Human Resources

Sharing Your Story: Addressing the Difficult Aspects with Positivity

September 18, 2023 by DERGEL Executive Search Leave a Comment

We all like to share our stories. One of the most difficult aspects of leadership revolves around being open with your employees and others.

Not every experience is a positive one. These conversations can dredge up bad memories, foul emotions, and may come off as bitter to your listeners. Being honest about the darkest moments of our careers can feel like a slippery slope to drag us back to that place. With the right techniques, we can embrace and share our previous setbacks with grace and humility.

Keep your tone light/neutral. People quickly take notice of tone of voice. Speaking in a light or neutral tone will undercut any tension others might take away from your story. Laugh it off even. People will be more inspired by the ability to recognize the situation for what it was, and success may have been delayed, but never completely hindered.

Be sensitive of directly using names. Unless you are endorsing the other party in the story, try to avoid using names. We are all human and we all make mistakes. Directly using names of the people, places, or organizations can sound like an attack. That should not be the intention of telling one’s story. You made it through those rough times and that should be the main focus.

Take responsibility for your end. There are three sides to every story: your side, the other persons, and somewhere in the middle is the truth. Address where you fell short. Where there may have been miscommunication. Simply putting the blame on others without recognizing your part comes across as playing the blame-game. Taking responsibility for your side exhibits humility and a growth mindset.

Express gratitude for the learning opportunity. It is important to note the lessons you took away from the experience, as well as for the other parties. Even if there is no more communication between parties, it does not mean that anyone’s journey stopped there. Reenforcing the mutual growth from the situation will showcase continued respect and support from having the opportunity.

Try not to spend too much time harping on past mistakes and struggles. Convey these moments as speedbumps along the way that needed to be managed, then move on. People will always have their own, natural reaction and oftentimes this will lead to further questions. Be receptive. The tough times do not define us, they help use become stronger and wiser along the way.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Strengthening the CHRO’s Strategic Role

September 11, 2023 by DERGEL Executive Search Leave a Comment

Over the last two decades, the market has indicated a rise in number of Chief Financial Officers (CFOs) and Chief Human Resources Officers (CHROs), while the adoption of automation tools has caused a decline in the retention of Chief Operating Officers (COOs) and Chief Marketing Officers (CMOs). Despite the increase in CHRO retention, there still remains some pushback from CEOs in regard to their strategic acumen.

According to recent data presented at the Visionaries Summit by Professor Rick Smith, Johns Hopkins University, Faculty Director, Human Capital Development Lab:

55% of CEOs view CHROs as being a key player in strategy.
48% of CEOs view CHROs as having strategic business skills.
& only 36% of CEOs think that the CHRO role is clearly understood by fellow leadership.

What steps can be taken to help the CHRO role become more strategic and more clearly defined?

Understand the business as a whole. The main focus of a CHRO lies with the people inside the organization. One of the most beneficial ways to support fellow colleagues is to understand the challenges they face. Ask guiding questions regarding the situations and people that affect their role in the workplace, whether that be: co-workers, clients, Sales Goals, etc. This will aid the CHRO to better understand: What are the different viewpoints? Are there cultural/religious differences? How do they communicate best? How can I best guide them to connect on the same level?

Sit with the different teams and learn from them. Sit with different team members in all of the departments to fully grasp the full scope of their role. Understand any and all challenges they may be facing, the different team dynamics, realistic timelines for operations, and what tools each team utilizes. Additionally, through attending department meetings, there will be a deeper understanding of all operations to better navigate and strategize strengthening the team.

Create a growth roadmap for employees. Take the initiative to help develop employees’ career path. Offer continued learning opportunities to further enhance your teams’ skills. Speak with team members regarding their career goals and make a plan with them to achieve each victory on the road to success.

Throughout each of these steps, it will be important to understand “why” colleagues operate in the manners they do and how to best support them. Employees will find a new appreciation for their CHROs as they will be considered more of an active member of the leadership team. Adapting small changes to include the Human Resources more in the day-to-day of all departments can help close the disconnect between their team and other leaders in the organization.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Core Focus & Letting Go Of Secondary Investments

September 6, 2023 by DERGEL Executive Search Leave a Comment

Focus on what is most important, steer the ship towards success.

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It is important chart a course that resonates with the majority of the team in order to receive organic buy-in. Here are some good strategies to implement & grow along this path:

Regularly Assess Core Strengths and Company Wide Focuses

Check in with and evaluate the organization’s core strengths & competencies, values, mission, and vision, on an ongoing basis to ensure relevance. Market dynamics can change, and what was once a focus may become less relevant, or more.

Resource Accounting

Have we made sure to take an accounting of our workforce, our digital, physical, & financial assets, as well as our personal and team wide energy levels? To be aware of the status, condition, and availability of these (and any other relevant resources) allows for proper and intentional allocation and application towards the organizational mission and vision. Keeping up with resource status and maintenance protects the resource condition and usage potential.

Communicate the Vision

Clear communication is key. Leaders should articulate the vision and why streamlining focus to it matters to the organization’s success. Transparency & high quality communication engenders buy-in, not only from the team, but from the public as well.

Avoid “Shiny Object” Syndrome

Resist the temptation to chase every new opportunity that arises. Especially when the opportunity is particularly tempting, evaluate the opportunity carefully to determine if it aligns with the company core strengths and overarching vision.

Anticipate and Limit Distraction

Just as one would take care to turn their phone notifications off before engaging in uninterruptable work, one could also anticipate when those “shiny object” temptations may cross our paths. If it is known that a skilled salesperson calls each year with a compelling and relevant pitch, direct that call to a teammate who is better equipped to politely decline the “shiny new development” that the salesperson is presenting.

