Dear women on my team,
Thank you for coming to a women’s event with me. Thank you for being interested in moving women forward. Thank you for being interested in women at work. Thank you for thinking about inclusion for everyone.
To each of you, please do not ‘suck it up and deal with it’. Whatever ‘it’ is, please do what is right. Be forward looking. Make life better for others.
Our team recently went to an event with a panel of women speakers. One woman told the story of going to the strip club with her executive team. She talked about watching the dancers walk off the stage and then approaching them to hit them up for investment business.
The crowd roared with laughter at her revenue strategy.
Her advice to the women in the room was to suck it up like she did. She joined in and went to the club. She sucked it up and dealt with it.
I did not roar with laughter. I looked in horror at my team.
Women on my team, please don’t just deal with the cards you are dealt. If your team goes to the strip club, demand better. If your team does business on the roof top patio, demand better. If your team does business at the golf course, demand better.
Business takes place where it is accessible to all. If your team is a group of golfers, the golf course might be the perfect place. If four or five out of six or seven of your team golf, the golf course is wrong.
Thank you for being on my team, women. Thank you for being open and honest. Thank you for giving me feedback. Thank you for making me better.
Recently, I’ve been doing some soul searching, the business kind, to figure out my role as the people strategist in the execution of the business plan. Sure we support talent needs, create a productive environment, but what role do we have to push tasks to completion?
We own the tools for performance management and sometimes even own the tool for business plan tracking. But we tend to take a bit of a backseat or administrative role in the process. We tend to leave the driving of the execution to the business.
Let’s not do that anymore. Let’s jump in, roll up our sleeves, and drive the plans forward.
What does that look like? Ask to be the owner of the business plan execution tool if you’re not already. Run business plan update meetings. Set regular update reporting where managers report in. If you don’t already, learn what the roadblocks are and share suggestion for how to solve them if you can’t solve them on your own.
My mind has been blown in the last few weeks as I continue to read about how gender bias plays a role in interviews. Among other places. The simplicity of the placement of words impacts the results of an interview.
Women are more likely to attribute success to their team, hard work and good luck. While men are more likely to attribute success to skills and innate qualities. Thank you leanin.org for the intel.
I often ask an open ended, warm up question, like tell me about your path to here, right now. Boom. Just walked right in to gender bias if I’m not careful. Men are more likely to tell me about their skills and the qualities they possess that got them here. Think, my ability to close the biggest deal got me a promotion manager. While a woman might say, I’ve had really good luck with customers and the deal closed which led to the promotion. Would I walk away thinking that the man was smarter? I mean, the woman got lucky, but the man used his ability.
I learned to spend time thinking about what I want out of my questions. Why do I want to know about their path to here? I want to know about their interests professionally. I want to know about decisions they made during their career path. I learned to take these and make specific questions, to drive out the answers I want and to account for bias. Instead, I can ask, what skills do you think got you here? It specifically asks each candidate to talk about skills. Instead of relying on their own interpretation of what I’m asking.
Mind blown. Bring on the interviewees.
Our organization runs an anonymous survey to our entire employee base every quarter or so before a townhall. We try to gather thoughts in to themes and make sure we speak to them in the townhall. I love the idea of hearing what people think. I love the opportunity to hear what happens at the watercooler or whatever people talk over now. What do people talk over now? Is it still the watercooler? Maybe the foosball table? Espresso machine? Doggy daycare? I digress.
I love anonymous feedback tools. I, like most HR people, would prefer that we have created an environment that is so open and welcoming that people can say anything. But we’re all humans and some days we’re still trying to figure out how to tell our boss that she has a seed stuck between her teeth. So, anonymity can be helpful.
A few months ago, the survey came back saying that I was unapproachable. While this comment didn’t leave me feeling the same joy I feel eating a Starbucks oat fudge bar, it didn’t sting. I took it to heart. Someone was struggling so much and had nowhere else to turn but this anonymous survey. That had to change. More on that in some other blogpost.
