Overcommitted In A Good Way

When I was asked to join the coaching staff for our high school’s ladies soccer team this season, two thoughts immediately popped into my mind:

1: There is no way I have the time to do this.

2: This is a really cool opportunity that I’m not passing up.

Of course thought #2 prevailed. Since I’m still building my business (one year in as of this month) I quickly found myself working at some really odd hours to compensate for the 2 hour practices we had each weekday (on top of the fact that I still coached my younger daughter’s 6th grade team). I also found myself changing from dress clothes to soccer attire in my car on a few occasions (I may have caught a weird look or two at stoplights). 

This is my seventh year coaching soccer, as I’ve coached my younger daughter all those years. Those kids know me pretty well. 

For this high school experience, I had a team full of high schoolers that did not know me, and felt very comfortable sharing their opinion, sometimes quite often. I didn’t grow up playing soccer, so I know my approach to the game is different from other coaches. Youth sports are volunteer activities done by young people that have increasingly complex lives. A title of authority (coach) doesn’t mean much to them unless I can create an atmosphere where we all trust and respect each other. And with anything of that nature, I had to give before receiving. So I spent time explaining why we did drills, explaining responsibilities on the field, being honest with players about how I saw their strengths and weaknesses, listening to and incorporating their input, giving them space to make mistakes, and celebrating their successes. We ended up playing some excellent soccer, only allowing one goal in our last six games.

After going through this season, I can say with certainty that 95% of what I do in business correlates directly to the soccer field. Communication, coordination, strategy, people management, succession planning are all significant issues in business and team sports. Having the opportunity to jump into the fray with this team made me better with all of those skills.    

Although the past couple months were very busy, I would not have traded them for the world. Being able to play a small part in the journey of these young ladies has provided me with a level of joy that I can’t purchase. I’m grateful.

Now, back to the regularly scheduled business programming.

Frontline Workers Need Love Too

We have been patting ourselves on the back for pivoting to remote work over the past few years, but we have left a huge portion of our workforce out of the equation. I'm talking about the frontline workers that kept showing up to the worksite while the rest of us were figuring out how to look professional on Zoom calls.

Attrition might have slowed down, but we’re still underinvesting in our frontline folks. It's time to stop treating them like second-class citizens and start giving them the love they deserve. Organizational performance isn't just about surviving anymore, it's about thriving. And we can't thrive when we’re neglecting the backbone of our business.

Here are a few ideas to show our frontline workers some love:

1. Ditch the outdated credential requirements. We’re missing out on a goldmine of talent because we’re too hung up on college degrees. There are 70 million people out there with valuable skills from community colleges, bootcamps, and on-the-job learning. Start hiring for skills, not just certain credentials.

2. Show them the money (and the flexibility). Our white-collar folks are living it up with competitive comp and work-from-home perks. It's time to spread the love to the frontlines. Get creative with operations to build flexibility into their roles. Let’s also enhance those compensation packages. A little purpose, belonging, and pride go a long way in boosting engagement.

3. Upskill them, bit by bit. You don't need to send your frontline workers to Harvard to make them better at their jobs. Invest in bite-sized learning that they can apply right away. One retail chain is teaching cake decorating to bakery workers and knife skills to butchers. It's not rocket science, but it makes a world of difference.

4. Give them a shot at advancement. Our frontline workers want to grow, and they'd rather do it with us than jump ship. Create clear career paths and rotation programs. Show them there's a future beyond their current role.

Our frontline workers are human beings, not just cogs in the machine. They've got lives outside of work, personal challenges, and dreams just like the rest of us. So the next time you pass one of them in the hallway, try asking "How are you?" and actually meaning it. You might be surprised at the connection you create.

Remember, people help people they like, and people like people who like them. So start showing our frontline workers the love they deserve. Create a personal connection, enlist them as allies in solving problems, and watch the magic happen.

It's time to evolve or evaporate, folks. The skills needed to fully participate in the economy keep changing, and that includes how we value and develop our frontline talent. So let's start showing some love to the people who keep our businesses running day in and day out. Because a little love for our frontline workers goes a long way in creating a thriving organization that's ready to take on whatever challenges come next.

Do You Care About Your Company's Values?

When's the last time you thought about your company's values? I mean really thought about them, not just glanced at the poster in the break room. If you're like most folks, it's probably been a minute. Company values aren't just some fluffy HR thing. They're the guardrails that keep your organization on track. When companies start making decisions that don't align with their stated values, that's when things can go sideways real quick.

