Horizon Point Consulting

Author: Jillian Miles Massey

  • What’s Relationshipping, and How Do I Do It?

    What’s Relationshipping, and How Do I Do It?

    Networking establishes connection. Relationshipping builds bridges and two-way streets with sidewalks and wildflowers! When we relationship (yes, we’re using it as a verb), we have a sense of belonging. Belonging feeds engagement, creativity, and passion, which generate business success and real community impact. Come relationship with us!

    I recently had the great pleasure to speak at the NAVIGATE Nonprofit Network Conference as part of the Building Effective Teams track with Leadership Greater Huntsville. NAVIGATE is focused on equipping nonprofit leaders with the unique KSAs needed to operate on a lean budget, raise funds for continued operations, and provide services with a real impact. At the center of everything they do: RELATIONSHIPS. 

    As usual, I researched what others in the world are saying about Relationshipping. Here’s what Cornerstone Coworking had to say: 

    “When you can speak highly of a person or a business because you have a relationship with them, I feel like that is valued so much more than just passing along a business card because you stuck it in your purse. 

    Next time you find yourself stuck in a networking event, find the one person that is just standing out to you and start a conversation; not strictly focused on work, but about their life, their journey and what the future holds for them, personally and professionally. I guarantee, you’ll begin to build a relationship with someone and might be excited about what it turns into; might even be your next business partner!”

    With further supporting evidence, Meridian Resources says:

    “The term networking is overused, old, and tired. It is so 1990s. 

    We have the illusion of connection, but perhaps we have lost something very important in the activity – the art of building and nurturing true and lasting relationships, which has a significant impact on our personal and professional well-being.

    Do we find that it is more efficient to send a text than to make a call? Do we find it easier to send a quick email rather than to write a letter? Do we prefer communicating through technology within the safe cocoon of our office rather than personal conversations in the hallway? When we venture out, do we actively take the time to meet others and, more importantly, get to know them?”

    When I was a grad student, our career services director put us through a series of professional development courses at which we rolled our eyes…until we realized how relevant and meaningful his wisdom was. He introduced to us the term “relationshipping” as an alternative to traditional networking. In other words, shifting the mindset from swapping business cards to building and nurturing connections with a purposeful intent of understanding and serving others and the greater good. So…how do we do it? Meridian Resources outlines 6 steps: 

    1. Change Your Intent

      Build new relationships when you don’t “need” them. Instead of thinking WHAT can this person do for me, think WHO is this person and how can we support each other.

    2. Be People First

      People First is Horizon Point’s single most important operating value. Others use it, too. Angie Tinnell says, “People are fascinating with incredibly interesting stories to share. Stop parachuting into conversations and holding every minute hostage with all the things you’re passionate about. Instead, start getting excited about all the things the person across from you is passionate about.”

    3. Communicate Differently

      Pick up the phone and have a conversation. Write someone a handwritten thank you note. Take every opportunity to be around other people, whether it is enjoying coffee, lunch, or attending a business conference.Then, check in on people. In our hyper-active social world, the intentional “wanted to see how you are doing” message with no favor to ask at the end, can go a long way to building a strong relationship.
      For a refresher on Communication Skills, read our blog about the GREET Model!
    4. Serve Others

      Get out of yourself by putting others first.
      Instead of seeking people that can help you, look for people you can help. Not only another person, but extend yourself within the community.

      Be a connector.
      Think of two people in your life right now who don’t know each other, but would benefit from connecting with the other.
    5. Be Humble

      Humility is defined as doing for others without seeking attention by taking credit for your actions. This is the most essential element of relationshipping. A good dose of humility makes us approachable and receptive to others’ opinions, views, and support.

    6. Express Gratitude

      Acknowledge and sincerely thank those that help you along your journey. Sometimes the smallest action can make a tremendous difference in the future.

    At the end of the day, our entire lives are about relationships. Family, friends, partners, colleagues, suppliers, providers, we could not make it without them. How can you get better at Relationshipping?

     

  • The Crossover of Adaptive Leadership and Storytelling

    The Crossover of Adaptive Leadership and Storytelling

    I recently read an article by the Huntsville Business Journal about adaptive leadership, and I immediately sent it to everyone on the HPC team. I thought, “This is what we’re always talking about!! The HBJ gets it!!” We truly believe that leadership behaviors rooted in CODE have significantly higher impact, and we’re seeing this play out in a big way with one of our clients. 

    Four years ago, a client asked us to explore gender equality in their organization. This included analysis of leadership demographics, a comprehensive survey to all employees, and focus group discussions. During the study, some challenges beyond the scope of gender equality emerged. As a result, we implemented a pilot Encounter Group program. Encounter groups are defined as “a group of people who meet with a trained leader to increase self-awareness and social sensitivity, and to change behavior through interpersonal confrontation, self-disclosure, and strong emotional expression.” In other words, we gather in small groups and share perspectives, life-changing events, backgrounds, and factors that affect decisions across the workforce. The end goal is to bring about mutual understanding and respect in order to address issues of polarization and awareness.   

