The hard and soft benefits of an engaging, productive workplace.
Relationship Development & People Problems
Even with the best people in place, sometimes they just don't get along. There are a lot of things that can cause relationship issues, from power dynamics to management issues to clashes of personalities, but with some effort and understanding, most of them can be resolved.
There is no one right approach to working with people, which is often what leaders and managers find the most frustrating. You've got a job to do and when people-issues emerge it is often at the worst-possible time. They're disruptive and keep you and others from doing the 'real' work. And because of the fluid nature of human emotions, any attempts to force a rapid solution or logic through the issues can result in driving the issues underground. Hidden in the depths to emerge again at another inconvenient time.
It doesn't have to be this way!! As your People Partner, I actually ENJOY helping people in their time of crisis. You see, I have a passion for people and am fascinated by the different perspectives and mindsets they bring to the table. And, I've created my own models and approaches from the patterns I've seen to help resolve their issues in a way that honors them AND where they can start putting new behaviors and perspectives into practice right away, resulting in reduced stress and higher engagement and productivity.
There is no one right approach to working with people, which is often what leaders and managers find the most frustrating. You've got a job to do and when people-issues emerge it is often at the worst-possible time. They're disruptive and keep you and others from doing the 'real' work. And because of the fluid nature of human emotions, any attempts to force a rapid solution or logic through the issues can result in driving the issues underground. Hidden in the depths to emerge again at another inconvenient time.
It doesn't have to be this way!! As your People Partner, I actually ENJOY helping people in their time of crisis. You see, I have a passion for people and am fascinated by the different perspectives and mindsets they bring to the table. And, I've created my own models and approaches from the patterns I've seen to help resolve their issues in a way that honors them AND where they can start putting new behaviors and perspectives into practice right away, resulting in reduced stress and higher engagement and productivity.
Your Work Environment & Culture
When you started your company it was familiar. You knew everyone and they knew you. You were accessible, they were dependable and reliable, and your all worked as a team. But as things grew, you became more detached from the day-to-day operations, being pulled in different directions to oversee future strategy, growth and performance. Somewhere in this shift things evolved. You no longer knew all of the people working for you, and they no longer had direct access. Instead, a hierarchy was formed to help handle the work pressures and people stuff. Your business no longer looks or feels the way it used to and this loss of control bothers you.
One thing leaders often forget when building a company is the culture. The norms and values and the way things are done. Not in a corporate mission-vision-values kind of way, but in an every day human interaction way. And because of this, the culture creates itself.
Sure, the work gets done, and certain expectations ensure that things are completed in a certain way or by a certain time, but with every new employee comes baggage from their past.
As your People Partner, I can help you define and shift your workplace culture so that works it for, instead of against, you.
One thing leaders often forget when building a company is the culture. The norms and values and the way things are done. Not in a corporate mission-vision-values kind of way, but in an every day human interaction way. And because of this, the culture creates itself.
Sure, the work gets done, and certain expectations ensure that things are completed in a certain way or by a certain time, but with every new employee comes baggage from their past.
- Poor work habits that were tolerated by their former employer but are wreaking havoc within your business.
- High expectations of rapid growth or pay that aren't consistent with the way you do business.
- Attitudes that were allowed as long as the work got done, but are now creating disruptive people issues.
- Different definitions of what it means to be a good employee or a good leader.
As your People Partner, I can help you define and shift your workplace culture so that works it for, instead of against, you.
Job Design, Recruitment & Interviewing
I get it. You didn't get into business to deal with the people side of things, you got into it for your passion of the work itself. People issues are stressful and disruptive, and some times it feels like a full-time job - figuring out the best fit for your business needs - and then trying to find the right people to fill those shoes.
Yes, it can be time-consuming, but it is also essential to dedicate the time and effort on the front end to save time and resources after the fact. A study by the Society for Human Resource Management estimates that it can cost between 6 - 9 months of an employee's salary to find and train their replacement. That's nearly double the cost, all because of a wrong hire!
If you're racing to find people and settle on the most convenient or the least expensive candidate so you can check the task off of your to-do list instead of being intentional in finding people who will be the best fit for the work you have now and into the future, then you're playing a high risk game of saving money and time in the short-term for exponential problems and headaches in the long-term.
And those problems and headaches can cost you even more time and money if the people you have aren't producing, not to mention when your best people become disillusioned because they have to pick up the slack for those who are earning a salary but aren't doing the work.
As your People Partner I understand the advantages of hiring right the first time and have the skills and background to get the job done. Let's talk workforce and how I can help you design the right jobs, find the right people and get them onboard so they can hit the ground running!
Yes, it can be time-consuming, but it is also essential to dedicate the time and effort on the front end to save time and resources after the fact. A study by the Society for Human Resource Management estimates that it can cost between 6 - 9 months of an employee's salary to find and train their replacement. That's nearly double the cost, all because of a wrong hire!
If you're racing to find people and settle on the most convenient or the least expensive candidate so you can check the task off of your to-do list instead of being intentional in finding people who will be the best fit for the work you have now and into the future, then you're playing a high risk game of saving money and time in the short-term for exponential problems and headaches in the long-term.
And those problems and headaches can cost you even more time and money if the people you have aren't producing, not to mention when your best people become disillusioned because they have to pick up the slack for those who are earning a salary but aren't doing the work.
As your People Partner I understand the advantages of hiring right the first time and have the skills and background to get the job done. Let's talk workforce and how I can help you design the right jobs, find the right people and get them onboard so they can hit the ground running!
Company Changes & Transitions
Your company's evolving. It may be time for you to consider a different way of doing things, from growth and outsourcing to reorganizing for a future sale or acquiring new companies.
Perhaps your role as CEO is changing and it's time to consider a new and different way of leading.
Once the decision to change has been made it's easy street from there. Right? Guess again. Changes that have not involved some or all employees will likely face resistance based on doubt and concern about their future. Even those involved in the decision-making process may not be completely onboard.
Sometimes the decision-makers think that what they consider a good idea will automatically be received by others as good too. And when it isn't, it's easy to think that the nay sayers are the bad guys who are out to sabotage their plans.
Resistance doesn't have to be a bad thing though. There is great information in resistance that, when shared, can create an even sounder and more successful change.
Put your People Partner to work by letting me get to the heart of the resistance. Often times it reflects overt or covert fears about the change and what it means to the person. To their jobs, to their ability to do well during and after the change, to their ability to get on the same page and embrace the same vision as yours.
Together we can leverage our understanding of the resistance and transform it into buy-in. Doesn't that sound like a much more humane way of facilitating change than force and comply? I think so!!
Perhaps your role as CEO is changing and it's time to consider a new and different way of leading.
Once the decision to change has been made it's easy street from there. Right? Guess again. Changes that have not involved some or all employees will likely face resistance based on doubt and concern about their future. Even those involved in the decision-making process may not be completely onboard.
Sometimes the decision-makers think that what they consider a good idea will automatically be received by others as good too. And when it isn't, it's easy to think that the nay sayers are the bad guys who are out to sabotage their plans.
Resistance doesn't have to be a bad thing though. There is great information in resistance that, when shared, can create an even sounder and more successful change.
Put your People Partner to work by letting me get to the heart of the resistance. Often times it reflects overt or covert fears about the change and what it means to the person. To their jobs, to their ability to do well during and after the change, to their ability to get on the same page and embrace the same vision as yours.
Together we can leverage our understanding of the resistance and transform it into buy-in. Doesn't that sound like a much more humane way of facilitating change than force and comply? I think so!!