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Category Archives: culture

Representation and Women in HR Tech

The first half of the first day was dedicated to the Women in HR Technology conference. First of all, I greatly appreciate the fact that the role of women in technology was highlighted – not just from an end-user perspective, but from the leadership in creating and driving the innovation of the technology. I also appreciated seeing so many men attending sessions. Highlighting women doesn’t mean exclusion of men – it means raising everyone’s awareness, and it takes all of us to be more inclusive.

The sessions were good – smart, thought-provoking, data-driven, focused, actionable. I was sad I couldn’t attend all of them based on the Twitter stream I read. As I sat listening to the opening and closing keynotes, as well as some of the sessions, I was stuck by how the topics were intertwined by cause and effect.

Rita Mitjans, the Chief Diversity Officer at ADP, shared data highlighting the importance of diversity for innovation and success in a business. She also shared that while woman and people of color are entering the workforce at decent numbers, they are not advancing in the workforce. Later in the day, Jenny Dearborn, EVP, Human Resources and Global Head of Talent, Leadership & Learning at SAP, shared data around the skills gaps in tech, highlighting the challenges of filling roles in technology. Perhaps the solution is right in front of us.internet of women

Think about it – we know bias is a real thing in hiring. It’s also a real thing in promoting employees, and this problem perpetuates itself in businesses because promotion is more about visibility than ability. Yet within businesses, women tend to be less visible – they are called upon to do fewer presentations to the C-Suite, they are talked down in meetings, they sit in the background rather than at the head of the table. These small actions add up to real consequences. Earning potential drops. Women leave the corporate world. The talent pipeline dries up. And Jenny Dearborn has to do keynotes about the challenges of filling tech roles in Silicon Valley.

This made me think about the importance of representation. If there were more women in tech leadership, there would be more women in tech. Period.

A personal story:

When I was picking a college to attend, I targeted one that would allow me to be a physics/music double major. I assure you – there are not many. A visit to the University of Denver convinced me they were a good fit. The Physics Department had respected scientists, the music program was top notch (a little too focused on classical opera singing, but that was fine), and I liked the student to teacher ratio. After enrolling, I downgraded the music to a minor just for sanity’s sake, but loved being able to do both. Freshman and sophomore years were challenging but great – I had terrific classmates in my physics classes. Each of us had different strengths in thinking through problems, so we complemented and learned from each other. But most of those classmates were either chemistry or pre-med majors and the first two years of physics for them were just prerequisites. For me, it was my future.

Flashforward to junior year. I was the ONLY physics major at DU. That meant it was me and professor in all my advanced classes. And all of my professors were men – not just in my physics classes, but also in my advanced math classes. On the surface, that’s not that big of a deal. After all, a lot of professors are men. But I never once had a mentor in math and science who was a woman. I lost my support group of fellow students. I faced professors who had been doing these classes for years and didn’t know how to interact with a single female student in class. They insisted on leaving the door open for all classes, regardless of how loud it was outside the classroom. I understood why – but it impacted my learning. Halfway through my junior year, I opted to change my major, and graduated with a major in history, and minors in physics and music.  

Would I have stayed in physics if there had been more representation of women? Maybe, maybe not. Intro to Complex Variable was hard, yo. I do know that it shook my confidence right at the time when I needed to believe in myself the most. Now, there are several female astrophysicists and other scientists represented on television, talking about science and making it cool to be smart AND a girl. I love them for that. I watch them and cheer them. And I make sure I tell girls about them and encourage them to love science and technology.

I tell this story because I believe in representation. I believe it impacts a company’s success. I believe it builds strong talent pipelines. I believe it builds strong, confident women who refuse to take a lower salary because they should just be grateful they got the job. I believe it continues to help women realize they should never ever apologize for their success, nor should they be considered rare and magical when they show up at a conference and share their knowledge like the badasses they are.

So thank you, HR Tech Conference, for giving women in HR technology the visibility they deserve. We’ve always been there. Now it’s time you see us.

 

 
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Posted by on September 12, 2018 in Conference Posts, culture, Uncategorized

 

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The “problem” is not the problem

I apologize to those of you out there looking for a return to the leadership content I often post here. This post is fairly HR-centric…although there are definitely leadership underpinnings, because doesn’t everything have leadership underpinnings? That’s just a fancy way of saying I want to share some thoughts that may or may not pertain to you. Also, the title comes from a quote from Captain Jack Sparrow in the Pirates of the Caribbean: “The problem isn’t the problem. The problem is your attitude about the problem.”

