Tag: leadership

Reskilling:  Changing Roles for a Changing World

Posted on by Rachel Burr

Reskilling is the process of preparing an existing workforce for new and different roles as the result of market changes and technology. Profound changes in the future of work, combined with a labor shortage, make reskilling a strategic imperative for large and small organizations alike.

Reskilling and upskilling are critical in a changing world

Upskilling and reskilling are more than trendy buzzwords.  They describe efforts to develop workforce skills in an era of technological transformation and demographic change.

In the previous blog, we looked at “upskilling,” the process of continuously upgrading employee skills in existing positions.  In this blog, we’ll consider “reskilling,” the process of preparing employees for different roles within an organization.

The world of work is changing

The World Economic Forum and the Organisation for Economic Co-operation predict that 1.1 billion jobs will be “radically transformed by technology” by the year 2030. The change will require intensive upskilling and reskilling to keep pace.  Despite the challenge, the WEF predicts that the combined effects of upskilling, reskilling, and improvements in early education could add $9 trillion to global GDP in this decade. 

The labor market is changing

The labor market is also forcing organizations to take reskilling and upskilling seriously. 

The U.S. unemployment rate was just 3.7% in November 2023, near historic lows.  According to the U.S. Chamber of Commerce, even if every unemployed person in the U.S. found work, the economy would still face a shortfall of 3 million workers. 

Long term demographic trends reveal an aging U.S. workforce whose growth has been slowing for decades.  In parts of Europe and East Asia, population decline has already begun.  The workforce of the future is likely to be smaller, in other words.  

Organizations can no longer expect to “hire” their way to success.  Instead, they must take steps to retain, upskill, and reskill the existing workforce.

Let’s next consider some of the steps to be taken in any successful reskilling effort. 

Identify Outmoded Positions and Skills Gaps to be Addressed

As was true of upskilling, the first step to a successful reskilling effort is to survey the organization’s needs. 

Identify the positions.  As a first step, the organization must look for positions becoming obsolete due to marketplace changes or advances in technology.  The organization should then look for areas where it wants to grow or where it has identified skills gaps. 

Identify the skills.  The next step is to identify the skills needed for success in the new positions.  The World Economic Forum and others have developed skills taxonomies to make the process more systematic.  Using such systems can help identify employees with related skills who may be a good fit for new positions.  

Identify the employees.  One under-appreciated challenge is to convince employees to undertake reskilling at all.  Organizations should recognize that reskilling can disrupt the lives of employees.  Resistance to change should be expected.

Organizations can manage that resistance by being open and transparent. Presenting clear career paths and training goals is key to improving results.

Design the reskilling effort to maximize success

Another key to success is giving proper attention to the process of reskilling.  

Choose appropriate reskilling methods.  For example, many adult learners prefer a “hands-on,” experiential approach to learning.  Practical training in the form of mentoring, internal apprenticeships, and “job shadowing” is often the most effective.

In other cases, online courses or webinars may be appropriate.  These should be easily digestible in short segments, typically an hour or less.  Lunchtime seminars are another way to fit learning into the workday.

Finally, some technical specialties may require certifications or the completion of degrees.  Some organizations, including Amazon, have programs to pre-pay or reimburse tuition and other educational expenses. They also provide time off for study and exam periods.

Involve all levels of management in the reskilling effort.  Having the support of C-suite leaders and upper level management is critical to success.  But still more is needed. 

The benefits of reskilling should be made clear to the middle managers and first line supervisors who implement it.  Too often these individuals bear the burdens of reskilling without reaping the benefits.  

One solution is to make employee development a part of the performance goals of all managers and supervisors.  Done properly, such goals can help instill a culture of development and provide incentives for participation. 

Meeting the future

The future of work is changing and so is the workforce.  Organizations need to adapt to the transformational changes already underway if they are to survive and thrive.  That means making the most of the existing workforce through upskilling and reskilling, to ensure that people have the tools they need to meet the challenges of tomorrow. 

Please contact us if you would like more information about reskilling, upskilling, and employee development.  

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 20 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Upskilling:  A Program of Continuous Development to Meet Changing Needs

Posted on by Rachel Burr

Upskilling is an ongoing process of learning and development designed to meet current and future workplace requirements.  It leverages the talents of the existing workforce to improve business outcomes and increase employee retention. 

What is Upskilling?

The simple answer is that upskilling is the current buzzword for a program of continuous and long-term employee development.  Upskilling is distinct from the equally buzzy term “reskilling,” which is the process of moving employees from redundant or outmoded positions into new roles. 

Upskilling seeks to provide learning opportunities to an organization’s existing workforce in their current positions, not merely to fill gaps but to keep pace with the increasing rate of change in the world today.

What Are the Benefits of Upskilling?

Keeping ahead of the innovation curve is one of the main challenges for organizations large and small.  The Organization for Economic Cooperation and Development has predicted that technology will transform over 1 billion jobs in the next decade, while the World Economic Forum anticipates that upskilling will add $6 trillion to global GDP by 2030. 

Let’s take a look at a few of the benefits of the approach. 

Upskilling increases employee engagement and retention.  In today’s tight labor market employee retention is more important than ever.  Employees are looking for more than a paycheck.  They want to know that the organization is committed to helping them reach their full potential. 

