Dear Corner Office

Michele: This is the dear corner office podcast where workplace leaders learn why black Latinx and indigenous women lead and how to get them back. I’m your host, Michele Heyward. Welcome, everybody to the Dear Corner office Show. I’m Michele Heyward. And today we have a very, very special guest. with us. We have Donna Hicks, Mitchell. Hi, Donna, welcome to the show.Donna:Hi, Michelle, thank you so much for having me. I have been so excited to have you join us. But I first want to say thank you so much for getting all dressed up and glammed up recording. You know, it’s what we do.Michele: Just to get us started, tell tell the audience Where did you grow up? Because now you know, you know, I always like to know a little bit about our guests and understand where they come from. So tell us a little bit about where you grew up?Donna:Absolutely. So I grew up in Queens, New York. So New York City, it’s my hometown, that’s where we put our spam. I’m born and raised. And I grew up with quite a collection of celebrities. And so when I was in st Pascals prep school, my classmates were Joey Simmons. And so I worked with Run DMC, when we were little guys
running around in
the yard. And they were just like my besties. And we still, you know, stay in contact today from time to time when I see them. And so it’s pretty cool when you have folks that you grew up with that have made it all the way to the celebrity Limelight, and they stay real all the way through. So I grew up in Queens, New York. And it was a time when we still had block parties, and you can leave your door open. And people celebrated and lived as a community. And so it was a really, really a great childhood that I had. We had 32 girls that lived on my block alone. And we stay together and vacation even till today. So I had a wonderful time growing up in New York.Michele:You know, now over here all jealous like wait, she does Run DMC like I need.Donna: Yes, it was great. It was really, really great. And I used to also flow. So I used to rap as well. Good times.
Oh, see, Toby, see you have to come back. And we’re gonna have to do a different type of show.
Absolutely, absolutely. But you know what, it’s really interesting, on the vocal skills, right. And the vocal acumen that we acquired by doing block parties and rapping over tracks has served me well to be an award winning orator. And so those skills have really served me well. And I do public speaking now. And it’s just great. And I realized that those roots started in New York City.Michele:Absolutely fantastic. Interesting to learn. So thank you for sharing all of that. But so now you grew up in Queens, you know, Run DMC, how did you end up in diversity and inclusion?Donna:Absolutely. So I started my career on Wall Street living in New York City. So I probably graduated college, I went to Wall Street network of a derivative trading desk. And my financial acumen got started there. And I realize that there weren’t a lot of folks that look like me on the trading floor. As my career progressed, I started to go into boardroom tables and boardroom meetings. And again, I looked around and I didn’t see a lot of people that look like me. I didn’t see a lot of women. And I didn’t see a lot of people of color. And so that sparked in me a passion to start to create space for others. And so I started to mentor. I started doing networking sessions across my organization, as well as connecting with others in different organizations. And I that’s what really sparked my interest to make sure that my experiences were inclusive, and that I took others along with me on the journey of, you know, corporate success. What did that look like? Well, it really depended on some addressing some of the gaps that exists that and what I found, Michelle, is that a lot of people don’t know the rules of engagement for corporate environments. It’s the unwritten rules really So I recognize that I can add value to diverse communities by teaching them the rules of the road the rules of engagement for corporate cultures.
And that’s what I did.Michele: Wow, that is quite interesting. So for the trading floor, on Wall Street, to diversity and inclusion, that’s a huge job. That is a huge move. Right? Yes. And needing, needing to see that change can definitely definitely change the direction of one’s career. But find a new a new fire. I love that. I absolutely love that. As we sit here in the pandemic, and social justice change, not only in the US, but worldwide. What have you seen what has been the most difficult for organizations and employees to adjust to the most? It’s so much change going on right now.Donna: Absolutely. So very interesting. I think, learning how to have empathetic and sensitive conversations. Because if you think about our corporate environment, usually it’s pretty buttoned up, right? You don’t ask about certain things, you don’t ask about people’s personal life too much, although that has changed some, you don’t talk about religion, you don’t talk about politics and all of those things, but it’s changed so much now. Now we need to because we’re in a virtual environment, we need to connect on a whole different level. And leaders need to show up as empathetic leaders, right and sensitive leaders, because there is a lot going on in people’s lives right now. And if I am to lead you, I need to be trusted by you. And I need to let you know that I can be trusted. And how do I do that? I display empathy. And sensitive, I have a high emotional intelligence quotient, right? I’ve worked on that. So I can tell that if something’s going on with one of my employees that I need to tap in. And, you know, kind of at least give them the forum to express themselves. They may want to but they might not know how. So me being highly skilled in that area allows me to set the format for those meaningful conversations, right, those sensitive conversations to take place. So that’s one of the things that I’ve seen that kind of happened in the pandemic that leaders need to shift a bit as it relates to their their own skill set in order to make sure that their employees are healthy and thriving.Michele: Absolutely agree. It is highly important that that leaders make the changes. And as as we often say, or or the saying goes, you can have a wartime leader and a peacetime leader. So it definitely definitely takes for us leadership’s to ship or leaders to change or shift a bit, especially in a time like this, where most of us none of us have ever experienced a lift through previously. So I absolutely agree.Donna: Yeah, I agree as well. And for our employees as well, for those who may not be in leadership yet, you know, to come to the table and allow trust to kind of happen, right? So do trust in your leaders. And if you don’t have that trust in your leaders, have your trust in a mentor and ally and advocate, someone that you can talk to that can help you to navigate and these times in this space.
Michele:Have you seen in the workplace, more people step in and show up as allies and advocates?Donna: Yes, absolutely. Absolutely. And we’ve reached across as well, I see the affinity networks are really taking leadership roles in bringing programming to the to the corporations and to their firms and institutions, on top of mind things that employees can bring into those affinity spaces. And then they turn around and offer programming back to help employees to navigate in that space. So yeah, I have seen a huge shift as relates to each of us taking care of each other in new ways.Michele: Absolutely fantastic. So data we’re getting to my favorite part of this show. What’s that Michelle? Rapid Fire question. Great, I’m ready. You ready? Okay. She did study for the test show, but it’s a pop quiz. To see how she really does but it’s Queen she’s gonna represent I know, I know. She is yes. What are the most impactful DNI KPIs?Donna: You’ve seen in industry, absolutely. And gender representation, age representation. And self identification is really, really important. So that we can measure truly the components of our, of the representation within organizations. Those are the top three that I can think of immediately.Michele: Right? Next question. industry wide, what has been DNI team’s biggest challenge?Donna: Absolutely, as of late, adjusting to a virtual environment, and making sure that we maintain, you know, the team’s morale, because we’re used to going into the office, and we’re having, you know, opportunities to come together, whether it be potlucks or just have our team huddles every morning. And now we don’t have that. So we had to recreate and adjust new ways of connecting. And so the virtual environment is kind of forced us into this space. But I think for the most part, we’ve now all adjusted to zoom or Microsoft Office or, you know, whatever platform everyone’s using now. But I think that communicating and maintaining the connections, it has been a huge challenge.Michele: Absolutely. What’s your all time DNI book or workplace culture.Donna:

