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The Conference Board: Attracting and Retaining Talent Amid ‘The Great Resignation’


In the world before Covid, businesses were investing heavily in culture – leading to higher retention rates, more productivity, and better business outcomes. But now, at a time when we are seeing the greatest levels of employee turnover in recent history, leaders are facing a new set of urgent challenges: winning the new war on talent, retaining their top people, and leveraging culture to ensure employees feel more connected to the business than ever before. To be successful, leaders need to mitigate the risks of culture cracks that emerged during the Covid era – and make sure that they don’t break wide open and add to the stream of resignations companies are already facing. In this session, Daggerwing Group – a top-ten rated global change consultancy with clients such as HPE, Nestlé, Dropbox, Pfizer, and more – will share proven ways to create a culture system that builds on past investments, fosters an environment that is based on connections, and drives more top talent to join – and stay at – your organization. Watch the video below to learn more:


This transcript was automatically generated with artificial intelligence. It’s in the queue to go through a review with human eyes!

00:00:00:00 – 00:00:25:13

Welcome, everyone, to our next session. I hope you’re enjoying today’s conference. I’m really pleased to have next two of our sponsors. From Daggerwing sometimes called Daggerwing Group. You’ll have to correct me on which is appropriate. I’d like to welcome Chris Thornton, who is a senior principal at Daggerwing. Chris, you have a wonderful background there. Welcome to our conference.

00:00:25:14 – 00:00:58:00

Thank you so much. And Liz Ricard, also a senior principal at Daggerwing Group who is joining us from across the pond in London, spending her Friday evening with us. Liz, so nice to have you join us as well. My pleasure. Nice to be here. Yeah. Well, I love the title of the staving off culture cracks. First time I think I’ve heard that phrase, and we have been talking about the great resignation and thinking about how employee engagement is so tightly coupled to talent management in culture right now.

00:00:58:01 – 00:01:22:12

Daggerwing is a consulting. See, this, as you say, focuses on very tough transformation challenges. I’m going to go out on a limb here and say that humans are notoriously bad about accepting and embracing change. I’m just saying it looks like now our employees are starting to talk with their feet and moving. Changing jobs, living in different parts of the world, different parts of the country.

00:01:22:13 – 00:01:42:08

So we’d love for you to tell us a little bit about Daggerwing and the work that you’re doing to help stave off some of these cracks or getting them any bigger and how we can tackle this great resignation. So, Kristen is I’ll turn it over to both of you. that’s wonderful. Thank you so much, Dave and everyone really excited to be with you today.

00:01:42:08 – 00:02:08:12

We are going to be talking about the great resignation and continuing the conversation there. We’re going to focus a little bit on the attracting and retaining talent. So so what are you going to do? And we’ll talk a little bit about culture cracks as well and and what we mean by that. So we’ve we’ve talked we’ve we’ve said hello, let’s go ahead and introduce ourselves, too, to explain my role senior principal here.

00:02:08:12 – 00:02:30:01

And I work with some key clients and leading teams in right now, some really, really interesting transformations that are happening both how they go to market and the culture, the support staff, but then also as looking at any strategy and what is the culture that we need. So that’s where I spend most of my time. Liz, how about you?

00:02:30:02 – 00:02:56:09

Great. Thanks, Chris. And hi, everybody. I see different tackling and like Chris spent a lot of my time with clients and really on the very human changes that they’re experiencing. And right now, one of the things that’s really stand up for me is helping a client with going virtual, and we’re helping them put into place some behaviors and recognition around what we need to do to do that.

00:02:56:09 – 00:03:25:06

Success fully. And it touches on a lot of the great things that we’re going to be talking about today to really help you and your companies move forward in a really healthy way. So you helping your employees, being happy to stay with your company and to also attract people as well. So if you haven’t heard of Daggerwing just a little bit about us, we really focus in on the people side of change because organizations don’t change.

00:03:25:06 – 00:03:44:06

People do. And you’ll be like, was that just a weird game? Now sometimes it will work where we’ve seen change fail in one of the ways is when you think, okay, let’s get Company X to change. We need them to change. Just focusing on the company changing and like what we we actually have to get into the people.

