Latest / Business Roundtable / When Systems Break People: Aligning Leadership, Culture, and Performance with Hanna Bauer

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When Systems Break People: Aligning Leadership, Culture, and Performance with Hanna Bauer · Business Roundtable

0:12
Speaker 1: Welcome to the Business Roundtable podcast.
0:14
Speaker 2: I'm your host, David Carr, founder of Steward of your Business,
0:17
Speaker 2: where we bring guests after guests, week after week here
0:19
Speaker 2: on the podcast to help you become a better, more intelligent,
0:23
Speaker 2: helpful leader and the way you're showing up in your
0:25
Speaker 2: business and really your life. I'm really excited today to
0:28
Speaker 2: talk with Hannah Bauer. I'm gonna give you a little
0:31
Speaker 2: background on her. She and I connected, We have a
0:34
Speaker 2: lot of passion here. You know, as a lot of
0:36
Speaker 2: organizations grow, leaders can go in different directions and sometimes
0:40
Speaker 2: it's not always the healthiest and the best. And so
0:42
Speaker 2: I wanted to invite Hannah On here because you know,
0:45
Speaker 2: while I focus on helping developing leaders, especially founders and
0:49
Speaker 2: technical strong professionals, where I felt the crossover with handa
0:52
Speaker 2: On is really her lane of helping align systems, governance
0:56
Speaker 2: and cultures so that organizations can really grow without burning
0:59
Speaker 2: out there people. So Hannah, I want to say thank
1:01
Speaker 2: you for coming on the podcast with me today.
1:03
Speaker 3: Oh well, David, thank you so much for having me.
1:05
Speaker 3: And yes, I love the fact that we align so much.
1:09
Speaker 3: The work that you're doing needed important work, so.
1:12
Speaker 4: Thank you as well.
1:14
Speaker 2: Yeah, Well you're the founder of Heart and Nomics, so
1:18
Speaker 2: I love the focus on the heart and really looking
1:21
Speaker 2: at how you can help with the integrating that human
1:25
Speaker 2: centered UH leadership and with with the necessary operational rigor
1:29
Speaker 2: that needs to have take place as well. I know
1:31
Speaker 2: you bring you know, you know decades of experience working
1:35
Speaker 2: as CEO, board Share executive director. You're you're trained in
1:41
Speaker 2: correct if I'm wrong, Lean sig Sigma black belt, right, yeah,
1:46
Speaker 2: and along with working with Maxwell Leadership and others and
1:51
Speaker 2: so you know, I would I'm looking forward to you
1:53
Speaker 2: sharing your journey a little bit about how you've come
1:56
Speaker 2: to do this now, helping align people and purposes and
1:59
Speaker 2: format at a system level. Can you just lead us
2:02
Speaker 2: from like how you got to this point and working
2:05
Speaker 2: from the inside out to today?
2:07
Speaker 1: Hannah, Sure, I.
2:09
Speaker 3: Got there messing up a lot, think just like the
2:16
Speaker 3: motivation to like I think I want to do it better,
2:19
Speaker 3: but really they like learning from all a lot of
2:21
Speaker 3: bruises and just having actually great leaders and people have
2:26
Speaker 3: gone before me that I would also helped, you know,
2:28
Speaker 3: picking me up and had left a trail that where
2:31
Speaker 3: I can start feeling my way through. So as far
2:34
Speaker 3: as I did I get there is because yeah, I'm
2:37
Speaker 3: all about heart, right. I mean my story is, you know,
2:40
Speaker 3: facing a terminal illness, going through a lot of adversity,
2:44
Speaker 3: and I have a passion for life. And then when
2:47
Speaker 3: I was serving people the same way, I wanted to
2:49
Speaker 3: love them and care for them and almost things, but
2:53
Speaker 3: realizing that doing only that without having a system or
2:57
Speaker 3: a process or a way that we're doing something together,
3:00
Speaker 3: wasn't serving me, wasn't serving them, It wasn't serving so
3:05
Speaker 3: the goals we were looking for. So that's where my
3:07
Speaker 3: six segments started coming in because I needed to find
3:10
Speaker 3: a way to be able to have it systematic, just
3:15
Speaker 3: the way that I saw it happened with my heart
3:18
Speaker 3: that making mistakes, We're making mistakes together, but be able
3:22
Speaker 3: to learn from them, be able to catch them, and
3:24
Speaker 3: being able to forecast them. So that's where my operational
3:27
Speaker 3: systems training started happening because I needed to find a
3:31
Speaker 3: better way to communicate that and also not only the process,
3:35
Speaker 3: but you know, what is an organization. My backgrounds in
3:38
Speaker 3: psychology and I started learning about the mind, and of
3:41
Speaker 3: course through some sociology classes and just looking at an
3:43
Speaker 3: organization or the industrial psychology fascinating that entire field of
3:49
Speaker 3: how they you know, the environments. So those were sciences
3:53
Speaker 3: that started sparking my curiosity. But as you know, any
3:57
Speaker 3: entrepreneur knows.
4:00
Speaker 4: It, things don't.
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Speaker 3: Really worked the way that we do in theory and
4:04
Speaker 3: learning that. I also came to learn that when I
4:08
Speaker 3: started implementing processes and systems, which I got really good at,
4:11
Speaker 3: I lost my first.
4:13
Speaker 4: Love art.
4:16
Speaker 3: That part I lost putting the value and it was
4:20
Speaker 3: a realignment for me and how not only I operated
4:25
Speaker 3: as a leader as a business owner, but really realizing
4:28
Speaker 3: that as I grew in leadership, I was able to
4:32
Speaker 3: manage better, be able to express myself fully so that
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Speaker 3: I can have the operational excellence and be able to
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Speaker 3: love my people with the emotional intelligence that I have,
4:44
Speaker 3: and they needed to be.
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Speaker 4: Able to be served with so that we can serve
4:47
Speaker 4: our customer better.