Take Boeing for example. They sacrificed their core value of engineering excellence in pursuit of profits, and we all know how that turned out. Or look at Starbucks - they've drifted from being everyone's favorite "third place" to just another overpriced coffee shop. Death by a thousand tiny decisions that prioritized revenue over their original mission.

The scary part is how easy it is for this to happen. It's rarely one big dramatic moment where a CEO says "Values be damned, we're going full evil!" Nope, it's a bunch of small choices that seem harmless at the time, but add up to something harmful.

When companies lose sight of their values, they lose the trust of their people. According to the Edelman Trust Index, 59% of Americans don't believe business leaders tell the truth. That lack of trust bleeds into everything, including how people view new tech like AI. Only 30% of Americans trust AI right now, largely because they see it as a job-killer.

To fix this we need leaders who aren't afraid to have real talk about the impact of tech and other big changes. People are hungry for transparent, authentic leaders. But more than that, we need companies to actually live their values, not just pay lip service to them.

Profit shouldn't be the end goal - it should be the result of pursuing a meaningful mission. Microsoft wants to boost productivity. Gucci aims to provide luxury experiences that help people find themselves. Colgate is all about building a healthier world for people, pets, and the planet. Sure, these might sound a little cheesy, but they give these companies a North Star to navigate by.

Without clear values, you end up with a workplace full of incivility and mistrust. According to SHRM, 38% of US workers feel their workplace is uncivil, and 58% think it's gotten way worse in the last couple years.

In the daily grind of hitting targets and putting out fires, it's easy to lose sight of the big picture stuff. But if we want our companies to have any shot at long-term success (and not turn into soulless profit machines), we've got to keep those values front and center. So I'll ask again - do you care about your company's values? If the answer is yes, what are you doing to live them out every day? And if the answer is no... well, maybe it's time to start.

Should You Join A Union?

Recently the staff at the Legal Aid Society of Cleveland unionized. First of all, I didn't realize that lawyers unionized, I just assumed all lawyers prefer to argue on their own behalf (my lawyer wife is ready to argue at all times). Secondly, I'm trying to wrap my head around what contract negotiations would look like when all the people you're negotiating against are lawyers. I'm just imagining the longest negotiation ever. I thought I had it tough dealing with unionized librarians (stop giggling, those kindly looking librarians are ferocious).

I did start thinking about the broader context of unionization. We've recently seen workers at large organizations starting to form unions where we didn't see unions before. Even Disneyland Character Actors recently voted to form a union (I can't even imagine being Mickey when it's 95 degrees outside, heat stroke here I come). So I wonder, are unions helpful for the average worker?

On the plus side, unions give workers collective bargaining power because there's strength in numbers. When you're negotiating as part of a union, you've got a whole team backing you up. This can lead to better wages, improved benefits, and safer working conditions. Unions also provide a formal process for addressing workplace issues. Got a problem with your boss? The union will address the problem for you (even when you are clearly in the wrong, I have stories to tell…..).

On the other side, there are some potential downsides to consider. Union dues are a drain on your income. Some folks argue that unions can make it harder for companies to be flexible and competitive, many issues take longer to resolve and require more effort. There's also the potential for tension between union and non-union workers. It can create a "us vs. them" mentality that I have seen firsthand in multiple organizations.

So, should you be in a union? It's a personal decision that depends on your industry, your workplace, and your individual circumstances. If you're in a field where worker exploitation is common, or if you're facing unsafe working conditions, a union might be beneficial.

On the other hand, if you're in a workplace where you feel respected, fairly compensated, and have opportunities for growth, you might not see the need for unionization.

Whatever you decide, make sure you're informed. Read up on labor laws, talk to folks in unions, and consider the specific pros and cons for your situation. Because at the end of the day, whether you're a lawyer, a librarian, or Mickey Mouse himself, you deserve to feel valued and protected in your workplace.

DEI That Works For Everyone - Part 3

I posted last week asking to have a real conversation about DEI work. One of the responses I received linked to the following article that put forward seven reasons why DEI efforts are harmful for organizations and advocates for doing away with DEI altogether: https://www.linkedin.com/pulse/7-ways-dei-harming-your-company-how-resolve-brian-dapelo/

I’d like to give my perspective on those points.

