What would you like to accomplish in our meeting today?

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Adele Edwards
5 years ago
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1 Sample Transcription 30-minute coaching session *Note: Please include minute markers on your transcription! SAMPLE Transcription :08 :10 : :14 :16 : :25 : 1.01 : 1.05 : 1.22 What would you like to accomplish in our meeting today? Uh, what s your goal for today? So I still, I still do want to do the 360 and I feel like after this week So this weekend we have today off because it s a major system change. They are literally transitioning all of the computers, all of the , everything from the old caste aid to now being XYZ Inc. standalone. So we have the day off because IT is working all day. We have to leave our computers at home. We don t have access to all weekend. It s very liberating I would say. That s how it sounds.. So I, I really want to nail down the, the questions that you are going to ask, the list of people and I, I really want to, what s the right word? Um, commit to you to send that out scheduling it with my, my peers and, and Astrid. Okay So that that, and then just I d love to talk through some of what s happened the last couple of weeks and just get some guidance from you on just moving forward, the best way to navigate Astrid. I m going to go a little bit all over the place while I try to come back. You know, one of the other things that I was thinking a lot about this past weekend was or yeah not this past weekend, this past week, because of things happened. You know when we first started I said I really want help going from tactical to strategic. : 1.25 The last week I actually felt for one of the first times that I

2 : 1.33 : 1.38 : 1.40 : 1.43 : 1.45 : 1.47 : 1.58 : 2.01 : 2.09 : 2.11 : : 2.35 : 2.39 : 2.41 : 3.03 : 3.05 demonstrated that. Um, and she even had an uh-huh moment based on me trying to raise myself up out of things. Um Could you tell me a little bit more about what happened? What was that and how you felt?, totally Tell me Um, yeah. So, so this week on Monday So last week, let me just start last week. I ll start because last week bleeds into this week. I feel like I m about to ta- tell like a soap opera. Here goes. Okay Um, so last week um, the last two weeks she s really been pushing me to make a decision on Janelle. Janelle is the generalist Yes Who I never really wanted to hire and then I hired. We ve put together her on- boarding plan. I felt really good about it and then Astrid is like, She s not good. Fire her. And I just, I feel so uncomfortable with that. Um, and I had this uh-huh moment last week that spilled that into this week, because Astrid said, You have to decide. What are you going to do? And it was again, one of those like the decision is yours but I know what I want you to do. Hmm So I had this moment like two weeks ago, one of which So I started this deal We are calling them now round tables. So everyday my team meets at 9:00 a.m. There are four of us. And we talk about what s on deck for the day. We reprioritize as needed and the other thing that it s become by accident but it s perfectly awesome accident is that we are learning from each other, because everybody is new to their roles except Wendy. Um, but Wendy is new to styles and colleagues. So it s a way to have a team meeting without a formal agenda and everything, right?

3 : 3:13 : 3.37 : 3.55 : 4.00 : 4.31 It is a like colossal use of time, because it s basically two and a half hours a week, right, so it s 9:00 to 9:30 every day of the week. That s awesome. So the team is getting bonding. We like chitchat; how is your evening? How was your day? Here is what s on tap. So um, but it s been a really good use of time. And in these round tables I keep, I kept listening to the team, every single one of them talk about how much work they are doing for the corporate office and how much work they are doing for the field. And leave of absences Data entry, personnel files, um, [inaudible 00:05:45] background investigations. Like all these things that I just, I had this moment one day of like we do more work for the field and it s no value add work it s just the HR sheet then we do to make a difference. And then the last two weeks have, or last three weeks have been unbelievable in terms of resignations. 23 resignations since April 1 st. As In a variety of different departments for a couple a couple of different reasons. So I had this like, I said to uh, Astrid, I m doing some analysis because this is like we ve got to figure this out. Is it departments, is it leadership, is it career growth, like what is it? So I had, I had this in the back of my head Uh-huh. Of like my team does My team is corporate. Right But we do nothing for corporate, nothing, right. People come to me when they want to put their employees on performance plans. That s. Where we maybe do the merit and bonus behind the scenes, but we are not front-facing at all. We are not business partners, right?

4 And then there is this, everybody is resigning. Not everybody. That s super dramatic but you get. No, I get. But that s really big, I get And so Astrid s first point was, look last year. Like there is always a spike after merit and bonus. That s, that s o be expected. The spike match but the spike goes way, way bigger. I mean 23 people in six weeks Of a team of less than 400; that, that s pretty significant. So, so what I went to Astrid with last week was I want to reshuffle my team. I actually think I have the right team members in the wrong jobs. I think I ve got Wendy who was our old generalist who is process oriented. She is the black and white legal HR person member like Tony Franklin She loved leave of She loves leave of absences. She loves policy. This is the policy; I will follow it to the T. She is awesome like that. She is not a good employee relations perso-, person. She could maybe evolve into that, but she loves policies. She loves leave absences. Janelle, my new hire who we ve shoved into that box of immigration, leave of absences, handbook; she is not flourishing. She is drowning, and I can tell she is not happy. We ve had conversations around I m not happy with her. She is struggling in the role, but what I love about Janelle is she does take direction really well. If I give her feedback immediately puts it into action, takes it like, Okay, I hear you. Let me work on that differently. That s priceless. Like you That s hard to find. And we were doing this thing, I ve asked her to partner with facilities as part of her role, agronomic reviews. Um, we just bought a bunch of bikes so that people could go from building to building and Karen Cornett who is our facilities director said, I need some help launching the program. Communications, who is going to track and store the waivers, Let s say you know, if you get her on your bike

5 it s your business or whatever. Bike So um, so I said, Janelle, you own that. The communication plan she put together, the way to launch the program, it was awesome. And I So I had this epiphany of like, I think I have the right people doing the wrong work. Job So my proposal to Astrid was, I want to keep Wendy. I don t want her to just be part-time temporary. I want that role to be for permanent. And that role is the role that startles the fielding corporate. That is the role that handles policy procedures, legal. So my team took on workers comp recently. So Wendy now has anything that startles both worlds that is complaints based; workers comp, leave of absences, [inaudible 00:09:40] background investigations, um, I can t remember what else. Janelle becomes more of what I wanted her to be, which is a ge-, true generalist for the corporate office, because we are spending no time with corporate employees. And that was my conversation with Astrid today, was we don t touch employees. We don t touch employees at all. That s a great insight. Um, we have We, we re de- in desperate need of more communication to the team, and it plays to everyday strengths. And that s what I kept saying to Astrid is, You saw something in Janelle that we are not seeing now because we are not giving her the chance. The session continues on this is just a sample.

Show notes at: engineeringcareercoach.com/mentoring

The ENGINEERING CAREER COACH PODCAST SESSION #45 TECC 45 The Engineering Career Coach Podcast How to Find or Become a Mentor in Your Engineering Career EYOS Part 3 of 7 Show notes at: engineeringcareercoach.com/mentoring