So here we go.


The online HR community has been growing, which is a good thing. In the early days, there was a handful of HR pros out on social media, blogging, tweeting, doing their thing. That number has grown exponentially, resulting in a wider network for people to connect with others who are doing the same work and facing the same problems. There are more bloggers, more tweeters, more voices out in the universe sharing their thoughts. Not everyone agrees with everyone else, and I think that’s a good thing. Healthy conflict drives innovation. Let’s do it.

Then there was a hashtag.

When the #HRTribe hashtag first appeared, some people loved it, some people were indifferent, and some people were really bothered by it. In the early days, though, it wasn’t really talked about openly. It was sort of a “meh, whatever” situation. Hashtags come and go, no skin off anyone’s nose.

A little time goes by and some folks begin to voice their discomfort with the term. The reasons are varied – the idea of the need for any label at all is a bit off-putting; there’s an “us vs them” exclusionary mentality growing; the word “tribe” itself holds a specific meaning and is being misused in this context. Like I said…a lot of variety in those reasons.

For the record, I’m not a huge fan of the term. I’m hovering somewhere between uncomfortable with the word “tribe” and “why do you need a label” in my reaction to it. I’m not militant about it. I just don’t use the hashtag. Early on in the growth of it, I suggested that if people really wanted to make it “inclusive,” maybe they should stop tagging specific folks on Twitter because it was sending a different message than was intended. That seemed to be good. I moved on, once gain – not using the hashtag, but not getting all up in arms about it, either.

But then hrmemes (a satirical instagram/twitter account, by the way – sort of like The Onion) posted a fairly funny image about the #HRTribe stuff:

(Seriously – this is funny.)

The resulting discussion on Facebook was…enlightening. Suddenly, people who had stayed quiet about the issue started speaking out, and frankly, I was surprised at the number of folks who shared they had felt excluded because of the hashtag. That they felt like there was a wall put up between them and those who would use it. And that they were somewhat afraid to speak out because they didn’t want to “stir the pot.”

Huh.

Look, I’m okay with people wanting to feel like they are part of a community. If a hashtag helps you feel connected, great. Godspeed. #blessed. Whatever.

But there are things I’ve seen and heard that bother me. And it’s primarily around how those who are pro-hashtag are responding to those who have said they don’t like it.

This is what I said on the Facebook discussion, and I stand by it:

Here’s an observation from seeing the discussion on HR Tribe usage across all social media platforms. I keep seeing those who like the term dismiss the experiences or views of those who dislike the term. When specific examples of exclusion are given, they tend to be dismissed because the intent isn’t exclusionary. 

I get that.

And yet, here we are, a bunch of HR professionals who are supposed to listen to people’s stories and meet them where they are in their experiences…telling them they’re wrong. 

I’m bothered by that.

Regardless of how you feel about the use of the term, it’s the reaction of those around it that is starting to rub me wrong. Replace “I felt excluded” with “I felt harassed” and suddenly it takes on a different flavor, doesn’t it? 

No…HR Tribe is NOT an earth-shattering thing that we should lose our collective shit over. But maybe the way we’re talking about it should be.

Notice the focus – it’s not on the hashtag. It’s on the way we are talking about the hashtag.

I am disappointed that there are HR professionals dismissing the concerns of their peers in a manner that is disrespectful. I am bothered that some are HR professionals trying to convince someone who has shared their discomfort that it’s the other person’s fault that they misread the intention and that if they just tried it they would like it. I am seriously rolling my eyes when I see HR professionals reacting passive aggressively or rudely when someone has shared that they feel excluded because of the term.

How people are talking about this reflects how they would handle any controversial topic in the workplace. We are supposed to be a group of people that employees can go to and share their concerns. If someone came to you and said, “Ted from Accounting is making me feel uncomfortable,” should the response be, “Oh, Ted doesn’t mean anything by it. He’s just a friendly guy. You just misunderstood what he was doing”? I would hope not. And PLEASE don’t come at me and argue that a meme isn’t the same as harassment – yeah, I know. But it’s not a giant leap in logic, either.

Frankly, I’m shocked at the amount of passion and emotion around this thing. Some people have really doubled-down on their viewpoint. It’s a freaking hashtag. Yet it apparently has triggered some discussions that need to happen.