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Speaker 2: Yes, yes, well you're you're you're speaking to you know,
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Speaker 2: a scientist myself, you know, in biology and understand the
4:55
Speaker 2: value of systems to your point too, And I think
4:59
Speaker 2: at least being trained, it's easier to lean on those
5:02
Speaker 2: things in my experience because there's like, oh, you just
5:05
Speaker 2: follow this process and this and this and this, but
5:07
Speaker 2: like you said, you can lose the humanity part of it.
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Speaker 2: And I've seen so many people like you said, get
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Speaker 2: out of alignment, and this has happened where you now
5:18
Speaker 2: have amazing systems, but people don't really care.
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Speaker 3: They don't they don't and then explain about this engagement
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Speaker 3: and then we complain about now we complain about, oh,
5:29
Speaker 3: they're not taking ownership, didn't help create the system. They
5:34
Speaker 3: don't really understand the system, and the system seems to
5:37
Speaker 3: kind of be changing. What's the standard of the system.
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Speaker 3: So I and I said, I was guilty of that.
5:44
Speaker 3: I became you know, creating processes and systems thinking like
5:47
Speaker 3: oh yeah, I knew better because of course I have
5:50
Speaker 3: all in you know, like what we're going to do this.
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Speaker 3: If I left my people behind, I left the people
5:56
Speaker 3: that need to be around the table. And although we
5:59
Speaker 3: may have had it, it was a name, it was
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Speaker 3: a representation, but it was not an implementation and an
6:05
Speaker 3: integration when we were having that. So it really did
6:09
Speaker 3: take me having to go back and learn as a leader,
6:15
Speaker 3: go back from like basics, the emotional intelligence that it
6:17
Speaker 3: takes and what we call soft skills are not soft,
6:19
Speaker 3: they're essential skills, Yes, I agree, and the alignment because really,
6:23
Speaker 3: as a leader, that's all, that's all we're doing. We're
6:25
Speaker 3: consistently alignment, aligning to the mission, division, the purpose and
6:30
Speaker 3: all those things. But it's key I see it every
6:33
Speaker 3: day and compromise, and I think it comes to a
6:37
Speaker 3: point with every leader where you choose. Either circumstances make
6:41
Speaker 3: you choose because someone changes happen where you go, what happened,
6:45
Speaker 3: the disruption happens you have where you have to evolve,
6:49
Speaker 3: or sometimes other scares happen, like a health scare or
6:52
Speaker 3: you know where you just really can't any anymore, or
6:56
Speaker 3: internally you completely lost the sense of purpose because of
7:00
Speaker 3: rights and technologies or competitors or things that you're just
7:03
Speaker 3: having to like, Okay, something's gonna change.
7:07
Speaker 1: A lot of times.
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Speaker 3: I's where I see these questions and those those decision
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Speaker 3: points happen.
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Speaker 1: Yeah, yeah, I could see that absolutely.
7:13
Speaker 2: Yeah, health scares or technology changes, and it's better to
7:18
Speaker 2: be proactive. Obviously. We always like, you don't want to
7:20
Speaker 2: have to just like go into the doctor. You don't
7:22
Speaker 2: have to go and have like have a heart attack
7:23
Speaker 2: or be in this place. Why do you think that
7:25
Speaker 2: there's resistance. Now you saw this, Hannah, and you and
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Speaker 2: I are passionate about this, and I want I want
7:29
Speaker 2: people to think about this. If there's resistance in your
7:31
Speaker 2: mind of like there's resistance of like, well, I can
7:34
Speaker 2: just delay that if I just get another system in
7:37
Speaker 2: and of itself, right, because that's what there's all shining objects.
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Speaker 2: I'll buy a new software, I'll get this thing that'll
7:42
Speaker 2: solve my problem. And then for some reason there's a
7:44
Speaker 2: disc that I've seen at least organizations where they don't
7:47
Speaker 2: want what you just said, invest in quote unquote the
7:50
Speaker 2: soft skills, like you said, the essential skills. Why do
7:53
Speaker 2: you why is there resistance there from business owners and
7:55
Speaker 2: leaders to step into that.
7:58
Speaker 3: The initial part, which I do think that a lot
8:01
Speaker 3: of people the whole goals, right, I mean we have
8:05
Speaker 3: the being goals oriented organization versus a growth entered organization,
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Speaker 3: and goals, as much as they challenge us, sometimes also
8:11
Speaker 3: get as comfortable because we don't want to reinvent the wheel.
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Speaker 3: We want to make sure we attain at least that goal.
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Speaker 3: Goals start becoming like that's the minimum we're going to get,
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Speaker 3: and anything else is you know, gravy.
8:21
Speaker 4: But the goals in itself.
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Speaker 3: The fear of like, hey, that goal is not going
8:26
Speaker 3: to happen if I make a change and we're on track,
8:28
Speaker 3: if we do what we in the past, we're going
8:30
Speaker 3: to stay on track.
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Speaker 4: To this goal. But that's not the case because we're.
8:34
Speaker 3: Start taking into account one, we're in a changing environment,
8:39
Speaker 3: the economy, yes, global systems, currencies, labor force, all of
8:46
Speaker 3: these things that if we become if we don't take
8:50
Speaker 3: that into account, and then yes, the goal is a
8:53
Speaker 3: good thing. I'm not saying don't have goals, but the
8:57
Speaker 3: goal is not the only the only reason why not
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Speaker 3: to change or to change is really in that becoming
9:05
Speaker 3: the adaptability because as a leader, you're gonna have to
9:08
Speaker 3: be able to forecast to what's happening the missionary. So
9:11
Speaker 3: why do they not change fear of not meeting expectations
9:16
Speaker 3: of what that goal may happen. The forecast was created
9:19
Speaker 3: without taking these other things into place. The other part
9:23
Speaker 3: is because it's comfort, right, I mean, and again the
9:25
Speaker 3: goal oriented versus growth oriented, growth oriented culture, growth oriented leader,
9:29
Speaker 3: it's going to look at getting uncomfortable. It's gonna not
9:32
Speaker 3: being stuck. It's gonna purposely put themselves in uncomfortable places
9:38
Speaker 3: and that's not fun. Many times it's fastly and it's like, okay,
9:43
Speaker 3: why am I going to try that? When I know
9:45
Speaker 3: if I do this, we can just get there quicker,
9:48
Speaker 3: which it may have happened, may have worked for a while,
9:51
Speaker 3: but again not taking all of these other things into consideration.
