“Can you tell me about a negative situation you were able to turn into a positive?” “What are you best traits as a co-worker?” These are standard interview questions…
Here’s a scenario for you:
Taylor starts a new job and as part of orientation is tasked with meeting 1 on 1 with all members of the team to get to know them better. One meeting is with a peer of Taylor’s supervisor, Pat, and in that meeting Taylor is told to “watch out for Pat’s mood swings” and is advised to not speak to Pat until at least 10 am after Pat has had at least two cups of coffee. Similar sentiments are repeated to Taylor by other members of the team – some are Pat’s subordinates, some Pat’s peers and one is even Pat’s superior who told Taylor that working for a tough boss was an opportunity to learn how to navigate difficult people.
Clearly Pat has some issues. Unfortunately, so does Taylor now.
While these team members were trying to be helpful with Taylor, what would have actually helped would be for them not to tolerate Pat’s unacceptable behaviour – Especially Pat’s boss but also the peers. The trouble is we often don’t know what to say or how to stop such bad behaviour – especially once it becomes familiar. At some point in time Pat behaved badly and no one said a word, so Pat got away with it, and since it worked once, Pat did it again and again until those around Pat were just used to the rudeness and disrespect and found ways to work around it.
The impact of this kind of toxicity in a workplace is well known. Those on the receiving end of bullying and disrespect experience poor concentration, lower levels of job satisfaction, mental illness, physical illness and shattered self-esteem and self-worth. Organizations experience high turnover, increased absenteeism, decreased productivity and commitment, damaged reputation, difficulty in recruitment and very possibly significant legal costs. Even those bystanders feel the stress, anxiety, helplessness and fear from uncivil behaviours like Pat’s and they have higher turnover and increased absenteeism too.
Those in leadership and in other positions of power in an organization have an obligation to protect employees from people like Pat. You get the behaviour that you tolerate and you also have to pay the price for that behaviour. Finding the words to stop Pat isn’t easy, it takes some serious courage, but e good news is that it is pretty simple. You can try responding to a disrespectful comment (to yourself but especially when it’s directed at someone else) with something like: “Pat, that sounded a little harsh, is that what you intended?” or “Hmmmm, I’m not I sure I would have phrased that in that way.” Or “Pat, can we take this offline?” And then in private ask Pat what was intended by the comment.
Try practicing what you might say in advance of the next time a ‘Pat’ in your life is snarky or mean. If you have some phrases or lines ready to go in your head you’ll be much less likely to freeze or take flight – which only confirms to your ‘Pat’ that the behaviour is tolerable. And as we all know, it isn’t!
I often present Human Resource workshops to business leaders. In it, I explain why building a respectful workplace is essential to a business, and although everyone certainly agrees, I’m usually asked why it matters so much in the recruitment process. The people applying are just applicants or candidates – they aren’t even employees yet. Why does it matter how you treat someone who isn’t an employee? Why care so much? Why not expend your energy on those that have already made the cut?
When I get asked these questions, I wonder to myself: is there a magic line in the sand when people suddenly become more worthy of an employer’s respect?
They are always people. Human beings who want to work for you. People who are asking to spend day after day pushing, slogging, creating, crafting and producing for you. I think they are always deserving of respect.
What does it say about an employer who doesn’t bother to thank applicants for applying? It’s more than a nice touch when an applicant gets a response from a company after submitting a resume; at minimum, it confirms the resume was received and at most it indicates that the applicants is more than just a number.
Furthermore, what about companies that don’t bother to tell a candidate who has been interviewed that they didn’t get the job? These folks took the time to pick out and press nice clothing, prepare and research your company, think of answers to questions you might ask, travel (maybe even take time off of current work or arrange childcare) and in some way fit the interview into their lives, and after all that, they go through a stressful interview with you. They sit in the hot seat and try to be likeable but not too friendly, knowledgeable but not boastful, and share all the relevant details but not talk too much. Please pick up the phone to tell them they didn’t get the job. It’s uncomfortable and may not feel very kind, but it actually is.
Another opportunity to show respect to person through the recruitment process is to NOT have them go through all the interview stuff I listed above if you know they aren’t right. Sometimes employers are on the fence about an applicant’s resume and in that case, go ahead and interview. I’m referring to the situation where you feel you probably should interview someone for some reason other than their qualifications: maybe they are a friend of an employee or a family member of a colleague, or maybe they seemed really nice so you want to give them a shot at an interview – but in all those cases you know you won’t be hiring them, so don’t do it. You aren’t giving them a shot, it leads them on, wastes their time and really wastes yours too.
Your brand and reputation as an employer is a direct correlation to how you treat employees. Start your reputation as a respectful employer from the very beginning of the employee’s relationship. A few courtesies go a long way in setting yourself up as a respectful employer of choice.
On October 17 recreational marijuana will be legal in Canada. What does that mean for employers?
It means a few things – but perhaps the most important point is regardless of how you may personally feel about cannabis it’s coming, so as an employer you will have to adapt.
