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[00:01:36] 10 years ago, we weren't talking much about vulnerability and compassion at work Today, it's part and parcel, especially when organizations and the people that make them work are all navigating huge waves of ongoing change, such as mergers and acquisitions, technological transformations, and then anxiety provoking world events such as the Covid Pandemic, the War in Russia, and Runaway.
[00:02:06] I. . In today's episode, my guest and I get grounded around what really matters. My guest is Georgina Bino. Georgina is Vice President of People and Culture. At Y it a leading provider of materials handling and warehousing. Originally from Paris, France. Georgina is now located in Ontario, Canada, and leads a team of HR and talent professionals.
[00:02:31] She started her career in human resources as an HR coordinator, and from there built a career in people and culture. She's a passionate leader with a truly optimistic outlook, and this was a most inspiring conversation. Enjoy.
[00:02:45] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Hello and welcome back to Talent Management Truths. I'm your host, Lisa Mitchell, and today I'm joined by the Vice President of People and Culture at Yale Industrial Trucks. Georgina Bino. Georgina, welcome to the show.
[00:03:05] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Thank you so much, Lisa. I'm happy to be.
[00:03:08] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Wonderful. Well, let's kick it off by sharing a little bit with the audience around you know, who you are and your career journey to date.
[00:03:17] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Yeah, no problem. I like to tell the story because believe it or not, I did not plan to get into human resources until I would say my late twenties. My background was in operations and communication, and eventually I realized that I really enjoyed connecting with people. What are their stories? How did they end up where they are today?
[00:03:38] And my mother at the time had made a comment to me that I would be great. In human resources. So I did a complete shift. I had to reinvent myself, so to speak. Went back to school and got my first gig in HR working for craft foods. And then from there, just the career progression. Let me know where I am today.
[00:04:00] And on a more personal side of things, I was born and raised in France, Paris, came to Canada as a teenager, and I am now a wife and mother to three Amazing.
[00:04:12] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Beautiful. Okay. So from Paris, France. So you've got, you've got the, the two languages, which is awesome. I'm very passionate about that. Having studied French myself and lived in France briefly for a year. . So this reinvention of self and going back to school just wanna acknowledge that takes that takes a lot right to pause, put the brakes on when you're already working.
[00:04:32] And by the way, when, when you say you worked at Craft, were you at the Mississauga plant?
[00:04:37] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: No, I was at the Don Mills location.
[00:04:40] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: okay. Cuz, cuz we, there's a mill around the corner here in Miss Saga that was previously craft and now is Mandel
[00:04:47] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Monise.
[00:04:47] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Mandels,
[00:04:48] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: I ended up working there as well when so there was an integration and they ended up doing a split between groceries and snacks. So I ended up going from their head office over to the snacks division, which is now known as Mongoli.
[00:05:02] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Okay. so for listeners, there's a little bit of foreshadowing there. So there was a , you know, two companies coming together, A bit of a split going on, and that kind of will, will come up a little bit later in our conversation about this whole idea of merger and acquisition and what happens when you're an HR professional.
[00:05:18] So one of the things that you mentioned to me earlier when we were chatting. And preparing for this episode is that, you know, you bring this real passion for diversity, equity, inclusion, and this is going to be a core focus for you this year. Could you tell us a bit more about what that's gonna look like?
[00:05:36] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Yeah, absolutely. So yes, we've recently gone through an acquisition. Right now we're aligning our D n I strategies. So the biggest project for 2023 is going to be to incorporate inclusion and diversity into our business strategy and framework. So we all know that d and i are core values. It's important to any organization.
[00:05:59] But when you think about it, it's really embedded in leadership development and talent acquisition management strategies. So right now we're working on our self-identification survey that we're gonna be sending out every year. And what we wanna do here is. We want to understand the representation of our workforce, and then we wanna leverage the data from the survey to measure the impact of DNI strategies.
