This week, I am finding it hard not to reflect on being a mother with Mother’s Day coming this Sunday.
I sincerely believe that all of the blessings and transformative instances I have experienced over the past seven years can be attributed to me being a mother.
The act of having to put someone or in my case – three little someones before my own needs has taught me selflessness in a way I don’t think would have been possible without becoming a mom.
When it comes to my business, I believe I owe it all to my children. If I hadn’t had my two daughters whose ever-rising daycare costs took a healthy chunk of my salary, I may not have explored my former employer’s option for teleworking – which then lead me to thinking about building my own business.
All of the hustling, juggling, and lack of boundaries between work and motherhood were a few of the reasons why I took an extremely preliminary idea of starting my own business from concept to reality in less than one year.
Now, as a work-from-home mama, my days can be pretty crazy. Running a bustling business, wrangling a 4 year old, an almost two year old, and a seven year old – while supporting each developmentally, emotionally and academically can be exhausting.
Couple that with my business which is scaling nicely and imagine the angst and euphoria of figuring out who gets to stand-in for me while I pursue business opportunities- many of which are out-of-state. Like I said, both exhilarating and exhausting.
Thankfully, each of them are growing nicely in their own ways. They have gotten use to some of how my schedule and business impacts our home dynamic.
Every once and again, one of them will say to me: “You’re the best Mommy I ever had.” I usually say “thank you” and chuckle thinking: “I am the only Mommy you have ever had”; but I digress.
That “thank you” means so much more than they know.
I want my kids to know that I am thankful to them for forcing me to be a better person. They need to know that I was probably operating at a quarter of my greatness prior to having them.
I need them to know that when they pardon me for being imperfect – I am in return learning to be kinder and more forgiving of my own shortcomings.
The ability to see something both old and new through the eyes of a child is a gift.
Life has an unfortunate way of suppressing the aspects of the human experience that are innate to us all. Creativity, fun, laughter without abandon are just a few things I have invariably lost and regained as a result of wanting to live in the moment with my children.
I don’t say all of this to suggest that you will be a selfish, boring, non-creative person for not becoming a mother. From my perspective, I see my children as my divine counsel pushing me to be a better version of me in a very imperfect and non-linear manner.
They will never truly understand how they are doing that nor will their precious little brains understand now how much it means to me.
To all of the mothers (biological and non-biological), our one day per year is coming, but be sure to take time everyday to recognize the magnitude of all that you do. Know that even when you think you are screwing up, you are just fine.
Happy Mother’s Day to you all! Be sure, to put those little people to work on Sunday and enjoy the day!
In case you missed it, I have a show on Thursdays called: Ask Czarina Live ™ .
In the episode below, I talk about being a working mom and the struggles many of us face in juggling home and professional pursuits. I hope it is helpful!
Campaign/FTC disclosure:This is a sponsored product review. I will receive compensation for this post. I only work with companies I feel have great products, services and offerings. In accordance with my blog disclosure statement, I will only work with and showcase products, events and/or companies I believe my readers will benefit from. Dun & Bradstreet has hired me as an influencer to help them raise awareness about their new Business Solutions Insights Microsoft Office 365 partnership with Ingram Micro Cloud. I am not formally employed by Dun & Bradstreet. All thoughts and viewpoints are created and written by me. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.
Image courtesy of www.dnb.com.
Big data has long been a debilitating term in the business world.
When it comes to business, we all would prefer to make better, more informed decisions. In order to achieve this, we have to collectively become comfortable with the notion of being data-driven. Making data-driven decisions has little to do with how “big” your data is, but rather how you make the data that you collect every day through transactions, interactions and prospecting work for you.
For many companies – be they Fortune 500 or small businesses – this data and information is often unstructured. This information both lives and dies in different systems, processes, and in some cases, people within organizations.
The key to being able to use this information to the advantage of the business is to aggregate all of your business insights simply in one place for anyone in the organization to use.
I had a unique opportunity to chat with my friends at Dun & Bradstreet® to discuss their recent participation at the Ingram Micro Cloud Summit held last week in Phoenix, Arizona. I also had the opportunity to get an exclusive demo of their new Business Solutions Tool for Office 365 available via the Ingram Micro Cloud Marketplace®.
Image courtesy of IngramMicro.com.
