by Janine Nicole Dennis | Jun 22, 2016 | Advice, Business, Entrepreneur, Featured, Life
Background image by CreateHerStock.com.
For at least the past two weeks, I have been beyond tired and uninspired to write anything new. I am not a fan of forcing myself to write when I’m not feeling it, so I decided to honor the space I have been in. To describe the feeling, I have felt like I am in abyss of a wandering mind and unable to dig myself out of it.
I started out with the obvious feelings and reactions of being mad at myself for not pushing through. That was until I decided to evaluate what I have accomplished and why I may be feeling listless and lacking in new ideas.
The reality was: I have been working damn hard for over six months no real downtime. This may sound like a humblebrag, but unless you understand how an entrepreneur’s mind works that will be your only conclusion. My mind is constantly racing with thoughts of new ventures, things I need to do and questions of whether I am doing enough to reach my goals. That’s just on the professional end of things. On the personal end, it is kids, husband, home life etc.
In taking stock of what I set out to do and what I actually accomplished – it allowed me to accept my tiredness and need to unplug as a warranted effect of my hard work. Cleaning my whiteboard of projects completed wasn’t enough. I needed to take the time to write down what I had done specifically so I could quantify and see it.
I got my mojo back today!
One thing I am very intentional about is keeping the right people in my circle of trust. These people remain nameless, but I praise them loudly and often, because they keep me on target and sane.
Sharing is caring.
Today was no different – as I met with my one of my friends/business partners. We met as we do annually to discuss how our academy went. Over Mexican food and great drinks we discussed our successes and room for improvement. We also discussed life and business since we wrapped the academies. Shockingly, I am not alone in this abyss of wandering minds. My business partner was experiencing the same feelings. A few drinks and many admissions later, we both were idea machines!
So, how does a casual lunch and drinks inspire one to move from listless to inspired again?
It’s all about people! Whether you are an entrepreneur or something else, we all have an innate need to be seen, understood, heard and empowered. We especially need this positive energy from others when we are unable to motivate ourselves .
When our smartphones are in the red and about to die, we frantically hustle to find a plug to power up our batteries again so we can continue surfing , sharing, chatting etc. Today, my business partner and I plugged-in to one another to recharge and keep going. We essentially threw one another a lifeline.
I was convinced that my upcoming vacation alone would do the trick ( and I still kind of believe that). However, I really needed to spend some time connecting with someone in my circle of trust to put things in perspective. People often ask me if I miss working in an office with people. My answer is always “no”. I am not the kind that needs constant human interaction, but I have learned enough to know when it is prudent to tap into others.
Here are some tips for navigating periods of low-to-no inspiration or energy:
1) When your body slows you down, it is because you need to slow down. Honor that space and time and be still. It’s usually a warning to slow-down. Also, a lesson is usually on the way when this happens.
2) Evaluate how you reached this unwelcomed slowdown. More often than not, you will find that there are some steps and/or missteps that brought you to this place. Write it out, find your blindspots and forgive yourself.
3) Plug into your circle of trust. Many times we believe our struggles are unique to us. Allowing yourself to be vulnerable enough to ask a question or to share your experiences will help you shake the “unique struggle” mindset. This allows you to normalize your feelings, get out of your head and resume productivity.
Whether you are an introvert, extrovert or ambivert – people need people. If you want to be successful both professionally and in business you need to have at least one other person you can call to cry, vent , or bounce ideas off of. It is too much of an emotional and physical burden to bare for you to carry it all alone. Find your tribe and plug-in when you need to recharge. Trust me it’s okay.
by Janine Nicole Dennis | Jun 2, 2016 | Featured, Human Resources, Onboarding, Productivity
I completely get that there are many businesses that continue to feel the pinch financially. With that “pinch” it requires cutbacks in certain areas and in some cases across the board. One of the areas I am seeing some less than reasonable cuts in is: supplies and tools. You may be thinking that this is extremely reasonable to do in a time of strained budgets, but it really isn’t.
Please know when I say “supplies and tools”, I’m not talking about the kind of cutbacks that result in getting rid of the colored post-it notes to go with the budget yellow ones. I’m talking about cuts to supplies to the extent of employees not having enough resources to do their jobs.
Still in the dark? Here’s an example.
A world-renowned law enforcement agency with millions of dollars earmarked annually for its operation has a printing paper deficit. In many of its departments it is a requirement to print various pieces of information to complete several of their processes. The printing paper deficit has gotten so bad that employees hoard reams of paper when they are ever lucky to receive a shipment. The hoarding of paper means that many employees are left without any paper which then causes them to beg and barter among themselves for company resources to get their jobs done.
To make matters worse, there are two said printers in some of the departments with high-volume printing work, which means there are constant interruptions to the flow of work to wait for other printing jobs to finish before retrieving their own work.
One day, there was very little paper, computers were having a moment, and one of the printers was out. Keep in mind that there is also a quota looming over these workers heads for having to have a certain number of queries done on new hires per day. With no letting up on the queries despite the severe deficit in office supplies to get the job done, the employees are left thinking: ” What do you want me to do?”.
Let’s talk systems and tools.
How do you have employees show up and expect them to work without access to the very systems they need to get the work done? In a recent instance, an employee went almost four months without having properly assigned codes and access to the systems they needed to get their job done. Instead, they had to use the usernames and passwords of a co-worker to complete work. During this time of sharing usernames and passwords, the co-worker changed codes frequently without sharing this with the new employee – so you can imagine there were several lockout instances.
