Stacia Sherman Garr

Want a quick masterclass on some tips on how to leverage consulting techniques in recruiting? Listen to my colleague Paul M. Norman discuss these topics and other outstanding concepts with Ben Eubanks on his podcast. I promise it is worth the time spent to listen to Paul’s insights!

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Have you checked out the latest edition of Strategic IMPLICATIONS? With corporate giants like Ford and JPMorgan Chase taking different approaches to DEI policies in response to mounting pressures, now is the perfect time to ask: ★ How do these DEI strategy shifts impact your company’s long-term talent acquisition and stakeholder trust? ★ What are the legal and market risks that boards and executives need to address right now? ★ Is your organization prepared to respond to external pressures while staying aligned with core values? Subscribe and read the full edition at: https://lnkd.in/gi37Jedc Join the conversation today! #Newsletter #SubscribeNow #Leadership #StrategicPlanning #CorpGov #ExecutiveInsights #BoardGovernance #ESG #DEI #DEIBacklash #BusinessStrategy #CorporateResponsibility #TalentManagement #MarketShifts

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If you have read the recent Korn Ferry article about the new "unemployables", do not fret. Know the source prior believing all the hype. Korn Ferry is a publicly traded recruiter. They published their revised FYF just prior to this article being published, and it was not positive in regards to their revenues. Are there some facts in this article, absolutely. If you have not grasped and adopted today's new technologies, you are certainly less relevant. Is unemployment quite low. Most certainly. Is the uncertainty of the FED's rate strategy slowing investment by companies large and small? You bet. But there are two pieces that are not outlined here which is due to the fact that calling it out would hurt KFY's stock price: 1. Companies, more than ever, are depending on their employees to be the recruiter for their firm. They are posting jobs to satisfy EEO requirements but as many job seekers can attest, they don't even follow up with an email after an application. This should be obvious as the role descriptions are short, very high level and undefined as it relates to KPIs and compensation. 2. While money is tight, companies do not want to pay the 30%+ of first year comp to a recruiter for roles that are still somewhat undefined. So why would companies be doing that? Many companies, just like job seekers, are trying to understand the deluge of the new technology available and how to incorporate it. In doing so, many roles are undefined or ambiguous. So, companies would rather hire by referral for 30% less in the event that the new hire doesn't work out because their role was undefined. So how do you, as a job seeker, push through this time period? 1. Leverage your network. You are a known asset to them and they can get you in the door. Recruiters will not be as helpful as they need to land contracts and will only be putting their known assets forward. 2. Learn and grow. This does not mean you need to get another degree. But, knowing what today's new technology does and can deliver (e.g. Blockchain, AI, Web3 ) is critically important. Funny enough, you can use AI to learn about AI. So go get smart on the topics. 3. Grow your network. If you worked for a big company doing a big job, mid-sized and small companies want your experience. They are typically 5-10 years behind large enterprises. Look for companies in your vertical that may be a bit smaller and seek out new connections. 4. Keep your chin up and play with confidence. There are a lot of macroeconomic factors that you cannot control and as history shows, they will work themselves out. Your skills are relevant and needed, you just need to work a little harder proving it. https://lnkd.in/gAxHEbfu

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One of the things I get frequent calls for from clients, (and friends quite frankly), is for guidance on how to handle a professional conversation – tricky or otherwise - with a boss, a peer, a direct report, or maybe HR.   In Charles Duhigg’s recently published book, Super Communicators, How to Unlock the Secret Language of Connection,  he expertly offers well-researched advice on what to consider before embarking on any conversation, not just the tricky ones. In it, he posits that every conversation we engage in falls into one of three categories:        ✳ Practical (focusing on the specifics of the topic) ✳ Emotional (centering on feelings)     ✳ Social (defining the relationship between participants).   Recognizing and matching the type of conversation is crucial for effective communication. I always ask clients, “What is it you want them to know?”   Below are the questions from Duhigg that you can ask yourself before a conversation begins.       ✴ How do you hope things will unfold?     ✴ How will this conversation start?     ✴ What obstacles might emerge?     ✴ When those obstacles appear, what is your plan to overcome them?     ✴ What are the benefits of this dialogue?   This book is an invaluable resource for navigating work relationships. Highly recommend!   #communications #supercommunicator #leadership #management #careers    

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Being a great people manager to your direct reports is only half the battle. Lateral agility and cross-functional collaboration are the linchpins to progressing any leader's agenda in large, complex organizations. "We now know that lateral agility is a vital capability for today’s senior leader. It’s no longer enough to lead a team well — too much work happens across functions and organizations. The very definition of effective leadership has changed in response to that reality. By becoming more laterally agile, leaders can finally make the promise of cross-functional collaboration real, enabling their organizations to bust silos, speed decision-making, and bring their strategies to life." Blend connects senior leaders across all disciplines and industries to tackle this very challenge. #Joinblend #DiscoverDifferent #BreakingSilos

