Tag Archive for Engagement

Rabbits and Tennis Rackets

“Nostalgia is an illness for those who haven’t realized that today is tomorrow’s nostalgia.” 

Zeena Schreck


I was reading something the other day about impermanence.  Specifically, I was reading about clouds and how they are constantly changing.  I realized that many of us love watching them do so - as a matter of fact, we delight in it.

If they weren’t changing, I think we would quickly become bored with or intolerant of watching clouds at all!


How contrary this is to some of our relationships.  

Whether they be with family, friends, colleagues or otherwise, many of us want the people we are with to remain the same and we are upset when these individuals evolve into something different.  Shoot, many of us actually request they “go back to the way they were.”

This is no more possible in a human than it is with the cloud!



Individuals change - we should expect and accept it!

Furthermore, if we care about that person or the relationship, we should delight in the changes or “evolution” of that person as it means he/she is growing, adapting, evolving into who he/she was meant to be.


In a healthy relationship, one doesn’t try to control this change.  

You can’t control if the cloud turns into a rabbit or a tennis racket, what makes you think you can control what a person turns into?  

In a healthy relationship, you should not try to do so!


I think leaders understand and appreciate the concept of impermanence.

  • Leaders inspire or motivate someone to develop his/her skills and talents but they don’t attempt to control what the person desires or what he/she aspires to be.


  • Leaders attempt to curb or otherwise motivate an individual to not behave in a certain way at work but they won’t condemn the person for being who he/she is or for becoming what he/she is meant to become.


  • Leaders don’t ask their staff to “remain stagnant” – instead, they anticipate and enjoy seeing others develop and grow and, when possible, seek to find spots where these skills and competencies can be value-added.


  • Leaders don’t expect their employees to “return” to the people they once were – instead, they inspire their staff to evolve, to improve, and to build upon what they once were.


As a supervisor, friend, mother and sibling, I have failed at leadership many times and I’m certainly not immune to doing it again.

However, I can commit to this:  

I will not attempt to hinder an individual’s inevitable evolution.

I will encourage and support others while staying true to my own values and principles.  

I will seek to find the good in the changes I see in others.  

(Shoot, I may even delight in it.)


What about you?  

Can you allow yourself to accept, if not enjoy, the inevitable?



3rd Day Insights

The 3rd and final day of Ceridian‘s User Conference, Insights 2014, has come to an end.

I came to this conference wanting to learn more about Dayforce HCM, Ceridian’s single platform SAAS application. Honestly, I was overwhelmed just thinking about “what I was in for” – I haven’t worked in HRIS (aka DATA) in years and I thought for sure my learning curve would be so steep that I would be lost in these sessions.

I was pleasantly surprised, however, as I quickly realized Ceridian has taken the “difficult” out of Human Capital Management.  The “user experience” is intuitive, dare I say easy.  But I’ll talk more about that later as I deep dive into some of the Dayforce modules and learn more about their capability and functionality.


Instead, this post is about Ceridian employees because honestly, they are what make the Ceridian experience valuable to its clients.



I know what engagement looks like; I have “studied” it for years.

I learn from employees about what makes them engaged, disengaged or otherwise.

I coach leaders and help them identify their own behaviors and activities that will likely result in more engagement.

I speak to business owners, Human Resources Professionals, and a variety of other managers and leaders about the risks of decreased engagement and the incredible value of increased engagement.

But honestly, I learn more about engagement from living it and watching it.

I have been an engaged employee and, sadly, I have been an actively disengaged employee. I have been a recipient of “service” from an incredibly engaged employee and have suffered through “service” from a complacent disengaged employee.

We all have…we are all experts of engagement if we think about it.  We may not know all the lingo but we know this…we know engagement when we see it.


Ceridian Insights 2014 gave us the opportunity to see engagement, to hear engagement, and to watch engagement at work.