[00:06:28] So I think, I think it's important to take an honest fact-based approach to understand where we're falling short, and for those who perhaps question D N I initiative. it can happen. Our goal is to find ways to get their buy-in and really reminding them that a diverse mix of voices at the end of the day leads to better discussions, decisions and outcomes for really everybody that's involved.
[00:06:55] And then in today's world, d n I, not only is it the right thing to do, but it also improves customer willingness to wanna do business with you in the first place. So, very, very.
[00:07:07] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah. I, I think that's really well put. Not just the right thing to do, but it, it actually, there's a, a, you know, it's part of the customer value proposition, right? It's, it's, as you say, it's foundational, it's core. Now your, your company was recently acquired back in the fall. By a US parent. And so when you say that you're, you're going to be focused this year on aligning strategies into your business framework, what does it look like as far as the Canadian d e i strategy and the US one?
[00:07:40] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Well, I think there are a lot of similarities, which is really good. So now it's just about one of our guiding principles is one team. So we really want to take what they've been doing in the US and here in Canada, merging the two and really trying to implement something that would make sense for both.
[00:07:58] I mean, when you think of D E I doesn't really matter where you are when you're implementing pillars and a strategy around that. It should be somewhat the same. So whatever they've been doing in the US and in Canada, when we started comparing notes, we were like, wow. But you know, we've been doing a lot of similarities, you know, which is great.
[00:08:15] So now it's trying to find something that makes sense for both, where we can just implement it for the entire.
[00:08:23] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Oh, okay. So it's kind of looking for synergy almost right now. Right. You know, prioritization a little bit. So when you say pillars, you know, maybe you could expand on, on what you mean by that for the audience.
[00:08:34] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: For sure. So we do have a policy in place which is great. We're not looking to, you know, reinvent the wheel here, but when I say pillars, I'm talking about can we maybe focus on certain groups A , lot of companies out there are doing will women in leadership roles. They're talking about black experiences, people with disabilities.
[00:08:54] If you're part of a minority group indigenous veterans. So right now the goal is going to be around implementing certain pillars into the workplace and finding some ways on how to implement those into the.
[00:09:11] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Okay, so when you think about, I think you said you're going to be chairing the committee or leading it.
[00:09:16] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Mm,
[00:09:17] yes. Yes.
[00:09:19] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: I'm so excited for you, honestly, for, you know what, what a great not just project but initiative to be able to sink your teeth into this year. So where do you even start on that prioritization task?
[00:09:31] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Well, it's, it's tough. I mean, there's just so much that can fall
[00:09:35] under D Nni initiatives. Mm-hmm.
[00:09:38] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: All worthy stuff.
[00:09:40] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: So I think, you know, we're not gonna, w it's important to take our time with it. We don't wanna rush through anything. So right now let's build those pillars, the framework, and then have a discussion with the committee around, well, when we talk about will women in leadership roles, what does that entail?
[00:09:59] when we talk about black experiences, people with disabilities, what are we looking to do here? So some can say that they're pillars, others will say they're objectives. And that's exactly what it is. So really trying to find a way to show our employees that we are behind DNI strategies, that we believe in it.
[00:10:19] And here are the action items. Cuz action speaks louder than words too,
[00:10:24] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yes. So it sounds like getting really, really clear on, on the desired outcomes, like what, you know, in terms of where to start. Like what is it, what does progress look like this year for, for each of these different groups or for the, the core three to start with. Cuz you, because again, you can't boil the ocean.
[00:10:41] That's the tricky thing. You wanna be able to do it all. Yeah. It's tough. Okay. All right. Well thank you for, for giving that insight. Cause I think it's, it's such an Im important topic that. that every professional is grappling with, whether they have a really well established D E I B strategy and programming that's truly embedded and threaded, or they're just getting started.
