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Welcome to the bringing the 24 00:01:05,400 --> 00:01:07,500 human Back To Human Resources podcast. 25 00:01:07,800 --> 00:01:10,000 I'm Tracy turn off. And I've spent my entire 26 00:01:10,000 --> 00:01:13,500 professional career in a jar, each week, we'll explore the 27 00:01:13,500 --> 00:01:16,800 delicate balance between people and business with the aim to 28 00:01:16,800 --> 00:01:19,300 reconnect the two and create meaningful outcomes. 29 00:01:19,700 --> 00:01:22,800 Listen in, as I share my own experiences challenge, the 30 00:01:22,800 --> 00:01:26,300 status quo and chat with guests from various Industries about 31 00:01:26,300 --> 00:01:29,400 our mission, to bring the human Back To Human Resources. 32 00:01:29,900 --> 00:01:31,700 Hi everyone, welcome back to the podcast. 33 00:01:31,700 --> 00:01:34,000 Thank you so much for being here for another week. 34 00:01:34,000 --> 00:01:36,800 Don't forget to rate review, subscribe wherever you're 35 00:01:36,800 --> 00:01:39,500 listening to the podcast or if you're watching me on YouTube or 36 00:01:39,500 --> 00:01:42,100 Spotify, I'm looking right at you. 37 00:01:42,100 --> 00:01:44,800 Right through the camera which is really hard to train myself 38 00:01:44,800 --> 00:01:50,500 to do, but I'm working on it. Well anyway, this is probably 39 00:01:50,500 --> 00:01:55,900 one of the first solo episodes that I'm recording after having 40 00:01:55,900 --> 00:01:59,700 a ton of guest episodes. Normally, I kind of like, do 41 00:01:59,700 --> 00:02:02,400 this Lows and then I have to guess but I figured you know 42 00:02:02,408 --> 00:02:04,400 what? Let me let me get some guests 43 00:02:04,400 --> 00:02:07,600 episodes in for the year and then let's chat. 44 00:02:07,800 --> 00:02:14,100 So we've heard a lot from guests this month about how we can 45 00:02:14,100 --> 00:02:18,800 focus on humans, right? How we can think about what 46 00:02:18,800 --> 00:02:23,300 we're doing to provide resources for them, how we're you know, 47 00:02:23,500 --> 00:02:27,800 supporting them in business and an industry and of course, as HR 48 00:02:27,800 --> 00:02:31,500 people or if you're Going to break into HR, that's always 49 00:02:31,500 --> 00:02:35,000 going to be like front and center or so it should be right. 50 00:02:35,600 --> 00:02:40,100 But I wanted to take the opportunity to talk about when 51 00:02:40,100 --> 00:02:45,600 HR gets involved because I think that sometimes we have these 52 00:02:45,600 --> 00:02:48,600 conversations which are obviously really important we 53 00:02:48,600 --> 00:02:52,700 have to talk about what business needs and how we support people. 54 00:02:53,000 --> 00:02:58,600 But we don't always then loop back around as to the timing and 55 00:02:58,600 --> 00:03:02,300 when a char Kind of steps in and gets involved. 56 00:03:02,300 --> 00:03:05,200 So, I kind of wanted to use this episode to talk through that. 57 00:03:05,200 --> 00:03:10,100 Now, what I will preface with is that in every episode toward the 58 00:03:10,100 --> 00:03:14,900 end of every guest episode, I should say, I'm always asking in 59 00:03:14,900 --> 00:03:19,400 some way, shape or form. How can HR apply this, or 60 00:03:19,600 --> 00:03:22,500 sometimes? It's not even, it's not even. 61 00:03:22,700 --> 00:03:24,600 At the end of the episode, sometimes, it's in the middle of 62 00:03:24,600 --> 00:03:28,000 the episode where I say, hey, like, how are we, how can we 63 00:03:28,000 --> 00:03:32,000 advise HR people too? To jump into this type of 64 00:03:32,000 --> 00:03:36,400 situation, right? But this episode specifically is 65 00:03:36,400 --> 00:03:41,100 about how and when we like have that trigger, that light bulb 66 00:03:41,100 --> 00:03:44,400 moment in our minds to say, oh now is the time to get involved. 