Podcasts about human resources officer

What does it take to create a workplace where people thrive—where leadership is human-centered, purpose-driven, built for the future, and knows how to get results?Today, as part of our Modern Leadership series I'm excited to sit down with Ellyn Shook, the former Chief Leadership & Human Resources Officer at Accenture, to explore the evolving landscape of leadership and workplace culture. Ellyn is at the forefront of shaping environments where people do more than simply work—they grow, connect, and thrive. She's been instrumental in driving Accenture's people-first approach, supporting people in becoming their best, and cultivating human connection in high-performing organizations.In this conversation, we unpack the key ingredients of modern leadership—how to build trust, foster resilience, and create cultures that unlock potential. Ellyn's insights are not just for business leaders—they're for anyone looking to lead with purpose, empathy, and impact.This is the third installment of our Modern Leadership Series. If you haven't listened to our first episodes with Matt Breitfelder and Rhonda Morris, I highly recommend you go and listen to those as well. These are conversations with the people who are helping to define Modern Leadership and what it takes to build the next generation of leaders.________________________________Get exclusive discounts and support our amazing sponsors! Go to: https://findingmastery.com/sponsorsWatch this episode and many more on our YouTube Channel.Make sure to check out the full Modern Leadership series at:https://www.findingmastery.com/modernleadership See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Bryan Barrett talks with Shayna Walden, Human Resources Officer and Hannah Patterson, Schedule Coordinator at Stones River Manor. They talk about the Monday, March 17th M

Group lift-outs are among the most challenging circumstances to navigate in the trade secrets and non-compete space. While possible in virtually every industry, they have become increasingly common in industries such as financial services, insurance, technology, and even design and apparel. In this episode of Spilling Secrets, Epstein Becker Green attorneys Peter A. Steinmeyer, A. Millie Warner, Alexander C.B. Barnard, and Haley Morrison explain the myriad of complications that can arise in these scenarios, ranging from trade secret and non-compete violations to work-related emotional and abandonment issues. Visit our site for this week's other highlights and links: https://www.ebglaw.com/eltw375. Spilling Secrets is a special monthly podcast series about the future of non-compete and trade secrets law. We invite you to view Employment Law This Week® – learn about significant developments in employment and labor law and workforce management in a matter of minutes every #WorkforceWednesday®. Watch the series and subscribe for email notifications: http://www.EmploymentLawThisWeek.com. These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. EMPLOYMENT LAW THIS WEEK® and #WorkforceWednesday® are registered trademarks of Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.

Q: What positions are critical to the long-term health of your organization?Regardless of the type of organization (corporate, government, non-profit) these roles are essential for them to thrive and are typically hard to fill.Q: Who's included in the talent pool with the ability to advance to key positions?Q: How are they prepared to meet the business need?When leadership teams are diverse in thought, skill and culture, the organization is better prepared to innovate new products and services, dominate their competitive landscape, and reinvigorate organizational talent to exceed performance expectations.Join this candid conversation on the Inclusive Enterprise Conversation Podcast with  Dr. John Greene, Senior Vice President and CHRO of TDS® Telephone and Data Systems, a diversified telecommunications company serving over six million customers nationwide.We discussed the opportunity to think differently and enhance current talent processes by making DEI part of succession planning with real-world actionable, coachable success practices to grow the business.It doesn't take longer to build your leadership pipeline, instead it takes concerted effort and intention to challenge the status quo, to make your teams and organization stronger.  Achieve even higher levels of performance by realizing everyones' full potential.John's leadership experience provides a solid foundation for a pragmatic and inclusive approach to succession with real-world application. He draws from leadership roles in the military and in corporations with Johnson Controls, RHR International Consulting including his first TDS role as Vice President, Enterprise Diversity, Equity & Inclusion where he led the development and implementation of the enterprise DEI strategy across the TDS family of companies and advanced to Senior Vice President, Human Resources Officer for the firm.As organizations continue to establish a new norm for recruiting, retaining, and engaging talent, the best companies are mindful of the benefits of intentional succession planning.These organizations understand that while their counterparts are busy facilitating replacement planning processes, their most competitive advantage stems from strategic talent management that supports both the current and future needs of the business. Creating Workplace Cultures of Belonging....

Top 5 CliftonStrengths: Activator | Ideation | Futuristic | Self-Assurance | InputEllyn Shook is Accenture's chief leadership and human resources officer, responsible for helping the 742,000 people of Accenture succeed professionally and personally. Her global team of HR leaders is reimagining leadership and talent practices to create the most truly human work environment in the digital age, fueling Accenture's ability to live its purpose: to deliver on the promise of technology and human ingenuity. For more interviews visit leadingwithstrengths.com Transcripts available upon request

Fractional consulting roles inside nonprofits can be a win/win. The nonprofit gets the expertise of a role they cannot yet afford full time, while the consultant gets to increase their impact by working with multiple clients. However, there are some ways this relationship can go sideways and we have some watchouts to share if you are a fractional consultant such a Fractional Fundraiser, Chief Marketing Officer, Director of Human Resources Officer, Director of Operations, Chief Financial Officer or any other fractional executive role in the organization. You will learn practical tips to ensure long-term client satisfaction while maintaining your boundaries.

We have discussed widely the technologies and processes that made ALMA possible. Nevertheless, there could be no observatory if there were not people from more than 20 countries and many disciplines working together for a unique objective.In this episode, Felipe Salinas, Human Resources Officer from ALMA, talks with us about the diversity of workers and the efforts that ALMA is currently making to be more diverse regarding genders.

