Influencer (not that kind)

Formal leadership roles afford plenty of cool advantages ranging from significant authority inside the organization and the chance to lead in our communities as well.

Beyond that however is the opportunity to be an influencer. Not the social media kind (although social media should play a major role in your influencer strategy.) I'm not talking about the policies you'll create or meetings you'll attend, but they are important too.

My focus here is on the leadership behaviors that do not appear on a report, productivity log, or balance sheet.

I'm talking about real influence.

The outcomes are clear when influence is properly executed. But how does one achieve it beyond the normal authority-based approaches?

Here are a few actions for you to consider:

• Be as visible as possible throughout the organization (not just a drive-by)
• Bring the energy consistently
• Take the appropriate risks to achieve breakthrough results
• Embrace social media as a powerful tool
• Value each relationship of your colleagues every at every level
• Show kindness consistently

Seems simple enough, doesn't it? Yet how many leaders get too caught up in one 'important meeting' after another; and somehow, the opportunity to demonstrate how caring, accessible and inspiring they can be slips away?

How are you an influencer in your organization beyond your title?

Thanks for being here.

Jay

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Momentum

Momentum is an odd thing. It can sway your emotions, energy, focus and results in a matter of moments. In sports we can feel momentum shift at various points during a game, match or race; and in business suddenly we 'sense' that our plans are working...the demeanor of those around us has changed...that things just feel different.

I love positive momentum.

And yet, human nature has a way of creeping into our psyche. It stirs up a list of negatives that can slow down or even derail momentum.

What if it didn't have to be that way though?

Imagine...having momentum on our side at all times and avoiding the negativity bias that impacts us all. Wait, what? How is that possible? 

You need a strategy. Here are a few actions you can take to rewire your thinking when negativity bias hits:

1. Thought Labeling: observe the thought but do not judge or react

2. Identify Cognitive Distortions: look for patterns when you feel extreme negative thoughts

3. Examine the Evidence: is there proof this thought is true or is it just a fear

4. The Friend Test: what advice would you give a friend experiencing these same thoughts

5. Redirect Focus: suppressing negative thoughts often make them stronger, redirect yourself

6. Cultivate Gratitude: ask yourself what you can be grateful for and rewire your thinking

7. Consider Alternatives: explore positive realities for negative thoughts as they arise

What processes do you use to stay positive, and, to maintain momentum in your life?

Thanks for being here.

Jay

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Give Me Three Steps

I’ve been thinking about what it takes to move from identifying problems in the workplace…long entrenched ones…to solving them and how difficult that can be for so many organizations. Sure, it’s easy to say things need to change, but often only a new face replaces the ‘source’ of the problems.

New faces cannot solve problems alone however. There must be organizational commitment to improve and that frequently involves change on a meaningful scale.

Let’s be honest, changes around the periphery are not real improvements…they are just easy adjustments…and easy does not get the job done.

From my perspective there are three clear actions required if meaningful problem-solving (read here —> lasting change) is to occur:

1. Crystal clear identification of the problem, process or person

2. A specific set of actions that will immediately begin to move the needle

3. A commitment to sustain the change even when it starts to feel uncomfortable

No clarity?

No commitment?

No results. 

It’s that simple.

What do you think?

Thank you for being here.

Jay

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I Was Hoping You'd Change

A quick story....years ago I worked at a health system, and at the time was leading the employment and employee relations teams. One of the long-time IT managers had a growing problem in his department between two of his team members. When I asked him what he was doing about it (the issue had deteriorated so badly that I was made aware) he simply stated "they are adults and should be able to figure it out."

Sigh.

Yes, they should be able to...and...no, they absolutely are not able to. That is why you need to lead the team, build rigor into the leadership culture, and not hide behind your insecurities and hope for the best.

Show of hands: how many of us have been frustrated with leaders that won't hold their team members accountable?

I believe I see everyone's hand in the air. 

But why? This was a real issue in my organization thirty years ago...how can this still be a persistent problem today?

I do know the answer, and it's a simple one.

Fear.

Fear of confrontation.

Fear of looking ineffective in the eyes of others.

Fear is a real thing. Sadly, many managers are not equipped to address those fears (at least not yet.) That's where we as HR leaders come in...we need to support the managers so they will have the competence and confidence to handle difficult issues.

What do you think? Are your leaders people leaders; or, do they simply manage processes and hope everyone plays nicely together?

Thanks for being here.

