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Juliet Hart, founder and CEO of Hart & Chin, develops leadership capabilities of scientists & their organizations through workshops, coaching, & consulting. Previously a scientist at J&J, she's seen the impact of her work drive employee engagement, increase collaboration, & stimulate innovation across functions. As co-creator of the Community of DEI Champions, she has supported DEI initiatives across the country. Juliet has a BA, Psychology - City University of NY. She is an ATD NAC & CRC Chair.

Juliet Hart

With the mindset of a scientist, who is willing to be curious, seek collaboration in areas that build each other, and continuously look to challenge the status quo, there are unlimited ways to innovate and expand your capabilities as a leader.

Think Like a Scientist – Expand Your Healthcare Leadership Mindset

Reports that workers in the United States are working too much according to Harvard economist Juliet Schor. Attribution to productivity gains; Effect of tight schedules on families, communities and society; Schor's remarks.

Too much work too little time

**“What's in a name? That which we call a roseBy any other name would smell as sweet.”—from Romeo and Juliet by William Shakespeare** Numerous studies reveal the prominent role that bias plays in the talent selection process, which is perhaps unsurprising: neuroscience has confirmed that we are all hard-wired to use bias as a primitive defense mechanism to sense perceived danger. In the modern world, however, such reflexive responses to determine “friend or foe” rarely make sense, and often lead to poor decision making.As an example, consider the University of Chicago Graduate School of Business research, which revealed that applicants with “white-sounding names” (such as Anne or Emily for women and Neil or Todd for men) are 50 percent more likely to get called for an initial interview than applicants with names that sound African-American (such as Tamika or Latoya for women and Tyrone or Rasheed for men). Moreover, the study showed that additional honors and special skills increased the likelihood of white applicants being called for an initial interview, but had a statistically insignificant effect for African-American applicants. These discouraging findings point to one of the reasons that racial inequality has persisted, with black unemployment well above recession levels for 50 years.Another example of bias looked at the issue of gender in the selection of male vs. female musicians. Based on findings from an experiment examining how orchestras select musicians, it was found that using blind auditions (in which the musician is hidden by a screen), female musicians in the top five symphony orchestras have increased to 25 percent from less than 5 percent before such methods were employed.Biases are not limited to perceptions about people, of course. An example that caused a major uproar and affront to French pride was the Judgment of Paris, in which California wines beat French wines in a blind tasting test.  The reactions among the French judges were so strong that they refused to accept their own ratings and insisted that the results had to have been tainted in some way.How can we address bias?All phases of the talent lifecycle, from recruitment, selection, onboarding, and access to networks and promotions are all subject to bias. In a multi-cultural world, we have to address the bias so that organizations can find and keep the best talent and mirror the global world that is today’s reality.Here are 10 steps your organization can take to reduce bias in the hiring process.Examine current hiring practices for evidence of bias. Facts will help make the case for change in practices.Address discrepancies. Is your organization not finding enough diverse candidates? If so, change recruiting sources and create a “wider tent” to attract different kinds of applicants.Ensure that all job descriptions and open requisitions are based on valid job requirements, detailed, and as objective as possible.Provide training in unconscious bias and promote the value of diversity to the business.Create accountability for diversity recruiting.Avoid the “blame game” and focus on the positive steps going forward to address discrepancies in hiring based on gender, race, religion, disability, nationality or other factors.Assess company policies and documentation to ensure that they do not reinforce stereotyping or bias.Create a welcoming environment to all candidates during the recruiting process—and once hired, during onboarding and throughout the talent lifecycle.Deploy varied communication vehicles to promote the value of diversity to enhance innovation, bring fresh thinking, promote teamwork and attract the best talent.Emphasize merit and relevant skills when recruiting all candidates, regardless of other characteristics.How does your organization address bias in its recruiting practices?

What’s in a Name?