The Conference Board of Canada undertook a survey of employers in the spring of 2018 and discovered that 52% of employers are either concerned or very concerned about how legalizing cannabis impacts the workplace. A few of those employer concerns are:
· Impairment, defining impairment and testing for impairment
· Storing or having marijuana at work
· Potential Costs to the organization
· Problematic drug use or dependence
· Creating or refining policy to include the use – medicinally and recreationally – of marijuana
· Marijuana at work sanctioned social events
· Creating education and prevention programs
· Productivity and performance
Since 1923 recreational use of marijuana had been illegal in Canada, however a Supreme Court of Canada decision in 2001 made medical uses for cannabis legal. The government still has work to do on regulating age limits, taxation, marketing, distribution, impairment levels and a number of other aspects for both medicinal and recreational marijuana. Same goes for employers – there are some decisions to be made and some policy to be set regarding how you treat both the medicinal cannabis legislation and now the recreational within your own work environment. Amending existing policies might be a reasonable option for some employers, but for others, developing or implementing new policies specifically addressing recreational cannabis use may be necessary.
For many employers—particularly those that mainly employ office workers or workers who are not responsible for operating machinery— when it comes to the legalization of recreational cannabis, the initial step involves either making changes to an existent Alcohol & Drug policy or creating one that takes cannabis use into account. Just as is the case with alcohol, the legalization of cannabis doesn’t remove your right as employer to regulate the consumption, possession, and trafficking of cannabis at work. In cases where an organization has prohibited alcohol use while on the job, it can be very simple to tweak this policy to include cannabis, once it becomes legal.
Over the coming months decisions are being made by our governments, federal and provincial, which should help guide employer decisions for example on testing and determining impairment, however, now is the time to reflect on what your specific issues might be in your work environment and ensuring that you have determined and communicated policy to your employees.
Stay Tuned – I’m certain that there will be more to come on this 'burning' topic before October 17!
Over the month of July, we are celebrating all of the fantastic things that the Sunshine Coast has to offer. By using #coastersdo throughout our social media channels, we will recognize all the amazing activities, events and places here on the Sunshine Coast. Having spent most of my life here, I was the logical person to kick things off.
I begrudgingly came back to Gibsons five and a half years ago. I say “begrudgingly” because I had grown to really enjoy life in the Lower Mainland. I had a career, family, lots of entertainment choices and could even find a delicious meal out at 9 pm. That life ended after our youngest was getting close to her first birthday. Faced with a huge childcare cost, we packed up and headed back home where family and friends were ready to support us in any way possible. Looking back at things now, it is hard to imagine my life being anywhere else but here. Not only is the Sunshine Coast a wonderful place to raise a family but having friends, family and a welcoming community has made our transition back so much easier.
What has been a surprise and one of the best parts of being back here, has been the opportunity to see my kids exploring the same places that I did when I was their age. Most notably, exploring the various beaches that we have access to in Gibsons. After all #coastersdo the beach, right? From my house I have a handful of different beaches within walking distance. Each beach offers something a little different, to which my kids picked up immediately. They love climbing rocks and exploring tide pools, so Pebbles and Secret Beach are of interest to them. However, last week I took them to my favourite beach as a kid, Georgia Beach. As a kid, we always called it Musgrove’s Beach, not sure why. Wasn’t until I was an adult and saw the official sign that I got with the program and started calling it Georgia Beach. The beach is very small and tucked away and full of enough rocks that will keep an aspiring Nolan Ryan busy for hours. To most, I am sure there is nothing special about that beach. For me however, there is a swath of childhood memories gathered from the hours spent there week day summer evenings, after my dad got finished from his shift at the pulp mill. We bonded as a family there, skipping rocks and taking turns riding on logs aimlessly floating through the water. Now my kids do the same things at this unassuming beach. We get to hang out and have fun in the same place I did ages ago, like time standing still.
I urge you to interact with us on social media, using the #coastersdo tag and tell us about your favourite place, activity or what makes living here so unique. We would love to hear from you.
This month we're going to post a few things about Canada, About Labour in Canada and most specifically why it's great to be Canadian. We're also going to go a little narrower and talk about why we love the Sunshine Coast, BC - for work, play & life. Stay tuned for our #coastersdo hashtag! To kick us off here's why I think it’s great to be an employee in Canada.
Happy Canada Day! I’m proud to be a Canadian Employer – I’m hoping that by showing the difference between Canadian work practices and laws and work practices and laws just south of our border I’ll be able to express why I think it’s great to be an employee in Canada. I’m not trying to slag on the US (they get a lot of that these days…) but rather show Canadian employees why they have it pretty good.
· First of all – employees in Canada work fewer hours. We work 36 to 40 and Americans clock in about 47!
· Next, we have strict laws enforcing breaks, such as 30 minutes during five hours of work, and ensuring employees get at least 24 hours off in a row each week, and also making sure there are at least eight hours in between each shift. American work culture has a reputation that taking a break is for the weak spirited, whereas in Canada the laws are there to promote healthy workers.
· Third, vacation. Law dictates that we offer paid vacation of two weeks from the get go, and often more progressive employers are generous with much more. American companies aren’t required to do so. Anecdotally I’m told that some employers offer paid vacation, but the law is the law and American employees aren’t protected by it in the way we are in Canada.
· Lastly, the biggest difference I see is paid parental leave. In Canada not only are there hefty laws protecting parents from discrimination around pregnancy and parental leave we’re also entitled to paid leave. PAID leave… And not just 12 weeks. 18 months! There is law in the US that provides some employees with 12 weeks of unpaid leave (UNPAID!), but not everyone is entitled to even that!