67 00:03:44,700 --> 00:03:48,400 So, let's first talk about one scenario, which is the most 68 00:03:48,400 --> 00:03:51,300 common for us to get involved in, which is, like 69 00:03:51,300 --> 00:03:54,200 interpersonal, conflict conflict, between two, 70 00:03:54,200 --> 00:03:58,500 individuals may be more or, as we would call it in the industry 71 00:03:58,500 --> 00:04:01,700 employee relations. If you haven't heard the term 72 00:04:01,700 --> 00:04:04,400 employee relations before, I've talked about it, a number of 73 00:04:04,400 --> 00:04:07,100 times on my podcast. But basically, employee 74 00:04:07,100 --> 00:04:10,800 relations is just that all of the the details and things that 75 00:04:10,800 --> 00:04:16,100 employees are experiencing, but with the specific and fine-tuned 76 00:04:16,100 --> 00:04:20,600 focus and detail on interpersonal issues, that's 77 00:04:20,600 --> 00:04:24,400 usually what employee relations is kind of involved with 78 00:04:24,400 --> 00:04:28,700 everything from you know just like an argument between two 79 00:04:28,700 --> 00:04:31,800 people too. Harassment between people. 80 00:04:33,200 --> 00:04:35,900 So that's when I reference employee relations. 81 00:04:35,900 --> 00:04:39,200 That's what I'm referring to. If you're not an HR and you've 82 00:04:39,200 --> 00:04:42,300 not heard this term now, you know, if you are not in HR and 83 00:04:42,300 --> 00:04:44,800 you have heard this term but you've always wondered now, you 84 00:04:44,800 --> 00:04:48,000 know. So let's take, for example, like 85 00:04:48,000 --> 00:04:52,100 I said, a pretty common one, which is interpersonal conflict 86 00:04:52,500 --> 00:04:57,000 when you have two people in an issue or in a situation where 87 00:04:57,000 --> 00:05:02,400 there is some sort of issue the ideal Be for those individuals 88 00:05:02,400 --> 00:05:08,600 to work out their issues together between between one 89 00:05:08,600 --> 00:05:11,100 another. Let's assume that it's just two 90 00:05:11,100 --> 00:05:15,900 people in this in this scenario. And the reason why I say that is 91 00:05:15,900 --> 00:05:21,000 because when one person has an issue with another person and 92 00:05:21,100 --> 00:05:26,200 is, or there's a situation where a person feels that the other 93 00:05:26,200 --> 00:05:31,400 person has an issue with them, there's a need to Clearly Bridge 94 00:05:31,400 --> 00:05:35,100 communication gaps and potentially build some trust. 95 00:05:35,500 --> 00:05:40,700 But on top of that when we as HR professionals, don't just jump 96 00:05:40,700 --> 00:05:44,600 in and get involved and instead we empower the person who is 97 00:05:44,600 --> 00:05:49,500 feeling some kind of way about these communication gaps or 98 00:05:49,500 --> 00:05:52,900 about these situations that are kind of taking place. 99 00:05:53,500 --> 00:05:57,800 We are empowering them to feel more confident in their own 100 00:05:57,800 --> 00:06:02,500 voice to use their voice. We're empowering them to solve 101 00:06:02,500 --> 00:06:04,500 their own problems and challenges. 102 00:06:05,200 --> 00:06:10,200 I know that there is sometimes a misconception that someone comes 103 00:06:10,200 --> 00:06:13,000 to HR with their problem and HR sends them to go and deal with 104 00:06:13,000 --> 00:06:15,800 it. And that HR doesn't help right. 105 00:06:15,800 --> 00:06:18,900 This is a misconception. This is a stigma instead, 106 00:06:18,900 --> 00:06:22,200 actually, if HR if an HR person is saying, hey, here are the 107 00:06:22,200 --> 00:06:26,000 tools to go and solve this problem and they're sending that 108 00:06:26,000 --> 00:06:30,600 person back out into the world to go and handle their Challenge 109 00:06:30,600 --> 00:06:35,600 that actually is helping them and it's our responsibility in 110 00:06:35,600 --> 00:06:39,600 these moments when someone potentially comes to us with an 111 00:06:39,600 --> 00:06:44,800 issue that we think about, okay, what is my absolute need to get 112 00:06:44,800 --> 00:06:48,700 involved? Like is it obligatory for me to 113 00:06:48,700 --> 00:06:53,400 get involved or is this an opportunity for me to empower? 