Writing Samples

For 3 years, I wrote a blog that was published 3 times a week which covered topics ranging from DEI to training and EQ. Below are some selected blogs.

Change Happens When Employees Want to Change

Change happens when employees want to change, not when those of us in HR and managers tell them they must. In an earlier blog I wrote about how we must inspire employees to change. Perhaps populations that have felt the zings of microaggressions, or who have had to learn to overlook and forgive the unconscious bias of their colleagues, think that inspiring employees should be the last approach considered. Many of you are thinking ‘Its time that my organization leadership demands that my colleagues behave correctly!’ Understandable, but the truth is that imposed requirements are never followed for long, while change sought by employees often leads to lasting improvement. When it comes to DEI, regularly schedule genuine conversations about race. These conversations will provoke uninformed employees to seek answers. Inquire of your candidates of color and learn what an equitable interview process would look like for them. Practice blind resume reviewing, look for skills parallels and avoid hiring based on “gut” feelings, and ensure that job descriptions are populated with inclusive and behavioral based. Demand a culture that depends on honest, in the moment feedback. Be strategic when evaluating the lay of the land. Purposely choose leaders who you feel will work to embed DEI, identify those who are willing to learn the how-tos, and start talking to the reluctant remainder. Don’t confuse reluctancy for complacency. A lot of times people (leaders) don’t step outside of their comfort zone because they don’t know how to and (wrongly) feel that admitting ignorance about something is a weakness. All told, this is a great time to make DEI initiatives a reality. When you don’t see change, know that the fields are ripe with harvest.

Encourage Your Employees to Speak Up

If we want to see the change we desire, we’ve got to speak up. I month or so ago I came across some old coursework notes about the Abilene Paradox. What is the Abilene Paradox? In a nutshell, it’s when what we perceive as disagreement is mismanaged agreement!

Organization members agree privately as individuals as to the nature of the situation or the problems facing the organization.
Organization members agree as to the steps that would be required to cope with the situation or problem they face.
However, organization members fail to accurately communicate their desires or beliefs to one another.
With invalid and inaccurate information, organization members make decisions contrary to what they want to do and arrive at results that are counterproductive to the organizations intent and purposes.
Because they made decisions contrary to what they wanted to do they become frustrated, angry, irritated and dissatisfied with the organization; they form subgroups and blame other subgroups for the organization’s dilemma.
If the organization’s members do not deal with the inability to manage agreement the cycle repeats itself.

We fear taking the risk of speaking up because we fear being separated. We have a fundamental need to be connected, engaged, and related, and a reciprocal need not to be separated or alone. We do not want to be considered disloyal or not a team player. Responsible for the communication component within our organizations, those of us in HR must make honest exchange of differing ideas a desirable representation of communication. Too often, identify agreement with top down mandates as effective communication.

Group tyranny or group think—individuals think that they are experiencing coercive organization conformity pressures when they are really experiencing mismanaged agreement.

Establish a Culture that Encourages Honesty

As a leader you rely on your team to be honest. If an employee lies, point the finger back at yourself. Maybe you need to do a better job of letting employees know their value. Or perhaps you have great communication skills and for whatever reason a team member decides that alignment with the shared goal is not their thing - their values may not match those of the organization, or their tasks are not fulfilling. As leader it’s up to you to figure out why they are lying. Good employees want to deliver. If they are unable to meet target goals, they may feel like they have failed. As a leader it’s your job to inspire employees reach and exceed goals, but to communicate that effort that does not net desired results, is also worthwhile. Figure out how to redirect an employee’s actions so that he/she is rewarded with results. Emphasize that you want to hear the truth, not a version of the truth that an employee thinks will make you happy. Don’t fail to recognize the fluidity of goal achievement inside the context of an overall initiative. Sometimes employees lie because they fear that if they express lack of knowledge or solutions their position is in jeopardy. Figure out if system imbalances are to blame, but beyond process reconfiguration, create a culture in which asking for guidance is acceptable. Treat knowledge as an entity separate from self. It’s not tied to identity, and more can be accomplished when it’s shared. If you share your knowledge, you won’t lose yourself. Finally, employees may lie to promote themselves. They may put down fellow employees to get ahead. If you observe an employee exhibiting this behavior, talk to them. Ask them about their goals, and work with them to develop a plan that will help them to advance. Explain to them that part of this advancement is dependent on their ability to team effectively.