I like a lot of books in this area, but one that I found very helpful is blind spots. And this particular book really peels apart and takes a look at the inner layers of hidden biases, why they exist, how they exist, and then it also provides a gateway to overcome hidden biases that we might not have known existed. So I think blind spot is a really great book.Michele: I have to agree. What name a recent book on DNI you’ve loved. I really loved blind spot that that’s the one that comes to mind for me, Michelle. Okay. What DNI or HR podcast delivers the most value to you? See, she didn’t get it. He didn’t study for the test, because she didn’t have.Donna: Yeah, so it’s really hard to say which one is my favorite. But you know, there is one that is out of the UK. And it’s called inclusion works. And it really, it’s great because it explores many of the secrets of building an inclusive culture at work as well as in the community. So I enjoyed that. And they offer the opportunity for different leaders globally and activists to participate in it. And I find it quite interesting. So it’s called inclusion works.Michele: I’ll have to check that one out. I actually don’t know that with so good. Yeah, it’s out of the UK. Okay, who is the DNI influence? So you’re most influenced by?Donna: Oh, my goodness, that’s easy. I you know, I adore this lady Tara J. Franks. Tara J. Franks. She is a phenomenal influencer. She’s an executive DNI experts. And she has just made a powerful impact in the space.Michele:Right? Where do you hear? Where do you hear that influence the most on like LinkedIn, books, podcasts, YouTube, where can people findDonna: Oh, on LinkedIn. And definitely, she has quite a presence there. And one of the things that is, is just so powerful about Tara is that she actually not only challenges the status quo, but she does it with such authenticity. She keeps it real. And she forces us to really look at the inner workings of diversity, equity and inclusion and to challenge ourselves to think differently, and not just check the box what actions right so she puts the pressure on to what actions are we committed to as organizations and firms in order to improve you know, things that are happening in the space and social and justices that have the open dialogue about it, and then commit to change? LinkedIn?Michele: Definitely checking her out what’s the most underrated DNI training but effective?Donna: The most underrated DNI training in my view, is um, I would say At the opportunity to really understand what our exit interviews are telling us. So um, oftentimes attrition may be high for underrepresented demographics. And the exit interviews a, an accurate exit interview can give so much insight to the organization in terms of what they could have done differently to retain that talent. So for me training on exit interviews, is a vital strategy that can yield powerful, powerful results and ROI return on investment of it.Michele:If you could ask one question to one of 100 of your peers a corporate or C suite leadership, what question would you ask them?Donna: Absolutely. I would ask them if they have a personal DNI goal, not just the goal of the organization to which we have aligned ourselves, the organizations that we serve, but what about your personal commitment to D and I Diversity, Equity and Inclusion? I think by challenging ourselves to have a personal goal as well, that would help us to definitely not only align with our organization, but even to go further in our own personal commitments to see change.Michele: Absolutely love that. I can’t tell you how often we try to take somebody else’s, what is yours truly?Donna: That’s right, make it personal, make it personal, and I believe that would would drive us to, you know, outperform or to meet the goals even more efficiently.Michele: And lastly, question, what kind of data would you like to access as a DNI leader?Donna: The type of data that I would want to access that I may not have access to now
is probably the view of our incoming college and graduate school idealist who want to join a firm. And so I would like to know what it is that they desire in the culture of the organizations that they would like to work at. I think that would give us some great insight because Generation Z is coming in and the you know, the millennials have their view, but we the hybrid generation is following. And we need to know in advance what the future state of work should look like. And I think that they can tell us, so for able to meet those needs and advance and create those cultures to which they would want to work. I think that it would be a win win. So that’s the information I would want in advance.Michele: Well, Donna, that is absolutely outstanding. I think the future of work is is ever changing. But it’s really important to focus on the next generation is coming in absolutely agree. This is plastic. Oh my god.Donna: It’s been my pleasure, Michelle, you’re someone that I looked up to. And I definitely just honor you right now. And thank you so much for doing this great work. You’re very welcome. Yes. Thank you. It’s been my pleasure.Michele: Everybody, be sure you’re following. Donna, where can they connect with you?Donna: Absolutely. Michelle, thank you so much. So I can be contacted on Instagram at the corporate diva via LinkedIn, Donna Hicks Mitchell, and on the clubhouse. Donna Michelle, also, if your organization is looking for a wonderful speaker, if I may say so that has a plethora of knowledge in executive gravitas, or executive presence, or diversity, equity and inclusion, as well as the rules of engagement, navigating a corporate culture, please feel free to reach out to me on any of those channels. Thank you so much, Michele for the opportunity.Michele: You’re very welcome. Thanks, everybody, for joining us. We’ll talk to you next time. Bye. Don’t forget to rate review and subscribe to my podcast. It helps me grow, visit positive hire.co. That’s positive hire dot c o

Is it really equal pay day in March or April? What's really going on? In this episode, Michele discussed What is Black Women's Equal Pay Day, Why it matters, and How Employers can close this gap.