Description: How do we adapt, collaborate and stay resilient in a fast paced and constantly changing environment?  The answer, we cultivate and embrace the feminine qualities of leadership and empower multiple leaders to guide.  In this interview with Coco Brown, CEO of Athena Alliance we talk about the importance of cultivating leadership qualities that are often associated with feminine energy and relate to increased collaboration, empathy, communication, and nurturing. You will learn how to prioritize and create a foundation of these important leadership qualities from the top down so that everyone feels empowered to lead together.  Lastly, you will hear why having more women at the helm will support a more sustainable and equitable workplace and world.  Episode Links: Coco on LinkedIn Athena Alliance  Podcast Interview- What leadership skills are needed to create a healthy organizational culture with Carley and Coco.  Learning & Conscious Leadership Development  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 Carley Links: Carley LinkedIn Consultation Call with Carley Book Carley for Speaking  Carley's Book  Executive Coaching with Carley  Well Being Resources: Inner Game Meditations  Inner Game Leadership Assessment Social:  LinkedIn IG  Website  Shine Podcast Page    IMPERFECT SHOWNOTES: Carley Hauck  0:11   Hi, my name is Carley Hauck and I am host of the shine podcast. This podcast has been flickering strong since May 2019. I began the podcast due to all the research I was conducting. In interviews with organizational leaders, lead scientists, academic researchers and spiritual teachers for my new book shine, ignite your inner game to lead consciously at work in the world. I wrote my book to inspire a new paradigm of conscious leadership and business that was in service of higher purpose to help humans flourish, and regenerate our planet. The podcast focuses on the science and application of conscious inclusive leadership, the recipe for high performing teams and awareness practices that you can cultivate to be the kind of leader our world needs now. I will be facilitating two to three episodes a month. And before I tell you about the theme of our season, please go over to Apple podcasts, hit the subscribe button on shine or go to your favorite podcast platform carrier. That way you don't miss one episode. Thank you. This season is going to be focused on what leadership skills are most needed to create a healthy organizational culture. Leadership and manager effectiveness has been deemed the number one priority for HR in 2023. And every person listening whether you have a formal leadership title or not, you are a leader. We all have the responsibility to lead around something that we care about whether it's at home, with our family, in our communities, and or in the workplace. And on to the podcast. Hi, Shine podcast listeners, I am delighted to be with my friend Coco brown. This is going to be an incredible conversation. Hi, Coco. Hi. So great to have you here. Thanks for being with me. Coco Brown  2:33   I'm excited to be here. Thanks for having me here. Carley Hauck  2:36   You're so welcome. Well, I know a lot about you. But for our listeners, tell me a little bit about what you're feeling excited about. And perhaps even just sharing some of the roles that you wear from, you know, daughter to mother to CEO any identity identities that you want to share? Coco Brown  3:00   No, okay. Yeah, I, let's see my identity start with mother. I think within that identity, my biggest complaint from my kids about me is that I inhabit a seven year old mind maybe at the wrong times. I I'm playful and fun. And I like to I like to be young. And I'm trying to I think I'm trying to hold my kids back in that in that younger age. They're now in there. They're 22 and, and almost 19 So you know, my kids are growing older than me, I guess is what I'm saying. So, but they're my obsession, and I'm old by life and I'm a neighbor and Family is very important to me. Communities important to me. My my parents are are 3000 miles away from me. So as a woman in her early 50s I our mid 50s, mid mid early 50s. Now I worry about aging parents and I worry about kids launching into this crazy world. So those are that's I guess me personally, I I'm a potter. Not a great one, but a decent one. So I make pottery I am obsessed with pickleball although I've only played it a few times, and I play the beach volleyball as often as I can. And then on the work side of me. I am a fourth time entrepreneur. I have in one of those cases the very first one when I was in my early 20s. I created a product I couldn't take anywhere other than to sell it to another company. So and in the process. I talked to one on one venture capital firm, which is never advised you're supposed to talk to a lot of them and then As I became as Satya Nadella says a re founder, I became the second owner or sorry, the third owner of a company that needed to be pulled the Phoenix pulled from the ashes as it crashed in the.com bust and became really a shell of its former self. And I became the turnaround leader of that company and then ran it for about 10 years and grew it to a size where it could be sold. It was eventually sold to IBM. And my third entrepreneurial endeavor was really around, building a consulting practice and working with CEOs to build advisory boards for them and lead their annual and quarterly strategy planning sessions and help them build their teams cohesiveness. That was a lot of fun for a little while. And then I started Athena Alliance, and that is my, my passion. My kids are my obsession and my Athena's the passion project. I am growing Athena, which is an ecosystem of community content and coaching for executive women. Carley Hauck  6:07   Mm hmm. Amazing. Well, I didn't know about the Potter or the pickleball fan. But yes, I did know about the four time entrepreneur and I'm just amazed at your energy, Coco. And so do you want to share a little bit more about why you launched Athena? And why that is so important right now? Coco Brown  6:35   Yeah, I, you know, Athena has many mothers in a lot of ways. Athena has started in 2005, which is almost 20 years ago. Because I was finding myself in more and more high stakes environments as the President CEO of of Taos, I was walking into rooms where people had chief titles, and they were our customers. And I would run into women. Our customer was the CIO. So on the tech side, and I'd run into women, and they'd say, I'm the only one, you know, I'm the only CIO in the valley and, and it started, I started a dinner group to get us together, because there were more than just one. And I happen to keep running into the others. And there were about eight of us at the time. And so and I know there were more than eight, but eight is what I started with, and, and that grew and grew and grew and 10 years into it 2015, I had 80 Some women and by sorry, by 2012, I had 80 Some women, and by 2015, it was 157 women. And in 2012, I stepped down from running Taos, and it had been 10 years. And I stayed on the board two years. But I had a lot that I was trying to figure out. And these women who had been my, my, I don't know, what would you call it, that there was just like this nice place to go every two months where we'd have dinner and cocktails together. And we didn't talk about you know, woe is me, it's hard to be a woman or you know, we talked about our data center strategies and business continuity planning and network, you know, redesigns and that sort of thing. But it was this nice, easy place to be having those work discussions and, and that group of women said to me, when I when I was leaving everything behind, after so many years of being in the tech world, they said Don't leave us behind. And the many mothers became, you know, really evident. In the early days back in 2005, I think it was sunny as a day who suggested that I even start the dinner in the first place. And then Thomas tam Oliver, who said, I used to have these back in, in the 90s. And these dinners I called the no name group and you know, so I got inspiration from others. And in 2012, when I was walking away from the tech world for what I didn't, you know, I didn't know how long I was walking away from it. Gina Ray Haig said, don't stop the dinners, I'll pay for the first one. And then Cindy Reese said, I'll pay for the second one. And, you know, we we just kept going and, and then I got this mandate, you know, almost a flurry of emails. And after a group of us met with Senator Mark Warner, who was out from Virginia doing a hearts and minds tour, and he, you know, he said, what's on your mind and somebody said boardroom and I got a flurry of email the next day emails the next day saying that's it, Coco. You heard what was being said in that room. You know, we've got to get women on boards and you've got the ecosystem go solve this problem. And so it sort of started with me solving a problem. And starting it as a nonprofit and getting you know, we've got over 450 women to boards and then figuring out a commercial company that became even bigger than that. Carley Hauck  9:49   Amazing. Well, I love hearing that story. And I know that we're gonna we're gonna go more in depth in into why it's important to have women on boards and and women in leadership, but I want to move into how you're leading yourself. And also did just speak more into conscious leadership because I know we're both really passionate about that topic. So as I've gotten to know you, you seem to be juggling so many things. And what I always notice every time we talk is that you feel at least from the outside, calm, grounded, you may not feel like that on the inside, but you present that way. And I think there's this this quality of I don't, I don't know how you do it. But it's like, I never hear you frazzled. Even if you haven't eaten anything all day, which sometimes I've talked to you like, Yeah, I haven't eaten anything all day. I was just thinking Unknown Speaker  10:48   that I actually haven't eaten today, and I'm really hungry. Carley Hauck  10:51   Oh, no, oh, no. Okay, well, but I want you to eat. worry, don't worry. But I guess what I'm wondering is, I know that there are certain things that you're doing and being that are actually really supporting you to thrive in the midst of all the things that you're juggling. And so what are some of those things that really support you? And what is it look like on a daily practice? Coco Brown  11:23   I mean, one of the things I think about all the time, and I kind of think my kids for this, when my kids were born, I immediately started thinking about when they would leave the house, you know, like, I'm gonna lose them, you know, and this is like, 22 years ago, and I just was always so aware of, of the moment like feeling like I was going to, you're going to look back on these this time, Koko, you're going to, you know, and just always wanting to make sure that I didn't miss a moment and, and that, I'm really glad that that was my, that that happened to me, because it puts you in a frame of mind whenever possible, sometimes it's not possible to be your best self. But whenever possible, it puts you in a frame of mind to say, how can you make the most of this rather than why is this crappy? And, you know, so you just like, well, she wants to play Barbies again, and then you go, okay, how can I make this fun for me, and you just sort of try to find the ways to make everything meaningful, and to find the meaning and the things that are happening and to make the most of it, and to not focus so much on the complaint, but rather focus on the opportunity. And, and I think I, I went through a phase where I was really not happy for a long time of not at my end home, I you know, loved that part of it. But we spend more time at work than we do at home and I I was not enjoying for a long time, my sense of purpose in work, and I didn't feel I had a sense of purpose. And in work the, the main objective of the company was to enrich the shareholders, of which there were three, myself and two others. And in IT tech, and it was before the days of, you know, purpose and culture and, and so you could have big personalities that were difficult to deal with. And that was more than accepted. It was praised in lots of ways and, and, you know, you didn't have to have any reason for, for what you were doing on the planet. And, and I like this new place that we are as, you know, we can choose as individuals, not everybody works at a place where they feel valued, or feel that there's purpose or meaning or impact, but I do and I choose to and the people that work around me choose to and I think most of us can choose to I think we often feel stuck, you know, when I'm in my day to day when I'm back to back of meetings, and I've got too much going on and I'm feeling exhausted and everything's blowing up and it's nothing's going right. And I can't get people to do what they're supposed to don't do, even though I've said it seven different ways and all the things that we deal with. Then, you know, I kind of I tried to remind myself that I choose to be here and that I can also only focus on what I can influence and what I can control. We control very, very little. We influence a lot more and so you know, how do you convey influence and so I you know, it's kind of a long winded I don't know how to fully answer this question. Well, other than to say, Carley Hauck  14:56   what I actually here is and this is this is One of the nine leadership competencies that I have really researched as part of what actually creates a conscious, inclusive leader. But one of that one of those competencies is having a growth mindset. And I heard you say it, you know, very explicitly, how can I choose to make this, you know, joyful? Or how can I choose to have fun here? Or what, you know, instead of how is this happening? Or why is this happening to me? How is this happening for me? And how do I want to respond? Coco Brown  15:34   Yeah, yeah, yes. And I think that's, that's extremely important in in every surgery, Carley Hauck  15:41   for sure. Wonderful. Well, thank you. Thank you for sharing that. And so that is a daily practice having that mantra, we could say, or that narrative that allows you to bring your best to every moment, even when it's a difficult moment. Unknown Speaker  15:58   Yeah, absolutely. Carley Hauck  16:01   Thank you. I wanted to talk to you about a conscious leader that you've had in your life. Who was that person? Why would you call them a conscious leader? Like how did they empower you or support you or inspire you? How many more? Coco Brown  16:22   You know, I in my own career, I don't, I feel like the the person I've witnessed as the most conscious leader is, is someone I didn't actually work for or work directly with. So no, maybe that's Carley Hauck  16:40   a little rose colored glasses. And that's fine. Coco Brown  16:44   Yeah, so So a woman I'm a big fan of named Yvonne Watson, our associates. So just a quick on her, she, you know, early career at Accenture, or then ended up in a very, very important strategy role at VMware, and then ended up the CIO of New Relic. And then she ended up the CEO of Airware, and then CEO of puppet and she was on my board for a short time when I was for a nonprofit, prior to Athena. So we did work together in that sense. She's one of the mothers of Athena, you know, a lot of early, early insights came from her, the thing I would say, that I admire about her that I see in lots of different I see her and in many different situations, we ended up speaking on stages near each other, or at the same events, or, you know, so she's on a number of prominent boards at this point, she is always measured, and there's a lot of people who are measured. Because they're calculating, you know, the, the measurement is around, like, the calculation for how they can get what they're looking for. And her measurement is much more about, it seems to me, you know, very practiced and very skilled. So it's something she's developed over a lifetime, but it feels to me like it's the kind of thing where she's being thoughtful. She's just always being thoughtful, you know, what are you saying, Why are you saying it? What can come from it? How can I make it work for everyone? You know, you almost see, it's like, you can't, she's like a hummingbird with the hummingbird wings there. It's moving so fast, you can't see it, or move. But the things that come out of her mouth, make it clear that she's being measured, that she's thoughtful, I get a lot of inspiration from her. Because when I watch her, and I listen to her, and the stories she tells or the way she plays things back to people, it's always it's always plus one, it's always additive. You know, it's always contributing, it's never taking away. Carley Hauck  18:56   I love that. So measured, thoughtful, contributing, not taking away. You also said that she's always thinking about, perhaps why she's saying it. Versus just talking to talk. You know, there's, there's a way that she's more deliberate and intentional. You give me an example of an unconscious leader, and what qualities did they showcase? How did that impact you or other people? Even if this is someone that you maybe didn't know, closely? Coco Brown  19:34   Well, I mean, I think I think I would be arrogant to say that it isn't myself. You know, I think we're all unconscious leaders at some point. You know, we're like, Ah, why did I say that? Or? I know I shouldn't say this, but I'm going to say it anyway. It's almost like it just comes out and you just refuse to stop yourself. And you know, and you know, you can do better and you should do better. And you know, you know, you, instead of sending that email, you should pick up that phone. And instead of, you know, sending the subtle reprimand, you should once again say the thing that will be better received. And, and so I think the unconsciousness is when we're, when we act out of exhaustion, and when we act out of our own fear, you know, or our sense of like, Ah, I don't have time for this, or, you know, those sorts of feelings that we we have Carley Hauck  20:37   were triggered, right? Yeah, I think what you're speaking to, to some extent, is we're being triggered. Yeah, acting from that place, it's reactive versus responsive. Coco Brown  20:47   And it's extremely hard to be constantly in a state of, and this is why I admire, you know, Yvonne, it's like, I feel like she's, and I know, she also has hers where she, you know, she's not her best self, I'm sure. Of course, and I see so much more of the best self all the time and the thoughtful self. And, and I think that's what we strive for is like just giving ourselves a breath, not saying the thing that we want to say, because we know that even if it has the right effect, in the moment, it has the right the wrong longer term effect, just stopping ourselves from, from the bad behaviors that are so instinctual that our own self protection or fastest way to a response we want, even though it's not the best way to the response that you want, things like that. Carley Hauck  21:42   Thank you for that. I wanted to speak to some of the unconscious qualities that we all have, I agree, like, and then there are some that are even more harmful than others. And so I was actually having an interview with a colleague and friend of mine who wrote this book managing up. And we were speaking a bit about some of the research that has come out from basically reporting to a unconscious leader. And there has been found to be five to six years of time to recover emotionally, psychologically, from that trauma. And when I think about what's been happening in the world, and what will continue to happen, I feel concerned that our workplaces are not trauma informed. When we think about what's happening in Israel and Palestine, when we think about all the people that have died in the Ukraine, when we think about the climate related traumas that will happen as we have more fires and water shortages, and people are displaced from their homes, I'm bringing these two together when we think about unconscious leaders and trauma, because in my experience, a lot of unconscious leaders are acting from trauma, they're not getting the resources that they need. Or they're not even really aware that they have this deeper trauma to to work on. And so I wanted to get your opinion on one, how do we really inform our workplaces around trauma, so that HR professional so that the C suite is availing people of resources to get the healing to get the help? But also, what does it look like to remove a people leader who is creating so much trauma to everyone else in the organization, we remove them from being a leader of people to potentially working in some other skill set that is not influencing and managing so many people? So there's kind of two questions in there. What do you think about Coco Brown  24:11   I think on the, on the, on the sort of global traumas, you know, the, the, the things that we look at and affect us at a societal level, the job of the employer, the job of the leaders, is to understand how that is affecting the workforce and to be thoughtful about response. You know, I'm thinking about things like, you know, George, George Floyd and how much good, good response came out of that, but then also feels performative if it's not genuine and long lasting. And so I think there's an obligation in leadership to be be very thoughtful about what kinds of societal level impact the company can take on because at the same at the same time the company is running a business. So, you know, at the societal impact, where you're talking about an entire race of people that are everywhere around you, it does impact every single business at a societal impact where we're talking about a war in, in Europe, the Ukraine, it, it's societally traumatic and, and devastating at a business level. The question is, is this impacting our, our business? Our employees? You know, do we have Ukrainian employees who have, who are over there or have relatives or, you know, sort of being sensitive to the level of impact to the business and how that and what people need to be feel supportive? Supported. But one thing i i take a little bit of issue with any sort of sentiment that, that that implies that businesses have to take it all on? Because I don't think that that's fair, I think that a business is a business and at the end of the day, it has to make money or nobody gets paid, right. And so, it, it does need to be able to function, move on appropriately respond, and then be able to move on. And I think that is a tricky thing for us to figure out together. And I think we're really early days and in figuring that out. But but I think on the second layer question where you're where it's immediate, where the trauma that's being caused is, because of the behaviors of people at work, that trauma, you know, that's within the four walls of the business. And that's within the business's control. It's not just even influence, it's like, you've got a, you've got a leader here who's causing horrific experiences for the people around them. And they walk home depressed, and they walk home angry, and they want, you know, like, Whatever, whatever that that is happening, they feel depleted, they feel at least, then I do think that the business has an obligation to address that and figure that out. Like, it's not enough. sponsibility. Yeah, it's not enough to say that, well, that leader produces, their team is producing, they're getting the results, right, like, well, at