouseuaLinkedIn: https://linkedin.com/school/culverhouse-college-of-business

On this episode of Bama Means Business, Dennis Schuler sits down on the podcast as he shares his journey from working at Proctor and Gamble for over 20 years to eventually becoming Chief Human Resource Officer at Walt Disney. During the third episode of our five-part series with Dennis, we discuss how he found his way to Walt Disney as Chief Human Resource Officer.For more information about the Culverhouse College of Business visit our website https://culverhouse.ua.edu.Stay up to date with the collegeFacebook: https://facebook.com/culverhouseuaTwitter: https://twitter.com/culverhouseuaInstagram: https://instagram.com/culverhouseuaLinkedIn: https://linkedin.com/school/culverhouse-college-of-business

On this episode of Bama Means Business, Dennis Schuler sits down on the podcast as he shares his journey from working at Proctor and Gamble for over 20 years to eventually becoming Chief Human Resource Officer at Walt Disney. During the first episode of our five-part series with Dennis we unpack his time at Alabama and the philosophies instilled from the beginning.  For more information about the Culverhouse College of Business visit our website https://culverhouse.ua.edu.Stay up to date with the collegeFacebook: https://facebook.com/culverhouseuaTwitter: https://twitter.com/culverhouseuaInstagram: https://instagram.com/culverhouseuaLinkedIn: https://linkedin.com/school/culverhouse-college-of-business

On this episode of Bama Means Business, Dennis Schuler sits down on the podcast as he shares his journey from working at Proctor and Gamble for over 20 years to eventually becoming Chief Human Resource Officer at Walt Disney. During the first episode of our five-part series with Dennis we unpack his time at Alabama and the philosophies instilled from the beginning.  For more information about the Culverhouse College of Business visit our website https://culverhouse.ua.edu.Stay up to date with the collegeFacebook: https://facebook.com/culverhouseuaTwitter: https://twitter.com/culverhouseuaInstagram: https://instagram.com/culverhouseuaLinkedIn: https://linkedin.com/school/culverhouse-college-of-business

Hear how to refuse to be held back, especially as a woman  I listened to Kerry Flynn Barrett give a marvelous talk recently about burnout for the Westchester Business Council and couldn't wait to share her ideas and insights with our fans. Careers like hers are common among many women I know who have started in a corporate job, moved up the ladder to higher positions in leadership, and then took off to form their own business. Kerry has done just that, and now she is building an exceptional business serving as a fractional CHRO officer and also a business partner and solutions provider. Do you wish to do this too? Listen in! Watch and listen to our conversation here Faced with a wall? Like Kerry, leap over it! In some ways, Kerry Barrett reflects the tensions women in business and corporations are feeling today. Perhaps exaggerated by the pandemic, women are abandoning the corporate ladder to find their own purpose and passion, much like she has done. Kerry spent her entire career in healthcare as a Human Resources executive. She, like so many women, has found that the wave of consolidations taking place these days strips employees, particularly women, of their roles and responsibilities, as centralization moves the decision-making process into other departments. So what do smart women like Kerry do? They craft another pathway and make it work for them. Women today are fleeing dead-end workplaces and starting their own businesses. As you listen to our conversation, think about your own path. Where are you on that corporate ladder? Give serious consideration to what you want to do with your life. As was clearly apparent in the McKinsey “Women in the Workplace 2022” report that came out in October 2022, women are finding the corporate world neither open to their expertise nor accommodating to their talent and ambition. Rather than trying to find a niche, they are leaving rigid workplaces to find others that see them as talented contributors, not women looking for a job. In some ways, many women I know, including myself, have had to confront the limits which corporations offer and discover other avenues where we can contribute, have a personal and professional purpose, and earn an excellent income. Perhaps it is time for business and corporate leaders to see what they are missing and rethink the place of women in their organizations. The women aren't waiting. In fact, they are very smart ladies on their own missions to build better businesses. To connect with Kerry, you can find her on LinkedIn, Twitter, or her website, or email her at kfb@flynnbarrett.com. Want to find a better workplace environment or strike out on your own? Start here: Blog: Businesses Must Sustain Diversity And Inclusion For Women Podcast: Christina Sistrunk—Is There Magic To Excel As A Strong Woman In A Man's Industry? Podcast: Jodi Flynn—How To Go From Dreaming To Doing, At Work And In Life Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Businessand On the Brink: A Fresh Lens to Take Your Business to New Heights Our website: Simon Associates Management Consultants   Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. I'm your host and your guide. And as I say in every podcast, my job is to get you off the brink. Remember, this all came about after my first book, On the Brink: A Fresh Lens to Take Your Business to New Heights, was published and won an award. And everybody said, How do I get off the brink? And there's no better way to do it than to listen to the speakers on this podcast talk about how you can get better at whatever you're doing to change. Remember, people hate to change. And so our job is to make change your friend, embrace change, and see things through a fresh lens. And I say that because we decide with the eyes and with the heart and how it feels. And then our brains get engaged and you begin to think about it. So today, I'm absolutely delighted to have with me Kerry Flynn Barrett, and let me tell you about Kerry. Kerry gave a talk at the Westchester Business Council not too long ago. And I was just intrigued by her presentation. That topic was on burnout. But what was most interesting was her perspectives that came from a healthcare background, like my own. I did that for seven years in healthcare as an executive. I wasn't a nurse as she was, but I sure understood the feelings that you get when you're working with an organization of over 2500 or 5000 people, all of whom work hard to make your life better. And then she launched her business not long ago to be, of all things, a Chief Human Resource Officer. And she's going to tell you a little bit more about her journey. But the question she's asking is, Are you an organization that understands that people are your most valuable assets? And I must tell you, coming out of the pandemic, people are reaching out to us and asking us what to do because everything's changed. Managing individuals with individual needs and roles is challenging for even the best companies, and managing people is the hardest job, full stop. In fact, we can't get anything done as leaders or managers without followers. And why do people follow you? Are they