What is going on?
Everybody? Thank you so much for joining joining us. So it's probably not as many of us who had RSVP because well, we want to do like, so I'm gonna go share that. And we're starting about 20 minutes later due to tech issues, but we will definitely, definitely get this party started. I have with me, because with me four lanes of communications communication specialist, Melissa Amber's, Melissa, why don't you tell the people a bit about yourself while I go share us out in a couple other places.
Okay. Hello, everybody, thank you for joining me. And you know, like Michelle said, you know, Hi, girls with tech issues, it happens. But we are glad that you are able to jump on and chat with us and listen to us, you know, to have a look communication. So if he wasn't on last week, I am Melissa Amber's with strategic blueprint consulting, and we help organizations with their employer branding, and their EVP, which is their employer value proposition. And part of that is communication. So that's why, you know, we talk a lot about communication, and there are so many different lanes and twists and turns within that. So many times we hear, we're open for communication coming in at any time, feel free to share. We want all feedback. And it's almost like, you know, you check the boss, because you said you said what she was supposed to say. But the reality is, you really don't mean what you say. And a lot of times there's you know, retaliation, various forms where you could be fired, or you're treated differently, or you're demoted, or sometimes it actually affects some people paychecks where they won't get raises. Because they simply, you know, shared something. So there are so many different ways that it happens. And that communication has become harmful, which is really unfortunate that this is an issue with organizations and companies that you know, as an employee, you have to worry about going in keeping your mouth shut and not sharing ideas. Not wanting to say certain things.
And we just, we've also been taught document document document. So instead of us saying something, or going to talk about something to see, can we come up with a resolution, or maybe it was something that either party could have misunderstood and is clearing the air, the first thing we do is we get those tablets and o pins, and we started jammed down, we start writing down all of these things that happens with the date and time if it's, you know, sometime it gets that serious, where you have to write the date and time, we started documenting all of these things. And then on top of that, with our cell phones, we may record on Slack. You know, so that way when someone come in and they say, Oh, I didn't say that, or it wasn't me, you have the recording, to say, okay, hey, you know, this was your voice, you did say this, or this, this particular situation did happen. And we don't have the opportunity to have those conversations. So that's why we you know, are hitting on the lines of communication and putting this information out there. So we can talk about it. You know, this is this is considered this your communication chat room, what do you have to say? What are some of the things that you're having problems with or that you try to communicate with a leader or someone in management, and it didn't go over so well or they did not give you the right answer or you really feel that they are retaliated against you. And like I said it's different lanes of the retaliation. So whatever form that is, they retaliate against you. So we want to you know, hit on some of those things and understand how you as an employee, can, you know, approach the situation but not approach the situation in full armor, and ready for battle. Because when we go like that, not only my body language with the energy that we give off is that battle energy and that we're ready to get in battle. And we're ready to, you know, duke it out. But disarm yourself, you know, if you have to take a moment walk away, take a walk around the floor, build and go to the restroom, whatever it is, the armor yourself, and then go in and that energy is gonna come across differently, then that way, maybe the communication will go differently. So that is a start. I'm not saying that that's the complete solution. But that is a start to try to figure out how we can figure this thing out, let's talk about it. If it's a misunderstanding, let's fix it, let's clear the air, whatever it is. So just making sure that you're going in with the energy of peace, and that you're here to truly talk and not battle. So that is my just on, you know, communication. And we're just gonna get into it and talk about a few things.
So Strapping, again, thank you for for dropping all of that knowledge and really talking about how communication. People prepare like documentation. And we're not saying don't document, right? Well, the thing is, try try different lanes of communication with people in your organization, to get to try open dialogue. The problem, I would say with some people is number one, whatever you say they're going to take it as an attack on them. So how do you navigate those issues? Other Other times they are attacking you in response? And so you're trying to figure out, then what is the best or better approach to communicating certain things with people? And I think it's really important that we aren't saying, Oh, just don't do it. But really, aren't we understanding the culture of the organization, understanding the person you're dealing with? What is there a history of, you know, working with others, or communicating with others in your organization? Also take that into account? So definitely, definitely look at.
Yeah. So we're gonna jump right into the conversation. So we, you know, as Michelle and I talk, we, you know, jotted down some notes. And we had this one incident that that was in the, in the news, and I want to, it was problematic last week or week before, but it was in the news. And we talked about the new management style at Twitter. And the same person was in the news, again, Ilan, and he had an assistant, and the assistant just simply went to him and asked for a raise. You know, of course, we don't know all the details in that conversation. But, you know, I'm sure she went, you know, I've been here for, you know, X number of years, and I'm sure she shared her value and different things like that. And not only that released all the value, because he kept her as a system for all of these years. And if I'm not mistaken, I know, she's been there for over 10 or 15 years. So there's been some time that she was there. And because she asked for a raise, he told her take off at work, let me see if you're valuable or not. I mean, I've heard of a lot of things happening, but that was like, Damn, you know, so, um, what are your thoughts on that? Michelle?