Again, I can’t understand how we can talk about employees being unproductive, yet not give them the resources or tools necessary to get the job done.
If your budget is scant or you have fallen into this rut without realizing it – let me be your light and guide to proper onboarding and productivity measures:
1) No one should be transferring or hired into your company without being allocated the pertinent tools, resources and/or access to systems. You want productivity on day one and your employees want to be productive. Create a simple system for onboarding new people so that their access to things doesn’t fall through the cracks. It is not your employees’ responsibility to onboard themselves and properly assimilate. We must do better!
2) Purchasing office supplies is not your employees responsibility. Now, I’m not saying if your employee enjoys a certain expensive pen or supply that they shouldn’t be responsible to purchase it on their own dime. I am saying that if you cannot afford printer paper, you have a bigger cash flow or budget problem on your hand that needs to be addressed. Outside of maybe teachers and healthcare professionals purchasing applicable uniforms, there is no good reason in my head why an employee should have to purchase supplies out of their own money to complete your work.
3) Less is only more when employers are saving dollars. Sometimes you have to invest. If the expectation is for a high-volume of work to be churned out, you need to speak to your staff regularly to keep a pulse on how the technologies, tools, processes and resources available to them are working out. Often times, we see the work getting done and assume all is well on that front. The reality is your employees – in many cases are moving mountains, dealing with your cutbacks and creating workarounds to get your work done. The least you can do is check-in with them and make the investment when it is clear it is time for an upgrade.
When it comes to work, we are only as productive as our environment and resources will allow. Work ethic matters as well, but for the sake of the article we will assume most people come to work with an intention to do their best. Give your employees the support, resources and tools they need and watch them thrive.
by Janine Nicole Dennis | Apr 21, 2016 | Featured, HR Innovation, Organizational Design
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.
by Janine Nicole Dennis | Apr 5, 2016 | Career, Development, Featured
Image courtesy of Flickr.
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.
by Janine Nicole Dennis | Mar 30, 2016 | CHRO, Featured, Human Resources, Leadership, Leadership development, Talent Management
Image courtesy of Flickr.
Two years ago, I wrote an article about things I needed CHRO’s to know about what the organization needs from them. I wanted them to know what kind of leaders their employees deserve. I find myself wanting to have this discussion again after yet another anecdote about an ill-equipped CHRO.
I have often heard that leaders don’t need to be knowledgeable in every facet of their employees’ work to be effective. That may well be true in some scenarios. However, it is my belief that time spent in the trenches is valuable not only for the purpose of understanding what your employees go through – but also so you bring something other than a title to the table when you are called to it.
Some of the best leaders I have known have worked their way from the bottom to the C-Suite. I also know people that haven’t held every role on their way to the top, but are relentless about rolling up their sleeves and keeping themselves current on all things HR. As a business owner, I know what I know and I know what I don’t know. As such, I seek out the people and resources that are needed to help me execute my tasks and business goals. I may not be an expert in everything, but I am willing to learn and/or I research what I don’t know so I can have an intelligent conversation about the work that needs to be done.
Here’s a thought…
Don’t become a leader , if you choose to be a figurehead rather than a team member. The world can use less people who look the part versus fitting the part. Personally, I have had enough of watching people in the C-Suite sitting in meetings and town halls completely oblivious to what is going on in their organizations. It isn’t becoming to not understand the basic tenets of your niche – when it is that very expertise that you got you hired for the job in the first place. It is equally uncool to take credit for your teams knowledge and expertise.
Experts often say you shouldn’t be working in your business day-to-day as a CEO. I both agree and disagree with this sentiment. I know that going forward I will need to delegate work so I can work on business development and other aspects of my business. Conversely, I have been all things in my business out of both necessity and utility. I now know what has to be done in all aspects of my business and how it should be done. It would be impossible for me to provide the proper direction and vision to a future employee – without having experienced being in their shoes.
Additionally, if my team members bring something new or innovative to my work that was previously overlooked by me, I have a duty to give them the credit for their effort and ideas. Being a knowledge-poacher is not only disingenuous, it is a morale killer.
Put yourself in the place of one of your employees for a second. Think about how exhilarating it is to think you have come up with a solution to an issue or to know that you created a unique program or initiative. Imagine the pride you would feel as an employee to hand the deliverable off to a manager or leader realizing its potential for recognition by the right people – only to have said leader take credit for your work. How would you feel?
As a leader, you don’t have to know it all or be everything to everyone. You do have a duty to ensure that your employees efforts and great ideas are recognized. You are not less of a leader, because your employees excel at things you don’t. If you are a knowledge-poaching leader take a good, long look at yourself. Heed the following warnings because this is your plight:
1) Employees who are victims of knowledge-poaching leaders eventually move on to greener pastures where their talent can not be hidden (I am proof of this). This likely means high turnover for your organization.
2) When the victims of your poaching do move on, everything will eventually crumble around you. It only takes that one key employee to leave for the weakest links to be exposed. This run of hiding behind other people’s talent never lasts indefinitely.
3) Your poaching affects all of your employees whether they are the ones being poached or not. In the case of one of my colleagues, he questions the ethical, moral, and organizational ramifications of not speaking-up in defense of a co-worker whose knowledge, expertise and efforts are being poached.
True leaders aren’t insecure because their teams are strong. They celebrate the strength of the team with pride and acknowledgement.
Don’t be a knowledge-poaching leader!