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Speaker 3: In a very moving, a very fluid economic environment, labor
9:59
Speaker 3: environment and all of these things. The danger comes in
10:02
Speaker 3: is that when change happens to you, it happens like
10:05
Speaker 3: that ready, and of course you know that they need
10:09
Speaker 3: to be long. A lot of times with the processes
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Speaker 3: and systems is uh. You know, sometimes the security even
10:14
Speaker 3: then from the owner, even from the past. I run
10:16
Speaker 3: into a lot of problems with the founders, this was
10:19
Speaker 3: their vision and a lot of the vision is here.
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Speaker 3: You know, other people may it may have it, but
10:23
Speaker 3: a lot of the processes, the systems are still here.
10:27
Speaker 3: So in the sense of even the transfer down and
10:30
Speaker 3: it is unfortunate many times it sometimes things don't go
10:35
Speaker 3: further because we're not able to translate that into an
10:39
Speaker 3: open arena. We're not only new ideas can come and
10:43
Speaker 3: add to that being a catalyst, but also being able
10:46
Speaker 3: to be passed down. So that's also yeah, Parctice, it
10:50
Speaker 3: takes time. It takes time to take out those processes
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Speaker 3: and systems.
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Speaker 1: Yeah, well, I love I like how you framed it
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Speaker 1: in that sense.
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Speaker 2: If you're a growth organization by the definition of growth,
11:00
Speaker 2: and I'm a biologist, if you look at a plant
11:03
Speaker 2: and the transition from a seed to.
11:04
Speaker 1: A stock, there's it's it doesn't look the same at
11:07
Speaker 1: the different stage.
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Speaker 2: And so what I hear you saying is there some
11:11
Speaker 2: companies say, well, we kind of like the way it looks,
11:14
Speaker 2: and it's like but that that's not.
11:15
Speaker 1: Going to be.
11:17
Speaker 2: You know, nothing is static if you're building, building up,
11:20
Speaker 2: or breaking down right.
11:21
Speaker 1: Right, absolutely, they're trying to.
11:23
Speaker 2: Hold the hold it static or maybe make very incremental adjustments.
11:30
Speaker 2: And to your what I'm hearing you saying, with a
11:31
Speaker 2: lot of different things going on in the world, labor
11:34
Speaker 2: for all these things, you can't that's just not the
11:38
Speaker 2: way of the world anymore. I mean, maybe it was
11:40
Speaker 2: one hundred years ago and you could just get something
11:42
Speaker 2: and there wasn't things that are changing that much, but
11:45
Speaker 2: I think that there's so many things changing. And to
11:47
Speaker 2: your point, if you're growing now, this is where I'm
11:50
Speaker 2: reflecting hand as you're saying this, you know, lead, do
11:53
Speaker 2: you have to develop people that are leaders that will
11:56
Speaker 2: because leaders is a sense by definition, are leading going
11:58
Speaker 2: into uncomfortable situations, going in to what is not completely known.
12:02
Speaker 2: And if you have everybody that's just gonna just stand back,
12:05
Speaker 2: it's like that to me is not healthy.
12:10
Speaker 3: Right, And you know you just said something key there,
12:12
Speaker 3: because you're right. Leaders by definition, right, Leaders by definition
12:15
Speaker 3: are making these decisions and making hard decisions. But this
12:17
Speaker 3: is one of the costs of leadership. And and a
12:21
Speaker 3: lot of times we're not training. Uh, and even if
12:24
Speaker 3: you look at the different in the generations, people want
12:27
Speaker 3: the perks of leadership, but not the cost of leadership.
12:32
Speaker 3: Cost are going to have to make decisions, decisions that
12:36
Speaker 3: may not be understood, decisions that are gonna be difficult,
12:40
Speaker 3: decisions that are not gonna be received by everybody. And
12:43
Speaker 3: a lot of times we're change and getting uncomfortable, You're
12:46
Speaker 3: gonna have resistance.
12:47
Speaker 4: We just humans.
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Speaker 3: We don't want to be uncomfortable. We want to be
12:50
Speaker 3: cozy when it's hot, when it's cold side, we want
12:53
Speaker 3: to be cool when it's you know, I mean, we
12:56
Speaker 3: just want to be like our things. So naturally if
12:59
Speaker 3: you have if you're making those those decisions, which you're
13:03
Speaker 3: going to have to, I mean, otherwise you don't need
13:06
Speaker 3: leaders like it's going to cause resistance, and we need
13:13
Speaker 3: to prepare in the leadership development to be able to
13:16
Speaker 3: both the integration of make were one making the decisions,
13:21
Speaker 3: which decisions are the right decisions, and then also integrating
13:25
Speaker 3: those decisions, integrating the way when they don't break the system. Now,
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Speaker 3: I learned my lesson because I was integrating decisions changes
13:34
Speaker 3: that broke the system and the reason why I broke
13:37
Speaker 3: them is because I didn't have the report necessary with
13:40
Speaker 3: the people to be able to those changes. I did
13:44
Speaker 3: not have the trust account. It was not with my
13:49
Speaker 3: people so that these changes could be implemented and gone
13:55
Speaker 3: and do what they were needed to do because my
13:58
Speaker 3: trust account wasn't a deficit.
14:00
Speaker 1: Hmmm. Yeah, that's huge. Yeah, that's huge, you know.
14:04
Speaker 2: I mean I've been in organizations like that too, Hannah,
14:07
Speaker 2: And that's something that I strive to do and I'm
14:08
Speaker 2: helping working with you.
