The Change Code

What’s the one thing that drives employees crazy? Adoption new technology? No. Not enough PTO? Probably, but no. The biggest thing? Change.

Seriously, it’s the top contender for the most disliked thing a company can do to its employees. I know, some claim they’re all about change—love it, embrace it, advocate for it. But let’s get real. Those folks who shout about embracing change? They’re the same ones devastated when their favorite TV show gets the boot. Truth is, most people hate change. They like things steady—the same morning coffee routine, knowing their familiar doctor is on their insurance plan, the predictable paycheck schedule. That’s their jam.

So, here’s the secret to keeping your employees around.

Your folks don’t secretly plot their escape route. Starting a new job, dealing with a new boss, different location? It’s a headache! They actually want to stick with you. But, and this is a big but, they don’t want their job or the company to become unbearable. That’s where the problem lies: Change is bound to happen, but it’s also what they can’t stand.

How do you navigate this without causing an uproar?

Simple: Communication is key. Many HR departments tend to blow small changes out of proportion by drowning everyone in unnecessary info. New payroll system? Cue the panic. Checks arrive on different Fridays now! The usual reaction? Form a committee, plaster posters, rewrite policies, and talk about it endlessly for months. But hold on.

What’s needed is straightforward talk. At all times. Hey team, our payroll’s getting an upgrade. Less errors, more savings for the company. Checks will come on different Fridays. Get ready, and if you need help, your supervisor’s there for you. Change kicks in the next pay cycle. Done!

Here’s the thing: People hate change. So, let’s not make a big fuss over small changes! Only communicate the big stuff. When major changes happen less often, it won’t feel like a constant whirlwind. Your employees WANT to stick around. They HATE change. Stop bombarding them with unnecessary upheaval just to look busy.

Employee retention? Not rocket science. Because, deep down, your employees would rather stay put.

A Christmas Present for Your CEO

This holiday season, you’ve got the chance to make your CEO’s Christmas wish list come true. It’s time to give them the gift of insights into what they really want from their HR and Talent Acquisition teams.

I created a short survey designed just for CEOs, all about what they wish HR and TA would do more of or start doing. It’s all about improvements, tech stuff, and making magic happen within your organization. They get to rate your HR team’s current performance, spot areas for improvement, and even prioritize the issues they care about most. Psst, CEOs, your secrets are safe with us – this survey is anonymous.

Spread the Joy

So, spread some holiday cheer and share this survey link with your CEO or hook me up with their email.

As HR pros, you have the power to make some serious magic happen. By getting your CEO involved in this survey, you’re not just boosting your own game but helping us all understand what makes CEOs tick across different industries!

I’m making this holiday season all about shaping killer HR strategies. Are you with me? Share the link with your CEO and let’s sprinkle some HR magic together!

Love vs. Victory

With Christmas approaching and New Year’s following shortly, it often seems like everyone’s just gliding through these final days. You know what tends to happen at year-end, right? People start assessing their lives and careers. It’s the classic: “2023 was rough. What am I doing with my life? 2024 is my year! I need a job I love!”

I run a recruiting agency, but my focus isn’t on “love”; it’s on clinching victories and having success. It’s a battleground of winners and losers. Tracking down the top-notch talent usually means they’re already working elsewhere when you spot them. You’ve got to win them over.

When you snag remarkable talent, it’s a win for one organization and a loss for another. It’s a straightforward win-lose situation.

Being an outstanding recruiter is all about a drive to win. Sure, loving this game (and I’m one of those who does) is great, but it’s not the make-or-break factor for success. What matters is the hunger for victory.

The best recruitment firms are consistently on the winning side. They rack up wins at a rate that overshadows their losses, like Stephen Curry hitting threes. Losing should sting, and winning should feel like that unforgettable first kiss.

Love isn’t what decides winning or losing. Some of the toughest rivals I’ve encountered weren’t crazy about what they were doing well; they were just determined to win.