Well, I think a lot of things, first of all, understanding this is why people don't document sometimes their processes and procedures when, because incidents like this happen. And what makes me what I would have said was, hey, and this happens more, I would say to women than it does to men, you have to prove your worth, you have to have proof. And so understanding who that manager is that you're approaching what their what they often look for it to validate something is sometimes that proof and it is down D is not necessarily a Twitter thing. So, Casey, and so to me, it really focuses on understanding who you're communicating with as far as personality, how do they take in information and really doing your due diligence and homework, unfortunately, so the way I communicate, I'm an ambivert. So I don't mind being on the end. on it, I have not mind that being inside for the last three and a half. Almost four, I have not learned that for the most part, some people I need to get out. And some people do better communicating one on one, I do better communicating, I think with people in person. And then on a zoom, and then last via email, like email, it's like the last thing you want me to communicate to you via? And Melissa can probably be a testament to that, like, did you get my email? Like, oh, yeah, I didn't see that. And so it's just understanding what is the best method to communicate with your team. And so my product manager, no longer slacks me, she just texts me back, she just, she just sends me videos, whatever she needs, she just texts me. If she knows she, she really wants me to look at it, then she'll do an email. And so really understanding who you're speaking to, even if it's it isn't there in leadership, or if it's somebody that is the individual contributor or customer understanding their communication style is really, really important, as well,
I think that's a great point that you put out of knowing who you're speaking with.
And because of the term that she's been there, she's, you know, seeing a lot of things have been around him a lot to have that kind of tenure with him, and knowing how he is, okay, how can I approach this? What's the best way to approach and then consider everything that he has going on? When you have a someone in management that does so many different things, and are in have their heads of so many different things, for instance, like he does is, what is the right day? What's he in the middle of some meeting that just blew up, and it just wasn't the right day. And I'm not saying it's always going to be a right time. But if you know, there's a way that's just blown up, and it's just a really bad day for him. That's definitely not the time to really approach anybody about, you know, raises and things like that, because that's actually conversation. That's not nothing, you just go up to somebody and say, I need a raise. Okay, yeah, sure. Here, it's not gonna happen that way. So it's really understanding the situation, the time and knowing how to approach that person. So even if they're the type of person like Michelle said, you have her levels, if they're the type of person where if there's a conversation needs to be had, and they say, you have to make an appointment for us do that, ya know, it may be irritating, but do it, follow the protocol, and go through your steps the proper way, and not try to overstep some and loop through because you're frustrated, or you want it now or something else was happening, follow the protocol, and that's gonna be your best bet of doing things.
Absolutely. I wanted to say sometimes the best time to ask for a raise is when they're happy and upbeat. Or they have said, Oh, my God, I could not have done this watch. I'm glad you brought that up, Bob, why don't we talk? Right? Because they lead straight into how you help them go. Take the tail, when I'm gonna take this tail with, let me go ahead and ask for this. And so So you let them lead and you just come in for the alyou and see how that goes. So I don't do sports, but I sounded pretty good, right? So. So if you know, this person is generally happier at certain periods of time of the year of the day, like some people like don't bother me until after lunchtime, and other people like don't bother me before in the morning, and so you really have to really kind of check it sometimes you don't know, right? So your direct manager, you may understand his her their communication style, but not their manager above them and so forth. And so you may have to do some reconnaissance and talk to your administrative team to really understand how that are approached them, or look at other people from a distance. Okay, so it's, it's and then other times, you just have to jump in and you learn. What I would say is really to the managers is how do you show up? Because as we're looking at link between layoffs, and people already quitting on their own, right without leaving the organization without a layoff? How are you showing up in the workplace with your communication style that is driving people away? And I remember having a co director, he would email you but he had 1000s of unopened emails. It was okay for him to email you but if you email back your response, he just come to your desk like So what's the answer? You've like I emailed it to you like yeah, don't check email, but he was sent emails Okay, so it just became his team that they went and they talk to me, I be like, alright, well, when he read the email, let me know what you have a question about. And I went back to my work, because I spent my time already addressing the question, you waste them to me, you are wasting my time.