Jay

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More Than This

"You can never think big enough"

I absolutely love this phrase. It hits every facet of life. 

It challenges how we think?

It challenges how we make decisions.

It challenges us to do more...be more...achieve more.

It helps us break through the malaise of 'how it's always been done.'

It is the push we need to see...when our own vision can't do it on its own.

What areas of your life need you to think bigger? Home? Work? Community?

I think it's time to get started.

Thanks for being here.

Jay

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Leadership Means Your Local Community Too

There is so much written about effective leadership practices inside our organizations; however, there is a crucial element of leading that has nothing to do with strategic plans, people strategies or revenue goals.

Consider the not-for-profit organizations in your community. So much important work being done, yet those organizations could never afford to hire you (in most cases.) Your ability to impact those around you is limitless, yet it is rarely hardwired into the leader expectations in the organizations where we work.

Why is that?

Is it the never-ending pressure to meet goals, hit a new 'important number', meet yet another deadline, and deliver on expectations; or, is it simply that most organizations don't care?

Perhaps that's a bit inflammatory...well...I've worked in organizations where community commitment was never discussed.

I want to be part of an organization that believes the impact we can have on the community is just as important as the one we have in the office, patient's room, or Board room. 

Imagine what it would feel like to be part of that corporate culture.

Now that is something to get fired up about! How are you going to make that happen in your world?

Thanks for being here.

Jay

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HR Can Be the Culture Game-Changer

Getting to the point today about culture.

Know your business and how it makes money regardless of tax status. How can you explain the reasoning behind some of the most difficult decisions if you don't fully understand how your organization generates revenue?

Know your people that do the work and how they feel about doing it. You need to build real connections with people and implement sophisticated listening systems to fully understand your risks, vulnerabilities and employee sentiment.

Live the culture that is posted on the wall and is discussed at orientation. Talk is cheaper than ever. Everyone is watching your behavior, make sure it reflects your organization's mission, vision and values.

Support the team you lead in actions, not just words. Show your team that you value them by giving as much control away as you possibly can.

You can't build a world-class culture if HR is not willing to lead every step of the way. It is simply impossible.

So, who's willing to be vulnerable, take risks, and show every member of the organization that they matter just as much as you believe you do?

Thanks for being here.

Jay

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Life Burns Faster

Is it me, or are we suddenly moving at light speed? 

Work life is at full throttle with AI, M&A, TA, and a whole host of other abbreviations. Our personal lives seem to be moving faster too. Maybe that is just me lately?

So how do we somehow find a moment to reflect on what is happening around us, and sometimes to us, and maintain a level of balance that not only allows each of us to navigate our personal storms, but to enjoy the journey we're on?

I wish I had an easy answer.

Perhaps it is the intentional act of scheduling time?

Or, maybe it's just a momentary pause during a difficult moment?

A quick walk or coffee stop might help.

Meditation or prayer can be significant sources of peace in the storms of life.

Or it might just be that we need to stop worrying about 'solving' this challenge; and instead, keep it top of mind and tackle it in different ways at different times?

No easy answers. But if we ignore the pressure, we risk life burning us up unnecessarily.

Thanks for being here.

Jay

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Thinking Time

Crazy busy.

We're just so busy.

Life's been busy.

Never been busier.

I can't get caught up because I'm busier than ever.

Wait a second!

There has been plenty written about busyness and its negative effect on us all. Yet, you and I hear that same old 'busy list' every week.

I find that the posts describing the 'right' self-care, inspirational messages, and leadership effectiveness quotes often tell us things we know we should be doing, but we still find ourselves trapped in an endless cycle of never actually changing our behavior.

Maybe you feel that way too?

A quick story: 

Many years ago I was exploring getting my PhD with my Health System CEO who had his doctorate. His primary point for me was that a PhD was usually a personal achievement, and if that was what I was after I should go for it. However, if I wanted to actually improve my effectiveness in the organization I should instead schedule two hours of thinking time each week  (yes, put it on my calendar.) 

He said the pace of our work lives never actually give us much time to think things through (oh the busyness!)...instead...we're constantly hustling from one meeting to the next without ever really examining all of our options to be the best.

I scheduled the time on my calendar, and quickly dropped the PhD plan. 

How do you slow down and simply think once in a while?

Thanks for being here.

Jay

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Lean On Me

Do your colleagues know you are there for them in times of personal or professional crisis beyond the standard line “if you need anything, feel free to reach out?"

