“Hire to retire” is John Cardella’s motto. As Ceridian Canada’s Executive Vice President and Chief People Officer, Cardella’s manages the overall Human Resources (HR) function. This includes creating and implementing management techniques and HR practices to solidify and reinforce Ceridian’s reputation for being a top organization in Canada and in the United Kingdom for employees. [...]
Figuring out “where to go from here” can seem like an onerous task! Lots of options, lots of dreams, but how should we figure out our first step? And our second? And our third? First, start at the beginning. One of the most popular techniques is to create a mind map. To start, place in [...]
“The cure for boredom is curiosity. There is no cure for curiosity.” Dorothy Parker We encourage curiosity in both adults and children. It has many benefits, not to mention skill development, problem solving abilities, brainstorming, career development, and as an effective way to cope with fear and anxiety. Change your outlook. Ask questions. Be [...]
This topic has come up several times over the past couple of weeks. Relating back to the “coaches aren’t therapists” blog entry, this one is interesting. We are generally told not to visit therapists who are also friends, as the friendship can often negatively impact the therapy relationship. Taking that same reasoning to a different [...]
“Hire to retire” is John Cardella’s motto.
As Ceridian Canada’s Executive Vice President and Chief People Officer, Cardella’s manages the overall Human Resources (HR) function. This includes creating and implementing management techniques and HR practices to solidify and reinforce Ceridian’s reputation for being a top organization in Canada and in the United Kingdom for employees.
His basic approach is to recruit, train, and retain his employees. He also helps them deliver this same message to their 42,000 customers.
When you consider your HR practices, consider its impact on your return on investment. It costs money to hire an employee; money to find them, interview, and hire them. It then costs money to keep them. Never mind letting them go, which can also be a costly decision.
Ceridian’s team of 1,400 payroll and human resources (HR) professionals deliver solutions to an estimated 3 million Canadians. Services and solutions include payroll, HR information services, recruitment and staffing services, Employee Assistance Programs, and training. Its offices are located across Canada.
Cardella recognized the value of people in creating and nurturing a positive and productive workplace at an early age. His education includes a degree in organizational psychology, as well as his Certified Human Resources Professional (CHRP) certification. Cardella’s employment experience includes being the Vice President of HR for Compaq Canada, the Managing Director for HR for SHL Systemhouse.
The title of Chief People Officer closely aligns with Cardella’s motto. “Hire to retire.” Hire well, train well, retain well. If a manager hires someone with the intention of keeping them until they retire from working full time, the organization will benefit from their person’s work/life experience. This can only help the organization develop, grow, and expand its operations.
Critical to Cardella’s success, is this ability to communicate these intentions throughout his organization.
What is your HR motto? How do you interact with your employees?
Figuring out “where to go from here” can seem like an onerous task! Lots of options, lots of dreams, but how should we figure out our first step? And our second? And our third?
First, start at the beginning. One of the most popular techniques is to create a mind map.
To start, place in the middle of a page what you would like to focus on.
For example, career.
Then draw lines out, like branches, and put the different areas of either your current career, or future career, and build a subset of branches out from there.
The act of creating a mind map is a very personal activity. Some prefer a simplistic approach, with just the branches drawn or sketched simply. Some use their creative juices, and use online software, 3D effects, import photographs, pictures, cartoons, and general images.
The choice is up to you!
Here is a website, highlighting some of the more creative options for mind-mapping. Perhaps you might find inspiration in them?
Happy brainstorming!
“The cure for boredom is curiosity. There is no cure for curiosity.” Dorothy Parker
We encourage curiosity in both adults and children. It has many benefits, not to mention skill development, problem solving abilities, brainstorming, career development, and as an effective way to cope with fear and anxiety. Change your outlook. Ask questions. Be curious. If you adopt an inquisitive nature, then you will look at the world differently.
Keeping that in mind, I had a conversation with Kevin Haley from Symantec this morning. As part of our discussion, he highlighted some findings from Symantec’s Honey Stick project.
Essentially, Symantec dropped 50 phones in five cities: Ottawa, New York City, Washington D.C., San Francisco, and Los Angeles. Each phone contained a variety of information either marked “personal” or “corporate” and each had software to enable the remote monitoring what happened to the phones. The phones were left in high traffic areas, such as malls.
The outcome
The figures were slightly higher in Ottawa, I’m happy to say, with 70% of the phones being returned.