And people be like, Did she really do that, like I did, I said, you have to train somebody and how to respect you. He had the highest turnover rate, I wonder why his communication style was very, very even for engineers, it was very, it was very difficult to communicate with him outside of very technical conversations, and a communication. So it's really important also to that they understand how the leaders and managers understand how they show up in the workplace, because that can literally kill a deal. And it kills deals, too, if you're on the sales side, and the customer engagement side or organization that can absolutely kill a deal as well. Yeah,
I think that's a good, you know, segue into, you know, our next point is, how to communicate with respect and sensitivity. With, you know, you know, say we, you know, use this particular instance is, you know, respectful, you know, if you're gonna send emails in on, you know, doing the same thing. And if you're not going to do it, there's a way to communicate. But some leaders, they're so into themselves in the sense that, you know, I'm the leader, you report to me, and you want to have a successful team, but you can't have both, you can't be a dictator, and then want to have a team that's truly productive and successful, the two, they're just not going to match. Like you said, there's going to be a very high turnover rate. And I actually saw saw this on the news this morning, this new thing on tick tock Mass Comm rage applying to where people or on their lunch breaks in all these other places to where it's some type of AI or something where they just apply to 20 and 50, some jobs, you know, in a short amount of time, and just to see, you know, hey, what's gonna pop up. And that's why so many people are leaving competence, because people are tired of being treated, you know, like, you know, just a laggy, you know, you're here to work, just getting into the work done. We got to bring, you know, the human peace back into some of these organizations, and a lot of leaders do not realize, that's what is that is that simple, it doesn't cost no money, it doesn't really cost you no time, it's just really checking yourself and making those changes, you know, you're talking to another human, you're talking to another adult. So if you go in with that, and then you want to get upset when the employee comes back, and they're defensive or snapping back at you, now you want to write them up and want to send them home for the day, suspend them, terminate them all these other things, but you have a negative energy. So it has to go both ways. You can't be that negative person and then say, Okay, I want this huge, successful team and you know, to produce, it's just not gonna happen.
I don't understand. They don't see why. It is very interesting how companies who have a really big, big brand, who are well known, they don't often have to sync talent they do because they have certain characteristics, they're looking for talent, often feel as though they do not have to change, they do not have to modify anything. Everything revolves around them. And what happens is, something generally happens in our industry in an organization that actually impacts their ability to not only retain their talent, but attract and recruit new talent, and they're shocked. But but we're the cool kid on the block. Used to be until x y&z came, and XYZ happened. And as we see more and more companies do layoffs, it is interesting for some of the newer companies to do the layoffs, they the way they are and what I mean is people just locked out of a system and maybe, maybe what technology is different when before you show up to a place where we have a car, the clock, The clock in like push into something, you can go over to the to the lunch room, we're gonna have a meeting, right? And that's, that's why people get mad, it's like at a bar, my guys got up, got dressed and weighed in, or you have me to come in and do all this work during the day and when I get ready to go home, you want to tell me not to come back.
We'll see. We'll see. I would at least would have liked because well, it's either tell me at the end of the day, you want to tell them at lunch and you provide them lunch or dinner. Or do you want them to tell you At the beginning of the day, if you're sitting in rush hour traffic, it's never a good time to do layoffs. I'm just saying, yeah, there. But I do, I will say there is a way to communicate layoffs. And it does take more time when you're trying to talk to people one on one, when you're trying to talk to them at small groups. But the point is, you're talking to them, it is not an email. Like just saying, Hey, we sent an email to your personal email, but I'm locked it. So it can, it can be drafted. And also assuming to, if you have a company, company devices outside of a laptop, where sometimes you just picked up your mobile, and from your mobile, you literally just check your work email. So now you got to go to your your personal laptop of your personal device and check email to see what's going on. Or hopefully your boss has your personal cell phone number, things like that, to reach out to you. I just think when we think about communications overall, at the leadership level, how does that how's that filtering down? And how does that look? Because now everybody's sharing the lack of communication, or humanity and how and how we communicate. The other part, I would say, people not trusting you, right? People like, Hey, I asked two weeks ago, how the company was doing, I looked at some of the financials, we weren't doing too well in a couple places. And we saw Oh, don't worry about it, which obviously was not true. And so that, that part, that integrity part, or lack thereof, of can and will often come by come back to bite organizations. So like, well, we didn't want him to leave yet. So two weeks is different than what you you know, some people like Yeah, well, they would have taken customers, or they would have taken proprietary information. Generally, they've already been siphoning this stuff over time. It wasn't about to happen, just because you gave final notice that already had its plan, and they were had already hatched it and it was underwhelming. It for most people, it was not new, especially at a major layoff, it was something like maybe you were letting them go. As part of retaliation. They Yeah, they may have set something up. But for most employees, it is definitely definitely, they haven't set anything up to backdoor the company they already been doing. I'm just gonna put that out there.