The law is on the side of the employee in Canada, and even as an employer I’m grateful for that as employees should be protected. I still see lots of work to do for Canadian employers related to creating stronger more positive cultures free from Bullying and Harassment, and certainly diversity and inclusion can be amped up, but we’re seeing more and more practices and laws around those areas too. It won't be long until we're ahead of the pack on those laws too!
Go Canada Go
Creating meaningful partnerships is my passion; it motivates me to continuously push my boundaries. When you make a connection with someone, your worldview has expanded. Suddenly, what you thought you knew has been challenged. That is the shift, the moment where everything tips on the axis; it’s the part of relationship building I love the most.
Recently, I joined Praxis Group as their Director of Partnerships after a few years of getting to know the founders, Christina and Drew. I met Christina back in September of 2014 when she hired me for a position at a local financial institution. Immediately, I felt a connection with her. She was kind, accessible and generous with her time; she challenged my assumptions about Human Resources.
Fast track to around a year ago, I was working in a job supporting people with barriers to employment and Christina and her husband, Drew, were already underway running their own business. We reconnected at a local job fair and I was blown away with their mission and values as an organization. In that moment, I knew I needed to be involved in some capacity, I just didn’t know how.
Over the next series of months, Christina and I cultivated a relationship based in friendship and collaboration. We helped each other with whatever we could in our respective roles. Eventually, we started having more intentional conversations around me joining Praxis, and a few months later, I was reading over my Letter of Offer.
By the time I began my first day, it had been 4 years since I first met Christina. Our relationship took time to cultivate a deep level of trust with mutual respect and understanding. This method is how I approach all relationship building in both my personal and professional life. I take the time to listen -- to connect--and find commonalities. Thus, it’s fitting my new title is the Director of Partnerships, because making connections is an innate skill. I get excited at the prospect of learning something new from the people around me, whether I’ve just met them, or we’ve known each other for years.
Transitioning into my new role, I look forward to cultivating deep roots in community and corporate partnerships. I will approach each partnership with patience and understanding, much like the relationship between Christina and myself. Each relationship is unique, and it demands time and effort to create something special. After all, anything worth having is worth waiting for.
In our last post, Christina discussed the importance of urgency in business to drive performance and create an atmosphere of achievement. Tools such as defined goals, timelines, and success measures keep us accountable and help fuel a sense of accomplishment.
Urgency is important, but if left unchecked we become the proverbial chicken running around without a head.
Enter the pause.
Not a stop, not a rewind, not a fast-forward. A pause. Why? Because it connects us to the present. Urgency can motivate us toward the end goal but the pause keeps us grounded in the moment. When we are present, we are better communicators because we are aware of what is actually happening. Not what just happened, not what we think will happen, but what IS happening. Awareness is pressing the pause button; it brings us to the here and now. Mindfulness is giving the pause time and space so we can use our conscious brain to make decisions, communicate clearly, and act wisely.
When we are on auto play, our unconscious mind is in control. And when our unconscious mind is taking control of our actions and behaviour, whether it's writing a report, analyzing data, or speaking with a customer/coworker/supervisor/employee/etc we risk missing important information and making mistakes.
To make real, authentic, and impactful decisions we need our conscious mind in full force.
Our conscious mind is aware of its environment and the thoughts and emotions it triggers. When we pause and take a moment to be mindful of that environment, we can start to understand the difference between a thought and an emotion. We can dissect and break down the situation in order to communicate clearly, make a decision, or analyze the information.
In a world of immediacy and urgency, taking a pause can feel awkward and uncomfortable. Many people dislike silence and see a pause as a void to fill or even as a weakness of the other person. However, the reality is by taking a pause before responding we are practicing active listening and we aren't defaulting to the first thing that pops into our mind.
So what does a pause look like? In its simplest form, it's connecting with your breath. There is nothing more present than your breath. It's literally bringing awareness to a function of your unconscious mind so that you bring it to your consciousness. From there, you can employ a breathing technique or simply follow your natural breath to connect with the present moment.
The ultimate pause practice is meditation. The mind is a muscle, and just like other muscles, it can be developed, shaped, and strengthened. But it can also become weak, can atrophy, and rely on the other, bigger muscles (e.g. the unconscious mind) to take control which will ultimately create a great unbalance.
Approaches like taking a deep breath, counting to ten, or going for a walk are good places to start. But they need to be done mindfully and it takes practice in order for them to work. Taking a mindful walk doesn't mean walking while going over the conversation again and again in your mind trying to figure it out. It means feeling the ground beneath your feet, the wind on your cheeks, the smells in the air. It's about connecting with the act of walking and being fully present for that walk. You're telling your mind to be present with what you're doing so that when you're finished with your pause, you have brought your attention and awareness to the present to allow your conscious mind to flourish.
Try practicing mindfulness first in the little every day things like washing the dishes, flossing, walking the dog, or making coffee. Pay attention to how your senses react: the smell of the coffee, the warmth of the dish water. Notice the feelings evoked: the happiness of your pup, the satisfaction of taking care of your dental health. Once you become comfortable being mindful in the simple, every day you can bring that practice to other more difficult situations like decision making and communication.
There are a few buzz words out there these days that employers are using to describe ideal employees. Words like Resilient and Engaged and Agile come to mind; however, there is another one that we’ve heard a few times in just the past week that I thought could use some dissection and discussion.
Employers want employees that can step it up when they need to and who understand when that is.