Big data is not so big – when you break it down.
One of the recurring questions about big data is: What makes it so complex? In speaking with Karlos Palmer, VP of Global Alliances and Partnership Strategies and Nakul Kapoor, Senior Director of Partner Enablement at Dun & Bradstreet, they break down the complexity of data into what they call the four Vs of big data:
Volume – The scale of data. This is how much data you have stored and living across your business.
Variety – The many different forms of data. From demographic information to customer profiles, the range of data you collect is both useful and innumerable.
Velocity– The analysis of streaming data. With the connectivity of things growing every day, there is a constant flow of data streaming at all times. Dun & Bradstreet® reported at last week’s Ingram Micro Cloud Summit that there are as many as 18.9 billion network connections (2.5 connections per every person on earth).
Veracity– The uncertainty of data. Unreliable data is costly to your business. It has been reported that poor data costs the U.S. Economy around $3.1 trillion per year. Somewhere along the data continuum, there has to be a cleansing of your data to be able to use it effectively.
The businesses that have yet to implement an operational call-to-action for data struggle in one of more of these areas.
As a small business owner, I understand the value of making decisions rooted in good data. What prevents me from exploring my options is my concern for how much it will cost me to implement a solution and the ease of use.
After seeing the demo of Dun & Bradstreet’s Business Solutions Add-in for Office 365, I am excited about the possibilities this product holds for small to mid-size businesses to make more insightful, data-inspired decisions.
Less is truly more.
Think about how you have traditionally created reports in Microsoft Excel® and imagine even the smallest sets of data reconciled with Dun & Bradstreet’s insights – only to give you more valuable information than what you started with.
Here’s how the Dun &Bradstreet Business Solutions Tool works:
Dun & Bradstreet has accumulated a collection of data around sales, marketing, supply chain and credit risk that spans its 175-year old history.
They have created an add-in in the Ingram Micro Cloud Marketplace that can be used with your Microsoft Office 365.
Through your normal reporting in Excel, you can take something as simple as a spreadsheet with name, email, and address – and have Dun & Bradstreet run your information against its over 30,000 sources.
What you get depends on which of the nine modules you use across sales, marketing, supply chain and their advanced data tools are insights like:
– Understand Your Customers™ module – this module allows you to bring in a minimal amount of data points and in return gives you insights on your customer’s history, market behavior, etc.
– Get Prospects List™ module- this module allows you to search your customer list and get a targeted view of customers you should be meeting with when you go on the road for meetings and conferences, etc.
Your data is now reliable because it is driven by Dun & Bradstreet’s D-U-N-S Number® that connects demographic information with just about everything a single business does over the lifetime of their business (credit standing, sales and marketing, industry, years in business, business hierarchies, etc.).
All of the segmentation and data cleansing is done for you. Every record comes back with a rating for Dun & Bradstreet’s success in matching your record with their sources.
How much will it cost you?
This is my favorite part. The Dun & Bradstreet Business Solutions add-in is available to us with a minimum investment of $25.00 per month (note: The price may increase if you have to purchase the Microsoft Office 365 suite as well). However, if you are already a Microsoft Office 365 customer, you can simply download this free add-in and enable it by depositing increments of $25.00 into your Dun & Bradstreet Business Solutions account.
Every time you run a module, the product will draw from your existing balance. Most queries charge $0.75 per record or per list of 25 records.
How can you get it?
Dun & Bradstreet’s Business Solutions Insights for Office 365 can be purchased in the Ingram Micro Cloud Marketplace by clicking here. You can also purchase it through any Ingram Micro Cloud reseller.
Enterprise quality solutions are now available for SMBs. This is an exciting step in all of us becoming data-driven inspired business owners.
To read the press release regarding Dun & Bradstreet’s partnership with Microsoft Office 365 and Ingram Micro Cloud click here.
These days you can’t evade commentary on what HR should be doing and assuming responsibility for. The list is endless and maybe even unreasonable.
How organizations structure their HR departments differs based on an innumerable amount of variables. For starters, complexity of the organization, functional clarity and employee headcount are some of the more common variables that account for how HR gets structured within an organization.
The nature of work is changing and so Human Resources is also changing as a result. This means rethinking the way “the way we have always done things”. In shifting from the “Personnel Mindset” to present day HR, we must also realize and admit that some of the ways that we chose to operate never worked and as such will not be sustainable in the current business climate.
