The 10 Most Influential Leaders in HR March2021

Editor’s Desk

Adaptingto UncertainTimes

Thebusinessworldiscontinuallyevolvingwith

innovativesolutionsandcompaniesareadaptingto thesechanges.Whatstaysvaluableistheculture builtbythecompany.Itistheworkculturethatcanmake orbreakanybusiness.

ThisiswhereHRprofessionalscomeintothepicture,asit isthesepeoplewhointroducethecultureofdiversityand inclusioninanybusiness.HRleadersaresurroundedby training,hiring,andconductingactivitiesforthe employees.Withtheirkindgesture,theyfilltheworkplace environmentwithpositivityandenergy.Theirroleis definedbysolvingtheissuesoftheemployees,maintaining relationshipswiththeemployees,andmuchmore.

HRleadersunderstandtheimportanceofteamworkandare awareoftheimportanceofteamspirittobringmotivation amongtheemployees.Itisbecauseoftheirqualityofcare becauseofwhichanycompanycreatesahealthyworking culturethatdeliversgreatresults.Constantlytryingnew things,newskillsandtechniqueshelptokeepthings updatedandmovinginHR.

Thereisalwaysadifferencebetweenleadershipand managementandHRleadersworkonmanagingboth aspects.And,thatisthecoreofleadership.Findingtheright talentattherightplaceattherighttimemakesthings happen.HRleadersdiscoverandsupportemployeetalents whereemployeescanenjoytheworkingincompany They actuallystrivetomaketheircompaniesabetterplacefor peopletoworkbysupportingthemtofulfilltheirdreams.

WeareblessedtohaveHRleadersarounduswiththeir creativeandinspirationalideaswhichinspiretheemployees toworkwithethics.Often,wefacechallengesinour personalandprofessionallives,butbuildingahealthy environmentandputtingasmileonourfaceisreallyagreat strengthofHRleaders.Theenthusiasmtotake

responsibilityultimatelyhelpstoachievethesuccess oftheorganization.

Today,HRmanagementisgoingthroughachange, especiallywiththecovidnorms,workfromhome, anddigitalizationworkforceisemerging.Thisaffects thewayHRleaders'processes,buttheyarekeeping theworkorganizedforthecompanyandthe employeessuperbly.Theyarenowmoreinvolvedin takingcareofthephysical,emotional,andsocial careoftheemployees.Theyhavewelladaptedto thischangeastheirstrengthofcommunicationskills becomescrucialinthesetimes.

ItisbecauseoftheseHRleadersthatemployeesget newopportunitiestogrowastheykeepahappy workforceandclearcommunicationwiththe involvementoftheemployees.Whetherinthe companyoroutside,onethingtheyteachusthatwith humbleness,careandsupportwecankeephumanity aliveinthisvolatileworldoftechnologyaswell.

BeingawareoftheresponsibilitiesofsuchHR leadersandunderstandingtheircontributiontothe industry, Insights Success sharestheirjourneyinits upcomingeditionof“The10MostInfluential LeadersinHR”.FeaturingontheCoverStoryof thiseditionisMaraSchär,CEOandFounderof JoyCorporateGmbH.Maraisanexemplaryleader withahumantouchwhoiscontributingsomuchto thelivesofemployeesandmakingadifference.

Lastly,whileturningintomorepagesdonotmissto readabouttheCXOstandpointsbytheindustry expertsandtheinformativearticleswrittenbyourinhouseeditorialteam.

HaveaLovelyRead!

sourabh@insightssuccess.com

AlanPrice CEO

AndreaBrogger ChiefPeopleOfficer

Brief CompanyName

BrightHR brighthr.com

BrightHRisanaward-winningHRsoftwareandsupport serviceforsmallbusinessowners.

TrueBlue trueblue.com

EugenioPirri

ChiefPeople& CultureOfficer

GordonTredgold CEOandManaging Consultant

HenryStewart ChiefHappinessOfficer

DorchesterServices dorchester collection.com

TrueBlue(NYSE:TBI)isaleadingstaffing,recruitingand workforcemanagementcompany

DorchesterCollectionisaluxuryhoteloperatorownedbythe BruneiInvestmentAgency,anarmoftheMinistryofFinance ofBrunei.

GordonTredgold gordontredgold.com

Gordonhasalwayshadtheuniqueabilitytoassessdifficult situations,determinewhatcouldbedonedifferentlyandthen createsimple,easytounderstandandeasytoimplement solutions,whichdeliversustainableresultsFAST.

HappyLtdisanawardwinningLearningandDevelopment organisation. Happy.co.uk happy.co.uk

JojiSekhonGill StrategicHRDirector

KarinVolo

ChiefJoyBringer/CEO

DuPontSouthAsia dupont.co.in

Evoloshen evoloshen.com

KrisDunn CHRO Kinetix kinetix.com

DuPontisworkingwithindustryleadersinsafety,healthcare, electronics,mobilityandconstruction,creatingtechnologybasedmaterials,ingredientsandsolutionsthathelptransform industriesandeverydaylife.

Evoloshenisaninternationalcorporatetrainingandconsulting companythatprovidesauniqueapproachtoCultural Transformation.

TheKinetixmanagedserviceoperatesasifwewereyour internalITdepartment,withincentivesfullyalignedwith yours.

MaraSchär ChiefExecutiveOfficer

MeganLeasher

ChiefSolutionsStrategist

JoyCorporate joycorporate.ch

TalentPlus talentplus.com

JoyCorporatewasnamedTOP10EmployeeWellness Consulting/ServicesCompaniesinEuropebyHRTech Outlookforthesecondyearinarow.Inordertoshowthe landscapeofemployeewellnesssolutionsmoreclearly,the editorsofHRTechOutlookhaveidentifiedthetop10 employeewellnesssolutionproviders.

TalentPlusisthepremierglobalhumanresourcesconsulting firmandtheleadingpartnerinbuildingandsustaininghighperformingandfully-engagedculturesthroughtalentselection, developmentandanalytics.

FeaturedPerson

“Flexibility is key, especially in challenging times like these. As such, we constantly invent new ways of providing our services and support to our clients. I believe in hard work and high standards.”

MARA SCHÄR

An Intuitive and Empathetic Leader

The10MostInfluentialLeadersinHR

Caringforemployeesisthemostimportantpartofanyorganizationalgrowth.Appreciation,care,support, andencouragementempowerstheemployees,anditimprovestheproductivityoftheemployees.Therefore, havinganHRleaderintheorganizationwhounderstandshumanvaluesandnurturesthepositiveemotions inemployeesisessentialforanyorganization.

Anemployeewhofeelscaredforismuchmorelikelytofeelhappyandengagedatwork.Ensuringemployee satisfactioncreatesamoreefficientandproductiveworkplaceandincreasesemployeeretention.

Moreandmoreleadersarebecomingawareoftheirresponsibilityandunderstandingthattheymustcontributeto healthandwell-being—physicallyaswellaspsychologically—intheworkplace.

MaraSchär,CEOandFounderofJoyCorporateGmbHisonesuchanexemplaryleaderwithahumantouch whoiscontributingsomuchtothelivesofemployeesandmakingadifference.

BelowarethehighlightsoftheinterviewbetweenMaraandInsightsSuccesswhereinsheshares hernotionsofanemployeecentricleaderandalsoafewinsightsintoherjourneyasaFounderand CEO:

Kindlytakeusthroughyourjourneyonbecomingaproficientleader. Iwouldnotcallmyselfaleader.Idonotleadpeople;Iworkwithpeople.AndIamlearningevery dayfromthem.Myjourneytookmetodifferentcountries,cultures,corporatejobs.Iworkedasa journalistandinthecorporatefieldformanyyears.Iexperiencedmyselfasanemployeein differentprofessionalsituations.

Gettingthingsdonefromtheteamisjustonepartofthejobofaleader.Youcannotsurviveasa leaderifyoubecomegoodatjustgivingorder.Ibelievegreat“leaders”becomegreatbecausethey receiveandoffergreatsupport.Andthispointisvalidnotjustforleaders,butforalmostanyone whoislookingtogrowinprofessionalandprivatelife.

WhenIchosethepeopleIamworkingwith,Ialwayshaveastrategyinmymind,andnotjustlook attheircertificatesorachievements.IevenwouldsayIuseintuitionasmyfirstcounselor.I“feel” themandtrytounderstandthem.