We work with a mid-size marketing firm; when this firm started out as a teeny tiny venture their distinct difference was responsiveness. They could out-maneuver and out-flank their larger competitors and get the deals done. They could respond quickly and move fast. It was about hustle. This also became their competitive advantage – as a result, they grew. But, there seems to be an inverse relationship between this company’s size and the sense of urgency embedded in the culture. Now the work is ticking along and certainly getting done but that high energy buzz that used to be in the office has dwindled down to a steady hum.
More often than not, small companies have a sense of urgency. Why? Their very survival is at stake. If they don’t move quickly, they get squashed by larger, more established competitors. In today’s market, no one can afford to drift along with the status quo. Once a company passes a certain threshold it seems that urgency dissipates. This isn’t about work ethic or getting the job done, it’s about that fire that moves the team.
Think of it this way: many of us have a background in hospitality or retail. In that environment when you have line up of customers, what do you do? Keep the same place or do you step it up? You step it up! We may not have a line up in our professional offices, manufacturing firms, town halls or other workplaces but we do have a client that is waiting in line for the best service.
Hence employers want to find ways to create a sense of urgency. An atmosphere of urgency will create an atmosphere of achievement. It’s tragically un-hip to procrastinate. A deadline and strong sense of urgency generates energy towards getting results. In short, they drive people to perform.
Activate, Accelerate & Deadlines
Activate: Urgency requires we activate quickly: make a decision; get off the dime, pick up the phone, write the report, book the meeting, and finish the project. As someone very smart once said: “It’s easier to steer a moving object” If you’ve made the wrong decision, you can adjust. But if you wait too long, you miss the opportunity entirely.
Speed can still be our competitive advantage in larger organizations.
Accelerate: Urgency requires more than activation. You have to start quickly but you also have to keep things moving. There quite a few forces that will conspire to slow you down; approvals, budgets, client feedback and the list goes on. Any employee has to identify these obstacles and remove them in order to keep things moving forward to closure.
Deadlines: In an ideal world, behaviour doesn’t depend on deadlines.
Behaviour should depend on values, and one of the values of all high performing people is a sense of urgency. Deadlines represent commitment, deadlines enforce accountability, and deadlines create a sense of urgency. A clearly understood deadline that is shared, agreed upon and committed to is the silver bullet of proactive behaviour.
What specifically can you do to create more urgency?
- Walk faster – show some hustle
- Respond faster to emails and voicemails. Don’t allow yourself to become someone else’s excuse for not getting their work done.
- Get to the point quickly. Clean, clear and concise communication is key.
- Be quick to change your tactics. If something isn’t moving you toward your desired outcome do something else – rewrite the email, evaluate your work. Pivot.
- It’s easy to see a lack of urgency in others, but can you see it in yourself? How can your own mindset help you in creating your sense of urgency?
Why You Need a Sense of Urgency:
None of us can afford to delay our goals or responsibilities. Deadlines create a sense of urgency that help us get things done. Next Monday when you’re looking at your calendar or referring to your to-do list, factor in urgency, it will make a difference.
“School’s Cancelled due to Snow” These are probably the five best words that a kid can hear. But for me, it used to be quite the opposite. These five words used to send me scrambling. Those five plus the dreaded six words: “Mom, I’m too sick for school” and my worst three ever: “Professional Development Day.”
But then I started Praxis. I started my business to be able to build the flexibility into my life that eliminated trying to find some kind of work/life balance. Since I was in charge, I could schedule, cancel, assign and take on the work I wanted on my own terms. Sure there are still client meetings, trips to Nanaimo and late night report writing but I’m the one fitting them in on my own terms. I like get up early and get a jump on the day when the house is dark and quiet. Then by 3:00 when the kids are out of school, I’m done with work and able to focus on them.
But wait – I’m in the business of HR and building strong, functioning teams, right? So why does this only exist for me as an owner of a small business? Well, I don’t think it should. Take our Praxis workplace: None of our employees has a schedule. How about that! No schedule. They have work that needs to get done and parameters on how to do the work and deadlines for completion just like anywhere else, but how and when they get to it is up to them. This isn’t about providing flexibility to employees with a family either - none of my employees have school aged kids and some don’t have any. It’s about life outside of work and filling it up with the things that will be enjoyed. The 20/30/40 hours that someone is working is only a small portion of each week.
I work with my clients to ensure that their people – their absolute greatest asset – are engaged and connected to each other and to the organization and its purpose. That’s my job and when I’m able to ensure that my family is tended to I have more freedom of mind to tend to my business and my clients and my own team - quadruple win. Just imagine what it would be like if all of us – owners, leaders, and individual contributors had the same opportunity? When I look ahead to the future of work and workers, I see organizations that focus on the results and not the hours that an employee puts in.
Snow days shouldn’t just be fun for kids.
Lean in. Look inward. Take the lead. Take the second step. We hear these adages frequently in our lives but how often do we have a tool that can help us do so? Yes, we have coaches, mentors, friends, counsellors, leaders, and the list goes on of people who will encourage us to take the leap and go beyond the first step. But tools to help us with that? Tools that will give us actual insight to our decision making, thought process, attitudes, and behaviours? Tools that help us understand ourselves so we can improve our communication, decision making, change and conflict management?
Enter MBTI - the Myers-Briggs Type Indicator.