More information can be found on Kevin’s blog entry, including suggestions to avoid having this invasion happen to you.
So, I was struck by something, where did the privacy go? If curiosity is good, and if we collectively encourage it, than aren’t we also encouraging people to go through our private information? But it is a creepy thing to consider – that strangers are accessing your private and corporate information. Not to mention the liability issues, if something illegal is done with the information.
Yet, if it wasn’t for curiosity, I’d argue that Symantec and other security vendors, wouldn’t have many of their solutions to deliver to consumer and corporate customers.
So, perhaps curiosity is good, but not when it invades our personal privacy?
I’m curious to hear your thoughts. 
This topic has come up several times over the past couple of weeks. Relating back to the “coaches aren’t therapists” blog entry, this one is interesting.
We are generally told not to visit therapists who are also friends, as the friendship can often negatively impact the therapy relationship. Taking that same reasoning to a different level, many feel that they shouldn’t hire friends who are also lawyers, accountants, doctors, etc.
Conversely, some feel more comfortable working with people they already know, versus strangers. Since trust is a critically significant factor in the coach/client relationship, I understand the desire or impetus to work with someone you know and trust from the onset.
The choice is really up to you.
Should you consider working with a coach who is also a friend or a colleague, I suggest, based upon my experience of coaching friends, family members, and “strangers,” is that you consider a couple of things:
1. Can you separate your friendship from the conversation?
A good coach should focus the conversation on her client, not on herself. In no way is the client paying to hear about her coach’s life, experiences, challenges, obstacles, nor her successes.
A coach should shine the spotlight on the client. Perhaps it is best to suspend the friendship until the coach/client relationship ends? At least, during the scheduled meeting times, focus on the client.
In the Adler School of Professional Coaching (now called Adler International Learning), we spent a lot of time learning how to manage ourselves as coaches. We studied and practiced the art and skill of “putting ourselves aside” for our clients. We learned how to show up to each and every meeting ready and able to focus on our clients, not on our own daily challenges. The art and skill of self-management is critical for a successful coach.
While the coach has been trained (well, I can speak for the program I took) the client has not been trained. Can you, as client, take the time allotted and focus on you? Can you leave the coach, and all of her perceived imperfections outside of the meeting? She is there to help you set and achieve your goals and objectives. She only wants the best for you. She is giving time and space to you to explore your options and your ability to achieve and create the life you want.
If you as client can commit to focusing on yourself, then consider working with your coach friend.
Remember to outline your expectations regarding the coach/client relationship and achieve tremendous success!
I was reminded of how difficult it can be to stay true to our initial objectives this week. This is as I prepare for a circle discussion workshop for the Ignite n Connect conference, which is scheduled to take place in Toronto on May 4th. It is a conference for female entrepreneurs and professionals.
I was reminded of it, as my circle discussion will focus on “Walking the Talk to Leadership Success” and as I prepare for the discussion, I revisited this workshop which I have presented numerous times.
The first step is to identify our main purpose – aside from making money, putting a roof over our heads, and food in our mouths. We can do just about anything (within reason) with our professional lives. But why do we do what we do? If you are a journalist, marketing executive, engineer, and teacher – what is it that first drew you to the position? Why do you stay?
Second, look at your bigger picture objectives. What would you like to achieve in the longer term?
And then, set some goals. Goals are the steps to help you achieve your objectives, while keeping your purpose in mind.
Several acronyms exist for describing the goal setting process:
MARC – Measurable, Achievable, Realistic, and Controllable.
SMART – Specific, Measurable, Attainable, Reasonable, and Timely.
More information about the MARC principle can be found here.
As for SMART:
As the goals are your steps to success, ensure they are in bite-size chunks (specific) and that you can achieve them (attainable). Reasonable goals hinge on our skills and abilities (not to mention our dreams!) and can change with time. Be sure to be able to recognize when you know that you have reached your goals, so make them measurable and timely.
(A long-term goal is more of an objective, and not a stepping stone.)
How can you do this? Set some time aside and start brainstorming. More on that process in another post.
Here are some tips as to how to best manage your coach and yourself.
While both of you will figure out a way to create and manage your relationship so it is the best for you, please don’t count on your coach to do all of the work. You know what is good for you. Ensure that you tell her that information. Remember, direct communication skills are the key to every successful business meeting.