I’ve spoken a lot in the past about how we move forward as a discipline, but there is an elephant-in-the-room and it is about how we are structured. It doesn’t matter how many strategies, tips, or insights I or any other expert provides to you as an HR practitioner, if your HR department is so fat that it is bulging from all of the unnecessary sub-disciplines dragging it down from a both a functional and financial perspective – HR will be inert.
We can’t be all things to all people…
Perfection is impossible and while we are still collectively trying to get there – we miss the mark everytime, because some of our beloved sub-functions need go or need a makeover.
Here are three examples:
Exhibit A: Payroll the odd HR stepchild. If you are a small to mid-size company, Payroll may be fine under HR. Still, I never understood how this was an HR function at all. I get that there is FLSA and other labor considerations that scream HR. Nevertheless, anytime a function is handling funds for an organization – I immediately think Finance. If you ask me, Payroll belongs under Finance with maybe a dotted-line reporting structure to HR because of the nature of their work. Why HR in many organizations remain responsible for this function is beyond me.
Exhibit B: Very few employees trust Employee Relations/Conflict Mediation owned by the HR function. Let’s talk about transparency and HR’s “open door’ policies around employee complaints and disputes. I worked as a recruiter for many years. Transitioning to a Talent Management professional was easy, because I had so much practice being an ear for employee’s who didn’t trust HR let alone the conflict mediation/employee relations process.
Some of the concerns expressed over the years have been:
” The ER Specialists never listen to our side, they immediately jump to defend the managers and/or organization.”
” I told the HR Business Partner something in confidence about my work environment and now everyone in my department is treating me indifferently.”
“I see my manager go to lunch with the ER Specialist all of the time, I could never go to her with my issue.”
When it comes to Employee Relations, it may make sense to have this be a standalone function separate from HR. HR needs to be aware of the volume complaints and may even partner with them on approach and resolution of larger organizational issues. Outside of that, you may find employees being a little more transparent with what’s going on when this is no longer under HR. Additionally, I like when functions that have a direct effect on Talent Management report directly to the CEO. It gives frequent ER and discrimination issues the visibility needed to stop them in their tracks.
3. Exhibit C:Diversity and Inclusion should be an organizational strategy not a slapped-together group in HR. I could be wrong, but I’m pretty sure I’m not. Unless there is a true dedication to fostering a diverse and inclusive environment from the top, HR is where Diversity and Inclusion strategy goes to die. Why you may ask? Every organization I have been in has suffered a year or more of a meager HR budget. In almost every instance, the first function to have their funds tremendously cut, was the Diversity group followed by Learning & Development. I don’t think any organization can afford to defund or piece together a Diversity function lacking in both financial and strategic support in today’s social and political climate. In my humble opinion, this sub-function needs a direct-line to the CEO as well.
I could make the case for a few more functions to move based on company specifics. The point is: no one should be structuring HR as it has been for the past 30 years because that is what has been done. The focus and challenge for HR is to be lean and flexible. To be both means we need to take a hard look at what we have on our plate and start creating smaller, smart portions of HR so we are able to focus and add value where we are truly needed.
It’s a fabulous thing when the stars align and you gain a great boss in taking a new job.
What makes them “great”?
Perhaps, they have a great personality. They aren’t the usual stuffy leader. Maybe, it’s because they are concerned with your well-being. They ask about the family and how things are going. All in all, there are a myriad of reasons why your boss may be “great”.
It is human nature that we become comfortable with people who make us feel at ease. How comfortable we become is a matter of discernment and individual disposition.
When it comes to the people you report to – how friendly is too friendly? Is there such thing as being too close for comfort?
In my humble opinion, I think there is such a thing as being too familiar, too friendly and too close with your boss. I have been too close for comfort and it has gone wrong and I have been very familiar and it has been just right.
Here are some things to consider when it comes to befriending your boss:
1)There is a difference between being “friendly” and being “friends”. You may come to know things about one another in time, but it wise to not misconstrue friendship with pleasantries. If you have ever had a seemingly “great” boss, you will know why this is important.
