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  • December 01, 2021 10:29 AM | Dena A Culpepper (Administrator)

    By Bruce W. Waller

    One of the questions I enjoy asking HR Leaders on Life in the Leadership Lane podcast is “what would your 10-year older self say to you if he or she was knocking at the door today and you got up to answer that door”? This is such a great reflection question because it allows you to look ahead and think about where you are going, dream ahead, or give your current situation perspective. One of my favorites was when I was interviewing Global Total Reward Leader Andrew Walker on podcast episode 84. When I asked Andrew this question, he responded with “buy a boat” (these are my words). He said his 10-year-old self would say, “stop thinking about when you’re done working in your career and find things that bring you joy today”. He shared how he would visit summer beaches in Connecticut and would see boats going back and forth and thought I am not going to wait until I retire to enjoy life. He then went on to say, “Yes, we all need to work hard, but we also need to find things that bring us joy.” This was so inspiring!

    I have received many responses from guests over the pasts two years that have shared things that energized them just like Andrew. I have also paused when people stopped to reflect and found themselves crying tears of gratitude. It can be a deep reflecting point for anyone. Many guests have shared their 10-year older self would say stop worrying, or remind them it’s going to be okay. A few have shared to continue the journey, keep the faith, or you’re on the right path, and to keep growing.

    It’s a great question and would be a great team exercise too. The reason it’s so powerful is because it is often the little things, we do each day that brings the most movement and change. But because it’s so little, it’s hard to see positive daily results. We often can’t see that we are making progress or impact when we get up early to go for a run or read a few pages in a book or help a colleague or customer solve a problem. When we ask this question, it gets people to think about their career, and more importantly their life. Are you doing things in your life that bring you joy?

    As we move into the Christmas holiday and our chapter/association planning season, invest time to reflect on this question. What will your 10-year older self-share with you? Who do you want to be in 10 years? Are you on track as a volunteer leader? In my new book Life in the Leadership Lane, I shared my response… “I think my 10-year older self would tell me that he is proud of the person I have become in the workplace and most importantly, in my personal life. He would also say, “Keep going, keep growing, keep connecting, and keep serving others. You have important work ahead.”

    So, what’s your boat? What is the thing that will bring you more joy as a volunteer leader? You may already have it and people just need to hear it… Write it down and share with your board and members of the chapter… I am excited for you, for your career, and for your chapter because when we have joy in our career, life is just better in every area!

    Quote of the Day: “…it’s not about the things we want to achieve, it’s about the person we want to be. (Excerpt from Life in the Leadership Lane)

    Call to Action: Write down the question and your response. Share with your team for engagement. It will be fun and might inspire someone to make a change, which can ultimately change the organization too!  

    Exciting Texas SHRM news ahead… be on the lookout for LEADHRS Leadership Development program announcement coming December 2021. Your 10 year older self will thank you for being part of this program and elevating your leadership in your association and workplace!  

    This blog is written by Bruce Waller, Texas SHRM, Director of Leadership Development! For more information, call 972-389-5673, or email bwaller@goarmstrong.com.

  • November 01, 2021 9:48 AM | Dena A Culpepper (Administrator)

    The truth?  The truth is that I struggled to write this blog. 

    As an attorney, an enormous part of my job is writing.  I’m expected to write persuasively with well thought out and well-reasoned arguments.  In my particular practice, education is a focal point.  I speak regularly to clients, at chapter events, and at conferences.  Outside of my practice, I volunteer in various leadership roles.  This blog should have been a breeze.  Yet, I struggled.

    I struggled because I wanted to impart some earth shattering, groundbreaking, never-before-seen-or-heard-of knowledge.  I wanted you, dear reader, to be awestruck.  I wanted you to finish the last word, pick your jaw up off the floor, and whisper “wow” as you struggled to focus on anything else for the day.  But why?  Sure, lawyers have egos and I suppose I’m not that much different.  But that wasn’t the real reason.  The real reason is that you matter and you’re important and I wanted to be an invaluable resource. 

    So, I struggled. 

    As I stared at the blank Word document on my computer screen and the blinking cursor for what seemed like an eternity, it finally occurred to me that this wasn’t me.  I don’t have to be the next John Maxwell or Brene Brown.  I just have to be Dustin Paschal…and that’s good enough.