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If you're great at a lot of things, you might be unsure about what your unique value proposition is. But you have a unique opportunity — to build a portfolio style career. In my workshop, "How do you package your unique expertise into a portfolio style career?", I teach audiences concrete strategies to help you articulate what you know into a unique selling proposition that will motivate your customer to take action. Learn about this keynote — and my others — at https://lnkd.in/e69EH-Bm #leadership #keynotespeaking #portfoliocareer #entrepreneurship 

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The latest from Gallup on engagement is (a bit hyperbolically) called "The Great Detachment." Employees are staying at work as much as before but there is a drop of about a third in the number of people reporting to be "extremely satisfied" with their work. "The Great Detachment coincides with significant declines in two critical elements of employee engagement: clarity of expectations at work and feeling connected to the company’s mission and purpose." That drop from 57% to 45% saying that they know what is expected of them is something we coaches, trainers, and consultants can do something about. Let's get on it! Here's the short article:

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How TO: talk about the importance of skills-first hiring. New research from the Topos Partnership team!

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According to a 2023 survey by Gallup, only 33% of U.S. employees felt engaged at work: “Employees still feel more detached from — and less satisfied with — their organizations and are less likely to connect to the companies’ mission and purpose or to feel someone cares about them as a person.” So what can leaders do? Randy Hain shares three insightful tips in his latest article for The Leadership Foundry:

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The work of Daniel Kahneman has had a profound impact on my career and how I work with teams and clients. His classic book, "Thinking Fast and Slow", is one that I still reference today in some of my discussions with leaders. He passed away in March 2024 and Freakonomics Radio was invited to moderate a few panel sessions on the life and work of Daniel Kahneman. A condensed version of these discussions was shared in a #podcast which I listened to last night. In addition to the brilliant work on behavioural economics that Kahneman pioneered, he also pushed the concept of "adversarial collaboration" as a better way of advancing science. Instead of focusing on ways to destroy the arguments of others, Kahneman put forward the notion that you need to collaborate with your adversaries to truly understand the problems that you are trying to address. This requires having an independent "referee" to arbitrate the process and there were a couple of great examples when Kahneman adopted this approach when confronted with research that he did not agree with. The net result of these collaborations was improved understanding for both parties and a step forward for science. This concept lines up in some ways with the need for constructive conflict that Patrick Lencioni mentions in Five Dysfunctions of a Team. It is not just necessary to have constructive conflict - you also need ways to resolve those conflicts - which is what adversarial collaboration seeks to do. I think that the adversarial collaboration approach might be an interesting tool for leaders to leverage outside of academia as well. It seems that Daniel Kahneman is still providing me with food for thought today. We truly have lost a generational talent. Does your team and organization encourage constructive conflict? And how do you resolve such conflicts? #leadership

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Looking for a way to boost your team's results? Check out this fascinating piece from Thomas Keil and Marianna Zangrillo about why leadership teams fail: "The authors interviewed more than 100 CEOs and senior executives in a multiyear research program. They identified three main patterns of dysfunction: the shark tank, characterized by infighting and political maneuvering; the petting zoo, characterized by conflict avoidance and an overemphasis on collaboration; and the mediocracy, characterized by complacency, a lack of competence, and an unhealthy focus on past success. Bottom line- "Our research suggests that it’s often a lack of clarity—strategic, operational, and behavioral—that paves the way for leadership-team dysfunction. Without clearly defined expectations, team members struggle to understand their roles and how their efforts contribute to the bigger picture." Want to find out how to create crystal clear expectations around goals, roles, and processes so your team can excel? Read the article and reach out to Cassandra-Helenus Partners to learn how leadership coaching can help. #leadershipdevelopment #leadershipcoaching

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Many companies operate under the assumption that internal competition between teams drives innovation and performance. In Productivity Reimagined, I shared stories of companies that did exactly the opposite – worked hard to develop an environment of mutual trust in which people are intrinsically motivated to share their innovative ideas. A recent study, reported in the September 15 issue of the Wall Street Journal, corroborated this. “Research suggests that when employees compete, they become less innovative, because they don’t want to share ideas with their rivals,” says the subheading in the article. https://lnkd.in/gDSHCUV9 In a supportive team environments, there are no rivals. One week to go until the launch of Productivity Reimagined! https://lnkd.in/gYnq_8Ps

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What if we could match the high level of work inputs channeled into DEI efforts with an equally high level of equitable outcomes? In my new article for HR.com, I outline the six stages of developing cultural competence and explain how both individuals and organizations can implement this transformational approach to: 1. Shift their unconscious Filters 2. Operate from the higher stage of development DEI work requires 3. Create lasting change 🔗 https://hubs.la/Q02Cd9-S0 #SpeedOfBias #CulturalCompetence #DEI

