Kerry Siggins Podcast

How to Build a People-Centric Company w/ Jocelyne Morin-Nurse

Guest: Jocelyne has been called an "architect of success," possessing an "impressive understanding of business." In a career that took her from public service to entrepreneur to CEO of a software company, Jocelyne has found a passion for impactful leadership, sustainable growth and business agility.
Jocelyne has led teams of 40+ members, managed operations through crises and transformation, redesigned recruiting processes and overhauled business financials, leading to profitability and measured growth. Through her company, Loxentus Inc.,
Jocelyne teaches entrepreneurs and leaders targeted recruiting, impactful leadership and operational optimization leading to growth.
Jocelyne is also the Chair of the Forbes Business Council's Employee Empowerment group and a member of the Women Executives and Public Speaking groups.
Episode in a Tweet: When you deepen your self-knowledge and understanding of others, you'll become a better leader and more able to build people-centric companies.
Background: I had the pleasure of meeting Jocelyne through the Forbes Business Council, and we hit it off as I share her philosophy on building people-centric organizations. During the interview, Jocelyne tells the story of how she became a CEO, which wasn't until she left a stable, well-paying public service position – and sold her home and almost all of her possessions – to go cruising on our sailboat with her husband even though she had been "warned" this would ruin her career. She created income by freelance writing, and then one day, she joined a software company as an executive assistant and, a few years later, was running the company. Sound familiar? Her passion for leadership and hard work paid off.
Jocelyne believes that the more we lead and work at deepening our knowledge of ourselves and understanding of others, the more effective we become as leaders. During this episode, Jocelyne and I discuss why it's important to develop self-awareness and share stories about how we've tripped ourselves up over the years. Jocelyn also gives her tips on how to recruit and keep talent by meeting each persona where they are at.
I know you'll enjoy this fun and engaging interview. Be sure to check out Jocelyne here:
https://www.loxentus.com/
https://www.linkedin.com/in/jocelynemorinnurse/
https://www.instagram.com/jocelynemorinnurse/

Four Ways to Be a High Impact Leader

If you're listening to this podcast, I must assume that you are interested in leadership development and becoming a high-impact leader. But the path to high impact can be confusing, and no journey is the same. And with all the advice and leadership books out there, it can be overwhelming. This week's episode of Reflect Forward: Advice From a CEO highlights the top four areas you should focus on to be a high-impact leader.
Develop Other Leaders
The most important thing a leader can do is develop other leaders. You must be good at building a team, giving feedback, and helping people do their best work. Great companies and great teams are filled with great people, and no leader is successful on their own.
Embody Company Values
To be a high-impact leader, you must embody your company's values and principles, even if they don't serve your self-interest at the moment. Your people are watching you, and if you don't walk the walk, all the company values are is a list of words on a wall poster.
Know When to Lead vs. Do
As you develop as a leader, you must learn to let go of doing and instead lead. Letting go isn't always easy, especially when you base your value on the work you produce. But high impact leaders know that they must delegate effectively by setting clear expectations, giving smart goals, following up appropriately, and then getting out of the way.
Understand Emotional Impact
High impact leaders understand the emotional impact they have on their employees and company. Leaders should be emotionally impactful but in a positive way. Every word you say, every facial expression you make, has an emotional impact on somebody and with this comes great responsibility. Develop self-awareness and understand that you set the tone.
Question of the Week
This week's question came from a podcast guest who asked me, "how are you so good at so many things?"
I giggled at this question because I think I am terrible at many things. But I am committed to excellence, and that's why I work hard to develop my skills and talents. My best advice is this: if you want to be good at something, practice. Work at it. Practice makes progress, and when you make progress, you improve. It takes consistency, discipline and feedback to get good at something, and that's why you've got to work at it. So pick a skill in which you want to excel and practice it. You will get better over time.