1. "DEI is discriminatory"

This claim misses the mark. DEI isn't about preferential treatment; it's about leveling the playing field. We're not inheriting a workplace of perfect equality. Certain groups have faced systemic barriers, and DEI aims to dismantle those obstacles. It's not about giving anyone an unfair advantage – it's about removing unfair disadvantages. The key is to frame DEI as a collective effort to create workplaces where everyone can thrive. This means broadening our definition of diversity beyond visible characteristics. We need to value diversity of thought, experience, and background. By doing so, we create more entry points for engagement and show that DEI truly is for everyone.

2. "DEI unnecessarily preferences physical attributes over the non-physical"

This criticism highlights a need to evolve our approach, not abandon it. Yes, we must look beyond surface-level diversity. But let's not pretend that visible differences don't matter – they do. The goal is to create a holistic view of diversity that encompasses both the visible and invisible. A strategic DEI plan should consider a wide range of factors: age, disability, ethnicity, gender, personality type, thinking styles, and more. By expanding our definition, we create a more nuanced understanding of diversity that resonates with a broader audience.

3. "DEI diminishes the size of the talent pool"

This couldn't be further from the truth. Effective DEI practices actually expand your talent pool by tapping into underutilized sources of talent. It's about removing barriers and biases that might have previously excluded qualified candidates. To make this work, we need to get creative with our recruiting strategies. Partner with diverse professional organizations, attend career fairs in underrepresented communities, and use inclusive language in job postings. DEI isn't about lowering standards – it's about casting a wider net to find the best talent, regardless of background.

4. "DEI decreases performance"

This claim flies in the face of extensive research. Diverse teams, when properly managed, consistently outperform homogeneous groups. They bring a wider range of perspectives, leading to more innovative solutions and better decision-making. The key is to pair diversity efforts with robust inclusion practices. It's not enough to just hire diverse talent – we need to create environments where everyone feels valued and empowered to contribute. This means investing in cultural competency training, fostering open dialogue, and ensuring equitable opportunities for growth and advancement.

5. "DEI is divisive"

DEI becomes divisive when it's poorly implemented or communicated. The solution isn't to abandon these efforts, but to reframe them as a collective benefit. Everyone should see themselves as part of the DEI conversation, not just underrepresented groups. We need to get better at articulating the business case for DEI. This isn't just about doing the right thing (although that matters). It's about driving innovation, improving decision-making, and ultimately achieving better business results. When we frame DEI as a strategy for organizational success, it becomes something everyone can rally behind.

6. "DEI diminishes accomplishments and disincentivizes performance"

This criticism stems from a misunderstanding of what DEI actually entails. Effective DEI practices don't lower standards or ignore merit. They ensure that everyone has a fair shot at success based on their abilities and potential. To combat this perception, we need transparent, equitable performance management systems. Clear criteria for advancement, regular feedback, and mentorship programs can help ensure that accomplishments are recognized regardless of background. DEI should enhance, not diminish, a culture of high performance.

7. "DEI is distracting"

If DEI feels like a distraction, it's because we're not integrating it effectively into our core business strategy. DEI shouldn't be a separate initiative – it should be woven into every aspect of how we operate. This means moving beyond standalone training sessions (though those have their place) and thinking about how DEI principles can inform our day-to-day operations. How can we make our product development more inclusive? How can we ensure our marketing resonates with diverse audiences? When DEI becomes part of our standard operating procedure, it stops feeling like a distraction and starts driving real value.

DEI work isn't always easy, but it's essential for creating workplaces where everyone can thrive. By evolving our approach to be more inclusive, collaborative, and results-focused, we can create DEI initiatives that truly work for everyone. The goal of creating more equitable workplaces isn't going away – we just need to keep finding better ways to get there. Let's use this moment of scrutiny to build something stronger, more effective, and more unifying than ever before.

DEI That Works For Everyone – Part 2

DEI efforts are under fire. Microsoft reportedly disbanded its DEI team. John Deere stepped back from "social or cultural awareness" events. Even the Society for Human Resource Management dropped "equity" from its diversity and inclusion approach. If you’re a DEI professional, your job is not feeling secure.

This isn't the first time DEI initiatives faced pushback. Backlash against affirmative action in the 90s. Resistance to diversity training programs in the early 2000s. Each wave of resistance has ultimately led to better DEI approaches. When affirmative action was under fire, it pushed us to think more holistically about creating diverse pipelines. When diversity training was challenged, it led to more nuanced, research-based methods. This current pushback is another opportunity for evolution. The goal of creating more inclusive, equitable workplaces isn't going away. We just need to keep finding better ways to get there.

