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How to Go from a Boss to a Conscious Leader

Recently, I read a post from a business owner who was asking human resources professionals for advice about an employee who requested not to be contacted after work hours or on weekends, except in the event of an emergency. 

He explained that he “made it clear” to the employee that she is not required to respond to anything not urgent after hours or on weekends, but affirmed his “authority to send emails to their work email address for items that may cross his mind after hours so he doesn’t forget. He sent this employee an email over the weekend. She “politely and respectfully” reminded him of her request. “I really would like my time and space respected during off-hours.” He pushed back. She pushed back. 

“You may not like me setting boundaries but this is important to me. If you respected me and my time, you would understand that an employee should be allowed to have a reprieve.”

His perspective was: “As the boss and owner of the company, I should be the one who sets operations and not the employee… She is setting (or changing) the business guidelines and protocol, and it does not sit well with me.”

Many people advised this leader to let her walk, his way or the highway, and he was very much in agreement at the time I read and responded to his post. This advice and his source of discomfort were very much coming from ego rather than empathy. 

Here was my response: 

“Look, everyone is doing the best they can to cope in difficult times. This requires MORE self-care than ever. The only solution isn’t to send emails anyway because it works for you and she can just opt to ignore them. She obviously has notifications on to deal with emergencies, so she will get every email, and even though she may not be required to respond to non-emergencies, she still may feel compelled by a sense of duty and obligation that adds pressure (self-imposed, yes) when she needs to be disconnected. Need – as in, a physical need to manage stress for overall well being. By insisting on your way and not respecting her boundaries, you are communicating that what she needs is less important than what you want. Self-care = putting your needs over someone else’s wants. Selfish = putting your wants over someone else’s needs. What kind of leader do you want to be? Can’t you create the drafts when you think of them and send them off Monday morning? Yes. You can. If you don’t value her, let her go. If you do value her, respect her boundaries. Be the leader she needs.”

He responded, “Fair and well put.”

While he was in ego at the time of posting, he was also open to really hearing other ways to look at this problem. 

I’m not sure how he’ll handle it, but I am glad that he was open.

He said, “I want to do what is fair and just, which is why I came to this group! Thank you!!”

At that moment, this boss/manager had a choice to move into conscious leadership. He was able to do so because his intention was to be fair to his employee. He was open to guidance and new self-awareness, and if he does decide to accommodate his employee, he will have moved from ego to empathy and compassion, which is empathy in action.

As a leader, you have multiple points throughout their days, weeks, months, and years that give you the opportunity to make similar choices. 

Like forming any habit, and what I love about habits, is that once a habit is formed, doing that thing becomes a compulsion rather than a choice. You are pulled to do it, rather than having to push. However, that time in between the self-awareness of the habit that needs to develop and the time that the habit is developed, the push is a challenge for most people. 

Join me for a free online masterclass on Wednesday, September 30th at 2:00 PM EDT to find out more about how you can create more speed and ease during that in-between period so that you can become more consistently conscious as a leader.  

What would you have advised this leader to do? What would you do?

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If you’re dedicated to making a meaningful impact in the world through your work, I invite you to join my LinkedIn group for conscious leaders. Join C3 now to be a part of future free events, watch replay recordings of our past events, interact with the conscious community, speakers, and experts, and have your chance to share your expertise by becoming a future guest panelist for upcoming events. Remember that without you, meaningful change is not possible.

Dashboard Confessional – Bend And Not Break (Lyrics)

Lovely band, lovely song, lovely album Album: “A Mark, A Mission, A Brand, A Scar” – 2003 Lyrics: I catalog these steps now Decisive and intentioned precise …

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

If You Really Want to Build a Talent Community, Try These Tips

I first heard of talent communities circa 2012 from Mahe Bayireddi as he was founding Phenom People. Had I still been in recruiting at the time, I probably would have been all over it, as it seems like a great, easy way to pluck talent on demand that is already engaged with your brand. Having been trained in branding as a recruiter in 2005, it really would have aligned with what we were taught – to establish long-term relationships by being strong resources and adding unique value from our experience.

Perhaps, having had an entrepreneurial interest, I would have helped my firm launch a branding and talent community-building service for our clients. It might have helped my firm establish itself, but I’m skeptical that it would have really done anything to accelerate or improve hiring for most of our clients, and I’d like to explain why.

By 2012, I had been working with and for job seekers rather than companies (with a few exceptions.) When you see the hiring process from the candidate’s perspective, you realize candidates aren’t buying into this whole talent community thing.

Even though coaches like me have spent the last 20 years teaching corporate professionals to compile and research target employers and conduct a campaign that is proactive, the vast majority of candidates conduct reactive job searches. They look for job postings when they’re ready to change jobs and use the method that is immediately in front of them – applying through job boards.

Companies have traditionally favored recruiting talent from its competition, but it’s not great career management to jump ship because a company you vied to work for when you were looking is finally ready to hire.

Last week I attended Talent Experience Live, a live LinkedIn event hosted by Natalie McKnight and Devon Foster of Phenom People. The topic was talent communities, and Randy Goldberg, VP of Talent Acquisition Strategy at MGM, was also there to share tips.

I took the opportunity to ask these experts a couple of questions, such as how they measure success and which metrics they track. Goldberg advised running your talent community initiative combining engagement efforts with marketing best practices, such as using technology and segmented messaging.

So, using traditional marketing tools, they create various groups of talent, create tags, send customized e-mails to each group, A/B test various messages, and track the number of e-mail opens, along with the number of clicks on apply links. Using these tools, he said MGM has achieved an 80% open rate, which is amazing.

Building a talent community is not as simple as setting up some great automated tech and hiring some marketing people to post on social media or send out a company newsletter. You can do that, but ROI will escape you…unless…

Your company has already established its brand as an employer of choice. Admired companies and industry leaders like Disney, Google, Marriott, Apple, and MGM will be able to implement technology and marketing to build talent communities because they are on people’s radar as a place where they can work among the best and brightest. While marketing directly to people, they can also market to any number of startups or competitors.