what cost? Are they getting results? And are those results sustainable? And on a basic human level? Why do you want that, like, there's other people who can perform and get results that aren't also destroying everything in their path. Carley Hauck  27:49   And we know that there are a lot of leaders that are left in those people positions, you know, even very high up in the C suite that are not being held accountable. And again, you know, in my experience working with lots of leaders and studying this, they are leading from trauma that they're not actually getting the help for, and people are not, again, feeling empowered enough to really know how to navigate that. And so that's, that's where my interest in having HR leaders and whatnot, really being more informed on trauma, like what are the signs, how do we bring awareness to it? How do we hold it accountable? How do we help people get the healing that they need so that it isn't creating this toxic work environment for so many. And as you said, we spend the majority of our time at work. And research also shows that the two people that have the biggest influence on our psychological and emotional health is our boss and our partner at home. Coco Brown  28:54   Yes, so. Absolutely. Yeah, I think I do think that there's there are there are other things that also you know, sometimes it's not just it's not just the overt sort of bullying or bat, you know, sort of mean, mean behavior boss, it can be really deflating and super, I guess, deflating it to to work. Yeah, with an ineffective boss too. And I think that's the that's also you know, people want to be amazing, we all want to be amazing. We all want to do great stuff. We all want to be you know, contributing ways that make us feel like you know, like the kid who walked home with that little art project and you know, gives it to mom or dad for Valentine's Day like those the you want to feel amazing and that you're doing amazing things and that people love it and and so there's, you know, many ways I think leadership needs to be looked at and, and not just from the perspective of one person's point of view, but the entire or ecosystem around that leader is that leader effective is that leader, able to get great results out of a team that go beyond the things they're supposed to do to, you know, sort of the miracle moments that they can make. And that's about how, how leaders inspire others to take charge of themselves and self managing. Yeah, I, my, my chief of staff, I absolutely love her. She took me very seriously when I told her and she's, she's fast moving in our in our company, she's doing great. And when she first started working for me, I said, my two rules, time kills all deals, and it's better to ask forgiveness than permission. She went with it, right? And that was super like, she was like, yes. Awesome. And not everybody likes that. Right? But she was like, self empowered, and very confident and, you know, used to being able to figure things out so that those statements were really fabulous for her. They're fabulous for her and me in our dynamic, you know, though that same statement to somebody else might be exactly the wrong way to manage them and may not be the right management relationship. So I think no, no, it's a complex one here. Carley Hauck  31:22   Well, in your you know, I think the other piece around leadership is, especially in the midst of COVID. I believe that we are really reassessing what are the leadership competencies that we need now? What are the responsibilities we're putting on leaders? Is it too much? Are people even equipped to take on the responsibility of leadership? Just because they can be promoted doesn't mean that they should. And so I know, one of the things that you and I feel really passionate about is, how do we lead together? Because I do believe there is way too much responsibility on one leaders shoulders, and how are we empowering others to help us lead? What do you think about that leading together? How do you? How do we do? Yeah, Coco Brown  32:07   I think, Well, I think there's, I think there's a lot of that we're actually about to do a salon on we're about to do a salon on five generations, we're in the workforce, and we've got a silent generation, baby boomer, Gen X, or millennial, and Z. And we're talking about how do we work together. And I think this is kind of at that. The heart of that, like, I believe that the hero CEO CEO is no longer relevant either, if you're a leader is not relevant, like where, you know, you're bringing a lifetime of career wisdom and guidance. And so you know, the formula in your playbook that you've used over and over again, is the one you're going to apply again here. And it's that, you know, you've you've refined this playbook and so you come in, and this is what you do. Like, that's just not the right way to operate in today's world, I because too, there's too many complexities to the way people learn the way people communicate the way people take in information, you know, everything's so different now that you have to be able to collaborate as a leader and figure out who am I dealing with it because one size does not fit all. And, and therefore, your playbook also does not fit all, because to me, every single thing comes down to a people that I started and people I'm always in people, people is everything to me, I think it's you know, all about how you organize, organize and structure people is kind of the key to, to the product side of things and, and everything else. So So I think, you know, on that front, too, I've had my end Miss kind of reflects back to some of the other things we're talking about. I, I had a moment in time, a day, a day where my my husband asked me, he said, and you were really frustrated with, you know, whoever you were talking to, on on the phone and and, and in my own mind, I couldn't pinpoint the moment. So I was like, Oh my gosh, I've been frustrated all day. And you know, that was a long meeting. And I was like, Well, who was I talking to? He's like, I don't know. And it was, you know, maybe around 11 I couldn't quite figure out and then later that the next day, maybe it was my daughter said, Oh mom, you are really laying in on so and so you know on my team and I was like I did. I was like you're right. I did I really was. And so I went to my board. And I said hey, I think I need a CEO review and what's wrong with being and and they said, We don't want to be I don't want to be an asshole and I don't I don't want to be the frustrated leader who's you know, like I told you guys this before and so there's a problem right? There's the when when you feel like you're repeating yourself, you're like I I've said this before we've we've gone over this before, you know why can't I get through and you know, and no, we're not going to do that. And you know, when when you find yourself in this situation where you're like, why don't they understand? Or why can't they get it? Or why you know, which is, I think a lot of like a unidirectional leadership view. And so my point is, is that no matter where you sit in the organization, I sit at the top, there's always something around me that I can draw from and say, Okay, we're not, we're not doing this right together. And I'm a piece of that. How do I make this Carley Hauck  35:26   work? Well, right, what is the impact of me saying this having on this group, because for some reason, there isn't shared understanding or shared agreement on next steps? That's kind of what I'm hearing, right? Coco Brown  35:40   Yeah. And sometimes it's just, you know, we're all looking at an elephant and firmly believing that we're all talking about the foot right now and somebody else's when we're not talking about something else, and perhaps it's the hey, we're talking about the fact that the, you know, elephant is not ready. You know, we don't have not ready to go back in the wild, it's that we often think that things are more obvious than they are, and that they are easier to, to understand and come together and align on. And these things should be simple and formulaic. And it's just, it's complicated. Carley Hauck  36:15   So what would be the first step that C suite leaders and, you know, Chief People officers should be thinking about as far as strategy and creating a different infrastructure to empower people, leaders to lead together being met, you've worked in so many different functions within the organization? Yeah, would you say? What's the first step that they might want to start to think about and put in place? Coco Brown  36:47   I think that from, if it hasn't happened from the beginning, it should happen now. Which is, things trickle down from the top. And I think it's very important that the CEO and her team, and then the team below that, and then the team below that, and the team below that, they they're very articulate about what it means to funk to be high functioning together, and what kinds of things they accept, and don't accept and believe together, because collectively, we will all say the right things like, of course, you shouldn't do this, and you shouldn't do that. And if leadership really buys in at the top, then it can go to the next layer, and the next layer and a n, the people function can be the facilitators of that, you know, I think, when you have a leadership team at the top that is really aligned and clear on what it how it will and will behave and what it calls out and how it calls it out, and how it works together to shape and solve things, then they take that back to their team who can take it back to their team and the HR team that is often embedded in different parts of the organization can can reinforce that and, and, and help you the facilitators until they get there and things are muscle memory, I think I think I've always been my my greatest passion in the HR field has, and it's where I started was on the people management side of things on training, we would take our best engineers and make the managers and then they be horrible managers. And I would train them I'd sit with them while they did reviews and meetings and give them feedback and help them figure it out. And that's what I did in my in my 20s. And it was I had an instinct for it. I had a psychology degree, I think psychology is a really important feature of business that maybe we need more rigorous discipline around having psychic ability and understanding Carley Hauck  39:02   how to actually relate and communicate and collaborate. Right. Those are those are people skills, those are power skills. And that's again, why I was speaking to to the trauma piece because most people that are going through deeper training as I did, because I was trained as a therapist first before I went into coaching and l&d and organizational development is I worked with deeply traumatized populations for a long time. And that informs the foundation of everything else that I do. I agree with you. I think some deeper training is needed in the in the people function. And as we are coming more to a close, I wanted to just leave you with another question as we're thinking about, really this new paradigm, the opportunity the response It's ability to be conscious companies to have more conscious leadership competencies that we're training for that we're encouraging that we're holding you accountable? Where is the role of the woman in this, like these more maybe feminine qualities we can call them? Yeah. Coco Brown  40:23   Well, I think the feminine feminine qualities and business are gaining power, which is important, like you see, chief customer officer that didn't that role didn't even exist 10 years ago. And and it's a very important and powerful role within the business and chief marketing officers and the Human Resources Officer, Chief People officers moving out from under the CFO and having you know, they are the hero role of the last four year at Carley Hauck  40:53   the table. Yeah, they're, they're at the table. Coco Brown  40:55   It's their table, as someone said, it, you know, and so you see the roles that women have traditionally had more of a presence in the marketing, customer communications people, they are taking more and more leadership roles. And those roles are taking more and more power in the business, which, at an equal level, it's not to say that, like, the technology roles and whatnot are diminishing, it's just that the roles that have been thought of as the softer skill roles, the the people oriented roles are, are, are being valued at a different level than than they ever have been in the past. And that's, that's great. And, and that's the feminine coming into power in the workforce, whether it's a man or a woman running that role. And I think kind of going along with the no hero, CEO, individual CEOs are expected to take on the feminine and they're expected to be vulnerable and collaborative and communicative. And, you know, they're, they're expected to have these feminine qualities and in addition to the risk taking and the fight for Carley Hauck  42:08   the empathy, right, yeah, consider male qualities. Coco Brown  42:12   So you see that in a Satya Nadella versus a guy who came before him Scott Ballmer, super soft as an example. Carley Hauck  42:23   And it would make sense that having more women in board seats would also support more of that feminine coming through, and and making sure that the leaders that are put in those seats, are exemplifying more of these conscious leadership qualities, wouldn't you think? Coco Brown  42:44   Oh, yeah, definitely. I mean, I just as we value family structures that have multiple generations and genders and skill sets, we would never take that and say, you know, what the best structure is for just one gender to, you know, raise this child. With one point of view like that, it doesn't make any more sense in sort of a neighborhood family societal structure than it does in a business structure. It just, it just doesn't and, and then beyond that, women are just as capable as men and in every domain, and so there's no reason that we should be locked out. And and then we also come from perspective, if half of the population is female, that's half of your customer base to so in some form or fashion. And so, you know, you need to understand them. And that's a great reason to have them around the table. Carley Hauck  43:42   Mm hmm. Well, Coco, thank you so much for your thought leadership on all of these important and juicy topics. I also wanted to invite you to leave anything with our listeners, or is there is there a topic that we didn't cover that you'd like to share on right now? Coco Brown  44:02   Um, well, I, you know, we do a lot of work in this space. And one thing we've noticed, for sure is, women are not done yet. And I'm sure that's true about men too. But we spend a lot of time with women and women who have 2030, maybe even 40 year careers behind them, and they're looking at the next 1020 30 years and figuring out how they're going to build portfolios of impact. And I highly encourage, you know, anyone listening to check out Athena and look at our courses that we do unleash your impact and, and talk to us about, about how we support careers and we also support people leaders to bring cohorts to Athena and, and help them elevate their leadership, both male and female in this case, and so there's lots of we, we've we spend a lot of time on it. In the realm of elevating, supporting, advancing leadership and be happy to have your half the listeners, check us out. Carley Hauck  45:13   Definitely, yes, I wholeheartedly recommend Athena as a wonderful resource and network and community. One question that I was feeling curious about because I know that there are a lot of senior executives within Athena that are advising and or looking to get on boards. What advice would you give to a woman leader in her 30s or 40s, that wants to step into advising other companies? How early should she start? And what are the steps that she can take? Coco Brown  45:55   She should start the moment she starts her career in thinking about how far she can go and opening the aperture. Like the best way to create an incredible career that has lots of doors opening and paths that you can follow and opportunities ahead of when you even thought they would happen is by being curious. And by having a utility player mindset, you know, being very interested in the business, not just your function, your tower. And so the earlier you start that the bigger your career will become and and advisory work is a great way to, you know, to get into more of an understanding across a business. So I would say specifically, learn about the boardroom, learn about what happens there. As you find yourself if you start to find yourself in like, you know, director level senior director level, that's the time when you have to start looking left and right in the organization, you have to build strategic perspective, you have to have the utility player mindset, you have to start thinking about your career advancement, not in terms of just what's my next promotion, what's my next title? But how do I look left and right in my in the business and make myself relevant outside of my direct in impact, sort of the story I told earlier about how I got them to keep the San Francisco office open, right, that led to me becoming the VP of professional services at 20 years old, like it's, it's looking across the business is, is what's going to allow you to keep climbing and that's the same thing. And advisory work is if you're being asked to come in and advise a company because of a skill set you have, you know, use that opportunity to to look across the business and learn about it. Yeah, I can't say enough about getting started early and being curious. Carley Hauck  48:00   And then if that person did want to move into advising, let's say a startup, then how would they do that? Would they reach out to that startup? What What would you advise? Coco Brown  48:10   Build your network is my advice. I mean, you you know, join a community like Athena where you can get to know entrepreneurs and get to know investors and get to know the places you know, the people who can introduce you to founders and investors who would be looking for people who could provide guidance and advice. And as I was talking, I was on a panel two weeks ago with a with a guy who awesome guy who got his big big break and basically, board work and investing work and in in and advising work, because he was the buyer of a product zoom, which we all use. And he ended up on the advisory board of that company in the very early days advising the see. And you know, what, a big break, right? So you're, maybe you're in a buying position and in the roles that you're in and the companies that are coming and pitching their products to you. You can say you can say, Look, this product is not ready. It's not primetime for my company, but I want to advise you, I want to help you. I like what you're doing here. You know, I would, I would say, that's one way of networking into into that opportunity. But putting yourself in the ecosystem requires relationship building, Carley Hauck  49:38   and getting curious and learning. I hear that. Wonderful. Well, Coco, thank you so much for your time. We will leave show notes in order for people to find you on LinkedIn to look into Athena. And I just really appreciate your leadership and your contribution. Thank you so much. Unknown Speaker  49:59   Thank You. Carley Hauck  50:02   Wow, what a fabulous conversation. Some of the questions that Coco and I were trying to answer in this interview were, how do we lead together? What is the appropriate response in our complex world and workplace? How do we equip our leaders and ourselves with the skills and competencies to be effective to thrive, and to create high trust inclusive organizations that people want to stay in. If you want to connect more with cocoa or learn more about it, you know alliances, the links are in the show notes. And before we part, here are some high level takeaways that you can implement today. manage yourself, it is a complex time. And the more that we can cultivate the skills to increase our self awareness, self management, humility, and empathy, we will be the leaders that our world needs. Now, this is going to support more effective communication, collaboration, and resolution in the midst of conflict. And these typically are the biggest three people problems that I have seen. I call them the three C's manage down laterally and up with remote distributed workforce, we need to begin to have conversations that invite people to share the responsibility together. When decisions are made unilaterally, it increases a sense of inclusion and trust across the leadership team and the organization. How can we create self organizing teams, and really put in agreements and accountability to support us to lead together this is an area I feel super passionate about, I help senior leadership teams with this all the time. So if you need help, reach out, I am here. And then lastly, invest in learning and leadership development for everyone at the company. This is the best way we can establish more community and connection in these times. It also is going to make sure that everybody has the skills to collaborate, to communicate, and to find healthy resolution during conflict. A fina has resources in this domain. And I have focused my life on creating content courses at Stanford, and even finding metrics to really measure these really important skills. And I have found wonderful results with the leaders and the companies that I have had the privilege to exclusively partner with, we have found huge increases in important leadership competencies, increased retention, internal mobility, psychological safety. And if you want to learn more about some of my experience, Coco and I did a podcast interview earlier on in the season, which I will highlight in the show notes and it talks about what the leadership skills are needed to create a thriving and healthy organizational culture, and how I am your next great leadership hire to solve for this. Many folks are hiring for internal director and above and learning talent and leadership development. And this is the role that I am so excited to accept and to serve. I am interviewing right now. And I would love if you would consider me for any new opportunities that you are looking to fill before end of year. If you want to reach out to me find me on LinkedIn or go to my email, Carley at Carley helped.com. And I would love to set up a meeting with you or be introduced to somebody that you think would be a good fit. And lastly, for HR leadership and talent, as Coco and I talked about, it's really important that people but especially people leaders have the depth of knowledge around people. No, Coco said she studied psychology. So have I and my foundation was as a therapist. And so I worked for two, three years with different populations experiencing trauma. And we all have trauma. We have it individually, collectively and intergenerationally. And it is impacting the workforce. So if you want to have more resources around this topic, please reach out I'd be happy to help and I have wonderful connections in this space I can introduce you to if you enjoyed this episode, please share it with friends, family or colleagues. You can also give a five star rating to the shine podcast make sure that people find us You and I have some incredible interviews left throughout the season continue to tune in and until we meet again Viva light and shine your light