And with that in mind:
1. Be prepared for every meeting.
Your coach should assign you some homework. The homework will depend on your goals and objectives, and time constraints. Don’t agree to do too much. Be sure to tackle everything in manageable chunks. But if you commit to completing some work, than do it. This includes bringing whatever information is needed.
If, for whatever reason, you do not bring the work with you, be prepared to discuss what “got in your way.” A good coach will help you overcome your obstacles.
2. Don’t sit in judgment of your coach.
Your coach is working to be the best that she can be. She is also focusing on you. Perhaps her hair isn’t perfect today, but as long as you are the focus, try not to let it distract you.
If you have problems with in-person meetings, I suggest that you consider telephone meetings. There is a freedom of space and time with a phone conference instead of a face-to-face meeting. Including the ability to work remotely, save on travel time, and focus on your thoughts, versus the expressions and appearance of the person in front of you.
3. Don’t cancel meetings.
Sometimes “life happens” and meetings have to be rescheduled, but the more emphasis you place on your coaching relationship – which means the more emphasis you place on yourself – the more benefits you will realize.
If you feel uncomfortable, express yourself. The key to any successful relationship is, of course, being able to express your concerns and work through them.
Good luck!
Over the past couple of days, I’ve had several conversations about coaching, and it struck me that the seemingly old question of what coaching is and is not still percolates. And so, I thought it would be good to highlight what it is, and is not.
1. Coaching is not therapy. This is a critical point. A coach should not delve into their client’s past, as in, how your parents’ decisions have affected your behavior.
Hire a coach if you want to look forward. Working from today, a coach should help you move forward. Set goals and work towards them, holding you accountable and in a high place.
The trick is in balancing the present and the future, while balancing the past. This balancing act is what a good coach brings to her client. A good coach should also be insightful enough to recommend that her client consider therapy, if she thinks it might be worthwhile.
2. Coaches are not your friends. This is actually one of our key benefits. We are not your family, nor your friends, so we can help you impartially. We do not have vested say in your decisions. We help you be the best that you can be, without focusing on our needs or our desired outcomes. It is all about you!
3. Coaches shouldn’t let you change your mind at whim. Coaches hold you accountable to your wants and needs. If you change your mind about the direction you would like to take, that is your prerogative of course, but we will question your decision. This isn’t for our benefit, but for yours. Are you sure about your new decision? Have you considered the angles? We just want your long-term happiness and satisfaction.
4. Coaching isn’t static. The relationship between client and coach must continue to move forward. Issues will arise, perhaps more than once, but the two must work to help move them forward.
5. The client has the most work to do. In order to invoke change – a change in behavior, a change in outlook, we must work to push through our inner critical voice, we must trust our instincts, and continue to step forward. This can be difficult at times, but we know that this is necessary. A good coach will help you do this. Perhaps by examining the options, helping you commit to your goals and objectives. But, while we can help you, you must do most of the work. That is why we should only be involved for an hour every week or two, and not living you life for you 24/7.
And please bare in mind, that while your coach might be a critical component in your success, that we are not mind-readers. All of the time. We have a process that we will follow, but we need some direction from you. Tell us what you want from us. Together, we will co-create a relationship that will be mutually beneficial. How often would you like to meet? What do you expect from your coach? Since this relationship is really largely about you, tell your the coach, what you want and expect.
Please let me know if you have any questions about coaching or expectations.
Perhaps you are naturally “made” to be a team player? That is, to share information, listen to others, and participate in helping to make the environment better for everyone. Perhaps you like helping others succeed and expect the same in return. Do you believe that by working for the overall betterment of the company brand, that others will succeed, as will you? By contributing and helping others to succeed, logic dictates that you should benefit too.
But what happens when you find yourself in a very different organization?
An organization that might profess (as many do) the pros of working together, of fostering a team spirit that helps the overall success of the firm, but are they really that type of company?
Perhaps it is not, and there is an underlying current of toxicity. What would that feel like? Look like?
Do some of your colleagues pass ideas off as their own, when they are not? Do they gossip about others behind closed doors? Perhaps your colleagues share overt criticisms of work, or performance, or intentions? Questioning of colleague’s ambitions, goals, work habits?
It doesn’t take much to create an undesirable work environment: one person whispering, one person listening, and a manager turning a blind eye. Presto. Welcome to your toxic environment.
How does working in this environment affect you? Affect your performance? How does it impact your career over the long term?