Ceridian employees, whether they are in sales, marketing, research and development, training, etc. are engaged!  They are proud of Ceridian’s products and humbled by Ceridian’s success. They are excited about the roads ahead and committed to the sweat it’s going to take to succeed. They are loyal and supportive of the entire team of professionals who are joining them on this journey.


I had the opportunity to talk to many clients of Ceridian these past few days and every one…EVERY ONE…had the same messages.

“Ceridian employees are the best in the business.”

“Ceridian employees are refreshingly authentic.”

“Ceridian employees love their company and it makes me love their company or want to get to know their company better.”


One didn’t have to look far to see why Ceridian customers think this way. The beauty was in its simplicity; the employees were clearly happy. They were clearly interested in your needs. They were directly helpful. They were supportive and complimentary of their peers. They were excited about their work and passionate about not only what they were doing but what they were planning to do.


We hear about the “greats” in employee engagement all the time…Google, Wegmans, Zappos, Southwest Airlines, etc.  They are indeed great and we can all continue to learn from them.  However, all you have to do is watch and ask a few questions and I think you’ll find that Ceridian is doing something right…something really right…when it comes to employee engagement.


For someone like me, it was a joy to observe, and I’d love the opportunity to sit down with their leadership and workforce to hear their insights on how they are encouraging, maintaining and consistently delivering such positive employee engagement.


I Love Not Working Well For You

I attended the SHRM National Conference in Orlando recently and went to quite a few concurrent sessions that got me thinking.

One session was about money…how an organization makes it, wastes it or loses it…and, of course, what Human Resource professionals should be doing about all of them to ensure organizational success.

The presenter talked about engagement, and how Human Resources needs to provide leadership with the information and tools it needs to better engage its workforce.


images-2My goodness, this word has been used a lot over the past few years!

Everyone wants more of it!

We assess the levels of engagement, we implement initiatives to get more of it, and then we analyze the results of those activities so we can figure out if we need to execute more of them.



I wonder if we are pursuing engagement for the sake of engagement and, in the meantime, we are forgetting about the development of our staff?


  • What happens when an employee is very engaged but not skilled?
  • What happens when a motivated and engaged employee thinks he/she knows more than he/she actually does?
  • What happens when a fully committed employee doesn’t know what he/she doesn’t know?
  • What happens when an engaged employee tries his/her best but just doesn’t have the skills necessary to complete the task?

The answers are obvious – failures occur!


In a perfect world, we’ve hired employees who are qualified, who have the capability of succeeding at their jobs, and who have the capacity to evolve into newer, challenging positions as our organization needs them to.


But how many of us live in a perfect world?  I fear very few of us have the luxury.


Therefore, before you hop into yet another engagement initiative, perhaps you should take a look at your staff’s talent and competencies.

  • Are there obvious gaps in their knowledge?
  • Are they falling short of the performance standard because of a skill deficiency?
  • Do they try and try but just don’t seem cut out for the work?


  • When was the last time you’ve done a competency assessment?
  • Can your performance evaluations help you asses your employee’s knowledge, skills and abilities?
  • Have you ever asked your staff what they believe they need to learn and master in order to better perform their work?

Of course engagement is important, but so is competence.

We must move both dials forward to ensure organizational success.


Pathetic Dog, Lesson in Empathy

Our minds will look ahead when fear is left behind.


My ex-husband, Steve, and I share joint-custody of our 3 year old Rhodesian Ridgeback, Lucy.  Steve, technically, has full custody but I agree to watch her when he travels, which he happens to be doing this week.

photoAs you can see, Lucy is less than thrilled with this arrangement.  An otherwise happy and personable dog with Steve, she becomes this sullen  “I don’t feel like doing anything but look pathetic” dog with me.

Also “substituting” this week is a young woman in my son’s 1st Grade classroom. Bless her heart, she’s getting some push back and other inappropriate behaviors from the students.

And finally, my daughter’s soccer coach is traveling with another team and therefore, there is a coach stepping in for training this week.  My daughter and almost everyone else on the team are not happy with this arrangement.