Providing training and development opportunities is a tangible investment in their future careers.  When employees see a path to career growth, they are more likely to stay than look elsewhere. 

Upskilling is a cost-effective use of resources.  Training and development can be costly, but it should be thought of as an investment.  The alternative is new recruitment. 

There are drawbacks to recruiting people to bring skills to an organization. One is the labor market.  People who already have the latest, most in-demand skills are a scarce resource. They will be highly sought after and may command a premium. 

Another drawback is the time and expense of recruiting and integrating new hires into the existing workforce.  While training and development have costs, the cost of recruitment is greater. 

Upskilling improves business outcomes.  A final benefit is to improve the organization’s ability to achieve its business goals.  That applies regardless of industry. 

In one case, that may mean more effective customer outreach.  In another, it may mean completing transactions more efficiently. Wise organizations set business goals into the framework of their development efforts, providing a metric for effectiveness.

What Goes Into A Successful Upskilling Program?

Here are some guidelines for developing an effective program.

Survey the organization’s needs.  The first step is to identify existing skills’ gaps and future needs. The organization should review its business plans and the challenges it faces in achieving its goals.

It is equally important to ask:  What training and development opportunities do employees want?  That may not have an obvious answer.  Many employees will not know what particular skills they would like to develop. 

A better way of getting the information may be by asking, “Where would you like to take your career in the next year?  In five years?”  By framing the question more holistically, the employee and the organization can begin to take steps towards the desired goal. 

Develop individualized programs.  Having considered both the organization’s needs and the employees’ goals, the next step is to develop individualized plans. 

The survey process is likely to have uncovered recurring themes – both in terms of business needs and employee desires.  These themes can be subjects for broader training efforts across teams or departments.

Individuals should also be encouraged to explore subjects that interest them.  That may mean pursuing a software certification or other credential.  It may mean an introduction to another functional area or mentoring by an expert within the organization. 

Develop metrics to measure progress toward goals.  Finally, the organization needs to measure progress, both individually and as an organization. 

Individuals will want to know how they’re progressing – and how much farther they have to go to reach specific goals.  

The same applies to the organization as a whole. The more specific business goals can be measured, the more likely for upskilling to be seen as an investment in the future. 

If you would like to know more about upskilling, please contact us. 

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Using Organizational Development to Create Effective Change

Posted on by Rachel Burr

Organizational development goes through these phases: identify a specific problem, solve the problem with change, assess progress, and reset organizational culture, says Rachel Burr, Catamentum leadership Coaching.

Organizational Development is a systematic method of creating effective institutional change.  It relies on open communication with stakeholders (which can include managers and employees, suppliers and clients) and effective feedback to:

  • Identify a specific problem;
  • Effect changes to address the problem; 
  • Assess progress; and,
  • Reset organizational culture to the “new normal.”

Impetus for organizational change comes from changes in strategy by top leaders, when leaders need to steer the organization in a particular direction, they will need active involvement by stakeholders at different levels. Individuals who are active in the process of change are more likely to adopt it. 

Change Agents Lead the Way

Organization Development operates through “change agents” – Change agents can be leaders within an organization. Other times, leaders partner with OD consultants who bring their expertise to help leaders create and sustain change. They work with individuals and teams to identify both the problems and possible solutions, and make change happen.

Once the desired outcomes for changes are identified, change agents often begin the process through structured activities, such as workshops, surveys, or interviews, which are designed to gather information and collect feedback as the process unfolds.  Another big part of the change agent’s role is to coordinate communication so the reasons for change, and the benefits of change, are well understood. 

The communication itself needs to come from leaders. An OD consultant can help leaders design a plan for communication, including timing and messaging to different stakeholders. They may even help draft communications for the leader, but it is important the leaders themselves communicate to ensure these communications have the necessary weight and importance.

The Change Management Model – Three Steps to Change

A clear and concise way of viewing organization development is through the Change Management Model originated by Kurt Lewin, a pioneer in the field.  According to Lewin, successful change occurs in three phases , which he labeled:

  • Unfreezing;
  • Transition; and,
  • Refreezing.

Let’s explore the three steps individually, keeping in mind that there will be overlap among them. 

Unfreezing – Preparing for Change

Unfreezing is the planning stage, in which leaders and those assisting leaders with organizational changes gather information to identify the problem and its cause.  As noted above, the process may include structured activities or workshops, as well as surveys and interviews, to get stakeholders actively involved. 

The objective is to help people understand why the changes are happening, how these changes will impact the work, what the challenges might be, and how to navigate those challenges.

The leader is the owner for the change(s), even though some of the implementation work can be delegated to others, the leader owns both the responsibility and the results. 

Transition – Making the Change

Once the organization is “unfrozen” and ready for change, it’s time for action.  The organization undertakes the planned course of action, often called interventions. 

Interventions can take any number of forms, and may impact individuals, groups, or the organization as a whole.  

An individual intervention may call for training or coaching, either due to a new role or a performance issue.  A group intervention may involve team building exercises or workshops to develop new ways of collaborating.  Finally, an organization intervention may involve restructuring or strategic changes that affect everyone.  Such major changes will be unique to each organization. 