In this podcast episode titled "You Ready Now" with Denise Taylor, Veronica Mullins speaks about her career journey and how embracing her power and addressing personal challenges led to growth and success. Veronica, a federal HR officer, is nearing retirement and shares her career path in HR, her initial uncertainty about her organization, and her determination to learn and lead. Denise and Veronica discuss the power of relationships, highlighting a turning point in Veronica's career when she confronted a supervisor who humiliated her in front of a customer. This confrontation not only led to improved relations but also marked the beginning of Veronica's leadership journey. They emphasize the importance of trust, advocacy, and continuous learning. Veronica shares her experience of taking on leadership responsibilities before becoming an official supervisor, showcasing how developing trust and influence among peers can lead to unofficial leadership roles. Denise and Veronica also touch on the value of investing in oneself, seeking external resources for growth, and being intentional about personal development. Veronica's story of using therapy to address personal issues and witnessing the positive impact on her professional life illustrates the connection between personal well-being and career success.Overall, this podcast episode encourages listeners to embrace their power, build relationships, invest in personal growth, and confront personal challenges to achieve success and fulfillment in their careers. Tune in now.  Veronica Mullins serves in the Federal Human Resources where she focus on staffing, Leadership strategy and execution. As a Human Resources Officer, she directs a team of over 70 geographically disbursed employees in Onboarding and Staffing advisory services for about 5K employees in over 65 locations. She is very passionate about mentoring and coaching employees; helping them see what's possible in themselves is what drives her. Seeing & hearing an employee become comfortable with being uncomfortable and how that adds value to their career is indescribable. Watching minds shift from better to best in a team keeps her going. When she is not working, she enjoys resting, hanging out with those closest to her, grabbing a book, wine and traveling.  Key discussion points from this episode include: Introduction - 7:53 Communication Difficulties - 20:43 Leader of Influence - 27:29 Set Free - 36:25 Empowering Moment - 1:03:20 LLH Questions - 1:17:29 Connect With Denise: https://linktr.ee/denisetaylorlive Website: www.denisetaylor.live Facebook: Denise Taylor, Instagram: @denisetaylor.live Connect with Veronica: Insta - @iammrsmullins This episode is brought to you BY: POWER PLAY Takeaways: “Invest in yourself. If you wanna be a leader, you're gonna have to spend money.“ - Veronica Mullins “You either deal with it or you keep it moving.“ - Veronica Mullins "I try to disrupt that narrative that you have to be with some sort of 'org' structure to be considered a leader." - Denise Taylor  “You either deal with it or you keep it moving." “When people see or acknowledge the fact that, you know, hey, this person knows what they're talking about, then they keep coming back." Life, Love and Happiness Wisdom Questions and Answers: What is your life wisdom?  “Treat people like you want to be treated and don't be afraid; its okay to make mistakes.“ What's your love wisdom?  “Be vulnerable.” What is your happiness wisdom?  “Love yourself. Love yourself mentally and give yourself time.”  Welcome to Embrace Your Power with Denise Taylor. If you've secretly wanted more despite having achieved meaningful success & results, you're going to love this podcast. Here, we believe you can build a life YOU love without apology. As high achievers, we often settle for a version of success that seems to prioritize everything and everyone else. Well, now is your season to soar. --- Send in a voice message: https://podcasters.spotify.com/pod/show/denisetaylorlive/message

