Category: Beyond Work

Beyond Work is our line of resources for people and community leaders looking for something new and innovative outside, be it a new job, career change, or personal development outside of work.

  • 5 Reasons to Vote in the Alabama Primary May 24th

    5 Reasons to Vote in the Alabama Primary May 24th

    I met Katie Britt- Katie Boyd as we all knew her then- for the first time on a trip to visit The University of Alabama during my senior year of high school. Katie was serving in leadership roles with a couple of groups I was considering being a part of once I started at The University in the Fall, and she made me feel welcome.

    The two groups I was considering joining were groups that seemed to be worlds apart when it came to their purpose and approach on campus. One was intellectually based, the other social. Katie made me see that it was possible to be a part of both. She didn’t have to pick one, or even two things that would define her, and neither would I.

    As college went on, Katie would become President of one of these groups while also serving as the Student Government Association President. At twenty-one years old, Katie was leading organizations with combined budgets of close to a million dollars.

    Katie was and continues to be this. Both as someone who serves in multiple roles with grace and poise and who acts as a leader in all things. She hasn’t defined herself just as an attorney even though she has a law degree, or a mother even though her two wonderful children are the center of her world, or a wife even though she and her husband Wesley are deeply committed to one another. She isn’t just someone who knows Washington even though she’s served in various capacities in Senator Shelby’s office, or just as a fifth-generation Alabamian who is devoted to its citizens and the business community even though she’s led the Business Council of Alabama and served in roles with The University of Alabama.

    Because she is all of these things, and she refuses to choose one identity, she is the very best at each role. She is a difference-maker, and therefore, just as my second grader’s teacher says, she’s a leader. Difference makers are the leaders.

    Katie, of course, is now running for The United States Senate. She’s seeking again to be the person chosen to represent us. Her experience and accomplishments speak for themselves as to why she’s most qualified for this role out of the candidates seeking the office, but I’d like to offer a perspective that I believe speaks to the person Katie is that has led me to get involved in a political campaign when I swore I never would. It is the perspective that will lead my family and me not only to vote for her on May 24th but to set aside our desire to stay out of political controversy to spend our time and energy on her campaign.

    1. Katie is the hardest worker. No one works harder than Katie.
    Stemming out of her mentality of whom much is given, much is required, Katie is like the servant who was given ten talents and then produced ten more. She’s good and she’s faithful. She’s been the only candidate who has put her own boots on the ground in all 67 Alabama counties, meeting with individuals of various walks of life throughout the state. On the few occasions I’ve been with her on visits in Morgan County, her message is: “We are working hard to win your trust and your vote.” That she is. And that won’t stop when she gets to Washington. She’s the one to invest in that will put Alabama First and continue to work hard to invest her energy and love of Alabama to make a difference for us.

    For example, she was instrumental in getting federal dollars to help strengthen infrastructure in our area. And if you’re like me and spend a lot of time driving back and forth on I-565, this is so important. What’s going on to equip I-565 to handle the growth we are experiencing is happening, in part, because of Katie’s efforts.

    2. Katie cares. Katie is a listener.
    Katie’s worked hard to make sure she’s in all counties and all areas of our state to win trust and votes, but also to listen.

    I had the opportunity to be with Katie when she visited Kiwanis Pancake Day in February this year. She shook hands with lots of people that morning, but no one handshake was any more important to her than another. What struck me the most was the way she interacted with a little girl in line waiting for pancakes. As her campaign team was trying to direct her to move towards the exit to make it to another event on time, Katie bent down, lighting up to speak to the little girl. It was clear this precious little girl had some developmental delays. Katie looked her in the eye and told her she loved her glasses. The girl lit up and started talking to her and Katie listened. Katie sees and listens to the ones that often go overlooked. I know Katie will go to Washington with little girls like this one on her mind. And she will continue to shine her light equipping others to do the same.

    3. Katie is a consensus builder.
    On another occasion when Katie was in Morgan County campaigning, she was asked what impacted her the most while working for Senator Shelby (she spent time serving as both his Press Secretary and Chief of Staff). When did she learn the most from him, the gentleman in the audience asked. Katie thought for a second and cited a time when she got to watch Shelby and one of the most liberal Senators at the time work together to keep the government funded and going. I wasn’t shocked that this is what she mentioned because the Katie I know is a consensus builder.