To be clear, there have been a number of people who love the hashtag who have said, “I get what you’re saying. Thanks for sharing. I’m still going to use it, but I will be more aware of how it makes people feel.” I love that. There are people listening, reflecting, and then making a conscious choice for a specific reason. There are also a number of people who have reached out and said, “I am glad someone said it. The tribe thing has bothered me for a long time but I didn’t want to say anything.” I love that, too. It means people want to have the conversation.

If we are going to be a profession that claims we can be a safe space for employees to bring forward their #metoo moments, or anything else that breaks the law, then we need to prove it. As Dominique Rodgers said during a Twitter conversation: If a group of kind, educated professionals can’t have this slightly awkward conversation, our nation has no hope for the much bigger awkward conversations that need to happen. Please don’t retreat. We value all perspectives. Promise. 

 
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Posted by on June 27, 2018 in Authenticity, culture, Uncategorized

 

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Customer service shouldn’t stop at middle management

I’m in Vegas this week for the Ultimate Connections 2018 conference and it’s at a VERY big hotel conference center (the Wynn/Encore, if you must know). I like to wander around a little bit the night before to try and get the lay of the land, which is a good idea when things are spread out like they are here. I stopped in front of a map to orient myself when one of the hotel maintenance workers noticed me and asked if I needed help figuring out where I was. He then helped me find some shortcuts to get around the property and made sure I was good before he continued on his way. I’m so mad I didn’t catch his name – he was so helpful. And he did it without anyone watching to make sure he did.

This, to me, was customer service at its finest. A person recognized a guest needed assistance and he gave it. It could be this person is just naturally helpful and friendly. It could also be that the Encore has a really good hiring and onboarding program. I think any service industry town like Vegas would try to focus on good customer service. My Lyft driver from the airport – Rodrigo (5 stars) – also works in one of the Strip hotels and he must have mentioned 3-4 times that it’s important you treat guests and people in general the right way. He got it. 

These two interactions got me thinking about how companies are always emphasizing the need for customer service – both internal and external customers. It seems to me that most front line employees totally get it – the interact with customers face-to-face (or phone-to-phone, even chat-to-chat), so there’s immediate feedback about their level of customer service. Then I think about the frontline supervisors – they’re typically on the ground with their people, so their customer service focus is usually pretty good, too.

 

But what about middle and upper leadership? How is THEIR customer service, typically? If you’re like me, your experience has been mixed – some are good, but so many seem to throw customer service (particularly with INTERNAL customers) completely out the window when they “need” something. How many of us have been working on a project for weeks, only to have the parameters change drastically at the last second because some executive had a thought? How many of us have witnessed inappropriate behavior at the middle to upper management level – whether it be unprofessionalism or outright bullying and harassment – only to hear it excused as “leadership ambition”?

None of this is okay.

If your organization says customer service is important, than it’s important at EVERY level with EVERY kind of customer. Don’t put all the pressure on your frontline employees – they’ve already got it. And if they don’t, they’re fired.

Maybe it’s time we hold our leadership – and ourselves – to the same standard.

 
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Posted by on March 13, 2018 in culture, General Rant about Leading

 

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Fasten your seatbelts: 2018 may be a bumpy ride (a NON-prediction prediction post)

I typically avoid writing predictive blog posts. What the hell do I know about the future? I mean, I watch a lot of Black Mirror and all, so clearly I’m aware that our technology is leading us to a dystopian landscape that will suck away our very souls, but leadership and HR trends? My guess is those will be the same as they’ve always been, only faster and more intense.

The thing is…I’m seeing some interesting behavior online and in real life (IRL for you cool kids out there) and it’s enough of a shift from what I’ve noticed in the past to make me want to write about it. (To be clear, it may be that I’m just more aware of this behavior, but whatever, it’s my blog. Hush, you.)

In the past, I think most people just read an article or post or tweet and were pretty passive about it. If they liked it, they may click the little button, or share a smiley face. If they didn’t like it, they moved on. Nowadays, people are pushing back and challenging more. I’m not talking about those out there who challenge EVERYTHING. Those people have been and always will be there. I’m talking more about those on the sidelines – the people who keep up on current trends and articles and follow the “influencers” but don’t necessarily post or tweet much. THESE people are speaking up. What they may have let slide in the past is no longer something they’re willing to ignore. 