In Folge 160 von Irgendwas mit Recht begrüßen wir Paula Wernecke. Sie arbeitet bei CMS als Chief Human Resources Officer und war zuvor bei Adidas als Inhouse-Juristin tätig. Was hat sie bewegt, vom Unternehmen in die Kanzleiwelt zu wechseln? Inwieweit hat ihre Erfahrung in Tarifverhandlungen Sie geprägt? Wie unterscheidet sich die Sicht aus der Kanzlei auf arbeitsrechtliche sowie arbeitskulturelle Fragestellungen zum Unternehmen? Was genau macht sie in ihrer Rolle als Human Resources Officer? Wie muss man sich die interne Organisation einer großen Kanzlei wie CMS vorstellen? es gibt? Nicht nur auf diese Fragen gibt euch Paula spannende Antworten: Ihr bekommt zudem auch Insights zu CMS und Tipps, worauf Kanzleien bei Eurer Bewerbung achten. Viel Spaß beim Zuhören!

Human Resources is an ever-changing field and the Pandemic only seemed to demonstrate this further. From updating guidelines, to updating technology, the evolution of HR in the last few years alone is enough to put even the most ardent of HR professionals through the wringer. Now more than ever, HR professionals are relying on their attorneys, both in-house and outside counsel, to partner with them to navigate difficult issues. To help better make sense of it all, Chief People and Human Resources Officer for Equity Trust, Amy Hall, joins the podcast to discuss the change and development of HR functions in 2022 and beyond.