    Our Encounter Group curriculum addresses the CODE model of adaptive leadership through storytelling and conversation. 

    Our very first exercise with Encounter Groups is Share Story, where the facilitator creates a safe environment for participants to share real stories about their lives and listen respectfully to others, aligning with the EQ element of the CODE model. 

    Through a series of implicit bias exercises, including examining bias in workplace practices, we discuss organizational integrity in the context of DWYSYWD: do what you say you will do. If you’re going to have policies and procedures that are meant to establish fairness, it’s just as important that everyone is equally held accountable to them. In other words, if you’re going to preach fairness, you have to practice it, too. 

    We also read stories of others. Business leaders, athletes, veterans, immigrants; we read stories of people that are different from our stories. This exercise stretches and develops our understanding of a diverse, equitable, and inclusive workplace culture. 

    The capstone session of our Encounter Groups includes a critique of stories we consume day-to-day, whether from news outlets, social media, or managers in our own organization. We talk about getting out of your filter bubble – intentionally seeking stories and information that represent people who are different from you and your “feed”. We talk about silos in workplaces, in-groups and out-groups, and how important it is to examine who or what is shaping your perspective. Is your opinion of your workplace shaped by a person or group of people you work with? You might think your workplace is fair and inclusive, but are you missing a key perspective that’s different? 

    Now, four years later, the Encounter Groups are ongoing, and the organization has strengthened its support for an employee-led DEI Council. Through storytelling and adaptive leadership principles, people are becoming the focus once again.  

     

  • Who’s on First? Solving the Talent Development Puzzle

    Who’s on First? Solving the Talent Development Puzzle

    Last month, I had the true pleasure of spending an entire day with HR practitioners and partners who are innovating HR across the Southeast. Being fired up about talent development, as I always am, I shared stories of Horizon Point’s work helping clients craft thoughtful, strategic talent development processes. 

    Talent development case studies often start with the “Who’s on first?” problem. You know the one I mean.

    We don’t often know who’s on first or what’s on second. Who’s getting promoted, nearing retirement, or leaving the organization for another opportunity? When they leave, who’s up next in the succession plan? How are we developing emerging talent? How are we keeping track of the pipeline for future hires? Whew! 

    The Association for Talent Development (ATD) says, “Definitions vary by country and culture, by industry, by organizational strategy, and by the responsibilities of the people practicing it. At the heart of talent development are the people—the talent. Ultimately, the function of talent development is to build employees’ knowledge, skills and attitudes so the organization can succeed and grow.” So how do we do that? 

    Step 1: We start with the basics, like current number of employees, organizational chart, turnover rates, etc. to help us understand the funnel and answer the question: How many high potential employees does it take to fully execute a strategic succession plan? 

    Step 2: We ask what high potential employees will actually need to effectively execute the plan. This step involves job analysis and developing competencies or KSAOs. 

    Step 3: We train the trainer. We equip all current executives and managers with the understanding and skills for ongoing execution of the succession plan, so that the HR department (and/or HPC consultants) isn’t solely responsible. Talent development is everyone’s responsibility. 

    At this point, we help the organization shift into ongoing strategic talent development, with or without our help. To maintain development goals, organizations will incorporate assessments and coaching into the formal performance management and leadership development processes. 

    For example, we helped two clients develop custom assessments that are mapped to their organizational values and self-defined leadership competencies. These assessments help inform decisions about leadership readiness and/or promotability. 

    By combining objective data and subjective insight from trained people managers, organizations can strategically solve the talent development puzzle!

    Read more from HPC related to strategic talent development: 

  • Create Bigger Impact by Aligning Your Interests with Your Work

    Create Bigger Impact by Aligning Your Interests with Your Work

    My first interaction with Horizon Point was in 2017 as a participant in Mary Ila’s Facilitating Career Development (FCD) Training. At the time, I was the Program Champion for the Department of Management at Auburn University’s Harbert College of Business, and my primary focus was professional and career development for undergraduate students. I completed the FCD course, became a Global Career Development Facilitator (GCDF) and a Certified Career Services Provider (CCSP), and have since used the experience and knowledge to provide career development coaching and instruction for over 500 students and professionals. 

    After joining Horizon Point in 2019, I’ve seen the real-world application of career development theories outside of a formal education environment. In all areas of our work, from FCD Training to HR Consulting to Community Workforce Solutions, and across different industries, demographics, and team dynamics, we utilize career development theory, helping skills, and adult learner strategies. Learning about yourself and your interests will always make you a better teammate, employee, manager, friend, sibling, parent, etc. 

    Now, I am a Certified FCD Instructor with the National Career Development Association (NCDA), and today, I have the absolute pleasure of returning to Auburn University to deliver FCD Training to a new group of career developers! 

    As I prepared for this training, I looked back through my notes as a participant in the course for the first time. The first activity in the course is to complete O*Net’s Interest Profiler, which is adapted from The Holland Codes or Holland Occupational Themes (RIASEC). 