If you really want to build a talent community, you have to first brand your company as an employer of choice. Your talent must be perceived as the best and the brightest, and your policies and culture as lifestyle-friendly.

One of the other questions I asked Goldberg was whether executive branding was part of their talent community strategy. He said that executives are doing more publishing and public speaking – keynotes, panels, podcasts, and live events (obviously), such as Talent Experience Live.

This is a great way to make your company superstars more accessible, but it’s just one small component of executive branding.

Executive branding is a multi-tiered strategy that, to be truly effective, will require you to brand at the macro AND micro-levels. Praise and promote your front line just as much as your C-Suite. Also, show your prospective talent that employees have an admirable lifestyle. Show them who they are outside of their company identity.

Goldberg had a good point about not sending e-mails from a “do not reply” e-mail address. Offer a channel for your audience to connect with a REAL person. This demonstrates great empathy with job seekers.

The other thing that your company will have to fine-tune if you are going to be successful at attracting future superstars to your candidate pool is the candidate experience. The experience MUST match the hype! Goldberg mentioned that MGM allows its talent community to interact with its alumni. That’s employer brand confidence.

This requires standard operating procedures followed by every stakeholder involved in hiring. This includes non-automated, HUMAN standardized follow-up protocols for candidates who interview, rolling out position status updates to applicants, transparent salary negotiations, and comprehensive onboarding and training. Acknowledge and fix what people complain about on Glassdoor.

Furthermore, your company had better offer opportunities for diverse, dynamic (hard + soft, professional + personal) development, be proactive about succession planning and development planning, and practice transparency in communications throughout the organization.

Do not invest in building a talent community until your employer, executive, and employee brand are solid!

When you do, think not just in terms of marketing metrics, but also make sure that you have a way to tie this campaign with time to hire and the quality of hires, because what good is attracting candidates already engaged with your brand if they don’t land and succeed.

Are you realizing that your company needs to develop its executive branding? Schedule a consultation today!

New Edition – Cool It Now (Official Video)

Revisit New Edition’s number 1 songs here: https://UMe.lnk.to/NewEditionNumberOnes Listen and follow the New Edition Best Of Playlist: https://UMe.lnk.to/New…

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Mrs. Huller is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

Never Forget, for Gen Z and Me

9/11 impacted me on a deeper level last year than it had in the past, thanks to my students.

You might think that 18 years later the impact of an event like 9/11 would fade. Actually, I realized in reflection that the trajectory of my life shifted significantly because of that day.

Last year, while planning the semester’s coursework and assignments, I saw that I had a class on 9/11. I didn’t think much about it. Even the weekend before when I saw that 9/11/19 was going to fall on a Wednesday, I made what seemed like an insignificant mental note and refocused on my to-do list.

Most days, my to-do list feels like a bunch of obligations I feel compelled to take care of, and the sense of responsibility outweighs the pride and joy I might otherwise take in my to-dos.

Class starts with 10-15 minutes of a mindfulness and/or self-awareness journaling exercise. When I lined up each exercise with each class during the summer, I was mostly thinking of progression and pairing with class topics.

On my way to class that morning, the DJs on the radio were recalling where they were when they heard the news. The female DJ shared that her mom woke her up with a call that morning and told her to turn on the news. She was annoyed, but once she realized the severity of the situation, she felt awful for being annoyed by her mom calling.

She was in college at the time and went to class because she didn’t know what else to do. She tried carrying on as though things were normal, but they were not. The professor told her to go home and call her mom. Then another student showed up and the professor told that student to do the same thing. “No one knows what to do right now.”

I had thought that I would let the day slide by without mentioning it, until I was on my way to class listening to the DJs recall their thoughts and emotions, forcing me to recall mine.

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No one knew what this meant, if we would ever feel safe again, or if we were just watching the beginning of the end of life as we knew it. We knew that civilians and first responders were dying in scary and awful ways.

Many of us thought about people we knew living or working in New York City, or those we knew were supposed to fly somewhere that day. My brother was flying to the west coast that day. I was frantic until I heard from him that his flight was grounded in Pittsburgh.

I was a young professional, finally having found my path in recruiting, eager to get to the next level, and interface with clients and candidates. But it was taking too long. I was starting to get bored. I was yearning for change, but I wasn’t doing much to actually change things, like looking for a different job.

I loved my boss and the other women in my office. I was sure I would eventually learn new skills from them if I stuck it out, but I was more excited by my lunch break run than by the work I was doing.

Then one seemingly average, beautiful day, a call came in for the managing director. I remember overhearing her voice as she was on the call. She sounded shocked. My first thought was that something terrible must have happened in her family, but then she shared the news with the rest of the office. Shaking with tears in her eyes, she told us that a plane just crashed into the World Trade Center, and they think it was on purpose.

I can barely remember what happened next. I know that we dropped everything to search for news online. I might have found a live stream. The managing director went out to buy a TV to bring it into the office.

I had been working on a call list of management consultants in the DC area at that moment. There was no chance I would be reaching anyone now.

I remember calling my brother. I called my mom, dad, and boyfriend.

Another plane hit. We knew for certain now that it was a terroristic attack. Fear and shock left us bewildered.

What do we do? What can we do?

By 11 AM, we were told that we could go home if we needed to. I didn’t want to be alone. I didn’t want to take my run in a national park. Who knew if they had other targets. Eventually, I went home and tried to process what was going on.

Returning to work felt strange. I had called candidates who were working on the exact floors where one plane hit. How could work ever seem important again for me or them?

There was a universal sentiment – what we had previously thought was important, may not actually be that important. Everyone thought twice about what they were doing with their time. Everyone assessed what was really most important in their lives.

Armed Forces enrollment spiked, as did the number of people quitting their jobs, even in the midst of impending economical impacts.