bystanders? Are they invested in what you're doing? Do they believe in you? Every leader asked me the same question: "How do I get things done through others?" To begin with, how about with others instead of through them? It's an interesting question. Kerry, thank you for joining me today. Kerry Flynn Barrett: Thank you Andi so much for having me. It's such a pleasure. Andi Simon: Well, it was a pleasure to meet you. But let's tell our listeners and our viewers about your own journey. You have a great story to share. Please share it. Kerry Flynn Barrett: Sure. So I believe very strongly in the fact that we are all "a person" from the start. It doesn't mean that's what our journey will be where we began. So I began as a nurse. I have worked in healthcare for so many years. But that doesn't mean that's the only place where my journey was. So I was a nurse, an ICU and emergency department nurse, for over 12 years. And I love doing what I did. But then I switched over to the world of HR. And I worked in that field for 25 or so years, and loved every minute of it, really, truly. It's such a fascinating world. And when you think about it, it's all about working with people, right?, nursing, and HR. It's all about working with people and coming up with different strategies. And as I have said, and what I work in in my practice, I use the nursing process all the time in my practice. So it's all about that process. It's about how we assess what's going on in a scenario. We have to listen, as you said, we have to use our eyes. We also have to use our ears. So that's such an important part of my journey in going from nursing into HR. Three years ago, I started my own practice, Flynn Barrett Consulting, right before the pandemic. So probably all of you are saying, Oh my goodness gracious, how do you start a business and then boom, the pandemic hits. So I have been incredibly lucky. Or just happenstance to be in HR at a time in the pandemic when HR was really needed. So it's been quite the journey and even from the time of starting my business, that business has flowed very differently in the three years of time. So I refer to myself as a fractional chief HR officer. So I help companies with their HR strategy. And I use, as I said, the nursing process in what I do with companies. So,often companies come to me because they are having people problems. As we said, in companies, really the most important asset are their people. And this is such a difficult time in the world right now, with people finding new jobs, leaving their organizations, the great resignation. How many people are just really sick of hearing that term? I'm sick of hearing that term, or the other term, which is quiet quitting. I have employers saying to me, or CEOs saying to me, "How do I know that my employees are not quiet quitting?" Well, you know, this is one of the challenges that a lot of companies are facing. So people's problems are huge right now. So it is a lot of fun working at this time. But equally, there are so many challenges that are out there. And it doesn't mean that there is always the perfect solution for one company or if it is exactly the same solution for that next company. Andi Simon: Well, you know, Kerry, when we were preparing for this, I mentioned that we have several leadership academies. And the topic is around how does one get things done with others? That's the essence of a company. And sometimes people come to me and say, "We have an enormous retention problem. It's our culture, we want to go back to the culture of pre-pandemic." But what was that culture of pre pandemic? I love the Financial Times, my favorite reading in the morning, and its tremendous insights. In France, for example, they insist that you do not work on the weekends. You have your private time. Talking about burnout. And now I think Portugal and Spain have adopted this as well. The hardest part when you're remote working, is: what is the weekend? The weekend? And how do you do it? And then you have a hybrid? And there was great research from McKinsey, I was just reading, where women are perfectly happy not going back. And how are they using the time that they're not commuting? Well, they're doing all kinds of fulfilling things. Remember that work-life balance? Well, it got imbalanced, because now I have time to do life. And so there are real transformations going on. And as you shake your head, yes, our listeners, she's shaking her head. The question is, What are you seeing in your process analysis to help a client listening to think through what would I do now to begin to assess the major questions that are facing us as employers and employees to get our businesses really thriving? Your thoughts? Kerry Flynn Barrett: Well, I will tell you, very often, in this time, right now, employers are saying, Should I bring my employees back full time? That seems to be the top question. And my response is by answering it with a question: Why do you need to bring your employees back full time? And so I think it's important for that analysis to be done as to: Is it important for that particular business. And it does depend upon the business. Obviously, if we're talking about the hospitality business, that's a different story, and the healthcare business. Depending upon the position within the business, it makes a difference. If you're talking about a finance position within healthcare, that's a position that could be remote or hybrid, as opposed to a direct caregiver obviously needing to be in-person. So we need to be looking at this very specifically down to those nitty gritty details to make sense of whether or not we're bringing people back. So that makes a very big difference when we're talking about culture. And when I hear companies say, "Oh, I want to go back to what the culture used to be," or "Employees are being very demanding now," I will say, "Well, tell me what you mean by employees being very demanding?" "Well, my employees are saying that they require that they work hybrid." And so my response is always, "Well, is it something that works for your workplace for them to work hybrid?" "Well, yes, it does." "Well, then if it does, why is it that we're calling those employees demanding? Isn't it something that actually is working? And why aren't we working together as a team on what's best for your organization, rather than having more of an argument about it, and fighting about it?" So it's really fascinating because in my lifetime, I think about these demanding employees and I wish I could have been a little bit more demanding as an employee when I was earlier in my career. I probably would have done way better. But I don't think that in many cases, employees are actually being demanding. I think employers are actually looking at some scenarios, and actually looking at them now with rose colored glasses, but looking at them thoughtfully and saying, Does it really make a difference if I'm doing this work at home or in the office? And I recently actually wrote a blog about this. If in fact, we're bringing employees back to the office, and they're sitting in an office, and they're on Zoom calls in the office, what is the point? That just makes absolutely no sense. So then the employees feel like, "Well, you've really kind of duped me, that is just not really treating me as a professional." So