In job interviews, the “team player” question often arises. Are you a team player? The belief is that organizations want to hire someone who will “play nicely in the sandbox.” However, for those of us that can play nicely in the proverbial sandbox, sometimes we aspire to invoke change. Change in policy, procedure, work habits, etc. After all, it can be challenging, to say the very least, to fit different people, with different goals and aspirations into the same mould.
Which got me thinking about the concept of “team player” and what it really means?
I found this posting on one the “Dummies” site: “Ten Qualities of an effective team player,” and thought it made sense.
Here is an abridged summary of the article. Click on the above link for the full details.
1. Demonstrates reliability and flexibility
Do you follow through on assignments? Deliver consistent results? Can people count on you? How are you with change? Workplace conditions often change without prior notice, and so, do you adapt to the ever-changing situations or do you get stressed out easily when things happen outside of your immediate control?
2. Communicates constructively
Do you express your ideas and suggestions clearly, respectfully, positively, and confidently? Most of the time? And do you listen actively? This can be a tough one. Especially in the workplace where people often try to demonstrate their abilities and skills to outshine their colleagues, sometimes known as “the competition.” But do you listen to your colleagues? Ask clarifying questions? Consider different viewpoints without flying off the proverbial handle?
3. Participates actively
Do you arrive at meetings prepared, ready to listen, and to offer feedback or suggestions? Do you volunteer for projects? Take the initiative when available? Are you committed to your team and to its success?
4. Shares openly and willingly
This is especially important in the workplace! Do you share information, experience, expertise to help the entire group benefit, as opposed to hording information? And do you cooperate? Do you work with others to help complete a job? How are your problem-solving skills? Do you offer assistance and take the initiative to solve problems? Do you ask for and contribute to an open discussion of the problems? And then work towards finding a viable solution?
5. Respects and supports others
This point, I argue, has to come from your core. Do you respect and support others instinctively? Regardless of how they treat you? (This last question links into my questions about the effects of a toxic workplace.) If you genuinely respect and support others, chances are good that you are a team player. Remember to demonstrate understanding, ask questions, be professional, and show commitment to the job at hand.
I hope these insights help you the next time you are faced with that ever niggling question: Are you a team player? Perhaps you are, perhaps you are not, but at least you can illustrate some of your key qualities if you find a couple in this list.
Or are they one and the same?
I was recently asked to take a leadership role within District 60, Toastmasters International. A volunteer was needed to head up a division, which encompasses about five areas, or 25-30 individual clubs. The role of the Division Governor is to ensure the health and vibrancy of each and every club, while working with their individual Area Governors. It is a “middle management” position, as it also involves working with the District Council, to ensure its health and vibrancy.
This was not a “shoe-in” position. I had to submit paperwork for approval in order to be considered, I had to be “nominated from the floor” at a business meeting and someone had to second that nomination. Had there been competitors, I would have had to present a two-minute speech as to why I should be elected into the position.
The Division that I will oversee is not located close to either where I live or work. Transit to and from meetings will be an issue for me. I also don’t necessarily know many of this Division’s club members, nor leaders. In addition to my daily roles, I’ll also have to organize four main events over the course of the year: two club officer training sessions and two speech contests.
When I was asked to submit my nomination forms, I was initially flattered. Even though I know that the position has to be filled any one of about 100 Toastmasters could have been approached to take the role. Perhaps 99 had already been approached, perhaps not.
I also thought that this will be a good challenge for me. I didn’t have any volunteer activities lined up for the fall, and as I support this organization and respect its goals and initiatives
As I considered why I would take on the challenging role, I thought about what I enjoy doing.
Namely, I enjoy helping other people succeed. I see the role as being on to motivate, inspire, and help, the Area Governors, who in turn will help motivate, inspire and help their club officers, who would in turn, motive, inspire, and help their club members.
Perhaps leading by doing, is another term? Walking the talk, another?
The motto for Toastmasters is, “where leaders are made.” The focus continues to be about helping hone and develop communication skills, but also about helping people take on leadership roles, which will in turn help them in their careers and in their communication styles, not to mention help Toastmasters as an organization.
“Why did you take the role? Did someone ask you to take it on?” I was just asked.
“Yes, I was asked, but I also think that I can help the members, and the division, set and achieve some goals, so I thought it was a good fit. Transportation will be a challenge, but I’m sure it is manageable.” I responded.
“I can see that you are a team player. I’m sure you will be successful.”
What role, ladies and gentlemen, does being a “team player” have in achieving success as a leader? I often think that the two are opposed, but perhaps not?