 For any readers who have attempted a year-end wrap-up, you know they can be tricky for a number of reasons: There is normally so much to discuss, limited space in which to do so, and let’s face it, they can be a little hokey. But regardless, I think the best way to wrap up this year is with a big thank you.With the launch of the Communities of Practice model this year, we have received vast support and appreciation from many of you. Your readership, contributions, questions, and suggestions encapsulate what the new structure is all about—engaging with each other in the spirit of professional empowerment. Whether through this Community newsletter, the Yammer network for ISD professionals, or the L&D Blog, the growth and participation have been unbelievable.So continuing in that spirit of community, I thought I would round up some of the bloggers and websites that have been on my go-to list in 2012. Here is a not-so-round number, in no particular order:Connie Malamed – Updates and advice on e-learning and adult cognition, plus many great “best” lists.Allison Rossett – Insights from a true e-learning guru. Her recent posts on mobile learning are a highlight.Don Clark – Not a blog per se, but features articles on just about everything L&D—a virtual encyclopedia.Judy Unrein – Consistently smart takes on e-learning design, the profession, and boiling hot trends.Jay Cross – Cross’s take on the changing face of how individuals and organizations learn. Look out for Jay’s Google+ group.Jane Hart – Resources, tips and dynamic commentary around social and collaborative learning.Dan Steer – A wide variety of L&D topics, Prezi tips from Dan and others. Plus Dan is just a really good writer.The PM Blog – A ton of diverse commentary on L&D, HR, OD and numerous related hot topicsHarold Jarche – Almost daily observations and curated tools and ideas from around social media.David Kelly – Features curated backchannels with resources from dozens of learning events and conferences.Julie Dirksen – An always honest, practical look at training design methods. Plus her book is fantastic.The OpenSesame Blog – Intelligent, current, and frequently funny community—some terrific guests as well.Am I missing anyone? Email me or comment below with any other suggestions.Happy Holidays to all, and best wishes for a prosperous and learning-filled 2013!

2012 Wrap-Up: Our Top 13 L&D Bloggers

Julie Harrison is a SHRM Senior-Certified Professional and product marketing manager with Halogen Software. Prior to joining Halogen, Julie spent 20 years in a broad spectrum of communications roles, with a strong focus on internal communications and organizational change management. She holds a master’s degree from Carleton University, which is located in her hometown of Ottawa, Canada.

Julie Harrison

Julie Cummings is a consultant, coach, speaker, and trainer committed to helping talent leaders transform cultures and build great employee experiences. During a 12-year career at BKD CPAs and Advisors as Chief Human Resources officer, she leveraged this philosophy to build an HR department from the ground up and operationalize the people function to provide high levels of internal service to employees and leaders. This includes creating effective hiring practices, optimizing performance management programs, delivering a comprehensive total rewards package, and maintaining high levels of compliance.In her more than 25 years of HR experience, she has remained committed to lifelong learning and advancing the human resources profession by serving in a variety of leadership positions for local and state HR associations as well as mentoring young professionals launching their HR career. She has received recognition with the Springfield Business Journal’s Top HR Professional of the Year and Most Influential Women awards. She has been featured in Profile Magazine as well as the Harvard Business Review.Julie is an active member of the Society for Human Resources Management where she holds the Senior Certified Professional (SHRM-SCP) designation. She also holds the Senior Professional in Human Resources® (SPHR®) designation from the HR Certification Institute®. Julie is a graduate of Missouri State University, Springfield, with an M.B.A. degree.To learn more about Julie, visit www.juliebcummings.com.