Throughout my career, I've done numerous "personality tests". The problem was, I never remembered "what" I was. I've always fallen somewhere in the middle on most of those types of tests, whether it's learning styles or personality. So, when I joined Praxis under the guidance of two MBTI certified professionals, I was intrigued. I knew there had to be something more than what I had previously been exposed to.
So. Much. More.
The missing key to my previous experiences was the Second Step. This is where we really dig in to all the facets that shape our personalities.
When I sat down to take the simple 20-minute online test, I sometimes found it hard to choose between only two options. I also felt like I was contradicting myself with some of my answers. A couple examples:
I like flexibility and adapting to each day, but I also like setting a plan and having some routine activities.
Sometimes I dive right in to tasks, other times I make lists and set timelines.
So how was this system of forced choice going to dig in to that grey area of my life? What little did I know. Oh, what little did I know!
MBTI Step I is the big picture, it's the either or of the 4 main dichotomies and preferences that shape our personalities. Yes, there's a scale, but at the end of it, we're left with 4 letters to define our personalities. We prefer either:
Introversion or Extroversion (I or E)
· How we give our attention and energy to the world
· Es focus outward and get energy through interacting with people and/or doing things
· Is focus inward and get energy through reflecting and time alone
Sensing or Intuition (S or N)
· How we bring in information and the type of information that we trust
· Ss notice and trust facts, details, and present realities
· Ns attend to and trust interrelationships, theories, and future possibilities
Thinking or Feeling (T or F)
· The way we make decisions
· Ts make decisions using logical analysis to achieve objectivity
· Fs make decisions using person-centred values to achieve harmony
Judging or Perceiving (J or P)
· Our attitude to the external world and how we orient ourselves to it
· Js are organized, orderly, and tend to make decisions quickly
· Ps are flexible, adaptable, and keep options open as long as possible
The key word here is prefer. Neither is better than the other, one isn't right and the other wrong, they're just different ways of perceiving and doing. We can do both, but not with equal comfort. We can do both, but not at the same time. Like writing, we have a dominant and non-dominant hand. We default to use one, but we can use the other. And the more we practice using the other, the more comfortable it becomes.
So what am I? Well, I'm an INFP. I am most definitely an INFP. I know this because not only did a fancy and fascinating 17-page report say so, but because after taking that simple online test, I sat in a room with other business leaders facilitated by Christina and Drew, to dig in and truly understand the differences between the dichotomies and do a self-assessment before seeing the results of the report. In both cases, it was pretty clear that I'm an INP, but the F was a little more challenging to determine.
And this is where we loop back to Step II. The Facets. Within those 8 letters, each has 5 facets and each facet is a theme. For example, ways to connect with others has two poles: initiating a receiving. This is where it gets complex, but not complicated. Because this is also where light is shed on the fact that I am indeed, smack dab in the middle of methodical (plan specific tasks, subtasks, and organized) and emergent (plunge in, let strategies emerge, and adaptable). The system of forced choice did it! It dug in to the grey areas of my life and highlighted that I can be both and that I am somewhere in between and that it's ok!
If you've ever questioned or criticized personality tests, I challenge you to dig deeper and take the second step lead by a trained facilitator. And while the interpretive report may take a bit of naval gazing, it will give you insight to yourself and your team that will improve communication and enhance understanding.
It also helps you embrace and understand things like the pressure prompted buzz us Ps love. Because yes, while I've been contemplating and writing this post in my mind for almost two weeks now, it wasn't until the (self-imposed) timeline of publishing it today, that I actually sat down to put fingers to keyboard.
About a year ago I wrote about how uncomfortable it was to be unplanned as a ‘planner’ by nature. (Read about it here: http://www.praxisgroup.ca/blogs/2017/3/19/the-uncomfortable-organic-planner Seriously read it, it’s quite good.) I wrote about how much I love to plan and how much I tell people and clients and even my kids that they should plan and they should write out their plans and tell other people about them too. Only trouble is that I spent 2017 flying by the seat of my pants with not a plan in sight other than getting the business deliverables out with perfection, on time and on budget. At home my only goal was to ensure that I kept my kids alive. No joke – with three kids under 10 that’s not an easy feat!
The good news is that we all survived 2017! Yay! And we even added more people to our list of people to keep alive (no, not kids, employees!) The great news is that having employees really means that you absolutely must plan! This unplanned planner is over the moon excited about this week. This week is the week of planning for me.
Tonight I spent it at an event called “Kick Start 2018 with Visualization and Digital Vision Boards” where I began the process of making a digital vision board. Oddly, as a planner I’ve never been too keen on doing vision boards. I did it once and it was a fun activity to do with a friend but I didn’t get much value in it. I was obviously doing it wrong because I haven’t even finished my board yet and I’m already feeling clearer about my purpose this year.
Tomorrow we strategize! I could burst I’m so thrilled to be sitting down with my whole team and planning out 2018! Well, first we’re going to answer these big questions and then we’re going to go granular and set up the plan to get there:
- Name 3 things you are passionate about (no restrictions or connection to Praxis)
- What businesses do you admire? What about their business operations or philosophy do you find attractive?
- What do you want to be doing with Praxis this year? 3 years from now?
- What does success look like?
- Bring 3 areas for personal growth
Then on Thursday I’m going to an event hosted by Lean In Canada called “Strategies to Move Ahead” where we’re going to learn strategies to determine our SMART personal and professional goals for 2018. There’s so much planning going on that I may explode with wicked good ideas and insights and direction and focus!
