How to Disrupt HR, And What's Size Got to Do With It

It's time to Disrupt HR! Tune into this video of my recent presentation at DisruptHR New York (it's only 5 minutes long).

Don't Leave Culture To Chance | Colette Ellis | DisruptHR Talks from DisruptHR on Vimeo.

I shared my Don't Leave Culture to Chance presentation in May of this year at the Design a Happy + Healthy Company Conference. For this Ignite talk, I was challenged to share a disruptive idea related to company culture and talent management.

My disruptive idea is a bit cheeky (yes, a reference to size was made); yet I believe completely relevant to the discussion of how (and when) do leaders need to "worry about" defining company culture. Take a peek and let me know what you think.

Also, if for no other reason, you can watch me #fail at making the Vulcan salute!

Is Your Company Happy & Healthy? Learn 3 Ways to Measure on May 20

You're invited to the Happy & Healthy Company Conference | Presented by CMYK Ventures

Join me on May 20 from 9:30 am - 3:30 pm to discover new strategies and partners to help you design a happy and healthy company. Enjoy a healthy breakfast and lunch, watch inspiring talks, and meet over 50 founders and leaders who manage Talent, Culture, People, and Recruiting programs at leading NYC companies including Industry Standard, Luminary Labs, and ustwo. 

I'm excited to be one of the Keynote Speakers, sharing strategies to define a culture that engages and inspires employees even as your company grows.

Learn strategies for improving internal communication, collaboration, happiness, and wellness. Meet business vendors to explore services that cater to workplace happiness. Participate in discussions and workshops on themes related to organizational design, including:

• Human Company Design
• Planning for Change
• Common Play
• Diversity & Inclusivity 

Get help to manage HR, recruiting, operations, snacks, perks, interior design + more! Register now to join us on May 20th -- see you there!

Could an Empowered Patient Environment be the Catalyst for Women Healthcare Leaders to Thrive?

In today's Health 2.0, the patient is empowered. It's the patient's right to be kept abreast of what's happening with their health, so they can make informed choices about their health care. And, still, we've read and heard about too many instances when patients' concerns, interests, needs, and priorities have been minimized by a healthcare system that often values efficiency over empathy.

According to a Harvard Business Review report Women Rising: The Unseen Barriers, "... women’s leadership potential sometimes shows in less conventional ways—being responsive to clients’ needs, for example, rather than boldly asserting a point of view—and sometimes it takes powerful women to recognize that potential. But powerful women are scarce." Or are they?

This statement caused me to wonder: Could an empowered patient environment be a catalyst for women physicians and other female health practitioners to thrive?

There is data to support a difference in leadership abilities and traits between men and women. According to a 2011 survey of more than 7,000 leaders by Jack Zenger and Joseph Folkman, women were voted to outrank men in 12 of 16 top leadership competencies.

These top leadership competencies include the ability to:

• Display high integrity and honesty
• Inspire and motivates others
• Build relationships

I've teased out these three competencies in particular as they correlate well not only with creating an empowering environment for their fellow colleagues, but also one for their patients. Equally important are other competencies in which women were viewed to excel in this survey, which one may argue could help to change the landscape of the healthcare system on a broader level, including the ability to:

• Take initiative
• Develop others
• Drive for results
• Champion change

Sounds great? Perhaps ... until we explore deeper to uncover the one competency in which women were ranked to excel less than men: the ability to develop a strategic perspective. Why were women perceived to be less strategic?

Is it a result of long-held stereotypes? Is it because of a lack of women in top leadership positions? Or, perhaps, both of these factors have led to a phenomenon called second-generation gender bias? As suggested by Herminia Ibarra, Robin Ely, and Deborah Kolb: "This bias erects powerful but subtle and often invisible barriers for women that arise from cultural assumptions and organizational structures, practices, and patterns of interaction that inadvertently benefit men while putting women at a disadvantage."

Is there a second-generation bias in healthcare? To answer that question, I suggest we explore the proposed criteria and any data that may support or disprove this assertion. Some of the data can be found in the 2013 XX in Health report: The State of Women in Healthcare.