Crisis. That's a high impact word. 

When our colleagues are truly facing a crisis our real values rise to the surface. Shifting our focus to support them and taking action instead of simply offering is something that not only makes a difference for them, it also demonstrates real-time leadership to the rest of the team.

While we can rarely 'solve' our colleague's crisis moments...we can always be considered a valuable and kind people leader...and that's a pretty good position to be in.

Please know that if you ever find yourself in a tight spot, I am available 24/7 for you.

Thanks for being here.

Jay

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The Two Faces of Leadership (and how to help)

I've seen too many leaders believe they are putting on a politically correct public face, and yet behave poorly behind closed doors. Why does this behavior persist? I'm not sure who they believe they are fooling but it never works. 

Employees are smart.

Employees see through thinly disguised compassion.

It's a shame, actually. Good intentions end up wasted on a compulsion for control, constantly being in-the-know, and generally convincing themselves that without them everything would fall apart. 

Everything? Really?

Um, no.

So how do we support those who have lost their way and are caught up in their own echo chamber of leadership destiny?

• Call them out on their behavior in a closed door meeting?

• Publicly shame them?

Neither one of these options sound reasonable to me. Remember, we're talking about two-faced leaders...that means they do have redeeming qualities in one of their 'faces'...we just need to tap into that 'good side!'

Here are my three keys to addressing the behavior in a direct, non-emotional or judgmental way.

1. Meet privately and tell them you need them to allow you the grace to share some feedback, and that you in turn will demonstrate the same grace for them to react.

2. Give them examples of their strengths, and how you have specifically witnessed the behavior that is concerning and its impact on others in the organization.

3. Offer to serve as a sounding board for them going forward so they do not feel as if they've been accused and abandoned; but rather, have a colleague who is truly interested in helping them improve their leadership style.

What do you think? Can the two-faced leader be helped...or am I once again being too positive?

Thanks for being here.

Jay

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Your 2026 Talent Strategy

Organization-wide strategic plans

Capital spending plans.

Technology plans.

Staffing plans.

Productivity plans.

Buildings and grounds plans.

Clinical service line plans.

Expense plans.

Perhaps even a change management plan (I might be reaching here.)

So many plans…and they turn to vapor if you’re not integrating the most essential of them all.

Your talent strategy.

The following list outlines a few elements of what you should include in your people strategy for 2026.

A robust talent acquisition strategy…that consistently emphasizes your employer brand. Weekly content (blog posts and video) highlighting staff members as front-line bloggers documenting their journey working for you; a technology stack that actually accelerates time to fill; and high accountability between the recruitment team and the hiring managers to ensure candidates are not waiting for feedback, but are getting hired.

An individualized talent development strategy…that ensures two primary targets are met: initial competencies and organization-wide expectations are established, and then individualized learning plans are put in place to dramatically improve development of the leadership team without sending everyone through the same old ‘training programs’ that are rarely evaluated for effectiveness and impact.

An employee experience and employee relations culture strategy…that supports HR Business Partners, Managers, and Employees in a coordinated and thoughtful way. Each of these customer groups must feel valued in order for the hard work to get done. Employee parties and special weeks do not build corporate culture. Real engagement…real conversations…and investing the time and energy to address issues will always drive results.

A comprehensive people analytics strategy…that brings to light employee voice across the organization. Integrating multiple listening systems and data analytics to fully understand the various personas of the workforce is not only helpful…it is one of the only ways to move from a retrospective look at data to a more informed predictive view of where vulnerabilities lie.

An employee-focused communications strategy…that leverages multi-channel options to engage employees regardless of where they are in their employee experience journey. When there are gaps in communication, employees will fill in the gaps. It is important to ensure you proudly tell your employer story.

An efficient and centralized support function…that allows employees to get timely answers to questions, help with routine challenges (policy, benefits, payroll issues, etc) in a consistent way across the organization. Leveraging employee self-service tools with on-demand support both with a live person as well as technology solutions will create another positive data point for the employee experience.

Audit everything…from your employee and labor relations vulnerabilities to whether or not your communications are actually being read and internalized. If you don’t have a data-driven foundation, how can you possible make the proper strategic decisions?

This is clearly just a starter list; however, investing the time, energy and resources to bring these people strategies to life will have a dramatic impact on the life, and success, of your organization in the coming year.

Thanks for being here.

Jay

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