Archive for Workplace Issues
Employee Brand Differentiation
Posted by: | CommentsDifferentiating oneself in the workforce today may hold the key for many employees who are keenly interested and highly motivated to survive downsizing. While it may take extra effort, the payoff can be exponentially greater both short and long range; for the employee and the company. With discipline, determination, and drive, employees can make their mark strategically, fashionably and with ingenuity.
Why Differentiate?
Much like a business, brand awareness, credibility, and association of product are important. Human capital in the workforce can benefit by applying her own brand to her professional self.
In an experience educating employees on professional branding, I shared my most closely guarded daily motivational strategy. “My day begins by going to work for Kashlak, Inc.” Chuckles and curious grins gleaned my way and silence fell upon the room of leadership.
Explaining my line of thinking further, the room quickly realized the value of having a professional brand. For the visionaries and innovators, enthusiasm and buzz elevated the room for the remainder of the session.
It was in that three syllable comment, Kashlak, Inc. that my brand was established amongst 85 clients. They “got it”! Innovation, risk, and commodity were just a few of the immediate perceptions.
As human resources professionals take on more than ever, risk mitigation, healthy human capital psyche, and strategic innovation are all consuming.
Asking employees to identify their brand is as simple as developing a brand for a business. What do you want to be known for? What are your best attributes? What is your greatest brag?
The Payoff.
Helping employees understand professional brand differentiation in the workplace will lead to an overall healthy psyche of employees as long as the brands are exercised on a regular basis. The three D’s are crucial during the first 30 days of this exercise and must be reinforced by the department head.
The benefits of differentiating include:
- No cost to the company as the exercise can be set up simply during a standard meeting.
- Increased self esteem, covetable skills, and increased productivity.
- A focus on natural strengths and talents.
- Individualization and self worth.
- Appreciation of strengths in others.
- Elevated internal resource identification by employee for special projects or expert advice.
- Retention of top talent.
- Leveraging talent strengths which are visible and respected in functioning teams.
- Many more!
Do not wait…Differentiate!!
Get Moving!!
Healthcare and Women
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One of the most well-run and informative meetings I went to last year was the HBA conference in San Francisco. The Healthcare Businesswomen Association is a class act.
What impressed me was the juggling act done to show the strong side of women in a mostly male dominated industry, as well as the feminine side that we, as women, need to maintain for our own sanity.
The women who represented the major pharmaceutical and biotech companies were key players, with long resumes down to the newbies just starting out. There was a sense of “we’re all in it together”, a desire to mentor and an equal desire to learn from the “elders’.
At one point, I stood on the side watching the buffet lunch line take shape and loved the musical sounds of people connecting with each other. The male manager of the hotel happened to stop next to me and we had a brief conversation. I was curious, so I asked what was it like to be surrounded by 800 women? His answer was telling. He said there was something different than many past meetings he had witnessed. He was not sure he could name the difference. I urged him to give it a shot.
“Well, for one thing” he began tentatively, “these women seem to really like each other”. He stopped to analyze his statement. I prodded with “How can you tell?” and he continued, almost in a stream of consciousness, “not sure….I always see women as one upping each other…..looking at what they are wearing and talking about that or where they got the dress or shoes….these women…..they seem focused on wanting to make a difference ….I don’t mean to listen in, yet can’t help hearing them…..they are talking about not just healthcare in general…..they are really talking about how to make their work settings better for everyone…. I even stopped in yesterday morning and there was session about how to develop trust at work…. They were in small groups and they were really working the issue, not just giving it lip service….I thought about it last night, women are really making a difference in the workplace and somehow, I just saw the power of what they, you, all can bring to the table from a deeper perspective.”
He stopped, embarrassed and excused himself to check on the wait staff. I saw him later and he waved, still embarrassed by the amount of self disclosure. He made sure not to get too near, for I might ask another open-ended question that would get him going again.
I thought about this male perspective in a women’s conference. There were a few men in attendance, certainly no more than a dozen at most, and I hoped they had a similar experience. We have come a long way and we certainly are on the road for bringing trust into the work setting as well as compassion and a sense of camaraderie. As women, we excel at relationships and mentoring and we can be partners to help our male colleagues pay attention to and benefit from our natural abilities.
Leadership and Parenting
Posted by: | CommentsWhether we have children or not, we all have parents; some we revere, some we revile, and some play a minimal role in our lives. So what does this have to do with business? The original organization we all joined was the family and the remnants of our experiences there are replicated in our present work organization. Whether we like it or not, there are parent figures that were beloved or bedeviled us, who haunt us, as well as siblings, older or younger to contend with.
What does this mean in real-time terms in a day-to-day work setting? Simply that if you are a boss, you need to expect that the projections of your direct reports are unconsciously imbedded in your communications. It does not matter if you want this or not, like gravity, it exists and we have to deal with it.