00:03:44:06 – 00:04:10:11

We got to get into the processes, those types of things. We really focus in on the on the people side of change. And, you know, we’re we’re all across the world in 35 countries and work in that global manner. Liz, what else would you add to this? Anything? The only thing I would say is we work with clients across a slightly different way so we don’t come in with like a playbook, a set standard.

00:04:10:12 – 00:04:30:07

The great thing about the people that we work with and we have on our team is we have pure consulting consultants that have that, you know, strong background, but we also have psychologists, we have engagement specialists, we have a huge creative team. So we approach from quite a different angle and we have a great threads of knowledge and experience there.

00:04:30:07 – 00:04:52:12

And we look at a company as an individual as opposed to, yeah, it’s another big company with 20 plus people that’s global. So yeah, really personally I think the approach with our clients. Yeah. And so you’re going to hear a conversation from us today. In fact, if you listen to your Change at Work podcast that I host, it’s it’s always a conversation.

00:04:52:12 – 00:05:21:06

So you probably won’t get too many lectures from us today. You’ll definitely get a conversation. And one of the things that we want to make sure that you walk away with are some some ways to continue the conversation back within your organization and, and definitely AMI with stats. Of course, we’re going to bring those to the table and the research that we’ve done, but also give you a unique way to perhaps change the conversation, to give you the traction that you need to be able to say, Actually, folks, it really does come back to our culture.

00:05:21:06 – 00:05:45:01

So if you think about one takeaway today, it’s all about culture, which may not be shocking, but we sometimes lose sight of. So we all know that the biggest risk right now that the pain that so many of our clients are feeling are how do we attract, how do we retain? It’s getting really hard right now. And there’s a metaphor that I want you to think about.

00:05:45:01 – 00:06:03:11

So let me tell you just a little bit a little bit of a story. Right now. I’m sitting in my basement of our home working from home. And last year we we started as all of us, there are five of us in this very tiny house, three teenage kids, my wife working from home. And when I say tiny house, I do mean tiny, tiny house.

00:06:03:13 – 00:06:23:03

And so my office was outside for all of last year until it got cold. And so we were we were renovating the basement and we found, as we were putting in the floor, a puddle of water. And we’d never seen a puddle of water before. And it was one of those of, okay, it’s probably fine, it’s probably fine.

00:06:23:05 – 00:06:46:03

And we looked at our contractor, they looked at us through our masks and they said, Let’s go find where this is coming from. There may be a crack in. The foundation is not what you want to hear, Right? No one ever, ever wants to hear, even though you know nothing’s going to go right on a run out. But it’s definitely not what we wanted to here was that there might be something wrong with with the foundation.

00:06:46:06 – 00:07:09:14

Let’s go. Let’s go look for that crack. And in fact, to get to where we thought the leak might be coming from, we had to tear down the deck where my office was. Right. So my office then became the yard after that. And we were hoping that we wouldn’t find anything. And if you’ve ever had that sense of maybe we shouldn’t go looking because we may not like what we find, it was one of those.

00:07:09:14 – 00:07:30:13

And so having to rip down the stack and potentially find a huge crack in our foundation, which was going to change everything about what we were doing and in the home that we lived in, definitely the money that it was going to cost to fix it. And what we found was not a crack in our foundation. What we ended up finding, though, was a gaping hole in the side of our house.

00:07:31:01 – 00:07:50:06

So good news foundations, fine bad news, gaping hole into into the side of your house because the deck hadn’t been built correctly. It had been there for about 25 years and it had the wood had been put up right against the house with no flashing. Now, if you’re not a home builder and you don’t love this old house like I do, that may not mean anything to you.

00:07:50:07 – 00:08:11:06

But imagine a situation where you’ve allowed water to leak in into your very home and you never saw it until it magically a very tiny puddle appeared in our basement right before we laid the rest of the flooring down. It’s that metaphor that I want you to think about and the courage to go and say, Actually, let’s look at our culture.