Richard Shaull is co-founder and CEO of a company called Unleashed CEO. Richard has helped hundreds of businesses implement the right systems and teams, enabling them to rapidly scale. In a recent Training Unleashed Podcast, Richard and host Evan Hackel discussed Richard's exciting idea that what companies need today is what he calls Chief Everything Officers –leaders who practice the ability to wear many hats at once and unleash the power of their associates. What It Means to Be a Chief Everything Officer Richard told Evan that this new kind of executive – a Chief Everything Officer – is someone who sits in an executive seat in a company but finds themself wearing many more hats than they anticipated. They're spinning more plates than they feel like they can keep going at any one time and putting out fires all the time – forced to live in what Richard calls “a reactive state.” “None of us wants to own that identity,” Richard told Evan. “But if we're honest with ourselves in a moment of self-reflection, we'd say, `Yeah, I'm playing Chief Everything Officer. In any moment I could be Human Resources Officer or whatever the need may be.'” Listen to the entire podcast to hear Richard's tips that people can use to help build a mindset that a Chief Everything Officer needs. Learn more about your ad choices. Visit megaphone.fm/adchoices

Rudy Rodriguez is the Executive Vice President, Chief Legal and Human Resources Officer, and Corporate Secretary for CEC Entertainment. In this Client Conversations episode, long-time friends Craig Budner and Rudy discuss the influences that led Rudy to a law career in the retail industry. Listen to Rudy's advice to young lawyers searching for mentorship, and how to be the best leader possible.

Wearable exoskeletons have been a staple in science fiction for decades. They're a reality now and they serve a multitude of purposes from rehabilitative & recovery for people that have sustained life-altering injuries to trades people that can wear an assistive exoskeleton that will reduce repetitive stress injuries and increase productivity. Imagine being able to work a few more years to pass on knowledge and knowhow on a construction site with the help of an assistive exoskeleton? Episode 52 Over the past fifteen years, we've continued to drive our expertise in creating wearable devices to augment human potential. Our exoskeleton technology is helping with endurance and allowing human capabilities to go beyond previous limits. We are also bringing hope to individuals who may be dealing with loss of mobility and independence or paralysis after a stroke, brain injury, or spinal cord injury. We're passionate about making a difference with our products, offering potential benefits to workers and individuals around the world. I am originally from Wenatchee, WA and attended the United States Military Academy in West Point, NY. Before coming to Ekso I spent 5 years as a Human Resource Officer for the US Army. During my time as a Human Resources Officer a large part of my job was to track and minimize service related injuries to maintain the health of our fighting force. When I left the Army I was very excited to work for Ekso as a company that is focused on preventing injury and injury recovery. Ekso Bionics supports human movement with innovative solutions that make everyday work safer and easier. Twitter @EksoBionics Instagram @eksobionics LinkedIn https://www.linkedin.com/company/eksobionics/mycompany/ Facebook @EksoBionics Website URL https://eksobionics.com/

In this episode:Jessica's professional background, her work-life balance between being a CHRO and mother, incorporating HR and talent management into the overall LSI strategy, and Jessica's impressive ability to elevate and lift organizations HR departments. Then, how COVID-19 changed HR forever, her somewhat recent promotion to CHRO, LSI's 50th anniversary and defining company culture, and advice to individuals who want to progress their career and want to become executive members of their team.  Follow LSI on LinkedIn, Facebook, Instagram, and Twitter for more exciting updates! A Big Thank You To Our Sponsors!Buy tickets for the 2022 One Utah Summit.  Want to rub shoulders with Utah's state elected officials, business owners and leaders, and company executives? Join us at the @OneUtahSummit on May 10, 2022 at the Grand America Hotel! Tickets and sponsorship packages at OneUtahSummit.com.

This is an abbreviated version of the full discussion, also available here! It's a good one! On this Episode we bring you a special roundtable discussion about the war & withdrawal in Afghanistan. Pulling from a diverse group of military members, we cover a lot on this episode. Our in-studio guest is Robbie Hugland, who served with the Air Force as an Electronic Warfare Operator in Afghanistan. This is his second appearance on our Podcast, so if you haven't listened to the first one, check it out! Sean joins us via Zoom, and served with the Army as a Human Resources Officer in-Country in Afghanistan. He talked to tons of soldiers coming in and out of Afghanistan & was privy to high level operational conversations at the Officer level. Nathan also joins us via Zoom. He is a Marine and served as part of an Infantry Scout Squad that was on the front line for two separate Afghan deployments. We get a diverse range of opinions on everything from Afghan mission creep, did we miss an opportunity to taking out Osama Bin Laden earlier, our military rules of engagement, life at a forward operating base (FOB), the life of the FOBBIT, and how our withdrawal could have been handled.

On this Episode we bring you a special roundtable discussion about the war & withdrawal in Afghanistan. Pulling from a diverse group of military members, we cover a lot on this episode. Our in-studio guest is Robbie Hugland, who served with the Air Force as an Electronic Warfare Operator in Afghanistan. This is his second appearance on our Podcast, so if you haven't listened to the first one, check it out! Sean joins us via Zoom, and served with the Army as a Human Resources Officer in-Country in Afghanistan. He talked to tons of soldiers coming in and out of Afghanistan & was privy to high level operational conversations at the Officer level. Nathan also joins us via Zoom. He is a Marine and served as part of an Infantry Scout Squad that was on the front line for two separate Afghan deployments. We get a diverse range of opinions on everything from Afghan mission creep, did we miss an opportunity to taking out Osama Bin Laden earlier, our military rules of engagement, life at a forward operating base (FOB), the life of the FOBBIT, and how our withdrawal could have been handled. We also discuss whether or not we should have left a long term stabilizing force in Afghanistan for the next 100 years? 22:28 - How did you feel about going into Afghanistan after the attacks of 9/11? 32:16 - Should we leave Afghanistan and say ‘it is what it is' -OR- should we leave a stabilizing force in the country? 37:45 - (Robbie) Why were we even there in the first place? What's the value of an airfield that we control in Afghanistan? What is Mission Creep? Would it surprise you to learn that we could have been out of Afghanistan WAY sooner than you could have ever imagined? Did Bush (W) & Dick Cheney MISS their opportunity to kill or capture Osama Bin Laden earlier? 52:40 - (Nathan) What's your opinion on leaving or staying? Nathan shares that one of his primary missions was to convince farmers not to grow poppies, so we can control the drug money being funneled to the Taliban. The main objective of being there was to control drugs for quite a long time. Poppy seeds, opium, and agriculture of illegal drugs accounts for MOST of Afghanistans GDP. 1:10:55 - Not all military people think alike. There are a lot of misconceptions out there that, once you become a soldier, whether it be the Army, Marines, Air Force, or Navy, you become one of the same. We're here to tell you that's not true, and we have some excellent examples. Soldiers & Veterans do NOT have a monolithic or standard opinion on politics. 1:19:28 - We gave the Taliban a TON of equipment. What do you think they are going to do with it? Are we in store for another 9/11? Did we make a massive mistake? Will the Taliban and Al Queda being fighting us with our own weapons in some future war? 2:00:00 - If you're skipping through for the current events question, this is the part you want to watch. Did Biden mess up the withdrawal? Could we have done it better? If you were helping advise or manage, what do you think should have happened or could have happened? Should we have just stayed?

In this Podcast today, I will discuss the company Shiphero! Listen to the podcast for details! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/thressa-sweat/support

Money conversation can be hard to start. It's a talk that a lot of people would rather avoid. Especially when money's tight. They can be stressful and lead to fights in a marriage. So you can see why it's not top of the list for most people. But it's something that has to be done. Paul Roberts is a Charles Schwab Financial Consultant - Member Relationship Advisor. He is a Certified Financial Planner and a Human Resources Officer in the Army Reserves. He understands the importance of money conversations and legacy planning for the military community. Paul shares advice on how to start money conversations, what needs to be discussed, and how to handle resistance. He also talks about how you can get your gets involved in money discussions.