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By the time I got to campus that day last year, I was in tears struggling to compose myself. I thought for sure that I should make mention to my students of such a significant day in our country’s history, but also wondered how I could keep from ugly crying, which I felt like doing at the time.

As class began, I assessed my composure and decided I would introduce that day’s journal exercise by talking about 9/11. It wasn’t until I spoke that the synchronicity of the events, to me being there with them at that moment and what I was dedicating my career to, that the journal entry clicked. And the tears came, but I didn’t fight them.

This particular day, I challenged the students to think about Brules that they were following – BS rules made up by someone else about how to be successful and happy that are not authentic or in alignment with what would really make them successful and happy.

I told them how a good percentage of my clients come to me after or in the middle of successful careers because something is missing – some joy, some impact, some contribution that hasn’t been made after building their career, as meaningful as they thought it was at one time. I urged them to make sure they were defining their own happiness and success. What they were learning would help them make sure that at any point in the future, they could reinvent themselves and their definition of success.

These students were just kids when 9/11 happened. Some of them may have no memory of it because they were too young, and the older ones probably weren’t old enough to be told the truth of what had happened. Surely, at some point, as they got older, they learned about these events from a 3rd party observational perspective.

Today, though, I wanted them to tune into that universal sentiment – If it all, life as we know it, our financial model, our sense of safety and responsibility, changed today, what would really be important for you to do with your time? What beliefs that you adopted from others could you let go of now, and replace with what serves you and your own definitions of success and happiness?

My mission of making work a worthwhile way to spend time away from what’s really important was solidified by 9/11, both the day and the aftermath – the recession, my layoff, my struggle to land meaningful work again, and my realization that I no longer wanted to reject candidates – I wanted to help them.

I was only 27 when I started Epic Careering. Credibility was something I had to fight to establish, but I knew that I didn’t want to waste another year making a handful of placements while thousands of candidates stayed stuck and disempowered.

I knew that, like my parents, there were working parents everywhere coming home exhausted, overworked, and stressed out – wanting to have the energy to engage at home, but needing to disengage just to recover.

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Even the best work is going to present challenges. Innovation and progress can’t happen without those challenges. However, if people are going to spend their time away from their families and loved ones, at least that time can be meaningful, fulfilling, and well-compensated.

If 9/11 hadn’t happened, I would probably not have been laid off, and I may not have had the personal experience of long-term unemployment that made me understand and help people going through the emotions of that experience. In fact, I may have continued to go through the motions of a job I was growing bored of, waiting for a chance to learn and do something more.

And if it hadn’t happened:

  • Would I still feel called to this mission?
  • Would I have gained such insights about what great talent craves if I had not gotten to know them as clients, only candidates?
  • Would I be consulting to companies on how to be better employers for sustainable, conscious growth?
  • Would I be teaching emerging students how to navigate the job market and become conscious leaders?
  • Would I volunteer my time to nurturing young entrepreneurs in an effort to spark future economic growth and innovation?

Likely not.

My to-do lists are mostly things that I GET to do in support of my mission. I am seeing that now more clearly, and I am grateful that my time, energy, and efforts are making a meaningful difference to others.

Coincidentally, my students were awesome at sharing their realizations. They went deep. They brought their emotions to the surface and learned that this was okay.

I saw that for them, 9/11, a day when too many tragically died, had birthed a new vision of how they can apply what they are learning in college to craft careers that help make the world a better place.

This blog is dedicated to my students, Cabrini COM Cavaliers, social justice warriors!

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If you’re dedicated to making a meaningful impact in the world through your work, I invite you to join my LinkedIn group for conscious leaders. Join C3 now to be a part of future free events, like our next Answer the Call to Conscious Leadership event, taking place on Thursday, October 1st at 1:00 p.m. ET, where we will discuss Conversational Intelligence. By joining C3, you will also get to vote on upcoming training topics, watch replay recordings of our past events, interact with the conscious community, speakers, and experts, and have your chance to share your expertise by becoming a future guest panelist for upcoming events. Remember that without you, meaningful change is not possible.

Van Halen – Right Now HD.flv

one of the best videos eveR……..wud remain true for any decade i guess

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30). She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly. 

What Is Conscious Leadership and Why Do We Need It NOW to Save Tomorrow?

Yesterday, Vishen Lakhiani spoke at an online “I Am The Change” event hosted by Lisa Nichols, my former coach. Vishen is responsible for birthing Epic Careering’s newest offer, the Corporate Consciousness Ripple Blueprint.

When I saw him speak in San Diego in August of 2017, he opened up the event by challenging everyone in the room to only have or work for a humanity+ business. He showed a video of Tom Chi, Google X Co-Founder, answering a futuristic question, the answer to which I don’t think most of humanity was ready to hear: if consciousness doesn’t outpace innovation, we will destroy ourselves.

We need good people at the top, making decisions and leading future leaders toward a better world – right now! I wrote about this even before COVID, even before George Floyd, even before Beirut.

More than ever, we need people RIGHT NOW to wake up, speak up, stand up, step up, and lead us all to rise up, as Lisa Nichols laid out in her 5-day virtual event.

Vishen quoted MLK yesterday, in perfect context for what is happening right now in our world:

Power without love is reckless and abusive, and love without power is sentimental and anemic. Power at its best is love implementing the demands of justice, and justice at its best is power correcting everything that stands against love.” ― Martin Luther King Jr.

The old models of leadership have failed, and are making way for new breeds of leadership. It might feel confusing, overwhelming, or trite, but don’t let it make you apathetic.

“Apathy is the enemy of democracy.” In other words, by being indifferent, you could end up giving all your power to whoever sees fit to use it.

Here’s a little cheat sheet of three of the leadership styles emerging to disrupt the oligarchy:

  • Situational Leader – Adapts leadership style to individuals
  • Servant Leader – Hires the best talent, gets out of their way, and makes sure that they have what they need to do what they do best
  • Conscious Leader – Answers the question, “What is for the highest good for all?” with acute self-awareness

All of these leadership styles require emotional intelligence, compassion, and ego-checking. They can also all be applied simultaneously; it’s not a “this or that” thing.