00:08:11:06 – 00:08:30:05

Do we have cracks in our foundation or do we have a gaping hole in the side of our wall that we can’t even see until we take some things apart? Having that courage to look into, scrutinize and some bravery in there to say, how does it need to be better? How does it our culture need to be better now?

00:08:30:05 – 00:08:56:12

On top of everything that you have happening in your world right now and everything that you’re trying to get done, I know that’s not what you want to hear. I know it, I know it. But it really does require a bit of bravery to go look for the cracks that may be in your foundation, maybe that gaping hole in the side of your wall that you really need to address and firm up what your culture needs to be, not for now, but for the future.

00:08:57:00 – 00:09:13:11

You’re going to hear Liz say there’s no going back to the culture we had. We do firmly believe that that people’s needs have changed. We’re going to talk a lot about that, about how people’s needs have changed, especially when it comes to retaining and attracting people. How are you going to fight? What does that look like? Where do you put your energy?

00:09:13:14 – 00:09:31:06

So we’re going to talk about that. We’re going to talk about the importance of culture. If you have some believers, maybe for yourself or back at work of people saying, come on, culture is not that big of a deal, what we really just need to do is bump up salaries for everybody and that’ll take care of it. Good luck, Amy.

00:09:31:06 – 00:09:53:11

Congrats, first of all that you’ve got that those kinds of funds available to you. But second of all, good luck in making that actually attract the right people that you want. You’ve got to focus in on culture. And then we’re going to give you four areas to focus on because culture could be huge. What are the four areas right now based upon the work that we’re doing with clients and the research that we’ve done that you should focus in?

00:09:53:11 – 00:10:14:02

What cracks are we looking for? Where could we make our culture even stronger and what it needs to be for the future? I promise we’re going to deliver on all of that. But first, we want to hear from you. We want to hear from you from a pulse, if you don’t mind jumping into the pool. Let’s talk about the challenges that you’re facing right now with attracting and retaining.

00:10:14:02 – 00:10:33:11

We’ve got three options for you. Number one, Yeah, it is incredibly challenging. And you want to talk about a nightmare. I was talking with an H.R. rep the other day focusing on talent and attraction, and she said, I’ve got 80 recs, right? So like, it is huge. It is huge. And a typical load for that person might have been about 20 to 30 racks.

00:10:33:11 – 00:10:54:10

She’s got 80 racks right now of open positions. Second option there. Yeah, it’s somewhat challenging as a little more difficult than it typically was. Third option, no, nothing unusual. Go ahead and cement. I see we’ve got about a third of people submitting. So thank you for those of you and the East Coast and central U.S., you might be eating lunch right now for jumping into that poll.

00:10:54:11 – 00:11:19:01

Liz, what time is it there outside of London? It’s 8 minutes to six in the evening. All right. I was just going to say people should probably know is that you now have a fantastic house that’s been rebuilt. You’ve got a basement. yeah. Yeah. So, yeah, you know, putting putting some effort into identifying and then, you know, rebuilding your house based on those cracks is actually.

00:11:19:05 – 00:11:37:10

yeah, yeah. And as people are finishing up just a few more seconds to vote. So thank you for those who have voted and thank you for those who will. We just went through the hurricane here. We’re in New Jersey and we happen to be traveling at the time and we’re away from home and we’re praying that the basement would stay dry.

00:11:37:10 – 00:11:57:10

We came home thank thank goodness we did not have a gaping hole in the wall of our house. All right. Thanks so much. For those of you who have submitted, we’re going to go ahead and check out those results. look at that. Not too surprising. Let’s start let’s start with the 10%. If not, not too unusual. Yeah, somewhat challenging.

00:11:57:11 – 00:12:18:07

And we’ve got, you know, 90% of respondents saying either. Yeah, somewhat challenging or incredibly challenging, Thank goodness. I mean, terrible for you. But thank goodness because we’re going to talk about the reality of that now. How if it is as hard as it is, either somewhat or incredibly, what are we going to do about it? And where can culture play a role in that work for talent?

