Podcasts about in hr

In HR 1, Doug Plagnes and Billy Lindsay from the Florida Panthers radio broadcast team talk about the season, the look ahead to the playoffs vs the Tampa Bay Lightning. They talk to Tim Reynolds from the Associated Press as he says that this Panthers team can take on anyone and how they're better than the other teams in the playoffs and says, ' we'll see you at the Parade

What are some tangible ways entrepreneurs, CEOs, and business owners can shape their company culture and brand identity in ways that foster customer loyalty? In this episode, Bill Gallagher and Pam Nemec have a wide-ranging conversation about values, respectful communication in leadership, and successful brands. Pam Nemec is a leader in brand culture and celebrated for her transformative impact on organizational development. In HR, brand communications, and public relations, Pam has revolutionized the way companies nurture their internal cultures, leading to extraordinary customer experiences. Now at the helm of her own consultancy, Pam believes that exceptional brands are built from the inside out, guiding organizations to create vibrant internal cultures that power their success.Key topics that Bill and Pam Nemec explore in this episode: - Pam shares her experience growing up with Whataburger, a restaurant chain, and then working in the company's HR, culture, and branding.- Pam's mission: to help CEOs create cultures that drive performance by connecting with employees and customers.- Creating brand nostalgia and connection through storytelling and empathy.- The lost art of finding a reasonable middle ground in corporate communication, rather than catering to extreme opinions.- The impossibility of making all customers and employees happy all the time. - The balance between taking a stand and staying neutral in business.- Leaning into trends and experiences to create memorable moments and build culture.- The importance of communication and connection within an organization, beyond just offering perks and parties.- Addressing real problems in a company, rather than just putting icing on a mud pie.- Ensuring consistent messaging across an organization.- Why brands should prioritize empathy in their interactions with customers. - Pam's experiences helping others, showing vulnerability and empathy as a leader.Thanks to Pam Nemec for being on the show! Learn more about Pam Nemec Consulting: https://pamnemec.com Connect with Pam on LinkedIn: https://www.linkedin.com/in/pamnemecculturecoach/ Bill Gallagher, Scaling Coach and host of the Scaling Up Business podcast, is an international business coach who works with C-Suite leaders to achieve breakthrough growth. Join Bill in the Growth Navigator Coaching Program: https://ScalingCoach.com/workshop Bill on LinkedIn: https://www.LinkedIn.com/in/BillGallBill on YouTube: https://www.YouTube.com/@BillGallagherScalingCoach Visit https://ScalingUp.com to learn more about Verne Harnish, our team of Scaling Up Coaches, and the Scaling Up Performance Platform, which includes coaching, learning, software, and summit. We share how the fastest-growing companies succeed where so many others fail. We help leadership teams with the biggest decisions around people, strategy, execution, and cash so that they can scale up successfully and beat the odds of business growth. Did you enjoy today's episode? If so, then please leave a review! Help other business leaders discover the Scaling Up Business Podcast so they, too, can benefit from the ideas shared in these podcasts.Subscribe via Spotify: https://spoti.fi/3PGhWPJSubscribe via Apple Podcasts: https://apple.co/3PKe00uBill on Facebook: https://www.facebook.com/billgall/ Bill on Twitter/X: https://twitter.com/billgall Chapters in this episode: (0:05) Pam's experience at Whataburger. (6:42) Brand nostalgia and its impact on customer loyalty....

In HR, quitting is a part of the job. But no one talks about what happens when HR is ready to quit HR.  RyanMae McAvoy, Senior Director of People Operations at Blackthorn.io, joins Hebba to unpack quitting from an HR-centric point of view. When is it time to call it quits? And what factors are the primary motivators behind discontentedness in HR?  RyanMae and Hebba break down the emotional aspects of leaving a job, explain why community is pivotal in decision-making, and reveal the greatest challenges faced by HR professionals on a day-to-day basis. They also dive into the role of empathy, boundary-setting, and personal acknowledgment in creating a happier workplace.  Why are so many HR professionals contemplating quitting? And why does it so often feel like HR is on an island of its own? Together, Hebba and RyanMae shed light on the often neglected aspect of HR professionals contemplating leaving the field.   Reach every worker with Firstup's intelligent communication platform. Firstup helps you connect with your employees, deliver personalized communication, and gain engagement insights to deliver an exceptional employee experience. Visit firstup.io to learn more.   00:00:37 - Accidental HR Career Leads to Leadership 00:03:27 - Improving Employee Retention Through Acknowledgement 00:08:03 - AI vs. Human Touch in HR 00:09:27 - Reasons People Want to Quit 00:12:34 - Coping Through COVID 00:17:44 - Focusing on Mental Health in Workplace 00:21:51 - How to Prioritize Family Time 00:22:09 - Empathy in HR 00:27:40 - Why Setting Expectations is Key for Mental Health 00:31:49 - How to Handle Employee Resignations 00:36:37 - Understanding the Emotional Toll of HR 00:40:56 - Navigating Relationships When Leaving a Job 00:42:53 - Struggling with Authenticity in Workplace 00:48:12 - Balancing Humanity and Work Demands 00:52:17 - Advice for Dealing with Burnout   And if you love I Hate It Here, sign up to Hebba's newsletter! It's for jaded, overworked, and emotionally burnt-out HR/People Operations professionals needing a little inspiration. https://workweek.com/discover-newsletters/i-hate-it-here-newsletter/   And if you love the podcast, be sure to check out https://www.youtube.com/@ihateit-here for even more exclusive insider content!   Follow RyanMae:  LinkedIn: https://www.linkedin.com/in/rm80920/   Follow Hebba:  YouTube: https://www.youtube.com/@ihateit-here/videos LinkedIn: https://linkedin.com/in/hebba-youssef Twitter: https://twitter.com/hebbamyoussef

In HR, cultivating a marathon mindset isn't just a choice; it's a necessity.  It's about pacing yourself for the long run, emphasizing strategic growth and intentional planning with each stride, and not just speeding through daily tasks. In this episode, we dive deep with Marissa Morrison, the VP of People at ZipRecruiter, as she discusses her impressive career and personal journey of balance, self-awareness, and intentional living. Throughout the conversation, the central theme revolves around understanding and acting upon your personal and professional aspirations.  Marissa poses two powerful questions for self-reflection: “What do I want?” and “How do I want to show up?” Genuine answers to these questions will lead to finding activities that recharge your batteries while being conscious of those that drain you.   Resources: For the entire interview, subscribe to HR Superstars on Spotify, Apple Podcasts, or YouTube, Or tune in on our website. Original podcast track produced by Entheo. Want to connect with thousands of other strategic HR leaders like you? Join the HR Superstars Community! Listening on a desktop & can't see the links? Just search for HR Superstars in your favorite podcast player. Hear Adam's thoughts on elevating your HR career by following him on LinkedIn.  Click here to download 15Five's Manager Enablement Playbook!  Join the HR Superstars Summit on Feb 22nd at 12 ET. This free, virtual event is packed full of actionable insights by strategic HR professionals. Register here!

"In HR, understanding the big picture, empathy, strong interpersonal skills, resilience, and ethical decision-making are essential for effective management and   trust-building."In this episode, we welcome Sapna Pathak, an HR luminary and co-founder of HRXcelerate. With a storied career spanning LatentBridge, Cogoport, PayU India, and Bank Novo, Sapna shares her insights on HR innovation, diversity and inclusion, and the impact of technology on the workplace. Her academic background from IIM and Delhi University adds depth to our exploration of the evolving HR landscape. Join us for a captivating conversation with Sapna, a visionary in shaping the future of work.This episode showcases Sapna Pathak, HR visionary, discussing transformative HR practices in startups. She emphasizes diversity, empathy, adaptability, and the importance of mental health in creating effective workplaces. Sapna offers insights on scaling globally, talent development, and embedding DEI into HR strategies, providing a roadmap for HR professionals and leaders to drive organizational success and foster a culture of continuous learning and well-being in a dynamic HR landscape.Episode HighlightLessons for Aspiring HR ProfessionalsFuture Trends in HR and Talent AcquisitionDesigning Talent Development StrategiesKey Milestones in HR CareerFollow: Sapna on LinkedinProduced by: Priya BhattPodcast Host: Ipshita SharmaAbout Springworks:Springworks is a fully-distributed HR technology organisation building tools and products to simplify recruitment, onboarding, employee engagement, and retention. The product stack from Springworks includes:SpringVerify— B2B verification platformEngageWith— employee recognition and rewards platform that enriches company cultureTrivia — a suite of real-time, fun, and interactive games platforms for remote/hybrid team-buildingSpringRole — verified professional-profile platform backed by blockchain, andSpringRecruit — a forever-free applicant tracking system.Springworks prides itself on being an organisation focused on employee well-being and workplace culture, leading to a 4.8 rating on Glassdoor for the 200+ employee strength company.

In HR we have to navigate the boundaries between us and leadership. We want to provide good service, but we can't enable leaders to avoid their responsibilities. This week's guest was Pam Schmidt. Pam, a leadership and organization development consultant, shared her experiences and insights on a common challenge in HR and offered some practical advice (and a little bit of spine!) Pam discussed: 2️⃣ Two ways leaders may approach HR that may be misguided: role clarity and team function.

In HR 2 we check in with former NFL AT for the Eagles and Chiefs Aaron Borgmann as we get his insights on the dislocated wrist injury Nick Bolton suffered in yesterday's game. Then, Todd Leabo calls in as we get his reaction to the Chiefs moving to 6-1 as they took care of their rival Chargers. And how'd Todd feel about this weekend of CFB as his Sooners get a close win over UCFSee omnystudio.com/listener for privacy information.

In HR 3 we turn to our national football analyst as we take a look at the NFL as a whole with Kathryn Tappen of NBC Sports. Hear Kathryn talk with the guys about the Ravens win over the Lions and yesterday's surprise victor in the Patriots. Then, we talk with Kathryn about her Saturday assignment in Lansing and Hitler on the scoreboard?? Then, we talk with our Monday Morning QB Chase Daniel and get his thoughts on another win for Mizzou and the Chiefs continuing to roll through divisional opponentsSee omnystudio.com/listener for privacy information.