• A paucity of role models for women

While 78% of the healthcare industry are women and 70% are administrators, only 19% are hospital CEOs -- and there are NO women CEOs that lead Fortune 500 healthcare companies

• Gendered career paths and gendered work

In addition to the above, women are not represented well at the board level -- where they would have more opportunity to make strategic decisions about the direction of their organizations and the industry at-large

• Women's lack of access to networks and sponsors

Many women are not perceiving the healthcare workplace to be supportive of their career goals -- 39% reported leaving their previous employers because of the company culture.

• "Double binds" 

Ibarra, Ely, and Kolb describe this concept as: "The mismatch between conventionally feminine qualities and the qualities thought necessary for leadership puts female leaders in a double bind." Perhaps this explains the low ranking for strategic abilities in the Zenger-Folkman study.

So, what do you think -- is there second-generation bias in healthcare? If, so will it impact women healthcare leaders ability to thrive and succeed?

I've written this article in recognition of XX in Health Week, to explore the issue of gender diversity in health leadership. I welcome your thoughts and reactions to this information as well as what you see happening in your organization. I'd encourage you to continue the dialogue here -- and to participate in (or initiate) discussions about this gender diversity in your city and community.

Can a Successful Career Woman Juggle Work, Life & Dating Without Making Sacrifices?

Last Thursday, I participated in a coaching panel sponsored by the City Tech Alumni Association called Today's Woman: Your Life, Career & Outfit to help women define their personal style and boost their confidence.

Source: citytech.cuny.edu via Coach_Colette on Pinterest

We received a number of questions from women at the event about how to navigate their careers, balance work-life commitments, find mentors and just stay motivated! I thought I'd share a few of the questions and my responses here on the blog so that you too can benefit -- and start Q4 off with a bang!

Q: "I recently read an article about women not being able to 'have it all.' How can a successful, young career woman juggle work life and dating without sacrificing one or the other?"

A from Coach Colette:

* Get clear ... and be HONEST about your priorities; and then, don't judge yourself for having them -- in whatever way and in whatever order they show up for you. Your priorities WILL change over time -- figure out what they are for you right now.
* When you choose actions that align with your priorities, you will feel more comfortable and less conflicted, because you are being true to yourself -- working in the direction of your desires, dreams and goals.
* When you choose actions that contradict your priorities, you will feel uncomfortable or even guilty because there is a part of you (deep inside; yes, it's that voice) that realizes you’re not honoring what you truly want.
* Once you've honestly defined your priorities, take a look at your schedule for the last 2 weeks. Does your schedule reflect your priorities; i.e., do you allocate time to the people and the tasks that are most important to you? Whatever answers you learn from reviewing your schedule, again, don't judge -- just observe.
* Set the intention to spend more time with the most important people (e.g., family, friends, significant other, or whomever you choose), and to start spending more time working on the most important activities that you find valuable and that contribute to your priorities. In the beginning, you may only be able to make small changes in your schedule, and that's OK. In Covey speak, we call that living "above the line" -- starting to focus more of your attention on activities and people that are important to you and your goals.
* Minimize time you spend on non-important activities (e.g., putting out fires or responding to interruptions) and avoid potential "time wasters" or excessive "escape" activities -- the time wasters and escape activities are different for everyone; figure out what they are for you.
* And, perhaps most important, as you begin to make these changes, talk to the most important people in your life, including the person you're dating, who will be affected by changes in how you will spend your time -- don't do this in a vacuum, share your reasoning and let them know why you're making the changes. Let them know how it can benefit them as you become more fulfilled and excited about what's going on in your life.

I'd love to hear your thoughts on my suggestions. What's your take on "having it all?" What have you tried to keep a good balance between your business/career and your personal interests?

Comment here on the blog or tweet me on Twitter. And, keep an eye out as I answer more career and life questions from the discussion.

Are You Following the Evidence -- in Your Career or in Life?

Did YOU know? While only 16% of all men are over 6'2" tall, 57% of Fortune 500 CEOs are over 6'2". I learned this interesting fact during a recent presentation by Laura Liswood, author of The Loudest Duck.