if in fact, you have meaningful work for somebody in the office, and that makes sense, then absolutely. But if you don't, then let's really think about that twice. All in all, sit down with your employees, talk with your employees, listen to what their challenges are. Just listen to them for their ideas because they have great thoughts. That's why you hired them. Otherwise, it's not a great reflection on you if you think that you've hired people who aren't that smart. You hired them because they're smart, and you should listen to them. Andi Simon: I love the conversation where it's about feeling. Two things I want to add. I often preach, being an anthropologist as I am, that words create our worlds. And as I'm listening to you, I can hear the leadership, the C-suite, mimicking others who are all too often men thinking about their stature. And they're mastering being in the C-suite. And that is about demand, and owning and controlling the environment in which people are working. And I find that the most exciting clients I have are the ones who are asking the questions with a real openness to change the words that are creating their worlds, that we know that the challenge for humans is, we live the stories in our minds. And there's nothing more frightening than change because the cortisol is flying around there saying, Oh, fear this. But for those who are leading, pause for a moment and change the story: couldn't you be a leader in the next breed of companies that thrive and thrive? Remember, some of the major companies weren't perfect. For example, in a global company with everyone remote, take a look at what people can do if they aren't in the office. And the gig economy has become a really interesting, flexible workforce for you. But it requires you to change your mind. And don't be a copycat. Think about what it is that you can do and create something new. Because everything is new now. It's not what used to be, right? Kerry Flynn Barrett: That's right. It doesn't mean that just because somebody isn't working in front of you, that they're not working. And productivity can be measured in different ways than tracking someone's computer. Andi Simon: Now, that's a big topic. Are we moving to outcomes evaluation as opposed to punch cards? And time? Are we still in a machine model mode of a workplace? Are we managing minds? And I thought, I've been preaching for many years now that we've moved from managing hands to managing minds. But the mindset of coming back into the office feels like, "I kind of manage that person," as opposed to the product. What do you see? Kerry Flynn Barrett: I'm seeing a little bit of both. I'm seeing a little bit of both, and I think it depends upon the particular leader. I think that unfortunately, sometimes past practice or past performance of someone has created a fear factor. So for example, if a particular leader has had someone really perform poorly in the past, they have unfortunately taken that model and said, "Well, because X person did this, I'm not going to allow anybody else to do it." Instead of saying, "Okay, that person was the anomaly. And I'm going to allow others, who are professionals, to rise above and be able to do it." So unfortunately, I'm seeing some of that. And there's just too much of a fear factor. And I think that's because the threat of the recession is there. And I think there's just some fear of the recession and money. So there's a little bit more of that right now. But I think the more progressive leaders, to your point, are just more comfortable in their own skin, and more comfortable in their own practice. And they are very open to saying to the employees, What works best for you. Unless, of course, it is an environment where it is very dictated by, like a creative environment, where they do need to bring people together, for example. Andi Simon: Then we have the challenge of another generation. I often talk about demography is destiny. And so you have a workplace. I mean, I had one great client, whose board were mostly Boomers, and most of his new hires were all the Gen Ys and some Gen Zs. And they had very different ideas about everything. It was like they were foreign languages, both speaking English, but boy, they didn't understand each other at all. And so now you have that added to the mix. Are you finding that as well? Kerry Flynn Barrett: Absolutely, absolutely. But in addition to that, I don't really discuss that much about the generations as much as I discuss empowered workers, because I find that empowered workers can be of any generation. And I think sometimes those in Gen X and Gen Y are just like Millennials who get a bad rap. And they get kind of stereotyped as being difficult. And I don't necessarily find that to be the case always. And so it is funny, though, that I am seeing a lot of the empowered workers versus the seasoned workers, is what I refer to it as. And so there is somewhat of the seasoned workers who feel that the empowered workers need to go through this rite of passage. "We did this and we had to suffer, so therefore, you're going to have to do that." And I don't know, I don't understand that. Why would want anyone to have to go through something and suffer? Andi Simon: The interesting part is to your point, there's nothing reasonable or rational about it. It's a human symbolic transformation of coming from the outside to become part of us, and we control the space. So therefore, you can't get in unless we let you. But remember that Millennials are 50% of the workforce now. The Boomers, hang on tight, because the changes are coming. And somehow you got to embrace it. Kerry Flynn Barrett: Right. And I have said that to some of the companies that I've worked with: "You can stand there kicking and screaming, or you can accept, listen and learn. It's entirely up to you which way that you go. I could make a suggestion." Andi Simon: I actually had one situation where they gave the new hires the job of mentoring those who had been there a while. In other words, How do we introduce you to them instead of them taking charge of you, and you come in and really educate them as to the things that matter, because you are our future, let's face it, and if we can build it together into a future that will thrive. But there are also things you don't know, maybe those are all changed. I have one great client, and their buyers had all retired and their salespeople were calling their buyers, nobody was buying. And they didn't understand why nobody was answering the phone. And as we did the research, the retirees were replaced by 30-somethings, and they didn't answer the phone. And they weren't going to answer the phone, and they weren't going to buy on the phone and maybe because of one relationship. And it was sort of like, But what are we going to do? I said, I think you're gonna change. So you gotta figure this out. We're gonna have to figure it out. Now, when you spoke at the Westchester Business Council, you spoke about burnout. And I don't want to not discuss that, you had some great insights, because this word, you're telling me, let's not talk about the great resignation. I'm sort of looking around and saying, burnout is self-induced. You know, if in France you don't have to work on the weekend, is anyone telling you to work on the weekends? Or is anyone