2) Your personal business is none of your boss’s business. I don’t care how friendly or nice your boss is – there are limits to what you should share. Oversharing gives them too clear a window into your life and may or may not give them fodder with which to make decisions surrounding your employment and/or career opportunities.
3) Listen more. Observe more. Speak when necessary. It could be the introvert in me, but I like to observe people before I become friendly. I need to assess people and watch how they operate. It has helped me to do this, because it gives me a leg up on understanding whether I need to tread lightly or if I can loosen up a bit.
4) Never gossip with your boss about co-workers or others in the organization. Notice that I said “loosen up a bit” in #3. After you have observed your leaders and decided “hey, they are cool”, stop yourself short of gossip. Some of them will gladly indulge you in this kind of talk- especially if it allows them to blow off some steam about people you work with. In the long run, talk gets around and it will never be them that looks poorly if you were involved in a gossip session. It will be your ass on the fire- always!
5) Numbers 1-4 will not apply to every boss. The key is understanding and knowing what makes them tic and considering in advance what could go wrong for you.
If the pros outweigh the cons and you have yourself a good egg, go for it – skip through the meadows with one another. However, if you are unsure and you are just a happy go-lucky person with everyone – stop yourself and consider a friendly, but professional relationship.
Working with leaders with varied personalities, agendas, and management styles can be challenging. Don’t be too quick to befriend before you consider the ramifications of a more personal relationship with someone who manages you.
I have just recently gotten into House of Cards. I didn’t think I was going to enjoy it as much as I do, but I am. As I have shared with my friends, it is filthy goodness. I’m on season 2 and if I’m honest – each new episode ignites a greater disdain within me for politics. You may be thinking it’s just a show- but I will wager that sometimes art imitates life.
Watching The Underwoods and all of the other gremlins in this fantasy world Washington D.C. has reminded me of my own run-ins with politics at work. Let me be abundantly clear, I hate politics with a passion. I’m a straight-shooter and I call things how I see them. I never understood why I needed to be “fake friends” or put on appearances with people to get something I needed to do my job.
“Be a little more flexible, Janine.” “Don’t get into any disagreements with hiring manager Joe, just do what they want.” “You need to increase the amount of accounts you lunch per week.” “Making this claim will not bode well for your career.” This is just a short-list of politically-motivated demands made to me over the course of my career.
Every time I was faced with a new demand, my message was the same. Don’t bring your politics around me. Now, I’m not insinuating that some situations don’t require more diplomacy and/or the ability to negotiate. However, I take issue when every decision, meeting, or new initiative feels like I need a war plan and armory to prevent my own demise.
The Un-Political Worker
I am flexible when the situation warrants it. I refuse to be fearful about what I can and cannot say when I am charged to work towards a solution with internal and external customers. It feels dirty to wine and dine people who you know are terrible for business; but you do it because their dollars and coins account for a substantial amount of business. Moreover, don’t threaten my career with a smirk and seemingly pleasant epithets that I have to decode later – only to find out you are out to get me.
Newsflash: most workers want to come to work and do what you ask of them. Here are some things you need to know about the un-political worker:
We care about the mission and vision. We don’t care about agendas. Your mission and vision help to provide clarity around the purpose of your staff’s work. It is your “why” and their “why”. It is a global narrative for why the business exists in the first place. Agendas are personal and based on self-interest. They aren’t usually clear, because they aren’t rooted in following procedure or moral steps.
Colleges and Universities don’t teach the art of manipulation. There’s no rule book in political environments. Actually, let me rephrase that. There are written rules to please the masses and then there are the unspoken rules that get made up as you go along. Your employees aren’t interested in having to be manipulative in every situation. In fact, many of them were never formally trained in this skill. Stop insisting that they add this to their professional repertoire.
Your employees don’t care about politics. You hired them to do a job and they can do it. Recognize that politics in the workplace is a system. It’s a system you created based on your agendas and what best serves the financial, professional and business interests of a certain group of people. Rarely, do the politics in the business serve all of your employees. I have never worked somewhere when I suddenly realized: “Wow, the politics in this organization have really boosted my career and put me at the top of my game.”
It is often said in House of Cards, that there are winners and losers in politics. That is certainly true. The thing is, I don’t want any casualties in my business. I want everyone who puts in the work and effort to win. I think most employees would prefer those cards over your messy politics.