    Far too often, we try to be something we’re not; and the countless self-help and leadership books don’t help.  Don’t get me wrong, I’m a voracious reader…particularly of leadership-style books.  I believe they are an invaluable resource; but we must remember that the books are meant to be a guide – something to help us on our individual journey and with our individual growth.  When we try to emulate the principles and concepts outlined in these books to the point that we essentially become a carbon copy, we most certainly fail.  You are not John Maxwell.  You are not Brene Brown.  But it is admirable and worthy to aspire to be like them. 

    As a young lawyer in my first real job, I thought that to be a good lawyer, I needed to be just like my boss.  My boss was a Black man from Ohio that had gone to Duke University and Duke University School of Law.  He had worked in a major regional law firm to which he had been recruited straight out of law school.  He was the son of divorced parents, one of whom was a mental health professional.  I was a white man from Texas that had done to Baylor University and Baylor University School of Law.  My first job was working at a 1-man law firm, and I struggled to find a job out of law school.  I was the son of happily married parents, one an office administrator and one a firefighter.  Our commonality was the law, but our lives and backgrounds were vastly different.  As I stepped into courtrooms and stood before crowds at conferences, I failed every time I tried to copy the style, mannerisms, and cadence my boss utilized.  I failed when I mimicked his preparation.  In short, I failed because I wasn’t myself.

    The instant I decided to let go of the “right way” to be a lawyer and decided to be the lawyer that was right for me, I began to excel.  The fears and the anxieties melted away when the comfort of being authentic took over.  Juries and audiences began to respond favorably.  My authentic self was much more casual; my boss was much more formal.  My authentic self involved phrases, terminology, and quips I had heard over a lifetime of growing up in Texas; my boss had no idea what most of those expressions meant.  My authentic self involved leading with my heart and becoming personally invested (right or wrong) in most of my cases; my boss maintained a professional distance.  My style wasn’t right for my boss and his style wasn’t right for me.  Yet, both styles worked.

    Authenticity is everything – not only for your personal success but also for your success as a leader. 

    Authenticity breeds trust. 

    Authenticity breeds passion.

    Authenticity breeds loyalty.

    Authenticity breeds success. 

    I challenge you in everything you do and in every place you lead…be authentic.

    Written by Dustin A. Paschal

  • October 04, 2021 9:52 AM | Dena A Culpepper (Administrator)

    By Holly Novak 

    As we all know, burnout is REAL and it’s impacting us at work, in our Chapters, and in our families. While there is not one easy or simple solution, we can help our people – our volunteers, employees, friends, peers, family members – recognize some behaviors and understand the root cause of burnout to hopefully move the needle the other direction!

    Purpose and connection are fundamental needs for all humans and our distributed world has taken much of that away from us and now we find ourselves in front of a camera or computer screen for way too many hours a day with no solid people interaction. Indeed did a recent study and found that 52% of survey respondents are experiencing burnout in 2021—up from the 43% who said the same in Indeed’s pre-Covid survey. 

    Before we move to solutions, it’s helpful to determine what burnout actually is! According to the World Health Organization, burnout is “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions:

    1) feelings of energy depletion or exhaustion;

    2) increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and

    3) a sense of ineffectiveness and lack of accomplishment. Burnout refers specifically to phenomena in the occupational context and should not be applied to describe experiences in other areas of life.”

    While we can all find our selves down and maybe stressed for a day, burnout goes beyond that to a full state of exhaustion and detachment. So, how can we help those that find themselves in this state? I suggest that we start with Purpose. It’s time to take a collective action on purpose – not just making blanket statements. In our post COVID world, purpose matters more than ever before. People want to know the WHY behind your organization and how you are differentiated in the market. They also want to know how their work impacts both the overall company/association as well as the communities they live.

    Next, help your people to set boundaries and make time to think, tend to their loved ones, learn, and breathe. Encourage them to add it to their calendars and if you are a leader, add it to yours first and set the example! Extra time off might not always be the answer because the work is still there, and that does not alleviate the stress! Instead, maybe institute a “no meeting” or “no camera” day of the week and give them that chance to take a walk, go to lunch with a friend, etc.

