How People Work

In this episode of How People Work, Jordan and Jason dive into the changing role of HR and its massive impact on a company's success. HR leaders have the opportunity to create an environment where employees can thrive. HR is so much more than handling administrative and compliance-related tasks, but rather game-changers that shapes the employee experience. Listen in as Jordan and Jason note the challenge that HR leaders face in managing expectations from company executives and communicating the importance of their role in driving the organization's mission, vision, and values.

Word of the Day: Satiates

Timestamps:

(0:00) Intro

(2:53) Our own research on what the role of HR should be

(5:38) What has been the traditional role of HR teams?

(7:12) HR’s role goes far beyond the job description

(12:19) Companies either get it or they don’t

(17:01) The average length of time a company remains in the Fortune 500

(18:56) The importance of understanding what and who people are

(22:42) As companies grow, the bad things get worse

(24:04) Our networks are growing at a rate larger than our capacity for relationship

(27:23) Empathy is not an unlimited resource

(30:35) Culture(s) at a large company

Connect:

“We need to unlearn that we must become someone else to be excellent.”

— Jordan Peace

Word of the day: Cordial

Timestamps:

(0:00) Intro

(2:10) Recap of Episode 16

(3:42) The Theory of Excellence - is performance universal or idiosyncratic?

(4:45) Sports as an example of the fallacy of excellence

(11:30) Excellence cannot necessarily be taught

(13:06) How do you define the ideal candidate?

(14:02) How to train up your people

(16:44) You need to figure out what your people’s strengths are, especially your younger people

(18:27) We need to unlearn the fallacy that we must become someone else to be successful

(21:14) The idiosyncrasies in excellence force us to ask: “What does good look like for me?”

(22:04) The right way to develop your people is by the language you use

(24:09) What’s wrong with just saying, “good job!”

(27:34) Why you should teach your people to think strategically

(32:00) How pointing people back to their past successes will help them succeed in the future

Connect:

In this episode of How People Work, Jordan and Jason delve into various aspects of the feedback fallacy and its impact on personal and professional growth. The introduction sets the stage, highlighting the significance of managers in determining the health of an organization. The discussion then shifts to the common claim that everyone wants direct feedback, questioning its validity.

The podcast explores how well-intentioned attempts to help others learn might inadvertently limit their growth, raising questions about conventional wisdom that encourages working on weaknesses. Instead, Jason and Jordan argue to reject this claim and focus on strengths.

People hinder their own growth by fixating on weaknesses, and Jordan advocates for a shift in perspective. Great managers are highlighted as those who prioritize leveraging the strengths of their team members when building their teams.

Jason challenges the belief that others are more aware of our weaknesses than we are, emphasizing the of self-discovery over feedback, suggesting that personal exploration yields greater benefits.

Word of the Day: Rarefied

Timestamps:

(0:00) Intro

(2:14) Managers determine the health of an organization

(4:02) Everyone says they want direct feedback. But do they really?

(5:30) 50% of your rating of someone else is really just reflective of your own characteristics

(8:23) Receiving feedback from someone you trust may help you accept and internalize it more, but you can only promote growth beyond that set point

(11:21) You could be limiting your people's growth in the way you're going about trying to help them learn

(12:06) Humans learning as an empty vessel vs. buds on a branch

(14:45) Conventional wisdom tells us to work on our weaknesses. Why we should reject that claim

(16:59) People are stifling their growth by focusing on their weaknesses

(18:25) Great managers focus on the strengths of their people when building their teams, not the weaknesses

(22:07) Others are not more aware of your weaknesses than you are

(29:59) We are hardwired to make up stories of why something might be when we don’t understand something

(35:18) Self-discovery is more valuable than feedback

Connect:

In this episode, Jason and Jordan further explore the concept of wellbeing in the workplace and how it is a collaborative effort between employers and employees. They discuss the importance of establishing boundaries and responsibilities for employees to experience wellbeing. Furthermore, they delve into the influence of our childhood experiences on our relationships with responsibility in the workplace and share personal stories from their childhood.

Creating an environment where individuals can thrive is crucial, as it allows employees to bring their authentic selves to work. As companies grow, we discuss strategies for scaling wellbeing initiatives to ensure continued success. We also emphasize the connection between a sense of acceptance and having responsibilities within the organization.

A company's ideals for its employees should be rooted in its core values, aligning the organization's mission with the individual's sense of purpose.

Lastly, we emphasize that when choosing a company to work for, factors such as salary and benefits should not be the sole determining factors. Instead, it is essential to consider the overall culture, values, and support for employee wellbeing.