What are the different roles available within the insurance industry, and how might one transition from one type of role to another? What is the career advantage of participating in additional activities in the workplace? What educational steps do we need to take to alter misconceptions about our industry at an early stage? In this episode, we're very pleased to be speaking with Louise Clemments, Senior HR Business Partner at HDI Global Specialty. In conversation with Sandra Lewin, Louise discusses the nature of her role and how HR underpins the fundamental infrastructure of insurance businesses. She suggests that insurance is a uniquely advantageous industry to work in due to the versatility of the skills that you acquire, which are transferrable across a wide array of roles. Furthermore, she suggests that active participation in the additional activities available at your workplace, particularly in the early stages of your career, is instrumental to a healthy career progression.   Quote of the Episode “I'm very passionate about finding the right person for the job. And in the insurance market, we know there is a talent drain with not enough young diverse talent coming in, thinking about careers in this field. But rather than just sitting around complaining about this, I feel we all have a responsibility to make changes and spread the word about what an interesting and fulfilling career insurance can be.” For Louise, the onus is on everyone within the insurance industry to help to promote it to the general public. This is particularly essential on an educational basis. Insurance and the broader financial services remain male-dominated industries, with many girls dissuaded from considering such a career due to the prospect of being the only woman in the office. To alter this mindset, we need to have an educative presence in schools and universities, discussing the various benefits of working in our ever-evolving industry. Consequently, this year HDI launched an Early Careers Programme offering formal internships and apprenticeships. They have also partnered with an outreach provider to ensure that candidates come from socially diverse economic backgrounds. For Louise, it is key that we spread the word to people who may not have considered a career in financial services, who will have skills that can undoubtedly be transferred to insurance.   Key Takeaways For Louise, when onboarding new employees and retaining those employees, it is fundamental that we listen to them to understand what they want from their roles and their careers in the long-term. Similarly, we must be transparent about what we can offer as employers to facilitate those goals. Many people consider work culture to be a key factor in which roles they apply for, and a greater emphasis on this when advertising roles, clarifying how the business operates, may help substantially to boost insurance recruitment efforts. Louise suggests that the Great Resignation observed in recent years is proof that a ‘job for life' is not inevitable. She suggests that there is great value in trying lots of different roles in order to gain different types of exposure and experience. The insurance industry is particularly well-equipped for this kind of experimentation, with many types of roles requiring different skills on offer. For example, Louise herself works in HR, but there are various skills held by brokers or underwriters which could fluidly transfer to a role in this department. In HR, you are advising business leaders on strategy, so a general background in insurance would make you very well-placed to facilitate this kind of decision-making. In addition to her role in HR, Louise holds a book club at work which communes every four to five weeks, focusing on books with a business or leadership leaning. Engaging in such activities at work can have huge career advantages. Being present and volunteering for additional activities at work showcases your willingness to be involved with and contribute to the business to the senior people who make decisions about your career when you're not in the room. This type of visibility can be instrumental to your future career progression.   Best Moments/Key Quotes “I think it's quite an old-fashioned mentality to have a ‘job for life'. I think some of our European counterparts may still believe that to be true. But I think that one of the nice things, certainly in my career, is I've worked for small to medium sized firms, and the exposure you get, because you're having to do everything, you have fingers in many pies, is great.”   “There's a slight myth that the younger generation don't want to do things outside of their pay exclusively. We've actually found these are the individuals who do want to be good corporate citizens and make a difference.” ‘I would love to see more people going from insurance roles such as claims, underwriting, broking to transfer into HR because I think it will give you excellent grounding.'   “If you want to showcase yourself to other senior people who quite honestly make decisions about your career when you're not in the room, you have to you have to be present in those other aspects of the organisation that are not necessarily part of your day to day.”   Resources Empower Development – TikTok: https://www.tiktok.com/@empower.development Mindset by Carol Dweck Lean In: Women, Work, and the Will to Lead by Nell Scovell and Sheryl Sandberg Atomic Habits by James Clear   About the Guest Louise Clemments is the Senior HR Business Partner at HDI Global Specialty. She has 15 years of generalist HR experience, working predominantly with small to medium sized firms in the financial services sector. Louise's LinkedIn Profile: https://www.linkedin.com/in/lclements1/   About the Host Sandra Lewin started her career in insurance as a broker and has since taken on many different roles. Alongside being a host of this podcast "100 Women in Insurance", she also specializes in helping insurance businesses and professionals establish a social media presence, delivers change programs, and provides one-on-one coaching for women looking to take control of their careers and lives. Connect with Sandra on LinkedIn and find out more: https://uk.linkedin.com/in/sandralewin

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For Erica, finding the right kind of employees, ones that are prone to growth and seeking out challenges, is fundamental to success, and she talks about why this individual attitude is the number one thing she looks for in prospective hires. She also lists a few of the other factors that make up good employees and why there are no perfect candidates out there.   Key Points From This Episode:   Lessons and reflections from this year's ATD Conference.  Erica shares her background and path to her current role at Wellthy.  Strategies for assessing and dealing with employee disengagement. Why treading water should always be addressed.   Why engaged employees are the best kinds of company ambassadors.  Different ways that individuals can distinguish themselves.   Erica talks about confronting the challenges of the remote workplace. The role of recruitment in the talent life cycle.  Erica shares where she wants to be in five years!    Tweetables:   “In HR in general, - the path is never straight, for most people.” — Erica Maureen [0:04:22]   “I really loved putting the processes in place but I wanted to make sure there was a quality effect in order to make sure that the patients were having this great experience.” — Erica Maureen [0:05:25]   “After a while I got sick of working for a large corporation and working for a hospital center and I really wanted to get into tech.” — Erica Maureen [0:06:13]   “If you have employees that are stagnant, guess what, they are not going to be engaged.” — Erica Maureen [0:09:21]   Links Mentioned in Today's Episode:   Erica Maureen Wellthy  ATD  Talk Talent to Me Hired  

Good processes allow us to get things done, as long as they don't take more time!  In HR, there are two types of HR, in our opinion, Foundational HR and Transformational HR. A good audit and process allows us to have a strong foundation so that we can focus on the transformation of HR that ties to the people strategy. You can find show notes and more information by clicking here: https://hrinnovates.me/TO124

Rhonda Rush has always been a leader. That's the nice way of saying she's a bossy-pants, take-charge kind of gal. The creatives have an idea to sell; the entrepreneurs put their money behind the ideas; and the doers make the idea come to life. In HR, Rhonda herds those people together and points them in the same direction while attempting to keep everyone in their lane and assisting managers with their teams. She is passionate about ensuring that people achieve the goal of the business and if no one else steps up, she steps in. Rhonda is a Human Resource professional with diverse knowledge spanning multiple industries and experience in the following areas: Benefits Administration, 401(k), Payroll Administration, Business Management, Communications, Recruiting / Interviewing, Employee Relations, Conflict Resolution, Workforce Planning, Performance Management, Time & Labor Management, Training & Development, Policy Development, HRIS Administration/Implementation, Project Management, Team Building. Progressive – Dr.Rick Heidi Hartman pod Shalynne Jackson pod Nancy Gunter pod LSAT OSHA Resident Alien – tv show Daisy Jones & the Six Positioning for Professionals Power of Moments  

ChatGPT is a large language model developed by OpenAI that uses artificial intelligence to generate human-like responses to text-based inputs. In HR, ChatGPT can be used for a variety of applications.

It's hard to believe, but 2023 is just around the corner. In HR circles, that means one thing: time to start preparing for the future! What can you expect over the next few years? Join John Baldino, Josh Rock, and host Shari Simpson as they discuss a few predictions.   Guest(s): John Baldino, President, Humareso John founded Humareso to strategize with companies to develop plans to manage talent, recruit for skills gaps based on employee inventories, assess markets for growth, develop long-range succession plans and influence a culture of enthusiastic buy-in.  Humareso provides outsourced human resource services, including its flagship HRO plan, which helps businesses save money, increase productivity, and reduce legal risks by providing dedicated HR consulting for compliance, training, performance management, employee relations, workplace management, discipline and other important HR best practices. John has a Bachelor's degree in English and a Master's degree in HR Development and has 27 years of experience in Human Resources. His areas of expertise include Performance and Change Management, Organizational Development, Leadership Development, etc. Josh Rock, Talent Acquisition Manager, Nuss Truck Group Inc. Josh Rock is the Talent Acquisition Manager with Nuss Truck & Equipment in Minnesota. Josh is also the lead moderator of JobHuntChat, the longest weekly job advice chat on Twitter for the past 11 years. Josh's infectious energy and enthusiasm for career advancement & discovery lead him to speak to scores of colleges and job-seeking groups across the US.   Mentioned in the episode: Humareso: https://humareso.com/ Nuss Truck Group Inc: https://www.nussgrp.com/  

In HR we deal with many upset people. Perhaps it's not daily but it's pretty frequent. This video will give you some tips on how to deal with situations like: "My leader is an a**hole... RIGHT?" You: "Look at my nice presentation about [policy]." Employee: "We don't want to talk about that, let me tell you about

Dear Life Warriors, "you don't hire employees and workers, you hire humans"~ Natasha Bowman. Employers, I encourage you to take the HOLISTIC APPROACH TO CORPORATE HEALTH. It's a simple approach, you are hiring a whole person and that whole person comes with a whole lot of stuff. Very well said by Natasha in this interview.You have to adjust your leadership style, you have to be humble, and you have to be empathetic. Your personal plan of reflection and inclusion begins with you. I just loved loved this conversation. BRING BACK THE "HUMAN" IN HR! That's my campaign for 2022 and I stand by it.I encourage you to consult with Natasha on your next DEI initiatives! She will whip your organization into shape with love.Purchase Char's Journal: https://www.amazon.com/30-DAYS-NEW-YOU-JOURNAL/dp/0578726572Subscribe to the show on YouTube: https://www.youtube.com/c/DearLifeWarriorsABOUT DEAR LIFE WARRIORS (DLW): Dear Life Warrior's mission is to empower people of color with unyielding tenacity to hang on until destiny is fulfilled. Our vision is that everyone that watches Dear Life Warriors will have a great understanding that the Journey of Life is a process, and if a process is to be fruitful it will take determination to reach completion.#dearlifewarriors #mentalhealthatwork #leadershipdevelopment #lifecoachingtips #lifecoach

In this episode of ICommunicate, Tracy Burns, CEO of Northeast Human Resources Association (NEHRA), joins Kyrah Altman, Chill Officer of LEAD to discuss how to promote an environment that inspires vulnerability and collaboration as well as manage an employee's recovery for setbacks like burnout and indecisiveness. In 2017, Tracy was featured in Boston Business Journal's series “Women of Influence”. A sought-after expert in “all things HR”, Tracy is often quoted in local and national media outlets and has been featured on various industry-related podcasts, including The Hennessy Report and HR Rebooted. Segment 1: With workplaces needing to adapt to changing Covid policies, HR leaders have the opportunity to guide employees through difficult times. How can HR dissipate the fear of employees and feed into a transparent culture? What resources and tools can we offer employees to prevent burnout and increase engagement? Segment 2: In HR, it's essential that we avoid blanket solutions for problems, and instead treat every employee as independent. How can we ensure that employees feel comfortable collaborating with HR on solutions to their problems? How can leaders help their team recover from burnout? Segment 3: With awareness of workplace culture and ethics increasing over the past few years, the job market is shifting in a way that allows employees more leverage. What's the power in changing the language we use in our company culture, and how can that improve attitudes in the workplace? Why is it significant, now more than ever, that we allow employees the right to make mistakes? Segment 4: We've witnessed an unprecedented uptick in people questioning their satisfaction in the workplace. It's time for leaders to help their teams find out what decisions are best for them. How can we motivate employees to feel as though they are making a significant contribution to the company as well as their own wellness? What behaviors should we be modeling to improve company culture?