Julie B. Cummings

In this first of two posts on enhancing your relationship with the boss, I interviewed the author of the new book, Overcoming an Imperfect Boss, Karin Hurt, CEO of Let's Grow Leaders. Karin is an experienced executive, speaker and writer with a diverse background in sales, marketing, customer service, merger integration, human resources, training and leadership development. She has put her 20 years of leadership experience at Verizon to very good use. Over the past year, she’s launched a consulting business and award-winning blog. And she’s written her first book, Overcoming an Imperfect Boss, an interactive working guide for navigating today’s business landscape and getting what you need from a (perfect or imperfect) boss.I recently had the chance to explore with Karin some of the concepts from her book.I really appreciated your comment in the book that “beginning in the space of imperfection offers much freedom and power.” What exactly do you mean by this?When you realize your boss is just a human being doing the best she can, just like you, it inspires you to take more ownership for your career. It’s not your boss’ job to motivate you, develop you, or direct your career. That’s your job. Recognizing imperfection empowers you to stop waiting for her to change or to help you, and to find the support you need. It’s also important to recognize that your boss needs your support. Seeing her as human inspires deeper empathy to create more meaningful and supportive connection. Stronger relationships lead to better business results and growth for both of you.Have you learned more from good or bad bosses? Which do you think are more powerful teachers for most people?Bad, hands down. If we can get past the frustration and allow the learning to seep in, bad boss behavior teaches us what not to do at a deep emotional level. We are more empathetic to the impact we’re having on others.  Also, paying attention to your reaction teaches you to manage your own emotions and stress. Despite the title, your book hits on nearly every relationship employees have: the boss, executives, peers. Which do employees struggle with most and why?My experience is that peer relationships can be the toughest for many folks, particularly early in their career. There’s often a sense of competition where there should be collaboration. Traditional stack-ranked systems can aggravate this behavior.   Throughout the book, you outline scenarios and followed them up with solutions; but you took a different tack with your discussion of the disengaged boss. Rather than offering tips to improve the situation, you explore the benefits of it. Why?Before you can take action, you’ve got to get your head in the right place. It’s tempting to think, “Well, if my boss doesn’t care than neither do I,” or “Poor me…. I wish I had a great boss like Joe.” Instead seize the benefits of this great opportunity: freedom to experiment, strategic thinking, teambuilding, a broadened network. What are the special challenges of engaging with a boss – perfect or imperfect – in today’s increasingly virtual environment?  And what advise do you have to employees of bosses who are both imperfect and remote?I have been working in long distance leadership situations for almost two decades. I have led many highly dispersed teams.  For most of my career I have not worked in the same state as my boss. And in my last role I led a team dispersed over 20 states across three time zones.My advice: Understand that every interaction counts. Stay well organized and prepare good updates, followed-up by email summaries. Explore ways to connect “eye to eye” through technology. Keep track of your accomplishments—it’s not bragging it’s helpful, particularly in a remote environment. Take time to get to know one another as people. It’s a bit harder in a virtual environment, but worth the effort.

A Q&A with Karin Hurt: Overcoming an Imperfect Boss

Spring 2012 - The Public Manager

Few would deny that the dramatic economic shifts of recent years have had tremendous impact on most organizations’ management practices. Those current economic realities have reduced headcount, decreased ability to provide quality and timely service, and limited employee development, a greater concern has emerged: an “engagement exodus.” Economic factors and other organizational dynamics have taken a toll on all levels of employee engagement within agencies and departments in the public sector. Due to budget reductions, an increased number of employees reaching retirement age, and myriad other factors, many public employees are left alone to “hold down the fort” previously occupied by two, three, or even four additional colleagues. Further compounding the engagement dilemma, employees within public organizations have faced multiple years of pay freezes. It’s certainly understandable that employees might be less engaged in doing their best work than in the past. 

Halting the Engagement Exodus

Julie M. Jungalwala, EdM, is a keynote speaker, leadership coach, advisor, and author. She is president of the Academic Leadership Group, where she focuses on leadership coaching, leading through complexity and change, and helping organizations unleash the potential of their people. Jungalwala is also an instructor at Harvard Extension School, where she teaches authentic leadership. Her workplace skill-building programs have helped thousands of employees and managers step into their potential as leaders and increase their teams’ creativity, collaboration, and problem-solving capabilities.Jungalwala graduated from the Harvard Graduate School of Education with a master’s degree in education, specializing in adult development, learning technology, and behavioral change. She is author of The Human Side of Changing Education and is a certified CliftonStrengths coach as well as a certified Stakeholder-Centered Coaching coach.

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