[00:11:02] So, it's always helpful to have a peek behind the curtains. So the other piece that I would love to get your. Insights on is, is around this idea of being acquired by a US parent, and part of the reason I'm, I'm like, why am I so curious about that? Well, first off, in, you know, a lot of the clients I work with, I think I'd mentioned this to you earlier. They, they are currently dealing with an acquisition, whether they're the acquirers or companies, the acquirer, or they're being acquired or they have been in the last few years, or it, it looks like it's, it's coming up. It just, it seems to be in the water. There's quite a bit of activity happening. Just a, amongst the people that I know and acquisitions done poorly leads to a lot of hang.
[00:11:48] in terms of organizational culture. And I've lived that. I've seen that. In, in my last company, they had acquired it was retirement living. So they'd acquired 40 homes all at once from, they bought one company out of Quebec. And when I came two years later, it, you know, there was still a lot of them us stuff.
[00:12:05] And it's. I don't think they've still been able to merge all the payrolls and the collective bargaining units and stuff like it was, you know,
[00:12:12] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: takes a while. Mm.
[00:12:13] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: really complex with something of that scale. And plus they kept acquiring. and then I'm also thinking about a company where I spent 10 years, Franklin Templeton in there owned by an American parent.
[00:12:25] And yet when I was there, the Canadian unit was very much self-contained, had its own president and senior leadership team. And you know, That started to shift near the end of the 10 years until now, it's like most of the senior folks in Canada report into people in the states or globally. So it really, really changed.
[00:12:44] So there's so many different ways that companies end up structuring after an a merger acquisition or you know, where there's this parent company in subsidiary. What does it look like? What is it starting to look like since it's still pretty new for you?
[00:13:00] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Well, I think that. I'm gonna speak for myself and then I'm gonna speak for my team. But so far, so good. Yes, it can be scary, right? I mean, I've been part of an MNAs before where it can go either way. But I think in this particular instance, their guiding principles and their vision just really resonated with the Canadian group here and so, It's, it's a good story to tell right now.
[00:13:26] We've been focusing on the vision. It's important to be able to share the vision and not just now the vision in Canada, but the one in the US as well. So what we've been doing here internally we broke it down into different steps. So step one would be to share that vision. Share it because that people are gonna wanna know what it is.
[00:13:47] And it's important to make it clear and vivid so everybody sees something for themselves in that future. And then step two, allow your team to engage. with that planner, with that vision. So I know that for myself, I've been getting, I've been doing some round table discussions with our employees here in Canada and we've been talking about the vision and the plan, right?
[00:14:06] I mean, what we always say is don't push the plan on people, but pull them into it.
[00:14:10] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yes.
[00:14:11] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Yeah. So we've been asking them questions like, well, how do you. Where do you think you can contribute? How do you wanna move forward? What can you do to help us accomplish our goals? And then that leads into step three.
[00:14:24] So step three, we get feedback from the team asking for feedback after the fact. We'll help your team really buy in. Do you have any questions or concerns? Are there any gaps? So really we wanna make sure to communicate and explain to people what it means for them and the, what the impact is going to be.
[00:14:43] So very, very important to communicate. And then step four, you wanna cascade the plan. You wanna roll it out from the highest levels of the organization because it's very important to, for people to, to. What the vision is to understand it. Like we say with sports, whether you're playing offense or defense, everybody plays an important role here with one common vision as the goal.
[00:15:07] So now, yes, we were acquired by a US company, but we all have a common vision as the goal. So really cascading the plan to the rest of the team and allowing them to contribute. Whatever way would make the most sense has been extremely helpful with now the two companies coming together.
[00:15:28] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Wonderful. So with the, the, you know, allowing the team to engage and really involving them, that's so critical to any change. That's something, know, always going on about, involve people, even if a decision is already taken, how can you involve them in how it gets rolled out or implemented, you know, live. So this idea of the round tables and, and trying to pull people into it, I, I really appreciate that. That approach, I think that's so, so valuable. What are you finding? Like, is this vision, maybe I need to get a little clearer on it. So is this company vision really based on core objectives, like the big hair audacious goals, or is it more mission statement based or, you know, like how, how easy is it for people to put their arms.