Too often as recruiting leaders we feel we need to find people who love recruiting. All leaders fall into this trap, trying to get their teams to fall in love with the work they do. The belief that ‘love’ will drive great performance. Which might work, but getting someone to ‘love’ work, is really hard, and rare.

Getting someone who only wants to win, that’s much easier to find and feed.

I’m not in the love business; it’s messy and emotional. I’m in the business of winning. It’s clear-cut – it’s either a win or a loss.

Spice Girls Know Best

The Spice Girls have always had it right: “If you want my future, forget my past.”

But not HR. HR remembers everything. Once you’ve made a mistake, it’s hard to expect a clean slate in the future. Mark still holds the title of “top salesperson” despite a dry spell lasting three years. Jessica has the “drama queen” label from an incident 18 months back, even if there’s been no repeat. Once labeled, it sticks.

So, what’s the game plan?

If you screw up, if you sense that label, or if a specific issue has warranted repeated discussions, it’s time to consider a career move to a new organization. Pay attention to the number of discussions—once is a potential oversight, but twice or more likely lands you a Lifetime Label. These labels echo stick. Messed up with a subordinate? You’re forever “that” boss, unless you marry them, and even that comes with its own label. But get divorced? Back to square one.

This idea also extends to positive instances which is a good thing and a bad thing. Remember the manager who transformed a struggling business into a standout? Despite multiple failures in similar roles, their name popped up each time a struggling business nearby needed help. However, their initial success owed much to the team’s efforts. Placed in similar situations with different teams, they failed. Yet, the past clung, painting them as the ultimate “fixer.” HR just can’t forget your past!

The real issue? HR won’t acknowledge this tendency. So, if you truly want to “zig-a-zig-ha” in your career, sometimes, moving on is the only way forward.

The Quest for Simplicity!

Ever wondered why HR Departments insist on tangled processes? Truth is, we all crave simplicity. But peek into our organizations and complexity rules the roost. The harder we try to simplify, the messier it gets. Surprisingly, the culprit’s closer than you think—it’s you. Yes, YOU. Yup, making things complicated? It’s kind of your thing. Go ahead and pick up that red pencil in the photo and circle “Complicate” instead, you know you want to!

Harvard Business Review dropped some knowledge bombs:

“There are several deep psychological reasons why stopping activities are so hard to do in organizations. First, while people complain about being too busy, they also take a certain amount of satisfaction and pride in being needed at all hours of the day and night. In other words, being busy is a status symbol. In fact a few years ago we asked senior managers in a research organization — all of whom were complaining about being too busy — to voluntarily give up one or two of their committee assignments. Nobody took the bait because being on numerous committees was a source of prestige.

Managers also hesitate to stop things because they don’t want to admit that they are doing low-value or unnecessary work. Particularly at a time of layoffs, high unemployment, and a focus on cost reduction, managers want to believe (and convince others) that what they are doing is absolutely critical and can’t possibly be stopped. So while it’s somewhat easier to identify unnecessary activities that others are doing, it’s risky to volunteer that my own activities aren’t adding value. After all, if I stop doing them, then what would I do?”


Ron Ashkenas. “Why Organizations Are Afraid to Simplify.” March 28, 2013. Harvard Business Review. https://hbr.org/2013/03/why-organizations-are-so-afraid-to-simplify

Turns out, people love complaining about being swamped, but secretly, they enjoy it. Being busy is like a gold star.

Managers cling to tasks like lifelines. Admitting something they do is low-value or unnecessary? Terrifying. Especially when job cuts loom large. They’d rather sell the idea that what they do is crucial, even if it isn’t.

Here’s the kicker: you can break this cycle. How? Reward people for axing pointless work. Right now, we hail the overworked, perpetually busy folks like heroes. But let’s not forget the silent achievers—the ones who nail it in half the time. Somewhere down the line, ‘working smarter’ morphed into ‘work smarter and longer.’ Truth is, most folks can’t work smarter, so they pile on hours and glorify every task as vital.