Transition is the most difficult stage.  Even with maximum involvement and understanding, some individuals will resist adopting new ways of working.  Leaders must communicate – clearly and consistently – the need for, and benefits of, change, and they must be prepared to help the organization navigate the resistance. 

The change agent has a dual role at this stage:  Supporting leaders in their communications, while also monitoring the impact of change.  The second part of that role reflects the need to continue getting feedback, assessing effectiveness, and making adjustments if needed. 

Refreezing – Establishing a “New Normal”

Once the hurdles of the transition stage have been overcome and the results assessed, the organization needs to reset its culture around the new ways of working.  The refreezing stage is intended to reinforce and ground changes in the organization to avoid falling back into old patterns. 

Leaders must set the tone and lead by example, becoming role models for change.  Leaders must understand where flexibility will be necessary: giving individuals time to adapt, preparing for the inevitable resistance, and providing other support as needed.  The goal is to ensure the organization successfully embraces change as a new way of doing business. 

If you would like to learn more about organizational development, or if you want to leverage Catamentum’s OD expertise, please contact us.

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Boosting Employee Morale is Good Business

Posted on by Rachel Burr

Ways to boost employee morale include giving employees autonomy, recognition, appreciation, avoiding burnout, respecting work-life boundaries, etc., per Catamentum leadership coach Rachel Burr.

Happiness and fulfillment is what we all want, in life and at work.   Work forms a big part of our individual identities – our sense of who we are and what we contribute to the world. Work is also an important source of social contact. 

Being happy at work is good for business too. 

Research consistently shows that high employee morale is associated with higher revenue and profitability. High employee morale is also associated with higher productivity and lower use of sick time.

This article will consider three simple strategies to boost employee morale to create a happier, more productive workforce and  increase your organization’s bottom line.

Increase Employee Morale by Fostering Autonomy and Agency

People generally like to feel a sense of being in control of their lives and destinies, not a powerless bystander.  A simple way to boost employee morale, then, is to provide opportunities for employees to exercise autonomy and agency in the workplace.

Autonomy and agency can take many forms.  The American Psychological Association suggests several simple steps, such as

·         Giving employees some control over their schedules and working hours;

·         Allowing employees to manage how assigned tasks are accomplished; and,

·         Giving employees a voice in decisions that affect them.

Another important way is to allow employees to use their natural strengths and talents at work.  An easy way to find out what captures an employee’s passion and interest is by having a conversation.  The next step is to support that passion and interest with career development and training, as needed. 

Recognition, Appreciation, and Pitfalls Thereof

As the Harvard Business Review points out, recognition and appreciation are very different animals.  Both can be beneficial.  Each offers a different way to connect with employees to boost morale.

Employee recognition is essentially transactional.  It rewards a job well done, a goal achieved, or a milestone met.  The reward may be financial but not necessarily so. 

Employee appreciation is the acknowledgement of a person’s inherent value, regardless of goals or milestones achieved.  It can be formal or informal, public or private, according to the circumstances.  It can be as simple as remembering a person’s birthday or giving a note of thanks. 

Celebrating both outstanding performance and inherent value provides the organization with more ways to reach out and interact with employees – to show them you care.  As Maya Angelou says, that’s what they’ll remember.

Paradoxically, some studies have shown that financial incentives can backfire as a reward for performance.  For example, an analysis by the London School of Economics found that financial incentives can reduce an employee’s natural desire to complete tasks, and the pleasure they feel in doing so.  

An article by the American Psychological Association also found that competition to achieve unrealistic performance goals can lead to cynicism and disengagement. 

While we like to receive financial rewards, organizations should handle them with care.

Addressing Employee Morale by Dealing with Structural Issues Leading to Burnout

Organizations have been hit with a number of challenges over the past several years.  We’ve been through the COVID lockdown, the “work-from-home” and “return-to-the-office” disruptions, and now a tight labor market. 

These stressors and disruptions can lead to exhaustion and burnout among employees – which requires a look at deeper, structural issues, with people strategies. The Harvard Business Review emphasizes the effect on middle managers, but any employee can feel the burden of being stretched too thin. 

When demand on employees outstrips their resources, here are some steps to take:

·         Re-assessing the work assigned – ask whether each employee has the resources to keep up;

·         Re-prioritizing the work – make a list of the top three priorities and consider removing outdated issues, or putting them on the back burner;

·         Re-distributing the work – ensure that the burden is equally shared and that no individual is bearing more than their share.  If budgets allow, consider bringing in outside help, whether temporarily or permanently.

Respecting work-life boundaries

Another issue is to look at working culture and working boundaries.  If the work intrudes on employees’ personal lives, it can add to stress and contribute to burnout.  Consider reinforcing the boundaries between working life and personal life. 

For example, implement a “no email on the weekends” rule to make sure employees get some real downtime to recharge.  Another possibility is to make vacation time mandatory.  If vacation is required, employees may feel less inclined to skip taking time off because they’re “too busy.” 

These are just some of the ways organizations can build employee morale for the good of both their employees and their bottom lines.  The key is communication.  If you would like more ideas to keep your employees motivated and engaged, please reach out.