telling you to work all the time? And so can you share with our listeners and our viewers about your perspective on this thing called burning out? Kerry Flynn Barrett: Sure. So for sure. And some of it is self-inflicted. Some people are just naturally driven people, and they want to get ahead. I understand it, I'm a type A through to the core, always was, probably always will be. In my own business, I made the choice on how it is that I want to do things. So I get to work when I want to work. So I changed the whole structure of how I do it. So I understand it. I think that women have a very, very difficult time, especially those who were young in childbearing years and trying to get ahead in the workplace, who are trying to do everything. And I think that our work community isn't always as supportive of them, as it should be. And I don't know that women are equally as supportive of fellow women as we should be. And I think it is not always allowed or thought to be allowed, because of stigmas for somebody to stand up and say that they just really are burnt, they're just really burnt out and they need a break. I don't think a lot of women feel that they have opportunities to make career changes. I don't think that they think that they can take a break, and be able to come back into the workforce successfully. And so I think those are the types of things that we need to do a better job with. I hope we will do a better job with it. There are some groups that are really helping women with that. But I think that that is something that is a real challenge. And I think it is something that is real. And I think that there are corporations, some corporations are very, very helpful and known to be supportive of women in the workplace. Andi Simon: Well, that's an interesting word. Because whether it's gender bias, or it's understanding that women do have to care for children and what's wrong with that, can't we get a childcare center here to make it easier for them, and actually thinking about women as a whole, as opposed to another worker. And it's an interesting time. I always preach, never waste a crisis. Use the pandemic as an opportunity to think big. You know, the women aren't coming back after the pandemic the way the workplace could use them, right?, with a recession. But they just aren't; they basically are looking for jobs or careers that will allow them to balance in a different fashion. They've discovered they can work from home. And I used to coach women who were executives, and they were taking care of the laundry and cooking dinner and working on a computer and taking care of the kids and working on the computer and taking care of meetings and they didn't miss a beat. But they had life in a very different, very interesting fashion. And they said to me, "You know, this is really cool, I can get life done and also work." And I went, Oh, there's some kernels of real interesting stuff. Was it hard? Yes. But life is, unless you're going to be a stay-at-home mom. And that's hard. There isn't a thing, "easy," right? And I used to laugh. People would say, "I have to balance life and work." I said, "Isn't work life? And Isn't life work?" I mean, through words we do create our worlds. So you know, you have a challenging time of it. But as you guys were talking about burnout, there was this sense that if it's not in our hands, and we can't control it, it isn't really in the boss's hands either. And I've heard too many places who have said to their management don't talk about behavioral health, emotional well-being, it's not appropriate for us to talk about. I don't want to talk about it, and I'm saying to myself, Well, maybe it's not a bad time to put it in part of the discussion. Because, you know, 30% of Americans are depressed. And that's not just those who are unhealthy; way more, way more. And you can't simply all deal with it with a pill. So life has become challenging. It's never been easy. But I do think it's an interesting time to really rethink women in the workplace in a way that can be exciting and exhilarating, instead of painful, and why not? 60% of the college graduates are women, they're all smart. They're all looking for good opportunities. So as you're looking ahead, anything coming into your future or ours that we could share? Kerry Flynn Barrett: I do have to say this, Andi, just to go backwards a little bit. 30 years ago, I had a boss who told me that when I walked through the doors, I needed to park my life outside the door, when I walked in. And I had a 6-week old child. I told him that there was absolutely no way that I could ever possibly park my life outside the door. Okay, that was just not humanly possible for me as a thinking, breathing person to do that in order to be able to do my job. And he said, and I learned more from him, and I say this to this day, on what never to do as a boss. During the pandemic, there was a woman I knew who is a C-suite person and her 4-year-old was climbing over her, she was on a Zoom call. And all the other C-suite individuals were men. And she was criticized afterwards by her boss, because of the fact that her child was climbing on her. And she did the same work, just like everybody else. And it was not a problem. And she said to them, she said, "You do realize all of your wives probably were taking care of your children? And my husband was on his business call. And I didn't skip a beat on that call." So why is it that we criticize our women who are doing this? Totally unacceptable. So we have to do a better job. Andi Simon: Did they say anything to her? Or was it just simply her trying to establish the credibility? I mean, I couldn't agree with you and her more. But the attitude was, you know, don't mix that. I mean, "I didn't miss a beat on my call, I perform for you." Kerry Flynn Barrett: I met her boss and he said something to her afterwards that it was inappropriate for her to have her child in the call. So what's going forward? I think that we can do a much better job: for men, for women, for everyone, for transgender, for every single person in the workplace. I think we can be incredibly inclusive. I think that we could do a better job with just general equity. Just hearing about wage equity, thinking about that this morning. What's going on? November 1st is here tomorrow. New York City and Westchester County declaring wage equity. Thank goodness we're doing this. I think it's important for people to know that they have choices in the workplace. And then they should speak their mind. And if the workplace doesn't accept that, then maybe it's just not the right workplace for them. And there are people out there who will help them to find another workplace. So I think that's very important for people to know. Andi Simon: And the times, they are a-changing, like Bob Dylan told us. But I think that we can't go backwards. And when people say the pandemic put women back 30 years, it breaks my heart, but we can't let it happen and we must vote. And mostly for business's sake, our economy depends upon vibrant businesses, and women leading companies are doing amazing jobs. And it's a time for change. So let's embrace change and make it our friend, and see how great things can be. Kerry, one or two things you don't want the listeners to forget. Kerry Flynn Barrett: I just don't want people