Michele:This is the dear corner office podcast where workplace leaders learn why black Latinx and indigenous women lead and how to get them back. I’m your host, Michele Heyward. Welcome, everybody to the dear corner office podcast today. I’m so excited to have with us, Lisa Anderson. Lisa has a tremendous career in HR. I can’t wait for all of you to meet her. Lisa, welcome to dear corner office. How are you?Lisa:Hi, Michelle. I’m good. And I’m so excited to be here. Thank you for having me.Michele:You’re very welcome. Now, Lisa, I love to ask this question. Because people have different experiences with this. Where did you grow up?Lisa:I grew up in Richmond, Virginia, born and raised. I my parents came from a small town in the southern part of Virginia called Gloucester, Virginia, and they moved from Gloucester to Richmond, ahat me. So all of my schooling, and everything was Richmond the city, but I don’t know about you, Michelle. But growing up, I used to go back to the country during the summers. And so both of my grandparents, both sets of grandparents were in Gloucester, and that is more country than Richmond. So every summer, all of the grandkids will leave the cities, you know, Richmond, Baltimore, New York, and come to Gloucester to spend the summer with our grandparents. And so I got the best of both worlds, city and country.Michele: Absolutely love it. I, I somewhat relate. I grew up in a small rural town, but with leave to go to a rural area, where my grandparents live literally had a working farm. So yes, like so when nighttime came, it was night out. Yes, no lights, like, at the porch, like at our house far, far away.Lisa: Yeah, so you know, the experience, but you know what, it was such a great experience, right? Because, you know, being in the city, and then during the summers, you know, just being able to connect with your cousins who you never get to see or, you know, during the school year, and then learn those valuable lessons from only your grandparents can teach you, you know, like, like you said, watching them on the farm and just, you know, being around farm animals if we didn’t have that enrichment. So it was a it was quite an experience. And a lot of my cousins and I we still talk about, you know, growing up in the country when we used to go down for the summers. So definitely great experiences.Michele: I love it. I love it something that we have in common. Okay. I know, the people are here to learn more about you. So how did you, you know, growing up in Richmond spending summers in in the country? Yeah. How did you end up or start a career in HR?Lisa: Yes. So I when I graduated from high school, I left Richmond and went to college at James Madison University. And that sent me to Harris, Harrisonburg, Virginia. And so I’m not going to date myself, I’m not going to, but you’re probably going to figure it out. But in the early 90s, late 80s, early 90s, when I was in my degree program, I started off at jam you as an accounting major, and took tax accounting, and immediately went to the advisor to change my major, just changed my whole trajectory. And because I was in my sophomore year, and I had to take all those business classes, I decided at that time, okay, we’re gonna stay in the School of Business, because I need to graduate in four years. But instead of going any other trajectory, I decided to go into management. And so as a part of taking electives, back then it was called personnel management. And I took a class in personnel management and fell in love with it. And so, back then at that, during that time, JMU did not have a major in personnel management or human resources. So I ended up receiving my degree a Bachelor of Business Administration and Management And then when I went for my master’s degree, I focused on human resource management. So but that was my start, like my first class in HR. And I said, Oh, my goodness, this is it. This is what I want to be doing. And so when I left, Jim, you, because I had the management degree, my first job, I was recruited right on campus, by Walmart, Walmart was on campus recruiting for their management trainee training program. So they were looking for trainees. And so I went into that, you know, had a job before graduation, that was the big deal back in the 90s. Make sure you have a job before graduation. So I had my job and you know, graduated and went to work for Walmart, and their management training program. And during that program, you rotate around the store, because you’re, you’re learning the different areas of the store. And when I got to personnel, I didn’t want to rotate anymore. And I was like, well, I want to just stay here. And this role, I don’t want to learn shipping and receiving and all the other stuff. And so they explained to me, you know, back then, the personnel person was an hourly employee at the store level. And if I really wanted to do human resources, I was going to have to relocate to bend, bend, Bentonville, Arkansas, which is where Walmart’s headquarters is and I said, No, we’re not going to do that quite yet. So. So that’s how I kind of started really determining that I’ve really wanted to do human resources,Michele: showing a couple things. Number one, management training programs do work. So absolutely. Young people can find a career path that interests them early on. And sometimes they’re a fit for the company, at least that point. And sometimes they’re not like so what I got to go where? Oh, thank you. Right? Yes, the series, I appreciate experience.Lisa: Yes. And you know, you don’t know, if you really get that exposure, at least I did in that training program with Walmart, because once you finish the management training program, you were then an assistant manager for a store. And it was just, I learned so much during that experience, you know, you still got to do some pieces, or at least I did, you know, I still got to do some of the pieces of human resources that I liked, because I had to hire people, you know, hiring the cashiers, and the department managers. But it wasn’t the focus that I wanted, because I had to do other things to being a being an assistant manager. So, you know, I did my two years at Walmart, and then made a very conscious decision that you know, what, I want to do human resources, I don’t want it to be a part of the role. I really want to focus in this area. And so that’s, that’s what I did. My next job was working in the field of HR.Michele: I love it. And that personnel people like what is the personality for I’ve heard the jokes about personnel departments. Yes, it is. That’s one company cared about people and they were persons now we just humans, because it’s human resources.Lisa: All right. Yes. Yes. So again, I’m, I’m dating myself, because you know, back in those days, it really was, you know, personnel was the term. And so, you know, in the late 90s 2000s, we saw that transformation from personnel management to really human resources, and managing the most important assetMichele:for an organization which is, which is the people absolutely agree that it is most definitely the people. Yes. Okay. So we’re here at a pivotal point in time in US history. worldwide. We are in the middle of a pandemic. With the most recent changes in the workplace in the world, right now, what has been the most difficult for your organizations, your organization and employees to adjust to the most?Lisa: Yes. So right now to you know, today just with the environment that we’re operating in the most important challenge and, and I am a Chief Human Resource Officer for a technology company. And so we are in the government contractor space. And so the biggest challenge that we’ve had during the COVID period, and just you know, the pandemic, which no one saw coming, it has experience with operating within a pandemic. And so the biggest challenge for my organization was how do we stay, engage with our employees in a remote environment. Because my company, our culture, our workplace, culture is very before COVID, it was very collaborative, and in person, and, you know, you popped into people’s offices, to just say, Hello, you know, one of the members of the management team out the blue will be like, Okay, I’m ordering lunch for the office kind of thing, oh, we’re doing root beer floats today, you know, it was just that kind of culture. And if you can imagine, going from a culture like that, to where we all sort of went home. And now your your engagement is remote, you know, through teams, because that’s what, that’s the platform that we use, that took a real adjustment, did not just from