Perceive Limiting Secondary Opportunities as Risk Management

When a presented focus divergence or new opportunity is brought to the table, it can be easy and natural to see the situation as an investable opportunity.

However, it may be helpful to adopt an additional perspective on the matter.

We only have a finite amount of energy available to our organization at any given time. By choosing to pursue a new opportunity, we can no longer invest that same energy into the regular operation that the organization stands upon and provides. It may be that the new opportunity develops upon the core output of the organization, and it therefore may be worthwhile to say yes and invest. However, it could pay off to be initially critical and see a new opportunity as a secondary usage of resources, a risk and liability, or even as a threat to the organization’s highest value creation.

Sharpen your focus & divest from secondary pursuits.

Keep to the core strengths of the organization, and only intelligently and intentionally make divergences, to further enhance your ability to focus, develop growth, and sustain success.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Building a Solid Team for Long-Term Success

September 4, 2023 by Katie Moran Leave a Comment

“A players attract A players. B players attract C players.” – Steve Jobs

When it comes to building a strong, high performing team, the hiring process is key. Skills can always be taught; however, attitude and experience cannot be bought. Inexperienced companies tend to look at which skills a person has and discards the attitude. So, what are some of the best attributes to look for when hiring A players?

Basic knowledge of your company. Unless they have been coached, or have a long-standing relationship with your company, chances are they will not be well-versed on the organization’s history, operations, and key players. However, as the company’s website, LinkedIn, and listing type are all public, there should be a basic understanding of:

With whom they will be speaking and their role(s)
The mission of the organization
Size of the company/General size of their department
The sector the organization lies in
Who the target customers are (generally)

Comes ready with questions/notes. A players take their position seriously. More often than not, they will arrive with a list of questions ready and more will arise throughout the flow of the conversation. The more questions, the better – as it represents their level of interest. You’re likely to hear questions such as the following:

What does the onboarding process look like?
What does the day-to-day look like?
Who will I be working with and who would I be reporting to directly?
What are the opportunities for growth?
What is the salary and bonus structure?
Is there a relocation package?
Are any additional benefits offered?
How does the organization handle overtime?

An open mind. Brand representation is the key driver of market recognition and loyalty. Opportunities for growth lie in diversifying the target audience and employee retention the organization is interested in attracting. Unwillingness to listen to dissenting voices, deeming concerns as minuscule, and attempts to drown out voices who disagree can lead to resentment between employees, yourself and the board, regression in the organization’s progress, and more.

Growth mindset. The world of business is ever evolving. The rate of technological advancement is exponentially faster than ever seen before in history. This has allowed for the fastest speed in communication between peers to share ideas, compare data, and transfer knowledge. To make the vision a reality, top players will be able to see the full-vision and the steps needed to be taken to get there. The ability to recognize and respect that growth is not linear is a great mindset for the business world.

At the end of the day, making the dream a reality is the main goal. We all have good days and bad days. Creating a work environment that is goal oriented through healthy collaboration starts with building a team that is focused on achieving, asks impactful questions and is respectful of each other.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

The Proactive Journey of Professional Reinvention

August 28, 2023 by Yaffa Blanshay Leave a Comment

Many individuals feel trapped or limited by career paths dictated by their education and professional experience. Deviating from one’s ‘established’ path can sometimes be met with surprise, or even negativity. However, it is worth considering a professional reinvention as a viable option for those seeking a change while still leveraging their existing skills effectively. Professional reinvention should not be seen as reactive, or as a last resort in a futile job search, but rather as a proactive and positive decision. Hiring managers who welcome individuals who have professionally reinvented themselves can unlock an abundance of talent and new possibilities for their organizations. What are some key aspects to consider when undergoing professional reinvention?

Recognize and prioritize the transferable skills you have acquired throughout your career that can be effectively utilized in various contexts. Skills such as coaching and mentoring, communication, and problem-solving, which you may have indirectly applied in one setting, can become the focal point in a different role or industry. You do not have to be your previous job title or degree.

Re-vamp your resume and LinkedIn. Break free from being narrowly defined. Emphasize your skills throughout your resume and include an “About” section at the beginning as a professional narrative that highlights your strengths, achievements, and the value you can bring to potential employers or clients. While your roles and experience are important and must be described, it is crucial to highlight your achievements, which are based on transferable skills, and demonstrate their applicability beyond specific roles or industries.

Be open to continuous learning. There will always be a learning curve in a new role, particularly along a new career path. Expect to be trained, mentored, or professionally developed along the way. Embrace the opportunity to apply your skills and experience in diverse and unfamiliar environments without hesitation.

Connect with your network. Consider your network beyond those who share the same role/title/industry. You may have engaged with professionals from diverse industries in the past, and your unique skill set could make you an ideal fit for opportunities outside of your current domain.

Maintain a positive and proactive attitude. This process does not diminish the value of your current or previous roles, nor does it imply a lack of success. It is a respectable choice that does not make you any less of a professional.

Professional reinvention involves proactively reshaping one’s career, embracing new opportunities, and leveraging transferable skills in diverse settings. This introspective, creative, and bold approach to your professional journey can unveil unexpected, rewarding possibilities that you may have never considered before.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Regularly Assess Core Strengths and Company Wide Focuses

Resource Accounting

Communicate the Vision

Avoid “Shiny Object” Syndrome

Anticipate and Limit Distraction

Perceive Limiting Secondary Opportunities as Risk Management

Contact us and let’s get started!