However, when applying situational leadership, watch out for people feeling as if you might be favoring one person over another with extra time.

With servant leadership, you have to balance taking full accountability for the performance of your team and setting strong accountability expectations so that you prepare your team members to become leaders who can step into your place.

With conscious leadership, you have to deal with your baggage. It’s hard work. You have to be committed to continually increasing your awareness of how your beliefs, insecurities, fears, and biases influence your impact and performance, how you are perceived, the decisions that you make, and the state of mind that you’re in.

“What is for the highest good?” seems like such a simple question, but when leaders are not all of the above, they may justify unconscious decisions. They may choose glory over good, or self-preservation over the preservation of company values.

In order to be conscious, leaders of today need better tools for leveraging data while integrating intuition into decision-making, managing conflict with compassion, and inspiring over convincing. They need to develop personally just as much, if not more, as they develop professionally.

If you feel there is much more you can contribute through your career if only you knew how to influence change

If you are concerned enough about the future to take action

If you want to be able to tell your kids and grandkids you did all you could to preserve a better world for them…

The time is now.

Alesso – Heroes (we could be) ft. Tove Lo

FOREVER – The Debut Album Available Now http://Ales.so/forever Featuring “Sweet Escape,” “Heroes” feat. Tove Lo, “Cool” feat. Roy English and more Follow Ale…

Karen Huller is the creator of the Corporate Consciousness Ripple Blueprint and author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days. She founded Epic Careering, a leadership and career development firm specializing in executive branding and conscious culture, in 2006. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. Her solutions incorporate breakthroughs in neuroscience, human performance optimization, bioenergetics, and psychology to help leaders accelerate rapport, expand influence, and elevate engagement and productivity while also looking out for the sustainability of the business and the planet.

Mrs. Huller was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor in Cabrini University’s Communications Department and an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is an Instructor for the Young Entrepreneurs Academy (YEA) where some of her students won the 2018 national YEA competition, were named Ernst & Young’s America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

She is board secretary for the Upper Merion Community Center and just finished serving as Vice President of the Gulph Elementary PTC, for which she received recognition as a Public Education Partner and Promoter from the Upper Merion Area Education Association. She lives in King of Prussia with her husband, two daughters, and many pets, furry, feathered, and scaly.

Convincing vs. Inspiring Leadership

When it comes to change, convincing people is tricky territory.

If successful, you get what you want in the short-term, but if people go against their own instincts, concerns, or even expertise to buy in on your idea, plan, product, service, or initiative, they won’t cooperate with the same energy. In the end, they may become forces of inertia or resistance, or even sabotage. You may get people to suspend their doubts and concerns and act, but they may regret it later. Then, you lose them and anyone they might have brought with them forever.

Buyer’s remorse is usually due to having been convinced to buy something that may prove not to be the solution it was promised to be.

In the Courageous Leader 5-Day Challenge, we also talked about intimidation. It has been a primary tool of conventional leadership, though it hasn’t always been covert. Any form of discipline at a job can be considered intimidation. Holding someone’s job over their head is a form of intimidation. While it is necessary to let poorly performing employees go, it is also right to put them on a corrective action plan (PIP – Performance Improvement Plan) before doing so to give them a chance to redeem themselves. Yet, still, it is intimidation, just a less aggressive form.

So what’s wrong with intimidation? It’s counter-productive. When a person is focused on survival, their brain allocates more resources to that cause and takes resources away from higher cognitive functions, such as creativity, motivation, emotional intelligence, and problem-solving. This puts workplaces at higher risk for errors – ethical, work-related, communication-related, etc. This leads to increased risks and losses that you may not notice too well on a balance sheet, but are none-the-less areas where companies lose a lot.

(During the Courageous Leader 5-Day Challenge, we also talked about how intimidation can be completely on the receiving side. You can always watch the challenge replays available in C3 if you want to learn more about that conversation.)

The rise of servant leadership has transformed the idea of a boss generating team performance by giving orders into a model that flips the relationship upside-down. The boss is there to hire the best talent, then essentially get out of their way, and remove any other obstacles to talent doing their best work. It turns the boss into an advocate in procuring resources that make working easier, and also creating conducive conditions to do so. This is not a bad model, but it does rely on talent to be self-motivated, self-accountable, and aligned with the corporate mission and purpose. If they are not, it also places the burden on the boss to be fully accountable for that. Additionally, it’s not a model without inherent risks, because without the leaders in this model holding individual team members accountable for their own performance AND engagement, entitlement ensues.

I have heard personal accounts from so many professionals and executives over the years about their workplaces. I’ve found that the companies that are reviewed the highest by my clients, prospects, and contacts have clear and compelling missions and values, and they intertwine them into everything that they do – how they make decisions, what they invest in, and what is prioritized in their workflows. It becomes a litmus test, and something that empowers employees to make decisions without needing approval. Doing this inspires aligned engagement, which is a much more fortified, resilient type of engagement – the kind needed during times like these.

Inspiring is different. You achieve inspiration when you demonstrate alignment with what the collective highest-self values are, and when you mitigate fears by validating them and demonstrating how fears and concerns will be addressed.

First, you have to find out what the values and the fears are. For that, you need psychological safety.

How do you create psychological safety? Attend Tuesday’s Answer the Call to Conscious Leadership event and hear from Rebecca Morgan, Psychological Safety expert, and best-selling author. Gain access to this event by joining the C3: Corporate Consciousness Co-op group.

Take her Psychological Safety survey to see how your company is doing.

Foo Fighters – Times Like These (Official Music Video)

Foo Fighters’ official music video for ‘Times Like These’. Click to listen to Foo Fighters on Spotify: http://smarturl.it/FooFSpotify?IQid=FooFTLT As feature…

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

 

Racial Injustice, Economic Injustice, Health Injustice

It’s funny how coincidences work, isn’t it?