In HR 1 of Bart and Hahn, the guys discuss the news that the Yankees were unable to reach an agreement on a contract extension with star OF Aaron Judge, and talk about how close Tom Brady was to joining the Dolphins. Learn more about your ad choices. Visit megaphone.fm/adchoices

In HR 2 of Bart and Hahn, we're joined by Jay Williams from Keyshawn, JWill and Max to talk NBA. Plus, the latest on the Brian Flores lawsuit, our countdown to Jackie Robinson Day, and we look at the Lions in our draft segment, Draft for Dummies. Learn more about your ad choices. Visit megaphone.fm/adchoices

In HR 3 of Bart and Hahn, the guys discuss the latest developments between the Yankees and Aaron Judge, and get into a fun discussion about baseball movies. Is Naked Gun a baseball movie??? Learn more about your ad choices. Visit megaphone.fm/adchoices

Lucinda is joined by Morna Bunce, the CPO of Stowe Family Law, to discuss the culture that the company has managed to implement, how keeping people at the heart of matters, we create happy, functional organisations, and how she is leading through innovation by elevating her own career vision to boardroom level. KEY TAKEAWAYS HR has long been seen as something transactional - generally where people go to receive their wages, and to book holiday. However, the world is changing, and the role of HR has now become the human facing side of the business itself. We must seek to articulate, to our managers, what our own vision for our career looks like. Make yourself heard and keep yourself in the conversation. In HR, people are much more willing to share ideas and information. It can be incredibly useful to network with others, to share visions, and to hold our ideas accountable. It's important to talk about the commercial elements of the business to our people, but it shouldn't be the whole conversation. We must keep their needs and issues at the heart of conversations. BEST MOMENTS 'HR has always been where my interest was' 'We are a people business, and we see that as an investment' 'We must show, through our delivery, what we are capable of' 'Collaboration makes everybody's working life better' VALUABLE RESOURCES The HR Uprising Podcast | Apple | Spotify | Stitcher   The HR Uprising LinkedIn Group How to Prioritise Self-Care (The HR Uprising) How To Be A Change Superhero - by Lucinda Carney HR Uprising Mastermind - https://hruprising.com/mastermind/   www.changesuperhero.com www.hruprising.com          Morna Bunce LinkedIn - https://www.linkedin.com/in/mornarose/?originalSubdomain=uk Find out  more about Actus 360 NOW here: Actus 360 NOW General Landing Page: https://pages.services/info.actus.co.uk/actus-360-now/?ts=1644830927010 About The Guest Morna has more than 15 years' HR experience, developing her career alongside the growing family law firm, Stowe Family Law. Passionate about people and culture, as Chief People Officer, Morna is an integral part of the Executive Team at Stowe and leads the Talent and People & Culture teams. Morna has a particular interest in promoting wellbeing through sustainable working practices. Stowe Family Law is the UK's largest specialist family law firm, with over 40 offices nationwide. We are dedicated to family matters, offering tailored support so each case is handled with care. ABOUT THE HOST Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk Linked In: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising See omnystudio.com/listener for privacy information.

This week on the podcast I'm sharing about Leadership Compassion and Why it's important The reasons why it's not being soft The small things you can do that have a big impact What to know so that you can guard against compassion fatigue too. There's always going to be differing views about leadership skills, compassion and whether it's too soft.  I'm hoping this episode will get you thinking about things differently and enable you to support your teams and do your work better. Being compassionate is not something we're born with.  It comes from a considerate behaviour, kind gestures, generous actions here and there that can make someone's day.  Even the smallest moments can have a big impact.   Kindness and compassion go hand in hand and enable you to be a leader that people feel that others can relate to, you're accessible and approachable.   A lot of organisations have done work with their people to encourage their people to come forward and say if they're struggling.  Some organisations are finding that middle managers don't know how to deal with these things.    Similarly there are people who are helping supporting, and often it can feel like they have become overloaded.  Compassion fatigue can affect those in the most dedicated of professions.   Why should we be compassionate?   When we're compassionate it creates connections You create stronger connections Connections improve trust Trust enhances loyalty so people feel they can come to you with issues. Then you have collaboration regardless of levels of management.   Compassion is not the be-all and end-all – there needs to be leadership compassion with a whole other leadership skills.   Compassion can be being supportive with mentorship, guidance too.  When we express appreciation for what people have done, recognise accomplishments, or difficult moments, pressurised meetings and share your appreciation for them doing what they do.   Listen to the story of Emma's girls being confused with the recognition she was given and the discussion that took place.   Sharing compassion means people want to turn up for work, there's a better workplace environment.  So compassion is often about making people feel comfortable around you, having positivity, flexibility and support.  That way people will come to you with concerns, issues and problem.  So people with come to you because of what you do, rather than just because you're the boss.   The other side of this is compassion fatigue.   The condition is often described as ‘the cost of caring' and can lead to a struggle to empathise or feel compassion for others.  Often there are people are in key areas of work who become the front line for others to offload their emotions or deal with emotive or traumatic situations.   It's classed a a deep emotional and physical exhaustion. It's also called secondary trauma and it's something I've been talking about a lot through the pandemic because people are picking up cares, concerns, difficulties through out lockdown.   Therapists and counsellors are often trained to have key ways to be compassionate without absorbing all the feelings, being overloaded and carrying everyone else's emotional feelings.  In HR, people professions, you're not given this level of training.   It's important to look for the clues and know if you recognise those feelings immediately. So that you know if you're feeling run down, worn out too often?    Make sure you know you've got tools and skills to reduce those feelings and reduce the stress levels so that you've got quick and effective ways to keep yourself back at your best quite quickly.    Remember it's not your job to fix things.  Yes be compassionate, support and sign-post.   Talk to me if you want to know about my training on this subject of compassion fatigue.   In summary, it's important to be compassionate, but ensure that it's not detrimental to your own energy and wellbeing.   Any questions on this, drop me an email at emma@emmalangton.com   For further information on 1:1, group coaching or training get in touch.       Please do make sure you hit ‘subscribe' so that don't miss an episode.   If you haven't yet  left a review, please do go and find the little button to leave a review and let me know your thoughts, key take-aways and what you value from the podcast. Join my corporate leadership and wellbeing newsletter HERE If you want to be increasing your performance so that you're more resilient, less stressed in these current times, so that you can focus easily, use tools and techniques to deal with all the current and unknown challenges then make sure that you head over to my website at http://www.emmalangton.com     

In Hr 1 Big O discusses the NBA Finals, Giannis, CP3 & Monty Williams.

In Hr 2 Big O looks at the Miami Hurricanes, Miami Marlins, Miami Heat & Miami Dolphins

What is that and what are the implications in business?  In HR we discuss the concept of onboarding often.  But rarely, do we discuss reboarding and what it means to the organization and to employees.  Join Chas and Julie as they discuss the things you should know when bringing employees back to the office after an extended period of time. The Workforce Institute @ UKG The Workforce Institute at UKG is the first think tank studying issues for hourly & salaried workers

Deze keer is Lesley Arens te gast in het hoofd van An Degryse, project developer & HR advisor bij Axis. An komt uit een ‘nest van journalisten' waar het belang en de meerwaarde van vragen stellen haar met de paplepel ingegeven werd. Die nieuwsgierigheid vertaalde zich onder meer in haar keuze om psychologie te studeren. Tot twee keer toe werd ze van heel dichtbij met de dood geconfronteerd op het werk: een eerste keer tijdens de aanslagen op de luchthaven in Zaventem, een tweede keer toen haar toenmalige MD door gevolgen van corona kwam te overlijden. Ze houdt van verhalen die kleven, ze is ervan overtuigd dat de meeste mensen deugen en rekruteren, dat is een ambacht zegt ze. Ze doet het dan ook bijzonder graag. Je kan leren van alles en iedereen, van puberende tieners bijvoorbeeld waarmee ze als klinisch psychologe samenwerkte of van de politiek. An zou overigens nooit in de politiek gaan. En toch heeft ze daar graag en lang en hard gewerkt. Bij CD&V stond ze in voor het dagelijks management en de dagelijkse leiding van het team dat lokale afdelingen binnen de politieke partij ondersteunt en coacht op vlak van strategie en communicatie, een job die bijzonder veel van haar eiste in die mate zelfs dat haar lichaam al een aantal keer een heel duidelijk signaal had gegeven dat ze het dringend rustiger aan moest doen. Het waren de aanslagen op de luchthaven van Zaventem en in het metrostation Maalbeek in Brussel die nodig waren om haar tot actie te brengen. Ze werd die dag van heel dichtbij geconfronteerd met mensen die hun levens zelfs niet meer konden verder zetten. Er is die dag een vrouw in haar armen gestorven  en dan bekijk je ook je eigen leven vanuit een ander perspectief.  Kort daarna heeft ze bewust gekozen voor een nieuwe job. In HR. We hebben het over politiek, over hoe omgaan met crisissen, over purpose en over work life balance, over haar rolmodellen en over gezonde nieuwsgierigheidBedrijven zullen het meest floreren als ze bruggen bouwen tussen finance, sales, marketing en HR, zegt ze.  Veel kijk- en luisterplezier!+++Honger naar meer? SCHRIJF JE IN VOOR DE NIEUWSBRIEF - https://zigzaghr.be/inschrijving-nieuwsbriefLEES DE ARTIKELS - https://zigzaghr.be/inspiratie/ABONNEER JE OP HET TIJDSCHRIFT - https://zigzaghr.be/tijdschrift/And don't forget: it's a great time to be in HR!+++ism Spaces, Tour & Taxis, Gare Maritime

#leadership​ #leadershipdevelopment​ #valuesandleadership​ #podcast​ Welcome to a new episode from the values and Leadership podcast. This episode is the production of CorpoCure, a values-based leadership development Advisory firm. Rob is world-leading when it comes to enabling and encouraging job crafting within workplaces. He is the author of Personalization at Work, a practical and evidence-informed guide to applying job crafting published by Kogan Page in March 2020. His work, ideas, and research on how people can personalize and bring their whole and best selves to their jobs have been presented at academic and professional conferences worldwide. Rob is a specialist in bringing positive psychology to life within organizations. He is the founder and Chief Positive Deviant of Tailored Thinking, evidence-based positive psychology, wellbeing, and HR consultancy named HR Consultancy of the Year 2020 by the CIPD. What you can expect to listen to: • In HR, we're trying to squeeze the individuality and set a direction for people and resulted in disinterested and disengaged employees • In job crafting workshops, Appreciative inquiry is used to understand what's working well and amplify it and create a vision for a peak outcome • JOB crafting is to customize and personalize certain elements of your role on how you'll act, how you interact with people, how you think about your job. Hence, it's the best reflection of you as an individual to tap into your strengths, passion, and individuality. So it's about iterative changes you can do. • JOB crafting is done in any stage of the team (newly formed and existing for a long period) or organization development, especially during change. Job crafting is beneficial when there are roles and responsibilities. • Job crafting brings awareness as to your personalized way of doing things to do deliberately with intent and how these impact your teams and outcome, and you can do that mentally without physically engage with them

In Hr 2, Bink talks with Royals Insider Josh Vernier, talks about the Royals upcoming season, and proposes an idea for the pending 17th NFL game on the NFL schedule See omnystudio.com/listener for privacy information.

In Hr 3, Bink talks college athletes getting endorsement money, what Chris Harris had to say about Patrick Mahomes, and talks about the NFL QB carousel See omnystudio.com/listener for privacy information.

In Hr 1, Bink previews the Chiefs/Bills matchup, talks to Matt Lane from Arrowhead Pride, and talks Bills with Mike Danger See omnystudio.com/listener for privacy information.

In Hr 2, Bink talks plays highlights from the Drive's interview with Rich Gannon, takes listener calls, and talks about the NFL Scouting Combine's cancellation See omnystudio.com/listener for privacy information.

In Hr 2, Bink tells you his top 5 NFL teams, and talks more Chiefs to close out the show See omnystudio.com/listener for privacy information.

In Hr 1, Bink talks about the World Series Game 6, talks to Arrowhead Pride's Matt Lane, and details his cooking woes See omnystudio.com/listener for privacy information.

In Hr 2, Bink talks more Chiefs, plays audio from Broncos playes and coaches, adn talks about whether the Broncos are really a Chiefs rival See omnystudio.com/listener for privacy information.

In Hr 2, Bink talks more Chiefs, tells you who he thinks is the Chiefs biggest rival, and tells you where Eric Bienemy should coach next See omnystudio.com/listener for privacy information.

