(highlight:: Branding Yourself: Be Transparent About What You Thrive on Doing (And What You Don't
Transcript:
Speaker 1
I'm also really honest when I work with executives about who I am. And so I say like, if you want somebody who's going to think about the big ideas, how this impacts macro trends within like your environment, what you need to do for your people who's good At building like long term quarter over quarter strategy, I'm your person. If you want someone who is going to be in the day to day executing things, it's not me. It's not my strength. I'm not an executor. I lead with influencing strengths. I want to talk to people, help them understand how they can be better leaders and then execute like long term strategy. And so I think part of it is also coming to the table and saying like, here's what I'm really good at. I'd rather reuse that than put me on something that I'm actually not that good at. And then I only can do like average type of work versus extraordinary type of work when I'm really good at something.
Speaker 2
Well, and even that I think is a big flip for a lot of HR people. You know, I do see HR leaders a lot of times in organizations that have a bit of like the martyrdom complex that's like, I'm just here to do what people need. And I'm just here to help and care for and whatever. I understand that. And also when you take that mindset on and that's your starting disposition, then it's really hard to assert like, okay, I am going to be saying no, I am going to be looking at the long term. I am going to let some of these fires burn themselves out so that I can do the thing, the strategic things that are going to have broader impact to the system. When you sort of branded yourself as like, I'm just here to help. It's like, well, people are going to fill your week up with the helping because everybody wants help all the time.)
- Time 0:20:26
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(highlight:: Loneliness & Isolation in HR
Summary:
The need for HR professionals to feel needed and belong is crucial, often leading to a sense of loneliness and isolation.
In many organizations, HR is positioned on the outskirts, unable to form close friendships due to the confidentiality they hold. This results in HR professionals pouring themselves into their work to fulfill the desire to be valued and included, even though they cannot fully express themselves or establish personal connections within the workplace.
Transcript:
Speaker 1
We like to feel needed. What, right? So like the Maslow hierarchy of me, it's like don't need it. Is that in there? Belonging. I was right. Yeah. Like we longings are the next. And HR so often, so this is like such a good point. Ooh, I love this. We might take a tantrum for a second, but we like need to feel needed and oftentimes at every organization, like every time I've joined a company and I've been the first HR person, the First comment everyone makes is who HR is here, we can't have any more fun. And so oftentimes we are on the outside of everything. At the company, you're in the leadership position. I can't have best friends at work because I also know every single piece of confidential data and I cannot show that I prefer one leader over another, that I'm closer to one leader over This person that I like this employee more than this employee. Like we have to keep everyone at arm's length, almost in every company. And so I think we give ourselves more to every company because we want to feel needed and like we belong and we don't get to a lot of times. It's so lonely in this job to like not get to tell people like I, some days on tell people like leave me the fuck alone. Do not today. I'm not in the mood for you. Like get out of here, but like I can't do that. And sometimes I want to show up and be like goofy and talk about like my personal shit and I don't get to do that.)
- Time 0:23:38
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(highlight:: Late Stage Capitalism Incentivizes Dishonest & Inauthentic Work Culture
Summary:
Late stage capitalism in America creates a work culture where individuals base their meaning and identity on their jobs.
The fear of being excluded, linked to healthcare access, drives a culture of dishonesty and inauthenticity. The system rewards employees for convincing their managers not to dismiss them, instead of having genuine performance discussions.
This conflict highlights the flaws in a system that intertwines personal identity, survival, and workplace dynamics, calling for a reevaluation of its structure.
Transcript:
Speaker 2
But I think in capitalist America, late stage capitalist America, people derive so much meaning and so much identity from work, the requirement for belonging and the constant assessing Of whether I am in or in danger of being out and to the fact that our literal healthcare is based on whether we stay in or out, makes having a system that tells us whether we're likely to get Bounced out really dangerous. It's like there is no incentive or motivation for me as an individual to come to you as my manager and have an honest conversation about how I'm doing. Every single incentive nudges me to just sell Hibba on why not to bounce me out of this place that is deeply meaningful for me and which I rely on for my survival. So it's like you can't have all of that exist together and have it be designed well. You have to start to disaggregate those pieces.)
- Time 0:44:31
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