to stop listening. I mean, I think it's just the most important thing. And to stop and listen, to put your phone down. Don't be looking at your phone while you're listening. Whether or not it's your child, your husband, your employee, whatever it is, I really say to listen. I think that is the one thing that you could do for your employees. That's so important. And every single employee deserves 10 minutes of your time, whether or not it's once a week, once every two weeks. I think that is absolutely critical. And if you tell me you don't have time for that, then you and I could really talk, and we could talk about how you could better use your time that would help you so that you can find that 10 minutes of time. Andi Simon: And to add to that, that when you listen, try and stay focused on what they are saying, not what you're thinking, because our minds are trying to take the words they're saying and make sense out of them in the story that we have in our mind, not really what you're hearing. And I'll only tell you how many times in our careers, it wasn't what they said, it's what we heard. And it had nothing to do with what they meant. And that is ask questions to clarify. Kerry Flynn Barrett: Make sure you really understand. Andi Simon: And that means you cannot have your cell phone sitting there or your computer in front of you. This has been such fun. If they want to reach you, where could they do that, Kerry? Kerry Flynn Barrett: Oh, very simply, I'm on LinkedIn. My email is KFB so, easy to find me KFB@Flynnbarrett.com. I have my own website. It's www.Flynnbarrett.com. And please reach out to me on my website. And you can just send a quick question or an inquiry. I look forward to hearing from anybody. Andi Simon: If you want a very smart fractional Chief Human Resource Officer, or just a very sharp coach, or someone who can help you see, feel and think in new ways, meet Kerry Flynn Barrett, because she's here to help you do just what we love to do, which is to change and the times they are changing. And so for all of our listeners, thank you for coming. It's always so much fun to share with you smart people who are really here to help you do what I love: to see and feel and think in new ways. And remember, we're here to help your organization adapt to these fast changing times. Stay with us. Stay tuned and listen to some of the webinars and speeches that I have posted on our website. We're talking all the time about how to make change and how to embrace change, and particularly how to rethink women in the workplace. And on that note, I'll say have a great day. Remember our theme is take observation and turn it into innovation. I hope you've had a great day today. Bye bye now.

Amanda Ono has spent her career learning to maximize a company's most valuable investment - it's people. Boasting over 20 years of international experience in organizational development, HR consulting, and change management, she has implemented successful talent and leadership initiatives in six countries across four continents. You can currently find her at Resolver, a Kroll business and worldwide leader in defining risk intelligence, making her mark as both VP Customer Experience and VP People & Culture. For most of her professional life, Amanda has been on a mission to understand what makes highly effective organizations tick. As an undergraduate in psychology, she saw pioneering research on the effects of unconscious bias and racism in resume screening up close. After graduating, she honed her craft by tackling training and organizational development at talent management firms across Canada. Soon her skills were in such demand that invitations to implement leadership programmes across the globe started to roll in - first in South Africa, followed by Australia, New Zealand, Hong Kong, and Singapore. Since joining the Resolver team in 2016, she's only expanded on her record of success. Implementing processes and strategies that have enabled Resolver to scale by over 120%, expand into four countries and acquire three companies. Amanda's efforts have led to being recognized as one of Canada's great places to work six years in a row. Despite her accolades, Amanda is determined to continue engaging, accelerating and giving her colleagues at Resolver to deliver on the company's motto: Aim big, Be Great, and Be Loved by Customers.   Questions   We've read, the formal background of who you are and where you are today. But we'd love for you to tell us the audience and myself, in your own words, a little bit about your journey and how it is that you got to where you work today. Could share with us maybe three to five things that you think is critical for leaders to embrace and practice on a daily basis in order to really have successful teams in an organization? Sometimes I find that HR in an organization, very few organizations where I've interacted with the team members of a company, and they feel so comfortable going to their Human Resource people, how could we change that, what are some ways that we could look for opportunities that HR can really play the role they're supposed to play? Could you also share with us what's the one online resource, tool, website or app that you absolutely cannot live without in your business? Could you also share with us what are some books that you have read that you believe have had the biggest impact with you? Maybe one or two you could share with us, could be that you read a very long time ago, or even one that you read recently, but it really has impacted you. Could you also share with us what's one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. Could you share with us one or two benefits of HR or the people arm of the business actually using it technology to enhance the experience that employees have in the organization? How can technology help that? Where can they find you online? Do you have a quote or a saying that during times of adversity or challenge, you'll tend to revert to this quote if for any reason you get derailed or you get off track, and the quote kind of helps to get you back on track and kind of refocus you on what you're trying to achieve?   Highlights Amanda's Journey Amanda stated that as you can hear, she's had a nonlinear career path and she truly thinks that a lot of the opportunities she's had both to lead teams and grow processes have been a result of that. So, she started, as Yanique said, actually went into her undergrad wanting to be a clinician and wanted to be a psychologist. And then she took abnormal psychology and didn't really know if that aligned with her long term, but taking organizational psychology really clicked, how do people, leaders and organizations work together to achieve results. So, she's had jobs in sales and marketing early in her career, she's worked in both the private as well as the not for profit sector. But the common thread that she really had across was how do you get the most out of people? How do you maximize people's potential? And so, it's been a great journey for her, she also had an opportunity to oversee the customer experience side of their business for about two and a half years and that includes both professional services support and learning operations. And so, she thinks from the range of opportunities she's had, and just a little bit on her mindset, where she's pretty open, she thinks you focus on the skills and the work you want to do versus the title, she's had an incredible journey thus far and look forward to continuing.   