But I think that's awesome opportunity when you're doing your performance reviews, that that's another communication opportunity. You know, and I think that's a big trust space. Because normally it is, you know, one on one, or, you know, maybe another manager if needed, but normally is one on one, and you have the opportunity to have those conversations to share information. So I think that's also where the trust come in, and taking the time to share information about your needs, and what those needs are and be specific on those needs. But okay, I'm gonna put a little disclaimer there. Don't go in there with no foolishness, or no knees, you know, it because sometimes it's like, pee. It's like, sometimes people don't think about certain things. And I'll even share an example with you, as a manager, with a couple of like, you know, the warehouse guys, one of the guys decide he wants to come talk to me cool, no problem, come on, in whatever we talking. And he came in and said, I think I deserve a raise. Okay, why do you think you deserve a raise? Because I came to work. I say so Is that all you got? You know, because you showed up to work, we hurt you. And not only that, you know, that was an opportunity where every month if they perform, they got cash bonuses. So cash bonuses that they were getting. And he also said, Well, I don't think this is enough, I think also need to raise a monthly bonus to okay, what are you bringing to the table, even though you barely been here a year, barely a year? What are you bringing to the table? Well, I come to work every day. So again, don't go anywhere, no foolishness. Make sure that you're going in with something that makes sense. Showing your value. How have you made yourself an asset to that organization? You know, show your numbers if you're a person that's responsible for like, you know, data or growth or anything, go in with the data, get your numbers together. show when I was here, we were here. Now between this time, we was able to grow, you know, 10% or 20% Whatever it is, and show that value. And when you're able to show that value of why you, the company, you are asset to their company. You never know what might happen, because a lot of times, managers, they just see you doing the work. They just seem to push it out. And they don't really realize that. Oh, wait, didn't do that. Oh, yeah, this did happen. You know, I didn't really realize. So don't always go in thinking that you're being overlooked. They just get in the habit, we all get in the habit of just seeing you doing seeing you show up seeing you doing different things, and not really realize, now that, yeah, this did make a difference. So you know, that's why I say D armor yourself, and go in with a different energy and just have those conversations.
Who, that I love that. Um, I think our preparation for that manager, or that manager or person and leadership role, and really understanding them, but also ourselves and how we make sure, yeah. And I say this with a caveat is people going to have their biases, they're going to call you whatever they're gonna call you and see you how they see you. So keep that in mind to it, but show up how you want to show up. And I remember back in the day, so remember, I'm a Gen Xers over here.
You I'm a millennial, whatever, whatever. Okay. I am not wondering, but we were taught to dress for the role you want to go to? Yeah, right? What was that next role you want it to go to, and to show up in that role was really important for you to advance your career. And so I say that, in that, hey, I'm a manufacturing engineer. So I dress like this, because I'm on the production floor. That's absolutely positively okay. What you may do differently, though, is maybe you wear more collared shirts, maybe you keep a suit jacket, hanging up at your cube on a hanger on the back of your, your office desk, maybe if you're working from home, certain parts of the day of certain parts of the week, you have a certain green screen or backdrop, hopefully you can change your mind like me. And so that gives you the ability to show up a bit different than your other colleagues, it's showing the direction in which you want to go and test those out because it communicates not verbally, right, we're not talking about verbal communications. But it communicates differently, how you want to be seen in the workplace and heard in the workplace as well.
So just just take that into account as well. I want to go back to when, when having meetings with your manager, especially around your career. And I don't know if we got into that yet. But being very intentional with those pre scheduled meetings that you have, and maybe even setting up a three to five bullet agenda. To better prepare and have clear communication with your manager that can sometimes show that number one how you show up, you show up prepared. And that's that's truly important and valuable to do. Like I respect your time, I respect your thoughts and opinions. Here's an agenda let's meet this place in time. So take that into account to some people like even if you send the agenda, they don't check the email. So you may have to verbalize it texted or whatever. Or some other way to communicate, it might be a printed out hardcopy that's left in the chair or a team's or Slack message with a meeting agenda. But just keep in mind too, that you want to put forth your effort, because you can only do what you can do. From your from your place and purpose. And then that manager is going to have to harness and do however they need to but they need to hopefully show up for their people. Because this all goes back to you being having a space a safe space to communicate. But it may not truly be a safe space for you as it is for other people in your organization.
Yep, you're so right. And it's interesting that you mentioned that about the dress. I just did a podcast a couple of days ago with this guy. And he actually the statement he uses is very respectful to overdress. And I was like, I like the way he put that but that is that is so true of not you know falling in and dress dress for the occasion.
I you know I told my to construction and I worked for one our competitors, which is a large very large international global engineering construction procure company, like like my former employer was there, their field people so the people on the construction site did not wear jeans. They were conditioned and taught to wear khakis, not jeans. And it was really interesting. Just having conversations with my big co workers who have worked for that company. Like they're like, oh, yeah, I'll wear jeans. And they were just so startled. Like the VP is over there wearing jeans. They were like this, like, yeah, what's wrong? Or we could never do that we could only wear khakis, and it couldn't be like Hartfordshire. Cathy's like had to be office khakis, even though they had on steel toed boots, hard hat, have visibility vest on safety glasses, ear protection, they were still told that their company uniform was khakis. And it was it was just to set them apart from other organizations and and the craft on the job site. So sometimes your communication is absolutely what you were.