14:10
Speaker 1: Know, frontline leaders and others.
14:12
Speaker 2: And that's why I love coming you come on here
14:14
Speaker 2: on board, because you're helping those CEOs. Is the thing
14:19
Speaker 2: through this because they're like, let's just send out to
14:21
Speaker 2: eat it.
14:21
Speaker 1: It'll just happen.
14:22
Speaker 2: And I mean, like, to your point, it won't just happen.
14:24
Speaker 2: It's gonna stop at some point. It's gonna hit a wall.
14:27
Speaker 2: They're like, I'm not I'm not in, I'm not onto this.
14:30
Speaker 2: I'll do whatever the minimum I need to do. But
14:32
Speaker 2: I don't think that they're looking after me. And you
14:34
Speaker 2: get this us versus them mentality and departments are you know,
14:38
Speaker 2: at war with each other or at least, you know,
14:40
Speaker 2: tolerating each other and definitely not being proactive and collaborating.
14:44
Speaker 3: Yeah, and David, that's something that is honestly such a
14:46
Speaker 3: simple solution because really what we're talking about is I
14:49
Speaker 3: need to see people for who they were, not people
14:52
Speaker 3: that were doing things, but people that were, you know,
14:54
Speaker 3: human beings first of all, with very beautiful human beings
14:58
Speaker 3: that we're doing work. And when I started really valuing
15:02
Speaker 3: them as you as not only humans, but it changed
15:06
Speaker 3: me as a leader because I not only heard their dreams,
15:10
Speaker 3: learned their dreams. I knew the dreams of every one
15:12
Speaker 3: of my employees. But guess what, I also want to
15:15
Speaker 3: be responded like, I want I took on the response,
15:17
Speaker 3: but I took an ownership even like, how can I
15:19
Speaker 3: become an organization where those dreams come true? You know
15:22
Speaker 3: what we need to do as a leader or with that,
15:26
Speaker 3: you know, just as where it changed me to really
15:29
Speaker 3: get to know them. It's a humbling and I would
15:32
Speaker 3: say that for the leaders there has to be a
15:34
Speaker 3: humbleness that comes in serving and one not only like
15:39
Speaker 3: hey do I'm telling you straight out and being everything forward,
15:43
Speaker 3: but there has to be a humbleness because if you're
15:45
Speaker 3: not humble, you won't listen. And it doesn't cost anything.
15:50
Speaker 3: It really just you know, we have two years from
15:52
Speaker 3: mouth us them accordingly. Right, I realized really learning to listen,
15:57
Speaker 3: and yes, you have to learn to listen. It doesn't
16:00
Speaker 3: just naturally. It changed the profitability of my business. It
16:05
Speaker 3: changed the fulfillment and what I had as a leader.
16:09
Speaker 3: And again it didn't mean pleasing people. The standard is
16:12
Speaker 3: still the standard the system. So for the system with
16:16
Speaker 3: the customer, we still had to serve them well, serve
16:18
Speaker 3: them on time, and be efficient with every single dollar.
16:20
Speaker 3: We had to be profitable. So those things were there.
16:24
Speaker 3: But now I was inviting people and I was listening
16:27
Speaker 3: to the people that cared just as much about that
16:29
Speaker 3: because they wanted to have the jobs and serve the
16:31
Speaker 3: people that they wanted to they came up with very
16:34
Speaker 3: innovative ideas themselves. So realizing that and it does takes
16:39
Speaker 3: It does take skill, it takes intentionality, it takes practice,
16:43
Speaker 3: and it's something that I know.
16:45
Speaker 4: It became.
16:46
Speaker 3: We became profitable from a point where we were disrupting
16:48
Speaker 3: as an organization in less than two years. We were
16:52
Speaker 3: able to turn things around by year number three where
16:55
Speaker 3: we're getting an award from the state. By year number four,
16:58
Speaker 3: we were invited to the national table to have solutions
17:02
Speaker 3: for the entire industry where we were able to lead that. So, uh,
17:06
Speaker 3: what changed? I started listening.
17:08
Speaker 1: Well that's huge, Hannah.
17:10
Speaker 2: I mean I was just I was just doing We
17:12
Speaker 2: just recorded an episode of last week of the podcast
17:14
Speaker 2: with Jill Heines. We're talking about AI governance and her
17:17
Speaker 2: point was your your same thing. Before you roll out
17:19
Speaker 2: this thing, listen to your people what's going on with them,
17:23
Speaker 2: Understand what's going on, because then it will help you
17:25
Speaker 2: know they'll support the governance to your point. Why, like
17:28
Speaker 2: you said, a keyword innovation and I don't hear innovation
17:31
Speaker 2: when there when there isn't listening, where there isn't a
17:33
Speaker 2: safe space to share, to create. And when I hear
17:37
Speaker 2: you're saying, you created that space and you've got people
17:40
Speaker 2: excited engaged enough. And I know and you you know,
17:44
Speaker 2: if you get more people engaged and excited, it just
17:46
Speaker 2: naturally your profitability is going to go up. They're going
17:48
Speaker 2: to produce more, they're going to be happier more, you know,
17:51
Speaker 2: and they're going to share this.
17:52
Speaker 1: With the world.
17:54
Speaker 2: You know, when we're looking for top talent, I talk
17:56
Speaker 2: with a lot of talent sources to Hanna recruiters and
18:00
Speaker 2: and you know, they come in because oftentimes there's a
18:02
Speaker 2: challenge in the company because it's not they're not organically
18:06
Speaker 2: bringing people. So I'm not saying that, you know, all
18:09
Speaker 2: you'll need recruiters. But if you have a happy culture,
18:11
Speaker 2: if you have a people that are it's naturally just
18:14
Speaker 2: draw its people are attracted to that, right, Hannah.
18:17
Speaker 4: Absolutely. I mean you want raven fans.
18:20
Speaker 3: You want from the outside if you don't have raven
18:23
Speaker 3: fans inside consistently, and that is something that what I
18:27
Speaker 3: do with my system and for hert is debat system.