[00:16:15] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: I think, well, they've come up with guiding principles that resonate with really anyone and everyone. I mean, they're talking about mutual respect, one team, customer first. I mean, all of these things are so important to any organization. It doesn't matter the industry that you're in. So these. core values or principles are things that, you know, it resonated with me, it resonates with our team here in Canada.
[00:16:43] So when they started seeing and learning about those principles, a lot of our employees here were like, wow, this is actually something that we've been doing. But now they're structure to a,
[00:16:52] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yes.
[00:16:53] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: so that's why I, I, I really have, I have a lot of. and, and, and hope of what's to come. I'm excited and I know that the team in Canada is excited too because it means, it means growth, right?
[00:17:06] It might get uncomfortable but, you know, uncomfortable means growth. So you have to, to find a way to embrace it, really.
[00:17:13] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Absolutely. Absolutely. Okay. So it just sounds like, you know, in this particular case, this is a really good news story, right? To have the additional structure and shared vision with this parent company. It's more like a partnership versus, versus a takeover, which is how sometimes a. It ends up feeling or being.
[00:17:32] Now, you also told me when we were offscreen, you know, that that you've been lucky enough that you report to somebody you really respect and who is a mentor? You, somebody you'd asked to be your mentor.
[00:17:44] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Mm.
[00:17:45] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: what led up to that moment? How did you know that he was the right person?
[00:17:49] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Well, our personalities are very similar and the way that we look at hr. So when we started talking he had even made a comment to me where he was like, wow, like, you know, there are a lot of similarities. That's kind of cool. So for me, I, I, I don't think I would be where I am today in my career if it.
[00:18:08] for the many mentors that I've had over the years, but Mo most recently, and this is what I was telling you earlier, I've connected with two individuals where I currently work, and I'm so grateful for them because they help me look at things differently. They're always willing to share their own experiences with me, and without even noticing it, you realize that those conversations are helping you navigate through different challenges. having those two mentors really got me to start thinking about mentorship and the importance of it. So when you think about it, a mentor inspires you, stretches you, connects you and then of course it has the power to push your career to new heights as well. So through mentorship I've learned so much.
[00:18:54] I will continue to learn from my mentors as much as I can. I believe that the greatest growth comes from facing your greatest. So, and the really good stuff starts to happen once you step outside of that comfort zone and you leap into the unknown. I know it sounds a little scary, I'm talking about leaping into the unknown.
[00:19:15] But at the end of the day, I think that if you do that, it will really help you become a leader for not only your organization, but for your peers as well. And I, I never want to take that for grant.
[00:19:30] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah. Well, it's so true. Growth happens outside the comfort zone. So when you say that, you know, having these two mentors and how valuable those relationships have been for you thus far and it's got you thinking about mentorship, are you looking at, you know, whether it's this year or not? It sounds like you've got your hands full, but down the road.
[00:19:47] Looking into implementing any formal mentorship programming.
[00:19:51] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: absolutely. I think. , I think it's a great way to show employees that you're, you're investing in them, and if you do that, they're less likely to jump ship too, because now you're, you're taking the time to connect with them and to teach them, coach them. And it really doesn't matter what level you're at.
[00:20:10] People appreciate that because they see or taking an interest in them and you know, it's a genuine and sincere approach on. Here are my experiences. Here's what I've dealt with, here's what I see for you. What do you think? Really getting their input on what they wanna do. What are your aspirations?
[00:20:29] Where do you wanna be in 2, 3, 4 years? And when you think about it, that ties into succession planning. So it's great for the organization, it's great for, you know, trying to retain talent, which now is very, very hard to do.
[00:20:45] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: yes.
[00:20:45] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Right?
[00:20:47] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: right? Yeah. And I think it is something that can help with retention when it's done well. And, you know, for listeners, I don't know if I've ever talked about the fact that, that, you know, in my last organization before I went out and started Green Apple I had run a very large formal mentorship program.
[00:21:06] It was a year long program and there was a really quite a, a formal selection process and there were interviews and everything to get people matched up with senior leaders. And it was both people in the field and people at, at the home office and so on. So I had an opportunity to mentor several incredible leaders, and I would say my experience as a mentor was well.