Yep, it does. And not only that, I think it is part of the energy and a conversation. When you walk in, present it you feel a certain way because of how your dress and your energy is gonna come off. So it can completely shift even though that you may drive up to the door sit in your car and say a quick prayer and be like, Oh Lord, just hold my tongue helped me to do this. But because you are dressed a certain way, when you open that door and step out, it's the energy is going to be different opposed to you being in some jeans and tennis shoes, that energy is gone, you know be able to difficult you're already to a point of I don't know how this is gonna go. But when your your dress it I think that makes a huge difference in that energy. We just present we walk differently, we present differently when we're dress.
Yeah, I think so too. But um, I would say as far as being a woman on a construction site, I'm glad my company did not have that separation, sometimes being from a distance, being able to blend in so they can't figure out how to target you might might not be with you. So just think about it. And remember some places they just like, oh, such and such always walks in here wearing X, Y and Z. Yeah. But ya notice, and you're talking about that person? Um, trust me, other people are noticing too, in the management at that level. So just take that take that it's very respectful to overdress. Now, of course, if I would never wear a dress or skirt to drop jobsite because, right. So just keep in mind, what what as far as safety and where you weren't what they are. Yeah, exactly. limitations to what you aware. But definitely, definitely do that, as well. So.
So let's get into, like, respecting others time as well. Sometimes when we have so much that we want to say, and we've programmed ourselves, we thought about it, you know, I need to say this, I need to be sure I mentioned this, this, this, this, and sometimes may even have the notes on our phones, whatever. To make sure you don't forget what you need to say. But be respectful of a person's time, if they're gonna give you the time to come in and talk with them. Be respectful of that, if you have points that you know, you just you know, have to get across, keep the in between conversation shorter. And at the end, if you have you know, a little bit more time, then, you know, elaborate a little bit more if you want to, but just be respectful of a person's time because now, you already went in for armor, but everybody, you know, Woodside and we're having a good conversation. But because you it's like you finally have their attention. It's like, oh, I'm not letting you go. I'm gonna say this, I'm gonna say this. I'm gonna say this. I'm not letting you go. Be respectful all the time. And it might be they might actually sit back like, you know what, let's go ahead and finish this. Now. I could do whatever later. Or they might actually have to get off somewhere and they say, You know what, let's catch back up on Monday to do XYZ, you know, so be respectful of the time because now you're crossing that fine line of getting disrespectful.
Absolutely. I want to share one comment before we move on from dress. I'm not one to dress up so much, but I'll continue to think about it as As a way to show others respect, I've kind of rejected it as part of professionalism that is decided by dominant identity groups. I absolutely agree with this. And so what I would say to this is dressing up or showing up differently simply wearing a necklace, or a scarf around your neck, you can show up a different approach. You can show up in different ways. It could be the shoes, like the shoes make the man you might have on some cheese, but your shoes are like what is that, but I also say culturally, we as black people, Latinos, we bring in a lot of different fashion. Right? Indigenous peoples, so many bold colors. And so when you set the trends, that they kind of push to professional, like, ya know, we y'all just put, y'all just made it in black, we had it in a green. And so really pushing those limits, and sometimes it's simply suspenders, or colorful handkerchief and in your, in your nerve, instead of your pocket protector, it's a handkerchief in that pocket. So think about how that shows up. And is not so much going into dominant culture, as an employee in your own culture and how you show up differently in the workplace.
Yeah, and I really agree with that too, because I'm not the, the, you know, your pricy girl, to where, you know, I'm in my, you know, has to lentils and all that dressy dress Sister, I'm not that girl. But, you know, dressing, you know, for the occasion. And now I have, I am that person that have transitioned to wear wear tennis shoes with my suits. And I'm not saying wear tennis shoes, just to get dance with shoes, I actually wear tennis shoes for the entire occasion with my suit, one is tougher. And if I'm not worried about my feet, or trying to run to a chair to sit down, I've moved better, my energy is different, and it's better. And then now, you know, especially with ladies, we have so many options now with the, you know, throw on a blazer with some jeans and a pair of wedges, or loafers, or whatever, and you're still able to, you know, kind of fall in certain places. But again, knowing the environment that you're going in, that's gonna make a huge difference as well. So, you know, there are some environments that I have gone in, to where, you know, everybody, you know, latest, no stiletto, and all this good stuff. But I was dressed for the occasion, but my feet was still happy. So it's really, you know, determining what you want to do and how you want to do that. Um, so and that's, that's, that's, that's just a different energy that I have now. Because before it was like dependent on the shoe, it was like, Okay, let me go and prance in here, see who I talked to walk around a little bit. But you know, hey, let's go sit down over here and chit chat for a while, you know, to get to relieve some of that pressure. Um, and, you know, this is, you know, with all of us now, after COVID, so many of us have, like, heels, we out. But for me, you know, that's kind of how I've, I've, I've transitioned a little bit. And I have multiple blazers, I have solid colors, and I have patterns. So some networks, I wear my pattern, tight blazers, but if I'm going to more a professional type of event, where is them, you know, straight b2b, and you know some of that I wear solid color. So just really feeling out the place, and at the same time, being comfortable, you know, having fun, and sometimes with those printed blazers, again, understanding my environment, it helps me to stand out. Because one people are watching me, and then it helps me to go back when saying, Hey, I missed this such a such, I can say, hey, I'm the one head on that, you know, yellow blazer with black riding all over it? Oh, yeah, I do remember. So it just really depends on where you're going and the environment.