our organization before all companies, and then how do we help managers and employees to really stay engaged? Now, the other part is, everything else is going on around us, right, the actual pandemic, and then, you know, the schools were closed, and you have your children. I mean, it was just something else, you know, in that March timeframe last year, so we were just dealing with a lot and really just trying to help our employees. So yes, it was a very much a challenging time.Michele: Absolutely, absolutely. We’re here now, a year plus later. What is that one thing that your organization has done, that your people your employees are benefited the most from?Lisa: Well, I think the one thing that we’ve done, and I’ll hone in on this, because we did this during the pandemic, because of our culture, and how employee centric the culture, you know, was pre pandemic, I’ll give it to my CEO, the one thing he was very adamant about, is for nine weeks straight. I think we ran it almost 10 weeks straight. During that March time, all the way up until I want to say May, we had a weekly town hall meeting every Thursday night at 7pm. To connect with our employees, and just just to keep our employees, let them know, what is going on from a leadership perspective with the company, how we’re doing, you know, we share, you know, look, we have employees on some of our contracts that, unfortunately, have been furloughed, how, you know, we share what we’re doing to try to get them back to work. And then even just, you know, information about the COVID statistics, because, you know, our employees were like, oh, my goodness, what is happening? You know, are we going to be okay as as an organization, and so having that weekly townhall every Thursday evening at 7pm, because we have employees all over the country in the world, and having them, you know, be able to connect in with our CEO, where he’s live on and answering questions. That was a big piece for us during COVID. And I do think that is one thing, at least we’ve received a lot of feedback from employees on that they really appreciated that. And now that we’re, you know, turning the corner with, you know, COVID and pretty much, we are semi back to work. We are, of course flexible and a lot of our employees have returned in the workplace on a three to schedule. So, you know, one week they may be in the office three days a week, the other week, they may be in the office two days a week. And so we’re stuck now we’re starting to safely. People are starting to feel like okay, now the culture is back because you have more people Kinda back in the office doing the collaboration that we’ve missed for the last year.Michele: Basically, I absolutely love how your CEO stepped in and said, I’m open. Let’s talk. Let me let me share with what what you’re going on what’s going on in the world? And with the company? I think it was a very, especially the beginning of the pandemic, very stressful, because so much change was thrown on. Everybody within a matter of hours. Yes, you have 72 hours. It was like No, don’t come in today. Yeah, hey, I’m already dressed. I’m on my way. Like, yeah, we know, turn around go home. Yes. And so yes, definitely. Any, every everybody that I’ve spoken to these organizations, leaders, and management teams that have clearly and openly even if they didn’t know, said I did, I don’t know. And literally, that’s what it didn’t give them self assurance, but he knew they weren’t alone in certain areas when it came to information about about COVID-19.Lisa: Yes, absolutely. And acknowledging it, and acknowledging that, you know, we’re all in this together, and what can we do to support and I’ll give one example. And I’ll share this to some people may appreciate this, Michelle, I had just started my, my position, I was brand new to the company, I had come on board, two weeks prior to the pandemic. So you know, the end of February of last year, so I was living literally in the office about 10 days, and then the world just, you know, sort of stopped and shut down. And what, so me coming in as a new chro, I’m trying to, you know, figure still figure out where all my employees sit, you know, across the country across the world. And I’m, you know, now I’m learning a new boss, right? I’m, I’m the newest member of an executive leadership team. And I haven’t had the chance to build the relationships, because we weren’t there long enough for me to build the relationship. So it was very interesting for me coming in from that perspective. And then seeing, you know, you hear about, okay, well, I heard the culture is this. But then where I saw it in action, is when I, we were on a leadership call. And our CEO says on the call, just sort of matter of factly. And he goes, Yeah, I just secured 13,000, masks, in 95, and surgical masks. And what I want to do is we’re going to ship a shipment of masks to every single employee and their families. And, you know, I had to come off mute, and I said, What did you just say? And he had, you know, a relationship he had with him. And this is when PP, you know, right at the start of the pandemic, the the PP was just so hard to get ahold of. but evidently, you know, he had a relationship with another company that, you know, let’s say, built widgets, and because of the pandemic, they shifted, and started building, you know, making masks, and he had reached out to them and said, How many can you can you can you, you know, get to get to our company. And when those mass came in, you know, he has family, and, you know, actually went into the office, and they actually shipped FedEx, we FedEx, a shipment of mass and we had at that time, we had over 500 employees, and we were able to ship mass a supply of mass and just told our employees Look, you’re gonna be getting a FedEx you know, we know it might take a little longer because FedEx, everybody was operating on a, you know, slow schedule, but we have mass there on the way please use them for you and your family, grocery stores, whatever. And if you need more, please let us know. That’s when I saw the culture. I was like, Whoa, okay. What I just walked into,Michele: yes, you you learn very quickly, whether the culture was the right one for you or not? Absolutely. It’s trial by fire. I see. Yeah,Lisa: yeah, that was a trial by fire and you’re not knowing you know what it really is. And that’s when I saw like, okay, whoa, this is you know, this is This is different. And and he’s been that see been consistent in that way. But as the new chro coming in, it was definitely, it was a pleasant surprise, you know, to see that in the top leader, and the way that he treated the employees and and wanted to make sure that our employees were going to be okay. He’s like, a lot of things are out of my control. But I can definitely, we can definitely get mass, you know, we can get that done.Michele:
You might be running a personnel department, I’m just saying you might not be in human resources, you may have gone back to person now. But I want to move into rapid fire. And I love this question and where we are in this conversation, because it’s focused on your CEO? What are the HR KPIs your CEO is looking at regularly?Lisa:
Yes. So right now my organization is those two areas. So my organization, we are in a growth mode, and I’m pretty sure a lot of organizations are. And so from the KPIs from the HR side, strategically, one of our strategic initiatives is centered around growth. So when you look at KPIs from the HR standpoint, we are looking at making sure we have the right talent in place ready for the growth. So that has meant that we’ve had to recruit new talent in, that means that we have had to look at our current employees, and where their strengths are, and really start to develop our employees internally, to get them ready for this growth that is coming. So we have had, you know, all of our HR KPIs are very much aligned to the business in the strategic direction of the business. So that will be the first area a lot, we’ve been doing a lot of recruiting of new talent and talent development with our current employees. And then I would say the second top priority we’ve been really focused on because due to COVID, is, you know, just making sure the safety of our employees returning back into the workplace, and what that transformation looks like.Michele:
Great to hear, what’s your all time HR or leadership book on workplace culture?Lisa:
You know, what the one book best still years ago, I read this book, and it still makes an impact, for me, is the Five Dysfunctions of a team by Patrick lencioni. That book, just going through that book and reading it and seeing what that CEO went through, coming in to an organization where a team can make or break the person that was very eye opening. For me, just based on, you know, I’m a leader now, but I read this book, probably back when I was like making that transition from an HR manager to a director. And that book really had a big impact on how I lead, you know, as a leader. So that would be the one for me.Michele:
Yes, sometimes it’s not anything new is that one book that taught you something, and literally changed your mindset and then went down to your actions? I love it. Yes, a recent book on leadership you’ve loved.Lisa: So I am actually right now reading a lot of john Maxwell books, because I am studying to become a john Maxwell trainer. And the one book that I have really gotten into is called the 15 invaluable laws of growth. And really trying to help people who are really wants to make that transition to you know, grow personally like personal development, as well as professional development. And so I am in the in the middle of that book, and it has really kept my interest the stories and the concepts. So that was that’s a big one. And another john Maxwell one I’m reading is calling developing the leader within you 2.0 because that book came out years ago, and the new one just came out. So I got Both of those books that like I am very engaged with.Michele: Well, I’m a gold New Age for you. What HR podcast delivers the most value to you?Lisa:Yeah, so HR podcast, I listened to several and and I’ll throw the the main one out there I used to try to stay connected with Sherm, and they have a podcast. So I’m usually you know, I’m not consistent with it, but, um, you know, I get the emails and if there’s a topic on it that you know, that piques my interest. I’m used the one that the other one I would say, there’s there’s one a podcast, that’s it’s not really HR, but it is. But it talks more about strategic HR leadership. And I’m usually tune into that when I can. But between the travel and all that I’m not as good as I want to be with podcasts. But those would be the two, what was the name of the second podcast? That this cost strategic HR leadership?Michele:
Oh, for some reason, I thought that was what it was focused on,Lisa:
but didn’t realize that was the act. I think that’s the name, actual name. And forgive me, if I screw
that up.Michele:We know that three keywords to search for Yes. Now, what’s the most overrated HR training trend? that you’re seeing?
The most overrated? I would say the most overrated HR trend? I don’t know if it’s overrated. Let me let me back that one up.Lisa:I’m not overrated. But okay. People, organizations are spending a lot of time on it. So I guess it is overrated. And where I see the disconnect is that we’re training on it, but as, as is not being applied. And I’ll give you an example. So we do a lot of training around, let’s say performance management. And that training is very much needed. However, the managers get the training. And then it’s almost like if they don’t get a chance to real life and experience it, the training, this just kind of, you know, they don’t get a chance to apply it. And so instead of it being a one and done a lot of organizations, you know, instead of being one big training, can you break that down into snippets, where managers really get to utilize it, or maybe instead of, you know, feeding them like a firehose, you break it down in chunks. And then that way, they feel like they’re always getting and learning something. So then when something does happen, they know how to respond. So I guess the overrated trend of it is that we do one big training a year and it’s one and done. And my hope is that, you know, let’s try to keep the managers a little bit more engaged than just the one and done absolutely better investment of time and money.Michele:Yes. What’s the most underrated HR training tactic?Lisa:
I would say the most underrated HR tactic right now, at least when I’m experiencing is helping HR leaders. I know, at least I’m experiencing it in my company. There’s a big focus on succession planning and talent development. And if you if you’ve never had experience, honing in on how to develop your talent, and make sure you, you know, take your leadership team, to a talent development, talent development pipeline process, where we’re constantly looking at talent and making sure we’re giving employees what they need in order to move them to the next level. That that is sorely missed, and a lot of organizations so I would say that would be the most underrated especially as companies try to retain their key talent, you know, that you have to have an internal talent development process, because otherwise your your superstars are going to leave and go to the next company.Michele:
I absolutely agree. Absolutely agree. If you could ask one question to 100 of you. peers in corporate or C suite leadership? What question would you ask them?Lisa: Oh, I only get one question I would ask, especially for my colleagues, I would ask the question that you asked me earlier, Michelle. And it’s only because I want to know what other organizations are doing. And I want to know, with the challenging gear that we just had with a pandemic, social justice, just all kinds of just, we’ve just had an 18 month that that previous 18 months has just been, you know, unprecedent Dennett, what are you doing with your employees around the engagement piece, because some companies have made decisions to go 100% remote. And so that comes with a dynamic, right. And some companies are still trying to make those kinds of decisions. And then other companies are doing what my what my company is doing is slowly re entering or re engaging people into the workplace. So if I had met that one question, that would be my question to my colleagues, and what other companies are doing?Michele:
and final question, what kind of data would you like to have access to as an HR leader?Lisa:So the kind of data I want ask that access to, you get your typical, you know, data that comes out of the HR is system, you know, a turnover, you know, who’s ready for promotions, you know, ready in one year, ready now ready in two years. Um, but I also I am into benchmarks as well. So even though I have the data, that’s, you know, within my company, I’m always looking to see what what the benchmark is and how things are shifting, and what the trends are, and then how my organization is relating to that trends. You know, are we behind the curve? Are we ahead in this area? Are we averaged? What exactly are you know, where we sit compared to the benchmark? So those are the things you know, and your typical recruiting stats, I always get, I have a great recruiting director, who keeps me in the know, with that was, you know, how long it takes us to, you know, fill positions, a cost, per feel all that. And then, like I said, right, for me a lot of the succession plan and talent development, you know, how many people how many diverse candidates do we have in the pipeline? And what are we doing with them? Who’s got their eye on making sure they get developed, so they’re ready when that next top job comes open? I don’t want to have to go x turn them to look, why we have talent internal, what are we doing to get them ready? That’s a biggie for me. As a top HR leader,
Lisa, this has been fantastic. Oh my god, you have added so many gems on how organizations, your organization, specifically your CEO is leading, especially during a pandemic and social justice change, what you’re looking for, and looking at in your organization to keep it a prime employer and keeping your culture together. I I absolutely love this discussion today. What Thank you for having me, Michelle, I always love it when you and I connect.Michele:So tell our listeners where they can find you online. How can they connect with you?Lisa:
Sure. So I am on LinkedIn. As Lisa Anderson and I have a since there’s so many Lisa Anderson’s I do have my certifications behind my name. So as Lisa Anderson sphr, comma Sherm SCP. And then in addition, I do have my own leadership coaching business, and that’s called positively in pursuit. And you can find me, my website is www positively in pursuit.com.Michele:
Great, thank you, everybody, be sure you go connect with Lisa on LinkedIn, and check out her website. Lisa, thank you so much for dropping by it. It’s been fantastic. Thank you so much, Michelle. Don’t forget to rate review and subscribe to the podcast. It helps me grow, visit positive hire.co. That’s positive hire dot c o