I ordered the 2nd edition of The B Corp Handbook to see how it was augmented with new case studies of companies that profit, thrive, and grow, all while doing good in the world.

I usually force myself to read prologues, forewords, and introductions because, even though I’m anxious to dig right in, I often find there are critical context and additional resources in these sections that can exponentially increase the value that I get from a book, and this edition was no exception.

Co-author Ryan Honeyman seemed to anticipate some backlash from B Corp prospects on the diversity and inclusion focus of the new edition, justifying that you can’t really have a company that does good in the world without acknowledging how racial injustices impact economic, social, and environmental injustices; they are directly correlated.

In light of the events of the week (#GeorgeFloyd), and unfortunately too many weeks before that (#AhmaudArbery, #CentralParkKaren, just to name a couple), it seems more like a sign than coincidence that this was the focus of the introduction, but it was the way Honeyman seemed to need to justify its inclusion that bothered me.

When I was in college, I was told by someone who shall remain nameless, but who was a very influential person in my life, that I should despise affirmative action, because it meant that even if I was qualified for a job, a [person of color] would get it just to make the numbers look better.

Why were the numbers so bad, was my response. Their reply – including blatant racism, lack of empathy and understanding, and justifications – reinforced that, while this person will always be in my life and I cherish them, I cannot possibly adopt their world view, and I became a skeptic of theirs ever since. It wasn’t until years later that I became a recruiter and found myself challenging my own biases while also being exposed to others’, that I became a stronger advocate, and in a position to do so, for equality in the workplace. It was…. messy, though.

I’m excited to dig more into this edition of The B Corp Handbook, but today I wanted to share just a few of the wisdom bombs within the introduction because they directly correlate to what is happening right now before our eyes.

The other co-author, Dr. Tiffany Jana, is the representative voice of diversity in this book. I think it’s only fair to start with her wisdom:

  • “If we fail to leverage our collective economic power to address what we can clearly see our gross injustices– economic, Environmental, social, medical, educational, and more– then are we really walking the walk?”
  • “There are no perfect role models for DEI. The important thing is to acknowledge your error, apologize whenever possible, and be more present and intentional next time.”
  • “Equity… means everyone gets treated according to their individual needs or circumstances.”
  • “If you use people as tools to get work done but don’t engage their minds and hearts, that is not inclusion. If people’s opinions are not sought out, taken seriously, or at the pond, that is not inclusion. Inclusion is sharing the work, and the opportunities, the glory, the fun, and the failure.”
  • “In order to restore trust in business, the business community needs to respond to those people’s legitimate desire for jobs with dignity the business community also needs to make the case that economic justice for all isn’t inextricably tied to, and dependent on, social and environmental justice.”
  • “Companies that thrive on the exploitation of people should not thrive.”

Quotes from Mr. Ryan Honeyman:

  • “It’s should not be the burden of people of color, women, or other marginalized groups to educate folks with privilege about institutional racism, institutional sexism, and other forms of systemic bias.”
  • “If you choose to walk away from an uncomfortable conversation, you are exercising your privilege, because people of color, women, and others cannot walk away from their identity.”
  • “White supremacy is the system that perpetuates many of the problems our diversity, equity, and inclusion initiatives are attempting to solve.”
  • “I had never considered that challenging and unraveling the norms, assumptions, and culture of white supremacy is self could be part of the solution.”
  • “Only by naming it, disrupting it, and dismantling it can we successfully create an economy that works for the benefit of all life.”

I invite you to consider Mindfulness Training and Emotional Intelligence (MT/EQ) training for your company and/or team. When applied correctly, over 200 studies prove that MT/EQ helps companies control profit bleeding by contributing to improved problem solving, enhanced motivation, higher performance and productivity, and more while also helping to replace bias/discrimination, corruption, workplace drama, harassment with consciousness and kindness.

What are your thoughts on how to promote diversity and inclusion in the workplace?

Natalie Merchant – Break Your Heart

Music video directed by Sophie Muller, featuring N’Dea Davenport and filmed at The Chelsea Hotel in NYC.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Who Has Guts Like Tim Bray?

While many companies are stepping up to pivot their resources toward initiatives that benefit society during this COVID crisis, there are some companies coming under fire for not doing enough.

*Uh-hem. Amazon.*

Ooh. Excuse me. Allergies.

I don’t usually call out companies individually by name, though I tend to notice and write a lot about trends. Furthermore, if a trend either has promise as a solution or a detriment, I tend to do something about it. That’s me. And, that’s Tim Bray.

Tim Bray, however, had one of the most prestigious jobs out there for a tech guy. As VP and Distinguished Engineer at Amazon Web Services, Tim was kicking ass and having fun, but he also saw the bigger picture.

He saw Amazon as “a company that understands the importance of thinking big, taking ownership of hard problems, and earning trust.”

Amazon’s own vision is “to be Earth’s most customer-centric company.” The argument was made that if Amazon wants to maintain its customer base, it should really look out for its well-being long-term. Sounds logical.

On May 1st, Tim said goodbye to his fun job, his valued colleagues, and what may add up to about $1M.

How many people would do that?

Amazon will survive Tim Bray’s departure, as will Tim Bray. In fact, within a week of the news breaking, he was scouted by Google, Comcast, Huawei, and “a bunch of startups.” He’s received 2,256 LinkedIn invitations. He helped build the internet, and he’s got quite a following of people now who would work under him in a heartbeat. To be fair, he had quite a fanbase of people who followed him and his career well before this, but he’s not looking for a job.

In a CBC interview, Bray notes how there was a time not too long ago when the tech sector was hero-worshipped – looked to as the potential panacea for our everyday pains. How far it has fallen is the point he makes.