Intuitionispartofourhumanresourcesstrategy.Wehaveclearconcepts,directions,andbiggoals. Rightnow,ImustsaythatI'mveryproudofmyteam.Weareworkingsincemanyyearstogether andwearedoinggreat.I'mmyselfinacontinuouslearningprocess.I'mlearningtoprovide guidance,feedbackandbedirectwhilestillshowingempathy.Somedaysaredifficult,butsome daysaregreat,anditistrulyrewardingtoseethegrowthandevolutionofourcompany

Canyounameapersonwhohashadatremendousimpactonyouasaleader?Maybe someonewhohasbeenamentortoyou?Whyandhowdidthispersonimpactyourlife? Yes,forsure.Itismyhusband.Hebelievedinmeasaleaderandentrepreneurfirst.Hewasoneof theveryfewpeoplethatsustainedmeinleavingmycorporatejobandcreatingacompany Support,especiallyfromasignificantother,iscrucialtothesuccessofabusiness.Oneshouldbe abletogotohisorherspouseandexpressideas,andthespousemustprovideemotionalsupport andconstructivecriticismtoproduceasuccessfulbusiness.

Forfemaleentrepreneursitisprobablyevenmore complicatedbecausewomenarestill,toadegree,expected toprioritizebuildingahomeandfamily,especiallyin Switzerland,whichisaveryconservative,traditionalist country.Ialsolearnedalotfrommyhusband'svast experienceasabusinessman.Ithinkweareagoodteam, andwesupporteachothernotonlyinbusiness,andthisis notamatterofcourse.

Accordingtoyou,whatarethehighest-value opportunitiesforimprovingtalentmanagement?

Thehighest-valueopportunitiesforimprovingtalent managementarethereforeaconsolidatedhumanresources strategy.Itshouldbeclearinwhichdirectionacompany conceptwilldeveloptofindtherightfuturepersonnel. Therefore,strategydevelopmentfirstrequiresastrategic analysistocorrectlydeterminethenumberandqualityof talents.

Thestrategyshouldincludethemergingofdifferent functionalareasofacompany,aswellastheexchangeof currentspecialistsinthefieldoffeasibilityand development.Regularcommunicationregardingnewideas andrelatedkeyqualificationsforimplementationshould alsobepartofthestrategy.

WhatvaluesareimportanttoyouasanHRleader?

Communicationiskey.HRleadersneedtobegreat communicators,anessentialtraitthatiscrucialforsuccess. Clear,effectivemessagescanboostmorale,increase loyalty,andevensavetheorganizationmoney.Andwith outstandingverbalcommunicationskillsyoucanhelpyour workforcetounderstandbettertheirrolesindriving organizationalresultsandmotivatethemtowardpeak performance.

HRprofessionalsneedtothinkstrategically,connectinga HRfunctionwithanin-depthknowledgeoftheir organization'scorebusinessissuesandaspirations.

AnHRprofessionalshouldpracticevalue-basedandethical behavior.BecauseHRprofessionalsoftenleadtheprocess forfairandequitabletreatmentofallorganizational membersandthushelptointernalizeanddemonstrate organization'svaluesandethicalbehaviors.

HowaccordingtoyouhastheCOVID-19pandemic affectedtheHRindustry?

Countries,regions,andindustriesareaffectedbythe pandemicinverydifferentways.Whiledoctorsandnursing

staffdohardwork,manyothercompaniesfearfortheir existence.Thecrisisisalsoacceleratingchangesinthe personnelenvironment.Forexample,therehasbeenatrend towardsthehomeofficeforyears.Thepandemicforced companiestolettheiremployeeswork“remotely”.

HRmustthereforequicklyadapttothechangedframework andensurethecontinuationofthebusiness.Companiesare requiredtoassumesocialresponsibility.Theaimisnotto cutjobs,buttodevelopalternativeoptions.Companies mustalsoensurethehealthprotectionoftheiremployees andkeepaneyeontheirwell-being.

Thepandemichadatremendousinfluenceonthewellbeingofallpeopleeverywherearoundtheworld.Wedon't needahugeteamofspecialistinordertounderstandthis. Increaseinloneliness,depression,andfear,anddecreasein happinessarethere.

HappinessResearchInstitute,Copenhagen,publisheda studyonsubjectivewell-being,loneliness,worries,and behaviorintheageofthecoronaviruspandemic.After severalyearswithonlyslightvariationsinlifesatisfaction onapopulationlevel,lifesatisfactiondecreaseddrastically inalmostallEuropeancountriesin2020.

AttheendofOctober,morethanhalfofthepeople surveyedbytheSwissRadioandTelevision(SRF)ratedthe moodinSwitzerlandasbadorverybad.Wecanextrapolate thisofcoursetotheorganizations.Ifweconsiderafew importantaspectsasfear,loneliness,andsocialisolation, theyallhavedramaticandsubstantialeffectsonqualityof life.

Certainmediasourcesaffectfearsandworriestoo throughoutthepandemic.Andweallknowthatahappy workforceisalsoanefficientandproductiveone.So,itis timeforleaderstodevelopprogramsandmake recommendationstoprotectpeoplefromthenegative effectsofthepandemicgoingforward.

Ourcompanyoffersonlinecoursesandwebinarswhich treatthemeslike“MindWell-being”,“HealthySleeping”, “Communication”,“ConflictManagement”etc.Weoffer alsoonlineyoga,ergonomics,andmindfulnesswebinarsfor theemployees.Veryimportantinthiscriticalphaseisa continuousandclearcommunicationandinvolvementof employees.

Whatare,inyouropinion,themostimportant characteristicsofanHRleader?

Leadersneedtheabilitytosupportwhennecessary, especiallyintimesofcrisis.Theyneedaclearvaluesystem andcleargoals.Theyshouldknowhowtomotivate employees.Topexecutiveswanttoachieveahighimpact. Thatiswhytheyregularlyquestiontheiractions.Because theyknow:Atopperformance-alsointheareaof leadership-canonlybeachievedinthelongrunbythose whostriveforimprovement.Accordingly,theyarewilling tolearnandchange.

Whatadvicewouldyouliketogivetotheemerging leaders?

Beopenandkeeplearningyourwholelife.Bylearning, youcandevelopnewperspectivesandskills.Keepaspecial focusoncommunicationsskills,theyarevitalforyour successasaleader.Whileyoudevelopyourstrengths, remembertokeepyourintegrity.Goodleadersseekout advisorsandcoachestohelpthemlearn,change,andgrow. Amentorcangivevaluableinsightonthebusiness.

Whatareyourfutureendeavors/objectivesandwhere doyouseeHRindustryinthenearfuture? HRmanagementhavebeeninaprofoundchangeprocess foryears,duetodigitizationandautomation.Somejobsare

becomingsuperfluous,whileatthesametimecompletely newjobprofilesareemerging.Thechangealsoaffectsthe waypeopleworkandcollaborate.Andthepandemichas dramaticallyacceleratedthesechanges.

Remoteworkhasbecomerealityandanecessarywaytobe abletocontinuetowork.HRdepartmentsneednowstable processesandefficienttoolstofacethechallenges.Remote working,homeofficeandagileworkingmethodsshouldbe technicallyandorganizationallyanchoredinthecompanythisallowsafastandflexibleresponsetochangingexternal conditions.

Structuredfurthereducationandtrainingandtheholistic developmentofone'sowntalentsareamatterofcourse. Employeetrainingisessentialandshouldbedonein webinarsandonlinecourses.Workshopsshouldbe proactiveandhelpemployeesreachtheirfullpotentialatall levels:physical,emotional,social,andintellectual.

Joy Corporate GmbH

Thiersteinerallee 17 4053 Basel

Tel: +41 (0) 765 604 155

Alan Price, CEO, BrightHR

Leading with Courage and by Example Alan Price

Greatleadersarecourageoustotrynewthings, stretchboundaries,andhavenevergiveup attitude.ThemostsuccessfulHRleadersknow thatthere'salwaysroomfornewideas.Theyhavethegrit anddeterminationrequiredtotakeabusinessideafromjust anideaandtransformitintoaprofitablebusinessor product.Theyfindthatdrawingoncreativitycanhelpdrive improvementsandgrowthforeveryone’sbenefit.Alan Priceisonesuchleader

Tofostersuchcreativity,Alanfrequentlycollaborateswith variousteamsacrossBrightHR.Helikestoleadby example.HeasaCEOstepsactivelyintothisroleand facilitatesworkshops,mentoring,orplanningdaysessions toseehowhecanbecomeamoreactiveconduitfor innovationinhisworkenvironment.Hesaysthatwellconnectedmentorsandexperiencedpeershelpsoneseton rightcourseforcareerdevelopment.