Word of the day: Carouse

(0:00) Intro

(2:35) Wellbeing is a coordinated effort between employer and employee

(6:53) Employees need two things to experience wellbeing: boundaries and responsibilities

(9:11) How our childhood affects our responsibility relationships in the workplace

(15:33) An environment where people can thrive allows them to bring their whole selves to work

(17:33) How companies can scale wellbeing as their teams grow

(19:26) A feeling of acceptance comes with responsibility

(21:20) A company’s ideals for their employees should stem from their values

(23:10) The difference between humility and arrogance

(25:56) Choose companies based off values not salaries

(26:35) Work is more than transactional

Connect:

In this episode of How People Work, Jason and Jordan explore the role of leadership in employee wellbeing and delve into the qualities and strategies that define exceptional managers. They cover a range of topics, including the impact of managers on employee retention, the essential traits of successful leaders, the perils of micromanagement and undermanagement, and the challenges faced during the transition to a managerial role.

Jordan and Jason share personal stories of their experiences in leadership and managing a startup. They discuss the significance of trust, the importance of both EQ and IQ in leadership, and the best practices for developing other leaders.

• Equivocal - Jason wins this week!

Chapters:

(0:00) Intro

(1:35) Deloitte Study Recap

(5:25) What it means if people leave a company because of a manage

(7:54) What the role of a manager needs to be

(10:52) Wellbeing is a shared responsibility

(11:33) Which is worse: micromanagement or undermanagement?

(13:03) The binary of leadership styles

(16:55) Why the transition from an individual contributor to a people manager is so hard

(18:17) How trusting your people is one of the most important things you can do as a leader

(20:07) Which matters more in being a leader: EQ or IQ?

(22:59) Here’s what the best leaders do to develop other leaders

(25:57) Here’s what we actually love receiving from people

Connect:

In this episode, Jason and Jordan dive into the essential aspects of employee wellbeing and the roles both employees and employers have to play.

Jordan and Jason kick off by stressing the vital role of attracting and retaining talent in organizations—no shortcuts here! They introduce the thermostat vs. thermometer metaphor to discuss effective measurement and management of talent.

They highlight the significance of aligning a company's mission and vision with its employees. When personal values resonate with the organization's purpose, engagement and commitment soar. They explore the evolving perspectives on finding purpose in work, comparing different generations.

Recruiting comes into play as they delve into how mission and vision make a difference in attracting the right talent. They also discuss the World Health Organization's expanded view of holistic wellbeing, going beyond traditional wellness programs.

The interplay between work and personal life is examined, touching on the challenges faced by working parents. They even throw in a popular HBO show's take on work-life balance for extra insight. And who should really take responsibility for employee health and wellness?

Remember, wellness isn't about checking boxes—it's about deeply embedding it in your organization's culture. Setting the rules of engagement is crucial for creating an environment where your people can truly thrive.

Tune in to this episode for a comprehensive exploration of talent attraction, mission alignment, work-life balance, and holistic employee wellbeing.

Word of the day: Auspicious

(0:00) Introduction

(2:56) No matter how you cut it, all roads lead to attracting and retaining talent

(4:32) How wellbeing is a Thermometer not Thermostat

(7:06) The importance that the mission and vision of a company matches with the employee

(9:39) The difference between previous generations and today’s in finding purpose in work

(11:50) How mission and vision matter in recruiting

(16:15) W.H.O. and the expanded view of holistic wellbeing

(19:40) Work and life can’t be separated

(21:02) A TV show’s commentary on work-life balance

(23:12) Who is really responsible for employees’ health and wellness

(28:02) Wellness is not about implementing programs and checking boxes

(30:26) How setting the rules of engagement can help your people thrive

(33:33) Episode Recap

Connect:

In today's highly competitive work environment, employers are increasingly recognizing the importance of employee wellbeing. However, there is still a lack of clarity on what exactly we mean by wellbeing in the workplace. This ambiguity can have serious consequences. For instance, employers may implement workplace wellness programs that don't take into account all aspects of employee wellbeing, resulting in lower engagement, productivity, and ultimately, retention. Similarly, employees may have different perceptions of what wellbeing means to them, leading to confusion and dissatisfaction. To avoid such problems, we need to get on the same page about what we mean by wellbeing in the workplace.

On this episode of How People Work, Jordan and Jason discuss the importance of getting on the same page about wellbeing in the workplace and how this shared understanding will allow employers to develop workplace wellness programs that promote employee wellbeing in a holistic and effective manner. It will also help employees make informed decisions about their own wellbeing goals and enable them to communicate their needs effectively. Ultimately, achieving a shared understanding of wellbeing in the workplace will contribute to a healthier, happier, and more engaged workforce.

Key ideas and highlights:

- The conversation around wellness and employee engagement has been ever-growing since the pandemic. But, measuring wellness by engagement alone isn’t enough.

- You must implement wellbeing strategies that work in order to get the employee engagement you want.

- Employment is designated by the World Health Organization as a critical social determinant of health. How can employers maximize their employees’ wellbeing in the workplace?

- Deloitte Workforce Wellbeing Imperative

Word of the day: Immaculate

Timestamps:

(0:00) Intro

(3:31) Why has this conversation around wellness become so important?

(5:03) Measuring engagement alone isn’t enough

(7:00) Why engagement doesn’t accurately measure wellness

(8:33) How to get the kind of employee engagement you want

(12:03) Why employees need to have a mission statement of their own

(16:10) Employment as a critical social determinant of health

(21:26) What actually improves our situation?