I love it. Okay. So I want to get back to where we were previously before I chucked us in in showing up for meetings with your manager. And specifically, just talking about career advancement in your performance and how to get a promotion, maybe not even promotion, it could be a lateral move, right? What is that conversation look like? And going in there prepared with three to five questions. So I like how you broke down, showing up and showing the person respect for their time and you know, cutting down somebody to chit chat. If you don't have a rapport with the person, do research on them to understand maybe where they went to college. They served in the military, their family structure is something that you can bring up to build a personal report with within the first few seconds to a minute, right? And that and then move into it. So you don't have to spend 20 minutes talking about, oh, you grew up in such a such soda i, where did you go to high school and you don't have to get their whole history, you just want to make that quick link to them on a human human point. We move on to that topic. Go ahead, Melissa.
Now I was agreeing with you that is important is that connection. And that's with anybody. And so many of us just go in for what I want, instead of trying to make some type of connection. And I'm not saying you should disregard yourself, but you know, try to make some type of human connection first, before you go in for the kill.
Yep. And I know, we get pushback on this. And humans connect to humans. And when we look at just the career path of white men, to men of color to white women and women of color, we see a huge drastic decrease in women of color making it to the Sweet C suite compared to white men. And too often white men see each other or see them younger selves and other white and younger white men. And that's just an outwardly appearance, we don't have that have that opportunity to identify, you know, racially gender wise with those that are in those roles. And so finding some way to connect you to somebody that can be your sponsor, be your mentor really can help you, for many of us. And I'm not saying you got to tell him spill about how you grew up and everything. But you can definitely make a connection with them. Oh, your engineer would kind of you that's the one I usually use. Or I used to do I have not a sports person, like, Oh, where did you go, Albert, like, Oh, I'm A Clemson Tiger, not a Auburn Tiger. Y'all need to get your life together. And so it was just a very easy way for me to tie to people. And they willl remember, like me will remember the college sports or that I was an engineer too. So it's really an easier way to get access to them.
Yep, you're absolutely right, is building a relationship is as simple as that. Just try to be What connection do you have? And how can you, you know, build on that.
So I know we're wrapping up in time. So anything else you wanted to talk about? Melissa? Let's talk about a few. We talked about the importance of career development, let's go into career development in the last 1015 minutes, and then we can give you all a few tips on in that aspect of communications in your career development.
Yeah, um, what career development you know, a lot of times we going in, you know, saying, Okay, we're fine, go do this, I'm going to get a raise, or I have to get a raise, if you go into it with the wrong mission or the vision of it, it's not going to work, and it's gonna go against you every time it's it never fails, go into it, want to build your career, because whatever you're going to go learn, I don't care where you go, we can always take that with you. Nobody can take that from you. Even if it's a certificate, the company pay for whatever, that certificate has your name on it. And so that's yours, it goes with you. So when we looking at career advancement, there are some myths, and we put together a handout that, you know, you can scan and download, so you can have it as well. One of the career advancements some people look at that is automatically a management role, not necessarily looking at as a benefit that you could do your role, you know, better that you have more value to ask. So when you go in for that race, you could share those things. And when it's time to, you know, move to another position Western another department, or just, you know, one or two steps up, you're able to do that. But don't you know, always think just because I do this, I'm going to be a manager that you're going to have a bigger team or a bigger budget. So if you are in management, or if you work on a team with projects, and you know, this is one of the things that you work with, that doesn't always mean that you will get a bigger budget or a bigger team. Again, this is something that could benefit you and that can increase your value. So when you go into these organizations for the ones that allow it because I know there are some organizations that you You know, don't even consider any type of career development. If you want to do anything, you go off on your own time and do it. They don't, you know, want to help or contribute or anything like that. So whether you're doing on your own time or through the company, just know, you know, there are some limitations in that. That's not one of the things that you know, you will necessarily have management will help you get to the next step. That can be a yes or no, it depends on the company, it depends on your relationship with that management, and the type of organization you with. But again, don't always go in with the expectation of a move or increase in pay. I can't tell my manager, I want a promotion or a different position. Again, what type of relationship do you have with this person? Is this organization that supports for career development, if they don't support it, that absolutely is probably not gonna happen. But if they do support it, don't go in with that negative energy. You never know what they may or may not, you know, help you do. Just go but still go in with that learning, whatever that is. Finish it. And you know, come back, still do your job and do what you need to do. But look at their, you know, job boards, see what's out there apply for those