Welcome to Episode 74 of the Asian Hustle Network Podcast! We are very excited to have Eddie Kim on this week's episode. We interview Asian entrepreneurs around the world to amplify their voices and empower Asians to pursue their dreams and goals. We believe that each person has a message and a unique story from their entrepreneurial journey that they can share with all of us. Check us out on Anchor, iTunes, Stitcher, Google Play Music, TuneIn, Spotify, and more. If you enjoyed this episode, please subscribe and leave us a positive 5-star review. This is our opportunity to use the voices of the Asian community and share these incredible stories with the world. We release a new episode every Wednesday, so stay tuned! Our founder and owner, Eddie Kim grew up in Southern California. Growing up as a student-athlete, Eddie received a Division I swim scholarship to the United States Military Academy. He ultimately received his B.A. in Political Science from the University of Southern California while also completing USC's Army ROTC program. Upon graduation, Eddie was commissioned as a 2nd Lieutenant in the California Army National Guard, serving as a Human Resources Officer. He finished serving in the rank of Captain in the US Army Reserve as a Career Management Officer. Eddie has spent several years as a high school head swim coach, founder of USA Swimming non-profit program, and as a US Army officer. During this time he decided to continue his education, enrolling in graduate school at Central Michigan University. Eddie graduated in May 2019 where he received a Master's degree in Administration in Leadership and Organizational Development. In March 2020, Eddie became a certified WNBPA agent for the WNBA, a FIBA Basketball agent, and a Major League Soccer agent. Eddie founded Big Game Management Inc., in 2018. Since starting his own agency, Eddie has worked with various recording artists ranging from local rappers to Korean Pop and Hip-Hop stars, models, radio stations, Olympic Sports athletes and various film projects and owning his own apparel line. His commitment to excellence has put him in position to represent, guide and mentor artists, entertainers and athletes as they follow their dreams. "Choppin' It Up" | "Breaking Barriers" | "Korean-American Division I student-athlete now Pro Sports Agent" | anything you would like to recommend. Please check out our Patreon at @asianhustlenetwork. We want AHN to continue to be meaningful and give back to the Asian community. If you enjoy our podcast and would like to contribute to our future, we hope you'll consider becoming a patron. --- Support this podcast: https://anchor.fm/asianhustlenetwork/support

Can anything erase the historic tension between employers and workers, create trust and leave both parties better off? Groundbreaking new research from Accenture is paving the way for a new paradigm in modern business: Companies that help employees truly thrive, personally as well as professionally, are the ones that will win in the market of the future. While some leaders have long been sympathetic to this idea, the business case was harder to prove — until now. Ellyn Shook, Chief Leadership and Human Resources Officer of Accenture, and David Rodriguez, CHRO of Marriott, describe how they collaborated on Accenture's “Care to Do Better” report, and explain its revolutionary stance: Caring for employees across personal and financial dimensions is not only the best way to unlock people's true potential, it's better for business.This week's guests: Cameron Flowers - Founder and CEO, Floreo LabsDr. Kelly Monahan - Global Lead Talent Researcher, Principal Director, Accenture ResearchEllyn Shook - Chief Leadership and Human Resources OfficerDr. David Rodriguez - Global Chief HR Officer, Marriott InternationalFran Katsoudas - Chief People, Policy and Purpose Officer, Cisco

In this week's episode, I speak with fellow Army Veteran Jeffery Knight of Salt Lake City, Utah. Jeff enlisted into the Army National Guard as a Carpenter and later transitioned to becoming a Human Resources Officer in the Army Reserves. In the last half of his career, he served in a special duty position and talks about the impact it had on him as well as the importance of exercising self-care. Jeff is the Co-Founder of Angels 14. As if that weren't enough, Jeff does some freelance work in Leadership Development with Mission Six Zero is devoted to leadership training for corporate teams, professional sports and other organizations using Special Forces mastered techniques, particularly for enhancing performance in volatile, uncertain, complex, or ambiguous situations.  (https://missionsixzero.com)  Mission 6 Zero https://missionsixzero.com LinkedIn profile linkedin.com/in/jeff-knight --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/mettle-of-honor/message Support this podcast: https://anchor.fm/mettle-of-honor/support

How do you lead an HR department, responsible for 8,000 employees and thousands of front-line workers, through the worst public-health crisis in memory? How do you push a 183-year-old public health system to face, fight and reverse society’s systemic racism and injustice? Just ask Alan Nevel, MetroHealth’s Senior Vice President, Chief Diversity and Human Resources Officer. He’s doing both jobs … at the same time. Watch the video referenced in this episode here: https://vimeo.com/433983547/772b9a3c56

She has a family tradition of military service and participated in Navy Jr Reserve Officer Training Corps in high school. After graduating from college, she decided to join the Navy through the Officer Candidate Program. She got pushed into becoming a flight officer which wasn’t something she was passionate about and was able to transfer to Public Affairs after her first assignment. She decided to leave active duty and transition into the Reserves and move back home. There she got married and had her son and also graduated with her Masters. After graduating she found a job as a civilian in a government job while also working in the Reserves.She decided that job wasn’t a good fit and took the opportunity to go back on orders for an extended period of time. She and her husband separated and she decided to go back to active duty. Unfortunately, there were not any PA opening so she applied to switch to Human Resources. And went back to active duty as a Human Resources Officer.She is a single mom of two kids and has her mom living with her to help take care of the kids while she works full time, pursues her PhD and live her life. Having that built in support has really helped her as she occasionally travels and has other commitments to the military.She encourages women to join the military and would like to see the percentage of women serving in the military go to 50%. Related Episodes:Episode 15: From the Navy to the Air ForceEpisode 27: From the Navy to EntrepreneurshipEpisode 9: Seeing the World with the Navy

Welcome to Life in the Leadership Lane where we are going to hear from leaders leading and making a difference in the workplace and community. How did the get to where they are and what are they doing to stay there! Buckle up and get ready to accelerate in the Leadership Lane! This week we are talking to Kathy Hardcastle, Texas SHRM State Director 2020 Since beginning her career with Texas Health Resources in December 2000, Kathy has enjoyed the many challenges and opportunities of working in a hospital environment. Texas Health Resources (THR) is one of the largest faith-based, nonprofit health care delivery systems in the United States. The system serves more than 5.4 million people living in 29 counties in north central Texas. Currently, she is the Human Resources Officer for Texas Health Denton hospital, a 255-bed hospital featuring more than 43 specialties. Kathy is an accomplished trainer and public speaker, having taught employee relations, management development and self-improvements classes for more than ten years for various audiences across the US. She has conducted classes and workshops from groups ranging in size from 10-500. Kathy has utilized her organizational abilities and people skills to manage and motivate a team of trainers and managers throughout the Midwest, East Coast and Canada. From 2003-2010 Kathy enjoyed her volunteer role with the HRSouthwest Conference, the official State of Texas Human Resources Conference held each October in Ft. Worth, TX. From 2011 through the present, Kathy has taken an active leadership role in TXSHRM, currently serving as State Director, the largest State Council with 32 chapters encompassing more than 19,000 HR professionals. In addition, since 2012, Kathy remains an active volunteer through her role as counselor at an adult cancer survivor camp and teaching pre-K/Kindergarten Sunday school with her husband Don. Kathy and Don reside in Colleyville, TX and have 4 children and 11 grandchildren. Their annual vacation(s) to Aruba and various camping trips with their Jayco RV are some of their high points of the year. Texas SHRM www.texasshrm.org Find more information at www.brucewaller.com #THR #TexasHealthResources #TexasSHRM #LifeInTheLeadershipLane #FindYourLane

Linda Nedelcoff, Executive Vice President, Chief Strategy and Human Resources Officer for CUNA Mutual Group is no stranger to helping companies be more agile and welcome change to cultivate strong and resilient leaders. Her leadership approach is threefold, focusing on empowerment, engagement and empathy to showcase to her employees the vitality of their role and impact. 

According to Gallup, the executive least likely to become CEO is your Human Resources Officer. It may be time to rethink this often-overlooked position. Here are three reasons why.