    Finally, help people to understand and set priorities! Give them the permission to ask questions and determine what things they should put their focus on. Also encourage them to pick one or two things a day to prioritize and check something off their list each day – that gives a sense of accomplishment which is a very powerful tool against burnout.

    Quote of the Day: “Almost everything will work again if you unplug it for a few minutes…Including you.” Anne Lamott

    Call to Action: I challenge each of you to help your people understand what burnout truly is, then focus on ways to help each individual that finds themself with some of the symptoms above to find their purpose and also find time to breathe and walk away each day.

  • September 02, 2021 9:22 AM | Dena A Culpepper (Administrator)

    By Bruce W. Waller

    One of the most common things we do to prioritize and stay organized is make lists. Lists are a great way to keep us on track. People make many lists such as grocery lists, project lists, to-do lists, and more. It’s a great way for us to remember the things we need to do each day. It is also a great way to feel like we are accomplishing things by crossing things off the list once completed. In fact, some people like the feeling so much that when they do something and notice it wasn’t on the list, they will write it down just to mark it off to feel that sense of accomplishment! Have you ever done this? I am raising my hand!! And the more we do or more we try to achieve, the more things we will add to our lists. We are constantly trying to keep it up to date so we can stay on track. It can often feel overwhelming when we keep adding to our lists, and often creates challenges to stay focused on the things that matter most.

    I recently read a story in the book GRIT by Angela Duckworth talking about the self-made multibillionaire Warren Buffet. She was sharing the story about Warren Buffet’s conversation with his personal pilot. Warren was asking the pilot if he had any bigger dreams that flying him around all over the world. The pilot responded that he did have dreams and Warren shared three things he could do to achieve his dreams. This is a great way to get clarity and focus. Here are the 3 things he shared:

    • 1.      Write down a list of 25 career goals or dreams.
    • 2.      Circle the 5 highest priority goals or dreams for that moment.  
    • 3.      Cross out the other 20 – they are the distractions!

    When I read this, it reminded me of my year-end planning, and how I start with a list of goals and narrow it down to my top 3. This year it was to achieve my business plan, design a leadership development program for Texas SHRM, and publish a book. It helps me stay focused and clear on where I spend my time each day. Clarity is the key for us as individuals and for our organizations. It a driving force for success. DallasHR, the 3rd largest SHRM chapter in the country located in Dallas, Texas does this by placing strategic boards in the conference room to help everyone with clarity on long term goals. Armstrong Relocation focuses on four things and shares with all of the operating companies across the US. So, it doesn’t have to be 5 things, it can be less --- it just needs to be clear.

    I recently heard a John Maxwell interviewing Jeff Henderson, author of the book FOR on The John Maxwell Podcast where John shared a story about walking into his organization and asking all of the leaders to take out a blank piece of paper and write down what they think the organization is known for. He then picked up the papers with answers and started reading them out loud. He had 12 pieces of paper with 12 different responses. He then said, this is why we can’t get momentum. There was no clarity around the mission or what was most important. So, we are going to list these 12 and narrow it down to what’s most important and focus on that!

    So how do get started in our organization? Start by using the exercise that Warren Buffet shared with his pilot. When you have your 5 things, write them down and share for clarity.

    YES or NOT YET?

    Earlier this year, I learned another strategy to help stay focused from author and financial expert David Bach. It’s the “Yes and Not Yet” list. The “yes list” will include the 5 (or 4 or 3) things you decide to focus on and the “not yet list” will capture everything else – a continuous list. The reason to capture the “not yet list” items is that we don’t want to lose the idea,  but know we can’t move anything to the “yes list” until we take something away. It’s a great way to stay focused on our goals and dreams and our everyday. More importantly, it creates clarity when someone asks what we are doing, or when we are trying to decide if we should invest time or decline something to stay on track!

    So, what’s your strategy to keep everyone focused with clarity in your organization? It’s time to meet with your team and ask – what are we focused on? See if you get the same answers or if you need to narrow it down for everyone to create more clarity, which create momentum and ultimately lead you to success!