InaninterviewwithInsightsSuccess,hesharesabouthis journeyandcontributionthroughBrightHRasaninfluential HRleader

BelowarethehighlightsoftheinterviewbetweenAlan PrinceandInsightsSuccess:

Kindlytakeusthroughyourjourneyonbecominga proficientleader.

In2003,IwasappointedtoherMajesty'sCourtand TribunalServiceintheUK,andIwasoneoftheyoungest judicialappointmentstotheEmploymentTribunalService, whichIcontinuetohold.Sincethen,Ihavebecomea leaderatthePeninsulaGroup,whichprovidesemployers support,namelyHR,employmentlawandhealth&safety transformation,toover75,000businessesintheUK,

Ireland,Australia,NewZealand,andCanada.Iam responsiblefortheGroup'soperationsstrategy,presiding over125,000clientmonthlyserviceinteractionsandclient experienceengagements.Iholdseveralnon-executive positionsacrossthe11Groupcompanieswhilemaintaining aGroupoperationaloverviewandGroupresponsibilities. Mycurrentprojectisoverseeingtheglobalrolloutof BrightHR,whichisanHRsoftwareandemploymentlaw advicefirmandistheGroup'shumancapitalmanagement andsoftwareasaservicepropositionsupportingover 44,000organisationsandover500,000usersworldwide. AswellasmyworkasaleaderatBrightHRandthe PeninsulaGroup,IamproudtobeaCharteredFellowof theCIPDwith18years'experienceinemployeerelations,a CharteredManagerandFellowoftheCMI,acertified practitionerandFellowoftheAHRI(AustralianHuman ResourcesInstitute),andaprofessionalmemberofSHRM, CanadianHumanResourceProfessionalAssociationand BritishColumbia&CharteredProfessionalsinHuman Resources.Forthelastfouryears,Iservedasacharity trusteeandNon-ExecutiveDirectorfortheworld’ssecondlargestHRprofessionalbody,theCIPD,representingover 140,000HRprofessionalsworldwide.

Howdoyoudiversifyyourorganization’sofferingsto enticethetargetaudience?

HereatBrightHR,wearealwayslookingatnewwaysto disruptthemarketandcreatemeaningfulproductsthatare beneficialtoourcustomers.Thecreationofthefurlough navigator,backtoworknavigatorandVaccTrakinresponse tothepandemichasshownusjusthowquicklywecan respondtoahugepivotincustomerdemand.

Thismotivatesustocontinuetobealliestosmallbusiness ownersandkeepthemattheheartofeverythingwedoin thefuture.Byofferingemployerssuchinnovativesoftware products,wehaveretainedclientsandattractednew business.Wearenotslowingdownyeteither.Recently,we launchedBrightSafeglobally.Itiscompleteonlinehealth& safetysoftwarethathelpsexistingcustomersthroughthe COVID-19crisisandbeyond.Weknowthatitwillprovide smallbusinesseswithmuch-neededsupportastheygetto gripswithnewhealth&safetyprocessesandworkto reopentheirbusinesses.

Accordingtoyou,whatarethehighest-value opportunitiesforimprovingtalentmanagement?

AtBrightHR,wedoalottoshareouremployervalue proposition(EVP),focusingonourfantasticoffice,modern benefits,andafunandfocusedworkingenvironment.To developtalent,wedeliveranin-house12-month managementdevelopmentprogrammeproviding opportunitiesforoperationalstafftolearnabout managementandleadershipandmakethetransitioninto managementandleadershiproles.

Theprogrammeisendorsedbyallseniormanagementand providesastructureofmonthlyone-hourvirtualclassroombasedsessionswhichincludepracticalscenarios,roleplays anddiscussionontheapplicationofthetopic,alongsideout ofclassroomassessmentsandprojectwork.Thetrainingis centredontwoprinciples,‘Application’and‘Impact’.This isconsideredacrossthebusiness,ourteams,ourclients, andthemselvesasaspiringanddevelopingleader.

Whatareyourfutureendeavors/objectivesandwhere doyouseeHRindustryinthenearfuture?

Asacompany,wethinkbig,andourambitionisforevery singlesmallbusinessownertoreceiveend-to-endsupport inrunningtheirbusinessandmanagingtheiremployees. Andwedothisbylisteningtowhatsmallbusinessowners andemployerswantandcontinuingtocreateanddevelop softwareandsupportservicesthatrespondtothisdemand.

Oneofthebiggestwayswewillsupportemployersthis yearisbycontinuingtorolloutourCOVID-19toolsto helpthemgettheirbusinessesbackontheirfeetas lockdownrestrictionsease.Thiswillincludepushingout ourBrightSafehealth&safetysoftwareandadvicetohelp employersmaketheirworkplacesCOVID-secureandkeep theirstaffsafeiftheyareworkingfromhome,aswellas ournewVaccTraktoolasmoreandmorepeople,getthe vaccine.

WearealsodevelopingBlip,ouraward-winningappthat letsstaffclockinandoutofworkusingtheirmobiles. Usingsmartgeolocationtechnology,employerscansee whereandwhentheirstaffareworking,whichhasbecome evenmorevaluableduringthepandemicnowthatsomany peopleareworkingfromhome—wehavealreadyhad almost8millionclock-inswithBlipglobally

Some people want it to happen, some wish it would happen, others make it happen.

— Michael Jordan

ANDREA BROGGER Chief People Officer TrueBlue

“

ANDREA

BROGGER

Toremaincompetitiveandagile,youneedconnected andengagedemployeesandafuture-focusedHR leader.AndreaBrogger,ChiefPeopleOfficerat TrueBlueInc.issomeonewhokeepsthecompany’s mindsetofbeingaforceforgoodattheheartofherworkas shegalvanizesandengagesTrueBlueemployees.Inan interviewwithInsightsSuccess,Andreasharesthe importanceofbuildingastrongcollaborativerelationship acrossalllevelsoftheorganization.Belowarethe highlightsoftheinterview:

TakeusthroughyourjourneytobecominganHR leader.

Forme,partofbeingaproficientleaderisself-reflection—I

enjoyreflectingonmyjourneyandthekeylearningsI’ve gainedalongtheway

Ÿ

Increaseyouremotionalintelligence.Thereisatight connectionbetweeneffectiveleadershipandemotional intelligence.

Ÿ

Continuouslyfocusonself-improvement.Wecannot growandlearnwithoutadmittingmistakes,andmore importantly,learningfromthem.

Ÿ Beopentofeedbackbutalsoactivelyseekfeedbackon yourwork.Thisisessentialtoevolvingasaleaderand achievingyourbestresults.

Ÿ

Dedicateyourselftoknowingthebusiness.Mission matters,andtobesuccessful,youneedtoconnecttoa

An effective HR team must drive business results through creative and agile people programs fueled by data-driven decisions.

company’sgoalsandthedifferencetheyarestrivingto make.

Ÿ Lastly,leadershipisnotonlytheactionofleading others;it’saboutleadingthewaythroughouractions.I don’ttakeforgrantedtheresponsibilityIhaveof mentoringandguidingotherstomeettheirfull potential.

Howdoyouhelpensuretheorganization’smessages resonatewithtargetaudiences?

Thebestwaytoenticeanyaudienceistounderstandwho theyareandwhattheywant.Thismayseemsimple,but peoplejustwanttobeheardandunderstood.Understanding whatyourcurrentandpotentialemployeesarelookingfor inanorganizationiscrucialtomeetingtheirneeds.

Engagementsurveysareawonderfultooltolearnwhatis onemployees’minds.It’simportanttogobeyondthedata, totalktoemployees,andtounderstandwhatmattersto them.Thishelpstokeepyourcompany’sofferingsareon track.I’vedevelopednumeroussuccessfuldevelopmental andmentoringprogramsbasedonfeedbackreceivedfrom ouremployees.

Whatarethebiggestopportunitiesforimprovingtalent management?

IamabigfanoftheagileapproachtoHR.Agilemethods

takepiecesfromagiletechandadaptthemtosupport businessesandpeople.Theagileapproachrepresentsan essentialshiftandanopportunitytoprovideabetter frameworkthatkeepsHRconnectedandfocusedonthe businessoutcomeswhilealsocreatingprogramscateredto yourpeople.Personalizedandscalablesolutionsshouldbe reflectiveofourdynamicanddiversepeople.Weneedto focusonrobustandholisticsolutionstoanyissueswhile alwaysremainingagileandensuringthatwehavethe resourcestoadapt.