[00:21:26] Beautiful. Really because it was such a learning experience for me because this is really around, you know, sharing knowledge and, and it's not just, you know, giving guidance or advice to somebody more junior than you. I think it's all about both both parties really coming with curiosity and, and generosity.
[00:21:45] So I think that can help. Now, formal programs, I would say my experience as a mentee. It was frankly terrible. It was, it was awful. And, and we did significant training with mentors and mentees and had a lot of structured questions and conversation guides and tips and tricks. So, so there, so, you know, it was for a whole other reason that, that, that didn't go quite the way we could have.
[00:22:06] That said, I think, you know, overall the, the, the, the feedback was, was strong. on the program, but I think that there's something to be said about informal mentorship relationships and this is why I just wanted to share with with listeners too. I think if you're not, if you're not already doing something around mentorship, You know, you could be encouraging, especially with your high potential folks, you know, related to sec se succession planning, really saying you need to get a mentor, but maybe leave it up to them who they choose and then give them some tools and so on.
[00:22:38] This, this idea of formal matching, I don't, I think sometimes it falls on, its on its face. It's well intentioned anyways, what do you think? Get off
[00:22:44] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Yeah. No, yeah. No. Makes sense. Right. I'm probably going to be reaching out to you when, when we start implementing mentorship programs and whatnot. But I think, I think the biggest opportunity that I see in organizations out there, We need to do everything in our power to build a psychological safety and embed it into the culture because in psychologically safe teams, team members feel accepted and respected, and they can be themselves without having this fear of negative consequences for your career or self image or even status.
[00:23:22] I think one thing that is so clear to anyone in leadership is that one of the most important elements of high performing teams is the relationships between the people in them, whether it's the relationships between colleagues or employees and their leaders, but there's no team without trust, right? And then that trust is really built on a culture of psychological safety where people feel like they can speak up.
[00:23:45] And then the questions to ask yourself. . Well, is there a tolerance for mistakes?
[00:23:51] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yes.
[00:23:52] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: right? Is risk taking encouraged? Are everyone's opinions equal? So I think it's important to ask you know, those types of questions to really be able to engage, share with your workforce.
[00:24:05] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah, , and I really appreciate that you just, you know, put that question out there as, as one gauge of, of if psychological safety is present. You know, this was the, the topic we're, we're recording this at the beginning of February in 2023 and the last talent talk topic. In January. So I hold these monthly talent talks and it was, it was about cultivating psychological safety.
[00:24:27] And this was something that the group was unanimous around was, you know, is there a tolerance for making mistakes? How do we, you know, do we actually say we want innovation? And then, , you know, people don't feel safe to, to take, you know, calculated risks. Mm-hmm. And to make those mistakes and to learn from them.
[00:24:46] You know, it, it is their lip service basically are people walking the talk. So I, I I think that's such an, such an important question to ask. Thank you. So, so let's kind of wind a little further along here, because another thing that I, I know you're really passionate about is, , you know how as a leader you can inspire your employees, so certainly by encouraging mentorship and, and, and it sounds like a real growth mindset in your world.
[00:25:16] How, how else do you, do you come at that desire to, to inspire.
[00:25:21] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Yeah, I think that's such a good question. Well, I believe that inspiration comes from three places. The clarity of one's vision, the courage of one's conviction, and the ability to effectively communicate both of those things. So for me, I, I think people get inspired when they see their. Practice compassion, courage, and who exercise vulnerability because it encourages them to do the same.
[00:25:50] And it's interesting because now we talk about vulnerability and compassion, but 10 years ago we wouldn't be talking about this in the workplace. It just goes to show how the world has evolved and we as human beings need to adapt. Being vulnerable is not an easy thing. It takes a lot of practice, especially if it doesn't come naturally.