Watch out 2018, here we come!
My favourite part of the Christmas season is the brightness it brings to the darkest days of the year. I love the holly, jolly spirit and the merry and bright atmosphere. I love the house all sparkly and shiny; decorated with lights, candles, and memories of Christmases Past and loved ones near and far. For me, it is a shiny and bright celebration of the last days of the year; a time of reflection, love, hope, peace, and joy.
For many others, it is a time of unity, self-determination, collective work and responsibility, cooperative economics, purpose, creativity, and faith. These seven principles comprise Kawaida, a Swahili word meaning "common" and are the basis of the African-American holiday, Kwanzaa.
Over seven days from December 26th to January 1st, Kwanzaa spreads a universal message and celebration of community, family, and culture. Created in 1966 by Dr Maulana Karenga, the holiday was established as a means to help African Americans reconnect with their African roots and heritage; however, people from all backgrounds are welcomed to join in the celebration.
Today is the fourth day of Kwanzaa which celebrates Ujamaa: cooperative economics. The themes of unity, family, and equality encourage people to work together to prosper and thrive by creating and maintaining their own resources. Sounds pretty good to me.
No matter your background, the seven principles of Kwanzaa hold value and hope for a life well lived and shared with others.
To those who celebrate, Heri za Kwanzaa to you. To those who are just learning about Kwanzaa, here is a quick overview of the seven principles:
The seven principles, or Nguzo Saba are a set of ideals created by Dr. Maulana Karenga. Each day of Kwanzaa emphasizes a different principle.
Unity: Umoja (oo–MO–jah) To strive for and maintain unity in the family, community, nation, and race.
Self-determination: Kujichagulia (koo–gee–cha–goo–LEE–yah) To define ourselves, name ourselves, create for ourselves, and speak for ourselves.
Collective Work and Responsibility: Ujima (oo–GEE–mah) To build and maintain our community together and make our brother’s and sister’s problems our problems and to solve them together.
Cooperative Economics: Ujamaa (oo–JAH–mah) To build and maintain our own stores, shops, and other businesses and to profit from them together.
Purpose: Nia (nee–YAH) To make our collective vocation the building and developing of our community in order to restore our people to their traditional greatness.
Creativity: Kuumba (koo–OOM–bah) To do always as much as we can, in the way we can, in order to leave our community more beautiful and beneficial than we inherited it.
Faith: Imani (ee–MAH–nee) To believe with all our heart in our people, our parents, our teachers, our leaders, and the righteousness and victory of our struggle.
My six year old daughter came home from school a couple of weeks ago with a December calendar of events. As you can imagine, it’s chock full of Building Gingerbread Houses Day, Pajama Day, Skating Day, Nutcracker Performances and the usual round of Holiday Concerts – pretty standard stuff for the lead up to the winter break. But there, tucked amongst Breakfast with Santa, Christmas Day and Making Candy Canes were a couple of other dates. Namely – the first day of Hanukkah on December 13 and Kwanza on December 26. When I asked my daughter if she knew about the dates, she shrugged “Of course,” she said, “They are important days that people celebrate.” That’s right, of course they are. It’s so nonchalant and just plain old ordinary to my six year old that some people celebrate this and some people celebrate that.
No big deal. How refreshing.
Life should just be that way this time of year. How about you celebrate this and I’ll celebrate that? Let’s not make it matter what you celebrate or what I celebrate; how about we all just celebrate what we want (or nothing at all!) and we let everyone else have their own beliefs. How cool would it be if someone were comfortable enough to say “Merry Christmas” to a stranger on the street and hear a reply of “Happy Hanukkah” and know it meant that you were both just being yourselves and feeling your own warmth and affinity toward your beliefs. Me celebrating what I want doesn’t take a thing away from what anyone else believes.
The political correctness of saying “Happy Holidays” is paved with great intentions, however, when we really want to create diversity and inclusion in our workforces and in our communities, we need to be learning about other cultures, creating space for others to share and sharing our own stories too. The depth of diversity in Canada can easily be overlooked if we only focus on the commercialization of the holiday season – as is pretty evident with the number of plastic Santas out there. In order to create that diversity I urge you to look past the twinkling lights and learn about other cultures, make zero expectations that people are celebrating anything specific or anything at all, and perhaps like my daughter, circle some celebrations beyond your own on the December calendar.
Who knew a blind date could be an instant success? A connection you search for but know you may not ever find. That’s what happened to me when a mutual friend set me up on an interview with Christina and Drew (Praxis). Like any interview I had done my research, laid out my clothes the night before, made sure I didn’t have any toddler breakfast on my top and held my head high as I walked out the door… but this was different. I didn’t know what to expect, there hadn’t been a job opening or a formal recruitment, just one person, setting us up on a quasi-blind date. Yet, from the first conversation rally (often defaulting to sports terms) the spark was evident.
I suppose all interviews are like blind dates. Meeting people for the first time, hoping to impress them while learning more about the prospect, hoping you’ll get a call once the time spent together ends. What set this meeting apart was that spark. I like to think I have only taken jobs where I could see my future; however, this was bigger than that, it was a future I had dreamed about but I wasn’t completely confident existed (yet), especially on the Sunshine Coast (where we were moving our family to). Talking with Christina and Drew felt like talking to myself but in action. Ideas were flowing, pens were moving and I walked away with a huge smile on my face. This was it. They had done it, and I wanted to be a part of it!