WhatvaluesareimportanttoyouasanHRleader? SeveralcorevaluesareinthefabricofhowIoperateasan HRleader:self-awareness,empathy,accountability,and growth.

Knowingmystrengthsandweaknessesandhoweachof themshowsupisvitaltomygrowthandallowsmetobuild onstrengthsandidentifyareaswhereIneedtoimprove.I oftenhavetomakedifficultdecisions;havingempathyis criticalasareminderthatpeopleareattachedtoevery decisionwemake.

Itisimportantasaleaderandasanadvocateforourpeople andourpeopleprogramsthatInotonlyholdmyteams accountablebutalsoholdmyselfaccountable.Wemustdo whatwesaywearegoingtodo.

Lastly,havingagrowthmindsetandhelpingstretchthe businessisavitalvaluethatIholdclose.

Whatareyoudoingtoensureyoucontinuetogrowand developasanHRleader?

Iconsidermyselfalifelongstudent.Iamconstantlylooking foropportunitiestolearnandgrowprofessionally.I recentlywentbacktoschooltogetasecondmaster’s degree,anexecutivemaster’sdegreeinhumanresourcesat CornellUniversity.There,Ihadtheopportunitytolearn moreaboutthelatestHRapproachesandbuiltastrong networkofpeersIkeptintouchwithandcontinuetolearn fromtoday

Iencouragemyteamtochallengethestatusquo.Iwantus toquestionhowwecandothingsbetter,tothinkoutsidethe boxbylookingatthewhat-ifs,andtoovercomehurdles.As aresult,weendupwithnewanddynamicideas,andmore importantly,wealllearnfromeachotherdaily.

Aredataandanalyticsimportantinyourwork?

Datainsightsareessential;theyhelpHRprofessionals identifyopportunitiesforgrowth,learning,and,most importantly,waystoimprove.Whenitcomestoanalytics, theanswerisalwaysyes.

Whatareyourfutureendeavors/objectives,andwhere doyouseetheHRindustryinthenearfuture?

MyfocusistocontinuetoworktowardsanagileHR frameworkandtoensurethattheHRfunctionisastrategic businesspartner.Iwantustoremainaheadofthecurvefor talentdevelopmentandtalentacquisitiontohelpthe companymeetitsgoals.

Asnewergenerationsentertheworkforce,theylookfor careergrowthandanindividualizedapproachtotheircareer development.Gonearethedaysofcookie-cutter,onesizefits-allHR;wewillneedtotransformintoaconcierge departmentwithuniqueplansasdiverseasouremployee populations.

Whatadvicewouldyouliketogivetoemergingleaders?

Continuallyseektolearnandgrow.Askquestions,always. Solicitandbeopentofeedback,input,andguidance.And remember,youcanlearnjustasmuchfromthoseyoulead astheycanlearnfromyouastheirleader.Myfavorite questionstoaskare“Whatisworking,andwhatisn’t working?”Theyalwaysdelivervaluableinsight.

Rethinking the Role of HR LEADERS During Pandemic

Itisacceptedthatorganizationismadeupofpeople,as itisthemwhomakethingshappen.Thus,buildinga culturethatcanresultinbetteremployeeexperiences becomesofutmostimportance.Beingalinkbetween managersandemployeeworkforce,itisanHRprofessional whokeepseveryoneintheorganizationconnectedand contributetothegoaloftheorganization.

HRLeadershavebeeninstrumentalinshapingthefutureof theorganization.Buttheyear2020andtheongoing pandemichavedifferentplans.Whiledoctorsand healthcareworkersaredoingtheirbesttosavelives,the worldwideeffectofthepandemiccanbeseeninmany ways.Thecrisishasbroughtchangesintheworking structureofemployees,asremoteworkingorworkfrom homehasbecomeatrend.Thishasbroughtachangeinthe roleofHRleadersandputthemtothetesttoadaptwith currentworkingconditions.

Thepandemichasforcedindustriestolettheiremployees workremotely.Currently,thechallengesthatHRleaders aredealingwithliesinsolvingcriticalissueslikecostcuttingandemployeereductions,whileensuringhealth protectionfortheemployeesandcaringabouttheir families.

ShootfortheStars

Thepandemichadahorrifyingimpactonthehealthofall peoplearoundtheworld.Theworldhasseenincreaseinthe casesoflonelinessanddepressionamongpeople.HR Leadershadtorethinkthisanddotheirbestnottoaffect thistotheirmembersintheorganization.Hence,keeping theworkforcehappyisthebigchangeintheroleofHR leaders.

Inmanyorganizations,HRleadersareconductingonline coursesandwebinarswhichcanhelpemployeestokeep theirmindhealthyandpositive.Theykeepengagingthem byactivitiesthatwillkeeptheminvolvedandintouchwith everyone,whichisveryimportantinthesecriticaltimes.

AsHRleadersaregreatcommunicators,aneffective trainingonthesamewillboostthemoraleofemployees andhelpthemdriveorganizationalresultsandmotivate themtogivetheirbest.AnHRleaderneedstoconnectwith thesecorebusinessissues.AnHRLeadershouldadaptto

theseupcomingrolesandresponsibilitiesbecause,the employeesofthecompanylookuptohim/herinsuchtimes. Asheisthemediatorofthemanagementandthe employees.

HRleadershavebeeninachangeprocessduetothefactors likethepandemicanddigitization.Thechangehasaffected thewayemployeesworkandcollaborate.Further developmentofone'sowncareerinthecompanyis importantaswell.HRleadersshouldbeproactiveinsuch difficulttimesandhelpemployeesreachtheirfullpotential atthephysical,emotional,andintellectuallevels.

BringingtheBestofHR

AsanHRleader,thequalitiesthatonemustpossessare self-awareness,empathy,accountability,andgrowth.Lastly, havingahelpingmindsetinthegrowthofbusinessand employeesisofsupremeimportance.

HRLeadersaretheoneswhocaninspirepeopletothrive andencourage,realizingtheirfullpotential.Beingopenand learningthewholelifeareconsideredsomeofthe importanttraitsofanHRleader,becausebylearning,one candevelopnewperspectivesandskillstowardslife. Besides,communicationsskills,standaboveallinthelife ofanHRLeader.

HRLeadersholdtheabilitytosupport,especiallyintimes ofcrisis.Theyknowhowtomotivateemployeeswitha highimpact.Theyarealwayswillingtolearnandbring changeinthelivesofthepeoplebyencouragingtheteamto dobetter,thinkoutsidethebox,andovercomingallthe hurdles.

RemembertheHeRos

HRLeaderstrytoremainaheadofthecompetitionby hiringthebesttalentintheorganizationandmeetingthe companygoals.TheseHRleadersarebuildingabeautiful futureofdiverseworkforceandtransformationinthe companyaswellasthesociety.Finally,theseHRleaders arethepeoplewhobringtheteamtogetherbyinspiring, encouragingemployees,andbuildingagrowthmapfor them.Wemustputourhandstogetherandappreciatetheir effortsbycaringfortheemployeesandkeepingthe environmentpositive,withtheirhumbleandhelpfulnature.

Evolution of HR

Megan Leasher Ph.D., Chief Solutions Strategist TalentPlus,Inc.

Dr. Megan Leasher

ACELEBRATEDHRLEADER

Journeys will always be disrupted. We must always frame disruption as the capacity to bring the awesome.

Humanresourcesprofessionals playanintegralpartinthe successofanorganization. BestHRleadershavelearned, developed,andexperiencedwhatit requirestonurtureandleademployees throughouttheemployeelifecycle. OnesuchnoteworthyHRleaderis MeganLeasher,Ph.D.,Chief SolutionsStrategistatTalentPlus, Inc.,whohelpsemployees,teams,and organizationsdiagnosechallenges, strategizeawayforwardandformulate impactful,holisticsolutions.

Megandescribesherleadershipstyle astransparent,individualized,andone thatofferscaring,yetfierceprotection ofherteam.

Inaninterviewwith Insights Success, Megansharedherjourney,successes andfutureendeavoursasanHRleader.

Belowarethehighlightsofour interviewwithMegan:

Tellusaboutyourorganization, TalentPlus.Whatmakesitunique?

TalentPlusistrulyunlikeany organizationIhaveeverexperienced. AtTalentPlus,weknoweveryonehas talent.Whentherighttalentisaligned withtherightjob,bothsuccessandjoy happen.Ourmissionisclear:weaim todiscoveranddeveloptalent,creating aworldwherepeopledowhattheyare goodatandenjoy.Itisnotenoughfor ustohelpourclientsasorganizations; weaimforeachemployeetobegreat atandlovewhattheydo.