Change is hard.  

It’s hard for dogs, little kids, teenagers and adults.

How can you help?


I think you can help by talking about it.  (Communicate?  Really?  What a shocker!)

Talk about it!


  • Prepare the person for change;
  • Outline the parameters of the change and better yet, tell him/her all of the things that WON’T change;
  • Describe or define your expectations during the transition;
  • Check in early and often to make sure he/she is ok, behaving properly, and that he/she is knowledgeable, if not anticipating, what is yet to come;
  • Recognize his/her effort and/or the result of his/her actions;
  • Whether it is positive or negative, offer him/her feedback; and, more importantly
  • Solicit feedback regarding your own actions.

This obviously won’t work well with poor Lucy…I don’t know how to speak Dog. However, just as I would need to do with my kids, my colleagues, my employees or anyone who was going through a transition or change, I need to convince her that she will be ok.

Because when it comes right down to it, that’s what she’s afraid of!



Fear is why people resist change!


Eliminate the fear, and you’ll see a positive result.  

Best of luck to you…and let me know if you’re interested in dog sitting.



Teenagers, Boyfriends and Bathrooms


Bathrooms are for weeping.

I have a 16 year old daughter. If she knew I was writing this post today, she’d probably have an aneurism but perhaps ten years from now, she’ll read it and not have a fit.

I had the pleasure of spending five days with my friend, her daughter and my daughter in Minnesota for a Sweet 16 shopping trip and a Justin Timberlake concert. During this trip, I learned my daughter had a boyfriend.

I was crushed…not because I didn’t want her to have one but because I didn’t know about it.

Don’t get me wrong – I do not have the grand idea that my daughter shares everything with me, that she wants me to be a big part of her life, or even that she wants me to know an itsy-bitsy part of it. I have had too many looks of disdain, rolled eyes, turned heels and shut doors to know better than that. However, I still thought she would tell me when she was ready or interested in a boyfriend.

I was wrong.

I cried when I found out. Ok, that’s a lie. There is a distinct difference between crying and weeping. I wept. The kind of weeping one can only do in the bathroom of a hotel room, the kind where your heart leaks so quickly you fear it can’t be filled up again, the kind when you realize that any day, your daughter will walk into the room and you won’t recognize her.

It sucked, and for five days…ok, probably more…I stayed in that little hole of self-pity. But thankfully, my dear friend and mentor, Joel Casto, and my dear friend and business partner, Kandy Broderick, pulled me out.

I won’t bore you with the details of my conversations with them or my subsequent conversations with Carolyn but instead, I’ll offer these words of wisdom.  Do with them what you wish…

  • It’s healthy to check in with people we care about from time to time, but it is also ok if they don’t feel like sharing.  Sometimes, the right question may be, “do you feel like talking to me about this?”
  • We need to let feelings of resentment and offense slip away when they become barriers to communication.  If we don’t, the conversation becomes about our needs and not about the real issue.
  • Sometimes, we should politely “force” awkward conversations when behind the awkwardness lies true feelings.
  • If we share even the boring parts of our life’s journey with the people who are forever passengers on our ride, we are giving them the gift of context for the big, exciting or heartbreaking stops along the way.
  • A relationship is a “contract” of sorts. When that contract is breached, someone is likely to feel like a chump.  This is why it’s important to lay out the rules of that contract – the expectations, if you will – of what the relationship should be.  Then, when the contract is breached, the discussion can be about that, and not about how pissed off we are for feeling like a chump.
  • When in doubt, always put the positive of the situation in front of you, for it’s the positive that will pull you forward and it’s the positive that you’ll remember when looking back.

I don’t know if you have children, nor do I know if you’ll struggle with what I have struggled with, but I do know this: fearing you don’t know your child is crippling!  It keeps you up at night, it makes you second guess nearly everything that occurs in your relationship, and it darkens even the most innocent of interactions.