EQ is About Expression, Not Repression

Although the concept of EQ is over thirty years old, in recent years it seems hard to escape hearing about it. However, familiarity does not necessarily guarantee understanding. Long before the current pandemic, HR and organization development professionals worked hard to enlighten organizations about the myriad benefits that result from establishing psychologically safe environments. Nonetheless, ask employees to define EQ, and many descriptions may allude to a feeling reminiscent of floating in warm tropical waters. Frequently relegated to the equivalent of tuning out, practicing EQ as an effective management skill requires a heightened degree of attunement. Today, establishing inclusive workplaces is a priority. Practicing EQ correctly can greatly facilitate this goal. Remember though, things often get loud before they hum. Emotional intelligence means that you acknowledge your emotions in or about a situation and learn how to express them in a way that results in shared understanding of yourself and those around you. Demonstrating high EQ means that there is noise - expression, disagreement, and discussion. True collaboration does not mean uniformity of thought, but acceptance and appreciation of differences. Read emotions to assess what you are passionate about at work, or let them guide you across hurdles like resistance, procrastination, or an inability to admit mistakes or ask for help. Raise your EQ and behave authentically, despite barriers that could prevent it.

Difficult Conversations...Woohoo!

HR professionals are no strangers to difficult conversations. We are also frequently tasked with guiding front-line managers with their difficult conversations. Woohoo! Seriously, keep the following in mind. When we experience strong emotions, we become like pendulums. Our emotions can swing well away from center. When you are going to have a difficult conversation, identify the outcome you seek, and bring every conversational tangent back to it. A difficult conversation may sometimes reveal the hidden cause of the difficulty, and that can alter the intended outcome. However, for the most part, conversing with an intentional outcome as the focus will act as a ballast. Choose your words carefully. Before you begin, check your internal tone for anger or frustration. Elevate the other person’s feelings. Keep your conversational partner engaged and open. Difficult conversations offer opportunity to increase understanding between team members. Avoid the following: absolutes, exaggerations, judgements, blame, challenges and being personal. (Read the article for in depth explanations.) These words and phrases are an amazing guide, but ultimately, the goal is a smooth work process, and all of us require recalibration to accomplish that. Remember, that you are both participants on a journey to discover what works best.

Conflict is a Gateway to Discovery

Working remotely does not mean all is Kumbaya. A recent Paychex study reported that two thirds of us have experienced conflict while working remotely. Conflict is a gateway to discovery. It’s the noise that reveals that there may be people and or process issues that require exploration and resolution. That being said there are a couple of strategies that HR leaders can practice and teach to manage conflict. The first is conversational receptiveness. Listen to understand. Practice looping. Repeat what the person has just said in a way that acknowledges your understanding. The goal is not to have others align with your thinking. The goal is to recognize the other person’s views on values, tasks or relationships, respect them, and work to mutually arrive at a common middle ground to move forward. Seek to discover points of agreement.

In instances of active argument or employee complaint remember, as the HR leader, that you must act as a bridge. Again, practice looping for team members who are in conflict. Reiterate what was said, and ask if you are accurate. Respect the privacy of those involved and their colleagues by explaining you will be speaking with them privately. If necessary, state your intention to the group at large. Use a calm friendly tone. Internally, you should feel calm. Working to resolve conflict is necessary and productive and leads to growth and your tone should convey that. If you convey tension, it only escalates the situation. Ask those involved in the conflict what they want you to know. If you can’t retain the details that each person shares, write them down. The goal you are after will reveal itself in the content shared. Keep it in mind. Ask each person their solution to the conflict. Communicate that you expect solution from them. When people realize that you believe they have the capacity to discovery an answer, they deliver.

Empower Employees - Provide On-Demand Learning

Complaining about a manager peering over your shoulder, and not trusting you to self-generate solutions is quickly becoming part of the past. A benefit of the pandemic is that it will grant many workers the autonomy for which they longed. One example of this is the increased need for implementation of on-demand learning. Unless it utilizes a high level of interaction in its design, instructor led learning can lack effectiveness. Often it provides a passive learning experience which produces the lowest retention rate of any learning method. The pandemic hastened retirement for a large percentage of older members of our workforce. They left and took their knowledge with them. Prior to Covid companies were looking to offset the Baby Boomer retirement by implementing phased retirement. This involved those whose retirement was imminent, reducing their hours and using the reduced hours to train their younger colleagues. The question employers are left with - How to best train employees who are without mentors, who often are functioning in a remote capacity, and need to find answers on their own?

On-demand training fills the void. Employees can learn at a time and pace that works for them, and can implement their learnings immediately, thus retaining 90% of the new information. On-demand training offers great opportunity for employers to promote self-efficacy in employees, provide the learning they need to accomplish their work. It empowers them to realize their capacity to learn and utilize new knowledge without external demand from managers. Ownership equals engagement.