Key Best Practices for Leaders to Embrace and Practice to Grow and Develop a Successful Team Me: Now, people are so important in a business and of course, our podcast is focused on navigating the customer experience. And we're all customers in everything that we do, I live by the motto that we're all here on this earth to serve each other, in everything we do we serve each other, in our communities, in our schools, with our children, at church, just everything you do, you're offering some level of service to someone. And so, could you maybe share with us being that you have so much experience, developing people skills and talents and working on teams, where you've really been able to hone the best out of people. What do you think are maybe I would say, especially seeing that you have so much experience working with leadership teams across different continents and cultures. Maybe you could share with us maybe three to five things that you think is critical for leaders to embrace and practice on a daily basis in order to really have successful teams in an organization? Amanda stated that this is a this is a great question. And so, she thinks when you start as a leader, there's a peace around what are your values? What do you care about as you grow your business or your organization?   And she thinks that becomes the first foundation in terms of how you're going to grow the team. And so, she thinks there's been this great movement over the past few years where people have really said, bring your authentic leadership style to work, she thinks it's an incredible movement, because you can't be everything to everyone. And, and at the end of the day, you are who you are, and your company or your business is who you are, you're able to serve a certain customer base, you're able to engage with your employee base a certain way. And so, you really want to be rooted in that. She thinks employees are smart, they know that if they've been sold something in a recruiting process that's different when they show up to work, they might decide that they want to work somewhere else. So, she thinks as leaders, it's very important to be really strong in what you believe in, because there's a role for everyone and a company for everyone but being authentic and honest about it is so important. So, she always says start from that.   And certainly, it Resolver and as they continue to expand with Kroll, they have a deep value in the fact that employees are their customers, they're one of the customers that they serve, and she couldn't agree with Yanique more. Service is a key part of how leaders become really successful. And she always says if people in culture teams, they exist to serve the employee base. And so, they have to understand and learn from them and listen, and that's really why one of her values is that continued curiosity to understand how people operate and understand how she can continue to serve them. So, that she believes is really fundamental. She would say the second thing for leaders, just to give a couple is to really think about who are you going to recruit into your organization? So, once you know what your values are, how do you attract people that are going to align to those values? Again, there's a company for everyone and having people you can decide that you want to build a company that is extremely high performance, extremely metric driven. Well, there's people that are going to suit that environment that are much more competitive and much more driven towards those metrics and goals. So, making sure you have that alignment in the recruitment process is really critical.   She would say the third thing that made them really successful is building good onboarding programmes. So, she's always found it curious that companies invest a ton in recruiting great people, and then sit them in front of a workstation or at their home office, and hopefully they have a laptop, hopefully they have credentials, hopefully they know what they're doing. But setting people up for success early is really, really important. One thing they did at Resolver, is they really looked at how do you build an onboarding programme for a professional services team that was servicing their customer base, and they were able to get people successful and fully utilized at around four to five months versus around eight to nine months. So, when you're able to really drill in on those programmes, this is sometimes where people think that “Oh, it's just an HR programme, or it's just something HR is asking me to do.” But when you do it well, you can really start to generate revenue. And so, she would say to leaders, have your values aligned, attract the right people, and then make sure you're onboarding them extremely well. Not only does it help with engagement at the employee level, because she genuinely thinks people want to get up and be successful, they don't want to get up and do a bad job.   So, it helps them be successful. But there's also real monetary gain that you can have when you build those programmes well. But she would say those are the three right off the hop that she thinks if leaders do really well, they're going to create a really strong service culture within their organization.   Opportunities for Human Resource to Play Their Role   Me: Great. Now, apart from leaders, like the CEO and the CFO and the CMO, and all of the top-level leaders in an organization, HR plays a very integral role in an organization. And sometimes, the name HR stands for Human Resources, which is the human, as the name suggests, the resources of the business that are human. Sometimes I find that HR in an organization, very few organizations where I've interacted with the team members of a company, and they feel so comfortable going to their Human Resource people, how could we change that, what are some ways that we could look for opportunities that HR can really play the role they're supposed to play? I mean, apart from the standard things like benefits and ensuring that the organization is providing the teams with all of the resources that they need to get the job done, I think there's more that HR can play in terms of really supporting the team members. And sometimes when you talk to employees, they feel like HR is not for them. Do you get that feeling sometimes when you work with organizations or your interactions?   