In Hr 1, Bink talks MLB Playoffs and the 2020 Royals with 610 Sports Royals Insider Josh Vernier, See omnystudio.com/listener for privacy information.

In Hr 2, Bink talks Chiefs/Patriots, talks about the CHiefs win over the Ravens, and talks about the lack of a CFP expansion See omnystudio.com/listener for privacy information.

Tara Jaraysi Kenning: "Teamwork makes the dream work," John C. Maxwell. I'm Tara Jaraysi Kenning, and I'm a Tri-Cities influencer. Paul Casey: A good rule of thumb is before you speak, ask yourself, is what I'm about to say true, necessary and kind? TNK Announcer: Raising the water level of leadership in the Tri-Cities of Eastern Washington. It's the Tri-cities Influencer podcast. Welcome to the TCI podcast, where local leadership and self leadership expert Paul Casey interviews, local CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams, so we can all benefit from their wisdom and experience. Here's your host, Paul Casey of Growing Forward Services, coaching, and equipping individuals and teams to spark breakthrough success. Paul Casey: It's a great day to grow forward. Thanks for joining me for today's episode with Tony Howard. He is the assistant superintendent of human resources for the Richland School District. I asked him for a fun fact about him. And he said, "Well, during this Corona crisis, the family has decided to watch Survivor reruns." And I said, "You know what? We are too." So I think we're on season 23 going back. And we both said we would never do that in a normal time, but what are we going to do? It'll be our memory for the Corona season is watching survivor reruns. Paul Casey: Well, we're going to dive in with Tony after checking in with our Tri-City Influencer sponsors. Preston House: Hi, my name is Preston House, and I'm the local owner of Papa John's Pizza right here in Tri-cities. Jesus Melendez: I'm Jesus Melendez, vice president and commercial lender with Community First Bank and HFG trust. Preston House: When I moved here in 2009 with my family from Boise, Idaho, I knew I wanted to move from a franchise to a local business owner. I'd been working with Papa John's since I was 16 years old, so when it came time to open my own location here in my own community, I knew I needed some financial guidance from an organization who understood my needs as a small business owner. Jesus Melendez: Small business owners often have a lot on their plate: employment retirement plans, payroll bills. Our mission is to become your financial partner for life, and is motivated by providing people in our community, like Preston, with all the information and support they need all under one roof. Preston House: It's really simple. No matter what I need, all it takes is one phone call. No automated prompts, no call waiting. It's just a local business serving another local business. Jesus Melendez: For more information on how Community First bank and HFG trust can help you get back on track. Visit www.community1st.com. That's www.community1st.com. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. Well, welcome, Tony. I was privileged to meet you years ago. Boy, how many years ago would that be? Tony Howard: I think in 2007, '08, '09? Maybe in there somewhere. Paul Casey: That sounds right, yeah. Yes. My kids were in middle school at Enterprise Middle School. And you were one of the administrators there. Since I was an administrator, I thought, I like to bond with my kids' teachers and principals, so I invited you to lunch or coffee, and you said yes. So that was great. We could talk shop together and I've watched as you continued to move up the chain since then in the district office. So thanks for all you do for our school system. Tony Howard: Well, thank you. I'm really glad to be here today. I appreciate the invitation. Paul Casey: Absolutely. So let's let our listeners get to know you a little bit. Take us through a couple of career highlights that led you to what you're doing now, and also throw in there why you love what you do. Tony Howard: Well, thanks again. I'm really proud to be a lifer in K-12 public ed. I started as a classroom teacher in the early 90s. This is my 27th year. Paul Casey: Wow. Tony Howard: Which I don't know where the time goes. The last 13 of it in Richland, this'll be the start of year 14 in Richland. Worked on both sides of the mountains in the state of Washington. I was a teacher and assistant principal, then principal. What really stands out to me is just the people that I've known along the way and the relationships I've made and people that have taken a 23 year old know-it-all under their wing and let me learn my lessons the hard way, but in a structure of support. I really did imprint on some of that and have tried to model that in my own leadership career with folks. Tony Howard: And now, here we are 27 years later in the middle of trying to redefine public ed on the fly in this brave new world. It's just been an exciting time. I've been in HR for 10 years, as a principal for eight prior to that. Just at every stop, I've had just a wonderful opportunity to work with kids and parents and teachers and staff members and community folks, and coffee with people like you, 12, 13 years ago, that paid off today. That's really been the career highlight for me, is being able to pay all that back to the people that have helped me. Paul Casey: Wow. That's fantastic. Let me ask you this. Was there a time ever in that 27 years that you just said, "Maybe I should think about doing something else?" Did you ever have those days? Tony Howard: I think that 99% of all the days are good days. Like in any career, there are days where you go, "Oh, wow." But I've heard this quote once, "A setback is an opportunity for a comeback." Something like that. Paul Casey: I love that. Tony Howard: Something like that. So, no, I am really proud of the work that I've been able to do with kids and parents and families and communities over the last 27 years, and I'm a pretty happy K-12 guy. Paul Casey: So throughout the journey, you probably hit some obstacles to success, even though you didn't consider making the jump out of there. So what's one of the biggest hurdles you overcame in your career? Tony Howard: It took me some time as a young administrator ... this is 2003, four or five ... to learn the concept of I versus we. I learned some hard, painful lessons about I versus we, and the damage that I can cause, and the power that we can cause. Learning from those experiences really helped my career as an administrator take off because I learned through some speed bumps that it's not about me at all. Leadership is, in part, checking your ego at the door and looking for ways to move the collective forward in a way that's positive for the system. Tony Howard: Has nothing to do with Tony being brilliant or not brilliant on a particular topic. And that took some time. I don't have to have all the right answers. I don't have to always have to insert my opinion everywhere. It helps build trust with the people who work with me and for me, both subordinate in my department and within the organization. But at the end of the day, my role is to facilitate the growth for kids in the public school setting. It's not about what I want, necessarily. That was hard. I was young and pretty headstrong and thought I had it all figured out and really didn't. And like I said, in the open, had some very special people take a liking to the potential that I had and worked me through growing up a little bit. Paul Casey: Wow. So if you're willing to be vulnerable, what was the lesson you learned the hard way? With the whole damage of I. By the way, love that Tri-City influencers. If you missed it, he said, "The damage of I and the power of we." That's a keeper. That's a tweetable moment right there. Tony Howard: I think my first year as an assistant principal way back when, on the other side of the mountains, we had a hearing or something going on with the principal. I was the assistant principal and got a call, "Bring over some stuff to the hearing." I brought it over and made a passing offhand comment, and kind of joking to the district secretary when I came in the door, "I'm here to save the principal." It was a total in jest kind of comment. It landed poorly. "I'm here to save," That's not going to work in terms of what leadership is. Tony Howard: While I maybe didn't appreciate it at the time, rightfully so, got my bell rung pretty good about the fact that, first of all, I don't do anything. Second of all, we don't say that to each other. And third of all, it's time for you to grow up and sit in the chair that you need to sit in. I remember, it was done at four o'clock on a Friday afternoon, which was always tactically brilliant when you're trying to deliver lessons of love, you know? Tony Howard: I got to chew on it all weekend and decided he was right and I was going to make some changes. Within 15 months, I got moved from an assistant principal to a principal, and we're off to the races. So that's that tough love, that invest in potential, that I think is important for leaders to see. While I didn't appreciate getting chewed out, it was the greater good and he was right. Paul Casey: Yeah. You mentioned that some people took you under their wing and maybe taught you some of those lessons. Were those some mentors in your life? Were those other educators? Who were those folks in your life along the way that you really respect them speaking into your life? Tony Howard: I think all was the answer to that. This particular example was a supervisor. The superintendent brought me in and let me have it pretty good. But I never once thought ... and I think this is important in leadership ... that he was attacking me the person. He was getting after a bad choice in an effort of growth. Because he could fire me if you wanted to. That's the way it goes. But he chose to invest. Tony Howard: So I've had really good experiences with superintendents and principal, administrative colleagues over the years. The strongest bonds I have are with folks that aren't afraid to question, or aren't afraid to push on me a little bit. I appreciate intelligent discourse. I work in human resources. All we do is manage conflict. Paul Casey: Whoo hoo! Tony Howard: Nobody calls us up and says, "Hey, great job." We're always working on some sort of thing. So I appreciate folks that, with the right intention, ask hard questions and we're looking for the common right answer. I wouldn't be who I am professionally without my wife, as a counterpoint. She's got insight. She's not an administrator K-12 and she doesn't run in the world I run in professionally every day, but there are times where she has insight into who I am. She knows me pretty well, and will bring me up and have me think about a couple of things, which I like. Because like I said, it's not about me being right. It's about what's right for the system. We all get stuck in our thinking once in a while and really need those people to trust, to kind of push you. Paul Casey: That's right. Receiving feedback is difficult for many people, and I think if you do approach like you do with that, let's move ego and put it to the side, because ego usually leads to defensiveness. Somebody said, "Ego is edging greatness out." That's a good little acronym for that. Tony Howard: Yeah. Paul Casey: That way, you can receive it better. So leadership is difficult. Tony, what's your biggest ongoing challenge as a leader? What's really stretching you either in a positive way stretching, but it's uncomfortable? Tony Howard: Well, we'll set COVID aside. Paul Casey: Yes. That's its own bailiwick. Tony Howard: That's a whole other podcast, I think probably, in terms of what the leadership challenges that are. For me, it has been ... and I have this discussion a lot with paying it forward to newer administrators and aspiring leaders ... is the difference between responsibility and authority. I am the assistant superintendent of HR. My job is to assist the superintendent and the school board in moving forward labor and human resources kinds of issues. I have significant responsibility in the org chart to bargain with unions and solve problems and address personnel, and all those things that happen in HR. But I don't supervise anyone. I don't have, necessarily, the authority to walk in and say, "You, principal or you, teacher have to do this." Tony Howard: I supervise my department, but I have all of this systemic responsibility and my authority while it's there. If someone's doing something illegal, I can say, "Knock it off." But much more, it's lead by influence because I don't have the supervisory direct relationship with 2000 employees in the school district. I like that. I liked being able to be a problem solver without the threat of evaluation and over the top of a conversation, or being able to coach because I'm not the one that's going to write your evaluation. Tony Howard: I find that causes different conversations sometimes with folks. But you have lots of responsibility, not a ton of authority when it comes to just, "You shall do this." The leadership art of that is being able to work with people to move an agenda forward without just telling them to do it. Paul Casey: That's right. Inspire them forward. Tony Howard: Exactly. Paul Casey: So, if you had a leadership philosophy that would be put front and center on a bulletin board in your office for all to see, what would some of those messages say? Tony Howard: I do presentations all the time for aspiring teachers. How do you get your first job? How do I interview? I think we'll get to the answer here. And I always talk about, don't throw away the easy points. Don't ... How do I say this? ... give up things that are easy, that you cannot be taught. And the examples I use is, I can't teach you to have a good work ethic. You can't do it. I can't teach you to be nice to each other in the workplace. I can't teach you to like kids, which would seem like a no brainer in our profession, but it happens. Tony Howard: I can teach you curriculum. I can teach you an assessment strategy. If there's some classroom management kinds of issues, there's a billion different strategies for that. But I can't teach you to fundamentally love the game. I think that has always transferred well in terms of a leadership philosophy for me: work hard, be honest, keep an eye on the big picture. I use a balcony example. I think I read it in a book once. Get on the balcony and look out over the organization, because your decisions sometimes impact in ways you don't even understand. Tony Howard: Be open to feedback, and don't be rigid in your thinking. There are times where you have to be. You did this and I have to fire you. Sometimes it's that simple in our discussions, but rarely. Most of our discussions are, if you've got a better way to build a mouse trap, I want you to be open to share it. Whether we can do it or not, the journey is sometimes more important than how you end up in an issue. But I always look for, those are the easy points. If I'm a principal and I'm looking to hire a teacher and the teacher is going to be combative with their team, with their parents, with me, with the office staff? Life is too short. Those are easy points. Remember that we're all in this together. Paul Casey: Yeah. It sounds like you're talking about the inside game, like the stuff within that you can work on, your personal development. Tony Howard: Right. Paul Casey: Which will then bleed over into your professional life. Tony Howard: Sure. Paul Casey: Most influencers I know have a bit of visionary inside them in order to take that next hill. So where do you take time to dream about the future? What does that look like for you? Tony Howard: There are days when that's hard because in the here and now, there's a lot going on in the here and now, even more so now. There's all sorts of things that aren't in any manual in terms of how to approach them from a leadership perspective. My dreams about the future are being able to look back with satisfaction that I was true to myself, and that at the end of the day, my 27 to 40 years of experience with K-12 helped kids. Tony Howard: My HR job is not necessarily a kid directed position. I don't work with parents very often anymore. I don't work with kids almost ever, but I was a principal and a teacher and a lifer in the system. I think that experience matters. If I'm making human resources decisions in the system that aren't front and center towards kids and staff in the school system, then what am I doing? I think that's what I look forward to in the future. I call it with my folks, the human side of human resources. We manage resources pretty well, whether it's a contractor, a stipend, or whatever it is. But there are times when just the volume of human, everyone that contacts us, almost, has got some sort of crisis. Like I said, no one rarely walks into HR and said, "I'm having a great day, everybody." Paul Casey: HR, grumble, grumble. Tony Howard: Yeah, exactly. Right. So, in that customer service, human side of things, we see people at some of their most stressed moments, and we need to make sure we never forget that. Paul Casey: Yeah. The best HR professionals I see are those that keep the human first over the resources. Tony Howard: Right. We have an employee will come in and a spouse is terminally ill, and all they need from us is the love to support them. They don't know, and they're terrified, and they don't need us closing off opportunities to help them. They need us to work with them. While those conversations are emotional, they're very important. If you don't have them, your system doesn't work. Paul Casey: It's right. Well, before we head into our next question on Tony's morning routine, a shout out to our sponsors. Preston House: Hi, my name is Preston House, and I'm the local owner of Papa John's pizza right here in tri-cities. Jesus Melendez: I'm Jesus Melendez, vice president and commercial lender with Community First bank and HFG trust. Preston House: When I moved here in 2009 with my family from Boise, Idaho, I knew I wanted to move from a franchise to a local business owner. I'd been working with Papa John's since I was 16 years old, so when it came time to open my own location here in my own community, I knew I needed