Formorethan30years,TalentPlushas beenworkingwithorganizationsto discoveranddeveloptopperforming peopleandbuildTalent-Based Organizations®.Withmorethan70 scientificallydevelopedassessments

spanningarangeofjobs,rolesand industries,nootherorganization providesthelevelofknowledge aroundindividualpotential. Additionally,withateamofseasoned, passionateexperts,TalentPlusworks closelywithitsclientpartnersto continuallyassess,developand maximizetalent.Asaresult, individualsandbusinessesnotonly thrive,butmakeamorepositive impactintheworld.

Accordingtoyou,whatisthe highest-valueopportunityfor improvingtalentmanagement?

Atruededicationtoproactive successionplanning.Toooftenin talentmanagement,organizationshave momentswhereaquick,senior-leader placementdecisionneedstobemade andtheyareillprepared.Ifeellike manyofushavefallenpreyto experiencingoneofthesemoments. Gettingaheadofthoseiscriticalto confidently,swiftlyandsuccessfully placingleaders,whetherinshort-term interim,emergencyand/orlong-term talentdecisions.

Whatvaluesareimportanttoyouas aHRleader?

“Loyalty, positivity and confidence.” I wouldnotbetheleaderIamtoday withoutthesethreevalues.Theyare alwaysonmymindandinfluence everydecisionImakeandevery relationshipIbuildandfoster

Canyounameapersonwhohashad atremendousimpactonyouasa leader?

Therearecountlesspeoplewhohave imprintedpositiveleadershipinmy life.However,thepersonwhohas madethebiggestimpactonmeasa

leaderdoesnotfallintothiscategory. Instead,shewasthefirstbossIever hadandwasaterribleleader.Iwas15 andahousekeeperinahoteland conferencecenter.Mybosswasrude andcondescending.Sheregularly accusedusoflyingandshirkingour dutieswhentherewasevidencetothe contrary.Shetooknointerestinusas peopleandwouldnotevenmakeeye contactwithus.Lookingback,itwasa dailylaundrylistofhowNOTtolead. IfeelbothsadandgratefulthatI learnedsomuchfromher.

Whatareyoudoingtoensureyou continuetogrowanddevelopasa HRleader?

IammakingsureIspendtimeto increasemyknowledgeaboutproject managementandchangemanagement. Bothareincrediblyvaluableingetting workaccomplishedandhelpingpeople successfullytransitiontobetheirbest selvesandaccomplishtheirbestwork.

Iamalsoworkingonmycoaching skills.Specifically,talkinglessand last,andaskingmoreopen-ended questionstohelppeoplerealizeand envisiontheirownideas.Ilovebeinga front-rowwitnesstoseeingthe excitementofsomeonecomingupwith anewideaandtheireagernesstotryit out.

Whatareyourfutureendeavorsand goals?

Myfuturegoalissimple;todoallI cantohelppeoplecombinetheir talentsandpassionstoaccomplish greatness–greatnessthathelpsus actualizeabetterworld.Whetherthat ishelpingorganizationsinnovateand createvisions,beingastrongteam leaderorhelpingindividualsgrow whenbouncingbackfromsetbacks,I wanttohelp.

Inthefuture,IseeHRastheultimate changeagenttohelporganizations pivotteamstowardaccomplishing goalsthatgeneratenewrevenue streams,inspireleaderstothriveand encourageemployeestoknowtheir potential–armingthemwitharoad mapoftoolstohelpthemactualizeit.

Whatadvicewouldyouliketogive toemergingleaders?

Focusonyourtalents.Weallhaveour “aces and spaces,” butwemustmake anintentionalchoicetogaintheselfawarenessofourtalentssowecan leveragetheminallthatwedoas leaders.

Focusonservingoneanother. Relationshipsareabouthelpingeach otheringoodtimesandbad.Beingin caringservicetootherswillkeepus humble,helpfulandcollaborative.

WheredoyouseeHRindustryinthe nearfuture?

Eugenio Pirri, Chief People & Culture Officer, Dorchester Collecon

EugenioPirri

An Embodiment of Adept Leadership

TheroleofHRhascomealongway.AnHR professionalisnotjustapeoplepersonanymore. Todays'businessesareindireneedofHRleaders whohaveauniquebalanceofcompassion,technicalknowhow,andshrewdbusinessacumen.Bythrivinginallthe aboveaspects,EugenioPirriissettingastrikinginstance ofstrategicleadership.EugenioistheChiefPeople& CultureOfficeratDorchesterCollection,aportfolioof theworld'sforemostluxuryhotelsinEuropeandtheUSA, eachofwhichreflectsthedistinctivecultureofits destination.

Awell-roundedprofessional,Eugeniohasbeenona30+ yearjourneytobecominga'proficient'leaderandhe genuinelydoesnotseeanendlinetothis.Hesays, "We are all continually learning as the world around us is ever changing. As we lead people, this also requires us to adapt our styles, while staying true to your core values."

Eugenio'scareerhasbeenfocusedonthehospitality industry,whichhasseenhimgrowinmultiplecountries, brandsandvariedtypeofhotels.Thisexposuretodifferent culturesandleadershipstyleshasgivenhimtheabilityto adaptwell.Heisalwaysguidedbyhispersonalvaluesand thevisionofcompaniesheworkswith.

GuidingbyKindness

Eugeniostatesthattheverynatureofhospitalityisfounded indiversity,inclusionandbelonging.DorchesterCollection operatesinanindustrythatistrulyglobal;onethatcanbe foundineverycountry,city,townandvillage.Onethat believestrainingisimportantandallemployeesandpeople, nomattertheirgender,race,nationality,genderidentityor otherstatuses,areequallyimportant.Thecompanyis inspiredbytheideathatwhenguidedbykindnessandthe

positivespiritofhospitality,businessescanadapttheir offeringstomeetallneeds,whetherthroughbuilding meaningfulrelationships,uniquelocalexperiences,varied foodandbeverageofferingsandsomuchmore.

SourceofInspiration

Eugeniohasbeenquiteblessedtoworkwithsomeamazing peoplewhohavetrulyinspiredhimtobebetter,listenmore andactwithaconscience.Hisfirstofficialmentorwasan amazingpeopleleadernamedSarahStangerbackin VancouverBCCanada.Sarahtaughthimtotrusthisgutbut asktherightquestions.Sheinstilledinhimsucha confidencethathewasthereforareasonandthishasdriven himeversince.

Atthisstageinhiscareer,hiscurrentCEO,Christopher CowdrayistrulyEugenio'sinspiration.Christopherisa valuedrivenleaderwhobelievesthatkindnesswinsthe day.Healwaystakesthetimetolistentoothersbutactsin servicetothevisionofthecompany.Hetrulyinspiresthe 'many'throughhisactions.

ATakeonTalentManagement

Throughouthisprofessionaljourney,Eugeniohasspoken oftenabouttalentmanagementinhowHRprofessionals needtolookatitdifferently.Heisoftheopinionthattalent pools,gridsthatboxinemployeesandonlylookingat potential'future'leaders,allneedstochange.Hebelieves

‘‘ ‘‘

thatonecanhaveafargreater,successfulandprofitable businessif,insteadofnarrowingtheirviewsoftalentto simply'futureleaders',theyrecognizethatbyplacingthe rightpeopleintherightrolesandgivethemtheright development,theneverysinglepersoninthisbusinesscan bedefinedastalented.Peopleareindividualsandif businessescreateanenvironmentwherebyallpeople, regardlessoflevel,weregiventheopportunitytoshine,it wouldbeawin-winforemployerandemployee.Therefore, organisationsmusthelpemployeestrulyidentifytheir strengths,weaknessesandnaturaltalents.Thatwaytalent doesn'tbecome"limitedtothosewhoarevocalabouttheir leadershipdesires.Norwhomeetspre-determinedcriteria togainaccesstoapool".

ValuesthatMatter

WhenaskedaboutvaluesimportantforHRLeader, Eugenioemphasizesonrespect,transparency,passionand thewillingnesstotakeresponsibility Thelatteralsoaligns tointegrityinowningfaultsaswellassuccessesasthisis extremelyimportantinone'sgrowthasaleader.Heopines thatasapeopleleader,respectinhowheorsheleadsanda truepassionfortheprofessionandindustryallowsgrowth tonaturallyoccur.