Amanda shared absolutely. This is such a great question. So, one thing they were really thoughtful about because when she joined the organization, she was the first hire to be within the function and she was really specific, because as a software company, very small software company, 90 people at the time when she joined, they're really afraid that HR was going to be seen as the police, the people that drove compliance, and you have to do this and don't step out a line. There was a philosophical alignment that was really important to have with the leadership team. And honestly, even for her as a professional, she wants to join an organization where HR is seen as strategic versus administrative. And so, they were very thoughtful, they're an early maturity team. And so, they called themselves the Talent Team, because they want to sit where be thought of as holding talent in the organization and enabling them to be successful. They've since broadened and evolved, and now we use the term people and culture, which she thinks is a bigger reflection. But she thinks there's a philosophical approach that if an organization, where do you sit on the spectrum as HR as administrative versus strategic, and so if you're part of an organization where HR is seen as strategic, you're probably really empowered to build programmes that think of employees through an employee lifecycle, much like we think of a customer lifecycle, you acquire, you onboard, you retain, you land and expand, same thing as you think about the employee journey. And so, she thinks if you're part of the organization where you're a little bit more on the strategic side, she thinks you're able to build some of those programmes, it's a sliding scale, she doesn't think there's any organization where you necessarily are sitting at hard either ends of that spectrum. Because certainly, there's a bunch of stuff in HR that is administrative, you've got to administer benefits, and you've got to make sure paperwork is done, that's super critical to a well-run people and culture organization, but it's just making sure that you work with leadership that truly sees people as the most significant investment they're going to make.   Most companies, if you're a knowledge-based organization, you probably spend between 60% to 80% of your operating budget on people. So, if you don't view it as strategic, you're really going to miss out on the opportunity to grow your business. And so, she thinks it's just how the organization thinks about it, she's always believed that change and success is rooted in results. So, she doesn't think you can necessarily change everything all at once. But if you change a really small thing early and you get success, the rest of the leaders in the organization will say, “Hey, maybe HR isn't as administrative as I thought it was, maybe it could do more. And maybe I should be relying on them to consult with the business.” So, she thinks it's got to kind of work both ways. There's a philosophical piece where you want your leadership to buy into, but it's also build programmes that are successful, because then you're going to be able to do a lot more.   App, Website or Tool that Amanda Absolutely Can't Live Without in Her Business   When asked about online resource that she cannot live without in her business, Amanda shared that for her personally, it's Asana, which is a task management and project management tool. They are a relatively flat organization and they do a lot of cross collaboration. And so, being able to have teams from product, people in culture, engineering, marketing, product marketing see one view of how they have to collaborate and work together and commit to timelines she thinks is a total game changer in terms of how they're able to manage accountability and push things forward. She thinks most organizations don't necessarily have a ton of maturity when it comes to project management or programme management, she knows certainly, that was a huge skill set she learned in her time at Resolver. And so, she thinks any tool that makes that faster, especially in a distributed world, where you can't always just rock up to someone's desk and say, “Oh, hey, did you finish that for me?” She thinks having that tool has really allowed for them to still deliver results and manage accountability and have a shared collaboration space. So, they're big Asana users, and she's a huge fan.   Books that Have Had the Biggest Impact on Amanda   When asked about books that have an impact, Amanda shared that she just reread John Kotter's Leading Change, With a New Preface by the Author, because change and change leadership is a huge part of how leaders have to continue to push their organizations to be innovative and to continuously improve. And so, he has a breadth of research and a ton of really good nuggets in there, which she's really appreciate it and she thinks are great for her as a leader. And then she's just a huge Brene' Brown fan, Daring Greatly: How the Courage to Be Vulnerable Transform the Way We Live, Love, Parent, and Lead, so that was a little bit more on a personal level. But she thinks it was really informative for her. And part of the hard work of being a leader is looking inside, it's not always pretty in there but it's what's going to make you better to serve your employees and your customers is looking inside and asking yourself the hard questions. And so, those are ones that she often recommends to people, they're very top of topical for her and have really helped her advance and continue to challenge herself in the way she leads.   Me: Amazing. I love Brene' Brown, I think her content is truly amazing. And she actually has a video that I found a couple of years ago on the difference between empathy and sympathy that she did at a TED talk, that I thought was really, really good, because I think a lot of people just really mix up the difference between being empathetic versus being sympathetic. And sometimes even the words that we use sends a signal of sympathy rather than one of empathy.   Amanda stated that she totally agrees. She thinks the work she's (Brené Brown) done on empathy, especially as it relates to the workplace, she's done an incredible job with that. For them, as Amanda has built various programmes on the employee side and on the customer side, she always thinks about ensuring that they're rooted in empathy. Because at the end of the day, understanding each other and supporting each other to achieve things is really how they're going to get results. So, she would say it's extremely central to how she's had an opportunity to build things. And for many companies, empathy is at the root of how you are going to be in service of both your employees and your customers.   What Amanda is Really Excited About Now!   When asked about something that's going on right now she is excited about, Amanda stated that that's a great question. So, recently Resolver was acquired in the spring of this year by Kroll, which is professional services company. And Resolver as well as several other technology companies are going to be the digital arm of Kroll, so Kroll Digital Services. So, she was very fortunate to be given the opportunity to step in as the Chief Human Resource Officer for that role, again, going back to her point about the HR title, but that's how they level them so that's fine. So, as a business unit that's emerging, that's going to be digital first inside a company, she's been given the very tall order to work with the team on how do we form a great culture within a digital first business unit? What does that look like? How do you integrate these companies that have slightly different cultures, but still want to achieve great things through technology for a vast array of customers around the world?   So, that's a very recent shift. So, it's really exciting, lots of work ahead. But she realized in her career, she likes building stuff, she has a value around getting to build stuff and getting to test and pilot things and so that's the next chapter for her. So, she's really excited for that.   