This is where the #metoo movement came from. This is where we are being pushed to discuss inclusion and racism like never before. This is where we are humbled by our preconceptions. This is where we learn.

Frankly, I think it’s awesome – particularly in the leadership/HR world. We build cliques and comfort zones. We help promote each other, and are excellent resources for each other. These are the good things! But we also sometimes fail to push back on each other. We think, “that’s just so-and-so” and let a questionable statement stand unchallenged for fear of damaging a relationship. These are the bad things.

My friend Laurie Ruettimann wrote a fantastic post about healthy debate (go read it, really). We need to embrace that. We who choose to write or post or speak must be okay with people challenging us. We must also be willing to listen when we’re told a statement we made may be offensive. We must ALSO be willing to stand by some of our more controversial statements if we believe in them – which means taking the time to expand upon them or maybe state them differently to add clarity.

I screw up ALL THE TIME. I’m a fast typer, so I tweet at the speed of sarcasm. I’m flippant. I’m sassy. I don’t suffer fools. While I think this makes me charming, it also can get me in a lot of trouble. Unless I’m willing to back up and listen to someone who pushes back, I won’t know how to respond. Crazy person? Probably won’t spend much time on it. Person who’s trying to explain to me why my words hurt them? I owe it to them to try and understand why. I won’t necessarily agree (seldom do), but if someone is willing to share their pain with me, it seems like I should listen. If you want to know what this looks like, Sarah Silverman is your role model. I am not at that level – may never be. #lifegoals

If you share your thoughts with the universe, be prepared for the universe to “share” back. If you write controversial things specifically to spark discussion – which, by the way, is totally cool and a useful way to get people talking! – be willing to engage in that healthy debate.

By the way, this isn’t just for the online community. There are quiet folks in your organizations who typically keep their heads down who are starting to speak up. Their voices may be quiet. They may be asking for confidentiality. But they ARE speaking up. For those of you in HR, have you noticed an uptick in investigations and complaints lately? Visibility breeds awareness breeds action. I’m okay with this. It’s time that the vocal among us make room for those who haven’t felt like they were allowed to speak, or felt like they didn’t have something to say.

 

So here’s my prediction: If you’re not prepared to hear from those who typically haven’t spoken up until now…2018 is gonna be rough.

 

 

 
 

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I hate your sunshine.

During a recent #Nextchat, the conversation turned to making sure current employees were honest about what life was like at the company when talking to candidates. I think I said something clever like, “Life isn’t always sunshine and rainbows at any org, no matter how great it is.” Then Anne Tomkinson (a co-host of the chat) said something even MORE clever, “And you also never know what is positive or negative to someone. They might hate your sunshine.”

And while my life goal is to now have a situation in which I can turn to someone and yell, “I HATE YOUR SUNSHINE!”, I also love what Anne said. Because she’s right. Something you find fantastic at work, another person may hate.

Let’s take open floor plans.

Some people love them – they think they foster creativity, collaboration, and create a bright, open atmosphere that makes the office great to be in. And then there are normal people who just want to be able to close a door and get some damn work done every once in awhile.

See? Someone hated your sunshine.

Leadership styles aren’t immune from this, either. You may think a hands-off approach is the best way to work. All employees want a manager who stays away until needed, right? Believe it or not, there ARE employees out there who want a little more direction and guidance on their day-to-day work and wouldn’t see it as micromanaging. They’d see that as support.

Sunshine hated once again.

As leaders, we have to be careful that we aren’t forcefeeding sunshine to our employees. We have to be aware of the different preferences in our workforce. We can’t always accommodate them (sorry, you can’t really wear pajamas all day…), but we can at least stop trying to get them to love the same things we do. Be realistic, for goodness’ sake.

That whole credibility issue leadership seems to have in so many organizations can be tied to our inability to recognize how our people actually feel about things that are going on at work. It’s OKAY for you to think it’s awesome that the cafeteria is moving to healthy food only. You can even tell people that you think it’s awesome. But don’t try to persuade people who hate the idea. Just say, “I get it. It’s not for everyone.” And move on.

Sunshine is subjective. As soon as leadership recognizes that, we’ll be in a better position to build trust and credibility with our teams.

And that should bring a little sunshine to all of us.


Author’s Note: If, like me, you immediately started singing Len’s Don’t You Steal My Sunshine upon reading this article’s headline, I truly apologize. It will take you roughly 72 hours to remove it from your brain. 