DEI work has sometimes felt exclusionary. When we focus solely on underrepresented groups, we can inadvertently make others feel left out or even villainized. We need to reframe DEI as a collective effort to make our workplaces better for everyone. It's about creating an environment where all employees can thrive and contribute their best.

It’s now time for some very important context. If you are reading this in 2024, you did not inherit a situation where workplace equality is a current reality. Certain groups have been intentionally pushed to the margins in our workforce, and that's not ancient history. Jim Crow laws didn't magically disappear overnight. The glass ceiling for women didn't shatter on its own. And let's not pretend that discrimination against LGBTQ+ folks is a thing of the past. If we're going to make real progress, we need to be honest about where we've been and where we still need to go. It's not about pointing fingers or dwelling on the past. It's about understanding our starting point that we have all inherited so we can chart a better course forward. Acknowledging past wrongs doesn't diminish anyone else's hard work or success. It just gives us a clearer picture of the playing field we're all on. Let’s own the shared history that we have inherited and use that knowledge to build something better for everyone.

Let’s get better at communicating the business case for DEI. This isn't just about doing the right thing (although that matters). Diverse teams are more innovative, make better decisions, and drive better business results. When we frame DEI as a strategy for organizational success, it becomes something everyone can get behind.

Let’s broaden our definition of diversity. Race, gender, and other visible differences matter. But so do diversity of thought, experience, and background. By recognizing these forms of diversity, we create more entry points for people to engage with DEI work.

Let’s add interactive training sessions that build empathy and understanding. Use real-world scenarios and encourage open dialogue.

Let’s add inclusion metrics to how we track DEI success. Are people from all backgrounds feeling heard and valued? Do they see opportunities for growth and advancement? These are the indicators of a truly inclusive culture.

The backlash against DEI is real, but it doesn't mean the work isn't valuable. It means we need to do it better. By evolving our approach to be more inclusive, collaborative, and results-focused, we can create DEI initiatives that truly benefit everyone. DEI is about creating workplaces where every individual can bring their whole self and do their best work. Let’s create a new approach to DEI That Works For Everyone.

Rethinking HR for Small Businesses

Before I opened my own consulting practice in October, the organizations I worked for ranged from 800 employees to 7,000 employees. They all had HR departments with people that specialized in specific HR disciplines. We had plenty of policies and procedures. 

Now, I'm primarily working with organizations that have 300 or less employees, sometimes way less. When I'm talking to a person that built their business from the ground up, I mean like they worked for themselves and funded start-up costs with credit cards and family loans, they have a different orientation when it comes to watching their expenses. 

The small business owners I have worked with are hyper-focused on the practical reality of each situation. I've had to adjust the way I think about business and definitely rethink what "best practice" really means. In the world of big corporations, we often get caught up in the theoretical. We craft elaborate policies and procedures, imagining every possible scenario. But in small businesses, it's all about what works right now, today, with the limited resources at hand.

These entrepreneurs don't have time for a 20-page employee handbook that covers every conceivable situation. They need quick, actionable guidance that helps them solve immediate problems without breaking the bank.

I've learned that sometimes, the "best practice" is simply the practice that keeps the lights on and the employees paid. It's not always pretty, but it's effective.

This shift in perspective has been both challenging and refreshing. I've had to strip away layers of corporate thinking and get back to basics. What's the core issue here? What's the simplest solution that addresses the problem without creating new ones?

In big companies, messages often get distorted as they pass through layers of management. But in small businesses, the owner is usually right there in the thick of it. There's no room for miscommunication or misalignment. On one hand, decisions get made quickly and efficiently. On the other hand, there's less room for nuance and careful consideration. It's my job to help these business owners find the right balance. I've come to appreciate the creativity and resilience of these small business owners. They're not afraid to do whatever it takes to make their vision a reality. 

In many ways, this new chapter in my career feels like getting back to the roots of what HR is all about: helping businesses and their people thrive. It's not about following a predetermined playbook, but about adapting and evolving to meet the unique needs of each organization.

So while I may have left behind the world of comprehensive HR departments and elaborate policies, I've gained something invaluable: a renewed appreciation for the grit and determination it takes to build something from nothing. And that, my friends, is a lesson worth its weight in gold.

Communication Magic

It's time to fix communication in the workplace! No more complaining that the younger generation doesn't talk, or that remote employees are invisible, or that management hordes all the information. It's time for HR Professionals to assume their rightful place as wizards of inter-office communication!