The only way to eliminate the fear is to own it, admit it, and talk about it. 

Speak Outside of the Lines

It’s not what you tell them…it’s what they hear.

Red Auerbach


I had the pleasure of working with a client recently who had a workforce of about 900. My job was to train them all on various topics over the course of the four day window.

Easy peasy!  Load me up, fill the room – all I need is good coffee and few cookies or donuts.

However, when I arrived on site, I learned there were 19 different languages spoken in their workforce…actually, there were a bit more but some team members were fluent in multiple languages so 19 was the “common” language number.language

I’ve taught numerous courses in which I had to use an interpreter but none to this scale. My client’s original plan was to have me teach multiple courses to specific groups with one interpreter for each group. It was believed this would get the best bang for the buck and, at the very least, allow the majority of people to get trained. The plan was to tape my presentations and have interpreters meet with the remaining staff to “review” what I had said long after I had gone home.

This is how my client has always “worked through” its language barriers. The fact that work teams couldn’t attend training together and the fact that some team members would have to get trained “after the fact” were common “symptoms of circumstance.”

My client didn’t mind…many in its leadership said “it came with the territory.”

Hmmm, I didn’t like this territory!

I often color outside of the lines so I asked my client if I could deviate from our original contract and deliver something better.  Thankfully, I got the green light so I broke down the barrier as best as I could.

break it down

I transformed my compliance driven “lecture” courses into group discussions and story times.

Each class had between 60 and 140 people in them. I asked for volunteers who were fluent in multiple languages and also knew English. They became the “leads” of smaller groups.

I met with each of my “leads” and explained their roles as interpreters, facilitators, story tellers, etc. Each of them were willing to give this a try and, once they started talking to the others, a few more volunteers offered to help “lead” other groups.

I lectured a little, told my own stories, and then asked each of my “leads” to rephrase, tell a story of their own, ask questions, report back, etc. I then asked the leads questions to ask their groups (and report back to me accordingly) so I could ensure the content was being understood.

It was chaotic, incredibly loud, and ended up being more like a crazy communication game than a class. And it took time…lots of time.  I was slotted to train 8-10 hours per day for four days; instead, I ended up training 16-18 hours per day.

The result was fantastic!  

My client, who thought it would resort to simply checking off the boxes that the staff attended these mandatory courses, instead had an entire workforce talking, learning, and engaging with each other about some pretty serious subjects.

Lessons learned?


Quality communication is ALWAYS worth the time and effort. ALWAYS!

Asking for volunteers to help you with a sticky situation is better than trying to figure things out yourself.

Demonstrating that you care about engaging with your employees pays valuable returns.

Language barriers should never, ever be a barrier to development.



Lessons Learned from Family Night

“Leadership and learning are indispensable to each other.”
John F. Kennedy


My 7 year old son is fascinated my marine life.  He constantly talks about being a marine “researcher” so he can learn all about the many animals in the sea and, of course, discover new ones so he can be famous.

Yesterday was an “Orca” day – he read books about Orcas, he was on the Internet learning about Orcas, and when it was time for family movie night, he searched Netflix for movies about Orcas.  (Thankfully, he’s more into documentaries than fiction so we didn’t get stuck watching “Free Willy.”)   

While I’ve been known to tune out of many “family movies,” last night was different as Orcas are fascinating creatures.  I quickly made the connection between their behaviors and human behaviors, and it didn’t take long before I made the connections to employee performance.


Orcas are social; they need their communities

Orcas live in pods and families stay together for lifetimes.  Research has shown that when these creatures of the sea are removed from their communities, they suffer.

I don’t think you should force “group think” or group work onto your employees; we all know that many of our staff need to be alone to re-charge, to find their creativity, to problem-solve, etc. However, I do think there is quite a bit of value in encouraging a strong work “community.”

pod of orcas

  • Are you allowing the social network to flourish or are you stifling it?
  • Are you encouraging group work by providing a medium for it to occur or are there so many obstacles and negative influences that many of your staff feel it’s more efficient and beneficial to “do it alone”?
  • Are you communicating to your staff that “needing” their coworkers is a good thing or are you suggesting to them it’s a weakness?