some financial guidance from an organization who understood my needs as a small business owner. Jesus Melendez: Small business owners often have a lot on their plate: employment retirement plans, payroll, bills. Our mission is to become your financial partner for life and is motivated by providing people in our community like Preston with all the information and support they need, all under one roof. Jesus Melendez: It's really simple. No matter what I need, all it takes is one phone call. No automated prompts, no call waiting. It's just a local business serving another local business. Preston House: For more information on how Community First Bank and HFG trust can help you get back on track. Visit www.community1st.com. That's www.community1st.com. Paul Casey: So Tony, what's your typical morning routine? Before work, once you arrive at work, any rituals to help you start your day strong? Tony Howard: It's called coffee. Let me start there, I kind of have a tongue in cheek running joke with my assistant that no one can yell at me before the first cup of coffee is drank. Paul Casey: I like that. Tony Howard: It doesn't happen sometimes, but it's been kind of a running joke for years. I get up and get going in the morning. I like to take some time in the morning to review the overnights, what comes in, in the email overnight, if there were late stuff that didn't get finished, put a bow on the day before I go onto the next one. I'm pretty meticulous with things like a phone log, because it's been useful for me over the years to log what I do and when, so I want to make sure that's current, and just kind of the nuts and bolts of administrivia, of being an office guy. Tony Howard: It's a chance for me in the morning to connect with department staff if I need to, or look to see where the hotspots are or the day or what's in the calendar or whatnot. But it all circles around coffee. I'm not much good to anybody without that first cup of coffee. Paul Casey: When you say hotspots of the day, sort of previewing that, what would be some examples of that? Tony Howard: Well, do I have a contentious personnel meeting in the day? Do we have an investigatory issue? Do we have a grievance hearing? Some of those things are multi-day planning, but do I have an employee that's fired up about a particular issue and needs a little face time? Things drop into my calendar that I don't know what the context of them are. Sometimes you're going to meet with X and, well, why? And try to get my head wrapped around that. Tony Howard: It's also a good chance for me to check in with my staff. I have eight folks report directly to me and they do a variety of technical things for me. If you've been in the district HR's office, which we're moving out of happily here in a couple of months, but it's about as big as this room. No, it's a little bigger than that. But it's not a very big space and just making sure we're fine because if the staff's not fed and we're not taking care of our people, then it's hard for them to feel like they're part of the bigger picture, and they don't get to know everything I see. So just making sure we have that connection. Paul Casey: That's good. How do you deal with the everyday grind of your work without burning out, especially in this intense people, intense conflict job that you live and work in? Tony Howard: I have, more so as an HR director than I did as a principal. As a principal, you get knocks on the door… We're talking direct kid line issues. A mom is distraught or a dad is upset about A, B, or C. And those are real time emotional issues. The kids can't sit, and so they happen a lot. In HR, less so. My meetings are sometimes more formal, and I've been able to kind of balance out the two things. And I tried really hard ... like I said, we manage a ton of conflict and there's a ton of drama that comes through, 2000 employees and all their different needs and whatnot ... to keep it separate. My kids, I've always told myself, I'd never gave my writeup to raise my own kids and be a dad and a spouse in order to work. Paul Casey: That's good. Tony Howard: It feels like that sometimes, but that's the nature of the game. But I have always made conscious and tried to leave the work at the door, and I'm not perfect at that. COVID has messed it all up. It's just messed it all up. In fact, I don't know, June-ish, I started just coming into the office during the day. Not because I can't work at home, but I'm less efficient and it's just stuff I don't- Paul Casey: You needed that break. Tony Howard: It's a mental thing for me. Some of the conflict I didn't want in the house where kids are running in and out of the room and doing their thing, or my wife's coming through. We're a house, and all the kids are home, home learning too, so we're all trying to do that. For me, it was more appropriate to have a little bit of separation between those two things. I will use the drive home as the unplugged time, whether that's an audible or a podcast or whatever I've got, or some music. I like to drive and it's a few minutes just to physically purge the day and go home. Paul Casey: Yeah, it's like emotional white space, right? Tony Howard: Yeah, a little bit. A little bit. So I can be good to my kids and good to my wife and all those things that are important to me, because they're going to be with me far longer than the career, and it's not fair to them to overbalance. It's hard, though. Paul Casey: Yeah. There's a YouTube video. I'm trying to think what the name of it is, but it's like, we all blasted off of earth on these little spaceships, and COVID hits, and we have to make ... It's called maintain the vessel, I think. So we have to maintain our vessel, which is like our body, and each section of the spaceship, one is for work, one is for sleep, one's for eat, we shouldn't cross over. But it's like when you cross the threshold, that's all you do is work in the work room. So you've had to do that, and a lot of people have had to do that, when they go into the office, is create that separation so work stays work. Tony Howard: Well, there's an exercise to getting up and getting a shower and shaving and getting dressed and putting on your work clothes and going and doing that. Besides, I'm not going to be on camera for a Zoom at eight o'clock, so I'm going to roll out of bed and plop out in the recliner. It just didn't work for me. It just didn't. While I love being home, I want to be home and attentive, not home and, "Get off the internet, because I need to get on." It just didn't work for me. Paul Casey: Well, family is a big deal to you. It's a big deal to most people. I know it's difficult now, like you said, how do you prioritize family time, yet still be a high performer at work? So you mentioned already, trying to leave work at the door, not letting that creep into the family as much as possible. Any other tips you have? Tony Howard: You asked me earlier about it. I never thought about getting out of K-12, and this is one of the reasons why I'm not: because the fit is good. In my job, I flex time as I need to. If I've got a kid with a soccer game, I can go. I've got a cell phone and a laptop, and I will keep up and we'll communicate with that. But it's important. Our kids are in Richland in the Richland school district. I work in the Richland school district. My wife works in the Richland school district. We're invested in that time for them, and they're here and it's something that we can do. Tony Howard: Public is a good fit in that regard, which is another reason why I'm a K-12 lifer. It was very important to us that our kids were involved in the system that we were trying to lead. Otherwise, what's the point of all of it? If it's not good enough for my kids, then that's a moral bar for me. That is a good checks and balance. But there's a benefit to that. I have a ninth grader to be, whose life's ambition is to play Bomber soccer and while it's being delayed a little bit as we try to navigate all of these restrictions going to Bomber soccer games is just fine. Tony Howard: My oldest played at Hanford for a couple of years and that's great. Being able to be part of the system and be involved in those because I'm leading in the system, is rewarding to me. Paul Casey: Incidentally, how much vacation do you take, just to refresh? Tony Howard: Oh, four or five weeks a year. We get five weeks as administrators. I try to choreograph that around kid breaks. I'll take a chunk of time at Christmas and spring break. We just got back from doing some summer stuff. I try to balance that. I don't take all the five weeks some years. It just kind of depends. But the basic breaks like everybody else, I figure if they're in school and my wife's working, I'd probably be working too. Paul Casey: Do you try to stay disconnected during vacation? Like, like be "done" done? I'm asking because I've asked my clients, so do you check email and not respond? Do stay disconnected? Tony Howard: I've done all the different models that I think there are. I try really hard in July. Around the 4th of July, we'd like to do some camping and whatnot, that I unplug completely. Just for that seven to 10 days, don't check a thing. It's a dead time for us anyway. Paul Casey: Sure. Tony Howard: Buildings are closed. Kids are gone. It's relatively quiet as things get in the office. This year, I really wasn't able to do that because there was just too much going on. Well, I'm trying to, from a campground, Zoom into a school board meeting so I can keep an eye on what's going on, thinking this is just surreal trying to navigate all that. But I do try to unplug a little bit at Christmas, the in between Christmas and New Years, I'll try to unplug for three or four days. Tony Howard: The rest of it, I think the world we live in and the role that I have requires some monitoring. I'll keep an eye on things. I'll respond if I need to. Some of it I'll keep and I'll just flag it for when I get back to work. But where I sit in the org chart for the district and the emergent needs, I have to be able to respond to a problem with it comes up. I think it's just a leadership thing. I think I need to do that. And if not, then who? Is kind of the question that I have. Paul Casey: Sure. Tony Howard: That's kind of how I approach that. I try to unplug a little bit. I think it's healthy for me and it's healthy for the family. This year, we weren't able to unplug as much, but there are extenuating circumstances. Paul Casey: Yes. Work and life got mushed together. Tony Howard: They sure did. Paul Casey: Well, influencers aren't know it alls. They are learners. Where do you go, Tony, for the wisest advice? That can be live people here in town or they could be authors and motivators, education professionals. Where do you go? Tony Howard: I go to ... I think we talked about it in the open a little bit ... the people that I trust. It starts there. There has to be some degree of safety in order to be vulnerable to ask that question. I'm lucky in the sense that I spent all 13 plus years in the RSD and have a network of folks that I can reach out to and say, "I am missing something here." Or, "I'm thinking this, and I'm pretty sure there's a bucket there I'm going to step in. Can you tell me what I'm not seeing?" I do some of that with people that I trust. Tony Howard: I do some of the conference. All that whole world is going to change, the onsite stuff and whatnot. I find, it may be a function of just maturing a little bit, my attention span to irrelevant is less than it used to be. If I take a class or read a book or go to a session and it's just not clicking with what I need to do, it's hard for me to keep engaged to that. I find it's 50/50. There's a lot of influencers, as you put out there, that have a lot of good content, but it's just not possible to soak all that in. Tony Howard: I like to do some personal reflection, that driving stuff like we talked about and whatnot. I'll just chew on, all right, what's the larger issue that I'm not seeing? It's a question I ask myself a lot. Where's my blind spot? So whether it's a negotiation or a labor issue or a personnel issue, is where are we not quite right? Tony Howard: Our attorney works next to us, works in the district office. He really pushed on me, when I started 10 years ago in HR and to write better. Because now I'm writing for real issues. And I wasn't used to having him edit a letter and getting back three pages of red: change this and change that, and do this and do that. He was great. He's a terrific asset and a good friend. I tease that the highest praise I've gotten from anybody in the district in the past nine plus years is a letter he sent back to me a couple of years ago that says, "Looks good." That was like, I finally made it, a little bit. But I've got a network and I tend to lean towards the network of people that I know and trust more so than industry standard kinds of things. It's just my comfort level. Paul Casey: Sure, sure. I love that question: what's the issue I'm not seeing here? What's missing? What's the blind spot? These are questions to ask that open up creativity. They're good ones. Tony Howard: Yep. Paul Casey: Well finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Tony Howard: Be a sponge, good or bad. I've had this discussion with leaders before, principals before. You learn some times as much from a bad or a negative classroom experience as a student than you do from the great ones. I've done exercises before: think through your three most powerful teachers that you've ever had. Now let's think through the three most traumatic, poor experiences you've had in a classroom. People can do that. They can remember real quick, the good and the bad. Tony Howard: Then I'll ask them to think through somebody in the middle, and they have a harder time, because good and bad ... or good and negative, I guess, is maybe a fair way to say that, are telling learning opportunities. So be a sponge. Just because someone has a different style or you don't agree with their tactics, you can still learn from them. The other part of this that I would tell young leaders is not to worry about errors of effort. While there are always exceptions and there are errors we just, can't not deal with, for young administrators, you're going to mess up. For young leaders, you're going to make mistakes. I've been doing this a long time, I still mess up. If someone's not mad at me at least once a day, I'm probably not doing my job right. Paul Casey: That's right. Tony Howard: Errors of effort are correctable and coachable. Errors of apathy aren't. If you're just making the same mistake twice because you're just too lazy to change, or unwilling to take feedback in a positive way, that's where I start to get concerned about leadership being a failure for somebody. If you botch it: eat it, fix it. It happens. I've gotten up in front of staffs and said, "Well, that didn't work. Here's what we've tried to do. And now we're going to step back and readjust." And I have found over the years that adults respond to that. Paul Casey: Yeah. They respect you more, right? Tony Howard: I screwed up. Because I've always tried to work from, I'll take the hit if the building messes up. You guys are going to celebrate. It's not the I and we stuff again. But if you're wrong, you're wrong. I've seen leaders really blow up a room just because they're not willing to accept that, whether it may or may not be their fault, it's still them. Paul Casey: Yep. Tony Howard: I didn't make that teacher yell at that kid or throw that book or whatever happened in the classroom, but that's still a teacher under my supervision, and that reflects on all of us, and I'm the leader of the building. So, errors of effort, I can live with those. Errors of apathy or errors of stubbornness, I have less patience. Paul Casey: Wow. So good. So, Tri-Cities influencers, be a sponge and don't worry as much about errors of effort. Really be concerned about errors of apathy. Well Tony, how can our listeners connect with you if they wanted to reach out? Tony Howard: I'm on the district website, and email's up there and all of that. My LinkedIn profile is active. I think that's how you saw me. Paul Casey: I did. We reconnected through that, yes. Tony Howard: We reconnected here just not too long ago. But I'm not hard to find. I'm just at the district website in the HR department. I'm open to email and contact. The art of leadership is a career interest of mine. Paul Casey: Yes, indeed. A passion we share. Tony Howard: Well, I appreciate you inviting me in. Paul Casey: Yes. Thanks for all you do to make the Tri-Cities a great place, and keep leading well. Tony Howard: Aw, thank you. Paul Casey: Let me wrap up our podcast today with a leadership resource to recommend. The website is arealme.com. Arealme.com. These are really fun quizzes to take. You've probably seen some on Facebook, like what kind of animal are you? What kind of Disney princess are you? What's your super power? What chemical element are you? If you just want a fun little website of surveys, they'll even create some for you, arealme.com. Paul Casey: Again, this is Paul Casey. I want to thank my guest Tony Howard from the Richland school district for being here today on the Tri-city influencer podcast. We also want to thank our TCI sponsor and invite you to support them, appreciating that they make this possible so we can collaborate to help inspire leaders in our community. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence. Sade said, "Have patience. All things are difficult before they become easy." Until next time, KGF. Keep growing forward. Announcer: Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams, so that they can enjoy life and leadership and experience their key desired results. Announcer: If you'd like more help from Paul in your leadership development, connect with him at growingforward@paulcasey.org, for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Announcer: Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done every day by offering you his free control my calendar checklist. Go to www.takebackmycalendar.com for that productivity tool, or open a text message to 72000, and type the word "growing." Paul Casey: The Tri-Cities influencer podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.