Let’s start by exploring our current communications situation to determine where messages are getting lost in translation. Are emails going unread? Are Slack channels a mess? Is important information buried in meetings? We have to understand our current picture before we implement any of the communication ideas below.

Your remote employees want to be included in the flow of information. HR is the right entity to champion virtual inclusion strategies. Set up regular virtual coffee chats, create digital water cooler spaces, and ensure remote workers have equal opportunities for visibility and career advancement. And please remember that "Reply All" is not always the answer.

We need to upskill our communication abilities. HR should develop and deliver targeted training programs on effective communication across various mediums. Cover everything from crafting clear emails to running efficient virtual meetings to active listening.

We know some people purposely hoard information because they see it as a way to hold onto power. HR needs to champion transparency and open communication channels. Implement regular town halls, create an internal newsletter that people actually want to read, and set up cross-functional task forces to break down those silos. Encourage leaders to share both successes and failures - because nothing builds trust like vulnerability.

The generational divide is not a problem, it is an opportunity. HR can spearhead reverse mentoring programs, pairing up employees from different generations to share knowledge and skills. Maybe the junior employee can teach the senior exec about social media, while learning some valuable industry insights in return.

Revamp your onboarding process to emphasize communication from day one. Create a "communication roadmap" for new hires, outlining key channels, important contacts, and communication norms within the organization. This sets the tone for open and effective communication right from the start.

HR should implement regular pulse surveys to gauge communication satisfaction across the organization. Use this data to identify trends, celebrate wins, and course-correct where needed.

Lastly, HR needs to lead by example. Be the change you want to see in the communication landscape. Respond promptly to messages, be clear and concise in your own communication, and always strive for transparency. Your actions will set the standard for the rest of the organization. The workplace is evolving at warp speed, and it's up to HR to lead the charge in fixing communication.

Other Duties as Assigned

Remember when you were a kid and your parents told you that you could be anything you wanted to be? Well, welcome to corporate America, where apparently you can be everything all at once. Many of us find ourselves in roles with overly expansive job descriptions and then get additional tasks tossed our way on top of that. We’re expected to be a strategic visionary, data analyst, project manager, therapist, and office DJ all rolled into one. Oh, and can you fix the printer while you're at it?

"Other duties as assigned" is a needed catch-all to maintain flexibility for management, but it often becomes a recipe for mediocrity. When our duties span from "develop cutting-edge AI solutions" to "ensure break room is stocked with snacks," it becomes nearly impossible to excel at anything. We end up spreading ourself too thin to have meaningful impact.

Organizations often confuse quantity with quality. They think that by piling on responsibilities, they're getting more efficiency. They're actually creating a workforce of overwhelmed generalists who can't focus long enough to truly master any particular skill. We need to declutter our job descriptions, focusing on core competencies that truly drive value. Sure, it's great to be versatile, but not at the expense of expertise.

For employees stuck in these catch-all roles, it's crucial to have honest conversations with leadership. Identify where we can make the most impact and advocate for a more focused role. And if all else fails, maybe it's time to update that resume – just make sure it doesn't read like a laundry list of random skills.

Remember, in the professional world, it's better to be a master of one trade than a jack of all. Unless, of course, that one trade is fixing the office printer. Then you'll always be in demand.

De-weaponize Your Vocabulary

When I do DEI training sessions, I always ask the organizer to provide me with the feedback they received. Most of the feedback I receive is positive (not a humble brag, that's a 100% brag). However, after a recent session, I received feedback that I used ableist language.

I know that my lifelong experience as an athlete (and now as a soccer coach) shapes the way that I communicate. Regardless of my personal history, I'm responsible for my words, especially as I work to upskill organizations in the DEI space.

Language is not a fixed thing, it evolves much in the same way that culture evolves. The vocabulary I left undergrad with is completely different from the vocabulary I have now. We all need to be intentional about updating our vocabulary as our society continually updates itself.

To that end, I'm sharing a fantastic resource that I'm using to de-weaponize my vocabulary. The American Psychological Association's Inclusive Language Guide (https://www.apa.org/about/apa/equity-diversity-inclusion/language-guidelines) does a great job of sharing definitions and explaining why certain phrases can be hurtful.

Nobody is perfect in how they communicate with others. But if we are intentional about improvement, we can get a bit better each day.

Something in The Way

Why do we find it so difficult to tell people what we actually think?