May I suggest that you try the pod mentality?  Give your team a sense of community, communicate to them that they will succeed or otherwise TOGETHER, and provide the avenues they need to interact and be social as a team.


Orcas are smart because they LEARN

We all know the king of dolphins is an intelligent creature but I don’t know if many of us realize “how” the Orca became so smart.  It’s because they are masters at learning and improving. They observe, they communicate, they share information, they try new things, they study results, they adapt accordingly and try again…this is a continual process until they succeed at their objective.

What, if anything, are you doing to “smarten up” your team?

fishing orca

  • Are you allowing for sufficient “observation” or “analysis” throughout a project or activity?
  • Are you ensuring communication channels are open so resources can be fully utilized and knowledge sharing is possible?
  • Are you encouraging risk taking”
  • Are you forgiving of mistakes?
  • Are you capitalizing on the “lessons learned”?
  • Are you sharing with others what worked and what didn’t?

May I suggest you approach your work, your projects, etc. with an Orca’s mind?

Don’t want to trust an Orca?  Fine, trust the father of Quality Control, Dr. D. Edwards Deming.  His “Plan, Do, Study, Act” method has helped thousands develop better critical thinking skills and improve their work and, as luck would have it, is remarkably similar to what Orcas has been doing for years.


Orcas place the needs of another before their own.

I was fascinated to learn just how deep the sense of “helping” is with these animals. They take care of the sick, they encourage injured or disfigured members of the pod, they do more work themselves when others are not able, etc.  Indeed, there have been many reports of entire pods in peril because they refused to leave another behind!

I wish humans were as selfless but instead, we have a tendency to throw each other under the bus. I’m saddened by this and I think leaders have to take some accountability when this “selfish” culture exists.

  • How do you demonstrate “we’re in this together”?
  • How are you encouraging your staff to step in and help someone?
  • Are you weeding out the weak/writing them off or are you identifying ways to help develop their skills and competencies?
  • What does your team do when another is suffering?  Do they avoid the person, make their own assumptions, think “someone else will take care of it” or, worse, do they chastise and judge?

There comes a time with Orcas when the leader decides to cut the team’s losses. However, this is only after the pod has exhausted many other solutions. They demonstrate extreme selflessness, even at the risk of their own demise, to help a member of their community.  At no time is abandonment the first option.

I know “survival of the fittest” is real and necessary and that there is a often a fine line between “helping” and enabling.”  However, I also know there is no place for selfishness on high performing teams.

We must begin to place a priority on the needs of our colleagues in order to move the entire team forward.


I don’t know much about marine life, predators, extinction, etc. but thanks to my son’s obsession, I’m learning. I learned yesterday that Orcas live longer and “perform” better than most in the sea. I believe this is because they work on a team, they are continually learning and sharing information, and they appreciate the needs of others before their own.

Call me crazy, but perhaps we should too.



You’re Not That Great or Important

I got a call the other day…a desperate one at that…to help resolve a touchy employee relations problem. The problem at hand involved nearly twenty professionals.  I use the word “professionals” loosely as they demonstrated anything but professionalism. Name calling, back stabbing, hostility, aggressiveness…you name it, they offered it.


How does a team get this way?  

How does it get this bad?


Notwithstanding the manager’s failure to manage the problem months ago, I contemplated what I was seeing and hearing and quickly realized there were pretty simple reasons why this large group of people weren’t getting along.


I work with teams all the time, and have seen my share of dysfunction.  They all have things in common, and ego and selfishness are among them.



In my opinion, when it comes to Egos, we need to practice what that silly commercial encouraged us to do a long long time ago.  L’eggo!

eggo(Ok, technically, this was about processed frozen food but the point is still valid…let go of it or there will be trouble!)