Embracing Challenges on a Mission

Whenever someone mentions being “on a mission,” it reminds me of the Blues Brothers movie and their pursuit:

In our modern leadership landscape, openly declaring one’s mission is a powerful step. It makes complete sense, set a goal, sharing it with the world, now you’ve got some investment into making sure you truly do go after that mission. However, there’s a crucial aspect of missions that often goes unaddressed.

Acknowledging the inevitable bad days or rough patches within a mission is vital, yet rarely discussed. Many leaders shy away from admitting this reality. When challenges arise, panic sets in, and people begin to believe that the mission won’t be accomplished.

As leaders, part of our responsibility is to equip our team for the journey ahead. It’s not just about motivation; it’s also about presenting the truth. We must prepare our troops for the tough moments, the setbacks, and the muddy paths. Embracing the possibility that not everyone will emerge unscathed and there will be backwards steps is crucial. It’s in these moments that the real strength of leadership shines through.

The greatness of being on a mission lies not just in the endpoint but also in the journey itself. That has to be on a motivational coffee cup or something, right?

Life’s Tough, But It Evens Out

In the realm of motivational quotes, one has continually stuck with me: “It’s hard, but it’s fair.” An older football coach used it to fire up his players, but it speaks volumes about life today.

The coach’s son, Toler Jr., eloquently defines the meaning of the phrase:

“It’s about sacrifice. It means that if you work hard, at the end of the day, fairness aligns with your efforts. It’s about investing time and readiness for the opportunities.”

We all think our parents are hard on us growing up.  I recall stories I tell to my own sons of my Dad waking me up on a Saturday morning at 7am, after I was out to late the night before, and ‘making’ me help him with something, like chopping wood or cleaning the garage out.  He didn’t really need my help, he was trying to teach me a lesson about choices.  If I chose to stay out late at night, it was going to suck getting up early to go to school.  He shared with me stories of his father doing the same thing – one night my Dad had gotten home late, so late, he didn’t even go to bed, just started a pot of coffee and waited for my grandfather to get up, figuring that was easier than getting a couple of hours of sleep and then hearing it from my grandfather the rest of the day.

In my role as an HR professional, I witness this every day in the workforce. There are those who consistently dedicate themselves without expecting special treatment. Others will put in the minimum, then expect a cookie. It’s a tough life lesson for those folks. Often, they depart, perceiving unfair treatment, and move between jobs, slowly learning the importance of effort and time investment. In my three decades in HR, genuine hard workers rarely face injustice. Occasionally, undeserving individuals might receive promotions, but the hard workers usually secure the better end of the deal.

As a parent, I hope I can teach my sons this lesson: Life is inherently challenging, but commitment and hard work pave the path to fairness.

The Role of HR as Coaches

There’s an article by Atul Gawande in The New Yorker discussing the importance of “Coaching.” Gawande, a writer and surgeon, talked about coaches as not just teachers but as observers, judges, and guides. From the article:

The concept of a coach is slippery. Coaches are not teachers, but they teach. They’re not your boss—in professional tennis, golf, and skating, the athlete hires and fires the coach—but they can be bossy. They don’t even have to be good at the sport. The famous Olympic gymnastics coach Bela Karolyi couldn’t do a split if his life depended on it. Mainly, they observe, they judge, and they guide.

Gawande, A. (2011, October 3). Personal Best. The New Yorker.

In my HR role, I’ve always believed that HR can act as coaches across our organizations. But there’s often pushback, like “You can’t coach me in Marketing, Operations, or Accounting.” Exactly—I’m not here to teach you those things; I hired you for that. Building a coaching culture starts with hiring people open to being coached.

More from the article:

Good coaches know how to break down performance into its critical individual components. In sports, coaches focus on mechanics, conditioning, and strategy, and have ways to break each of those down, in turn. The U.C.L.A. basketball coach John Wooden, at the first squad meeting each season, even had his players practice putting their socks on. He demonstrated just how to do it: he carefully rolled each sock over his toes, up his foot, around the heel, and pulled it up snug, then went back to his toes and smoothed out the material along the sock’s length, making sure there were no wrinkles or creases. He had two purposes in doing this. First, wrinkles cause blisters. Blisters cost games. Second, he wanted his players to learn how crucial seemingly trivial details could be. “Details create success” was the creed of a coach who won ten N.C.A.A. men’s basketball championships.