18:30
Speaker 3: For example, it's a in two internal parts believe and engage,
18:35
Speaker 3: but externally is the act and transform. And the same
18:38
Speaker 3: thing for the culture aspect, for the organizations that have
18:41
Speaker 3: the cultivated and optimized, which are the internal systems.
18:45
Speaker 4: But then it comes.
18:45
Speaker 3: To points where you have to reach and you have
18:47
Speaker 3: to elevate, which are the external systems. There's always an
18:50
Speaker 3: in and out and that is the thing is. It
18:53
Speaker 3: is simple, but it's also has this complexity, right because
18:56
Speaker 3: it's not immediately an input output input output. I mean,
18:59
Speaker 3: we human beings were very complex. It is not a
19:04
Speaker 3: linear thing, right, It's almost like a matrix. You have
19:07
Speaker 3: all these inputs, You have things that you have to
19:09
Speaker 3: categorize and be able to respond to them, which is
19:12
Speaker 3: where leadership is key one hundred percent. I mean what
19:17
Speaker 3: you're telling me, even from recruiters or there has to
19:21
Speaker 3: be that loyalty that we're asking for, right, And when
19:24
Speaker 3: we do as I do, hear companies asking for that loyalty, Well,
19:27
Speaker 3: how do they?
19:28
Speaker 4: How does it work the other way? Right?
19:31
Speaker 3: The door goes both ways, and I saw that with
19:33
Speaker 3: the pandemic. We saw both where after coming back with
19:38
Speaker 3: the employees and the team members saying, you know what
19:41
Speaker 3: this is not how I want to do it work anymore.
19:43
Speaker 3: I mean, it wasn't companies dictating how work was going
19:46
Speaker 3: to do anymore. It was really the internal customer saying
19:50
Speaker 3: this is how we're going to do work anymore. And
19:51
Speaker 3: then later on, I mean we're seeing still the evolving
19:54
Speaker 3: and the shifting of what hybrid teams look like, across
19:57
Speaker 3: functional teams look like, what remote work looks like. But
20:00
Speaker 3: at the end of the day, even with all our apps,
20:04
Speaker 3: technology ways to stay connected, we still have seventy seven
20:08
Speaker 3: percent of the professionals feeling burned out in over fifty
20:12
Speaker 3: six percent of them seen like not seen, They just
20:16
Speaker 3: not even like do you value do you see me?
20:20
Speaker 3: It's just a matter of seeing me. And when you
20:23
Speaker 3: don't feel valued seen and you are on films, you're
20:28
Speaker 3: not going to be productive right at all?
20:31
Speaker 1: Yeah?
20:32
Speaker 2: Well, and we see yeah, absolutely, and it carries over
20:34
Speaker 2: into other areas of our life and our world and
20:36
Speaker 2: we see a breakdown of how we treat each other
20:38
Speaker 2: and the communities and right, Hannah, And so the work
20:42
Speaker 2: that you and I are trying to do, you know,
20:43
Speaker 2: and passionate about, is that we want to help people
20:46
Speaker 2: see the value that they bring how they fit within
20:50
Speaker 2: the organization, and you know, talk to me a little
20:53
Speaker 2: bit about when you come into the organization you use
20:55
Speaker 2: hardenomas a little bit, like you mentioned earlier, it might
20:58
Speaker 2: be something Hopefully it's not uh you know, uh dramatic
21:03
Speaker 2: if somebody is like really sick or something's happening. But
21:05
Speaker 2: you know, maybe there's like you said, cultural erosion, the
21:09
Speaker 2: communication is not there. Talk me to me a little
21:11
Speaker 2: bit about what does that look like. So if an
21:14
Speaker 2: organization has never done this, they've never bought anybody in
21:16
Speaker 2: like yourself or I walk through, what does that experience
21:19
Speaker 2: look like?
21:20
Speaker 1: Because it's again it's unknown. I'm like, what am I doing?
21:22
Speaker 1: It's just going to do. They're gonna do kumbaya or
21:24
Speaker 1: whatever it is, right, you know, like what is it
21:26
Speaker 1: going to be?
21:27
Speaker 2: Because sometimes they're like again I want to lean just
21:29
Speaker 2: on the system, and I'm like understanding this process and
21:32
Speaker 2: if you could just walk us through, that would be great.
21:35
Speaker 4: Sure thing. I mean a lot of us.
21:36
Speaker 3: I mean my specialty is alignment, right, But do I
21:39
Speaker 3: do I ever get somebody say hey, Han, like can
21:41
Speaker 3: you come in to help us align? Never you know,
21:46
Speaker 3: miss a line like no, you don't know this alignment,
21:50
Speaker 3: and I do know that I'm not as profitable as
21:52
Speaker 3: I was or I really want to go after this
21:54
Speaker 3: revery opportunity, and I don't think that we're ready to
21:56
Speaker 3: go after it. I don't know what kind of labor.
21:59
Speaker 4: Force we need.
22:00
Speaker 3: And that's usually where the conversation starts, or the other
22:03
Speaker 3: part is we are going under some major disruptions, some
22:07
Speaker 3: major leadership changes, mergers, and we need to cut and
22:11
Speaker 3: we need to cut deep. So there's also that conversation
22:15
Speaker 3: where there is a cut that needs to happen, but
22:19
Speaker 3: the cut looks different. It can be a redirecting of
22:23
Speaker 3: labor or resources into other places, not necessarily an elimination. Okay,
22:29
Speaker 3: So that they expected that we have to look and
22:32
Speaker 3: so that's where I come in and I help. I
22:35
Speaker 3: help with the strategy for the leadership. One is that
22:38
Speaker 3: the first one that was going to reach out usually
22:40
Speaker 3: is either the CEO, the Board of directors, executive director,
22:44
Speaker 3: because they're under the gun, like I need to do
22:48
Speaker 3: this and huge visionaries. Vision hasn't changed, drive hasn't changed. Uh,
22:54
Speaker 3: just my resources are looking a bit different either abundant
22:57
Speaker 3: of resources, like because we just got a big opportunity
23:00
Speaker 3: right now, or my resources are currently in danger and
23:02
Speaker 3: we still need to make all this happen. So I
23:05
Speaker 3: start with an assessment. I start with both the purpose
23:08
Speaker 3: assessment for the for the individual leaders. I start with
23:13
Speaker 3: communication assessments as well, because we need to speak the
23:16
Speaker 3: same language. From that point, from the assessment, seeing kind
23:19
Speaker 3: of like, well, where where do they need to go?