Ebony has been with Boston Scientific since 1997, where she's had a long career working primarily with the organization's promotional site for the past 23 years. Ebony's held many roles, and most recently served as a senior manager, diversity, equity inclusion for the past four years.

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Michele: 

Welcome, everybody to another episode of dear corner office. I am so happy to have our special guest for today. Who is Ebony Travis, and your life Michele? Why she special y'all you don't even understand I love connecting with people. And and if you ever listening to my podcasts or live streams, you know, I'm all about really connecting with people. But let me just give you a snippet of just how dope Ebony is. She has been with Boston Scientific since 1997, where she's had a long career working primarily with the organization's promotional site for the past 23 years. To three some y'all like I haven't been with a company for three years. 23 years. You know, you gotta love who you working for right? Ebony's held many roles, and most recently served as a senior manager, diversity, equity inclusion for the past four years. But guess what? She's recently was promoted to a newly created role, the director of global human resources and equal equal employment opportunity policy programs and audit in legal, y'all. I don't know about you. But aren't you excited to have her on the show today? Aren't you excited to learn about her and what she's doing over at Boston Scientific. So evany Welcome to the show today. Oh,

Ebony:
Michelle, thank you so much for having me. You're so kind. I really appreciate it. You're very, very welcome.

Michele:
Let me ask you a question. Because I always want to know, how did you get started? It was, well, 23 years ago, it wasn't technically D and I or DEI, D, E, it I. But where did you start when you started with Boston Scientific? And like, how did you end up in da, di the last few years?