Gawande, A. (2011, October 3). Personal Best. The New Yorker.

In working with adult professionals, coaching isn’t about teaching new stuff but helping them analyze and improve what they already do well. Instead of fixating on weaknesses, HR can help make employees’ strengths even stronger.

Coaching has become popular lately, with various types like leadership or life coaching. But coaching for professionals is less common. I believe in HR professionals acting as more hands-on coaches, working daily to improve skills that directly impact the business, not focusing on personal challenges.

One big challenge for HR transitioning into coaching roles is that many employees lack self-awareness, just like us! A great coach helps someone see things in themselves they didn’t notice before.

If HR can build this self-awareness in organizations, it could lead to some amazing changes.

Picking a New Head Coach, err, Leader When the Chips are Down!

Go Green! If you know me, you know I bleed green, and my Spartans are taking one on the chin with their football head coach recently. I’m not going to get into the Mel Tucker situation specifically; that’s a nightmare, and this is a PG-13 blog!

Tuck Leavin’

I had such high expectations, but if I’m honest with myself, the warning signs were there from the beginning:

  • He got an amazing running back in Kenneth Walker out of the transfer portal his first year that covered up a lot of ills in the program.
  • Our defense was awful and getting worse, and he’s a defensive coach.
  • Attention to detail was non-existent, and that starts at the top.
  • We got played in giving him a contract that he shouldn’t have gotten because we were not negotiating from a position of strength.

What do you need to turn around a bad situation?

Back to our regularly scheduled programming! The Tuck situation is very similar to any organization that needs to replace a bad leader or a broken turnaround situation. Everything seems bleak.

Here’s what you need:

1. A leader with off-the-charts attention to detail and high rules. Most organizations are broken because people have been allowed to do broken things. That has to stop, immediately, and that only happens with a leader whose attention to detail is off the charts. Annoyingly so!

2. Every single ill and missed step has to be called out and corrected. This is where and when we open our kimonos and let everything show. Organizations don’t get broken in one day. They get broken over time because we allow little things go that turn into big things. That stops today.

3. A leader who can rally people to a vision and one that embraces the bottom. Very few leaders are good at digging out. We love to say it’s hard being a leader on top because it’s hard to keep you there. That’s mostly bullshit. Ask any leader what’s more challenging: a turnaround or staying on top. 100% will tell you it’s a turnaround.

4. A leader who understands how to develop talent. When you’re at the bottom, you are not going to get the best talent. You’re going to get talent that was overlooked. You’re going to get talent that has some hickies. You need to be someone who loves developing talent. That thrives on developing talent.

5. Probably a leader that has something to prove. This can be a new leader or a leader who fell down and is looking to prove they belong back on top, but your chances of success are better if that leader has a chip on their shoulder.

When you take a look at those five attributes, you see why it’s so hard to find leaders capable of turning around a failing organization. Most leaders hired into these roles have a little risk they bring with them. Ailing organizations don’t get first-round leader picks!

What does it mean to be a male leader in today’s business world?

This is a complex subject to write about because it’s a hot-button issue for so many. Men still make up 2/3 of Congress. There have only been male US Presidents. Roughly 90% of the Fortune 500 have male CEOs. All that being said, over the past few decades women have made some tremendous strides professionally, and those strides are accelerating.

For every 74 males who receive a college degree today, 100 women receive their degree, and the gap is growing. Men account for 70% of the decline in college enrollment. 50% of women now outearn their male partners. That number was 4% in 1960. Women now hold 50.04% of all jobs in the US (Women in Canada hold 61%). Pay equity is still an issue. In 1980 women were paid 40% less than men. Today that number is 15.5% in some fields, like Software Engineering, pay equity has flipped to favor women over men.