00:12:18:08 – 00:12:43:12

All right. Some stats. I bet you’ve had lots of stats during this conference. Let’s give you a couple more. Maybe you’ve seen them. But but right about now, 41% of the global workforce is considering resigning from their current roles. 46 in this from some work. Microsoft at 46 are planning a major career switch. Absolutely. We had one member of our team without going into a lot of detail, saying, you know what, it is time.

00:12:43:12 – 00:13:11:06

I want to go try something that I’ve never done before. So else it’s not even connected to what she was doing as part of our team. She’s like, I think this is my moment, so totally understand that, totally understand that interesting stuff. And I think Liz may go into this in a little bit. But as you look at what Gallup, the the research that Gallup has done, take a real interesting look at what the current focus is, right.

00:13:11:06 – 00:13:35:11

Of people who may be considering and pre-pandemic sort of about the same. They’re kind of within the same ballpark. What that’s what their study and their research is telling us, their polling is telling us is that people are really considering often are those who are disengaged or not highly engaged. And so the point there, yeah, yes, people are moving.

00:13:35:11 – 00:14:03:05

They absolutely are. But they are probably truly looking at people who are already looking at the exits and considering maybe this isn’t the right place for me. What does that mean for you? Focus in on culture, strengthen that culture. Culture is absolutely going to help you win that battle and keeping people engaged so so they might not maybe not quite convinced.

00:14:03:05 – 00:14:23:09

Liz, go ahead and take it from here. Okay. Thanks. I think I got a couple of points. And so last week I read an article in The Wall Street Journal and a brand new stat out. And sure enough, one in three millennials is literally right now thinking about leaving their job and a lot of those people are leaving their job not knowing that what they want to do.

00:14:23:10 – 00:14:58:14

So the important thing is really about finding ways to retain the great people that you have. But there is a huge issue in terms of talent attraction as well. And if you can’t retain your people, we’re going to help you do that, then it’s really going to be a big stretch for you to track those people when there is a huge shortage and we are seeing and actually have a friend of mine who works at the consulting firm, a very big consulting firm, we all know, and they are having such an enormous amount of trouble trying to actually recruit.

00:14:58:14 – 00:15:28:00

They want to 30 plus million pound project, unable to actually staff that project that they want it. They’re doing it. So they’re actually looking at drastically different strategies to get talent on board and they are looking at acquiring whole companies. So really what we’re saying to you is do your utmost to actually stop the great resignation, do your utmost to actually keep the great people that you have and focus in on the engagement.

00:15:28:00 – 00:15:51:03

And we believe absolutely that culture is a critical factor. And the number one thing you should be looking at, but you need to be looking at it in a way that you’re thinking about. yeah, that’s great. We can have some younger we can have some very nice things going on. It’s a very different thing we’re talking about and some different levers that we want you to pull and we will explain why they lose.

00:15:51:04 – 00:16:10:10

Can I ask you a question? There’s a there’s a person in the audience on this topic about maybe the company doesn’t care about retaining talent or they don’t do anything about it. Maybe they don’t see it as different during the great resignation as before. So she’s not really sure how to think or respond to that. What what’s your sense of is it really different now?

00:16:10:10 – 00:16:39:07

And should companies be thinking about it differently in the numbers or astounding? Yeah, the numbers are astounding and also the what we are seeing. And actually it’s a great segue to my next section because what we’re seeing is a real rise out of what we kind of not really thought about or I guess kind of recognized before. And that is the intrinsic motivators that we have.

00:16:39:09 – 00:16:59:08

And these have absolutely bubbled up to the surface as being critical. And so it’s those side kind of that whole side of the culture that we need to focus on. So you can give some of the money in the world. But if they are deeply unhappy in what they’re doing and if the culture isn’t right, they will leave.

00:16:59:09 – 00:17:27:12

So yeah, things are very different and that’s because our situation is very different and there is no going back, right? This is only going forward. So what can we do and what are the levers that we need to kind of pull and push right now? And so what you’re looking at here on the screen is essentially a vicious circle and is this vicious circle that is seeing companies spiral down and lose an enormous amount of great, talented people and be unable to attract them as well.