    Quote of the Day: “If you are saying yes to this, what are you saying no to?” Michael Bungay Stanier

    Call to Action: Take out a blank piece of paper and get your personal top 5… then go to your team of leaders in your organization to create your top 5 for more clarity and watch your organization move forward.  

    This blog is written by Bruce Waller, Texas SHRM, Director of Leadership Development! For more information, call 972-389-5673, or email bwaller@goarmstrong.com

  • August 03, 2021 10:36 AM | Dena A Culpepper (Administrator)

    The Problem with the Manager Mindset
    Mike Coffey, SPHR, SHRM-SCP

    For an upcoming episode of my new podcast, Good Morning, HR, I visited with Terri Swain, a seasoned HR consultant who specializes in affirmative action and employee relations issues.

    (Note: “Seasoned” is a moving target meaning anyone who is at least one day older than me.)

    Terri and I spoke about her experience as an investigator during the pandemic.

    Through the pandemic, she said, she saw a sharp spike in discrimination complaints against managers. Very often, comparative analysis demonstrated that the behavior wasn’t discriminatory—the manager was a jerk (we use stronger language in the podcast) to everyone.

    While Terri’s episode of the podcast won’t be released until August 12th, it is hardly a spoiler to point out that, well, most managers suck when it comes to actually managing people.

    And when things get rough, that becomes really apparent.

    Back at the beginning of the pandemic, when employees were hurriedly throwing files and equipment necessary to do their jobs in boxes, learning to use Zoom (“Bob, you’re still on mute.”), and figuring out how to get their jobs done while educating their children and spending waaay to much time with their significant others, I participated in a panel discussion about managing a remote workplace.

    My prediction was that those organizations with highly-engaged employees would be fine while those that “managed” their employees in order to maintain productivity would struggle.

    Perhaps your experience has been different but that is largely what I’ve seen over the last year and a half.

    To manage something is to manipulate it so as to reach a predictable outcome.

    When we tell someone their job is to manage people, we assume that people are like the rest of means of production: equipment, raw material, energy, etc.

    But people aren’t so predictable.

    Greg Crabtree, author of one of the best books on business finance, Simple Numbers, often says that people are the one part of your business that shows up every day with an attitude.

    Some days it may be a good attitude. Others, not so good.

    But unlike the melting temperature of iron ore, the reliability of a proven piece of code, or the certainty that the debits will balance out the credits, people are unpredictable.

    They have lives—inside and outside of their workday.

    They have years of unique experiences that have shaped who they are and how they respond to different stimuli.

    They have wide variability in their physical and chemical compositions.

    They have different—and often unfathomable or surprising—priorities in their lives.

    And you think your going to “manage” that hot mess of humanity with any success or predictability?

    It is no wonder that many people who are called managers are jerks and that even more of them are ineffective at actually managing people.

    Here’s the truth: you can’t effectively manage people.

    None of us can.

    People are too messy to be managed.

    So why do we call people who are charged with leading other people toward a common goal “managers?”

    As soon as we give someone the title “Manager,” we’re setting them—and those they are to manage—up for failure.

    Don’t get me wrong, I’m a giant believer in the ability of good leaders to bring people together to create value for shareholders, customers, and the community.

    I value accountability and swear by meaningful scorecards.

    But good leaders aren’t managers of people.

    They are coaches.

    They build teams of individuals who are intrinsically motivated to achieve a common goal.

    They incentivize those teams to succeed with neither carrot nor stick but with work that has purpose and meaning.

    They set high expectations and then help their people achieve them.

    They empathize when people stumble.

    They celebrate the small victories.

    They recognize and grow their team members’ potential, giving them room to try, fail, and try again.

    They understand that employees don’t put their life on hold when they come to work.

    And they treat each person a little differently because, well, each person is a little different.

    The successful leaders I’ve worked with over my career weren’t people managers—they were people enablers. They gave people (or helped them find) what they needed to be successful in their roles and in their lives.

    It is time to retire the manager mindset when it comes to people.

    Our leaders and our people deserve better.

  • July 07, 2021 1:26 PM | Dena A Culpepper (Administrator)

    The record unemployment rates the U.S. saw during the pandemic are quickly receding. In fact, recruiting is back as a top company priority.