As I said, this is a complex issue because so much work still needs to be done to elevate women. A successful female business owner raised me. When my mother started her business is was rare for women to own businesses. Today over ten million women are business owners.

All of this also doesn’t change the fact that the role of men in work is also drastically changing during this time. Both of these concepts can be true at the same time. The Washington Post recently had an article discussing the issue of these changes to men: Men are lost. Here’s a map out of the wilderness by Christine Emba. Here are some takeaways from the article:

It is harder to be a man today, and in many ways, that is a good thing: Finally, the freer sex is being held to a higher standard.

Even so, not all of the changes that have led us to this moment are unequivocally positive. And if left unaddressed, the current confusion of men and boys will have destructive social outcomes, in the form of resentment and radicalization.

The truth is that most women still want to have intimate relationships with good men. And even those who don’t still want their sons, brothers, fathers and friends to live good lives.

The old script for masculinity might be on its way out. It’s time we replaced it with something better...

…for all their problems, the strict gender roles of the past did give boys a script for how to be a man…People need codes for how to be human. And when those aren’t easily found, they’ll take whatever is offered, no matter what else is attached.

What is a good definition of new masculinity?

The phrase “toxic masculinity” gets thrown around too much in today’s world. Yes, there are traits of men that are historically toxic. But it’s also a mind-f*ck we are throwing on heterosexual young men who still hold the majority of roles in our society as men. Don’t act like a “man,” but women are only attracted to you if you act like a “man.”

More from the Washington Post article:

This is especially compelling in a moment when many young men feel their difficulties are often dismissed out of hand as whining from a patriarchy that they don’t feel part of. For young men in particular, the assumption of a world built to serve their sex doesn’t align with their lived experience, where girls out-achieve them from pre-K to post-graduate studies and “men are trash” is an acceptable joke...

I’m convinced that men are in a crisis. And I strongly suspect that ending it will require a positive vision of what masculinity entails that is particular — that is, neither neutral nor interchangeable with femininity. Still, I find myself reluctant to fully articulate one. There’s a reason a lot of the writing on the crisis in masculinity ends at the diagnosis stage…

“Where I think this conversation has come off the tracks is where being a man is essentially trying to ignore all masculinity and act more like a woman. And even some women who say that — they don’t want to have sex with those guys. They may believe they’re right, and think it’s a good narrative, but they don’t want to partner with them.”

I, a heterosexual woman, cringed in recognition.

“And so men should think, ‘I want to take advantage of my maleness. I want to be aggressive, I want to set goals, go hard at it. I want to be physically really strong. I want to take care of myself.’”

Galloway leaned into the screen. “My view is that, for masculinity, a decent place to start is garnering the skills and strength that you can advocate for and protect others with. If you’re really strong and smart, you will garner enough power, influence, and kindness to begin protecting others. That is it. Full stop. Real men protect other people.”

I like Galloway’s definition of “real men”! Real men protect others because it positively shapes behavior. It’s easy for men to follow.

Many people don’t see this as a crisis. Being a dad of three young men, I try to see the trends before it’s too late. A friend of mine is keen on saying “Idle men are bad business for America.” We are heading down that slippery slope.

Society has gotten comfortable in not supporting men. The view is women need support, but men have had such a historical headstart they don’t need support. All of our young people, regardless of gender, need our support. We should not diminish any of them and their potential in our societal structures. The world needs men who are masculine and care for others as much as the world needs strong, feminine women. These are not competing forces. They should be complimenting forces.

I tried not to make this a gender issue, but it’s complex. In our world today it’s not just male and female anymore. My intent for writing this was to share an insightful article by a really good writer, Christine Emba. I encourage you to read the piece as it goes much deeper than the few pieces I shared here. In the end, we are quickly going down a path that ignores men. While men still hold so much power, we can see a horizon where that won’t be the case. My hope is that women will do a much better job in the next century in holding that power than men did previously.