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Click here to book an appointment.

Creating Effective Teams and Managing Personalities in Teamwork

Posted on by Rachel Burr

Diversity in both skills and personalities in teamwork relies on team members’ psychological roles based on personality and functional roles.

“Alone we can do so little; together we can do so much.”

–       Helen Keller

Organizations are built on teamwork.  A large organization can include many different teams.  A small organization can be a team itself.  It follows that building better teams can lead to better outcomes for any size organization. 

This article will look at the elements of effective teams, the benefits of having different perspectives, and the effect of individual personalities in teamwork. 

The Benefits of Teamwork

Research has shown that teams have several advantages over individuals, including:

Better Problem Solving: Teams of three to five people consistently outperform the best individuals.  Researchers say teams generate correct responses to problems, reject incorrect responses, and process information more effectively than individuals.

Greater Innovation: Teams push and pull each other to new thoughts and insights.  A healthy clash of perspectives provides just enough discomfort to spur growth and new ideas.

Happier Employees. Employees in well-functioning teams are much more likely to report a sense of well-being, and happier employees are much more productive than unhappy ones.

Diverse Perspectives Make More Effective Teams

Just as teams outperform individuals, diverse teams outperform non-diverse ones.  As we’ll see, diverse teams tend to check each other’s assumptions and keep each other on track. 

The case for diversity in the workplace has been made repeatedly, including studies published by McKinsey & Company in 2015, 2018, and 2020. Diverse workplaces consistently report better financial results and are more profitable than non-diverse ones. Credit Suisse found a similar association between better financial results and including women on corporate boards.  

And, according to the Harvard Business Review, diverse working teams also perform better than non-diverse teams. For example:

Focus on Facts:  Diverse teams have been shown to focus more on facts and make fewer factual errors than non-diverse teams.  When errors do occur, they’re more likely to be corrected.

Information Processing: Diverse teams also have been shown to process information more carefully and deliberately than non-diverse teams, leading to more accurate decisions.

Greater Innovation:  Finally, diverse teams have been shown to introduce more innovations into the market, and to develop more new products, than non-diverse teams. 

Diversity pulls people out of the comfortable, well-worn patterns of thinking that occur in non-diverse contexts.  Getting out of that comfort zone is vital to making better decisions and driving innovation. 

The Effect of Personalities in Teamwork

Individual personalities also have a major impact on teamwork, no matter what kind of group is involved.  Team members’ personalities can affect cooperation, problem solving, and overall performance. 

The Harvard Business Review has proposed one way of looking at personality in the workplace:

Results Oriented.  Team members who are leaders, socially confident, and energetic. 

Relationship Focused.  Team members who focus on the feelings of others and fostering group cohesion. 

Process and Rule Followers.  Team members who pay attention to details, rules, and process.  They tend to be organized, responsible, and conscientious. 

Disruptive Thinkers.  Team members who focus on innovation and shaking things up.  They tend to be adventurous and open to new experiences.

Pragmatic.  Team members who are practical and skeptical.  They tend to challenge ideas and to be prudent and level-headed. 

None of the personality traits above is “better” than any other.  Teams with a mix of personalities and approaches result in better overall performance.

If the majority of the team are disruptive leaders, but the team lacks relationship builders, group cohesion will suffer.  If the majority are relationship builders, but the team lacks leaders and disruptors, innovation will suffer.  

Managing Personalities in Teamwork

One way to maximize team effectiveness is to recognize that team members play both a functional role and a psychological role. The functional role of each individual is based on their position and technical skills.  It is usually the main focus when putting together working teams.  Equally important is each team member’s psychological role, based on their personality. 

The goal is to create a balance of  personalities so the mix of different styles and  approaches will optimize the team’s success.

If your organization would like advice on building better teams, we are happy to assist. 

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

To book an appointment visit: https://catamentum.com

Micromanagement is Not Leadership

Posted on by Rachel Burr

Micromanagement and Imposter Syndrome, often derived from insecurity, isolation, & feelings of lack of control, are common among leaders. Catamentum helps alleviate them with leadership coaching.

“Never tell people how to do things.  Tell them what to do, and they will surprise you with their ingenuity.”

– Gen. George S. Patton

Micromanagement is not true leadership, as General Patton knew.  Even in a top-down, chain-of-command organization like the Army, effective leaders give their subordinates opportunities to contribute and shine.  Micromanagement takes away those opportunities, to the detriment of the organization.  This blog will take a look at the signs, sources, and potential cures for micromanagement. 

Some Symptoms of Micromanagement

We’ve all heard that micromanagement is a “dirty word” in business.  Many of us have experienced it at some point, and a few of us may have been guilty of it.  It’s a behavior that can take a variety of forms, usually reflecting a desire for control.

The micromanager may give staff constant reminders of tasks and deadlines, or demand frequent updates, reports, and meetings about work in progress.  These behaviors reflect lack of trust in the basic competence of the workforce, which can sap morale and confidence. 

The micromanager tends to focus on tiny details, regardless of context.  The micromanager also tends to emphasize shortcomings, in other words, nitpicking, whether the project is big or small – an interoffice memo may get the same level of scrutiny as a client presentation.  