    The Federal Reserve Bank says U.S. unemployment will drop to 4.5% by end of 2021 and continue falling to 3.8% in 2022 and 3.5% in 2023. Goldman Sacs paints an even more stark picture. They project unemployment falling to 4.1% by the end of this year.

    A recent Deloitte study said CEO’s have one overriding concern in 2021, and that is talent. Attracting, hiring, retaining, developing, and engaging talent is their top concern.

    Their worries around the “war for talent” are likely well placed. Coming out of the pandemic resignations are soaring. The Labor Department says 4 million employees voluntarily left their job in April alone. The Microsoft Work Trend Index found 40% of workers are thinking about changing jobs this year. Many companies and industry sectors, already struggling with an acute shortage of workers, will find themselves even more impacted if this “Great Resignation” unfolds.

    Expiring federal unemployment benefits will likely bring some workers back into the workforce and ease the shortage slightly, but it will not be enough. In the absence of an economic downturn employers will continue to struggle with too few workers who have the skills needed. 

    With talent hard to find and open requisition numbers rising by the day, HR and Talent Acquisition leaders need solutions. To be sure, this is not an easy problem quickly solved. Efforts to throw money at some magic potent around recruiting and retention are typically not the answer. Success is often found through incremental change that targets the areas with the quickest potential ROI.

    To be sure, some organizations do get better results. Successful recruiting and above average retention are the predictable results of solid processes. In fact, the best practices are mostly simple. Simple, however, will never be confused with easy. So, where should we begin?

    Let’s start by borrowing a playbook from a legendary football great, the late Green Bay Packer coach Vince Lombardi. Every year at the start of the season he would stand in front of a room of professional athletes who had played football their entire life and who were now were playing the game at the highest level. He would hold out a football and say “Gentleman, this is a football.” He knew the seasons success rested not in the extraordinary, but in executing the basics better than their opponent.

    And so it is with recruiting and retention. Those organizations who fare best in this talent war execute the basics of attracting, selecting, and onboarding talent. They then do a great job of helping these new teammates “attach” to this new team they have joined. They keep it simple.   

    A starting place is an audit of the recruiting workflow from the first conversation a recruiter has with a hiring manager about a newly opened req through sourcing, interviewing, selection, onboarding and managing for the first 90 days of employment. Identify the gaps between how your organization does each step and the best practices in the industry. Develop a plan to eliminate the gaps.

    In a future blog we will talk through some key ideas around auditing your recruiting. For now, we will look at some tactics that are often low hanging fruit to consider. In many organizations these things can help.

    Here are five things to consider:

    Make sure your employee referral program is strong.

    Candidate who join the company as a result of an employee referral stay longer and perform better than any other source of hire. They also reduce the days needed to fill an open position, reducing the time to fill by almost 50%!

    Make sure your employee referral program is an effective incentive within your organization, and then market it well within the company!

    Make the necessary adjustments based on the realities of post-pandemic recruiting.

    The pandemic changed many facets of our world of work. The specifics of the changes vary based on the industry, but all industries are facing them. For knowledge workers it may be remote work, while manufacturing is experimenting with schedule flexibility. In your industry something is changing.

    Some organizations have embraced those changes, others are at least adapting to them. You will not compete successfully for talent if your leadership team is resisting what your competitors are embracing.

    Consider older workers.

    Workers age 55+ make up a fast-growing demographic of our workforce as the baby boomers age. For many of them retiring at 62 or 65 is undesirable, or financially impossible. Age discrimination has long been an HR struggle because of hiring managers bias toward older workers.

    In reality this group stays longer in a new role than any other age group. They also take fewer days off, work well with the various generations in the workplace, and adapt well to changing technologies. They are also on the market in disproportionate numbers.

    Use Stay Interviews 

    Exit interviews have long been an HR standard as we try to find out why people exit our organizations. While some good information comes from these exit interviews, that info is often distorted by employees’ natural emotions as they are leaving – which may range from anger to embarrassment.

    Many times, the Stay Interview is a much better feedback loop. In the simplest form, a Stay Interview simply asks employees who are not leaving (as far as we know) some foundational questions. What do you enjoy about your role and about working here? Why have you stayed as long as you have? If you ever left what would make you want to leave, where would you go? What can I do as your leader to make this a better place for you to work? What can I do to get your ready for your next role? What can I do to make you more productive and more valuable to the company?