    I watched her do it in college and I heard about how she did it as the leader of the Business Council of Alabama when the situation was less than ideal. At a time when things are so unbelievably polarizing in our country, I believe what we need the most in Washington is people willing to 1) work hard 2) listen and care well and know that this combination equips someone to build consensus.

    This doesn’t mean compromising on what matters most to the constituents Katie will represent, it means building relationships in D.C. and beyond so that what matters most to Alabamians will be heard and recognized because the person voicing them on our behalf is respected. This will be unbelievably important as Alabama steps into a situation where both of our senators, regardless of who is elected, will not have seniority.

    4. Katie knows the government’s place.
    Katie is unequivocally focused on continuing to build the American Dream for the next generation of Alabamians. She knows that this will only happen when freedom is at the forefront of what we do as a country and where we aren’t strapping our children and our children’s children with a level of national debt that will cripple the dream. The first line of where Katie stands reads, “As the Senator for Alabama, Katie Britt will be our advocate for smaller government, modern job growth, constitutional liberties, and greater opportunity.”

    She knows that greater opportunity comes when Alabama families, our faith-based communities, and business and industry lead the way. It is not the government’s job to lead and to spend more than it can ever possibly sustain. It is to support good-paying, competitive job creation and provide all citizens with the education, opportunities, and safety to realize the American dream.

    Katie also has the business experience to do this. She walked into a debt-ridden situation at the Business Council of Alabama and when she stepped down to run for Senate, left the entity not only with a balanced budget but with a surplus. She advocated and lobbied for policies while at BCA that supported and spurred business and job growth in Alabama. Any government funding or spending she has ever advocated for is an investment in the future competitiveness and attractiveness of our state and nation, not a government handout or a pet project.

    5. Katie represents a perspective and a demographic that we need more of in Washington.
    There are currently twenty-four females in the United States Senate, one-third of which are Republicans. Of these eight female Republicans, none have children at home or are younger than the age of 18, thus labeled “working moms.” Approximately 25 million women in the United States are “working moms.”

    Katie turned 40 this year. There is only one person, Senator John Osoff (D- GA) who is under the age of 40 currently serving in the Senate.

    Selfishly, I want someone in the Senate that represents a voice more similar to my own. Currently, there are none. A wife, a mom of school-aged children, a business and political leader, and an Alabama-born and bred Senator is needed. So needed.

    Katie has come under some criticism for running for such a demanding job given the age of her children (they are both in middle school). To them, I say, you don’t know Katie. And you also don’t know that her children were among the first to challenge her to run- to step up. Katie is not one to sacrifice one role for the sake of another. Throughout the campaign, she’s still dropping her kids off at school more days than not, cheering them on at their sports endeavors and supporting them in academic and social excellence. I know this first-hand. On her visit here in the fall, she made sure she left an event here to get back in time for a basketball game. But she will accomplish more while here because she’s present while here, just like she’s present at home. As one dear friend of mine noted, “She’s got her priorities straight.” And she’s still visiting more places across the state and visiting with more Alabamians than her opponents.

    I know her role as a mom will make her a better Senator, and her role as Senator will make her a better mom. She’s started Moms on a Mission to drive home the need and the way to ensure our country and our state are places where our children can thrive.

    Thank goodness for people like her who refuse to choose and who refuse to back down to criticism that is a result of her excellence in all that she does. As her campaign website reads, “Katie and Wesley have chosen Alabama once again by putting themselves forward, enthusiastically volunteering to fight to ensure their kids — and our kids — have the opportunity to choose an Alabama worth fighting for long into the future.” Amen to that.

    The enthusiastic and genuine Katie Boyd, now Katie Britt, that I met over twenty years ago and made me feel like I mattered is who I will be voting for in May. Maybe that is all that needs to be said of her. She knows you and I and the little girl with glasses at Pancake Day matter. If you’ve met her you know it to be true because she made sure you knew you mattered when you interacted with her. And I know she’ll lead with this attitude in Washington, representing every Alabamian with grace and poise.

    You matter. And your vote matters. I hope you’ll join me in exercising your right and privilege to vote on May 24th.