different positions. But don't come back. Okay, I finished this, can you go talk to such as so I can get this job? Or can you go do this? I'm not saying it's not a bad thing to have management to help you if you have that type of manager. But, again, don't have that expectation. And then if you want to go to a different position, it goes back to the company, should you stay there? Should you go somewhere else? What type of organization do you have? This is part of doing your research when you are applying for a job. And if you've been there, you know, over a long period of time, you know, 10 plus years or something? This just simply means that you do your research. One, what does the company have to offer? Does it fit with your lifestyle? If you have kids a family? If you'd like to take vacations if you're building your family knowing Okay, well, I'm gonna I want to have two kids. How is how is that going to work around your lifestyle? What benefits do they have how they support so this is where you got to go do your research, and understand what the company has to offer? And if it fits, if it fits great, if not apply somewhere else. But you know, we put together this this small PDF, just to share some myths about career, you know, development advancement. Because, you know, some people think that that's almost automatic. And it's not, it's really not. So just be sure that you know that and you understand that that that could or could not happen.
Absolutely. And you can utilize this QR code to download the PDF. So I'll give you all a few minutes to focus on that. We did have a question come in that I I'd like us to read and maybe wrap wrap up on as we move forward. The question is how to deal with a CEO that says the workplace is not a place for self actualization, it's a place to carry out the mission. And I'm so confused. If if the CEO and I'll read that, again, how to deal with a CEO that says the workplace is not a place for self actualization. It's a place to carry out the mission. If you're number one, a mission driven organization, people often take a job there because they aligned with that mission. And if they're not able to grow through the work in which they're doing their why, why would they align them with the mission? I think I think it's a huge miss. And maybe number one, does the CEO know what the word or the phrase self actualization means? That that's, that's my favorite. Like, do they even know what that means? Number one, number one, number two, why would people work there then other than a paycheck that you can get anybody? Right. But when you're talking about mission driven, people, focus organizations that you're serving as well as your employees, especially your employees, because that's why that's who's really helping you hit these marks is really important that you will I'm with them. And I think I think it's really important that we stay focused on that. And we really, really take into account so self actualization let me go to the meaning I looked it up the realization of fulfillment of one's talent, and potentialities, especially considered as a drive or need present in everyone, if you aren't looking to the fulfillment of one's talents, and potentialities, like why why bring in humans? Why not just look for robots? Right? Do the job. So I'm and so I would just number one, ask them that and find it. Number two, have your mission driven organization? Who who works for it? Who are you trying to train this employee? So that organization? And number three, how are you planning on retaining employees long term meaning more than a year? If you're not able to? They don't see they're not able to give get self actualization. I'm just so confused. And know how hard you see, you know, did you start getting questions?
This is one of them where you go with like, not a regular type, but the big tablet, you know, the big legal tablet, you flip it all the way to me? And I'm not done. I got some. I mean, that's almost one of them. When people want to use certain words, what does that mean? Use them in a sentence? Spell it tell me how that's felt. But it's like, don't even make sense. It's like, what were you thinking? What was the thought process to say what you said, and this is where I think it goes back to organizations have an employee value proposition that is employee base, because so many companies, they have these mission statements, and these websites, some invest 1000s and 1000s, of dollars in the websites, and you have your mission statement, and whatever community efforts, all this other great things that you're doing. But that does not apply eternally. Your mission statements, let the customer know what you will provide for them and your value. But your employees, that's definitely they're coming to you to, you know, provide a service is basically what it is they're providing a service to your organization to do whatever that job description is. And when you have when you start talking about talking to an employee, about them doing the mission and all of that, read that mission, one, are you following it? And two, is it more is it directed, more so to consumer or to the employee? So it's really understanding that and not, you know, being a leader that's just in the position. And this is where, you know, so many leaders have to be trained, but what organizations are doing, okay, let's go to leadership training, let's check the box. But you're putting all of these leaders into one general training. And you cannot put all these leaders in one general training because their specific needs not only department based but for individuals. Again, these are humans, people have to be trained. Has there been an assessment? What does what was the results from that assessment? Who have what need? Where do you see these leaders lacking? Do you know, any of these answers before you say, Let's go to leadership training? What are they training on? Do you have the right training? Are they giving you the right message? Are they giving you the right handouts? Who knows it's a general training, we check in the box we pay for the guy's got a certificate that the leadership training, but guess what? Everybody's coming back with a sanction? Andeans? Yep.