There is no “I” in “TEAM”!

How many times do we have to hear that silly phrase to practice it? 

Of course we should take pride in our role, take accountability for our activities, and be pleased when we have done well.

Personal accomplishment and personal satisfaction play a critical role in how we engage at work.

But our ego?   Whether it’s inflated or deflated, we need to leave it at the door and get to work.



I believe selfishness destroys a team’s success.

Psychologists claim that selfishness is really a result of “fear” – we are afraid if we do something for others, we’ll lose control of things happening to ourselves. We are afraid that if we give time to others, we won’t have enough for ourselves.  We are afraid that if we offer our minds, our hearts, our thoughts, etc., they’ll be rejected, scorned, abused, etc.

I don’t know about that fear thing…I supposed there is truth in it.

Regardless, this is fact:

There are too many people taking care of their own needs first, often in total disregard to the needs of others.

It’s childish, sometimes spiteful, and incredibly inefficient. It does more damage than good and it needs to stop. Whether it’s giving of our time, our talent, our information, or otherwise, we must do it.

We must give to others, share with others, or simply help others. We don’t need special skills or expertise; we need only to open our minds to the thought that someone else’s needs are more important than our own.


I love Patrick Lencioni’s book, “Five Dysfunctions of a Team” – if you haven’t read it, I strongly encourage you to do so. Mr. Lencioni points out that above all else, team members need to trust each other.  Indeed, trust is critical. However, equally significant is this:

Trust cannot be obtained if my ego is in the way.
Trust cannot be found when I’m only looking out for me, myself and I.


SCARF – it’s comforting

You can’t build a great house on a weak foundation.

My mother, Carol Strider


I had the pleasure of teaching a class the other day on leadership and employee engagement. My primary objective of this particular course was to help participants identify some pragmatic ideas to not only engage an otherwise “positive” workforce but to re-engage employees who have, for a variety of reasons, become dis-engaged.

I offered up research findings and trends, I discussed assessments and the inferences we can draw from them, and I facilitated discussions about the participants’ own engagement and the fluctuations to such over the years.

But in addition to all of that, I focused on what I consider to be basic “needs” in the workplace…the things that can either “make or break” an employee’s willingness to be engaged at work.


Years ago, I stumbled across Dr. David Rock‘s website.  After reading one of his academic reports titled “SCARF: a brain-based model for collaborating with and influencing others,” I realized that the items referenced in the model were basic employment needs.  At the time, I had about 18 years as a Human Resources Professional and I could not identify one “dis-engagement,” “sabotage” or “hostile” situation in which the employee DID NOT have one of these basic needs being threatened.

I’ve been an advocate for ensuring these needs are met ever since.


I challenge supervisors to think of the below items as “requirements” for a positive work foundation.  

They need a positive sense of: 


• The employee needs to consider himself “important” to the organization and he should understand his importance in relationship to others.  This doesn’t always come naturally so the supervisor should actively communicate it.
• When changes to an employee’s “status” occur, the supervisor should clearly communicate them and, whenever possible, “transfer” the employee’s importance on the next thing.  (For instance, “your work was instrumental in completing project X and so I am re-adjusting your priorities to allow for work on project Y so it can be finalized in the same manner.)
• When someone is ridiculed or a victim of condescending tones (from supervisor, peers or customers), his status is threatened and therefore, the supervisor should model positive/encouraging/forgiving communications or otherwise actively correct negative behavior.


• While certainty cannot be guaranteed, the supervisor should help decrease the threat “uncertainty” almost always provides.  The supervisor can do this by clearly communicating roles, expectations, consequences, etc.
• The Supervisor who is comfortable talking about future plans and, likewise, about potential changes to those plans, all the while with a positive attitude and confidence, will find that his employees will start to find a bit more “comfort” with ambiguity.