[00:26:13] And the questions to ask yourself is, well, do I regularly communicate with my staff? Do I promote and encourage teamwork? I read this quote a while ago and it stayed with me. It said that leaders who don't listen to others will eventually be surrounded by people who have nothing.
[00:26:33] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah,
[00:26:35] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: So,
[00:26:35] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: seen that one too, or something like it. It's so true.
[00:26:39] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: so true, right?
[00:26:40] So it's important to connect with your teams regularly and remember that it's easy to manage compassionately when you like the people that you're working with. But what do you do when you don't like the individual? It can happen. You're not gonna be everybody's cup of tea, right?
[00:26:58] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: all gel. Yes.
[00:26:59] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Exactly. So for me, compassion is not conditional.
[00:27:03] It matters the most when you don't have that natural connection. With somebody. So speak with kindness, apologize when you've made a mistake. Be happy for someone else's success. And she'll respect. And, and if you do all these things not only will you improve the culture, but people aren't gonna wanna go anywhere because they, they're gonna have that sense of belonging.
[00:27:26] I can speak up without, you know, any negative impact. And, and really that's what you're trying to do at the end of the.
[00:27:33] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Mm-hmm. , you know, you speak so eloquently. Your passion really is inspiring. It really. Oozes from your pos? I would say Georgina. So, so how, how, you know, so what it, what would it look like if I peered through the window at you with, with your team? And maybe it's with the organization at large too. Like how are you sharing this vision that you have?
[00:27:58] Like how, you know, how are you getting it in front of people?
[00:28:01] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Well, I think that, you know, when you think about, and, and people ask me this sometimes, right? Where they, they say, well, what, how do you have this confidence? Like, how do you communicate this to other people? And I have to say, listen, we all have our bad days, but for me, definitely helping others be more success. It's just been so rewarding. Leadership confidence isn't just about building your own track, record of wins. The essence of leadership is helping others around you become more successful. If you're the smartest person in the room all the time, then you're in the wrong room, right? So when you're a leader, in my humble opinion, you have to help.
[00:28:46] Gain that self-awareness. You wanna coach them through it and help them position themselves to be on the right paths. So for me, the best comments that I've gotten from past and current employees is always around that coaching aspect and how much I've helped 'em. So getting compliments like that, Lisa never gets old.
[00:29:06] And it just gives you such a sense of fulfillment and, and. And then I think it's also important to surround yourself with people who believe in you. Nothing is as powerful as the people who think you're great, who believe you can do the impossible and who have all the confidence in the world in you.
[00:29:28] So surround yourself with people with those types of people and be intentional about maintaining those connections as well. Because it's so easy nowadays to just send a. As opposed to picking up the phone or having that face-to-face meeting. Right? So very, very important to keep those connections because really it will help you in boosting that confidence in yourself.
[00:29:51] So stick with those people who can lift your perspective and avoid or at least tune out those who make you feel bad about yourself, because unfortunately it can.
[00:30:02] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Right. And you know, for. people listening. I mean, not everybody has the, the luxury of, of right away surrounding themselves with only people that believe in them, believe in the vision. Because in some cases, you know, leaders are coming in and inheriting teams in a new organization or different div division and , you know, not everybody's happy and it's not everybody you would've picked and, you know, so it's, it's, you know, how do we, how do we make the best of this and bring out the best in people?
[00:30:29] And it, and it's tricky and it can take some time, but I think, you know, your point that really struck me there was, you know, be intentional about, The connections and about maintaining, nurturing those connections over time. That I think is a bit of a lost art in some cases. You know, my dad lived with us for, for, oh, 13 years.
[00:30:50] And he's, he, he's passed away. But he used to always say to me that I was so much like his mom and she died when I was very young. But my grandma, grace was somebody who really worked at her friendships, you know, really tried to stay in touch even when, you know, she had the new, the new job or the new boyfriend or whatever, you know, and, and, and I think when it come, came to her work life as well.
[00:31:15] There were so many people. , my dad said after she passed, he, he, it was a full-time job for a couple of months just to go and deliver. She had those Royal do Dalton Statuettes and he had to go deliver them to such a wide variety of people, male and female, from her entire life, you know, personal work that she felt.