I'm gonna take a different approach. In a few ways, assessing the organization's first does the organization have a board?
Good? Yep. What?
What are the goals for that organization to hit within this fiscal year or the next fiscal year, depending where you are in a fiscal year? Do you have access to their turnover data? Or attrition rate for that organization in teams? Yeah. Even if, let's say finance, operations, business development, whatever those are, you see higher attrition rates in certain areas and compare it to others. Who is that leader? Are they actually do they actually believe in self actualization? So they're able to keep their their employees There are talent in the organization. Yeah. Because they're. So to me just taking our approach to really dig in and look at it. And it may be a really small, it may only be six people, but are the six, for those six roles? Are they turning over every year or less? In our organization, I think the telltale signs are there. The CEO doesn't want to be seen or be held responsible. And so hopefully, there's a board that is really about that life, a donor that is about that life that say, Hey, there's a problem is organization, the one consistent thing issue. So let's get you the help you need in order to keep this organization going, bring in the right talent and be able to retain that talent. Yes. Even if you can't get it directly from the organization, maybe you can do some digging on LinkedIn, or some other places where this talent may have their information posted. And it's not gonna be 100% of winning, starting quit an organization. But give me an idea. And I do this with an organization. And I look at their dei people. There's been one consistent employee and Dei, in the last 12 to 15 years, everybody else has left in about a year or less. Wow. And you sitting there exactly, it's so you're sitting there like, corporate don't see any issue with that not if this person dei is, is the gatekeeper. They're retaining the status quo, which is why they're sitting there. And so it's really, really important to kind of take in data. And if you're not an employee, it's a little bit easier to make this approach, or, you know, the org has bought in a consultant, maybe like, Hey, have you seen this? And you slide it over to them? Yeah, this the names to check out on LinkedIn with their profiles, that's handwritten, but not in your hand, right? Just really just sharing and looking at it a data perspective. And then it's like, oh, well, that data's not right. Like, it isn't what's wrong with it, and really digging around in that
space. So that also go, why why you have to have a third party to do that, and come in with that data. Because internally, we tend to be biased, because we're going to pull the direction that we really want to go, or that we don't want to go, we're gonna kind of go the other way or not, it's gonna be a lot of extra work for me, I don't want to do that. But bringing in a third party, that's where you're going to get the true picture of whatever it is, before you, you know, make the investment to say, Okay, let's fix this. What are you fix? Are you really fixing the right thing? So that's why I think, you know, third parties come in, and that's, you know, really important when these changes need to be made.
Absolutely, absolutely. So, Melissa, any final thoughts as we wrap up today's session, because we've talked in so many different areas, around communications, leadership and communication strategies for building a strong team.
I think it you know, it goes still goes back to the D armor, the armoring yourself. And this is on both sides leadership and employee that I think if everyone can do that, and acompany really look at the organization in a hole, what is happening, why is this door constantly turning, why can't we keep people long term, and the people that that we do keep long term they really not producing like they should be producing. So it's really looking at those things, and taking the time to invest the time and money to do a true true assessment on the organization. Just like Michelle said, get the numbers get the data numbers are not gonna lie. And once that is done, and having a way to where employees have an opportunity to be open and honest with this third party, that's going to also bring you the information, let you know how your leaders are truly doing. And when and not only that, when they talk to someone that's not going to conflict, they're more likely to be more open than they are with somebody that's in the company. So I say that just to say, you know, be open to the process. And the time that it's going to take it's not anything that's going to happen overnight. And it's a process that all of us will have to go through. So whatever those phases are, how many phases it may or may be, take the time to really go through it to stop having a rotating door and to reduce the number of times that you Have to layoff within five years. The competition's been laying off constantly, within this timeframe, because part of those things, yes, they're looking at profit. But are you really doing a deep dive all the way down to see what's causing that it could be all of your hiring practices that's affecting that bottom line. So just take the time to really do a deep dive and understand what is really going on from the very top to the very bottom.
I love it. I love it. So everybody, that is lanes of communication for the month of January, I cannot believe we're at the end of January. We will be ma'am. We'll be back in February. At a new time. Same day, we'll still be on Tuesdays. But it'll be 7pm Eastern Standard Time, which is 4pm. Pacific. You do the math. If you're in the anywhere between your across the pond somewhere. We do appreciate you joining us be sure to connect with us. And if and if you like that short list of that, that Melissa share on how really to look at the Career Development myths that you may have, or have heard of that we've debunked in today's talk. Definitely let us know but I'll put the QR code in the comments as well. Everybody have a great week. Finishing up the month of January strong and we will talk to you later. Bye bye