Boost Your Peace, Potential, and Paycheck w/ Kelli Thompson

Guest: Kelli Thompson is a women’s leadership coach and speaker who helps women advance to the rooms where decisions are made. She has coached and trained hundreds of women to trust themselves, lead with more confidence, and create a career they love. She is the founder of the Clarity & Confidence Women's Leadership Program, and a Stevie Award winner for Women in Business—Coach of the Year. She is the author of “Closing The Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck,” releasing the fall of 2022.
Episode in a Tweet: We all have self-doubt and sometimes even imposter syndrome. But we all deserve a seat at the table. That’s why it’s important to push through these feelings and claim your power.
Background: Kelli Thompson is on a mission to help women advance to, and make an impact in, the rooms where decisions are made. During our fun and enlightening conversation, Kelli shares that oftentimes, we label self-doubt as imposter syndrome and how that label can feel overwhelming. We all have self-doubt, and it can be used to propel you forward. Kelli believes that it’s important to have organizational conversations about the systemic issues are at play that perpetuate imposter feelings and address them, even if they aren’t easy conversations.
Kelli and I share stories about being told we are too aggressive (me) or too direct (Kelli) and how we moved through these labels to create success. We talk about how to turn your flaws into superpowers and why it’s so important to use your unique talents every single day. Kelli says, “Not only will you benefit in terms of your own personal happiness and energy, but others will, too, because they are counting on your unique calling.”
I know you’ll love this interview with Kelli. I can’t wait to have her back on the show, once her book has launched.
How to find Kelli:
Website: www.kelliraethompson.com
Book: www.closingtheconfidencegap.com/book
Social media:
Instagram: @kelliraethompson
LinkedIn: https://www.linkedin.com/in/kelliraethompson/

Seven Tips for Effective Internal Communication

When we think of corporate communication, we consider how we talk to our customers or handle PR. But what matters most, especially if you are building a people-centric organization, is internal communication. How you communicate to your employees and teams will make or break you as a leader.
In this week's episode of Reflect Forward: Advice From a CEO, I give seven tips you can use today to create effective internal communication.
1. Vision and Values: everyone needs to understand where you are going as a team or company. Communicating vision and values increases the chance your employees all pull in the same direction and understand what's important to the company.
2. Set Expectations: If people don't know what's expected of them, they probably are going to fall short.
3. Listen: most people think that internal communication is just about sharing information, but equally important is listening. Communication is a two-way street, and you need to pause and hear what your employees are telling you.
4. Meet Regularly: Most people want to interact with management, so I recommend more personal communication. Take the time to talk with every person on your team at least once per week. Another option is to hold monthly company meetings where you share information, showcase progress on company initiatives, and celebrate wins.
5. Streamline communication channels: there are so many ways to communicate within a company that it can be confusing to know when to use what channel. Clarify how you want your employees to use the various communication methods within your company.
6. Own and Celebrate Mistakes: communication is stifled when people are afraid of failing or making mistakes. Talk about mistakes and failures openly, even celebrating them. No organization or person is perfect so make it safe to fail.
7. Ask More Questions: the best way to learn what's going on with your employees and teams is to ask questions. Be curious and encourage people to talk to you by asking open-ended questions.
Question of the Week
This question ties into this week's topic of creating better internal communication. A fellow YPO'er asked about my town halls. He asked, "how do you structure your town halls to make them feel safe and effective?" I share my tips on how to hold small town halls where employees feel heard and can ask you anything.

Why Being a CEO is Not About You w/ Dermot O’Shea

Guest: Dermot O'Shea is an entrepreneur that has jointly founded and run Taoglas for over 18 years and grown it to more than 425 workers with ten global locations and over $100M revenue in sales per year.
Dermot is a recognized thought leader in the IoT industry and is also accredited with creating "The best IoT party" and networking event every year at MWC Americas. When not selling Taoglas, Dermot enjoys outdoor activities and spending time with his wife and three sons. Dermot also serves on the board of Alpha Antennas and the Board of Trustees of La Jolla Country Day School.
Dermot and his wife Ciara set up unityforukraine.net, a nonprofit to help protect Ukraine civilians in the war. So far, Unityforukraine.net have sent over $100,000 worth of essential equipment to help their friends and colleagues - civilians - in Ukraine.
Episode in a Tweet: Being a CEO is not about you; sometimes, it's about taking the backseat and letting others lead.
Quick Background: Dermot O'Shea learned the hard way that leading isn't about being the most intelligent person in the room or always being in the spotlight. After years of dealing with the stress a hard-charging leader brings, Dermot realized that he would be happier and a better leader when he let other people shine. So, he stepped back and made room for others.
In this very candid interview, Dermot and I talk about how imposter syndrome forces you to overcompensate and how to get over insecurities as a CEO. He also talks about his journey as an entrepreneur and how betting on himself paid off even though it seems risky. Dermot shares his passion for the Internet of Things (IoT) space and how he and his partner built a $100M company.
I'm confident you'll love this vulnerable and honest conversation with Dermot O'Shea.
How to Find Dermot:
https://www.linkedin.com/in/dermotoshea/
https://www.taoglas.com/