[00:31:33] you know, were important and that she had tried to stay in touch with over the years. And I love that. I think I, I think, you know, that's a real art. And I think if we saw more of that in organizations, not just in personal lives, like how do we, how do we You know, be very intentional about remembering to check in with people and remembering that somebody had been feeling off, or that their mom was, had a surgery coming up.
[00:31:56] It doesn't have to be like, you know, everybody's full story, but little details like that, things that are particularly important, it matters to, to remember. Write it down in your, you know, put a note in your phone. Something like that, I think.
[00:32:09] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Absolutely because it goes back to employees feeling like you're, wow. Like, you know, I really do feel like so-and-so cares about me. And, and I think that's where one-on-ones come into play. I mean, I know that for me personally I have a lot of one-on-ones. Because they go such a long way, you're really, you're nurturing.
[00:32:27] employees during those one-on-ones on how to have a growth mindset. You're also building trust with them during those one-on-ones. And once that trust is at the core of that relationship, the employee develops a true sense of belonging. And I know I keep talking about that, but it's so, so crucial. And when you connect with management and leadership, you're in the best position to speak and reflect on the talent that you do have.
[00:32:51] So it's very, very important to have those one-on-ones in my.
[00:32:55] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah, you really know them because, you know, I, I, I, I remember running succession planning annual sort of interviews with, with C-Suite people and, you know, and, and trying to get them to identify, for instance, ready successors. And in some cases they were identifying people they didn't even know if the person wanted it or had any desire to move into their role.
[00:33:16] Cause I would say, okay, so what, what do you know about their aspirations? Well, I don't, but I think they'd be the next me,
[00:33:23] they'd be great at it. Okay. And and do you believe that they, you know, this is something that they really want, this kind of thing? No. Okay. Well, let's start by asking, and I'll tell you that at least half of the cases, the people they had pegged as being their successor had no interest.
[00:33:41] So, so it does come back. , you know, it's, it's bigger than just the, the individual relationship. It's about understanding, to your point, talent and knowing from an organizational perspective, what do, what do people want. Because, because, you know, fitting people with the right opportunity at the right time is absolutely critical to retention in an organization's overall.
[00:34:05] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Absolutely. Yep. Couldn't agree more.
[00:34:09] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: All right. Well, let's, let's come to our, our last question really, and time is blowing when you think you've had a really wonderful career, you know, at least 15 years, I think, in hr, and that was after you did the reinvention, right? So longer in the workforce. What would you say has been your biggest lesson learned that's, that's helping you now in, you know, in the challenges that you.
[00:34:32] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: I'm really glad you asked that question. I think the one thing that I've learned early on in my career and that helps me today still is to stay true to who you are. The world can just sometimes sway you in a direction that just isn't you. S and I've learned early on in my career the importance of just being you.
[00:34:55] Being authentic is something that I preach every day. And when you think about it, it is so crucial because it contributes to your wellbeing and your happiness and fulfillment, and it helps build high self-esteem. So when your actions align with your true nature, you are more likely to pursue your passions, believe in yourself, and then feel confident.
[00:35:20] in your opinions and your viewpoints as well. So it's something that I do share with my team when they asked me the question and I thought I would share it on, on today's call.
[00:35:30] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Yeah. Thank you for that. Beautifully put this idea of authenticity. I think it, it, you know, the word gets used a lot and so, you know, I, I like how you, you broke it down into what it actually means. So thank you for that.
[00:35:42] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: absolutely.
[00:35:43] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Well, once again, I so appreciate your taking the time to come on the show and, and chat and share your insights.
[00:35:50] It's been really valuable. Thank you.
[00:35:52] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--guest402708--georgina: Thank you so much, Liz. I'm so glad we connected.
[00:35:55] georgina-boulineau_recording-1_2023-02-01--t06-15-22pm--61157a395affa4006d0cfc64--lollyg: Me too.