[music] 00:03 Karin W: What's uniquely yours?  00:05 Paola G: Isn't this a wonderful way to start this episode of the World of Work podcast or the WOW, as we continue to explore, what are some tips; what's some advice we can provide for those who may be looking for a job at the moment. In the previous episode, it was all about how to manage transitions and how important that is. And now we go a little bit more into the depth and into the detail on what to do, what are the can do's, you should do's, and absolutely the must-do's when you're ready to face the job market once again. And figuring out what's uniquely yours sounds like a really really great place to start and to consider. 00:45 Paola G: But before we do that, a quick introduction regarding the guest speaker of today's episode. So I'm joined by Karen Wierinck, she's a global HR business leader in the pharma and the biotech industry. She has lived and worked in the USA and various locations across Europe. And in the course of her almost 30 years career, she has led, lived through, and experienced herself downsizings and reorganizations numerous numerous times. And I've asked Karen before actually kicking it off, why is it that she wanted to take part of this podcast. 01:21 Karin W: Because I have seen a lot of this. I have lived it myself, I've experienced it, either because I was being relocated or I lost my job. I've led consultations, and I think over the years, I may have had hundreds of conversations with people in this particular context. So, that's why I think there's probably some lessons that I would love to share with the audience. 01:56 Paola G: I thank you for your time and for your contribution, which I'm sure many people will value. Because, the purpose is actually to make these conversations as real as possible as well, and as authentic as genuine and as practical, so that people can walk away with some gems and some inspirations of particularly what they can do in these moments if their job has been impacted and there's no one magic solution or one magic bullet. But what would you say to those individuals like right now, who have lost their job, are struggling and don't even know where to start, what would you tell them? What would you recommend?  02:48 Karin W: Maybe a little bit of a step back; what I will bring to the table will be a combination of these experiences, and having lived them as HR, as a manager, and I'll weave all of that into hopefully what are some pragmatic suggestions. What I would say is, it's important that you take stock, what is it that you bring to the table? What are the achievements that you have made over the course of a period of time? What's the impact, and can you quantify that?  03:28 Karin W: How can you express that? It's important that you start thinking about what your unique experiences are, your unique skills, where is it that you're at your best, what might be the circumstances for that? What is it that you've learned? What are the lessons you have accumulated? What is it that you're proud of, and what is it that you want to do next? And this one maybe might be hard, because if you're finding yourself on the crossroads, then it might be not entirely clear to you what it is that you want to do next. 04:08 Karin W: I've done some coaching certification, and a tool that I find useful is that you can say yes or no to certain things. So you can brainstorm a little bit with yourself and say, "What would I want you say yes to in terms of tasks? What would be some of the things that I would say no to? What about the culture, the manager, the context? So that you start building what that next horizon looks like a little bit from the ground up. And if it's very clear to you what it is that you want to do, then, you're maybe already a step further ahead in the process, right?  04:54 Paola G: Would you see this as well an opportunity to... Like you were saying before, like to step back and really reflect as well of course on your past, what you've done, what you've achieved, what your passions are, and also, like you were saying, you're looking in the future, determining what is the yes and what's the no? What are those things that, exactly because of the past, you say, "Now I'm... I... Even if it may be a difficult situation economically... " 'cause that's another important component, right? If your job has been impacted then that has an impact on your finances, of course, I think that does require perhaps a different reflection and conversation. But it does sound like it's a thoughtful process, it's not an immediate type of answer. 05:41 Karin W: Yeah. Well, I'm like... People are different, and, some need more, some need less time. Depending upon how you are feeling as a result of the process, where are you in it? And, does it come as a relief, or does it come as a shock, or, is it something that you're grieving over? The answers might be different, right? I do think that how much time you need will be dependent upon all of that. But, I do think that, or I very strongly believe and suggest that it's better to go with what is right for you, than to go with the first that presents itself. I think there's a very big difference there. 06:37 Karin W: Is it what you want? Is it the company that you want? Is it the context that you want? The industry… that would be... Yeah, because if you're in your sweet spot, whether it's role, whether it's context, it will be so much easier for you on the job, as well, right? And it will be so much more WOW, with so much joy. 07:02 Paola G: Right, that's what it's about exactly, exactly. And how would you say people can find that sweet spot?  07:11 Karin W: I had a manager at Pfizer and I was struggling at Pfizer because I had come from a very different... Culturally, very different organization. His name is Phil Sleeman and if Phil would listen to this, he may recognize this story. Phil had an incredible knack of helping someone find both what they're good at and what helped them, or what would make them trip up or what their own personal hurdles were. One of the things that Phil talked about is, what's uniquely yours? And I always... I love this expression. What's uniquely yours? And try to find what that is. What's your value proposition? In HR, I will sometimes ask when people come and interview, "Why should I hire you as opposed to Liz or John who are maybe also very qualified? What is it that sets you apart?" So, I think to reflect on that, to ask people that know you well, or that have insight, but also to really think about when are you in flow? When are you at your best? And to think not only about the what of that... What is it that you do? But the context, the circumstance... I think that that could be helpful. 09:02 Paola G: Sounds like we owe him some copyrights on that expression. [chuckle] What's uniquely yours, wasn't it? And oh, we could have him as well as a guest one day in these WOW moments. And I completely agree with you by the way. When we're on the other side, recruiting or interviewing candidates for roles, of course, we do look into the qualifications, we do look into the experience, we look at all of that, but we also do look at differentiation, what is it about John versus Mary versus Steve versus Laura that really makes them unique in their own way and most appropriate as well for the context within which somebody's being hired. Because to your point, and I think perhaps that would also be an important call-out, is for individuals not to feel frustrated if... They are unique, everybody is, they have an amazing value proposition, they think they're the best ever for that job, and yet they don't take it, they don't get it. And often it's probably because of the context, or probably because of the culture or the fit may not be the best fit. What would you say to that, to the importance of the right fit, like you were mentioning before?  10:30 Karin W: Critical. I'm like, it will be the difference between doing a job and enjoying a job. Between being and thriving in a way, right? As HR, if it's someone who is on paper perfect, but not the right fit, I would recommend not hiring, because it's gonna be a short-term proposition, and as a candidate, an employee, it's the same. I'm like, you're entering to a degree into a marriage, and if already from the start, it doesn't click, then it's gonna be short-lived. So for me, it's critical in every way. And you alluded to something else a little bit in your question Paola, and I thought you were gonna ask me something else, what if you see a job and you really want it and you don't get it? Then how do you recover in a way? And like and if this happens a couple of times, how do you recover? I thought you were gonna ask me that. [chuckle] 11:51 Paola G: That is a very important question, absolutely. Yeah, it's how do you manage these frustrations which do happen along the way, that things may not pan out the way you want them to. What would you say to that actually?  12:03 Karin W: And this has happened to me, and I really wanted that job, and I probably wanted it too badly, because I think there's also something as being too eager or come across as too desperate, so I would always say, whatever the situation... If this would happen to you and you're so eager and you so want it, try to find some balance before you go into the interview and don't overwhelm the counterpart, in a way, right? So yeah, I'm like, this sounds maybe funny, but for someone like me, that could happen. So how do you then recover from that? In my case I got a lot of support from others, others being both colleagues, both family, who knew, who could feel that I was deeply disappointed and helped me. 13:15 Karin W: And I had to grieve because it was like, "Oh, I really wanted it." And I allowed myself... I had two hours of crying and I allowed myself to try and get it out of my system, but I also used it as a moment to really think about, Okay, I thought it was really right and I really wanted it, and what was or what wasn't because clearly, I felt it was right. But the other party didn't. And what was it that if I would do it over again that I would do differently. Didn't I do enough of my homework, were there certain things that I didn't approach in the right way, or was it simply not the right fit, in which case then truly it's for the better, right? But I use it also as an opportunity to really (yeah) reflect and think and then get ready for the next... 14:30 Paola G: Exactly, for bouncing back, and I'm wondering, did you use that as an opportunity not only to do your own reflections, but also to ask for feedback because sometimes when things don't go the right way and then we get the bad news saying, "Sorry, we didn't choose you. and sometimes we don't take that opportunity to kind of say, "Well, why not... Could you tell me the three things you'd liked about me or the three things that perhaps would have worked really, really well in this role and the other three things, or that one thing that really made the difference?" Did you take that opportunity to ask the question... Would you even recommend that to some candidates ask for feedback, if they get a negative response?  15:15 Karin W: Yeah, the answer is yes. You take the opportunity to ask for important feedback, you may not always get as much as you would want... That's maybe... That's been my experience. And a little bit leading to as HR, I would then say look, and like, I do think that you have the responsibility to give that feedback, right, and if you care about an individual, a candidate, also as part of building your brand for that organization, I think it's your responsibility to give feedback, but it's not always that you get lots of or very deep feedback in a way, so... And sometimes, sometimes it's circumstantial, right? And then that's just the way it is. But the answer is yes. Something else that came to my mind, if you're entering into a process and before there is a decision on: are you progressing in the next step? What I have always liked as an HR, that I practiced as a candidate as well, because I'm kind of linking the two things that, that is that after a conversation, I also share some of my thoughts on what I have perceived, right? What are some of the things that I've learned through this interview, through this engagement? In what way could I make a contribution and what are maybe some of the things that I'm curious about? And then to express at the same time, either my interest or if you're not interested, that you also express the why not. Because it could go either way, right? But I would also recommend that in the course of the process. 17:25 Paola G: Very valuable, definitely very valuable. And especially having this double perspective of being an HR as well, and a candidate at the same time, I do tend to think we are very privileged in HR, although sometimes the function may not be perceived the way we would like it to be perceived, let's put it this way. But it has given us as professionals as well, valuable inputs on what not to do or what to do, because we see in others our own reflections sometimes of our own mistakes, or what we can learn through others. If we stay a little bit on the HR topic, and you put your HR hat on as a professional, and then as an executive HR leader, once again in these moments of uncertainty and... There are lots of rumor talks as well in the moments of uncertainty. So let's say there's a rumor mill that starts spreading in the company about redundancies, or restructuring, etcetera, would you, as an HR now, as an HR professional and as a leader, would you recommend that these employees speak up or speak to their managers or even go to HR, would you recommend that they open up and kind of talk about it with the company, allow me that word, as opposed to only the corridor talks, would you?  18:48 Karin W: I'll answer it from two sides. So as HR and as a leader, I would always say your responsibility is to continue to build trust, to be worthy of trust, and that comes with openness and transparency in my book. So, assuming that this is an environment that you work in, where this is indeed a value set that is being applied, then I would say to the employees, yes, right? I'm like, open up, raise your questions, bring them forward. If this is a good intent, caring organization, hopefully, you will get straight answers. Of course, you're an adult, then also expect to be treated like an adult, I would say so look for the clear answers and hopefully you'll also get the clear answers. Now, if this is not the situation that you find yourself in and there is no trust, and it may give you more stress, then don't do it, because then what's the value? I would say, right?  20:08 Karin W: But normally, I would say yes, towards HR, but also towards the manager, so even though I say yes, be open and transparent, I would also say err on the side of the positive, because unless things are clear, decided, but if it's not, if it's in a situation of discussion, then don't go to doomsday scenario because that also doesn't help anyone. So it's that balance between openness, transparency, treating someone like an adult and erring on the side of positive that I would say to them. And as the HR... As the employee, so let's now assume that Laura comes and opens up the conversation, then I would say to Laura: Don't only go asking questions about what does this now mean? But also maybe come a little bit more prepared with: What is it that you could do if not this, then what else could there be; in what way would your skills be transferable?  21:38 Karin W: This could be either thoughts that you have yourself, where you're asking for confirmation, if they would see it similarly, or where you're asking for support because maybe you would like your manager or HR to connect you in a way, shape or form, or because you're keen on participating in projects or whatever. So I think, yes, your purpose hopefully, when you open up that conversation is dual. So it can be a purpose of only one hand clarity, but on the other hand, also being proactive to start thinking ahead of what this could mean. And I guess now with Corona and so many different industries experiencing huge pressure in a way, right? It may also be around in what way could my role become different? Or in what way could there be other things that are more important? So to start, thinking ahead, and to open up dialogue around that, I would say, if I have an employee like that in my organization, I would also find that hugely valuable that they're proactive and they are thinking ahead. 23:01 Karin W: I would think, "Okay, that's someone that has a lot to offer," and I would begin to then say, "Okay, in what way can I support that individual either here or outside of the organization?" So it's good business to be proactive, right?  23:15 Paola G: It absolutely is good business to be proactive and to take leadership of your life as opposed to be led by it and by the many events that impact all of us at some stage, and maybe at multiple stages of our lives too. Should you be interested to listen to part two, you already know to subscribe either at the transistor website or my website, Paolagranati.com and you'll have access to the second part of this episode. And by the way, a couple of reminders, if you've subscribed once, you don't need to subscribe twice, you're really part of the community, and secondly, feel free to forward the link to those who you believe could benefit from these listening sessions. Thanks as always. Till the next time, take good care. [music] 