And he doesn’t consider it an Amazon problem or a Jeff Bezos problem. Actually, Bezos did give $100M to Feeding America and Amazon has purchased 100,000 electric delivery vans. Amazon has also devised a plan and made a pledge to run on 100% renewable energy by 2030 and net-zero carbon by 2040, and has spent an estimated $1B to improve safety and conditions for warehouse employees. These are direct requests made in the open letter sent to Jeff Bezos and the Board of Directors of Amazon in 2019 by over 8,700 Amazon employees.

We need to draw a clear line for corporate conduct. That doesn’t mean deciding for once and for all what is “good” and “bad”, because we will never agree on that. Right now, it can seem like the line between right and wrong – and even true and false – is gone! It’s not even grey.

How much money does one man need, anyway?

Bezos needs quite a fortune to realize his next vision – people working and living in space. Has he already given up on this planet? Perhaps. Does he know something we don’t, or is he actually reading the writing on the wall more clearly?

I’m going to do something foolish and assume that the people who can live in Jeff Bezos’ space future will not be the frontline workers of Amazon or Whole Foods.

So let’s give companies, especially large powerful ones, a clear benchmark – a blueprint. Let’s move the needle toward neutral to balance profit/power and people/planet. We can restore balance – just as nature does. If we hurt nature, we hurt ourselves. Do you know what else we hurt? People who could be our customers and employees in the future. And for what?

“Our whole economy is focused on growth and efficiency, and the stress and strain on the people at the bottom of the pyramid just doesn’t bear enough weight in that equation.” ~ Tim Bray

There are numerous pivotal topics surrounding Bray’s recent high-profile departure:

  • Economic inequity
  • The problem of making things more efficient while putting undue strain on front-line workers
  • Automation vs. preserving jobs
  • Worker protection laws in the US versus the rest of the world (the latter of which is apparently holding Amazon to higher standards)
  • A company’s responsibility to commit to reducing their carbon footprint
  • The people who take the most risk are the ones who ensure profit, so protect them

All of these are highly relevant topics I’d like to dig into with some depth in the future. For right now, I want to focus on this:

Bray’s resignation was not really about Amazon’s efforts (or lack thereof) to keep workers safe or protect the planet. It was about the firing of the whistleblowers. It was about the message that it sent to employees at Amazon and, really, everywhere, that your job is not safe if you speak up, particularly if you speak out against your company.

These are all things I would really like to know:

  • Could the activists have done a better job of recognizing the efforts already made? Could they have used better channels? Could they have still been successful if they’d have kept their efforts internal, and in turn, could that have saved their jobs?
  • Could Amazon have done a better job of communicating their intentions and efforts, which, like all companies, had to keep up with shifting and evolving guidelines?
  • Could Tim Bray, who used the “proper channels” to make known his complaints and concerns about the firing of whistleblowers have done something differently to influence another outcome?
  • Could the company have been clearer with the activists? Could they have created even more defined guidelines on how to raise and elevate shared concerns about environmental corporate policy?

I think it’s important for ALL of us to know the answers to these questions so that we can do better. Tim Bray – I know you are drowning in your inbox right now, but I’d really like to help you make your sacrifice be the ripple that creates waves of conscious change!

The last thing I want to do is put leaders’ jobs in jeopardy, especially in this economy, if they don’t know how to successfully influence positive change. At the same time, in any negotiation, you have to be willing to walk away, or you hold zero power.

I know there are not many people who would leave $1M on the table to protest wrongdoings. There aren’t many people who would leave $1M on the table to be able to look themselves in the mirror, but I’m looking for these people RIGHT NOW.

I’m looking for the highly employable leaders, who trust that if they can’t effectuate change using proven protocols for doing so, they will be able to find (or start) another company where they can thrive, spread their conscious leadership wings, succeed, earn a comfortable executive salary, and look themselves in the mirror each day. They will be able to look their kids and grandkids in the eyes and say with conviction that they are doing all they can!

So, who has guts like Tim Bray?

The Corporate Consciousness Ripple Blueprint is a yearlong personal and professional development program that focuses on expanding your power of intention and influence over self, team, and organization.

We promise – if you can’t create conscious change where you are after 18 weeks, we will help you land a new, better position where you can!

Is this you? Reach out today!

Big Balls

Provided to YouTube by Sony Music Entertainment Big Balls · AC/DC Dirty Deeds Done Dirt Cheap ℗ 1976 J. Albert & Son Pty Ltd Released on: 1976-12-17 Guitar, …

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days, is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

The Truth Shall Set You Free

The truth shall set you free. That’s what they say, but is it true?

Some have found that saying to be very true. Though freedom wasn’t exactly what they were going for, it’s what they got – freedom to no longer work for their company.

What they learned is, the truth is not always seen as a ray of light showing everyone the way.  It is often unwelcomed, harmful to hidden agendas, and is often resisted and suppressed.

Furthermore, truth isn’t what we used to think it was. It used to be something everyone could objectively agree upon. That’s how we could decide something was the truth. What even is true these days?

The truth can be found in data but as we have been seeing throughout this crisis, people can weave very different stories and conclusions based on data.

So, how can people come to an agreement about what is really true? Additionally, how can they come to an agreement about what to do with that truth?

Many well-meaning leaders, whether in leadership positions or not, see withholding or suppressing truth as counter-productive, wasteful, and potentially harmful to progress, conscious decision-making, and engagement. Some of them are the few willing to raise their hand, risk their status, and deliver the truth.

However, to believe that spouting out the truth in a public forum is the best route of delivery for the best possible outcome is naïve and in direct opposition to how humans really operate.

The truth is, sometimes no matter how you deliver the truth, you could be risking that it won’t be received well. You’re taking a risk that you may face consequences for speaking up, even if it is the right thing to do.

The Epic Careering Corporate Consciousness Ripple Blueprint, launching this month, teaches conscious leaders who want to level up their conscious contributions to the corporate landscape. In the program, we’ll focus on more than 8 protocols related to inspiring cooperation with and collaboration on conscious change initiatives. This particular article addresses one of the biggest mistakes people make that result in change getting shot down before it even begins – telling the flat-out “truth.” It also guides you in broaching the truth in a way that doesn’t put you on the immediate chopping block.