23:21
Speaker 4: Do we need to go?
23:22
Speaker 3: Are we in a point of where we have found
23:25
Speaker 3: we finally found something that is working for us, We
23:28
Speaker 3: just need to be repeatedly doing and executing that and
23:31
Speaker 3: we just haven't found our rhythm. That's when we start
23:34
Speaker 3: looking at the mapping out of the skills, mapping up
23:37
Speaker 3: of communication or if it's like, hey, we need to
23:40
Speaker 3: get here and I don't know yet what skill level
23:42
Speaker 3: I need to get there to be able to implement that,
23:46
Speaker 3: and we'll be able to look at that what is
23:48
Speaker 3: that gap?
23:48
Speaker 4: You know, who do we need?
23:49
Speaker 3: And you know, looking at benchmarks communication things. So that's
23:54
Speaker 3: that's how we start working and from there, well is
23:56
Speaker 3: the depending on the skills that are needed. If it's
23:59
Speaker 3: we're talking about processes or systems, be able to help
24:02
Speaker 3: out with what that looks like. And you know, with
24:04
Speaker 3: utilizing someone's sigma principles, utilizing uh strategy, Uh, the different
24:10
Speaker 3: frameworks with that, like and if it's a culture aspect,
24:13
Speaker 3: going back revisiting the mission, usually the vision doesn't change,
24:17
Speaker 3: but the mission, you know, it looks a bit different
24:19
Speaker 3: depending on where you're at. I mean you can talk about,
24:21
Speaker 3: you know, the the community. I mean you still want
24:25
Speaker 3: to be uh bring a value out of the community,
24:28
Speaker 3: but maybe the way that you bring value is going
24:29
Speaker 3: to look different today than it did fifty years ago. Absolutely, yeah,
24:33
Speaker 3: you'resting that revisiting the mission, looking at you know, well,
24:36
Speaker 3: what is it? Where are we at identifying the core uh,
24:41
Speaker 3: the core value because in a world that is consistently changed,
24:46
Speaker 3: you don't need to uphold everything. And this is where
24:49
Speaker 3: the fear that comes to a lot of times cycle
24:51
Speaker 3: just completely. Uh it becomes an identity crisis. And that's
24:55
Speaker 3: when you start in danger.
24:57
Speaker 4: I help with what.
24:58
Speaker 3: Is our identity? What do we want to be known for?
25:01
Speaker 3: What are those main poor things? Now we may have
25:04
Speaker 3: to do it in a different way, you know, but
25:07
Speaker 3: because of the times, but it's not a bad thing.
25:09
Speaker 3: Like you know, I'm a mom, I have five kids.
25:12
Speaker 3: The way I parent my twenty one year old is
25:14
Speaker 3: different than my parent, my five year old. I'm still
25:16
Speaker 3: as still, you know, it's just expressed in different ways.
25:22
Speaker 3: Now the way now i have three that are in college,
25:26
Speaker 3: they're you know, my my whole role inside my house
25:30
Speaker 3: is I'm still trying to get used to cook for
25:32
Speaker 3: four people instead of say, right, I'm consistently throwing.
25:36
Speaker 4: It out with this is wrong.
25:38
Speaker 3: But they're they're you know, I'm still serving them and
25:42
Speaker 3: where they're at right and the support. But internally I'm
25:46
Speaker 3: having to change my internal cooking system as a respond
25:50
Speaker 3: to that. And still I'm not any less of a mom.
25:54
Speaker 3: I'm not any less of anything else. On the contrary,
25:56
Speaker 3: I'm just doing a different way. And the same thing
25:58
Speaker 3: happens with organizations. You know, that may be an outsourcing
26:02
Speaker 3: thing where we have to outsource, still serving the same customer,
26:06
Speaker 3: We're still serving them in a different way. I'm still
26:09
Speaker 3: having I'm having to readjust internally, you know, what what
26:13
Speaker 3: is it that I need to buy my resources, my
26:15
Speaker 3: inventory or you know, my labor force, but so that
26:18
Speaker 3: I can continue to serve them. And then I'm also
26:20
Speaker 3: forecasting what's going to happen, you know, I know, like
26:22
Speaker 3: in the next five years, somebody.
26:24
Speaker 4: Lord Willing is gonna get married.
26:26
Speaker 3: I'm forecasting right where you're like in probably five ten
26:30
Speaker 3: years and maybe another little kid coming, and it's not
26:32
Speaker 3: gonna be from me, you know, So you start thinking that,
26:37
Speaker 3: So guess what I'm making, like even thinking about decisions
26:39
Speaker 3: internally because I'm forecasting. And it's the same way you know,
26:42
Speaker 3: in the organizations, as we're evolving and as we're helping, Well,
26:46
Speaker 3: where do you want to be at? I mean, like,
26:48
Speaker 3: you know, what would you planning on being here? You know,
26:50
Speaker 3: what is your five year years? Not because we're making
26:52
Speaker 3: a five year plan, but you know, I'm envisioning so
26:55
Speaker 3: that we can start aligning with that.
26:58
Speaker 4: And I find that.