    Mary Ila once wrote about “Passions Via Your Holland Code” on The Point Blog, where she demonstrates the purpose behind assessing your interests. She says, “We typically enjoy what we can do well quite simply because we are good at it. This is where it is important to consider your passions and whether or not they align with the talents you possess.” 

    So, what does my Holland Code say about my interests, and am I working in a role that creates space for me to utilize them? My 2017 results indicated SCE, or Social, Conventional, and Enterprising (read about these here). In other words, I was interested in teaching and training others, I appreciated clear expectations and structure, and I enjoyed entrepreneurship and generating new business ideas. Because of all that, I thrived in my role as Program Champion, because my interests / passions aligned with the type of work and the environment. 

    Would you be surprised to learn that many people in coaching and/or counseling related fields have similar Holland Codes? People with careers as Educational, Guidance, and Career Counselors and Advisors commonly have S, or Social, in their Holland Code. O*Net says: 

    People with Social interests like working with others to help them learn and grow. They like working with people more than working with objects, machines, or information.

    They like:

    • Teaching
    • Giving advice
    • Helping and being of service to people

    When I took the Interest Profiler yesterday, my results indicated SAC, or Social, Artistic, and Conventional:

    Turns out, Training and Development Specialists (closest match to my current role), are linked to the Holland Code SCA, or Social, Conventional, and Artistic. Over time, my interests have shifted away from enterprising activities and towards creative roles. With Horizon Point, I’m given the autonomy and the space to stretch my artistic/creative interests through creation of new training content and materials, amateur graphic and web design, and more. Clearly, I’m in the right role for me in this season of life. Are you? 

    As I work with this group of Auburn Career Developers over the next 8 weeks, we will talk about the application of career development theory like Holland with both our clients and ourselves. What can you learn about yourself today that will improve your effectiveness in your current role? 

    Learn more about FCD, Continuing Education, HR Consulting, and Training programs developed and facilitated by Horizon Point at horizonpointconsulting.com or email us at info@horizonpointconsulting.com.  

  • 3 Ways to Lead with Grace

    3 Ways to Lead with Grace

    We recently selected our next Book of the Year, and while I won’t give away the surprise just yet, I will say that we’re laser focused on grace. We’ve talked a lot this year about Graceful Accountability – the practice of giving grace and expecting high performance – and this week I’d like to share 3 simple ways that we can all lead with grace in our workplaces, in our homes, and in our communities. 

    1. Practice the GREET model. Originally intended for healthcare providers learning the delicacies of bedside manner, we train on the GREET model across industries to anyone who works in customer service…which turns out to be all of us. We all have a customer, be it an internal colleague, an external buyer, or simply someone we want to become (and stay) our friend. So, here’s what we do: 

    • Greet – Don’t underestimate the value of a simple “hello”, “good morning”, or “how are you”. People notice. 
    • Rapport – It’s a cliche that we talk about the weather or sports when making small talk, but sometimes cliches are really important. Building rapport is a way of leading with grace by treating someone like a person first. 
    • Expectations – Clearly state the purpose of the conversation or meeting. When Mary Ila calls me with questions or guidance on a current project, we spend the first minute or two on Greet and Rapport, and then she’ll say, “Well thanks for calling, I don’t think it will take long, I wanted to talk/ask about ______.” 
    • Explanation – Often omitted, explanations bring a lot of value. Explaining the why or providing details helps someone feel informed and part of the discussion. This is also where psychological safety (grace) comes into play. 
    • Thanks – Always, always, always thank someone for their time and input. Even if (especially if) the conversation was difficult or the feedback uncomfortable.

    2.  Be the bridge. Mary Ila wrote a series earlier this year about meeting Survive and Thrive needs in our workplaces, and she talked about relational needs being the bridge between the two. Fueled by insight from Celeste Headlee, Mary Ila talks about communicating with voice, not just with writing. When was the last time you spoke gratitude for someone instead of sending a thank you email? Are we really creating a bridge to help others cross from Survive to Thrive if we’re not talking to them?

    I’m ashamed to admit that right now I cannot remember the last time I spoke gratitude. Of course I say “thank you”, but it’s like a reflex. That’s not gratitude. When it occurs to me to show gratitude, I turn to texts or emails or may even send hand-written postcards and thank you notes by snail mail. I’ve never really liked talking on the phone, and my schedule is too busy to add more get togethers – and this is where I’ve failed in my mission to lead with grace and be the bridge. I’ve put my focus on time and efficiency, not on relationships. I’m working on it, but I have a long way to go. What about you? 

    3.  Set the tone by going first. If you want to help others lead with grace, you have to be the first domino. Be upfront about your own personal work style and preferences, and ask your team to do the same. Leading with grace is about meeting people in the middle, and allowing flexibility for people to be people first. It’s also about showing that you are also a person first, and that you need a little grace sometimes, too. 

    At the end of the day, the old saying that “you get what you give” rings true. If you give grace, others will give it right back when you need it. How are you leading with grace in this holiday season?