    Not only do these conversations provide great feedback, but they are also tremendous trust builders between the employee and their leader. Trust is the foundation to the employer – employee relationship.

    Many organizations have seen retention improve through the Stay Interview process.

    Make the business case for recruiting investments.

    Revenues fell during the pandemic. Budget cuts naturally followed, with HR and Recruiting included. Organizations are naturally slow to increase spending as things rebound, often because revenue projections are still unproven.

    But based on what we are seeing in talent acquisition trends - from talent scarcity to turnover - most of us need to deploy more resources in this area than we are spending now. As HR leaders we have to build the business case for the ROI recruiting will provide back to the organization.

    Your company’s growth and success are almost certainly tied to your ability to recruit and retain the talent you need. While the challenges are clear, a strategy focused on simple, foundational talent strategies will improve your results.

    Follow Texas SHRM here for more blogs that will help your organization thrive in the days to come! And join us August 25th at noon for a panel discussion on recruiting with some industry experts!

  • April 13, 2021 10:28 AM | Dena A Culpepper (Administrator)

    Winning the right way in your chapter

    I was recently listening to the press conference announcing Oklahoma men’s basketball coach Porter Moser. Coach Moser was recently hired to replace Lon Kruger after an amazing 10-year career with the Sooners and lifetime achievements most notably being the only coach to take 5 teams to the NCAA tournament.

    I was listening to the press conference not just because I’m a fan of the Sooners, but I am a fan of people and so fascinated to hear new leaders share perspective about why they took a job or their plans to move an organization forward. I just love this stuff. I’m listening for immediate plans, goals, values, and perspective as they begin a new chapter. Porter Moser is a family man that came from Loyola of Chicago where he had built a winning program and he is filled with energy…

    He shared stories about his family and his journey as a coach. He shared stories about his failure as a coach and learning from his mentors. Then he shared what attracted him to the University of Oklahoma...all of a sudden, my ears opened up to hear what would be next... what drew me to Oklahoma was winning the right way”. This gave me chills as I thought about that statement. Then I heard him describe what winning the right way looks like: It is about resiliency, and recruiting people that are high character and love to play the game… They are “All-In”!

    He talked about the importance of investing in people, having tenacity, and building a staff of life-long learners…

    Lastly, he shared winning the right way is not about buy-in... it’s about believe-in!

    When I hear this message, I get excited about what’s ahead… This is leadership!

    So here is my question for you… What drew you to your chapter leadership? How would you define winning the right way in your chapter?Now is a great time to start building a winning culture today!

    Quote of the Day: Build a program not a team! Rick Majerus

    Call to Action:Block time this week to write down what winning the right way looks to you and share with your board members. Ask for perspective and make it part of your every day.

    Help us in 2021… Have ideas to share or stories that have made impact in your chapter? If so, please send to bwaller@goarmstrong.com for a future “blog” feature!

    Texas SHRM Mission Connecting and Supporting SHRM chapter leaders to elevate the HR profession through education, advocacy, and leadership development.

    Author: Bruce Waller, CLA 

  • March 29, 2021 4:06 PM | Dena A Culpepper (Administrator)

    I have received some great advice from many leaders over the course of my career, but the advice I received at the beginning of 2002 was a game changer and remember it like it was yesterday. One morning sitting in my office as the new operations manager, I called my brother to tell him about the mess I just took on at a new company and how I hadn’t been able to identify anyone on my team with passion or even a little bit of positive energy that could help me turn our operations around in our company. He asked if I knew anyone outside the organization that I could bring on board and I said there is a guy that I know that is not only positive, but is filled with passion and was someone I knew that could trust if I could get him to come on board. My brother shared that if I didn’t pick up the phone and call him this afternoon to recruit him on my team that he was going to call him and hire him.

    He said in order to move a company forward, you have to start by surrounding yourself with people that you can trust and exudes passion to model for others for maximum impact. If you don’t get the right people on board, you will be destined to not only fail, but have a lot of stress and misery during the entire process. That afternoon I called my friend Heitor and the rest was history. Not only did we make our operations profitable, but we changed the culture from mediocre to a culture of excellence in less than 24 months. Heitor helped transform our operations by hiring the right people, setting expectations, and holding each person accountable along the way. He exuded positive energy that was infectious and made our team feel like they were valued and part of something special… like family.