  • Servant Leadership

    Servant Leadership

    I recently helped a top security government employee with developing a resume. His leadership philosophy centered around supporting his employees (as opposed to the other way around); he believes in empowering subordinates with authority, as opposed to responsibility. His view of leadership embodies serving which is what great leaders do.

     

     

     

     

     

     

     

    Servant leaders are a revolutionary bunch—they take the traditional power leadership model and turn it completely upside down. This new hierarchy puts the people—or employees, in a business context—at the very top and the leader at the bottom, charged with serving the employees above them. And that’s just the way servant leaders like it. – The Art of Servant Leadership, SHRM.org

    At HPC, we have a textbook servant leader. Our CEO lives this out daily and truly makes our staff want to be better every day, for our company and our clients.

    Here are a few things servant leaders do differently:

    • Servant Leaders share power.
    • They consistently put the needs of others first.
    • They help people develop and perform at their highest level of potential.

    Check out 10 Principles of Servant Leadership from Indeed.Com for more insight.

    Are you a servant leader? Do you have servant leaders in your life?

    If you’d like to learn more about this type of leadership, hit us up at HPC. We love to train & empower servant leaders!

  • Design Thinking as a Leadership Practice

    Design Thinking as a Leadership Practice

    In an ever-changing world, it’s more important than ever for leaders to have the tools to be able to navigate change and innovate. It’s also important for leaders to have opportunities to spur creative thinking in a world that is cluttered with a lot of noise and distractions. Most importantly, though, leaders need support in connecting with people and building empathy.   

    When frameworks are provided to help spur innovation and build valuable people skills, we find that leaders are better equipped to move forward.  It seems counterintuitive to use a process to try to break away from routine thinking and/or to build relationships, yet the design thinking process helps to spark creativity in order for organizations to adapt and grow. The process begins with building empathy and because of this, we believe it is a valuable tool for anyone wanting to create better workplaces.  

    There are multiple trainings, models, and tools out there if you want to apply design thinking in your organization.

     

    Our favorite Stanford’s d School’s tools.  In particular,  we like this resource because it has all the tools you need to conduct a design thinking boot camp for any type of organization or group:

    (archival resource) Design Thinking Bootcamp Bootleg — Stanford d.school

     

    Other good sources of training and resources can be found through Harvard and MIT: 

    Design Thinking Course | HBS Online

    MIT Sloan Design Thinking | Online Certificate Program

     

    A good (although dated) video to watch that captures the design thinking process can be found here: 

    ABC Nightline – IDEO Shopping Cart – YouTube

     

    How do you spur innovation and creativity in your workplace? 

  • Growth Mindset in Career Development

    Growth Mindset in Career Development

    We’ve been talking about having a Growth Mindset for the past few weeks. If you missed it, check out the series kickoff blog here: What is Growth Mindset? 

    This time of year, we often get the opportunity to work with high school students looking for guidance related to the next steps after graduation. Career development for students looks like career exploration and exposure. That should start way before the final two years of high school, but it is definitely a priority for most students (and their parents) as secondary education draws to a close. The number one recommendation I have for high school students is to job shadow and/or conduct informational interviews to gain as much exposure as possible before selecting a career path. Check out 4 Tips for an Awesome Job Shadow or Informational Interview.

    Growth mindset looks different for individuals who are in the early stages of their careers. It looks like learning and growing. Check out The Essentials of Professional Development for ideas at this stage.

    For mid-career, growth mindset looks like continued development and sometimes a revisit to exploration and exposure. It is not uncommon for individuals to seek a career change in the middle of their careers. If someone is looking to make a change, an interest assessment is often a great place to start. A free assessment recommendation and more can be found in Career Change – Is it for you?

    As our Growth Mindset series comes to a close, we encourage you to adopt a growth mindset and reach out to us at HPC if we can help!

  • Is Your Recruiting Strategy to Screen People In or Out?

    Is Your Recruiting Strategy to Screen People In or Out?

    I was taught how to recruit, well really screen people for jobs, before I even graduated college.  Working for a large insurance company as a summer intern between my junior and senior year, I was given a glimpse into the world of corporate recruiting.  It really wasn’t recruiting.

    Everyone on this corporate “recruiting” team was welcoming to me and they divided the selection process up amongst the “recruiters” to show me how it was done. 

    I was taught that the process of selection, “recruiting” as they called it, was screening people out, not in.  