Four Reasons Why People Are Quitting Their Jobs

News stories of people quitting their jobs are everywhere, reporting that people are leaving for better opportunities or working for themselves. In fact, 44 percent of employees are looking for new jobs, according to Willis Towers Watson's 2022 Global Benefits Attitudes Survey.
On the flip side, the news reports stories of unfilled positions and the impact of the labor shortage as companies scramble to find employees. But workers across the globe are putting their collective foot down, telling leaders loud and clear that they want better working conditions, pay and work-life balance. And with 11 million unfilled jobs in the United States alone, it's evident that companies aren't creating careers that people want.
So what's going on? Why are people leaving jobs? Why are they putting their collective foot down? We talk about why people re quitting in this week's episode of Reflect Forward: Advice From a CEO.
The situation is complex, and it's difficult to pinpoint a single issue, but I've narrowed 'The Great Resignation' down to these reasons.
Family Comes First
During the pandemic, many people began to reevaluate their work and life, especially when it came to spending time with family. Many people are saying, "I am putting my family first, and the health of my relationships is more important than grinding it out every day." People left if their jobs didn't fit with their newfound family-first purpose.
Looking for Purpose in Work
Finding purpose in our work is essential to thriving in life and the workplace. People want to know that their work matters in the bigger picture and aligns with their talents and skills. One gentleman I spoke to said, "If I am working 8-10 hours a day, I want to feel good about what I accomplished at the end of the day. But not just for the benefit of my company. I want to feel purposeful in my life – like I am doing something I am meant to be doing."
Bad Jobs Are Bad Jobs
There's no getting around it; some jobs suck. Low pay, long hours, unsafe work conditions, rude customers – all these things have always made people want to quit.
Entrepreneurial Aspirations
Many who are leaving jobs are going to work for themselves. The WFH movement showed people could do much of their work from anywhere and inspired people to go out independently.
What are businesses to do?
Notice that most of these reasons have nothing to do with pay. While compensation is important, pay is not the primary reason people leave. Employees want healthy workplaces that offer flexibility and autonomy – they want to choose where and when they work. They want to work for companies that value and respect them. People want to work in businesses where customers aren't abusive and rude. Business leaders must start addressing the root causes of these issues and commit to authentically recreating their culture and relationships with their employees. Those who don't will be left behind.
Question of the Week
This week's question comes from someone on Facebook who asked, "My cpmany is undergoing changes, and I have resistant people on my team. What should I do?
I share my tips on bringing people along, how to bite off change in small chunks, and what to do when you just have to rip the Band-Aid off.