    A few years later when I decided to make a career change and move to a new company, my brother hired Heitor and he transformed his company operations too. It’s always about people and always will be about people! People that have passion, people that you can trust, people that care and people that want to make a difference.

    When we find these special people, we need to recruit them and empower them as quickly as possible and watch our organization accelerate. The best part of all is they will become lifelong friends that we can always count on in both our career and our personal life.

    Who is making a difference in your chapter? Who is someone you need to recruit in your community to help you move your chapter to a different forward? Maybe someone for social media, or someone that is well connected to help drive better programs? Now is a great time to get them involved…

    Quick shout out to Lubbock SHRM… This west Texas chapter has a board spotlight campaign that is helping us get to know their board members… Check it out here!

    Keep up the great work Lubbock SHRM! 

    Quote of the Day: “Never give up, never ever give up.” Jim Valvano

    Call to Action: Who is on your board that moves your organization with their energy and passion? Make sure they know how valuable they are and give them the reins to keep going!

    Help us in 2021… Have ideas to share or stories that have made impact in your chapter? If so, please send to bwaller@goarmstrong.com for a future “blog” feature!

    Texas SHRM Mission Connecting and Supporting SHRM chapter leaders to elevate the HR profession through education, advocacy, and leadership development
  • March 15, 2021 3:52 PM | Dena A Culpepper (Administrator)

    How do you build trust in the workplace? It’s a question I have asked many guests on Life in the Leadership Lane podcast include CHRO Jill Cole in Episode 45 when she replied it starts with doing what you are saying you are going to do!” As we talk about getting more buy in and developing influence in the workplace, we must start here. It is a step we cannot skip! Trust is the foundation of leadership. It is both horizontal and vertical. It takes a long time to build and a short time to destroy.  So why do so many people skip this step? I would say it’s because it takes so much time. Building trust is all about building relationships. Lou Holtz once said people ask themselves three questions when they meet someone new. The first question is “Can I trust you? The second question is are you committed? and the third is do you care? Did you see what the first question was? Read it again… Can I trust you? It’s everything! So how can we build more trust in our chapter and in our community?

    Building trust starts with developing relationships. A great way to connect is to remember names, birthdays, and special events. This lets people know you are thinking about them and more importantly that you care! My friend VPHR Yvonne Freeman recently sent me a text with a copy of an article about writing gratitude letters. She knew that I enjoyed writing these letters and that I might enjoy the insights of the article. This was another layer to the foundation of trust we have built for many years. It told me she was saying, hey, I’m thinking about you today and think you might like this article or that it might add value on your journey”. She wasn’t trying to sell me; she was trying to serve me! The more we serve, the more we build!

    So, what are you doing to develop influence in your chapter? Are you investing time to build relationships with your board members, volunteers, sponsors and others in your local chapter? What about in the workplace? Here are a few ways to get started…

    • Do what you say and say what you do.
    • Raise your hand to be involved outside of HR… be a business partner!
    • Make yourself the “go to” person in the organization.
    • Learn and know the business acumen. This will lead to a better financial performance.
    • Listen, relate, understand, and listen more.
    • Being consistent in your everyday leadership.

    What would you add to this list?

    Building trust is about building a brand that says I am going to do what I said I was going to do!

    When we build trust, we can move forward in selling our ideas, our initiatives, and ourselves! There are opportunities to build every day, but we must invest the time and not be so quick to move to the next step!  Let’s start with trust and build a team to win in our community!

    Quote of the Day: “A great team doesn’t work together; a great team trusts each other.” Simon Sinek

    Call to Action: What are you doing to build trust in your chapter? Ask your board members and people in your network about what they do? This will also lead to building more trust in your relationship.

    Help us in 2021… Have ideas to share or stories that have made impact in your chapter? If so, please send to bwaller@goarmstrong.com for a future “blog” feature!

    Texas SHRM Mission: Connecting and Supporting SHRM chapter leaders to elevate the HR profession through education, advocacy, and leadership development.