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A Reader's Digest Version of Discover The Powerful Payoffs Of Peer Consulting, by Jack Zenger Contributor Who writes about leadership development and building strengths. The article "Discover The Powerful Payoffs Of Peer Consulting" by Jack Zenger emphasizes the significant benefits of peer consulting in organizations. Zenger highlights that executives often feel that only 40% of their skills are utilized by their organizations. He argues that seeking feedback and ideas from colleagues can dramatically improve this, benefiting individuals and organizations alike. ### Key Benefits of Peer Consulting: 1. **For Those Seeking Feedback**: - Gain fresh perspectives and new ideas. - Demonstrate leadership qualities such as humility and openness. - Foster respect and collaboration within the organization. - Enhance personal growth and confidence. - Increase confidence in decision-making. 2. **For Those Providing Feedback**: - Reduce feelings of isolation. - Expand their influence and understanding of the organization. - Feel more respected and appreciated. - Develop stronger relationships and collaboration. 3. **For the Organization**: - Build a stronger, more collaborative leadership team. - Foster a culture of teamwork and open communication. - Improve employee retention and engagement. - Enhance overall organizational effectiveness. Zenger concludes that peer consulting can be encouraged by leaders asking for feedback more frequently, thereby setting an example for others and fostering a culture of collaboration and mutual development. Full article is at https://lnkd.in/gcWtSmMQ Here are some relevant hashtags for the article: #LeadershipDevelopment #PeerConsulting #Collaboration #Teamwork #ProfessionalGrowth #FeedbackCulture #EmployeeEngagement #OrganizationalEffectiveness #LeadershipSkills #WorkplaceCulture

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New BambooHR study finds 25% of VP and C-suite executives, and 18% of HR professionals, anticipated #RTO policies would result in voluntary attrition. The study also found that 22% of HR professionals report no established organizational metrics to assess the effectiveness of RTO policies. *** As a professional who has exclusively worked remotely when not traveling since 2008 and held 100% remote roles as early as 2002, I’ve been able to craft my work day and travel schedules around my children’s school transport, sports and other extracurricular activities, important family events, and more. In parallel, I’ve worked late nights, very early mornings, weekends, and holidays to exceed role targets and be flexible to domestic and international customer and colleague time zones. Knowing a 60+ hour work week (including time at airports and on planes) is needed to achieve responsibilities in my profession, it’s hard to imagine allocating this kind of time to an in-office setting. For one, I would be massively less productive in an office setting and need to put headphones on to drown out distractions, thereby detracting from stated social "benefits" of RTO. Additionally, I would likely spend 2+ hours driving in heavy traffic every day, adding both time and frustration to my work week. I’ve always been grateful for my remote-when-not-traveling roles, and my experiences are a factor in my current #jobsearch. A hybrid in-office scenario is palatable, but with my youngest son entering his junior year of high school and an empty nest on the horizon, I won’t be missing opportunities to attend school and extracurricular events as this precious parenting time winds down. Being the #datanerd that I am, I'm excited to see this research and its findings. The study consisted of a sample size 1,504 professionals, including 504 HR professionals. Among other important findings, BambooHR researchers found that: (*) 25% of VP and C-suite executives, and 18% of HR professionals, hoped RTO mandates would result in voluntary attrition. (*) 22% of HR professionals reported that their organization has no metrics to assess the effectiveness of RTO policies. (*) 32% of managers surveyed report tracking employees as the main goal for their organization’s RTO policy. With these and other study findings, and again, as someone who strives toward #datadrivenresults, I’m not convinced of the stated objectives of RTO initiatives. Additionally, as someone who *interviews future employers* during the interview process as opposed to solely selling my potential value-add for an organization, strict, in-office mandates are a red flag. Looking forward to future studies on RTO and its effectiveness, and how employers will adapt to this and other research on the impacts and objectives of RTO policies.

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Too many people I know are talking about imposter syndrome. With 71% of CEOs feeling the same, know you’re not alone. The best solution is to build a network of mentors, mentees, and confidants to support you every step of the way on our career journey. Trust me, you got this! #AVtweeps #ImposterSyndrome #Leadership #CareerJourney

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How safe do you make your new employees feel? Perhaps not surprising data here, but psychological safety is critical when a new employee joins an organisation. They need to feel safe to express ideas, take time to learn, ask questions, make (and learn from) mistakes, and challenge the status quo. So, having a culture of psychological safety across the team is essential. Read more about how to achieve this in my white paper: https://lnkd.in/d3si-9iG In the meantime, is psychological safety a part of any leadership development and onboarding training programmes you have in place? #PsychologicalSafety #Onboarding #NewHires

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