Withholding information is another tactic of the micromanager.  The behavior may take the form of doling out tasks individually, while withholding the bigger picture.  The micromanager may also withhold strategic information about goals, projects, and plans.  The intent in these cases may be to amplify the micromanager’s status as an expert – or as the “smartest person in the room.”

The result is to rob the micromanager’s staff of autonomy and initiative.  It also robs them of opportunities to grow and develop in their roles.  The micromanaged employee can feel stifled and frustrated, leading to disengagement and turnover.  

The organization suffers not only from a loss of employee engagement, but from the loss of time and attention the manager could spend on more strategic concerns.  

What Are the Causes of Micromanagement?

Few people intend to become micromanagers, yet the problem persists.  We can identify a few root causes of the behavior.  In some cases, the cause may be insecurity, or a feeling of “Imposter Syndrome,” where despite being high-performers, managers may feel like a “fraud” because they doubt their ability to succeed in their roles. Imposter Syndrome is very common, and coaching can help managers overcome it.  Apart from it, there are some common sources for workplace micromanagement.

One cause is a feeling of isolation.  As they rise through the ranks, senior managers may feel increasingly disconnected from the day to day work of their organizations.  These managers may, for example, demand more and more updates and reports to relieve their anxiety. 

Another source of micromanagement is loss of control.  One of the ironies of rising into upper management is that, as overall authority increases, the manager’s direct control over operations decreases.  Former frontline superstars can have a hard time letting others do the tasks they once excelled in. 

The desire for control, feelings of isolation or insecurity, and other factors can result in feeling the need to micromanage others.  However, with coaching, managers can learn to let go as a part of professional development. Organizations can also take deliberate steps to reduce micromanagement.

Letting Go of Micromanagement

A few simple steps can help.  The first is to follow General Patton’s advice:  Tell people what to do, but not how to do it. 

In most cases, managers can frame the goals to be achieved without describing each step along the way.  Speaking in terms of outcomes and goals gives employees room to exercise judgment and develop skills.  Managers can and should make themselves available to give guidance and advice if needed.  But unless the employee needs training, step-by-step instructions can be avoided.

Another way to eliminate micromanagement is to set reasonable expectations in advance for progress reports and feedback.  At the beginning of a project, let employees know when and how they’ll be expected to provide updates about work in progress. This can go a long way toward reducing the feeling of being micromanaged.

Finally, not all work warrants the same level of management and feedback.  Big projects, risky projects, or novel situations will merit more attention and feedback than small or routine projects.  The level of attention should be based on the importance of a project for the organization.

When the roles and expectations are clear and reasonable, both managers and employees can do their best work.  Employees will have the autonomy to show their ingenuity and develop their skills.  Managers can turn their attention to making strategic decisions for the organization.  Letting go of micromanagement is a win for everyone. 

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

To book an appointment visit: https://catamentum.com

Authentic Self at Workplace: Why & How

Posted on by Rachel Burr

Bringing your authentic self to the workplace is integral to career success and growth, and it increases job satisfaction. Leadership needs to create a safe environment and encourage the practice of empathy.

Being Your Authentic Self

“The privilege of a lifetime is being who you are.” – Joseph Campbell

What Does It Mean to be “Authentic?”

We’ve all heard them:  Media figures, motivational speakers, and other “influencers” urging us to be our “authentic selves.”  We’re told that being “authentic” will allow us to lead happier, more fulfilling lives, but what does that really mean?  Is it only for close personal relationships?  Can we be our authentic selves at work?  Are there risks?  Are there limits?  This post will take a look at these issues. 

Authenticity, at its core, means that our words and actions consistently align with our values.  That means having a strong sense of who we are and what’s important to us.  But there’s more to it.

Authenticity also means we’re aware of our feelings and emotions in the moment, and that we’re able to acknowledge them as we go through our day.  In other words, authenticity isn’t just one state of mind.  It includes being present and aware of what’s going on in the moment.  That makes authenticity a process, and a practice we can develop as part of our lives.

Being our authentic self comes with some risks.  We’re more vulnerable when we’re being true to ourselves than we are when we’re playing an expected role.  It takes courage to break free:  Will we be judged?  Will we be rejected?  The risks mean that we’re more likely to be authentic in safe environments and in close personal relationships.

But what if we could expand that horizon?  Research has shown positive links between authenticity and higher self-esteem, greater psychological well-being, and increased job satisfaction.  Can we allow authenticity to move from our private lives to our public lives?  Let’s take a look into what it means to be authentic in the workplace. 

Bring Your Authentic Self to Work

Writing in the Harvard Harvard Business Review, author Susan McPherson urges us (as the headline gives away) to: “Bring your ‘authentic’ self to work.” She writes, “Being yourself is the best way to form meaningful relationships, which are integral to career success and growth, no matter what field you work in.”  McPherson advocates forging deeper human connections in the workplace, not just practical or “transactional” ones. 

Mike Robbins, author of Bring Your Whole Self to Work, says that without authenticity, “[w]e aren’t able to do our best, most innovative work, and we spend . . . too much time trying to look good, fit in, and do or say the ‘right thing.’” 