InvolvedwithYoungerGenerationtoThrive

Eugeniohasalwaysbeenabigbelieverinthinkingoutside one'sownindustrytolearnandgrow.Havingspentthelast 30yearsinhospitality,hefeelsheknowshissectorwell. Accordingtohim,bypushingyourselftonetworkandlearn throughotherpeopleprofessionals,yourealisehowmuch ofwhatwedoistransferableandhowyoucanadaptwhat othersareexperiencing.Thus,heisinvolvedwithhislocal professionalbodyingrowinghisknowledgeandalsoshares whatheknowsanddoesasmuchaspossible,especially withyoungergenerationsastheywilleventuallyleadour world.

EncouragingBuddingHRProfessionals

Eugenio’sfutureendeavoursaretokeepcreating opportunitiesforpeopletolearn,growanddevelopinto inspirationalleaders.HebelievesthattheHRprofessionals arenolongerwhattheywereearlier Theynowaretruly operationalinwhattheydoandhowtheycanleadtheir businessestosuccess.Theyarenolongerboundby administrativebordersandhavebecometruebusiness partners.ThismeansthatPeopleandCulturewillcontinue tosetthestandardinhowtheyoperatetheirbusiness, interactwiththeircustomers,andultimatelyachievebrand recognitionandfinancialsuccess.

Inhisadvicetoemergingleaders,hesays "You should do your job like you're not afraid to lose it. This means that you have a voice and you must use it for good. Do not be afraid to challenge the status quo in order to elevate the business. Ensure you support those that may not have the same voice you do. And, stay true to yourself and your passions in making them a part of what you do. This means you take risks and are willing to grow by experiencing new challenges and contributing to ideas, approach, and attitude."

Stay true to who you are and support others in reaching their dreams. Help others to be inspirational.

tedxbelfort 2018

Tredgold CEO & Managing Consultant Leadership Principles

Gordon

MeetGordonTredgold,CEOandManagingConsultantat

LeadershipPrinciples,whoguidesleadersthroughwriting, teachingandconsulting.HehasbeenrankedbyGlobal GurusasoneoftheTop10LeadershipExperts,Speakers,andTrainers intheworld.OneofGordon'skeyleadershipphilosophiesisthatpeople arenotafraidofhardwork,theyareafraidoffailure,andastheleader it'shisjobtocreateanenvironmentwheretheyhavethetoolsand understandingofwhatneedstobedoneinordertobesuccessful.

InaninterviewwithInsightsSuccess,Gordondiscussesaboutleadership techniqueswhichheismakingaccessibletopeoplesotheycanpractice andimplementthembythemselves.

Belowarethehighlightsoftheinterview:

Kindlytakeusthroughyourjourneyonbecomingaproficient leader.

IstartedmyprofessionalcareerinIT,asaprogrammer,andworkedmy wayuptobecomingaprojectleader.Igotmybreakintomanagement becauseofmytechnicalandproblem-solvingcapabilitiesandwasvery muchahands-onleadfromthefronttypeofleader

Atthistime,Iwouldsayitwasmoremytechnicalskillsthathelpedme dragprojectsovertheline,butasImovedupontobiggerprojectswith biggerteams,thatwaswhereIneededtomaketheswitchtobecominga morepeopleleadertypeofleader.Lookingtocreatevisionsandinspire peopleandgetthebestoutoftheteams.

HereIwasveryfortunate,asIwashugesportsfan,andplayingrugby wasmynumberonepassiongrowingup,soIunderstandtheimportance ofteamwork,motivation,andhowyoucouldtakeagroupofaverage playersandmoldthemintoagood,andsometimesgreatteams,andI wasabletostarttobringthisexperienceintomyroleasaleader.

Howdoyoudiversifyyourorganization'sofferingstoenticethe targetaudience?

AsmentionedbeforeIlooktoSimplicity,whenthingsaresimpleand peoplecanunderstandthem,thisallowsthemtotakeactionandbecome empowered.TheofferingsIusecanbetargetedatanylevelandbe understoodatanylevelfromboardroomtoshopfloor.Theprinciplesare exactlythesame,nowhowweimplementorusethemmightchange, andtheimpactsthattheyhavemightbedifferent,buttheprinciplesare alwaysthesamecoreprinciples.

Accordingtoyou,whatarethehighest-valueopportunitiesfor improvingtalentmanagement?

That'saninterestingquestion,Ithinkthatleadershipisthedifference betweensuccessandfailureinanorganisation;itdetermineswhether

teamsareengaged,empoweredandexcited,andwhen youhaveteamslikethatyoucanachieveamazing things.

AndIthinkintalentdevelopment,especially leadershipdevelopment,wehavetohelpempower peopleandalsoteachthemhowtoempowerpeople. Engagementisgreatandthereislotsofworkdonein thisarea,butifteamsareengagedbutnotempowered thentheybecomefrustrated,whereasengagedand empoweredteamstheybecomeexcitedandhighly motivated.

WhatvaluesareimportanttoyouasaHRleader?

Inleadershipit'sallaboutresults,youhavegottobe abletodeliver.Doesn'tmatterhowniceyouare,how authenticyouareifyoudon'tdeliveryouwillbeoutof ajobveryquickly.

Buttheseotherqualitiesdomatter,ifyoursuccessful withoutthem,thenresultswillnotbesustainableor repeatable.

Soformetheimportantvaluesareintegrity,caring, personalaccountabilityandtheunderstandingofhow todeliverresults.Whenyouhavethesequalitiesthen youcanbuildgreatteamsandhighperformingcultures thatwillrepeatedlydelivergreatresults.

Gordon Tred gold Magic of Innovation 2

Canyounameapersonwhohashadatremendous impactonyouasaleader?Maybesomeonewhohas beenamentortoyou?Whyandhowdidthisperson impactyourlife?

IthinkKenBlanchardhashadthebiggestimpactonmy leadership,hisbooksreallyhelpedmetoseethevalueof keepingthingssimple,andunderstandingwhatleadershipis about,andthatgoodleadershipworkswitheverybody.I thinkthereIalotofmystiquearoundleadershipandKen breaksitdowntothebareessentials,andhelpsyoutofocus onwhat'smostimportant/

WouldyouliketolearnmoreaboutPeopleAnalytics?

Iamalwayslookingtolearn,andasImentionedIama Mathematicianbyeducation,soanythingrelatedtodata andanalyticsisrightinmywheelhouse.

Whatareyoudoingtoensureyoucontinuetogrowand developasaHRleader?

InterestinglyIfindthatthemoreIspeak,writeandteach leadershipthemoreIlearnmyself.Inordertoshare thoughtsandideaswithpeopleyouneedtounderstand thematamuchdeeperlevelthanyoudoifyou'rejusta practitioner. SoIwillcontinuetodothat,butIalsoread andstudyalot,lookingtoseewhatthelatestthinkingis. Althoughfundamentallygoodleadershiphasnotchanged

for1000yearsinmyopinion,it'sjusthowweteachitand applyitthatimproves/changes.

Istillleadteamstoo,soIamconstantlylookingtotrynew thingsanddevelopnewskillsandtechniques,andalsoto deepenmyunderstanding.

Whatadvicewouldyouliketogivetotheemerging leaders?

Learnandunderstandthedifferencesbetweenleadership andmanagement,andworkondevelopingbothofthese areas.Leadershiphelpsyoucreatethevision,inspireyour teamsandsetthemontherightpath,andmanagementwill helpyouensurethattheycrossthefinishingline.

Toomanyyoungleadersgetboggeddowninmanagement, andyes,itisimportant,butyoucan'tmanageattheexpense ofleading.

OneofthemostimportantthingsIlearnedwasthatthe moreyouleadthelessyouwillhavetomanage. Ifyou haveclearvision,cleargoals,andengagedandempowered teamitbecomessomucheasier Yestherewillbe challengesthatneedtobedealtandobstaclestoovercome, buttherewillbemany,manymoreifyoudon'tsetyou teamsusforsuccess,andthat'stherealessenceof leadership.

“

“People are not afraid of hard work they are afraid of failure. As leaders it's our job to give people the tools and knowledge that will give them the condence that they will succeed, and if you do that most people will take that opportunity and succeed.”