High Impact Leaders Creating High Impact Boards w/ Bob Arciniaga

Guest: Bob Arciniaga is the Founder and Chief Board Architect of Advisory Board Architects, LLC. Founded in 2005, ABA builds, maintains, and manages “High Impact” advisory boards and boards of directors. ABA provides a proprietary methodology and process so organizations can maximize the
impact of their boards. ABA works with private and publicly traded companies from $20mm in revenues to $22bil in fourteen different countries.
Bob also founded Boardology in 2019. Boardology provides a proprietary technology platform that allows organizations to quantitatively analyze and benchmark the level of impact, effectiveness, and engagement of their boards. Boardology’s technology provides organizations with the science and data of their High Impact Boards.
Bob is a recognized thought leader in maximizing Board Engagement and Impact. He has conducted High Impact Board Training for 100s of Board Leaders around the globe. He has been a featured speaker at many global conferences, including events for Young Presidents Organization (YPO), Women in the Boardroom, Singapore and Hong Kong Institutes of Directors, Hanoi and Ho Chi Minh Stock Exchanges, and numerous organization boards. Bob has been interviewed and highlighted in numerous publications including the NY Times and ABA was highlighted in the successful business book about innovative companies written by Salim Ismael (2014) called Exponential Organizations.
Episode in a Tweet: Great board leaders not only have great ideas, but they also help CEOs learn, grow and become better executives.
Quick Background: I met Bob Arciniaga through the YPO Colorado chapter several years ago and have always appreciated his perspective on executive leadership and how CEOS should develop its board of directors. During this episode, Bob and I discuss why CEOs should look at their boards as a strategic advantage and build a board with the right expertise to accelerate growth.
Bob also shares how his new company Boardology helps CEOs create high-impact boards by measuring engagement and alignment. Bob tells us about the three ways CEOs and boards miss the mark when building out their board and explains why all boards should have a thorough evaluation process to measure impact.
I hope you enjoy this fun and enlightening conversation with Bob; I am sure you’ll walk away with insights on how boards are run.
How to find Bob Arciniaga
www.advisoryboardarchitects.com
www.boardology.com
https://www.linkedin.com/in/bob-arciniaga-8842811/

Digital Employee Experience: What it is and Why it Matters

What exactly is a digital employee experience? It's how your employees engage with or use online software and apps. Examples of digital employee experiences include:
• HR systems that include self-service access to policies, compensation, PTO, performance management information, etc.
• Communication and collaboration such as email, instant messaging, video conferencing, and easy to use phone systems
• Productivity and Workflow such as project management, document storage, and collaboration tools
• Education and training such for professional and personal development
The best teams and companies will have high levels of engagement and use the tools to be more productive. It's 2022, and I get that most companies now use software like Asana for project management and Zoom for communication. Still, the issue is integration and where creating a digital employee experience comes into play. No one wants to use 15 programs to get their jobs done.
I'll give you an example of what we did at StoneAge. There was a lot of confusion on what collaboration platform to use for different types of communication. We use Teams, OneDrive and Asana, and several employees didn't know when to use each. We created a simple flow chart that people refer to, and we've experienced a high adoption of the tools since clearing up the confusion.
People use seamless technology in their personal lives –think how Apple has made everything interconnected. Think about how easy it is to pay with your phone. Your employees expect the same seamless interaction at work, too. If it's too hard for your employees to access information or use the tech tools you provide, they will get frustrated, negatively impacting their overall work experience. But when technology is well-integrated with a company's culture, there is a five times higher likelihood of employee engagement and a 47% lower chance of attrition, according to O.C. Tanner's 2021 Global Culture Report. The role of technology can't be overstated when it comes to creating a connected workforce, especially with employees more dispersed than ever before.
Applications must be personalized, integrated and easy to use. And the good news is that most employees feel good about the future of technology in the workplace. Based on the O.C. Tanner study, 77% of employees believe advanced technology will improve their work experience. They know that it will establish a greater connection with the organization and one another.
How do you go about creating a seamless digital customer experience? According to an article published by the Academy to Innovate HR, they suggest the following steps.
1. Start with the endgame in mind
2. Define what you want to achieve
3. Communicate your vision
4. Assemble a cross-functional team
5. Research and choose the technology
6. Don't expect to transform everything at once
7. Provide sufficient training
8. Measure digital employee experience
9. Work on improvements
I agree with these steps, and it's exactly the process we use at StoneAge. While it takes time and is a lot of work, we are making progress. We are utilizing tools more efficiently and getting ready to roll out a digital customer experience platform that will make it even easier for our employees to interact with our customers. The hardest thing to wrap your head around, at least in my opinion, is how much work it takes to roll out a successful digital platform. It always requires more resources than you expect, and if you don't properly resource the project, and let's face it, what the company does will take longer and probably cost more. My advice is to set your expectations appropriately. There will be delays and added scope.
Question of the Week
This week's question comes from an old friend who reached out to me on Facebook and said, "Kerry, I am in a rut at work. What can I do to get out of it?"
Listen to find out what I told her!