Ebony: 

Oh, gosh. So yeah, you know, like you said, I started in 1997. And what a lot of people don't know is I started as an administrative assistant. Back then they used to call it secretary, but it was an administrative assistant. And, you know, I had the opportunity to work with some phenomenal individuals, and current leaders that are still with my organization or organization that still work for us. And, you know, one happens to be our chief diversity officer and VP of HR. And then of course, one is the president of our IC sales organization, where we together, co founded one of our employee resource groups that was geared more towards our black employees. So I really started working in the Diversity, Equity and Inclusion space. Back when I was an admin, and we really didn't talk about diversity, equity and inclusion, you never really talked about there being this diversity initiatives or programs, it was really just a way for us to start something that would help us help our black employees. So I really was always a part of diversity, equity and inclusion, but in various ways throughout other parts of the job that I was doing from administrative assistant to manager of sales operations to, you know, manager of global communications and training for compliance. And then I became a manager for diversity, equity and inclusion. And I did that for almost four years before moving into this new role that I met.

Michele: 


Wow. So I love that love how you were doing the work, you didn't have a name for the work, but you knew the work was so relevant and needed in the organization. So let's let's talk about back then, what did it look like before it was Diversity, Equity and Inclusion? Like what was what were some of those programs, or activities that even partners that you had back in the, you know, early 2000s or late 90s? Whenever you started?

Ebony: 


You know, so back then we focused, we created how Gosh, I you know, that I feel like that's a big question, which was an easy answer. But we did things like a Women's Network, you know, women's programming, leadership opportunities, we focused a lot on the women, because there wasn't a lot of women in the sales industry. So we tried to create a space for women, to help develop them, nurture them, mentor them, be their sponsors, you know, really do programs that would help them and again, you know, we go back to bridge where we created this network, you know, bridging creating a network for black employees where we can, you know, bridge the gap, right, be able to introduce them and so they could see others like themselves throughout the organization in the sales organization. And that was a way for us to meet mentor and help each other as well. So back then it was really about the networking the connection points. Again, there wasn't really this diversity inclusion program, right? Not into the later on in the early 2000s.

Michele:
I love it. And what I like when you started the ER g group, the ER G's back then what were you calling them? Because we always have this discussion I do with other people like back then it was x, y, z, what did you call it internal to your organization?

Ebony:
So they were network groups, right? They weren't they were network groups that they were focused on creating a network, right, creating a network of people that could meet again, and learn and grow from each other Connect.

Michele:
So you pointed out some things that we're still finding relevant, even now in 2021, which is sponsorship, gender, and race still are huge drivers for diversity in an inclusion in the workplace. What else has Have you seen change in the last few years? When it comes to diversity, equity inclusion in the workplace besides race and gender?

Ebony:
Well, you know, we think about it, you know, it's part of the organization I work for, which is Boston Scientific, we really think about it as much as as innovation or growing our organization, you know, now, we don't only, you know, just talk about diversity, but Equity and Inclusion go hand in hand with that, because we want a culture that values that diverse perspectives that drive everyone to be better and think differently. And for us, as an organization, we know that's how we can solve, you know, our healthcare toughest problems, because we are a healthcare, medical device company, we save lives from the top down. And, you know, this comes from our CEO and all our leaders at Boston Scientific.

Michele:
I love it. Yes, that the expansion to add an equity and inclusion. I think we've we've seen at least you have the last 23 years being in corporate but evolution and the growth within the dei space. Because Wait, let's go a little bit different because I know right now you're not in the Ei. And and you do have work that you do with equal employment opportunity. Can you tell people because there's this huge discussion on how dei diversity, equity inclusion is not equal employment opportunity, and is not human resources, either. And if you agree or disagree, let's let's have a dialogue about that word, what is your perspective? Or how do each of those three play a part in organization?

Ebony: 

You know, so first, we'll start with, you know, in my role as a global human resource, and Equal Employment Opportunity, policy programs, an audit individual. My role in my vision in this role, as I put together my strategy is that as an organization, we're going to align our global human resource policies, related programs and training to really strengthen our inclusive and equity culture. And what does that mean? Well, as part of my work, I'm focused on making sure that our global policies truly resonate with our global organization, all of our employees. And that, you know, we also worked on our global Human Rights and Labor Standards policy, as well as for the US. Because you know, in my title, I'm a global director for this. So I have to think about my global audience. But there's one piece of my work that isn't global, it's focused on the US and Puerto Rico, which is the affirmative action program. Now, when we think of E o, which is the Equal Employment Opportunity, what that means is that we want to make sure we're giving every walk of life, an equal opportunity to apply and give their best selves in trying to get the role that they're seeking within, for example, our organization, you know, Equal Employment Opportunity means that we don't discriminate, right? We all leaders, all hiring managers, we do not discriminate against race, gender, disability, gender, identity, military, you know, we make sure that we're giving everyone an opportunity to be able to bring their best selves into the workplace, as well as being able to put their best foot forward and applying for a role that they're interested in applying for, you know, so Equal Employment Opportunity is everyone's response. ability, especially as leaders, and hiring managers, and as, as an organization as a whole.

Michele:
Thank you so much for breaking that down, especially how it relates to Boston Scientific and your role. So, definitely, definitely want to thank you for that. One thing I've noticed about your career, you've also done diversity, recruiting, mentorship, the art of negotiations, and just navigating to one's career, what have you. Among other things, what have you see, when you look at the networking groups that you've created, or er, Jesus, we say, Now, what are some activities that you see that employees continue to need me generation after generation,

Ebony:
you don't want that ever, you know, these employee resource groups that our organization has created and put together especially led by our chief diversity officer, is what we're finding is that employees need this opportunity to connect and network with others that are like themselves, you know, we encourage every employee resource group, you know, why we have them focused on for example, veterans, women, black employees, agents, Pacific East Asian disability, young, professional network, our South Asian, you know, we don't, if you don't identify with that group, we still encourage people to be a part of that era. Because that is how we learn from one another, we meet people from different diverse backgrounds. And so what we're seeing that is always needed is that opportunity to build a network learn and grow. You know, if we don't meet people from different backgrounds, we'll never, but I like to say diversify our, our knowledge base, our portfolio. So that's why it's so important that these Employee Resource Groups exist in organizations today, because it creates this opportunity for people to come together from various aspects of walks of life, and be able to connect.