00:17:27:13 – 00:17:49:03

So you might well sort of recognize some of the elements here. You might say, Right, okay, I’m also feeling the sense of kind of a lack of a human connection. I’m also feeling pretty burnt out, you know, and maybe the lack of flexibility is part of that because I work for a global company and they’re not flexible. They kind of know I’m working from home.

00:17:49:03 – 00:18:11:11

So they’re like, Why can’t you take a call at 6:00 in the morning? Why can’t you take a call at 7:00 at night? And what is seeing and this isn’t, you know, finite. And these are just some of the things that we are seeing in terms of these intrinsic changes and these intrinsic motivators that are bubbling up. But effectively, company culture is not moving fast enough.

00:18:11:11 – 00:18:33:04

These collectively make culture and many others that you may well think of. And what we’re seeing is companies are saying, okay, there’s something here about lack of flexibility. We’re going to tackle that as a symptom by itself. Right? Okay. We’re going to do something about mental health. We’re going to introduce some programs. We got to tackle that symptom by itself.

00:18:33:05 – 00:18:59:04

We’re saying look at this as a collective and then you need to turn this, which is becoming a kind of a vicious circle spiraling down into something which is a virtuous circle, which is reinforcing the greatness and the great things that are happening and can actually bolster up your company. So we really have a list. I’m going to interrupt you because there’s some really hot questions happening in the in the queue.

00:18:59:04 – 00:19:26:10

And I love it so much. So so let’s go ahead and address some of it because I know we’re not going to quite get to all of these. So before you get into your culture is going to make or break you. For those who are asking about managers, hiring managers and thinking that they hold all the cards are all of the power they certainly used to, especially in in companies that where everybody wanted to work.

00:19:26:10 – 00:19:58:03

Right? It was a great place both to work and to also say that you used to work there, right, because it could open doors for you. And so I absolutely can understand their point of view. And I think that there’s a point where you start to say for those hiring managers who think they hold all of the cards is that if you’re not evolving the culture at the the the top of the funnel and getting as many people to consider you is certainly going to shrink and where the pain starts to happen.

00:19:58:04 – 00:20:22:03

And if we can quantify it for people, that’s where we can make it. We can ring an alarm bell to say, actually, we’re going to be losing the power. Right. That the number of qualified candidates, if you can quantify, is reducing. We’re not seeing the influx that we would want. And so we need to be considering not just who we’re going to hire, but looking at who we want to retain.

00:20:22:03 – 00:20:55:07

So there’s there’s another question in here that I want to get to, but we do have to keep going. So let’s let’s keep moving. Liz, go for it. Right. Thanks, Chris. I know 30 minutes goes past very quickly. Yeah. So. Okay. So I will try to speed up a bit. So culture, we just said, you know, it can break you give you some stats around that, but it can also make you take this is an opportunity if you haven’t already and if you aren’t already so you might be surprised by this stat.

00:20:55:07 – 00:21:17:03

So 42% of respondents to a survey said that their company culture has diminished. So you might be like, okay, yeah, okay. But that’s and that’s sad. You know, it’s a bad thing. You know what’s happening? These are eroding, you know, but that is not a bad thing. That is the company culture of the past. Your company is not going to be the company it was.

00:21:17:04 – 00:21:38:07

We’re seeing lots of Band-Aid solutions of, you know, kind of, you know, virtual drinks to cover the you know, the drinks used to have. These are not working. And Salesforce CEO came out the other day and just said, look, you know, in the pandemic, you know, we have actually hired 20,000 new people. These are these don’t know the past culture.

00:21:38:09 – 00:22:08:05

We ourselves that outgoing, hot, a lot of new people, they don’t know who we were in the office. So we are looking at the future. So don’t look back. Look only ahead. So great that is diminishing. But what can we do about it evolving? And the good news is that when you do evolve your culture, we see that employees who actually report an improvement in their culture see real, tangible results.