Robbins has defined authenticity as “honesty, without self-righteousness, and with vulnerability.”  We might rephrase that more simply as “honesty with empathy and vulnerability.”  The last two qualities let us relate to each other more easily as human beings, to recognize a bit of ourselves in another person. 

Being Authentic Self Takes Practice

How do we start?  Small steps are best.  We don’t have to tell our life story, or to weep an ocean of tears, to be authentic and vulnerable.  It’s best that we don’t!  Keep in mind that authenticity can be seen as a practice, something to be cultivated through deliberate effort over time. 

Mike Robbins uses the “iceberg” metaphor (that is, the bulk is hidden).  He suggests that we “lower the water line,” just a bit.  In other words, that we take courage and reveal just a little bit more about ourselves than may be comfortable in that moment.  With attention and practice, we can become more open to authentic moments as they arise.

We might, for example, begin by adding a personal detail or two to the general small talk before a meeting.  Susan McPherson suggests listening for personal details from others and following up when we feel a connection. 

Creating a safe space for people to share a little more about themselves is a great start to foster a sense of belonging. Businesses and organizations can help the process by having a coach or facilitator work with groups.  Discussion and group exercises can break the ice and set the process in motion.  

Are There “Authentic” Limits?

Any idea can be taken too far, or applied in the wrong way.  Authenticity is no exception.  “Authenticity without empathy is selfish”,  says Wharton professor Adam Grant. He warns that too much authenticity can appear “self-serving and self-absorbed.” 

A key to avoiding these issues is to keep empathy for others firmly in mind.  The goal of being authentic is to build closer human relationships, which also includes respecting the boundaries of other people.  Small steps are another key.

Authenticity isn’t automatic.  It’s a practice that we build with intention and deliberate effort.  With practice, we become open to making personal connections in more areas of our lives, which brings both greater success, better motivation at work, and greater satisfaction. 

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Rachel Burr is a leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. 

Rachel is a “people expert” who works with clients to unleash their leadership potential and catalyze growth momentum for teams and organizations.

To book an appointment 

Visit: https://catamentum.com

Leadership Communication, Workplace Engagement, Building Future Leaders

Posted on by Rachel Burr

Leadership communication can be improved upon coaching for better employee engagement, team dynamics, and organizational leadership bench, says Rachel Burr, Catamentum leadership Coaching.

The “telling”, or command-and-control style of leadership communication

Among many ways of miscommunication, under communication, or complete lack of communication, perhaps the most common is “telling people what to do”, instead of engaging, guiding, coaching, and inspiring people to participate and contribute.

This article will focus on the harms of constantly telling team members or subordinates what to do, a/k/a command and control, and what to do instead.

What leaders lose from micromanagement

When leaders micromanage, they undermine their team’s performance. Employees do not bring their own skills, ideas, or passion to the work. They often give up voicing their opinions and observations due to a lack of psychological safety and fear of being criticized.  As a result, employees don’t feel they “own” the work or the results. They become disengaged and wait passively to be told what to do. When leaders do not value employees’ input, they not only encourage “quiet quitting,” but they fail to recognize new ideas, incorporate diverse perspectives, and they lose valuable insights required for innovation.  

Leadership communication is truly about how to coach teams

A 2016 survey by the Harvard Business Review found that two-thirds of managers are simply not comfortable communicating with employees. Ineffective communication can be costly, or even destructive for the leadership, teams, and the organization.  

To change leadership communication, leaders must first respect, trust, and value the people on their teams.  Upon this foundation, the following actions improve communications, build teams, and create healthy organizations:

* Encourage Discussion and Feedback. When leaders create a safe environment, employees will more openly share information, ideas, and insights.

* Communicate Purpose. Communicate more than “what” needs to be done, communicate the “why.” When people understand the purpose of their work and how they contribute to that purpose, they feel more engaged and empowered to take action to achieve their goals.

* Listen. Effective leaders actively listen to others. They engage with genuine curiosity and the intent to understand the ideas and perspectives of others. Beyond the work, effective leaders listen to and get to know who their employees are as people–their lives, families, and what matters to them. When people feel heard, seen, and understood, they feel a greater sense of connection and commitment with their leader and their team.

*Demonstrate Integrity. Trusted leaders walk the talk. Leaders’ statements explicitly communicate their vision, values, and goals. Their behaviors implicitly communicate their commitment to those things. Integrity is how closely a leaders’ words match their behaviors. When it comes to communicating integrity, actions speak louder than words. 

* Communicate Clearly. Effective guidance is clear, concise, and consistent. Whether communication is verbal or written, in person or virtual. 

These actions are a good starting place for leaders to improve their communication, but developing great leadership communication skills is a process, not a checklist. Great leaders invest the time and attention to put these actions into practice.

Good communication and coaching can foster the next generation of Leaders 

Moreover, the “telling” or “ordering” style of communication will hinder the development of the “bench” – bringing up the future leaders in the organization. 

Leadership communication isn’t just announcing plans to employees. Open dialogues, active listening, and regular feedback can be used to spot and elevate leaders from within the organization.

However, a 2023 survey by the consulting firm DDI found that just 40% of leaders said their organizations had high quality leadership, and only 12% had confidence in the strength of their bench. 