Cash Carraway tells us about her life as a working class woman and mother living in poverty today. We discuss the importance of parental leave policy transparency and why only 23 FTSE 100 companies make their maternity and parental leave policies available to the public with Jo Swinson the Liberal Democrat MP, Mairead Niger the chief Human Resources Officer for one of the 23, Diageo and Deborah Hargreaves the founder of the think tank, the High Pay Centre. The novelist and writer Sohaila Abdulali who was gang raped as a seventeen year old in Mumbai talks about the continued assumptions around rape and consent. The teacher and author Emma Kell offers advice around the move from Primary to secondary school and we hear from listeners Jane, Tony and Velda. We discuss girl code, what it is, how it’s broken and whether it has a place outside the tv show Love Island with freelance writer Moya Lothian-McLean and Lifestyle editor at the Metro Ellen Scott. And the Lebanese songwriter Tania Saleh and Palastinian poet Farah Chamma share their experiences as women artists in the Arab world. Presented by Jane Garvey Producer: Rabeka Nurmahomed Editor: Karen Dalziel

In this episode we talk with Jonny Percy, second-year MBA student, President of the Graduate Management Association, and Human Resources Officer for the UB Management Consulting group. In our conversation Jonny gives us details on how to make the most out of your time in the UB MBA program. If you are a prospective student looking to learn about the ins and outs of the MBA, or are a current student looking to get more involved, Jonny Percy is the perfect person to get you excited and engaged. Webpage: http://mgt.buffalo.edu/degree-programs/master-of-business-mba.html Jonny Percy: https://www.linkedin.com/in/jonnypercy/ Jake Walsh: https://www.linkedin.com/in/jake-walsh-mgmt/ Orion LaMontagne: https://www.linkedin.com/in/orionl/

Kate Bischoff is an enthusiastic management-side employment attorney and SHRM-SCP/SPHR-certified HR pro.  She advises organizations in a wide range of industries on employment law and human resources issues, from recruitment and workplace culture to terminations. Kate is passionate about improving company culture and using technology (social media and data analytics) in the workplace. Kate speaks from experience when advising clients when administrative and court matters commence. Prior to founding tHRive Law & Consulting, Ms. Bischoff served as a Human Resources Officer for the United States Department of State at the U.S. Embassy Lusaka, Zambia and for the U.S. Consulate General Jerusalem. Kate is also an Adjunct Professor at Mitchell Hamline, serving as faculty for the School of Law’s HR Compliance Certificate Program.

Kellie Hall  is a 2014 graduate of the Naval Academy and currently serves on Active Duty as a Navy LT. Kellie has served on Navy ships taking her on deployments throughout Western Pacific and now Kellie takes her talent abroad as a Human Resources Officer. Kellie is currently stationed in Columbus Ohio which ultimately led Kellie on her journey to competing in MISS Ohio USA.   Kellie first competed in 2016 and is again going to take on the challenge and opportunity of MISS Ohio USA. Kellie became a 2x finalist at MISS Ohio USA and 2x Miss Congeniality winner.   Kellie is an awe inspiring person who not only serves her country and competes in pageants but is also a talented entrepreneur working as an amazing photographer and event host for Bumble.   Kellie is the real deal and she has a heart of gold. We are glad to her back on the podcast. Hope you brought your torch because things are about to heat.  Here we go, let’s do the show.

Jim Lawler has more than 30 years of HR experience, including extensive international experience in people-driven businesses. Prior to joining ICF, he served as chief HR officer at TASC, Inc., while the company was establishing itself as a standalone company. At TASC, Mr. Lawler designed and staffed the HR organization; recruited key members of the senior leadership team; designed and led the rollout of the company's compensation and benefits programs; and executed an HR systems conversion. Mr. Lawler has a B.A. in Economics from the University of Georgia and an executive coaching certification through Georgetown University's Leadership Coaching Program.

Kate Bischoff is an enthusiastic management-side employment attorney and SHRM-SCP/SPHR-certified HR pro.  She advises organizations in a wide range of industries on employment law and human resources issues, from recruitment and workplace culture to terminations. Kate is passionate about improving company culture and using technology (social media and data analytics) in the workplace. Kate speaks from experience when advising clients when administrative and court matters commence. Prior to founding tHRive Law & Consulting, Ms. Bischoff served as a Human Resources Officer for the United States Department of State at the U.S. Embassy Lusaka, Zambia and for the U.S. Consulate General Jerusalem. Kate is also an Adjunct Professor at Mitchell Hamline, serving as faculty for the School of Law’s HR Compliance Certificate Program.

Permission to Speak Podcast. Hosted by Leadership Communications Expert Kelly Vandever. Episode #8 - Jacob Morgan. Permission to Speak is the video blog and podcast that loiters at the intersections of leaders who want their people to speak up, technology that facilitates connections, and results that serve an organization’s higher purpose. Topics covered in this episode include: - The Future of Work - Future of Work Podcast - Author - The Collaborative Organization - The Future of Work Community - Future of Work Podcast - The Future in Five - Future Organization - Being a futurist - Interviewing executives driving change at a global level - Social enterprise tools - Strategic approach to collaborative technologies - Framework for making social enterprise work - Social business - Slowing of innovation with vendors of existing social tools - Manager transitioning & becoming more like coaches - CEO of Tangerine (formerly ING Canada) - Leaders becoming more transparent, being more of themselves at work - Pat Waters, LinkedIn - Forward thinking companies - Vulnerability and transparency coming up at conferences and speaking engagements - Francine Katsoudas, Chief People Officer at Cisco - Ellyn Shook, Chief Leadership and Human Resources Officer at Accenture - Creating an environment where people want to show up - Organizations named best place to work outperform those who aren’t - Engaged, happy employees create happy, engaged customers - Educate yourself, listen to other executives are doing, how they’re thinking about the workplace, what their challenges are - Start somewhere – take a concept at work that’s out of date and fix it. Test to see if you can improve - Think of your organization more as a laboratory rather than as a factory - Failure - Get over failure quickly and move on - Forward thinking organizations - Robots and jobs - Organizations moving to better work environments - Impact of millennial generation in the workplace - Should you change your culture first or should you invest in collaborative technology first (it’s a trick question) - Employee experience focus - Pleasantly surprised to see how many organizations are doing awesome stuff - Openness of executives to share what they’re doing and their transparency - Challenge convention with regards to work

A key hurdle for all organisational success is finding the right talent that can help grow the business. Regardless of the industry, region, or company size, the demand for high-quality talent that can grow to become future leaders has never been greater. This intense competition for talent has created the need for a landscape where high potential and high performing employees can excel. Anne-Christine Ahrenkiel, Global Head of Human Resources Officer at Egmont, discusses their plans to create a corporate environment where talent can flourish.

Today’s Future of Work podcast guest is Ellyn Shook, the Chief Leadership and Human Resources Officer of Accenture.  Accenture is a global professional services organization and has over 360,000 around the world.  Their mission is to help improve the way the world works and lives, and lead the digital disruption on behalf of their clients. Ellyn is responsible for leading the global team of human resources experts, who aim to deliver exceptional employee experiences for Accenture’s people.  Today, we speak on talent practices for the 21st century.  Accenture believes that the growth of their people, leads to the growth of their business. Ellyn has been with Accenture since 1988 and became a partner in 2003. She is also on a number of boards including the advisory board of Women in Business at Carlson School of Management at the University of Minnesota and the Women's Leadership Board of the Women and Public Policy program at Harvard's Kennedy School.  Ellyn is helping lead how the workplace is changing, not just as Accenture, but around the world as well. What you will learn in this episode Importance of Experimenting and Testing Ideas in the Workplace The 4th Industrial Revolution Customized Experiences for Employees Changes in Annual Reviews, Bonuses, and Career Progression The Role of HR and Evolution How Companies are Moving Away From Multi Year Implementation Programs How Accenture is Crowd-sourcing Ideas   Links from the episode Ellyn Shook on Twitter Ellyn Shook - Huffington Post  Accenture.com (Music by Ronald Jenkees)

General Clara L. Adams-Ender received her baccalaureate degree in nursing from North Carolina ATState University; a Master of Science Degree in Nursing from the University of Minneappolis and a Master of Military Art and Science degree from the Command and General Staff College, Fort Leavenworth, KS. She has been awarded twelve honorary doctorate degrees in law, public service, humane letters and science. General Adams-Ender rose from a staff nurse in the army nurse corps to become the chief executive officer for 22,000 nurses, a brigadier general and director of personnel for the Army Surgeon General. She was vice-president for nursing at the prestigious Walter Reed Army Medical Center, the largest health care facility in the Department of Defense. In 1967, she became the first female in the Army to be awarded the Expert Field Medical Badge. General Adams-Ender also commanded an army base, a position equivalent to city manager, magistrate and mayor of a city. She was responsible for a $90-million budget while providing quality customer services to 85 different constituent groups.   Jaspen Boothe President and Founder of Final Salute  Jas Boothe (Stevenson) has served over 10 years in the United States Army. Jas has achieved the rank of Captain and is currently serving as a Human Resources Officer in the United States Army National Guard. Jas also deployed during the OIF/OEF campaigns. The bulk of her military career has been working with and advocating for Soldiers and their family members.  The mission of Final Salute Inc. is to provide homeless female Veterans with safe and suitable housing. It is estimated that there are currently 13,000 homeless female Veterans in the United States. For the sacrifices they and their families have made, this is an unacceptable state for any of them to be in. www.finalsalute.org