Role of

PR in Crisis Management

Socialmediadrivescommunicationintoday'sworld. Brandmessaging,newsstoriesandthepublic perceptionofthosecommunicationscangoviralina matterofhours,andnegativenewstravelsequallyasfastas goodnews.Asaresult,brandsneedtobeawareof negative publicity challenges.Businessesshouldarmthemselves withanunderstandingofhowtoplanfor(andrespondto) anypublicbacklashwhichoccursduetothecompany failingtodeliveronitspromises;thiscouldbetheresultof mistreatmentofemployeesorcontractors,supplyinga faultyproduct,orsimplymiscommunicationinthemedia.

Thepublicmaydemandthatabrandtakesresponsibilityfor anynegativenewsthatarises,andifnecessary,issuean apologywhereculpabilityrequiresit.Therecanalsobe timeswhenabrand'sreputationissabotageddeliberately (orseeminglydeliberately)asaresultofacustomer complaintinthesocialmediaspace;orbyamedia organizationwhichhastakenaparticularstanceagainsta brandthatdoesconformtoitsestablished“issueview”. Whetherallegationsaretrueornot-orwhetherthebrandis involveddirectlywiththispublicissue-somedegreeof harmmaycometoitsimage.Thisinturnleadstoalackof trustamongcustomers/stakeholders.

Toprotecttheirreputation,companiesshouldbefamiliar withtoolsandstrategiesavailabletothemtomanage

effectivedefenseoftheircredibilitywhencrisesemerge. ThisiswherethesecurityofferedbyPublicRelations representationbecomesactivatedandpositivelyreactive. Membersofthepublicoftenbelievethistobetheprimary functionofaPRagency,wheninreality,crisismanagement shouldaccountforatinyfractionoftimespentmanaging thebrand'sreputation.Dailyconsultingtypicallyensures thesecrisesnevermaterialize,ascollaborativestepsare continuouslytakenclient-sidetooptimizethepositive perceptionofthebrandinbusinessandmediaconsumer markets.

Thatsaid,PRplaysacriticalroleinmanagingcriseswhen theyoccur,fromengagingmediatoensureaccurate representationofthecompany'scommunicationoccurs,to workingwithanorganization'slegalteamstounderstand whathashappenedandplanaresponse.

BelowaresomeoftherolesplayedbyPRincrisis management:

Ÿ Investigation&Analysis:Thisinvolvesevaluating mediaplatformswhicharecarryingtheharmfulstoryto determinetheproblemscausedbyacrisisandits potentialknock-oneffects;e.g.-findingoutwhois engaged,whatisbeingsaidbythemedia/public,the intensityofthesituation/repercussions,andwhatkindof

reactionthebrandisreceivingfromcompetitorsand non-governmentalorganizations.Withthehelpofsocial media,PRprofessionalscanevaluatethesituationin real-time;anunderstandingofsocialmetricsand engagementrelatingtothecrisisisthefirststepin formulatingasuitablePRstrategy Thishelpsin mappingcommunicationwithstakeholders,an importantstepwhichwillbeusedforcreatingkey messagestargetedatsupportingthecredibilityofa response.

Ÿ ImmediateResponse:Keymessagedeterminationand resultingcrisisresponsestatementscanmakeorbreak thecompany'sreputation.Withawell-consideredPR strategy,brandscanshieldtheirreputationfrom negativeeffects,defineandcommunicatetheirstance (andtheproofingpointswhichmakeittrue)and maintainstakeholdertrust.Remembertoothatawellpreparedcrisiscommsstrategycangetanorganization backonitsfeetandimmediatelyingoodshape.For example,inFebruary2018,KFC'sbiggestnightmare turnedintoareality Thefamousfriedchickenchainran outofchickenduetosupplierissues.Thisresultedinthe companyshuttingdownmorethanhalfofitsstoresin theUK.Thebrightsideofthisstorywastheexceptional wayKFChandledthiscrisis,turningitintoapositive PRcampaignforthebrand.Iteffectivelyempoweredits reputationbyfashioningacommsstrategybasedon transparencyandwit,andultimatelymaintaining customertrust.

Ÿ

RecoveryofaBrand'sReputation:Maintaininga goodcompanyreputationafteracrisisisoneofthekey factorsindeterminingwhetherornotcustomerswill buyaproductagain,orplacetheirtrustinacompany's servicesinthefuture.Forexample,companieslikeBP

andUnitedAirlinesarestilloperatingsomewhatunder theshadowofpreviousmass-marketconsumerPR disasters.Thisiswhybusinessesshouldalwaysworkto improvereputation,andasimpleplacetostartiswith communicating positives Throughproactive storytelling,whichhighlightspastsuccesses,agood trackrecordandbeneficialcommunityinput,abrand canrecoverandgiveitselfarobustplatformfromwhich togrow.Corporatereputation,forbetterorforworse, hasanexceptionallylonghalf-life;itisthereforeoneof themostvaluablethingsabusinessescanfocusonasa priority.InvestmenthereinPRrepresentationcanyield lifelongbenefits,intermsofcost-outriskmanagement, andalsoincreatingthatrobustplatformforconsumersupportedgrowth.

Everyorganizationisvulnerabletocrises.Thisisbecause nomatterhowwellweplanforrisks,harm, misunderstandingsormisrepresentation,lifecanthrowus curveballs.Ifusedeffectivelyandongoing,PRcanprevent acriticalsituationfromresultinginirreparabledamageto thebusiness'sreputationandgoodwill.

Henry Stewart, Founder and Chief Happiness Officer, Happy

Henry Stewart

Creating Happy, Empowered and Productive Workplaces

Happypeoplearemoreproductive.Whenpeople aretrustedandgivenenoughfreedomit empowersthemtodomore.Theempowerment thatcomesthroughtrustandfreedomcreatesahappyand productiveworkforce.ThefocusofanHRleader,orany leader,shouldbeoncreatingaframeworkwherethisis possible.HenryStewartisonesuchleaderwhobelieves thatpeopleworkbestwhentheyarehappyandwhenthey feelgoodaboutthemselves.Heempowerspeoplewithtrust andfreedom.HeistheFounderandChiefHappiness OfficeratHappy.Henrystatesthatsomeofhiskeyvalues, andHappy’skeyvaluesare:Believethebestofpeople; Helppeoplefeelgoodaboutthemselves;Delightthe customer;Celebratemistakes;Makeadifferenceinthe world.

DrivenbyServantLeadership

HenrysetupHappybackin1987,33yearsago.Hewanted tocreateacompanythatisprincipledandproductive,anda greatplacetowork.Overthose33yearshehaslearntalot abouthowtodothat,buthesaysthathestillhasalongway togo.Hesaysthattheyhavemetmanychallengesoverthe period,notleastinthelastyear.Heseeshisroleasthatofa ServantLeader,whosupportsitspeopleratherthantelling themwhattodo.Happy’svisionisoutlinedbyHenryinhis book, ‘The Happy Manifesto’.ItoutlinesHappy’s10 principlestocreateahappy,empoweredworkplace.

CreatingTrulyEngagingOnlineEvents

OverthelastyearHappyhasdiversifiedbymovingallits classroomcoursesonline.WhatHenryismostproudofis thewaytheHappyteamdidthiswhilekeepingthe interactivity.Happyseesmanypeopleprovidingwebinars whicharelargelyspeaker-led,withmaybequestionsatthe end.IfyoucomeonaHappycourse,youwillbeengaged

throughoutwithahugerangeofbreakoutsandother interactiveelements.

Happy’s

Recentdiversificationsalsoinclude:

Ÿ LiberatingStructures,33techniquestoprovideanequal voiceforallinone’smeetingsandevents.

Ÿ Braveleadership,aone-yearprogrammeforwomen leaders.

Ÿ Level7SeniorLeader:Atwo-yearprogramme,which Happycallsthe“HappyMBA”,designedtotransform theculturesofthoseinvolvedtoonesbasedontrustand freedomfortheiremployees.

MaximizingtheTalentofallPeople

Talentmanagementisaninterestingconcept.Henryisnota bigbelieverintherebeingasmallnumberofpeoplewho represent“thetalent”inanorganisation.Hebelievesin

“Trust your people, give them real decision-making power, and step back. Your role is to provide the framework, not to get involved in the detail.”

maximisingthetalentofallpeopleinHappy.Heensures thatbyempoweringpeopletoplaytotheirstrengths,to givethemthetrustandfreedomtheyneedtodoagreatjob andtoseetheroleofthemanagerastobeacoach(notan expertwhotellspeoplewhattodo).