00:22:08:06 – 00:22:34:09

The first one I’m going to call out is nearly 2.5% of employees are more likely to report high employer engagement. And Chris alluded to earlier, a very recent Gallup survey that came out said that employee engagement is one of the main reasons that employees leave their jobs now and also before the pandemic. And so it also affects clearly productivity, too.

00:22:34:09 – 00:22:59:03

So another another stat, 2.7 times more likely to report high discretionary effort, an intense say. So these are people that are passionate about their jobs. They want to be there. They’re going to put all their all in and they’re also going to intend to stay. And that means e won’t have the knock on effect of recruitment. And we’re talking time, effort, money that hits the bottom line.

00:22:59:04 – 00:23:39:04

And importantly at the top, they’re 3.5 times more likely when their culture has been improved to feel a sense of high inclusion. And we’re seeing this as being a real hot topic. So we just want to call it out now and say inclusion is going to be a very hot topic going forward. And we’re not talking typical strategies that inclusion is really how you making sure you are valuing the contribution of everybody, whether they’re at home, whether they’re traveling, whether they’re in the office, whether they’re an introvert, an extrovert that is going to be the critical red stripe and the glue that keeps us going.

00:23:39:07 – 00:24:01:02

It’s also potentially our fault line to you, Chris. All right. So we’re going to push forward quickly and make sure that we get through all four of these. So how do you actually create a culture that employees want? Certainly listening. Absolutely. But remember when I told you earlier that we’re going to tell you the four areas where to focus right now on culture.

00:24:01:02 – 00:24:23:13

These are the four. We’re going to give you some quick thoughts on what to be looking for and why they’re so important. They are well-being, connectedness and inclusion. And in thinking about those together, growth and flexibility. Liz, you want to take care. I will. Thank so number one up is wellbeing. If it is not on your agenda is number one, it should be so.

00:24:24:00 – 00:24:50:07

And I think if we’re looking at, you know, facts that are going to really rock you, it is the number one reason. So burnout, the number one reason why people are considering losing their leaving their jobs and half of people are already feeling burnt out. I think probably everybody on this session has at one point in the last couple of years felt that burnout especially affecting younger people.

00:24:50:07 – 00:25:19:10

So 60% of 18 to 25 year olds are merely surviving or flat out struggling. And I’d like to say I’m not in that age bracket, but I’ve certainly felt that myself. And I also have a couple of clients that I work with that are high performing clients, have been with their companies a number of years in senior positions, and I know two specifically have gone off on several weeks of stress these and it’s because of this burnout.

00:25:19:12 – 00:25:41:12

And so we really need to make sure that this is upon our agenda. I was also talking to a friend who works at utility companies the other day. They they think that empathy, they think culture is very, very fluffy. But you know what? They have put their money behind this and they have actually recruited and started up a whole new position, which is head of wellbeing.

00:25:41:12 – 00:26:02:02

So they’re putting money behind this. I strongly believe, and I think we believe that a little bit like, say ten years ago employee engagement was bubbling up and now I see that we’re going to have specialty and job titles that are very much focused on health and wellbeing. So make sure you keep it up there as a priority.

00:26:02:05 – 00:26:28:02

Don’t make it just something that doesn’t. Another yoga class. Yeah, I’m kind and creating. I’m so sorry. Just real quick, the other spin on that is are you creating what about psychological safety where people can speak up and say, Actually, do I need help? Actually, I’m not at my best. I know you were recently over the right before I went on vacation, I was able to say to my team, team, my brain’s not working the way I want it to.

00:26:28:02 – 00:26:48:05

I’m not as fast, I’m not as sharp. I need some help here. And being able to be vulnerable with the team is incredibly important. When you look at cultural behaviors and how you define your culture, one of the things you need to be looking at is is it safe for people to talk about these things and to bring them up not as a program that needs to be solved or necessary?

00:26:48:05 – 00:27:10:12

Our Chief Wellness Officer and those are wonderful, but is it actually safe for people to say it’s I’m I don’t have you know, I’m not able to bring my best here’s why or will that be held against them On to connectedness Liz to be honest with you Chris, that links in really nicely because a part of your mental health are those healthy relationships that you have.