Michele:
Absolutely, and, and what I really enjoy about what what you're specifically talking about as well, is having a global or international mindset. And as a leader in the organization, is really important that you have that even if you think oh, I'm in a small town, because you really don't know who you're impacting all the time. And really having a global mindset of how to do business, how to interact with people is truly truly important. So thank you so much for that. Something else I like to talk about is something I think we right now, as we're still in the midst of a pandemic, is being a health and wellness influencer. How do you bring that into the workplace? or How have you been able to continue to do that during the pandemic?

Ebony:
You know, so for me, I'm a social media influencer. So I love getting on social media and really being positive. You know, people will say, what we show there on the outside of social media is not always what's reflected in maybe our private lives, I'm going to be very transparent. What people see on social media about me is exactly what's happening in my home life, I am positive, happy I lead with positive energy, I want to motivate people to be their best selves and to be fit healthy and happy. And even during this, the COVID where we were, you know, shut in, in our homes, then, you know, couldn't really go anywhere. I didn't let that stop me, whether it meant walking in my home all day, whether it meant standing while I work all day, versus sitting all day and taking one call after another. Or finally just getting out there and walking in the park or you know, leveraging a treadmill that I have here in my home and putting a board on it and making it a treadmill desk. You know, I really found ways to share that with the outside world and had people saying, Oh, evany I wanted to do that. How did you do that? Did it cost too much? No, you make these these things in your home. Or you can actually just be fit by leveraging your own self, right? You don't have to go buy expensive equipment to be healthy or to be happy. So for me, and I bring that in the workplace in the sense of I bring who I am, I bring my authentic self wherever I go. So while it's not a job that I get paid for, I do it because I want to help others. And I do it for my colleagues. I do it for my friends and I do it for complete strangers who just follow me on social media and just need a pick me up. So that's pretty much what I do.

Michele:
Oh god, it's fabulous. I love the tip about the board on the treadmill like how did I not think of that? I have to do this bike. I have something on the bike, but the treadmill like that's genius. Okay, yeah. So. So now you're gonna have me at Home Depot, Lowe's, looking for the right size board cuz like, that's too big. I'm running through the side of that vessel. Sad. But anyway, I love it. I love it. I love little hacks and tips like that, especially now. So we are in the part where I am going to do rapid fire questions with you. And it's what comes off the top of your head that some really key questions about diversity and inclusion that we want your perspective of. Okay. All right, here we go. What are the diversity and inclusion KPIs your CEO is looking at regularly.

Ebony: 

That is building our diverse and inclusive culture. That's basically looking at our what you'll see on our website, our three up goals that is looking at our women, our multicultural talent, and looking at our inclusive culture. So that is it.

Michele:
Right? What is your DNI team's biggest challenge right now?

Ebony:

Like any company, it's always finding more diverse talent.

Michele: 

That see this is why it's rapid fire. What's your all time DNI book on workplace culture?

Ebony: 

full transparency, Jennifer Brown, she has written a few books on inclusion. And I've learned so much from her about how to create an inclusive culture how to lead inclusively.

Michele: 

Great, I know her very well. A recent book on DNI you've loved

Ebnoy: 

hands down the memo by Minda hearts. What Women of Color need to know to secure a seat at the table.

Michele: 

Yes, love manda what DNI or HR podcast delivers the most value to you?

Ebony:
You know, that's a really great question. And at this moment right now, I can't give you an answer off the top of my head. But

Michele: 

who is the diversity and inclusion influence are your most influenced by?

Ebony: 

Mellody Hobson. She is the CO CEO and president of minority run asset management firm, Ariel investments she is absolutely hands down so inspiring from her collar brave to colorblind and so much more.

Michele:
Where do you hear from that influence?

Ebony: 

So the most like there are books, podcasts, YouTube,
TED talks and YouTube as well as many articles in Forbes.

Michele: 

What's the most overrated DNI training trend?

Ebony:
This in my in my opinion, this is me unconscious bias.

Michele: 

What's the most underrated DNI training tactic?

Ebony: cultural sensitivity

Michele: guess what that is all a rapid fire questions have so much in common oh my god in the heart. But I get Jennifer's emails. And I've been I'm kind of connected with her a lot of social media sites.

Ebony:
I love that. I love it. Well, I gotta say, I mean, I really appreciate this, you know, against someone like myself based out of Dallas, Texas, always been based out of here, my whole career here working at BSc and I absolutely love what I do. But really, truly I love this new role I'm in because it still allows me the opportunity to help in the Diversity, Equity and Inclusion space, especially externally with individuals like yourself, we're inspiring, but as well as within our policies within our organization. So I'm really excited about this new chapter in my life right
now.

Michele:  I am excited for you. I really, really am. So congratulations on the new role. Thank you. You're very welcome. So everybody, thank you so much for joining us. Be sure that you connect with Ebony where should they find you f&e? Because you love so
all I do,

Ebony: 

you can find me on LinkedIn on Ebony Travis titchener ti ch n o r or you can find me on Instagram, Ebony Travis or on Facebook. Ebony. Travis. Thank you so much for joining me today.

Michele: Everybody have a great day. All right.

Ebony: Thanks, Michelle.

Bye

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