BeinginspiredbytheGreats

In1992Henryreadabookcalled‘Maverick’byRicardo Semler.IttoldthestoryofhowRicardotookhisfather’s manufacturingplantfromacompanywheretherewasso littletrustthatworkersweresearchedeverydayatthe gates,toonewherestaffweregivenautonomyandableto choosetheirowntargets,theirownmanagersandeventheir ownsalary

ItwasatransformativemomentforHenryandforhis business.HappyComputers,ashiscompanywasthen called,onlyhadthreestaffbuthestillusedtocallback fromholidaytocheckeverythingwasok.Theinspiration thatRicardoprovided(andHenrylaterheardRicardospeak intheUK)setHappyonthepathtobecomingan organisationbasedontrustandfreedom.

AnotherkeyinfluenceinHenry’slifewasDavidMarquet whodescribed,in “Turn the ship around”,howhedecided ascommanderofaUSnuclearsubmarinetomakevirtually nodecisionsandinsteadtocoachhispeopletobetheirbest. Henryadoptedthatpracticefouryearsago,whenthings werenotgoingsowellatHappy Asaresultofstepping backfromdecisions,andencouragingHappy’sfront-line stafftotakeresponsibility,Happyhadtwoyearsof25% growthandareturntoprofit.Henrysaysthatbeinginspired bygreatleadersworks.

ContinuingtoLearnandDevelop

ItisimportanttocontinuetolearnanddevelopandHenry doesthatthroughbooks,videosandattendingconferences and,occasionally,courses.Recentlyheattendedawebinar thatledhimtocreateanewdashboardthatgivesmuch greaterclaritytopeopleinHappy

Henryiscurrentlyreadingabout “nonviolent communication” aconcepttoincreaseempathyand improvethequalityoflifeofthosearoundyou.Henryis61 butseeshimselfverymuchasalifelonglearner

EnablingFulfilmentinPeople

HenryseestheHRindustryashavingdifferentcomponents. Somefocusonpoliciesandprocessesandalotofform filling.Othersfocusonhowtoenablethepeopleinone’s organizationtobetrulyfulfilled.Henryishopingthatthe HRindustrywillmoveawayfromtheformerandtowards thoseleading-edgeHRleaderswhoseektofreeuppeople intheirorganization.

CelebratingMistakes

ThebestadviceHenryreceivedwas “Go make mistakes”. Itstoodhimingoodsteadandevennowoneofthefive corevaluesofHappyis “Celebrate Mistakes”. Henry advisesfutureleaderstotrusttheirpeople.Hesuggests leaderstoseetheirroleastoshowhowcleverandcapable theirpeopleare,nothowcleverandcapablethey themselvesare.

Karin Volo

Transforming Business Through Culture

Beingtrustworthyisfundamentaltosuccessofany organization.Withoutthecultureoftrust,leaders cannotdriveasustainablesuccessofthe organizationanditsclients.Trustisthefoundationalto attractgreattalentandretainthattalent.Hightrusthasa directcorrelationwiththeproductivefunctioningofany organization.Caringaboutpeople,beingtrustworthy,and collaborationaretheimportantvaluestobeagoodHR leader.KarinVoloisonesuchHRleaderwhobelievesin thesevalues.SheistheCEOatEvoloshenAcademy.

Karinisanexpertinculture,employeeengagement, personalandorganizationaldevelopment.Thepersonthat alwayscomestoKarin’smindtheonewhohasmadehuge impactonherishergrandfatherwhowasaveryfamous Swedishphotographerandpublished100booksinhis lifetime.Heinstilledinherearlyonaboutgoingforone’s dreamsandmakingthingshappen.

MaximizingPotentialofPeople

internationalbestsellingbookcalled Engage! thisbecame thecatalysttotheworkKarinandherteamdoesnowat EvoloshenAcademy AllofEvoloshen’sprogramsand traininghavebeencreatedindirectresponsetothemarket anditsclientneeds.Karin’spurposeisbringingjoytothe workplace.Sheandherteamaccomplishthisthrough culturaltransformationandtrainingsfocusedonemployee engagement,purpose,andbuildingtrust.Shestatesthat theyknowhowtomaximizethepotentialofthepeopleata companyandreachhigherproductivityandprofitsby creatingahighlyengagedworkforce.

CultureofTrustandCare

Evoloshen’sworkfallsunderaCultureUmbrella.Culture holdsthecompanytogetherthroughgoodandespecially challengingtimes—aseveryonehasexperiencedin2020! Karinstatesthattherearethreekeyelementstocreatingan amazingcompany:1)Employeeengagement—turning one’semployeesintoravingfansthatlovethecompanyand arehighlyproductiveandjoyful2)havingabiggerpurpose astowhyyoudowhatyoudothatisclearlydefinedand

Fromheadhunting,mentoringandcoaching,towritingan

“At Evoloshen Academy we see a major shi happening globally and by deliberately creang an amazing company culture that focuses on the people, planet, and profits, everyone will thrive.”

‘‘

attractsthebestpeopleandcustomerstoyouandfinally3) buildingahightrustorganizationwherepeopletrulycare abouteachothersincehightrusthasadirectcorrelationto thebottomline.

InvestinginDevelopmentofEmployees

Karinbelievesthatwhenonehasdonethe“innerwork”on acompanywiththevalues,purpose,andvision,whichare clearlydefinedandlivinginsideoftheorganization,one cancreateanemotionalconnectiontotheemployees.Sheis awarethatcompaniesthatinvestintheirpeople’s professionalandpersonaldevelopmentbuildapoolof talentwithinandcansignificantlyincreaseloyalty.She considersthatcultureisnotonlythegluethatholdsa companytogether,butitisalsoamajorattractionfactorto bringingintoptalent.So,workingactivelyonculture solvesorhelpsmanyissueswithinacompany.

TappingtheUntappedPotential

Karinstatesthatpeopleareincrediblehumanbeingswith hugeuntappedpotentialthatonecanbringout.Shesays thattrustissovitaltoanyorganizationandisthe foundationtomakeallotherthingspossible.Shesays, “Without trust, a company will not flourish and can easily become toxic. With trust, companies will easily pull ahead of their competition and thrive.” Karinconsiders collaborationisthewayofworkinginthefuture.Coming togetheronprojectsandco-creatingbasedonpassionsand talentsissomethingwillbethenorminthefuture.

OutcomeDrivenMethodologies

EvoloshenAcademy’sprovenoutcome-driven methodologiesandframeworkshelporganizations significantlyincreaseculturalengagementanddevelop moreeffectivetrustworthyleadership.Evoloshen collaborateswithtopleadershipexperts,neuroscientists, andlargeorganizationsaroundtheworldtodelivercuttingedgeresearchandsolutions.

BeingAwareofLatestTrends

Karininvestsalotinpersonalandprofessional development.Shereadsuponthelatestresearchandtrends toseewherethebusinessworldisgoing.Andshe interviewsalotofincredibleCEOsforherpodcast www.theamazingleadersseries.comwhichgivessomuch inspirationandinsightstoleadersbecausetheseCEOstruly walkthetalkwhenitcomestoputtingemployeesfirst.

MakingCulturetheNorm

Karinstatesthatit’sbeenapleasuretoseeHRmoving closertotheCEOlevelastheyoffergreatsupport.Shesays thatEvoloshenwillcontinuetohelpsupportcompanieson theirculturaljourney.Sheseesafuturewhereanamazing companyculturebecomesthenormnottheexception.Soon wemaybeabletomeasuretheDNAofacompanyand matchpeopletangiblybasedonvaluesandpurposesothat bothemployeesandcompanieswillthrive.ProgressiveHR isattheforefrontofthis!

ReducingColdandImpersonalLanguage

KarinalsothinksthereisaneedtorenameHuman Resourcesasjustthedescriptiontakesoutthepeople element.Sheisconcernedaboutthecoldandimpersonal businesslanguage.Shestatesthatthereisaneedtobring loveandcaringintothemix.Sheadvises“Let’stalkabout LOVEasanacronymfor‘livingourvalueseveryday’ becausethat’swhenonewillstarttoseepeopleand companiesdoinggreatthings!”

EncouragingFutureLeaders

Karinadvisesfutureleaderstoknowthemselves well—theirvalues,theirpurpose,andtheirtalents.Thenshe asksthemtofindtherightplacewheretheycanthrive.She saysthatonewillgiveinspirationandsetagreatexample forotherswhichputsoneintoaleadershipcapacity,evenif onemaynothavedirectreportsyet.Shestatesthatthebest leadersarealwaysgrowinganddevelopingboththemselves andtheirteamsandtheybelieveinothers.

Karin Volo Co-Founder

Evoloshen Academy