How To Learn From Leadership Detours w/ Jimmy Peck

Guest: In 2003, Jimmy Peck joined MPW Industrial Services in the role of Management Trainee, learning the business of industrial cleaning through hands-on, in-the-field experience for two years. Jimmy has held many different positions from Branch Manager, District Manager, General Counsel, and President of Environmental Services. In 2006, Jimmy originated MPW's legal department before being promoted in 2008 to his current role — General Manager for the Industrial Cleaning Group.
Before joining MPW, Jimmy worked for the Ohio Attorney General's office in the Charitable Law Section. Jimmy graduated from Ohio University with a Bachelor's degree in Business and from the Michael E. Moritz College of Law at The Ohio State University with a J.D. Jimmy received his license to practice law in 2004.
Jimmy is an active member of numerous legal and industrial groups, including the WJTA-IMCA Board of Directors, Association of Corporate Counsel (ACC) and the Columbus Bar Association (CBA).
Jimmy enjoys spending time with his family—his wife, Molly, and six children- in his free time—and he strongly supports local youth initiatives. He is a fan of the Ohio State Buckeyes.
Episode in a Tweet: All leaders need a good mentor or support system — someone who tells you, "You shouldn't have done that; it wasn't good."
Background: I've known Jimmy for almost a decade now as we are in the industrial cleaning industry. I am always impressed by Jimmy's humility and willingness to make the room laugh. His story of climbing the ladder at MWP Services is remarkable and one that many leaders can appreciate. I sit on the Waterjet Technology Association (WJTA) board with Jimmy and have the pleasure of working with him on industry initiatives. I know his honesty, humility and down-to-earth style will inspire you.
During our conversation, Jimmy and I talk about what it's like to work in a high-stress industry. Jimmy shares his philosophy on owning mistakes and leading by example. He shares some tough feedback he received from a mentor and how it changed his leadership style. Finally, Jimmy shares heartfelt advice about why you can't look in the rear-view mirror and move forward effectively and safely.
I know you'll love this fun and frank interview with Jimmy Peck.
How to find Jimmy Peck
www.mpwservices.com
https://www.linkedin.com/in/jimmy-peck-0166b8158/

Why You Need Team Operating Principles

What makes a robust and effective team? How do you rally everyone around the same vision and goals? How do you ensure that everyone exhibits the company's values and meets expectations around how to communicate and behave on the team? To answer these questions and more, you need to draft "Team Operating Principles."
Developing team operating principles is the topic of this week's episode on Reflect Forward: Advice From a CEO.
I was inspired to draft them after I read the CEO Test: Master the Challenges That Make or Break Leaders by Adam Bryant and Kevin Sharer. The CEO Test is part manual, part experiencing sharing. The authors line out seven tests that examine what makes CEOs excel and what traps they can fall into that cause failure. The tests involve developing a simple strategic plan, creating culture, building teams, leading transformation, developing listening skills, handling a crisis, and managing the conflicting demands placed on and within leaders.
My favorite section of the book was Test #3: Can You Build True Teams. I spend a lot of time developing my executive team, and Kevin's story of creating leadership operating principles at his company, Amgen, was inspiring. And I read it right when a key employee left the senior management team, and I was focused on hiring the right person for our company culture. So, I worked with my team to create our operating principles, and it was incredibly eye-opening and motivating. Having this clarity is helpful for current team cohesiveness, but just as importantly, it clearly defines expectations for future executive team members.
During the episode, I discuss how we created our operating principles and the benefit we've received from having a clearly defined team vision, purpose, mission and articulated behaviors outlining how we work together as a team.
Question of the Week
Someone on LinkedIn asked this week's question after reading something I posted about meeting my publisher. She asked, "Why did you decide to go with a hybrid publisher? And what does that mean?"
During the episode, I share the difference between self, hybrid and traditional publishing and explain why I chose to go with a hybrid publisher for my upcoming book.
Thanks for listening, and please like, share, rate, write a review and/or subscribe to my podcast. It always helps with the algorithms.