There is so much left unsaid in the workplace because we are worried about how others might receive the message. There is an excellent book by Kim Scott called “Radical Candor.” In one of the stops on my journey, the CHRO had everyone in HR read the book. The two key points were that we have to care about our teammates personally, and we need to be brave enough to challenge teammates directly when the situation calls for it.

Caring about our teammates means that we get to know them as entire humans. It’s understanding that everyone brings the weight of their relationships with them to work. It’s knowing that each person has their own personal challenges that they are wrestling with. It’s understanding each team member deserves empathy.

Challenging teammates directly means that we give our teammates clear, direct feedback. It’s our responsibility to hold our teammates accountable for delivering results in the role they play for our team. We need to do this in a way that makes it clear that our teammates' actions and behaviors are being critiqued, we’re not critiquing their worth as a person.

Sometimes people are on a project or in a role that they are unable to grow into. The kind thing to do is help them move onto the next opportunity that will help them leverage their talents and flourish.

Our fear of damaging relationships is in the way of so many conversations that we need to have. Adopting the tenets of Radical Candor can help us begin to have these conversations.

What Is Happiness

Everyone gets to pen their own definition of happiness, but my definition is the best, feel free to adopt it for your use: Happiness is having positive connections with other people.

My favorite podcast is Akimbo by guru marketer Seth Godin. Akimbo is a podcast about our culture and how we can change it. The podcast goes into seeing what's happening and choosing to do something. A recent episode asks the question "how do we choose to spend our time when technological advances give us more time to spend?" Communication, data, and transportation technology have advanced significantly over the past few decades, which theoretically should have freed up time for the average professional, time which could be used in the pursuit of happiness. However, people feel like they have less time than they have ever had. I imagine this is mainly a function of how people choose to spend their time. Are we willing to trade watching the hour long show with the two or three phone calls we could have had in that same time? I'm often guilty of burning up some time playing Clash Royale when I know there are friends I am overdue to reconnect with. The same technology that allows us to be more efficient in our jobs is the same technology that offers us a thousand ways to squander that time on random games or shows or newsfeeds, most of which don't make us any happier.

Work gives us a fantastic opportunity to create positive connections with other people, especially when the goals are difficult. There is nothing like an intense shared experience when it comes to forging a positive connection. The best relationships generate enough trust to challenge each other without fear of damaging the relationship, because those in positive relationships want the best for each other. For me, these positive connections in business have generated happiness.

So for you, no matter if you work remotely, or in person, or hybrid, make sure you are working to intentionally build positive connections wherever you can. It won't be possible with everyone, but the effort is well worth the reward. Find some happiness.

Playing Telephone

Do you remember playing the game Telephone when you were a kid? You would sit in a circle. Someone would start off by whispering a phrase to the person next to them. That person would then repeat the phrase to the next person in the circle, and so on until the phrase got back to the originator. A phase that started off as "I like pancakes" would end up as "try my cornflakes."

As we moved on through school and into the workplace, we've continued the game of Telephone. A leader expresses what they want, a couple levels of management interpret the request, then a message is delivered to those who are assigned to execute the task. Most of the time this works well. The idea of the organization's leader having 1:1 conversations with all their employees does not work. However, the message is sometimes lost in translation.

One of the rules of the Telephone game is that the receiver of the message can't ask for the messenger to repeat themselves. Sometimes it looks like we've carried that rule into the professional setting. The reticence to ask for clarification from leaders puzzles me. I love leaders that allow space for their employees to be creative, but if the employees are uncertain about the intended outcomes desired by the leader, it's time to go back to the source. It doesn't look incompetent to come back to a leader for clarification, it does look incompetent to deliver a final product the leader was not asking for.

The game of Telephone is necessary in organizations due to their size and structure. To balance that, let's normalize seeking clarity and not see that as a sign of failure. Because if I receive cornflakes when I wanted pancakes, we have a serious problem.

Who Is Your Tom?

Friday I had the honor to serve as the keynote speaker for Cleveland State University's TRIO Annual Graduation Celebration. The TRIO program is designed to help first-generation college and/or low-income students progress toward graduation.

The speaker before me was a graduating student named Koya. Years ago, Koya stepped away from her pursuit of her bachelors degree to raise her son. During her remarks, Koya talked about her current boss Tom, who hired her with one condition: that she would return to school to complete her bachelor's degree. So here she was Friday evening, in her mid 30’s, back to complete what she had started. She pointed to Tom, who came to the event, as she told her story. Her son, now a high school student, was in the audience to witness his mother receive a standing ovation as his mother finished her speech. 