  • March 01, 2021 11:03 AM | Dena A Culpepper (Administrator)

    When Vice President of HR, Halima McWilliams shared her story and perspective about the importance to “Opt In” to the conversation of diversity in the workplace on Life in the Leadership Lane podcast episode 40, it was an epiphany! I thought about when we see something that we want, we can choose to subscribe to stay connected to the information because we enjoy it or want to be a part of something that will help us get better in our every day. She didn’t say everyone is going to be part of it, she said people could “choose” to opt in! When we get to make the choice, we value it more! However, there are times when we find ourselves opting out or hitting the “unsubscribe” button as well because we didn’t sign up for it or want to be part of the group, the conversation, the new project, job changes, relationships, etc.… and that’s okay. It’s our choice! We are all in a different season and there can be many reasons why we decide not to opt in such as “we already have this product or service” or “I don’t have any time right now” or “this just doesn’t add any additional value for me”.

    How many times do you find yourself subscribing to a new newsletter or blog? Do you unsubscribe more than you subscribe because someone included you on their mailing list? I enjoy subscribing to something new because it gives me energy knowing it will add value in my career. I also find myself unsubscribing to things that doesn’t add value – which can be annoying and draining to go through the process.

    Leadership is a choice too… It’s a choice for all of us to “opt in” …  it’s our choice every day! Volunteer leadership is a choice too… We have the choice to lead an amazing HR community every day… and it all starts with opting in to lead ourselves!

    One of the things I appreciate is when we opt in to share our story. Stories energize us and I always find myself wanting to know more about other people and their story. Where did they grow up, how did they get started in their career and what energizes them? It’s always fascinating to learn from others and often validates or provides reflection for us on our journey. Are you opting in or investing time to share your story, or more importantly listen to other chapter members stories to be better connected?

    Over the years, I have opted into many conversations about changes in my career, in my volunteer roles, and personal life. I haven’t always subscribed to a change, but I have always opted in to the conversation about leading or how I might be able to make a contribution. I always wanted to be “in the conversation”. I remember opting in to different conversations and events leading up to serving as President of DallasHR several years ago. It wasn’t my mission to lead the organization, but I opted in early to be part of the conversation and to see if there might be something bigger which created some special moments and amazing opportunities along the way. Were there challenging times? Yes! But opting in to help others, to serve others, to learn, to grow, to belong, and be part of something bigger far outweighed everything else.

    When we opt in, we are saying I’m interested in hearing more, seeing if this will add value and if so, I am all in. If not, we can choose to opt out. You see when we give more value, we will be more valued by sharing with others. However, if we don’t at least choose to opt in to hear about the opportunity, we will never know what value we can bring, and be more in the workplace and in our community.

    So, what are you going to OPT IN this week?  Here are a few ideas:

    • Review your 2021 goals and Opt In to start a conversation with your team
    • Opt in by sharing something exciting that has happened in your chapter
    • Invest time on your calendar to OPT IN and reach out to board members for a one-on-one conversation to get their insights and viewpoints.
    • Opt in to commenting on HR Connect or Volunteer Exchange to support others
    • Opt In to reaching out to other Texas SHRM members to just connect

    Last week, I was asked to induct new board members for Rose City SHRM and share a presentation on leadership. I’m so glad that I chose to opt in because I now have some amazing new connections that I get to call friends. The future is bright for Rose City SHRM chapter led by some amazing volunteer board members including chapter president Cindy Walters. Keep opting in to share your story and serve HR professionals with purpose!

    Are you ready to hit the subscribe button and opt in to something new this week! Make the choice to opt in… I can’t wait to hear all about the choice you made!

    Quote of the Day: Give more value to be more valued.” Bruce Waller

    Call to Action: Opt in to one of the ideas above or try something new this week and share with us! We are here to “opt in” to the conversation too!

    Help us in 2021… Have ideas to share or stories that have made impact in your chapter? If so, please send to bwaller@goarmstrong.com for a future “blog” feature!

    Texas SHRM Mission: Connecting and Supporting SHRM chapter leaders to elevate the HR profession through education, advocacy, and leadership development.

    Author: Bruce Waller