• Employees like to have power over things that affect them…don’t we all?  That being said, if an employee is allowed to make decisions about his work (perhaps not the “when it’s due” or the “standard at which it’s done” but instead, the “how it’s done” or “when I do it”), he will perceive less “threat” to his need for autonomy.
• A Supervisor who clearly communicates expectations about behavior and performance, and identifies consequences for positive/negative performance gives the employee a sense of “control” over these things.


• While employees enjoy having a sense of individuality, they almost always crave a sense of belonging.  Therefore, the supervisor who encourages teamwork or teamplay is also encouraging a healthy work community.
• The supervisor who communicates the goals of employee in relationship to the goals of the team or organization helps to increase the employee’s sense of belonging.


• When an employee feels he or someone else is being treated “unfairly,” he may respond with frustration, hostility or similar behaviors.  This begets other negative behaviors, and so a cycle is formed.  That being said, the supervisor who actively checks his/her behavior for fairness and works to ensure the “perception” of fairness is probable, will see a positive result in his employee’s behavior.
• The supervisor who considers and then communicates (to proper extent) all of the circumstances (totality of the circumstances) can decrease the “perceived threat” to the employee’s sense of fairness.
• The supervisor who realizes that equality is not always fair, and makes changes to his/her decisions and actions accordingly, will notice that his employees’ perceptions of fairness will stabilize.
 So there you have it…scarfs are pretty comforting.





Dr. Rock is a pretty smart guy…he spent a lot of time in school and, I’m sure, the library and he knows A LOT about our brains.  Read his stuff…you’ll get tons out of it.

I’m a pretty smart gal…I have spent a bit of time in school and “The Library” was my favorite bar when I attended college in Munich.  I’ve been in Human Resources for nearly 20 years.  That being said, I know a lot about human behavior and trust me, if your employee’s SCARF is threatened, you’ll be a long way from engaging them in their work.

Bundle up…and good luck!  



The Frontier Project (in the 2nd largest state)

Wanted: Curiosity and Imagination


I don’t need an excuse to get out of Alaska in November but if I did, I’d scream down to Cyprus, Texas to be a part of something meaningful, The Frontier Project.


I was fortunate enough to attend the first “project” held in Omaha earlier this spring.  I came back and told my colleagues that my eyes were open, my mind was re-energized, and my imagination had been kicked back into gear.

Since that time, I have taken a hard look at what services I offer my clients, and where my paradigms in thinking have been.  I’ve tipped some sacred cows, and I’ve quit spending resources on creatures of comfort that in reality, are no longer relevant in today’s business arena.

I’ve done a lot of research so I am better prepared to consult with my clients regarding solutions that are beneficial not just one or two years in the future, but five+ years into the future.

And, more importantly, I’ve kept in contact with the intelligent, kind, helpful and damn funny people I met.  Indeed, my growing “posse” has helped me significantly since last spring.


Talent Anarchy, specifically Jason Lauritsen and Joe Gerstandt, facilitated this two day event with one main objective…to get the audience to think about the future of Human Resources.


This wasn’t a conference!

Nor was it “training.”

But trust me, I learned more about myself and about operational Human Resources than I have in years.


Jason and Joe facilitated a thoughtful, well orchestrated discussion.

They helped forty or so Human Resources professionals, consultants, vendors and business leaders put their minds to work and their heads together to talk.

Yes, talk…

Go figure…get smart people opening up about their ideas, their fears, their concerns, their insights, etc. and

BAM, you’ve got something powerful!


I wrote a post on my way home from Omaha, The Frontier Project…A Reflection.  This post should give you a bit more information about how I felt after I left. Perhaps reading it will inspire you to attend the upcoming event in Texas?


For now, know this…if you are an Human Resources or business professional and are curious about…


…what the future workforce looks like,

…what recruitment of the future workforce looks like,

…what managing your future workforce looks like,

…what engaging your future workforce looks like, etc.,

I strongly suggest you become a part of The Frontier Project.


All you need is your mind. Oh, and a strong “give a damn factor” because that’s what spurs the discussion!