Neuro-Linguistic programming (NLP) is the practice where users can connect neurological processes to linguistic processes through behaviour, and subsequently use this “programming" to achieve specific goals. Fran Trousdale is one of the finest practitioners of Neuro-Linguistic programming (NLP) in the HR industry. Furthermore, by using her knowledge of the system, she has been able to revolutionise her approach to create effective, and long-lasting HR systems. In this episode, Fran certainly delivers a powerful, practical masterclass in NLP, and demonstrates the many ways in which it can revitalise and empower your workforce. KEY TAKEAWAYS Without doubt, the use of NLP techniques in every moment of life can help to subconsciously and consciously develop our communication and interaction skills. In HR, it can serve to provide certainty across many outcomes. Above all, the basis for NLP in HR is to always begin by examining the intent behind the purpose. We need to visualise the positive result, or the win-win. Apply the techniques of NLP to achieve it! Certainly, too many HR professionals seek to cure the symptoms of a problem. However, we should focus on the root cause. This creates lasting change that will prevent future symptoms from appearing. Simple alterations such as the word “and” instead of “but” during feedback, can charge your comments with positivity instead of negativity. Reframing is the process of taking your subject outside of their current perspective and allowing them to see the many positive outcomes without remaining emotionally involved.   BEST MOMENTS ‘It's good to remember that there's always a person at the end of the process' 'NLP is how we use the mind's own language to create more consistent, positive results' ‘If everyone sees the bigger picture, then it allows everybody to engage with the process' ‘You're either someone who makes life happen, or you're somebody that life happens to' VALUABLE RESOURCES The HR Uprising Podcast | Apple | Spotify | Stitcher   The HR Uprising LinkedIn Group How to Prioritise Self-Care (The HR Uprising) How To Be A Change Superhero - by Lucinda Carney HR Uprising Mastermind - https://hruprising.com/mastermind/   ABOUT THE GUEST   Fran Trousdale works at both strategic and operational levels. She provides coaching and support to senior and middle management to apply the right solution, at the right time whilst ensuring consistency and objectivity. In addition, Fran offers commercial verses legal compliance-based solutions depending on the employer's appetite and value system.   Experienced in managing change projects of up to £18m, Fran is certainly output-driven and results orientated. Moreover, Fran applies realistic and pragmatic solutions whilst allowing individuals to feel supported and listened to. She can positively wrap the most difficult of messages without undermining the employment relationship as well as assisting managers and employees to understand how they can remove any impasse; all whilst encouraging individuals to learn and laugh.   Furthermore, Fran has over 20 years' experience of working within public, private, manufacturing, medical & service sectors. The past 15 years has involved working at HR and senior management level. Her no-nonsense and proactive approach is described as refreshing and innovative by managers, employees, and union representatives with whom she engages.   Connect with Fran Trousdale on LinkedIn Integral HR       ABOUT THE HOST   Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk Linked In: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising See omnystudio.com/listener for privacy information.