We all need a few “Toms” in our life. The people that will hold us accountable to make ourselves better. The people that won’t allow us to let our potential remain untapped. The people that will show up to celebrate us.

I’m not sure what we can do to increase the number of “Toms” in our life. And because life isn’t fair, some people receive plenty of “Toms” while others don’t seem to have any. Here is one thing I do know: we can all serve as a “Tom” for someone else, because there are always people in need of a “Tom.”

Getting Lucky

There is a significant amount of luck involved with career progression. I've been a luck box my whole career. My high school track coach connected me with my first internship before I even knew what an internship was. My boss at my internship connected me with my first real job (I was looking at some fake jobs during my search, Jackie Boesinger saved the day for me). I was lucky enough for my first real job to be at a Fortune 500 company. I was lucky enough to not get restructured out when plenty people in my department did. I was lucky enough to be in a place that gave me the opportunity to switch careers. Since I got into this new career (human resources) the luck train has accelerated down the track.

We have to be prepared to take advantage of luck when it strikes. The more that we continuously upgrade our skillset, the more likely we are going to be ready to contribute to the next innovative project our organization will do.

We also have the opportunity to make ourselves luckier. The more people that we have solid relationships with, the better the chance that great opportunities will be brought to our attention, so go ahead and strike up a conversation with a stranger.

Volunteers get all the luck in the world. They step in to fill a gap helping others, then all types of doors open that they didn't envision. So go ahead and help that nonprofit you care about. It will benefit you more than you could imagine.

I've also been very lucky to not get get derailed by some of my poor decisions. I did a few things in college that most likely would have got me kicked out had I been caught. You probably wouldn't be reading this right now had that been the case. So while it's great to celebrate where luck brings us opportunities, it's also important to acknowledge when luck shields us from well-deserved consequences.

Luck plays a vital role in career advancement. Do the work on your end to make yourself a bit luckier.

Evolve or Evaporate

AI is taking some jobs. Before that, computers took some jobs. Before that, automation in factories took some jobs. Before that, offshoring took some jobs. Before that, it was something else taking jobs. There will always be something that makes a portion of today's jobs disappear. 

On the other side of the loss of older jobs is the creation of new jobs. Today's knowledge work economy is so advanced that it looks like magic compared to our economy 50 years ago. 

The skills needed to fully participate in the economy keep changing. We should not assume that we have a place in the economy if we are not constantly updating our skills. Gone are the days where we can expect to do the same thing the same way for years and expect to be handsomely rewarded. 

Upgrading our credentials is great, but this isn't even about credentials. There are enough free resources online for us to enhance our knowledge, skills, and abilities so that we can expand how we deliver value. 

If you're in a skilled trade, this message doesn't apply in the same way (plumbers gonna plumb). If you're not in a skilled trade, after a few years in the same role it's time to start looking over your shoulders. When organizations have to reduce salary, the conversation often starts by discussing the stagnant people. And we don't want to find ourselves in front of a recruiter trying to explain why we've had the exact same responsibilities for the past ten years. Evolve or evaporate.

Beware of the Chair

One of my best friends Erin runs very far. I mean like marathons are a warmup. One of the things she says is to “beware of the chair.” When a long distance runner sits down to take a break, it is very hard to get up. What the runner thought would be just a stop turns into a quit.

How often do we turn a break into a quit? “I need to take a break from school.” “I need to take a break from writing this book.” “I need to take a break from this side-hustle that I hope to be my primary business someday.” Sometimes we have to take a break. The problem emerges when the break goes too long, when we struggle to get up from the chair that we sat down in.

It’s better to keep moving. I’ve talked to many professionals that are in grad school while they have their full-time job. Oftentimes there are some significant family commitments in the picture as well. They will start talking about how they need to take a break from school because the overall load is too heavy. I’ll tell them to just do one class at a time to keep their momentum going. Slow progress is better than no progress. There is also the psychological element of knowing that you’re getting closer to your goal.

If you find yourself to be currently sitting down, consider this your sign from the universe that it’s time to get back up, and I do mean today. One of my favorite quotes is “Tomorrow: a mystical land where 99% of all human productivity, motivation and achievement is stored." We love to delay to tomorrow what we should be doing today. It’s hard to get out of the chair, maybe you can just roll out of the chair onto the floor, then get your momentum going with a crawl. It doesn’t matter how, just get going.