DEI Discussions Must Advance Equity

We create narratives to walk safely through the world. When an organization introduces change (of any sort) those narratives are placed in jeopardy. A lot of us are introducing or implementing DEI programs right now, and often we feel some push back. Resistance is mobilization of energy, not lack of energy. Resistance is not halting change; it is employees showing that they have an idea of how to get there. Employees resist for a reason. Our job is to learn why they are resisting and (this takes some work) meet them where they are to move them to where we want them. When we understand another’s reality or perspective and the why behind it, that’s when we advance equity. It’s so easy to assume, and it takes a bit more work to learn. The goal when discussing race is to keep the conversation content truthful and truth triggers. Some employees feel misunderstood, some feel wrongly accused. We need to establish sufficient grace in the room to allow people to admit the good, the bad, and the ugly. They will speak up, when they know they will be lifted, not beaten up. HR leaders may need to do a bit of heavy lifting prior to facilitating race related discussions. Learn where your work population stands through surveys, one on ones, etc. and design facilitations that address the disconnects. Encourage top leadership to make open discussions about race-related topics a regular occurrence. If they require training to facilitate discussions that will deliver progressive outcomes, then provide the training. Leaders must model inclusive behavior. When employees experience microaggressions, act on it. Make it a practice to have a brief meeting with the employees involved. It’s not about blame, but discovery. Simply pointing out right from wrong, is a temporary fix. Discovery, understanding, and education create lasting results. During regular DEI learning sessions, focus on two viewpoints that demonstrate polarity and require participants to arrive at a middle ground by discussion’s end. Read more next week to learn steps we can take to make change a reality.

Inclusion Means Welcoming Diversity of Thought

Not every DE&I initiative is appreciated by everyone. Many times, employees respond to DE&I programs with resistance, hostility and criticism. Unfortunately, sometimes HR leaders respond to those employees with hostility, rejection or avoidance. 1 in 5 people reported being “canceled” because of their beliefs. As an HR professional, you may think that your behavior is justified because you are reacting to defend what is right, but nevertheless, your behavior is wrong. You are simply mirroring your employee’s behavior, not leading them to higher emotional ground. You may not know how to respond to resistance. You are the compliance cop, right? Joking aside, yes, compliance is necessary, and your intentions are good, but keep your vision of an inclusive, diverse environment aloft by responding with curiosity.

Resistance to DE&I initiatives and programs is a signal that discussion needs to occur, and is an opportunity for HR leaders to learn and understand. Disagreement is not a reason to dislike. Ask resistant employees why they feel the way they do, their overall thoughts about the DE&I program, and questions that invite introspection. Engage and invite employees to participate in the program. Make a way for them to be part of the solution. Remember, each employee’s viewpoint needs to be treated with equal respect. Demonstrate the respect you want to see manifest in your workplace.

Gamification in HR Promises Play That Will Pay

It’s been said that we need to pay to play, but gamification promises play that will pay. We are hardwired for the interactive dynamics of games. We become more involved when activities are framed in a game construct. If we can utilize the fun, regards, social collaboration and competition of games to keep employees interested and partaking of training opportunities, let’s do it! Providing employees with external motivators is a great form of distraction that can make the redundant components of many work processes less pronounced. Here are some ways HR can incorporate gaming in their processes.

1. Recruitment: Use online and offline quizzes and trivia to make candidate selection easier. Better learn how a candidate will perform in a work-related scenario. Conduct virtual, internal, or interactive hackathons to reduce the interview cycle. Introduce a points system. Reward employees with points for referred candidates that make it past the screening phase.

2.Onbboarding: Employees who have a great onboarding experience are likely to stick around for the long haul. Points, badges, and rewards incentivize employees to self-integrate. Deloitte challenges their incoming analysts to save the world from zombie takeover by passing game levels and learning computer skills at their own pace.

3. Employee Training: TalentLMS revealed that 83% of employees that train with gamification feel motivated. Gaming can allow HR to train using real-life work scenarios, microlearning-based games that incorporate quizzes, trivia, quests, educational videos, etc. and leaderboards.

4. Employee Engagement: Gamification employs games, challenges, quizzes, spin-to-wins, and scratch cards, points systems that allow employees to exchange points for gifts/charity/or transfer to other employees, and collaborative events to increase networking.

5. Compliance with Company Policy: Google employees were forgetting to submit their business expenses after business trips so Google allowed employees to add the remainder of their daily allowance to their paychecks and spend it on charity or transfer to their next business trip. Because of this game they reached 100% compliance with travel policy.

6. Personal and Team Productivity: A good example of this is at Amazon where they launched a game that allowed employees at fulfillment warehouse to control their workload individually or with the team. The reward was virtual currency that they could exchange for branded apparel or merchandise. Participation is voluntary so it puts the employee in the driver seat as to their own level of work accomplishment.

Learning Made Bite Size

Upskilling is the smart way to retain great talent. It’s probably one of the best ways an organization can demonstrate to employees that they are valued. We all love a game, right? Why? Rewards. We play to be rewarded, and gamifying learning is a great way to capture employee attention, and guarantee that new information will in fact be learned. TED Talks are 18 minutes long for a reason, and some of the most watched are just 5 minutes long. L&D needs to break content into small portions and present a portion at a time to learners. The combination of a micro design format, combined with interactivity and utilizing games helps learners to absorb information. Mastery of concepts introduced from each training are required to complete each subsequent training. Let’s keep our employees engaged by providing them with learning.