I work on a team of wonderful humans. And the humans showed their wonderfulness by being worried about my feelings. In truth, the outpouring was unexpected. Emails, visits, notes, texts, IMs, even a box of doughnuts. It didn’t matter if they agreed or not with the anonymous commenter, they disagreed with the forum. With putting me on the spot like that.
It’s funny that one person’s complaint led to so much support. Life can be like that.
I still love anonymous surveys. I still think they serve a purpose. I’m still trying to create the perfect environment. Where everyone says what they thinks and we solve problems in the open. But, in the meantime, keep surveying!
I am passionate about changing the way we work.
People contribute of themselves.
People aren’t contributing time.
Give them results, goal, outcomes, whatever you want to call it.
Let them do it.
Let’s stop living by a time clock. A believe that business has to take place between nine to five. Or Monday to Friday.
Yes. We have customers.
Yes. We have cars to produce.
Let’s start doing that differently, too. Let’s start exploring how we can work in different ways.
It will not be easy.
It will be better once we get there.
I encourage managers to be able to answer five person questions about their employees. The questions don’t really matter, it’s the conversation and the relationship that matters.
The time invested into having these conversations is what will build more open communication, an understanding of each other and a stronger relationship.
What’s your employee’s favorite colour?
Where were they born?
Do they have any siblings?
If they had to be fired, how would they want it to go down?
What did they want to be when they were a kid?
These questions should spark all kinds of questions. Especially the one about getting fired. If you’ve got an employee who is just answering that with a straight face and without questions, you’ve got a pretty strong indicator that they aren’t communicating with you. That question should, at the very least, prompt a ‘what kind of question is that’ response. It opens the door for all kinds of conversation.
A particular area of interest for me is women in the workplace. It hasn’t always been the case though. I spent the first 15 working years focused on my work and career. I wanted to move myself forward. It is only recently that I started to think of the careers and experiences of other women. I want to see us all move forward.
It has been inspiring to watch a woman accept the nomination to run for president of the United States. I loved what Arianna Huffington said – another ceiling broken. I hadn’t thought about it that light until I read what she wrote. It’s an amazing time to be a women. We’re watching history unfold. There is still work to be done. And they may feel like baby steps to some, but they feel like steps to me. Small movements forward, towards equality. And they’re beautiful movements!
Can’t wait to see another Canadian woman prime minister, maybe for a longer tenure, though.
My morning tea rumination landed on social events today. There is often disagreement about whether or not social events fall under the umbrella of human resources. But that’s a different post for a different day. Regardless of whether or not socials fall within Human Resources, should events be correlated to business metrics? Should we connect employee engagement results, sales figures, NPS results, and more to social events? If the business results are poor, should social events continue? If the NPS results are low, should there be more social events?
I think doing the research, being curious, experimenting and measure, will lead you to the right answer. Correlating social events with business results will give you some direction. You’ll learn if social events positively effect business performance. Likewise, you’ll learn if they impact your customer satisfaction.
Using this information, you can determine how to use social events for influencing business results. Social events are almost always a positive. It’s hard to argue with the idea of people getting to know each other better, building relationships and team building. But, connecting with metrics is important.
Go forth, party. Then measure the results.
One of my favorite pieces of advice, is actually a question. How badly do you want it?
Such a simple question, but it’s so impactful. We can all find ourselves in a rut or a lull. Or, worse, feel like something we want is out of reach. That’s when the question, how badly do you want it, might help.
If you want to start exercising, but just can’t seem to get yourself to get started – try asking how badly do you want it? If you want to start a business, but you don’t know if it will be successful – try asking how badly you want it?
An oldy, but a goody.
I was reminded in a conversation this week about how excited I am to see the language of change management disappear. Not because it is not important or because we don’t need the help, but because we’ve fully digested the fact that change is not something to be managed. Or planned. But rather, that it is constant. It will have become part of how we operate. And someday the effort we give to managing a change like a new website, will be unconscious. Of course, this will be because of all the good work that the language of change management does today!