Since then, it has been exactly as I hoped, working to put ideas into action just as our namesake eludes, and with another new team member (Erin), who was seemingly our missing link! Writing now, my plan was to contribute a blog about my transition into Praxis, but it wouldn’t be right without starting from the beginning…shedding light on the first day we met, the spark that just continues to grow, the revival of the blind date. With no finish line in sight, I am so grateful to be apart of this super star team.
Hi, I'm Erin. I'm one of the gals Christina and Drew mentioned in the previous two posts. Like them, I'm overjoyed to be part the Praxis Team. It's quite flattering, actually. For many reasons.
So, I made a list! Because who doesn't like lists?
5 (of many) Reasons why Praxis is both a Great Company to Work for and with:
1. Strong Leadership: Christina and Drew enable organizations to thrive by helping them innovate and lead by example. They walk the talk and push best practices to be better. For example, writing my job description was a collaborative effort; I was hired for my skills, not my ability to complete specific tasks. My job description will evolve as I grow. Plus, I got to pick my job title! How cool is that?
2. Shared Values: at the end of the day, we all just want to help people and live our best lives
3. Teamwork: our work is based on collaboration, trust, and most of all fun! What more can you ask for in a team?
4. Flexibility: I can work where I want, when I want. I have choice in the projects I contribute to. The value in my work is in the quality of the hours, not the quantity.
5. Creativity: I get to design presentations and find creative ways to inform, educate, and lead people from idea to action.
As I grow in my role as Program Facilitator, I look forward to discovering more reasons why I'm pumped on the work we do, and I will be sure to continue to share that with you.
Until then, thank you, Drew, Christina, and Lindsay for such a warm welcome to the team!
Ever find that it is sometimes the smallest things in life that can make you happy? Things like an elevator arriving to your floor the moment you push the button. Turning on the tv and finding that your favourite movie just started. Or how about taking that first sip of your favourite drink? All are pretty good things that at the very least crack an inward smile to those of us that experience these events. About a week ago, I found out what my little slice of random happiness was…
Finding a lemon meringue pie on the discount bakery cart at the grocery store.
Christina had mentioned that she hadn’t seen me smile all day, but damned if I wasn’t grinning like a Cheshire cat when I saw that pie with the 50% off sticker on the top of the packaging. With the kind of laser focus that writers hyperbolize elite athletes of possessing, I lunged forward, grabbed the delicious package and secured it in my cart. I felt like my day was done after that, I had reached the highest of peaks.
Truth is however, I have had a lot to be happy about lately. Some of these things are not even food related either! As a father, I have had the opportunity to watch each of my three children participate in something they are passionate about. For a parent, seeing your kids not only enjoy what they are doing but having a measure of success at it, is overwhelmingly satisfying. I have been happy because we have been fortunate enough to close off a couple of recruitment searches and thereby giving individuals an exciting new opportunity. Being a small part in a life event for someone is an extremely rewarding experience. Contrary to what Christina might think, there is something that even makes me happier than seeing that discounted pie. Our team at Praxis is growing.
Within the context of things that are a “problem”, being busy (as a business owner) is a good one to have. I am happy to say that we are bringing on two wonderful individuals who will make Praxis even stronger and allow us to continue delivering the quality of customer service that we pride ourselves on. Lindsay Roberts and Erin Heeney are joining the team as the Director of HR Services and Program Coordinator/Facilitator, respectively. Aside from also living in one of the most beautiful corners of the country, we all share a passion for helping organizations build their best possible teams. It is rare that you meet someone for the first time and walk away feeling in complete alignment in your vision and values. We had that feeling with both Lindsay and Erin after our initial meetings. They are going to bring enormous value to Praxis and to our clients and I couldn’t be happier to have them onboard…like discounted lemon meringue pie happy.
Have you ever run a business, with you and your partner both working 80+ hours per week? Have you ever tried to run a business working all those hours when your partner is also your husband and you have three active kids, two big dogs and a home to run together?
If so, you'll know that it's difficult (understatement!) because you and he are literally everything to everybody at home and everything to everybody with all your clients. So, what do you do?
Hire some help of course!
But what if you found an absolutely ahhh-mazing team member, and she was tied up in a contract for a few more months? Well, if you are like us, of course you’d wait for her. Because she’s awesome and I mean that in a tremendous, remarkable, splendid kind of way!
So then, what if while you were waiting for this tremendous, remarkable, splendid Director of all your services to arrive, you launch a whole new line of service? Well, that’s what we did. On top of the bucket load of interesting and complex HR advisory work, on top of the challenging recruitment we had underway and on top of the regular learning and development and team building we were doing – we decided to take on a huge new program focused around Diversity, Inclusion & Unconscious Bias. Why? Because there is significant value in it for us and for our clients.
And then what if you stopped counting the hours you were working and you found yourselves without a day off ever, like ever ever, and what if your kids started complaining that they didn’t know who you were anymore and what if you started going days between showers? (kidding! Sort of…)
Hire some help of course! So, we found an ahhh-mazing new team member to support all of our new work in Diversity, our Respectful Workplace programs and our Learning & Development / Team Building work. But like anyone worth their salt, she wanted to give appropriate notice to her employer and then she wanted a little time to her herself in between her old gig and our new gig. (She went to Mexico! Yay, for her, boo for us!) But of course we were happy to wait because she’s terrific. Terrific in a “she takes initiative on the very first day” kind of terrific!