 

 

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Everyone needs a Jerry

Early in my HR career, I worked for a large Fortune 200 organization that sold pay TV.  We were geographically dispersed – call centers, field technicians, and a big ol’ headquarters filling two rather large office buildings.

The culture at this place was…I’ll say challenging. It didn’t win a lot of fans, that’s for sure. But the company knew exactly who it was and didn’t try to pretend to be something else, which I appreciated. And many days, most people really liked their job – awesome people to work with, cool projects, access to leadership, super fast career development.

From a Christmas video the company shot. OF COURSE you needed Jerry singing!

There were some days, though…I mean, seriously. Walking into the building was physically difficult. For a lot of people. You’d see their footsteps slowing down, the smile disappearing from their face, their shoulders slumping. It was going to be a grind.

Then you walked through the door and at the front desk was Jerry. And you couldn’t help but smile.

Jerry was one of the main front desk security guards whose job it was to greet visitors, hand out security passes, and generally make sure the folks walking into the building were supposed to be there. But Jerry always took it a step further. He would stand at the desk saying, “Good mornin’. good mornin’, good mornin'” to every person walking in. He’d ask you about your weekend. He’d tell you to have an “awesome, awesome” day. (Always awesome. Twice.)

Jerry was the best.

He saw his job as more than “just a” security guard. He saw himself as an ambassador of the organization. He loved his job and he wanted to make sure you loved it, too. And even if you didn’t, he made sure you had at least one smile that day. Visitors to the building loved him. Regular visitors would worry if he wasn’t at the front desk because he was on break (“Did something happen to Jerry?”). Everyone loved Jerry. Even our sometimes-not-the-most-personable CEO. Jerry could make ANYONE smile.

The CEO recognized Jerry’s worth to the organization because he honored him with a very prestigious award at an all hands meeting, broadcast to all our facilities. This award was typically given to people who had made the company a lot of money, or created a new product, or some other business-y reason. Jerry got it for being himself and helping others.

Everyone needs a Jerry – whether it’s in your organization or in your life. A Jerry helps you set the right tone for your day, or helps bring you out of a gloom on your way home. A Jerry is the face of your company who makes people feel welcomed and valued. A Jerry is this janitor, giving high fives to students as they walk in the door.

Jerry was definitely one of my favorite things about working at that organization. On my last day, when I handed him my badge, he gave a huge hug and said good luck. And a few years later, when I went back to the building to meet with some former co-workers…he recognized me and gave me another hug and said it was great to see me. Who wouldn’t want a Jerry????

As far as I know, Jerry is still being Jerry. I didn’t write this because something sad happened to him or anything. I was just reminded of him when I saw the story about the janitor high fiving students, and I thought, “How cool would that be to get that walking into work every day? Oh wait…Jerry did that.” And thus I wrote about him.

I hope you have a Jerry. And, more importantly, I hope you can be someone’s Jerry.

Because a Jerry is awesome, awesome.

 

 
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Posted by on November 2, 2017 in Authenticity, culture, Engagement

 

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Broadway musicals and the lessons of succession planning

Recently, the producers of Dear Evan Hansen announced that its Tony Award-winning lead, a ridiculously talented Ben Platt, would be vacating the role on November 19. Platt originated the role through read-throughs, workshops, previews, and finally, a year on Broadway.

The show is a runaway hit, pulling in $1.5M a week and already providing its investors with a complete return on their investment (in a very short period of time for a small theatre on Broadway). While the show seems like it will be fine with a new lead, its continued success is uncertain and there has been no announcement of who will be taking over the lead.

For another show on Broadway, the continued success is known – it will not have any. Natasha, Pierre and The Great Comet of 1812 (heretofore known as The Great Comet because that name is just WAY too long) was nominated for 12 Tony Awards (3 more than the big winner Dear Evan Hansen). It starred Josh Groban, he of velvety-voice-with-little-inflection-but-everyone-loves-him fame. It was a rousing good time. It got a huge boost from the Tonys performance.

And then Josh Groban left the show.