The leaders of the future also need to develop the psychological safety to take risks and try new things.  Using effective leadership communication in this way can also have the added benefit of creating a virtuous cycle of open, clear, and honest communication at all levels of the organization. 

No leader can afford to be an island.  Whether an organization is planning for growth or succession, having a good bench of future leaders is a must.  The home-grown new leadership will have been instilled with organizational knowledge and values, not easily replicated from the outside. 

excellent leadership communication can increase engagement across the organization. 

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees.  Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching.  Rachel is a “people expert” who works with clients to unleash their leadership potential.

To book an appointment visit:  https://catamentum.com 

Use Executive Coaching to Tap Into Your “People Power”

Posted on by Rachel Burr

Executive coaching by Rachel Burr, Catamentum Leadership Coach, empowers individual leaders, teams, and organizations with people skills.

In these often challenging times, leaders and executives may wonder how to motivate and empower their employees.  They want to improve employee engagement, encourage employees to take ownership, and help drive the organization’s success.  Leaders want the best for and from their teams, but achieving that goal can be challenging.

Surveys show that employees want both greater empowerment and support from leadership. 

According to a 2008 study by Google, employees said two of the most important qualities/skills in a manager were (1) being a good coach, and (2) empowering their team, rather than micromanaging. 

In 2020 Gallup surveyed 1.2 million employees from nearly 50,000 businesses across 45 countries to understand what employees wanted from their managers. First and foremost, employees said the best managers are coaches. The Gallup survey found the best managers: (1) focus on team engagement, (2) leverage the unique talents of each employee, and (3) set clear expectations and goals.  One big takeaway from the survey is that “The best managers talk to their employees and teams.  A lot.”  In other words, people skills are invaluable. 

The question is how to turn the reciprocal wants and needs of both leadership and employees into shared success. 

Executive Coaching Empowers Leaders with Functional Skills and People Skills

Good leaders develop their skills overtime, both through experience and by leveraging resources.  Executive coaching is a key resource that can be a catalyst to enhance leadership, both through developing functional skills and people skills.

A newly promoted leader, or a newly onboarded executive, may have outstanding talent and drive.  Managers may be promoted for their extraordinary technical skills and capabilities.  Nevertheless, if leaders and managers lack the necessary people skills, they will struggle in their new roles.   

In these situations, executive coaching helps leaders and managers close the gaps.  Coaching helps a leader navigate the challenges of a new role, or helps established leaders navigate ongoing challenges, particularly related to people management, mindset, emotional intelligence (EQ), and skill development.

While executive coaches don’t have all the answers, they are trained to ask good questions and guide leaders through their development process.  

People Skills Can Transform Leaders and Organizations

As the Google and Gallup surveys suggest, going beyond functional skills requires excellent communication and people skills.  A leader may have superb functional skills and business sense, and may have achieved considerable success, without mastering people skills.  To reach the next level, even successful leaders may need to scale up.

Developing better people skills can be as simple as learning to listen and giving constructive feedback.  It can encompass examining mindsets, developing greater emotional intelligence, and nurturing connections among employees and teams across the organization.  

When blind spots and limiting mindsets come up, executive coaching can lead to a process of self-discovery and transformation.  Personal transformation can translate to organizational transformation, and form the building blocks for the next level of success across the organization.

Leaders who Learn People Skills Help Themselves, Their Teams, and Their Organizations

When leaders develop the skills and traits to empower those around them, everyone wins.  Leadership is a team sport.  Successful leaders ultimately serve their teams and work toward a shared goal. In short, leaders who learn people skills help themselves, their teams, and their organizations.  

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees.  Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, as well as numerous certifications in the field of executive coaching.  Rachel is a “people expert” who works with clients to unleash their leadership potential.To book an appointment visit:  https://catamentum.com.

PICA Member Spotlight of Rachel Burr

Posted on by Rachel Burr

The following is an interview of Rachel Burr by PICA, Professional Independent Consultants of America.

Q&A with Rachel Burr of Catamentum Leadership Coaching & Consulting on creating the consulting career of her dreams, and how to “Catalyze Momentum”.

PICA Member Spotlight of Rachel Burr of Catamentum Coaching & Consulting on creating the consulting career of her dreams, and how to “Catalyze Momentum”.

https://www.successfulindependentconsulting.com/rachel-burr-spotlight

Q: Please introduce yourself and tell us about your business.

A: My name is Rachel Burr, and my company is Catamentum Coaching and Consulting (“Catalyze Momentum”). When we Catalyze Momentum, we can Unleash Potential. I’m an executive coach, leadership development consultant, and overall “people expert.” A big part of what I do is to help leaders step into their authentic potential. The way I see it, a lot of leaders may feel forced into a cookie cutter of leadership, either by what they think leadership is supposed to be or what they see modeled around them. My consulting approach is focused on getting leaders to explore who they are at their core, including their strengths and weaknesses, their values, and what they want to do as a leader. Then we look how they bring that core to their current role or the role they’d like to have. 

Q: Do you do a blend of coaching and consulting work or primarily just the coaching?