00:27:11:00 – 00:27:44:07

It’s your sense of belonging and being able to be yourself in a company. And so what this is really about is life right now is intentional. So we have meetings even when they aren’t work focused. And it might be a buddy meeting with a friend, but they are intentional and more transactional meetings. And so what we are missing out on is really these unintentional relationship building moments that you have in the office and something which is a much more of a human, deeper connection.

00:27:44:08 – 00:28:26:00

So we’re really seeing that uncovered by, you know, even say I’m an extrovert and I love people, but we’ve also got a lot of introverts working with us, and they missed this, too. So it’s really this human connection, this inclusion that people are crying out for. And it’s going to become more and more important as, yes, we flex, we have a hybrid, but how can we make sure that we’re really developing these human real sense of belonging connections that we don’t have when we have transactional connections, we talk about growth.

00:28:26:00 – 00:28:50:12

Liz And so, sure, I mean, but growth is another one for us. So in terms of growth, we’re really talking about the fact that it’s impacting people’s growth. So a third of people right now are saying that out of sight, out of mind when it comes to promotions is a real thing. It’s been labeled the promotion penalty, if you will.

00:28:50:13 – 00:29:13:00

And so if you’re not physically in the office, it means that you’re more unlikely to get that promotion. The same thing goes with the bonuses, you know, and this is something if you’re thinking about extrinsic motivators, then you know, you’re more likely to get a bonus if you’re seen if you’re in the office, if you’re there, if you’re present in someone’s kind of mind.

00:29:13:02 – 00:29:39:00

And then because of this, you’ve got half of your people are really feeling that need to communicate more and really demonstrate that value, even if they feel very uncomfortable doing that. So it brings us into a whole new world. And I think back to the kind of unintentional moments. We’re also not having that growth that you would get just by walking some past someone’s desk.

00:29:39:01 – 00:30:02:11

The last one really is about flexibility. And what we did have were flexible workplaces based on needs. I’m picking the kids up. I’ve got an education class now. This is about wants. And if we don’t focus on employee wants, then we have a big issue on our hands. We need to make sure we’re equitable here and the way that we’re flexible, it means that it’s fair for everybody.

00:30:02:11 – 00:30:32:14

So listen to your employees. So let’s talk about as as we’re moving forward, what are the four elements? Which of the four elements do you think your organization needs to address? We’d love to hear from you as a connectedness growth, flexibility. Well, billing well-being, all of the above as you’re filling that out, I think one of the things to think about is, you know, we it’s easy to it’s easy to point at.

00:30:33:00 – 00:30:57:04

I’m trying to choose my words carefully because I don’t mean to offend. So please know that I’m just giving it all time to fill out the survey, if you can, to think about, you know, that Chief wellness officer is something that in some companies would be very much embraced in, in other cases might be sneered at to put it politely.

00:30:57:05 – 00:31:23:00

And what I would I guess I would challenge people to think about in all the things that we just looked at is where do we need programmatically? Things to be solved? Where are the processes? And we’re going to talk a little bit about that, but where are the mindset shifts that need to happen within your culture? You know, as you think about flexibility, are you thinking about flexibility both as a programmatic solve, which is important or a position solve?

00:31:23:01 – 00:31:47:05

But where’s the mindset shift that needs to happen both within our leaders and within our people? You can really look for cracks at mindset shift and solve that. Perhaps even faster than you might be or address, I should say, not solve it, but address it even more quickly than you might be able to solve a programmatic infusion or implementation.

00:31:47:06 – 00:32:02:10

All right. All right. Let’s see what people have said. Thank you for your thoughts. Yeah, all of the all of the above. I was the last minute add that that we put in there because we thought actually people are going to probably say all of it. All of the above. We agree. We agree. There’s a lot of things to look at here.

00:32:02:12 – 00:32:31:14

Does that mean all of them have cracks? No, but those are the four areas where we’re saying right now, listen, if you can pull the pay lever, folks, by all means, go for it. Do it. If you can pull the benefits lever and add or change, strengthen your benefits, please do. But if that’s not within your span of control and you can’t influence it as quickly as you might, these are the things where we know if you go focus here, look for the cracks, both programmatic shifts in mindset shifts.