What does this data suggest to you? Do you see any correlations in your organization?

Let's face it -- we get bombarded with lots of data (or evidence) on trends that are happening in the workplace and the world beyond. How can you figure out what information makes sense for you, or for your team? Following the evidence is about just that -- looking at data or statistics or even anecdotal information and evaluating it to see:

1. Is it valid (i.e., do you trust the source?)
2. Is it applicable to your team or organization?

In advance of our upcoming LIVE Follow the Evidence Diversity Training on Tuesday, June 15 (9am-12pm) here in New York, I thought I'd share the recording of the preview telecast.

Our process suggests you take a proactive instead of a reactive approach to gathering information, and seeing how your diversity management strategies work or don’t work and need to be adjusted – not just relying on "long-standing" but never proven traditions.

This time, we're speaking about it in terms of diversity. Yet, this evidence-based approach can be applied to all aspects of personal, team and organizational growth. You'll be more effective if you relentlessly seek new knowledge and insight, so you can keep updating your assumptions, skills and knowledge, and ground your decisions in the latest and best knowledge of what actually works.

How do YOU follow the evidence?

Leaders: How Do You Keep Team Members Motivated & Engaged?

How do you keep your team members motivated and engaged? The question is an important one for team leaders and managers to consider, especially since U.S. job satisfaction is apparently at its lowest point in two decades. And, this employee dissatisfaction appears to go beyond the survivor guilt often associated with employees who observe their friends and colleagues lose their jobs.

Source:

I Can’t Get No...Job Satisfaction, That Is: America’s Unhappy Workers

Research Report #1459-09-RR

The Conference Board

I share this information not to alarm you, but to help you consider the potential impact on you and your team.

Here are two questions for you to consider as you refine your goals and priorities for this quarter and during the year:

• Do individual team member objectives align with the overall priorities? Identifying and mapping individual objectives to team/organizational goals can give team members a “line of sight” from their role and responsibilities to the greater purpose of the organization. It also helps to level-set expectations so that everyone is on the same page about what’s being expected.
• How do you reward performance? If your messaging indicates that achieving team goals are important, and yet your incentives tend to reward individual performers more, there could be a disconnect. This isn't to say that you shouldn't reward high-achievers; just make sure you're walking your talk and clearly communicating what are your performance expectations.

As a leader, one of your priorities might be to create the right environment for your members to succeed – and exceed their goals. My priority is to continue sharing compelling ideas and strategies to help you and your team to achieve sustainable results in 2010 and beyond.

I’d love if you would share your 2010 team building intentions with me. I've created a Team Building & Visioning Survey to understand which issues are most important to you as a leader. As a thank you for your input, I'll share a free recording of our last Laser Focus Team Visioning teleseminar. As always, post your comments here or tweet me @Coach_Colette.

So, why DO men earn more than women?

In honor of Women’s History month, I thought I’d start a dialogue about a pretty controversial topic. I’m really interested in hearing your thoughts on this one!

Dr. Warren Farrell, PhD argues in his new book Why Men Earn More: The Startling Truth Behind the Pay Gap -- and What Women Can Do About It that 25 different workplace choices that men make lead to the fact they earn more than women. The workplace choices he identifies include:

• Putting in more hours
• Taking on more hazardous assignments
• Moving overseas or to undesirable locations
• Training for jobs with less people contact

He contends that women’s choices are driven by their desire to achieve a balance between their lifestyle and their career. Therefore, he argues that women tend to pursue jobs that offer this balance, and are lower on the pay scale. Dr. Farrell suggests that women actually earn equal pay (or more) for equal work – i.e. in jobs with the same level of responsibility and hours.

According to the Bureau of Labor Statistics “Highlights of Women’s Earnings in 2003” (September 2004) “women’s median earnings for full-time wage and salary workers in 2003 were $552 compared to $695 for men.” Women’s earnings in management, business and financial operations occupations were 69.9% of men’s in 2003. [Data provided by Catalyst]

So, what do YOU think?

Is it different workplace choices or are there other factors that lead to the earnings gap between men and women? What has been your experience? What have you observed in your industry?

I look forward to hearing your thoughts.