If you find yourself to be currently going, keep that momentum going. If you get tired, it’s okay to slow your pace to a walk. But whatever you do, beware of the chair.

Circle of Trust

I remember the first time I received results from a 360 survey. I thought I had received someone else's results. Part of me thought "this isn't true" while another part of me thought "why didn't anyone tell me." From that point forward, I made sure to be active in cultivating a few sources for regular feedback. In order for us to advance professionally, we need a few types of truth speakers around us.

We would imagine that our Boss would be loaded with truth telling for us, but this is an inconsistent source. If you have ever arrived at your annual performance review and received new perspectives that you didn't hear all year, you know what I mean. Sometimes our boss is more focused on preserving our feelings or avoiding conflict than they are focused on sharing their honest feedback. We have to make it clear that we need their perspective to assist with our continued growth.

Feedback from our direct reports is on the other side of the coin from boss feedback. For people that report to us, our whispers are yells and our suggestions are commandments. We have to build trust over time with our team. Our team is watching closely during meetings to see what happens when people disagree with us. If we consistently demonstrate that constructive conflict is okay, we're more likely to receive helpful feedback from our teams.

Peers can be an outstanding source of feedback if we properly empower them. A significant factor in the usefulness of peers in our feedback process is our organization's reward structure. Does the reward structure encourage our peers to work with us towards the same goals, or are we competing against each other for limited resources? Are there limited promotional opportunities that we have to fight with our peers for? If we can develop trusting relationships with our peers, they have a point of view that can be significant in helping us plot our actions.

Everyone should have coaches and mentors to round out their circle of trust. Coaches give us an unbiased perspective to help us work through situations. Mentors are valuable because they have been there and done that, so they can speak from experience as they deliver feedback to us.

Don't allow yourself to get blindsided. Do the work now to build your circle of trust, so that the next 360 evaluation has no surprises.

Fire Drill Management

Cheers to the leaders that will cast a vision for their team, then stay singularly committed to that vision. They stand to avoid the pitfalls and fire drills that befall many teams. To be certain, some emergencies are unavoidable. However, we too often serve as both the firefighter and the arsonist.

The solution for you, my fire weary friend, is to ensure your time is fully committed to projects that support the vision of the leader. When you look at the work that must get done in any organization, there will be a certain portion that directly supports the vision, and a portion that is basically administrivia. Volunteer early and often for the projects that directly support the vision. When the inevitable fire is making its rounds, you will be fire resistant due to the "nature" of the projects you are on. There will be the occasional fire drill that you want to hop in, from an exposure standpoint or skill building standpoint, but you will want to have positioned yourself to be selective. The unsavvy employee, working on lower value work, will often be drafted.

When it's time to award promotions and bonuses, no one is getting kudos for a great job on administrivia. Most of the random fire drills will be a distant memory. People will remember those who were significant contributors on work that supported the vision. Strategically manage your fire drill participation to position yourself for true success.

Who Called This Meeting?

I'm not a fan of excessive meetings. Most meeting requests come devoid of agendas. That's the first indication that an hour of my time is about to go up in flames.

We need to touch on the etiquette surrounding meeting start and stop times. If you schedule me to attend a meeting that starts at the exact time another meeting ends, I'm going to be early to leave or late to arrive at somebody's meeting. Seriously, I can't transport myself Star Trek style at the top of every hour. We need something akin to the between class hallway time found in most universities.

Speaking of higher education, can we get back to awarding points for participation? Everyone was invited to the meeting because they allegedly have something to add to the proceedings. If you came to the meeting, and didn't talk, you weren't at the meeting.

If I'm at your meeting, and your slides are in english, please assume that I can read them. If you're going to read off the slides word for word, it's not a presentation, it's a report. Just email it to me, and I'll email you back with any questions.

Along these same lines, if there is verbiage on the slide that I need to read, fifteen bullet points at 6 point font is probably going to be a challenge for this guy.

Whoa on that color scheme. If the background is navy blue and the text is black, Stevie Wonder and I will be seeing your presentation the same way.

Stop bar graph abuse. We all know that 230 is not twice as much as 215. But when you put these numbers next to each other on a bar graph that starts at 200 and tops out at 250, 230 looks twice as big as 215. Stop lying to my eyes.

So yes, the next time you're getting ready to fire off that meeting invite, please consider the points referenced above to avoid any meeting violations. Especially if my name appears on that invite list.