But then guess what happened?
November 8, 2017 happened. And as luck would have it, our brand new Program Facilitator and our Director of HR Services joined the Praxis Team for real. For realz.
So, if you see me smiling around town (with my kids in tow!) you know why.
Welcome to the craziness Lindsay & Erin – we couldn’t be happier to have you!
Those of us at Praxis, like most people, enjoy a long weekend away from work with more time for our families, however, as supporters and advocates for the rights of First Nations people we’ve been hesitant to celebrate Thanksgiving. We’ve been concerned that our celebration of gratitude had roots that came at a cost to the Indigenous population. It was time for some serious research.
The first documented “Thanksgiving” in Canada was in 1578 when English explorer Martin Frobisher celebrated his fleet’s safe return to Newfoundland after attempting to find the Northwest Passage. (The Northwest Passage wasn’t fully navigated until much, much later in the early 1900’s – Frobisher was merely celebrating that the fleet made it back to Newfoundland safely.) Feasts in Canada continued thereafter to celebrate and give thanks for the land that we call home, the food on our tables and the families that we love. Explorer Samuel de Champlain is known to have held massive meals with First Nations people to celebrate and give thanks. Thanksgiving became a national Holiday in 1879.
However, it is extremely evident that the celebration of Thanksgiving has deep roots in First Nations culture and in fact Thanksgiving is originally an Indigenous ceremony. In a recent CBC interview Brian Rice, an assistant professor in the department of religion at the University of Winnipeg and a member of the Mohawk nation said, "All of our ceremonies, all of the things that we do, have to do with giving thanks. So it's part of a continuum of something that's been practised for thousands of years." As far as First Nation celebrations of Thanksgiving in Canada go – it’s a divided issue with some celebrating Thanksgiving, others not celebrating anything and some celebrating their own made up holiday – in one family they call it: “You're Welcome Day.”
So, what to do at Praxis? By not acknowledging Thanksgiving we feel that we are ignoring the gift that First Nations people gave to us. Building on the idea of “You're Welcome Day” we are absolutely going to celebrate Thanksgiving as way to say thank you to the aboriginal people that can lay claim to the land that we live and work on. It is about gratitude and family ties and doing our best to build relationships. As an integral part of our Thanksgiving we chose to speak to our family about the gratitude we feel to be living in such a wonderful place with such abundance. We make sure that our children understand that the land on which we have our home and our office belongs to the Skwxwú7mesh Úxwumixw (Squamish Nation.) We show our gratitude to First Nations people for the food, the land, the air and the water that feeds and supports us. So, Huy Chexw (thank you in Squamish) to all of those that came before us and gave us this place to be.
Praxis began because Drew and I wanted to be The Boss. We wanted to work for ourselves and have infinitely more flexibility. I personally was frustrated with asking if I could have an afternoon or an hour away from the office to attend to something for my kids. I have excellent time management ability and can focus easily, I know how to manage my time with my tasks and saw slipping away from work to watch an assembly or take a child to the dentist as easy and as just part of my day. Funny, my boss didn’t see it that way. However, I never did ask if I could come in on a Saturday to get ahead of the workload – I just would and of course no one ever challenged me on it. It isn’t that they wouldn’t let me go – if I asked, then I could go – but it was just the fact that I had to ask and that it was tallied up and tracked, used as vacation, or I traded this time at work here for this time at home there and recorded on some spreadsheet and in some database.
As the one in charge of the service we offer now (aka The Boss) I weave what needs attending to at home and at work into my day and my schedule. It’s the sunny Monday morning of a Long Weekend while I write this – but I was up at 5:30 so I might as well write this blog while the house is quiet and I have the time – right? And come Wednesday afternoon at 12:50 you’ll find me at the school walking my youngest child’s Kindergarten class to the pool for swimming lessons – because it’s important and fun – right? Still trading time but I’m most certainly not tracking it and I’m not asking if I can; I’m simply managing the pieces of my life and my work that matter.
I have a friend in Vancouver who runs his own business with about 20 employees and he doesn’t track lunch hours or what time they roll in each day – and I’ll tell you something crazy - he doesn’t even track vacation. Not one little bit. He sets out the expectations and provides plenty of support; guidance and the tools and resources they need to do their jobs. And then: he lets them get to it. If they need a Wednesday afternoon off to walk their kid to a swimming lesson, off they go, without question, without asking. If they need two weeks in Hawaii, off they go without question, without asking. He hires skilled people with the ability to get the job done without his meddling and then makes sure they know what they are on deck to do. Then they do it as they see fit, in the times that work best for them. He doesn’t track anything but their final performance and if they are getting the results he needs them to, they are successful. End of the story.
As Drew and I stare down the barrel of making our first few hires, we’re most definitely thinking about flexibility for our team. We refuse to make our employees choose between work and family – we aren’t retail, someone does not have to be minding the store in order to get the job done. Also, as an HR company we fully understand that companies that are willing to offer more flexible job options find that their employees are happier and more committed to their jobs, or even that they get more work done. So that’s a nice bonus, but in the end we’re offering flexibility because I will trust them and I have better things to do than track and trade my team’s work time with down time – and so will they.