    Yes, we needed to make a hire (or as was the case in customer service and claims classes LOTS of hires at once), so we needed someone in, but the mindset taught in the process was to weed people out.  

    The weeding came in the form of pre-screening questions. If you answered “no” to any one of them, you were automatically out.  The system kicked you out before I even saw you.  Most of these questions related things like required education and experience.  For which I now question why they were “required.” 

    The weeding came in me and my fellow “recruiters” screening people out based on their resumes. For any number of logical and sometimes illogical reasons. 

    The weeding came in interviewing people and, again, tossing them out for a number of logical and illogical reasons. 

    And sometimes, if the pool of candidates was particularly good and we needed another mechanism to weed, we’d toss in some kind of assessment.  Well, actually all those classes we were “recruiting” for in customer service and claims had an assessment before I even saw you too.  Don’t waste my time or yours with an interview if you can’t pass our “test”. 

    The mindset instilled in me was to get people out until you land on the one that is the least bad and hire them!

    It has taken me 15+ years to realize that the method I was taught, which always seemed to not sit quite right with me, but for which I couldn’t put my finger on as to why was because it doesn’t lead you to the best hire. 

    This revelation, or AHA! moment, came to me as I was listening to a podcast by the Neuroleadership Institute on growth mindset.  

    The Co-Founder and CEO of the NIL, David Rock, asks Priya Priyadarshini, General Manager, Employee Career and Development at Microsoft what they do differently now that they have adopted a growth mindset.  She responds:

    The first thing that really just immediately comes to my mind is our Chief HR officer, our Chief People Officer, Kathleen Hogan, who had done a post a couple of years ago. And we really sat down as an HR leadership team to talk about who are the people who we are hiring? If we are truly going to double down on diversity and inclusion and bring people from all walks of life, all sorts of experience, truly being the global company we are, do we screen in people? Or do we screen out people at the get-go? When we are meeting with people, like, I is my brain always thinking about what are the things that will help me quickly eliminate this talent? Versus what should I truly deeply watch for that will help me think about the potential of what this talent is going to bring to the table? How they are going to add to the cultural fabric of Microsoft? 

    So this concept of addition versus elimination has been really, really powerful. And it’s easier said than done. But it really requires a growth mindset on the part of the candidate, first of all, to apply to Microsoft, and how we make that attractive and compelling for them. The hiring manager, the GTA, the global talent acquisition processes, how we reach and our outreach, and all of that. And that’s been really powerful. 

    And a very small example of that would be, today, my team runs a global apprenticeship program, which is a 16-week program called Microsoft Leap. And it’s really that. We are inviting people to take that leap with us. And we have people from all walks of life, returning moms who used to work in a completely different industry. And for them, it’s about how do people have to confront their own fixed mindsets? I don’t have a computer science degree. Microsoft! My gosh! It’s a software company. It’s a tech company. Do I even belong? And so that whole notion in itself requires so much around growth mindset for all parties involved. So that’s just one.

    So, how do we shift the paradigm to screening people in because it gets us the best talent? 

    1. Realize what paradigm you are operating in now.  Are you screening in or out?  Map what steps in your process lead your brain to think “in” or “out”.  Awareness is the first step. 
    2. Adjust thinking to cultivate changed “priorities, systems, and habits” (NIL has a lot of resources on this to develop a growth mindset).  Some  examples: 

    Changed priority:  We have been focusing on time to fill in hiring as a key metric, now we are focusing on diversity, equity, and inclusion (pick any number of metrics here) as our priority. 

    Changed system: We are going to engage with marginalized and/or underrepresented populations and draw people into our applicant pools. Microsoft’s Microsoft Leap program described above is a good example. 

    Changed habit: I am going to teach my “recruiters” how to look at a resume and find potential transferable skills instead of binary criteria for screening purposes. Or maybe your changed habit is not to require or look at a resume at all! 

    3. As mentioned in the changed habit example, you’ve got to train and reinforce the skill through leading with patience, practice, and rewards for those that deploy the growth mindset in hiring, or in any other arena.  Some of these reinforcements come naturally once a growth mindset is continually practiced, but leaders need to model and instill it through their behavior as well.  Who knows if I’d still be a “recruiter” today if I was taught to screen people in instead of out?

     

    How do you cultivate a growth mindset in your hiring practices?