Benefits of HR Using Technology to Enhance the Experience that Employees Have in the Organization   Me: So, when you were talking just now in terms of your new role and using technology, it piqued my interest to ask another question as it relates to human resources and technology. Maybe could you share with us one or two benefits of HR or the people arm of the business actually using technology to enhance the experience that employees have in the organization? How can technology help that?   Amanda shared that employees, especially over the past 10 to 15 years were such a tech first society, especially in North America, but globally, and so employees look at how they engage with their employers like they would as consumers. And so, they are, again our internal customers or consumers of processes and programmes that any organization is going to run. And so, being tech-enabled is super important, making it easy for people to update their employment records and it's not a piece of paper, but they can do it on their mobile, she thinks being able to do things like a performance review process through a technology that is fast and easy to do. And, again, potentially mobile enabled, super important. She thinks technology can help enable most things. She always say that technology doesn't solve the process, it just makes the process faster. So, what some people try to do is they say, “Okay, finally, I've got some budget, I'm going to put in a technology.” Which is great, it's wonderful, certainly she's worked with various organizations that were super paper based, which becomes a barrier for employees to engage with things like performance conversations. And so, again, the more tech enabled, you can make it the better. But the hard work is actually to step back and say, “What do we want this to look like? What are we trying to drive as the result, and then let's make sure the technology makes that true for us.”    So, she thinks technology has a wonderful capability to drive efficiency, specially drives reporting, because it makes it really easy for all information to be in one spot. But the hard work of the leadership team is to step back and to say, what do we actually want to achieve? Let's draw out a process that makes sense and then let's enable it through technology. She thinks sometimes people go the other way and she's seen it the other way and it ends up being a major challenge. Because at the end of the day, the process has to be good, it has to be simple for employees. To Yanique's point earlier about employees being customers, we as a society now really have a high bar for things being easy, for it being a few clicks, for it being enabled by technology. And so, if organizations are thinking about their employee base is not thinking differently when it comes to HR tech and how they interface with HR tech, they're probably going to have people that kind of moan and groan about the stuff they have to do on paper or an excel spreadsheet or anything like that. So, huge fan, think there's lots of work to be done to make it really effective. But she thinks certainly the reality of a pandemic and being most companies now having some form of distributed work team makes it doubly important to what it was three years ago. But that's definitely a frontier for people to make sure that they're crossing to ensure they're serving their employee base.   Me: Yeah. Wow. You know, you said three years ago, totally unrelated to what you're talking about and I just realized, wow, January, February makes it three years since we've been in this pandemic.   Amanda shared that it's wild and honestly, she thinks she's an optimist by design and one of the best outcomes from COVID for employees specifically and employers is twofold. One, it made us totally rethink if employees need to be in the office full time. And there's some jobs where that's still true. But there's many companies, Resolver, and Kroll Digital included, where you can be hybrid. And so, she thinks shifting that narrative was as true, we mark the three-year anniversary of that win for employees. And the second thing is people became a lot more open about talking about mental health and the impacts of mental health because the wall between work and home was just shattered for most of us. And so, she's certainly within their employee base notice a difference in the courage to have those conversations and to bring more vulnerability to work. She's seen that shift and it's a positive one because it allows them to understand that what people are going through and how they might support them moving forward. So, three years in, lots of stuff that she's sure we'd like to go back in time on. We're here or what we have. And she certainly thinks from an employee perspective, there's been some great wins and she hopes now what most companies are able to do is to say, “Okay, let's take what we've learned, and let's make the offering and how we serve our customer or employee base even better.”   Where Can We Find Amanda Online LinkedIn – Amanda Ono   Quote or Saying that During Times of Adversity Amanda Uses   When asked about quote or saying that she tends to revert to, Amanda stated that she thinks this one needs to get printed on a T-shirt for her. Her granny told me when she was little, and it's constant on repeat for her, especially during COVID. But she thinks as you continue to evolve, “It's just controls what you can control.” There's so many things that are dependent and you can't really influence but if you really narrow focus on the things that you can move, even on days where you're not feeling the best, you have control to go out and get some fresh air and go for a walk and get some perspective, you have control of engaging with very kind relationships with people on your team, you have control to just kind of laugh off maybe that colleague that always is a little bit harsh on a call. So, that's her t-shirt, stated that probably she should wear it daily, maybe actually next time she pops onto a Zoom call with her team, she should have it on a t-shirt, they'll probably like that. But that's definitely hers, control what you can control.   Me: Control what you can control. Love it. Well, thank you so much, Amanda for hopping on to our podcast and Navigating the Customer Experience, sharing all of these great insights and nuggets as it relates to people and culture, building strong teams, the importance of leadership and some of the key things that leaders need to do in order to build successful teams and great cultures. And just sharing with us, based on your journey, your experiences that you've had, and allowing our listeners to really tap into what are some ways that they can explore to really navigate and create great success. We're embarking on a new calendar year, lots of great opportunities that we may not have been able to tap into in 2022 and those doors may still be open in 2023. So, we really appreciate you sharing this great content with us today.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners   Links Leading Change, With a New Preface by the Author by John Kotter Daring Greatly: How the Courage to Be Vulnerable Transform the Way We Live, Love, Parent, and Lead by Brene' Brown   The ABC's of a Fantastic Customer Experience Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. 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