Okieriete “Oak” Onaodowa (who originated Hercules Mulligan/James Madison in Hamilton) took over the role. People loved him, he had a wonderful debut. And about 3 weeks into his run, rumors started flying that Mandy Patinkin (Broadway royalty/Inigo Montoya) would take over the role. It was officially announced. And the backlash was loud and accusatory because Oak is black, Mandy is white, and the callousness of the move was jarring. Turns out, Mandy was horrified at what happened, and refused to take the role because of what happened to Oak – Mandy had been told Oak was cool with it…and Oak did not appear to be cool with it. Mandy’s out. Oak refuses to go back.

And now the show is closing less than a year after it opened because they have no “name” lead and advance sales plummeted.

So why would I spend nearly 400 words on the drama of a Broadway show’s missteps?

Because that could be your organization.

If you have talented, charismatic, AMAZING leaders in your organization and you haven’t planned for what happens when they leave, you could be The Great Comet.

Don’t be The Great Comet.

Because I’m an unabashed theatre nerd and have decided to run this metaphor into the ground, here are some lessons about succession planning you can learn from Broadway:

  • It’s not the actor, it’s the show:  If you rely on one person’s performance for your company’s success, you will fail. Make sure the team’s/unit’s/company’s work and systems are strong enough to stand on its own, regardless of who is in charge. You want that leader to enhance, not overtake, the work that is already being done. Hamilton, the cultural juggernaut that will probably play forever and ever, is able to survive cast changes all the time – because the book, music and staging is just SO DAMN GOOD. New cast members join in service to the show, and while you see their spin in the performance, it’s not about them. It’s about the outcome of the show.
  • Acknowledge that the original star can never REALLY be replaced and adapt: Having seen Ben Platt perform live, I am fairly confident that NO ONE will ever play that role to that level ever again. It is astounding. That doesn’t mean the next person will not be good. It just means they won’t be Ben. If they’re smart, they’ll try to find someone who can create the role in their own image, and adapt the show to that person’s strengths. Your company should do the same thing. If the last leader was well loved and well liked, acknowledge that. Then give them the opportunity to build and move on in their own image without changing the script.
  • Consider staggering your exits: If you know you have a cohort of leaders who might be leaving around the same time – whether it’s retirement or a spin-off or something else – you might negotiate with them to stagger their leaving (assuming you like their style). This will allow you to have stability throughout the transition, helping onboard the new leaders while providing consistency for the organization. Hamilton used this approach. Lin Manuel Miranda (Hamilton) announced he was leaving. Then Leslie Odom, Jr. (Burr) left (apparently to do Nationwide commercials). Then others in the lead roles left. But never all at once. It helped preserve the spirit of the show and passed on the cast’s culture to the next actors to join. That could work for you.
  • Have a long-term plan: Everyone leaves a company – whether they quit, get fired, or die. It’s the role of a leader to prep his/her replacement and plan that exit from the day they join. Lin Manuel Miranda has a group of trusted performers that he knows he can turn to take over roles. Javier Munoz was Lin’s understudy and replacement for In the Heights, and the same thing happened in Hamilton. Smooth transition. Who is YOUR Javier Munoz?
  • Don’t put all your eggs in one basket: One of the biggest myths in succession planning is that you pick ONE person to be your replacement and you’re done. This is known as “pre-selection” and will bite you in the ass. You want to be sure that person can actually do the job, so you want to make sure you’re developing them. But even more pressing is the fact that someone who is high-potential enough to be identified as your successor may not want to wait in your shadow until you leave – they could jump to another opportunity. On Broadway, many understudies are working on originating one role while backing up another (like with Dear Evan Hansen’s Colton Ryan). There is no guarantee they’ll be around to take over full time. Or life gets in the way – Javier Munoz has had two health issues (thankfully, he’s okay). The point is, identify a potential pool of successors and develop their skills. It gives the company more options at the time of transition.
  • Communicate appropriately: That whole Mandy/Oak thing? Totally could have been avoided if all the right players met at one point to talk long-term goals, communication strategy, and impact to Oak. People get nervous when their boss changes. Having a good communication plan can help alleviate that. Additionally, if you DO have multiple people who could potentially take the job, think about how you let those who did NOT get the position know. What feedback can you give? What career options can you share? And…are you prepared for the reality that they may leave because of it? Whatever the case might be, the last thing you want to do is have a communication issue that results in NO ONE taking the role.

There you have it – lessons from Broadway on how you might approach succession planning within your organization.

See? The arts DO apply to the “real world.” (Support the arts!!!)

 
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Posted by on August 21, 2017 in culture, Decision Making

 

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