(23:36) The deeper meaning of the word shalom

(25:10) Wellness is not out of reach for anyone

Connect:

Wellbeing is more than just a buzzword or a one-size-fits-all program. It’s individual to each employee and a key determinant of a healthy work life in the workplace. And contrary to popular belief — wellbeing can be measured! 

• We haven’t forgotten about the word of the day! We’ll pick this back up when Jordan returns next week.

Timestamps:

(0:00) Intro

(2:39) Wellbeing as one of the most important metrics in HR

(4:18) The definition of wellbeing

(6:17) Wellbeing isn’t just a nice to have; it’s a need to have

(7:24) Younger workers demand a purpose-driven work life

(9:04) The difference between happiness and purposefulness

(12:15) Adoption of responsibility and fulfillment

(13:48) The difference between being a cog and a spoke in the wheel

(17:14) Deloitte study on Wellbeing and the social determinants of health

(18:17) The three work determinants of wellbeing

(23:07) Business bottom line and human flourishing aren't at odds

(25:34) Why your people need to have agency in their wellbeing

(30:21) How to measure wellbeing and implement programs

(37:45) 3 steps to designing the work experience

Connect:

Welcome to Episode 10 of How People Work, where Jason and Cassandra Rose, Head of People at Fringe, discuss how putting people at the center will future-proof your company’s work and wellbeing strategy. In today's business landscape, companies that prioritize their employees are the ones that stand out in tough times.

Cassandra and Jason begin by discussing the importance of making employee-centric decisions, especially during difficult times. They explore ways to prioritize employees' well-being and satisfaction, leading to better business outcomes.

It’s an age-old saying: people don’t leave bad jobs; they leave bad managers. The role of people leaders is crucial in creating a people-centric culture. Empowering and equipping them with the tools they need to support their team members is key to building a successful employee-centered strategy. Cassandra also shares some best practices for developing and training people leaders to foster a culture that values employees' contributions.

Although there are few people who spend their whole careers at a single company anymore, employees can still have significant impact at a company in 3 years. Jason and Cassandra explore the importance of not looking at one’s tenure at a company, but the employee’s lifetime value when looking at the impact made in time there.

Your people are your greatest asset, and investing in them will ultimately drive your company's success.

Key ideas and highlights:

- Companies that center around their people are the ones that differentiate themselves in bad markets.

- The best way to have a people-first people strategy is to empower and equip their people leaders.

- What your employees say about your company after they leave can be so much more powerful than what they said when they were an employee.

- Deloitte Workforce Wellbeing Imperative https://www2.deloitte.com/us/en/insights/topics/talent/employee-wellbeing.html

Word of the day: We haven’t forgotten about the word of the day! We’ll pick back up when Jordan returns.

Chapter:

(0:00) Intro

(4:58) How people-first companies differentiate themselves in the midst of economic turmoil

(6:46) The key to your people strategy lies in what you as a company are aiming for

(8:34) How to meet the needs of a diverse workforce

(13:17) Why the best companies equip people leaders

(15:30) The evolution of work and why we must rethink how we think about work

(17:40) Three ways people leaders can empower their direct reports

(19:46) How to balance flexibility and the needs of the business

(25:03) The power of a boomerang employee

(25:29) Lifetime employee value

In this episode of How People Work, Jordan and Jason discuss leadership, the gamification of work, and the importance of celebrating the small wins at work.

As a leader, it's important to recognize that failure is not the end of the world - it's actually an essential part of the learning process. By giving your employees room to fail, you're encouraging them to take risks and explore new ideas, which can ultimately lead to innovative solutions and increased productivity. When employees feel free to take risks without fear of punishment, they're more likely to experiment and come up with creative solutions that can benefit the entire team.

Gamifying work can mean using game-like elements such as points, rewards, and competition to motivate employees and improve performance. When work organically feels more like a game than a chore, employees are more likely to be motivated and invested in their tasks. Additionally, gamification can foster a sense of friendly competition and collaboration among team members, leading to increased communication and teamwork.

Jordan and Jason also discuss why celebrating small wins is an essential component of building a positive and productive workplace culture. When employees are recognized for their achievements - no matter how small - it can lead to increased motivation and a sense of accomplishment. By acknowledging and celebrating the small wins along the way, you're reinforcing the idea that every contribution matters and that progress is being made towards larger goals.

Word of the day: Recuse

Chapters:

(0:00) Intro

(4:50) What we can learn from children about play

(6:20) Why being willing to fail boldly should be a part of your company values

(9:36) Why being willing to fail is a key way to approach life

(10:56) Why you must give your people the freedom to fail

(12:36) How to celebrate the wins that are often overlooked

(16:15) How your definition of wins defines your company culture

(18:02) Gamifying work helps your team win

(19:24) How gamifying work can make mundane tasks interesting

(25:45) Why we have to go back to childhood tendencies of play and work

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