On this episode we hosted Chris Vokaty MBA, SPHR, SHRM-SCP, SCC (basically a really smart guy) Chris is a talent maximizer and dynamic leader with an impressive history of surpassing ambitious goals. He helps transform businesses through a focus on engaging and developing people in fast-paced, competitive and high growth cultures. The reason Chris is on the show is because of how he does it. Chris started his career as an HR and employee experience executive more than 15 years ago. In HR you must keep people as your focus. He’s had a major impacts on the merger of three companies into a single $2B enterprise. Using advanced communication skills, he’s been able to do connect the dots to align human capital strategy, people, activities and accountability for business effectiveness across organizations. One important element Chris learned early and firsthand: businesses thrive when they prioritize people. --- Send in a voice message: https://anchor.fm/pchatp/message Support this podcast: https://anchor.fm/pchatp/support

https://www.youtube.com/watch?v=PzRUPmixpVQ The Executive Bonus Plan can be the ideal “golden handcuffs” for the top talent you can't afford to lose.  In truth, associating long-term dedicated employment with slavery seems a bit archaic and melodramatic.  We all know you can't keep good people by holding them hostage.  Instead, you've got to set the table that attracts them and makes them want to stay. That's where the 162 Executive Bonus Plan rises to the occasion.  It can help you serve up a scrumptious benefits package to find and keep the best people so your business can fulfill its mission. In today's show, we'll discuss options for a deferred compensation package and fringe benefits that create a win-win for the employer and the employee.  And we'll show how the Executive Bonus Plan is a recipe made with cash value life insurance policies.  That makes it the perfect way to offer something of future value that they'll have to – and want to – maintain employment to get. Table of contentsThe Competition Today's Employers FacesFringe Benefits Help Employers Spend Less to CompeteWhere the Executive Bonus Plan Fits into the Cash Flow SystemDeferred CompensationThe Problems with Deferred Compensation for ExecsExecutive Bonus Plans solve the Problems of Deferred CompensationWhat Is an Executive Bonus Plan?You Both WinTax TreatmentLower RiskCash Value Benefits for Your ExecutiveThe Downside of Executive Bonus PlansHow Executive Bonus Plans Can Be the Ideal Golden HandcuffsCustodial Executive BonusThe Flexibility of Executive Bonus PlansSolving the Most Problems with One PolicyExecutive Bonus Plans and Infinite BankingGetting Started with an Executive Bonus Plan The Competition Today's Employers Faces In a growing economy with declining unemployment rates, everyone's hiring, but few people are looking for work. So, employees, who have their pick of employers, are in the position of leverage.  Because the pool of available labor is smaller, it costs more.  So, companies have steeper competition to get the best employees.  They have to be willing to pay more, and often will have to do quite the song and dance to win them over.  That means paying more or offering more benefits and perks. The competition businesses face is compounded by the current mindset towards employment in general.   Company loyalty is a lower priority than personal advancement.  Long gone are the days when people worked for one company their whole life.  A good person needs to feel engaged, appreciated, rewarded, and fulfilled.  If not, there's little stopping them from leaving in search of another place of employment where they'll thrive. Fringe Benefits Help Employers Spend Less to Compete That also means that businesses are the ones with the most at stake if good people leave. They could lose contracts, revenue, and momentum when their intellectual capital walks out the front door.  And it could be difficult, time-consuming, and expensive to find a replacement. Therefore, the onus is on business owners to create an employment dynamic that great people want to be a part of.  Offering high-quality fringe benefits is one way that employers can extend the handshake that turns into the ideal kind of loyalty. Employers have to exert more effort upfront – and more dollars – to reach ideal candidates to fill their most important roles.  And to keep them as long as possible. In “HR speak,” this is attracting and retaining top talent.  Where the Executive Bonus Plan Fits into the Cash Flow System Executive compensation and benefits are just one part of a bigger journey to building time and money freedom.  That's why we have created the 3-step Business Owner's Cash Flow System.  It's your roadmap to take you from just surviving financially, to living a life of significance, purpose, and financial freedom. The first step is keeping more of the money you make by fixing money leaks.  Then,

Transcript: Let's talk about building an HR culture that helps the company succeed. Before that, welcome you all to HR tips. In HR tips we gather some cool insights that we have captured by working with our amazing set of partners and futuristic companies and HR leaders and we are bringing all that insights right to you so we all could have a conversation around how some of the most fantastic HR groups and departments are getting built that are helping us in the future of work, that are helping businesses take the businesses forward. So welcome everyone and in this episode, we'll talk about a very interesting problem that if you are in HR you are very aware of but that is killing in our organization, that is really impacting the growth of an organization, that is impacting the culture of an organization. It is one of the most critical area and that is the very aspect of the definition of HR, right. It's a human resource, right. HR is supposed to be an advocate for individual, for a human, for workers, for professionals who are working in organizations but tell me how many times, if you're in HR, you feel that you are actually a BR, so-called business resource than an HR, human resource, right. Because you are advocated for business, many times HR wants to make sure that business is liability free. Instead of making the employee feel welcome in an organization, the entire focus is to make sure that the businesses are not impacted by employees. Is that the right attitude? So interestingly, you must have seen it within HR this particular problem manifested in many forms. So an employee with a bad experience come to you with a complaint, with the toxic environment and what you do? Many times you try to protect the conversation, right. If you are a progressive organization, I don't have to tell you, right. You already know what you do. You have to help this employee, you have to get on as an advocate, as a resource for that particular worker, make sure they're welcome in the organization, make sure the organization culture is created to accommodate, to accept all workers, right. Because it's all the diversity in an organization that really help organizations thrive. We all coming up with our own experience, adding to this wonderful mix. That's what matters but many times that is the least or that is not the way the HRs are designed and what is the end result? The end result is the big culture of concealing things, the big culture of not telling stuff, the big culture of not sharing some of those insights which could have saved companies a lot more going down the road because these things, eventually what will happen? A culture where the employees are not feeling protected and safe, it will create this culture of abuse, it creates this culture of concealment that eventually it just boils up and it's taken the entire organization with surprise and then the, now the branding cost will take a hit and it it is going to bite you at some point. So if you're in HR and you are in the organizations where HR really means a business resource more then a human resource, do something about it. How you can do that? You can do that by putting employees first. I know, I was talking about this interesting bank in the Midwest and one of their leader and their perspective was, when they deal with their employees the first response is yes, right. Every employee in the company, they are trained with this power to say yes, only if they want to say no, they need an escalation or they need authorization, right. So that itself gives the idea of inclusivity, right. More at: https://tao.ai/hrtip-building-hr-culture-for-tomorrow/

What an inspirational man we have on the show this week. From being a corporate high flyer, Matt Burns now dedicates all of his efforts towards helping others. But this is no ordinary charity. The Global HR Collective is funded by all of Matt’s real-world work - he simply won’t accept donations. Before starting the collective, Matt was an award-winning HR porfessional, so we talk to him about how to innovate in the HR world as well as how to create and run a global not-for-profit enterprise.   See some of Matt’s top tips below:   **  There’s a difference between activity and productivity. Don’t assume that just being busy is going to make you successful. **  Don’t spend all your time working in your business. Work on your business. **  Be patient with your content marketing. Throw away your instant gratification! **  HR is similar to marketing. In HR you are projecting a message and you need buy-in from your internal audience.   In this episode of Business Brain Food you will learn:   **  How Matt pioneered new technology to revolutionise HR **  Finding work/life balance as an entrepreneur **  How Linkedin worked for Matt **  The art of collaboration **  How to attract the right people to your business **  The benefits of failed content   Resources mentioned in this episode: **  Do you think you have what it takes to become a Business Excelerator™ at MaxMyProfit? Visit: http://www.maxmyprofit.com.au/about   **  Matt’s cause: http://www.globalhrcollective.org   **  Find Matt on LinkedIn here   **  All previous BBF episodes & show notes can be found at http://www.businessbrainfood.com.au **  Twitter: https://twitter.com/bfewtrell     Call to action: Matt is living proof that if you want to do good with your entrepreneurship, you CAN. Also, if you are enjoying these Business Brain Food podcasts, then make sure to share them via social media sites or email the links to family and friends. A lot of time and effort goes into producing each of these podcasts with the goal in mind of the more people we can inspire about business the better. You can help us do just that!   Until next time, have a profitable day!   Cheers, Ben Fewtrell 02 8808 5500

G2 Crowd real-time & unbiased user reviews help you objectively assess what is best for your business. Leverage the crowd, limit your risk, and get what works. Ryan Bonnici has a unique career path. He started as a flight attendant while still in college in Australia as a way to pay the bills and see the world at a young age. He met an executive of Microsoft on a flight one day which launched him into a career in Marketing for some of the worlds largest and fastest growing companies (HubSpot, Salesforce, ExactTarget, and more). Now he’s the CMO at G2 Crowd, where he’s driving the growth of the world’s leading B2B technology review platform that’s helping more than 1.5 million business professionals make informed purchasing decisions every single month. I invited Ryan onto the show today to discuss the unexpected disruption inbound marketing Is making In HR & hiring. For example, traditional recruiting often relies on job ads, head-hunting, and similar outbound; yet, trends are showing these methods to be inefficient and expensive, while only tapping 15-25% of the total market. Ryan shares his insights on how the recruitment process is taking a shift, in favor of inbound recruiting to attract, engage, and hire excellent talent (all while reducing hiring costs). We also talk about how to use AI & Machine Learning to improve your marketing funnels. When it comes to marketing, analyzing data is a key component of successful campaigns - especially when you’re working with a large customer base. Ryan has worked with AI & machine learning technologies and has seen them influence his own campaigns significantly. But, he's careful not to exaggerate the current capabilities and advises the best is yet to come.  

Bombthreats. Workplace Violence. People using a conference room as a bedroom. In HR, you see it all. But one area of concern that Human Resources professionals have to deal with from time to time is employees who steal. In this episode, we discuss employees stealing – how to spot it, what to do when it... Read More

Bombthreats. Workplace Violence. People using a conference room as a bedroom. In HR, you see it all. In this episode, we talk about dating co-workers, workplace romances, and terminations. Workplace dating and romances often end in one of 2 pieces of paper: either a marriage license or a restraining order. It doesn’t have to be... Read More

We all make decisions based on evidence, whether hard data or personal experience. But are we really interpreting that evidence correctly, or are we basing decisions on hunch and opinion? In HR and L&D, proponents of evidence-based practice (EBP) encourage us to gather the best available evidence from multiple sources and to weight it appropriately. On this week's GoodPractice Podcast, EBP-enthusiast Mark Hendy joins Owen Ferguson and Ross Garner to share his experience with EBP, as well as tips to get you started. If you'd like to share your thoughts on the show, you can find Mark on Twitter @MarkSWHRF, Owen @OwenFerguson, and Ross @RossGarnerGP. You can also tweet @GoodPractice or @GoodpracticeAus. If you'd like to find out more about our upcoming events, blogs and whitepapers, visit goodpractice.com. The Freakonomics podcast episode that Ross referenced makes a case for evidence-based policy. It is available at: http://freakonomics.com/podcast/most-famous-political-operative-america/. The ASK Manager app that Mark recommended is available from the Apple Store at: https://itunes.apple.com/gb/app/ask-manager/id1143524652. The two CIPD reports that Owen recommended are available at: https://www.cipd.co.uk/Images/rapid-evidence-assessment-of-the-research-literature-on-the-effect-of-goal-setting-on-workplace-performance_tcm18-16903.pdf and https://www.cipd.co.uk/Images/rapid-evidence-assessment-of-the-research-literature-on-the-effect-of-performance-appraisal-on-workplace-performance_tcm18-16902.pdf. The CIPD's 'Evidence-based HR' discussion forum can be accessed at: http://www2.cipd.co.uk/community/discussion-forum/evidence-based-hr. Other useful resources include the Center for Evidence Based Management (https://www.cebma.org) and Science for Work (http://scienceforwork.com). Mark's HR blog is available at: http://hendyshrblog.co.uk/. The article Owen recommended on Deep Blue's psychological battle with Kasparov is available at: https://backchannel.com/what-deep-blue-tells-us-about-ai-in-2017-3284f92b2a93. And the source for Ross' German word game was: http://hellogiggles.com/10-fabulous-german-words-english-equivalent/. Finally, because it's 2017, the text-to-speech voice used in this podcast was Google Translate, not Microsoft Sam. Ross apologises for any confusion caused.

In HR circles, second to the phrase ‘people are our greatest asset’; perhaps one of the most over-used work clichés is that organisations – whether they employ fruit-pickers or silicon-valley computer geeks – all claim to want to foster a ‘culture of creativity.’ What does it mean and how can you do it?