205: The Do-Be Approach for Business Owners & Leaders

How can we reconcile the different (and often conflicting) perspectives that employers and employees have? You’ll get important insights in the lively conversation I had with Tony Carnesi and Brian Gorman. They work closely with both groups, and they share important steps business owners and leaders can take to open the door to understanding and trust.

Tony Carnesi and Brian Gorman are the co-founders of Do-Be Associates. Tony is the consultant who helps business owners and leaders focus on what they need to DO to get what they want from their Business. Brian is a certified Executive Coach, and his focus is how they “Show Up”, or who they need to BE. Their combined objective is for the business owners and business leaders to fully realize the vision they have for their success.

You’ll discover

What Tony has learned in recent conversations with business owners and executives
The importance of understanding both employers’ and employees’ perspectives
Questions business leaders can ask to understand the needs of their employees
How Judith Glazer’s TRUST model can be applied to building strong relationships in the workplace
The powerful and effective combination of DOING and BEING to get the best results

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Connect with Tony

Connect with Brian

Website

Do-Be Associates

Podcast

It’s DO-BE Time

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204: How Leaders Inspire, Connect, and Achieve at Ball Corporation

What happens if you refer to new initiatives in scientific terms like “experiment” and “test”? That’s exactly what Mark Kaestner, Ed.D., does at Ball Corporation. You’ll be fascinated to learn how that approach ensures success later, when scaling the program. Mark also explains why continuous feedback is a critical piece of the process.

Mark is Vice President of Talent Development, Learning and Development, People Analytics and Transformation at Ball. He has more than twenty years of executive experience in these fields with companies like Coca-Cola and Graphic Packaging. Mark finds it exhilarating to have the opportunity to impact leaders and employees through talent solutions, and you’ll feel his enthusiasm come through in this conversation.

You’ll discover:

3 core values that drive behavior and performance at Ball
Why Mark uses the words “experimenting” and “testing” with initial implementation of a new program instead of “pilot”
How continuous feedback is used by managers coaching employees and by employees giving upward feedback
The 3 power questions that managers are encouraged to ask employees in their monthly meetings
The key lessons Mark has learned in his own growth as a leader

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Connect with Mark

Mark’s Resources

Website

Ball Corporation

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203: UofM Global’s LIFE Program: A Superb Benefit for FedEx Employees

What happens when a major university partners with a huge corporation to offer a program that helps employees earn college degrees? You get University of Memphis (UofM) Global’s LIFE: Learning Inspired by FedEx.

Dr. Richard Irwin and Courtney Brafford, both of UofM Global, describe how the two organizations worked together to create a program that requires no out-of-pocket payments by employees and has resulted in high retention rates.

Dr. Irwin is the Executive Dean, Academic Innovation and the College of Professional & Liberal Studies, and Courtney is Director of Student Success. They’ve created corporate partnerships that provide employees with opportunities for professional development that translate into college credit.

You’ll discover:

The need FedEx had that caused them to approach UofM Global
Key elements of the LIFE program that have led to great results for participants
The PREP Academy that UofM Global created to ensure participants succeeded with their coursework
Benefits that both FedEx and their employees have experienced
Why the LIFE program now serves as an excellent recruitment tool for FedEx

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Connect with Dr. Richard Irwin

Connect with Courtney Brafford

Websites

University of Memphis (UofM) Global

UofM Global LIFE program with FedEx

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202: UC Berkeley’s Focus on People and Culture

What’s wrong with the term, Human Resources? In this enlightening conversation, Eugene Whitlock explains why he prefers People and Culture. He also describes the valuable work his DEI team has done to put in place an Equity Training Series and an Inclusive Leadership Academy for faculty and staff.

Eugene is Associate Vice Chancellor for Human Resources and the Chief People & Culture Officer at the University of California Berkeley. Eugene leads a 75-person human resources department including talent acquisition, people and organization development, employee and labor relations, total rewards, diversity equity, inclusion and belonging, and human resources information systems. During his time at UC Berkeley, Eugene has emphasized the creation of a workplace where everyone can be themselves and feel like they belong.

You’ll discover:

What Eugene did when he became a leader for the first time
Why he’s a big believer in feedback
The reason for changing from Human Resources to People and Culture
Why Eugene set up a DEI team and the programs now offered to faculty and staff
Two research projects in the Psychology Department and the Haas School of Business that Eugene is involved with

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Eugene’s Resource

Website

UC Berkeley’s GROW Program Offerings

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201: WM’s Award-winning Program for Front-Line Leaders

In many organizations, those who supervise individual contributors are often neglected when it comes to development opportunities. Not at WM. Phil Rhodes describes how they are providing a transformative program for all 3,600 of these leaders, which has led to 90%+ retention rate for those who complete the program. You’ll want to take notes to capture all the fantastic strategies Phil shares.

Phil is Head of Learning and Leadership Development at WM, formerly Waste Management, a Fortune 250 company and North America’s largest environmental services company. Phil joined the People Organization at WM in 2021 and led the successful reorganization of WM’s learning organization. This effort supported the design and delivery of more consistent learning and leadership development solutions for the company’s 50,000+ employees.

Phil and his team at WM were just named Bronze Winner of the Learning in Practice Award by Chief Learning Officer for their first-line leaders program.

You’ll discover:

The “listening tour” Phil conducted before re-designing WM’s learning organization
How the CEO and the leadership team consider “People First” before making decisions that impact employees
What WM did to provide a virtual coach to every front-line leader
How Cohort Learning is used to support learners and ingrain skills
WM’s generous program for educational assistance

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Connect with Phil

Phil’s Resource

Website

WM (Waste Management)

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