Blurting out the truth is a mistake I’ve made. It’s probably a mistake most people have made.

So, before you go and blurt out the truth at work, consider the following. Create a sound plan to divulge the truth that accounts for human nature and determine whether sharing will produce an outcome that benefits most everyone.

Ask These Questions:

My kids were taught three conditions to determine if what they want to say should be said:

Is it kind? Is it helpful? Is it true?

It’s interesting to see them grapple with that is true. Oftentimes, they state things as true when they’re really opinions (modeled after what they see others doing), even if they’re educated, experienced opinions.

So, be sure to ask yourself if what you’re thinking is an opinion or truth. If it’s truth, how can it be proven as such?

What does the data say? Could the data also indicate something else? What are the counter-arguments? Who might know more about historical applications or misapplications of the data?

What is your reputation at work? Are you known for being credible? Will people resist what you say automatically because you are known to ruffle feathers?

What is your intention in sharing this truth? What is the highest good that can come from sharing it? Alternatively, what is the worst possible consequence of sharing it? Who could be harmed by it? How can you mitigate any potential harm if the good outweighs the bad? How does this serve you?

How is this truth supposed to guide decisions, strategy, and actions?

Devise a Plan:

Next, it’s time to devise a plan. If this truth does, in fact, reveal some problems within your organization, expect at least some resistance. As a golden rule, if you are going to point out a problem, you need to also present a solution. You may not be a solutioner by nature or by trade, but you need to at least come up with some options. Starting from square one with no potential path forward is not an option for any business. Pair up with a solutioner to create a Plan A, Plan B, and Plan C, as well as projections on what will happen if this truth is ignored.

Make a Pitch (or solicit someone even more credible or influential to):

It may sound a bit counter-intuitive and certainly in direct conflict with conventional corporate posturing, but when you do take the opportunity to present the truth, you must also admit your own margin of error.

Data can reveal trends, but it doesn’t always reveal when trends will be bucked by other forces. Take, for example, the upset when the team that is favored to win loses. Sports statisticians use increasingly accurate automated algorithms to make predictions and assign over/under wagers so that the person who makes the bet with the highest risk of being wrong earns the most if there’s an upset.

No one will believe that you are presenting absolute truth, or that you are infallible. When you are transparent that it may not be the BEST path forward but you are committed to demonstrating all of your plan’s strengths and weaknesses, you’re allowing an educated decision to be made by the people with the authority to do so.

This is really counter-intuitive, but start with the weaknesses! This lowers resistance, proves you are attempting to be unbiased. Believe it or not, you’ll find that, once these concerns are validated by you, some will even jump in just to point out why the weaknesses really don’t compromise the soundness of the proposed plans once you get into the strengths.

Be mindful of your state of mind when you are you presenting, especially when you are addressing questions. Be honest when you don’t have an answer, when more data is needed, or when experts in the room have yet to weigh in on certain aspects in their wheelhouse. Invite them to contribute. Ideally, you will have checked your plan with an expert in that area already.

Businesses make decisions in vacuums all the time. The ivory tower has earned a poor reputation for a reason; as professionals grow ever higher from the front lines up the corporate ladder, they assume that they can see it all much better from up there. Unfortunately, they forget what the day-to-day is like for the front lines (or they never really learned.)

Oversights can be very costly to companies. When companies start to bleed money in ways projections did not account for, without self-awareness, leaders will succumb to the human inclination to protect the ego from looking bad and the instinct to protect one’s livelihood. Many times, CYA culture is reinforced and scapegoats are assigned. Then it is modeled and passed onward.

Unfortunately, the people who have the most to lose, those who have the highest to fall, far too often make those below them take the fall instead.

Is that a fact?

All I have to prove this is anecdotal evidence, honestly – over 15 years’ worth! There are also numerous headlines and class action suits, but very few in comparison to personal accounts. Think about how many executives enjoy bonuses while mass layoffs ensue.

I absolutely admire leaders who have the guts to say it like it is. Progress would be much faster if we didn’t have to work around ego.

The fact is, however, we are human. People can get more resilient, and companies can do things to enhance the resiliency of its workforce and its leaders, but no one is getting there overnight.

Put some influence victories under your belt, and it gets much easier to inspire more change.

Everyone has to start somewhere, and everyone can level up from where they are right now.

Are you a truth-teller who wants more victories? Is the truth a legacy you feel is important to leave behind?

Perhaps The Epic Careering Corporate Consciousness Ripple Blueprint is the personal and professional development program that makes the most sense for you right now.

Let’s find out. Book a call today.

Truth Hurts (Clean Version) (Audio) – Lizzo

This is the audio for the clean version of “Truth Hurts” by Lizzo. From the single, “Truth Hurts”, and the album, “Cuz I Love You”. This song was written by:…

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days, is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

CYA Culture is Killing Competitiveness, Progress, and Engagement in Corporate America

Have you ever wondered how you could create ripples of change in the current corporate paradigm?

Facts:

  • People are sick of corporate initiatives with catchphrases that amount to nothing actually changing for the better.
  • There is a fundamental lack of trust in corporate leadership.
  • The resistance to change stifles progress and much-needed evolution. Some people have their invincibility cloak on, deflecting all change that might make their “baby” obsolete.
  • As more and more ideas get shut down, creativity is discouraged and stops.
  • High performance in many companies is a perception based on who earns the most praise, works on the most visible projects, receives the most pats on the back, and seems to be doing better than the next person, which suppresses willingness to bring awareness to the issues that need to be resolved.
  • In some companies, the default behavior is to insist everything is great, or else other departments will use your weakness to their advantage and make you the scapegoat for performance failures. This creates/reinforces silos! It breeds the attitude: “Let’s deal with this problem among ourselves vs. let’s get the best knowledge in the company working on this bottleneck” and stifles growth and productivity.
  • Even in a company that is fantastic about professional development and helping people get to the next level, the lack of space to be real about breakdowns prevents breakthroughs.