00:32:32:01 – 00:32:55:01

You’re going to have some good luck. All right. I know, Liz, we’ve got some more thoughts here. So what can we do to activate your evolving culture? four Thanks, Chris. I think the very big thing to say here is, you know, listen, listen, listen to your people and but make sure that the way that you change your strategy, strategy, your culture delivers on your strategy.

00:32:55:04 – 00:33:16:10

So don’t forget that you still have to make sure your business is healthy, it’s successful and performs so so yeah. So marry the two together. And so how do we activate your evolved culture? So you’ve done your you’ve worked out your cracks and what you want to focus on. This won’t be a surprise to you, but policy procedures and people.

00:33:16:14 – 00:33:37:04

The point here is you need to be intentional about it. This won’t just happen with having a few conversations. You need to really bake this in. You need to turn it into a project, get a task force on it, get the right people on it, and actually make this happen in your organization and policies. Now these really you got guardrails.

00:33:37:04 – 00:33:58:12

So the people that don’t follow the carrot and the stick don’t believe in this. This is where it really makes them accountable. So make sure that your policies reflect the needs of your people, but the needs of your business, make sure they drive your desired behavior. So what are you baking into your reward, your recognition, your pdp’s you have?

00:33:59:01 – 00:34:22:12

Are you making sure that these behaviors shine through and are rewarded and really critically? If you make your policies and you’ve really got to have the buy in from the leaders and to shine quickly processes, make sure we just have 45 seconds. So you want to land the plane. We got 45 seconds and they’re going to think about, yeah, this is the rhythm of your business, the frequency.

00:34:22:13 – 00:34:45:11

And don’t forget to focus on your people if you have your policies, your procedures, but you don’t focus on your people and making it happen, nothing happens. All right. They’re going to launch an evil Paul, please do feel that out. We’d love to hear your feedback. And when you think about as we’re as you’re filling that out, I think one of the things that I leave you with is think about where the cracks could be.

00:34:45:12 – 00:35:10:01

Go look for them. Please go look. Have the bravery to look in those four areas that we just highlighted to strengthen your culture. That’s it. Thanks all. Now, personally. Thank. Thank you. I know it was a little bit of whirlwind conversation, but my takeaway is culture is everything and there’s a whole lot of offshoots that you get culture right that benefit you, whether it’s engagement or well-being, keeping your talent.

00:35:10:01 – 00:36:07:06

So thank you for the framework and thank you for the specific advice on how to how to make this work. It’s been very helpful. Thank you so much. Great to be with. All right. Thank you.

Liz is a Senior Principal and a member of the global leadership team at Daggerwing Group, applying her background in Organizational Psychology and more than 20-years of consulting experience to serving as a source of strategic counsel on change to Executives of many of the world’s largest firms. From managing the people side of major global mergers and acquisitions to helping firms strengthen culture, sharpen leader decision-making speed, bust silos, implement new ways of working and adopt new capabilities, Liz is an expert in driving sustained business impact and improved employee performance. Liz is also an active speaker and thought leadership producer, as well as a driver of service innovation within Daggerwing. Since COVID curtailed Liz’s life of traveling the world on business transformation assignments she had finally found time for something she’s always wanted to do: train to be a Level 3 ITC Professional Massage Therapist.
Chris Thornton is a Senior Principal and member of the global leadership team at Daggerwing Group. In his role, Chris serves as a source of strategic counsel for Senior Executives with client firms, advising them on how to help clients achieve Executive alignment, transform their cultures and equip and enable people managers to lead and embed change. An expert in the people side of change with both client-side and consulting experience, Chris has worked with leading companies including Nestlé, Pfizer, and GE Aviation to do change right and make it stick. He is also an active speaker on business transformation, a driver of innovation in Daggerwing’s breadth of change consulting services, and the host of Daggerwing Group’s podcast, Change@Work. Chris and his wife were featured in the New York Times for their love of pie.