26:59
Speaker 3: When talking about change their resystems comes in that it's
27:03
Speaker 3: like we always want to be in that one spot,
27:05
Speaker 3: but not without embracing one our identity. Because I embrace
27:10
Speaker 3: my identity as a mom, I can embrace every stage
27:14
Speaker 3: that comes being a mom. It looks different and with
27:17
Speaker 3: the same thing with an organization. When you embrace your
27:22
Speaker 3: core principles who you are, you can also embrace the
27:25
Speaker 3: different ways that you're able to serve your customer, the
27:28
Speaker 3: different ways you're able to serve your employees, even the
27:30
Speaker 3: different ways you're able to serve your community. But it
27:32
Speaker 3: starts first of all, embracing that identity.
27:35
Speaker 2: Yeah, and I find, Hannah one hundred percent agree. I
27:39
Speaker 2: find that as a technical person that I've got my
27:43
Speaker 2: degree and and I understand these skills sometimes what I've found,
27:47
Speaker 2: and that's where I work with technical specialist, particularly engineers
27:50
Speaker 2: and scientists and things like that, because we lean on
27:52
Speaker 2: our skills that we've developed, and those are all great
27:55
Speaker 2: and awesome things, but there's more to it than that.
27:58
Speaker 2: And to your point of like who we are in
27:59
Speaker 2: a and kind of putting words around that and understanding that.
28:02
Speaker 1: And I have my own.
28:03
Speaker 2: Tools I use, like five voices and others, but it's
28:06
Speaker 2: taken a long time to articulate that and able to
28:10
Speaker 2: embrace it and understand it, because sometimes a culture is,
28:12
Speaker 2: like you said, we try to show up and mimic
28:14
Speaker 2: what somebody else is and it may or may not
28:16
Speaker 2: be who we truly are. And I find when people
28:19
Speaker 2: try to do that, it's not sustainable. They can try
28:21
Speaker 2: to a certain degree, but it's inauthentic and ultimately people
28:25
Speaker 2: can they not put their finger directly on it, but
28:27
Speaker 2: they don't trust them fully because they're like, I don't
28:30
Speaker 2: know if they're really authentic. And to your point what
28:32
Speaker 2: you're saying, when you really lean into this and there
28:35
Speaker 2: shifts or changes within the organization and you know who
28:38
Speaker 2: you are and what you're about, you're like, like you said, oh,
28:40
Speaker 2: now we've got to move this way, and we were
28:42
Speaker 2: doing it this way, but now we're moving here. And
28:44
Speaker 2: that's okay because I can, like you said, redirect. But
28:47
Speaker 2: have you found when the people don't understand that there's
28:49
Speaker 2: a resistance, there's a pushback.
28:52
Speaker 3: Yeah, Well, if you think about it, I mean, and
28:56
Speaker 3: that first, I mean list of culture, right, I mean,
29:00
Speaker 3: like there's not a single decision that happens inside an
29:03
Speaker 3: organization that happens outside of its culture. No, everything happens
29:07
Speaker 3: in its culture, just like the same way with you
29:09
Speaker 3: as an individual, every decision that you make happens inside
29:13
Speaker 3: your character. I mean, isn't the same way. You cannot
29:16
Speaker 3: separate a decision astide of the character at set of
29:18
Speaker 3: who you are, the same thing with an organization with
29:20
Speaker 3: the culture. So when you're thinking, well, how does it
29:22
Speaker 3: serve me? How does the culture serve me? Especially when
29:25
Speaker 3: dealing with change. Well, the culture is going to tell
29:28
Speaker 3: me if I'm going to be able to adapt, is
29:29
Speaker 3: that if I need to be if I'm going to
29:31
Speaker 3: have to be agile, or if I'm going to be
29:33
Speaker 3: able to fulfill on a strategy. And really, what we're
29:37
Speaker 3: looking at with culture, how does it serve Whenever there's
29:40
Speaker 3: a strategic plan. Most organizations, communities, places, they will have.
29:45
Speaker 4: A strategic plan.
29:46
Speaker 3: So culture allows me to execute on a strategic aspect
29:50
Speaker 3: or whatever it is to the plan that we have.
29:52
Speaker 3: What culture will also let me do is it helps
29:54
Speaker 3: me to navigate crisis things that are not there, and
29:58
Speaker 3: that's where I need the adaptability. That means that we
30:01
Speaker 3: may have to do more with less. We may have
30:03
Speaker 3: to do just with the the things. Things that to
30:06
Speaker 3: suddenly change with the way that we have to develop
30:10
Speaker 3: our product. We may have to acquire new machinery, get
30:13
Speaker 3: greater a machinery, we may have to do different things.
30:15
Speaker 3: So I'm gonna we're gonna have to adapt. But then
30:17
Speaker 3: there's also this other one, which is the exciting one,
30:20
Speaker 3: which is the goal after uh, surprising opportunities right and
30:24
Speaker 3: expected opportunities, Because that's going to require me to be agile.
30:28
Speaker 3: And that's when we're talking about the agility is that
30:31
Speaker 3: I'm gonna how fast can I get my team right?
30:35
Speaker 3: I mean, think about when you're going with calling the troops,
30:38
Speaker 3: you know, get all there because you already have enough practice,
30:41
Speaker 3: you're already in sync with each other that if we
30:43
Speaker 3: need to go after this one thing, go to really
30:46
Speaker 3: focus into this unprecedented and expected, great opportunity for us.
30:51
Speaker 4: It's going to take us to the next level.
30:53
Speaker 3: What is the agility that I have within my organization
30:57
Speaker 3: that I'm able to be able to do that? So
30:59
Speaker 3: they is going to help you execute on all three
31:02
Speaker 3: of those strategy on navigating the crisis or going after
31:07
Speaker 3: that unexpected opportunity that's going to take you to the
31:10
Speaker 3: next level.
31:10
Speaker 4: So when do you get ready for that? Now?
31:14
Speaker 3: Wait, all the time, something's gonna happen, right, Yeah, something
31:20
Speaker 3: really is gonna happen. Opportunity either at CHRISTI is gonna happen.
31:23
Speaker 4: You didn't expect her. Maybe you're just.
31:25
Speaker 3: Killing Golah're working on a goal.