Then you have highly promoted leaders who have not adequately worked through their stuff to become more self-aware and emotionally intelligent. These leaders are motivated to make decisions that protect their status over doing the right thing.

This motivation is dangerous for everyone – it’s especially dangerous for the company! It opens up huge risk factors in terms of compliance while also damaging engagement, morale, and retention of true high performers who value making a real contribution toward progress and solutions.

In cases like this, true high performers may then be conditioned to believe that they’re so lucky to be part of a big picture where there is a lot of incentive to grow professionally. Meanwhile, unconscious leaders decide not to be authentic about issues (including personal issues that impact productivity) and look for scapegoats to deflect any potential negative attention.

A leader can only be as empathetic as they are aware.

Few people have had the experience of being able to be honest with their boss about why they lose motivation – if they are even aware of why themselves. Often, people suffer silently with these issues. They may recover and it may seem as though it was just a temporary slump, but the reasons for that slump don’t go away. Those reasons can manifest in other ways, influence decisions to act or not act, and keep people in a loop that they never escape in order to grow to the next level consciously, even if they still grow professionally.

It seems for the sake of job security and professional growth, as well as financial growth, whole workforces are willing to accept these conditions as business [politics] as usual.

And you know what…

There’s no sense trying to get buy-in from people who have been duped before.

Corporate America needs a complete overhaul, and it won’t happen overnight.

  1. Integrity has to be restored in a meaningful, authentic way.
  2. Individuals need enhanced self-awareness to know from what emotion and mental state they are making decisions.
  3. We need leaders who are willing to show their imperfections, build trust and rapport, and create the space that allows others to show their imperfections as well, promoting progress over perfection.

Companies who perpetuate the CYA culture are not as stable as they appear; they are covering up cracks all over the infrastructure that they are afraid to reveal. They are not providing anyone with genuine job security.

Have you overheard or even had these conversations?

“Why didn’t they listen to me?! We wouldn’t be in this mess if they had.”

Or…

“The executives are so out of touch with our customers’/front lines’ reality. They keep making decisions in a vacuum, and we all suffer because of it.”

Or…

“Everyone’s so busy covering their a**, I don’t know if or how anything is actually getting done.”

Do you want to know what usually happens next? These employees contact someone like me to help them find and nurture greener pastures… and they find them, though there simply are not enough of them for everyone.

It always bothered me to know that as I help these brilliant corporate climbers escape their situations, they were leaving casualties behind. Some of these companies are supposedly out to do big, important things in this world, and you’d think their standards of leadership would be higher.

While it may seem logical that the mass exodus from corporate America may be halted due to COVID-19, what we’ve seen in the previous national crisis of 9/11 is that people quit their jobs in record numbers because they realize what really matters – health, family, and being able to look at yourself in the mirror for the rest of your life.

Leaders right now are scared about their own job security. They’re also concerned about the productivity of their teams and losing talent.

What can you do about it?

Most people think there’s nothing they can do.

There is a dominant atmosphere of resignation that corporate politics and bureaucracy just goes along with being a corporate drone.

This feeling of resignation is dangerous. Right now, it is more evident than any other time in our human history that resignation enables the powers that stifle progress. Ego, self-preservation, and idle busyness keep us from working toward what CAN be achieved and what few have achieved.

“Let those who love peace be as organized as those who love war.”  – MLK, Jr.

What we need are pioneers willing to learn, apply, and teach a better way to lead – a corporate conscious leadership blueprint, if you will. We’ve got it! Our corporate leadership program has been 3 years in the making.

We need people who are starting to see clearly that correcting the course serves their kids more than complying with it for the sake of job security.

Where are you, my good leaders? Who is willing to work from the inside up and out to create ripples of change in the current corporate paradigm?

For those concerned about your job and your financial security – this is a valid concern.

That’s why there is a safety net built into this program.

You will likely find that your attempts to create ripples of consciousness at your job is met by resistance. In our program, you will be taught how to gracefully disarm this resistance. It will absolutely work magically in many situations, but not all.

You are up against some formidable, powerful systems that will feel threatened by any attempts of change. We will teach you how to implement a support team well before you take on these systems, and you will have a community of people in this program who will have your back!

Still, this is a long-game. If you find that where you are is just not the best place to spread your new conscious leadership wings, we’ll put you on a transition track. At any time, you can switch tracks so that we can professionally brand you and set up an efficient, highly effective career campaign that will put you not only on more stable ground financially in a company that is willing to invest in real solutions vs. Band-Aids, but you will also be blazing a much better trail for our youth to follow and replicate. Maybe, by the time they reach the corporate ladder, they’ll find that the heights of the top rungs are a less precarious place to be with a view worth climbing toward.

Message me at karen@epiccareering.com, or tag someone below in the comments section who has the courage to be a beacon of change and is an example for others to follow.

Miley Cyrus – The Climb (Official Music Video) (HQ)

The Climb is the brand new hit single from Miley Cyrus available on Hannah Montana: The Movie Soundtrack in stores March 24! Hannah Montana: The Movie only i…

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Negotiating Safe Working Conditions

Today, I held a training inside of my Facebook group for conscious leaders about negotiating safe working conditions with employers. After recent news of the economy starting to open back up, now is the time for us to ensure safety in the workplace. 

To effectively move forward, leaders should be focused on protecting people over profits and restoring trust through systems and protocols. You can help make this happen.

Join the Facebook group and access the training to learn:

  • Keys to successful negotiations with employers
  • Data points to ensure your employer considers
  • How to hold employers accountable
  • Immediate action steps for ensuring a safe work environment
  • How to become an even more influential conscious leader

You can access the training replay here. Please note, in order to access the training replay and materials, you’ll need to join my Facebook group if you haven’t already.

​​Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a 13-year-old leadership and career development firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer, Certified Career Transition Consultant, and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award.