Take Joanne, for example. She had a tempestuous relationship with her father who would “take the strap” to her when she misbehaved. He was an authoritarian, angry sort who hated his own job, his own life and took it out on the family.
Fast forward and you can hear Joanne warning her co-workers to “be careful lest you upset the boss”. She warns everyone to be on alert because you will “hurt” them eventually. You, being the boss, a kind and gentle sort, have no idea what she is talking about. You are not Meryl Streep in “The Devil Wears Prada”. So, what is going on and more importantly, what do you do about it?
Another example is Dan, a super achiever, who forever wants your attention and special favors. Did you know that he grew up much like Tiger Woods, an only child of multiracial parents except he never played golf? His parents, like Tiger’s, were determined to make him a star. His game was tennis and while good, he was no Andre Agassi and had to find another avenue for success.
So here he is reporting to you and proving to you every single day that he is the most valued high potential you ever met. Except, you are not so sure he is super talented and it is upsetting how he keeps telling everyone how great he is and how the team finds him offensive. So, what are you going to do about it?
These are the underlying emotional issues at work that take the steadiness of a surgeon to alleviate. In “Don’t Bring It to Work” there are 13 major patterns that we all bring into the work place in one form or another. The good news about these patterns is that with some skin in the game, it is possible to transform them to their healthy opposites. Once this happens, and those who report to you can begin to see the overlay of past family behaviors in present time work, they no longer have the deep hold anymore.
It is worth the brief time for you and your direct reports to take the pattern aware quiz at www.sylvialafair.com that could be the entry into meaningful and important conversations about how you and your employees can work more effectively and productively. This little known fact about how family patterns lie at the core of ineffective work relationships and at the tip of all office politics is important to know so you can learn how to navigate the subtle, yet, real realm of emotions in the workplace.
The Plight of the Pleaser
Posted by: | CommentsIn graduate school I was in an experiment to see what happens when emotionally laden words are presented to you. The question was “can just one word make a difference in how you react?” I’ll give you the answer straight up, one that I guess you already intuitively know. The answer is “Yes! Words, even simple words, not linked together in a sentence can cause us to shake and shiver”.
My lab partner had the opportunity to make the list for me and vise-versa. We knew each other just well enough to figure out some of the trigger words that would send the skin meter sky high. I must admi, the word “marriage” won the off-the-charts award in those days.
What was super interesting for me was to observe the pattern that developed from the string of words. We did not even have to push a button. We just sat in a darkened room and heard words told to us over a microphone in a neutral and non invasive manner.
One of the words that was a real eye opener for me was a simple one – one that we all hear everyday, more than once. It was the word “NO”. The list went like this: table…scarf….television….no…..butter….daffodil and so on. Every time a “yes” was said I stayed pretty neutral. “NO” always went to the top of the meter.
For the following nights I became sensitized to this simple two letter word. It even invaded my dreams. I could not figure out why it was causing so much tension in me.
Fast forward to my research on my book, “Don’t Bring It to Work”. As I looked for information about the various behavior patterns that come from childhood and play out at work, my mind traveled back to that early research project. I had identified one of my behavior patterns as a rebel – I did not like to be told what to do and I did not like to take no for an answer. That seemed to make sense, until I came to the part about the pleaser.
I prided myself in NOT being a pleaser; I much preferred the excitement of being classified as a rebel. Yet, as I dug down into my underlying truths I realized that, in fact, I had been programmed as a pleaser from a very young age. It was both a family thing and also a cultural thing.
What I realized is that I was trained to be polite and, ee-gads, proper. As all kids do, I learned by imitating. I watched my mother, my aunts, and the female neighbors. I learned that to be accepted it was proper etiquette to go along with the status quo. “Yes” was acceptable and “No” was censored.
The rebel pattern certainly seems to be in conflict with the pleaser pattern. Rebel, for me, is more lively, more action oriented. And then I got it! I was a rebel so long as it was a philosophical issue, one that could be debated in the classroom. Yet, when it came to making people happy, doing what was asked of me, responding to my family mantra of “always do the right thing”, it became a matter of absolutely, positively, making sure other people were happy, even if I had to stuff my own feelings.
“No” was a word that had entered my nervous system at an early age as a danger word, one to use very carefully. It is interesting that I love to teach in our executive leadership program that “No”, is a complete sentence. Everyone laughs and that sure feels good. I teach that conflict resolution means telling the truth, no matter what.
I teach that the pleaser morphs into the truth teller, and that it is healthy and appropriate to say “No” and stick to it. Yet, I bet if I ever did my word test from graduate school again, the subconscious programming from the past would have “No” still at the top of the chart on the emotionally-charged side.

Some revolutions are bloody, and some are flash-in-the-pan moments.
Just watch “