A: I do both. I do individual leadership coaching, I work with teams, and I facilitate tailored workshops. I also work with executives as a thought partner. I help them think through their people strategies, challenges, and opportunities.  Leaders will often have ideas and questions about their people and overall organization, but they may not be sure how to put these ideas into action. Leaders may not yet be ready to talk about these ideas with their boss, and it may not be appropriate at that point to talk with their team. I help leaders unpack their ideas and examine their options so they can make better decisions. 

Q: How long have you been independent now?

A: Four years, but it seems like so much has happened.

Q: How did you make the leap to independent consulting? 

A: It’s funny because I resigned from my corporate job without knowing what I was going to do next. There were a lot of things I appreciated about corporate, but I was also spending a lot of time on things that weren’t really leveraging my talents. I was comfortable but not happy. I’m a big believer that we have to make ourselves uncomfortable to catalyze change.  So, I quit.

I left not knowing what I was going to do, but I knew I wanted to explore the possibilities.  Granted, I had the benefit of my husband being very supportive, and having good health insurance. So, that made the leap into the unknown a little easier.

Initially, I stared to look at other corporate jobs. I wasn’t even thinking about consulting. I applied for a job, and I didn’t get it, which turned out to be a good thing. Then, I agreed to do an interview for a second corporate position, but it just didn’t feel right. A friend who had her own consulting business asked me why I didn’t try going independent. Then, she hired me to work on a small consulting project to help me “dip my toe in the water.” I remember the first day I met with the client. We were discussing their objectives and needs, the outcomes they wanted, and brainstorming ideas. I loved it!  30 minutes into our meeting, I thought, “Why have I never done this before?” That was it. I finished the project, and that summer, I started my own coaching and consulting company.

Q: What’s one thing you wish you would have done differently?

A: I would have asked for help earlier. I think when you go out on your own you feel like you have to do everything yourself. But you have people around you who are really good at what they do. They’re talented and they’ve got their own work that supports the business you want to grow. So, reach out. Build your village.

Q: Once you decided to really go for it how did you get your own clients?   

A: I had a number of strong relationships with people I had worked with and whom I greatly respected. The people I knew in HR, talent management, and consulting were natural conduits for connecting me with leaders to help them address needs in their organizations. One by one, I had people take a chance on me. I continued to build relationships, and as people get to know and trust you, building your business begins to come more naturally. It’s important to connect with folks in a way that’s genuine and authentic. Understand their pain points, what they are managing or struggling with, and figure out how you can help them.

Q: You make it sound very easy, Rachel. What’s your secret sauce?

A: It is not easy. There were so many times I was just overwhelmed because I had no idea how to run a business. Someone recently told me that you have to have a business plan before you jump in. I didn’t even know what a business plan was! I had moments that were these little highs from my wins. I also had moments of thinking I have no idea how I’m going to do this.

I specifically remember a friend of mine who had also decided to leave corporate. She left before I did, and I had been there to help her when she was figuring things out. After I had been out on my own for about six months, she called and said, “Hey, I’m going to this business accelerator program. Do you want to come with me?” I didn’t even know what that was.  We both signed up for the program, and as I went through it, I started to see all the things I didn’t realize. I didn’t know what I didn’t know.

I also remember being overwhelmed worrying about money, which is totally normal, but then you have to learn to invest in yourself to move forward and get to that next level. I remember calling my husband before I signed up for the program, because we are very good about making financial decisions together. I told him, “I really need help. I think this program could help me but it’s a lot of money.” I told him how much it cost. He was completely supportive and said, “If that’s what you need to do, that’s what you need to do.” I think it’s really important to tell people there’s no magic formula. Some days it was really a struggle and I wanted to give up. Those were the times I had to pick myself back up, reflect on what I learned, identify what I was going to do differently, and also identify those things I would never do again. I think it’s important to recognize that it’s going to be a journey.

Q: Four years in, what has changed or gotten easier?

A: One thing was that when I first started I had a really negative misconception of what it meant to sell my services. The word “sell” was a real hang up for me. I had this idea that I was pushing someone into something or getting them to do something that maybe they didn’t really want to do. After talking with a number of consultants, coaches, and other people I trusted and respected, I realized selling isn’t about pushing. It’s about listening, understanding a client’s challenges and pain points, and hearing what they want to achieve. Then, we can talk about how I can support them to address their problems. With that new mindset, my idea of selling shifted from feeling like a push to feeling like a partnership, and I love that.

Q:  What’s next for you and Catamentum Coaching & Consulting?

A: I love that I am continuing to figure out the kind of work I really want to do, that place where passion and talent intersect. I’m also figuring out what I don’t want to do. To say Yes to some things, you have to say No to others. We only get 24 hours in a day, so we have to figure out how to prioritize that time.

I want to expand my executive coaching and team coaching. I also love tailoring and facilitating workshops for teams and other groups. I’m not one to just pull something off the shelf. I want to adapt the approach to each group.

I also want to do more guesting on podcasts. I’m an extrovert at heart, so being able to get out there and talk with others about people, leadership, and unleashing our potential, that really fuels my passion.

Q: If people want to learn more about you and or what you do, what would be the best way to do that?

A: They can reach out on my website and of course I’m on LinkedIn.