31:28
Speaker 2: So all the time, all the time, I mean absolutely,
31:32
Speaker 2: I mean and and you know this is where I'm
31:34
Speaker 2: so grateful that you came on the podcast.
31:36
Speaker 1: Here today Hannah.
31:37
Speaker 2: And by the way, you guys will have all on
31:38
Speaker 2: the show notes how you can connect with Hannah. She
31:41
Speaker 2: and I are connected on LinkedIn, so you can connect
31:44
Speaker 2: with her there and we so we definitely want you
31:46
Speaker 2: to follow up with her, Hannah. But you know I
31:50
Speaker 2: want hopefully you're hearing this. If you delayed, you're like, oh,
31:53
Speaker 2: we'll get to this. Get to this, like Kenna saying,
31:55
Speaker 2: start now. If you're in a position of you know, leadership,
31:58
Speaker 2: you're whether you're the business owner or the CEO, you
32:01
Speaker 2: know this is in my opinion, you know, this is
32:03
Speaker 2: your responsibility to to take out take I steward your business,
32:06
Speaker 2: take care of your people, your greatest asset. And you
32:08
Speaker 2: have another advocate here in Hannah. As we're getting close
32:12
Speaker 2: into the podcast, what I always like to ask our
32:14
Speaker 2: guests say share with our listeners is you know, we've
32:17
Speaker 2: covered a lot of different things, but what would you
32:19
Speaker 2: empower them to start doing? Like you said, you know,
32:22
Speaker 2: is there is it? You know, obviously they can connect
32:24
Speaker 2: with you, you know, get an assessment, but personally can
32:26
Speaker 2: they do to look at themselves to maybe assess reflect
32:29
Speaker 2: like you just said you had naha, But what could
32:32
Speaker 2: they do to kind of just pause for a moment
32:33
Speaker 2: after they listen to this podcast and and just you know,
32:37
Speaker 2: take a moment and apply what we've been talking about today.
32:41
Speaker 4: I think, first of all, be free to pause.
32:44
Speaker 3: Then that's a huge one because as leaders, we're not
32:47
Speaker 3: pausing enough.
32:49
Speaker 4: We need to take that break.
32:50
Speaker 3: And why is that because it really does take us
32:53
Speaker 3: much skill to get rid of things as it does
32:57
Speaker 3: to implement things. Were quickly at the stuff, but really
33:01
Speaker 3: I still say I'm a public speaker, and it takes
33:04
Speaker 3: me probably three to five times is much more time
33:09
Speaker 3: to get ready for a three minute it does for
33:13
Speaker 3: an hour. So there is because when you're having to cut,
33:18
Speaker 3: you become very strategic with every single thing that counts.
33:22
Speaker 3: And I would say that to the business owners, there's
33:25
Speaker 3: not what more do we need to do or what
33:28
Speaker 3: more do we need to add, but also what things
33:30
Speaker 3: you need to get rid of? And that is just
33:33
Speaker 3: the skin and it does take time, So that would
33:35
Speaker 3: be one of the parts to create that clarity. It's
33:40
Speaker 3: there needs to be a burning away of things, even
33:44
Speaker 3: things that have worked for us in the past, graceful
33:47
Speaker 3: to us, to ourselves to like hey it's okay, it's
33:50
Speaker 3: not I'm honoring that. I'm honoring wh we are right now.
33:54
Speaker 3: I'm honoring our future by honoring our past and no
33:57
Speaker 3: longer doing those things, the things that we have been good.
34:00
Speaker 4: I'm not talking about just getting rid of bad hat.
34:02
Speaker 3: I'm talking about things that as we're looking at that,
34:05
Speaker 3: your people are going to be the greatest ones that
34:10
Speaker 3: are going to help you do that. And for that,
34:12
Speaker 3: you do need to create that environment that it's safe
34:15
Speaker 3: so as your pause, and that is one creating safety
34:18
Speaker 3: and the ability to pause, but also what can you
34:21
Speaker 3: do to create safety so that in that pause you're
34:24
Speaker 3: able to invite other people to come in and talk
34:26
Speaker 3: with you. Because I see that, honestly, where we're at,
34:30
Speaker 3: with the speed of change, with the type of change,
34:33
Speaker 3: the level of change, we need to honor the both
34:36
Speaker 3: the humanity and as humans, we do need rest and
34:40
Speaker 3: honor the people that are sitting around the table, that
34:43
Speaker 3: are still with us around the table. And the way
34:47
Speaker 3: that we're going to keep them around the table is
34:49
Speaker 3: to be able to continue to implement. At the end
34:51
Speaker 3: of the day, we are the creators. So that's what
34:55
Speaker 3: we've been given the authority to create. We've been giving
34:59
Speaker 3: the already to be able to execute and do good works.
35:05
Speaker 3: So I will challenge that to our leaders, to honor
35:09
Speaker 3: the people around you, to honor the humanity, and still
35:13
Speaker 3: take your rightful place as the creators that we are
35:17
Speaker 3: in in nurture confidence and the people that are with you,
35:22
Speaker 3: and simple listen, listen.
35:27
Speaker 2: Oh one wonderful Hannah. Thank you so much for just
35:30
Speaker 2: sharing with us. I appreciate your warms, your positivity. You guys,
35:35
Speaker 2: go check out Hannah, connect with her. You know, man,
35:38
Speaker 2: We'll have to have you come back on and I'd
35:40
Speaker 2: love to do more with you. It's been fantastic. Kevin
35:42
Speaker 2: here on the podcast.
35:43
Speaker 4: Thank you for having me.
35:44
Speaker 1: David absolutely, of course you can all.
35:47
Speaker 2: Love you guys subscribing and following along against them.
35:53
Speaker 1: Come back to the next episode.
35:54
Speaker 2: Share this with those that you think would really benefit.
35:57
Speaker 2: We thank you so much everybody. Until then, take care everyone,
36:01
Speaker 2: m
36:03
Speaker 3: HM.