114 00:06:53,500 --> 00:06:58,200 This person who's come to me to handle things amongst 115 00:06:58,200 --> 00:07:00,300 themselves? Most of the Time. 116 00:07:00,300 --> 00:07:02,800 It's going to be the ladder where the person can handle it 117 00:07:03,200 --> 00:07:07,800 between, you know, themselves and the other person in the 118 00:07:07,800 --> 00:07:11,100 instance where they can't, this is where obviously we would have 119 00:07:11,100 --> 00:07:14,000 to jump in. But before I get to that when 120 00:07:14,000 --> 00:07:18,600 you have conversations with someone that lead to you one or 121 00:07:18,600 --> 00:07:22,500 lead you to wanting to empower them and solve this problem for 122 00:07:22,500 --> 00:07:26,600 themselves, it is really important that you are clear 123 00:07:26,600 --> 00:07:31,300 about that and clear about why you are not Jumping in because I 124 00:07:31,300 --> 00:07:34,700 think part of the reason why there is a misconception and a 125 00:07:34,700 --> 00:07:38,000 stigma around people go to HR in h.r., just sends them to go and 126 00:07:38,000 --> 00:07:42,200 deal with it anyway, is because we are not necessarily taking 127 00:07:42,200 --> 00:07:45,300 that extra effort to explain the decision making. 128 00:07:45,700 --> 00:07:50,200 So I'm going to role play with myself, for example, if someone 129 00:07:50,200 --> 00:07:55,400 comes to me and says, hey Tracy, I have this issue with my 130 00:07:55,400 --> 00:07:58,800 manager or my Pierre and I don't really know what to do about it. 131 00:07:58,800 --> 00:08:02,300 Can you help me? And maybe the situation is that 132 00:08:02,300 --> 00:08:06,700 this person feels like their manager takes away, 133 00:08:06,700 --> 00:08:09,900 responsibilities from them, and makes them feel undervalued. 134 00:08:09,900 --> 00:08:12,700 Let's just say, and it could be a totally different scenario, 135 00:08:12,700 --> 00:08:16,300 but this is, you know, the for that person, this is their 136 00:08:16,300 --> 00:08:21,000 reality. So for me, my best decision to 137 00:08:21,000 --> 00:08:24,400 make here or the best outcome that I can have from a decision 138 00:08:24,400 --> 00:08:27,900 that I make here is for that employee who has come to me to 139 00:08:27,900 --> 00:08:31,800 feel empowered and confident. Aunt because already they're 140 00:08:31,800 --> 00:08:34,700 not. So to send them back out, 141 00:08:34,700 --> 00:08:38,200 feeling empowered, feeling more confident, feeling more 142 00:08:38,200 --> 00:08:41,500 established in their voice is not only going to help them to 143 00:08:41,500 --> 00:08:44,600 continue to build confidence, but it's actually going to help 144 00:08:44,600 --> 00:08:47,200 improve their relationships. Not only with themselves, but 145 00:08:47,200 --> 00:08:50,400 with the people around them. So because everyone wants to 146 00:08:50,400 --> 00:08:54,100 feel empowered and confident. So the more good we can do in 147 00:08:54,100 --> 00:08:56,700 building up people, the better it's going to be. 148 00:08:57,100 --> 00:09:00,900 So for me, what I would say to this person in this Situation in 149 00:09:00,900 --> 00:09:05,800 this example is, hey I'm so glad that you have come to me and 150 00:09:05,800 --> 00:09:09,400 that you're, you know, you're choosing to talk through this 151 00:09:09,400 --> 00:09:12,000 because it's really important that we have a good 152 00:09:12,000 --> 00:09:14,200 relationship. I want to make sure that I'm 153 00:09:14,200 --> 00:09:17,000 here to support you and that goes for everyone. 154 00:09:17,700 --> 00:09:21,900 Here's my best recommendation. Here's my best advice and this 155 00:09:21,900 --> 00:09:24,500 is where you can kind of start to paint the picture. 156 00:09:25,300 --> 00:09:30,000 I would not be doing you any good if I just stepped in, and 157 00:09:30,100 --> 00:09:34,000 Solve this problem for you because it's likely that you are 158 00:09:34,000 --> 00:09:36,200 going to continue throughout your career. 159 00:09:37,000 --> 00:09:41,400 You're going to continue to have these moments where you're going 160 00:09:41,400 --> 00:09:46,100 to feel some kind of way about the way in which someone has 161 00:09:46,100 --> 00:09:49,600 interacted with you. And I want to make sure that you 162 00:09:49,600 --> 00:09:53,100 feel empowered and that, you know, that you're empowered to 163 00:09:53,100 --> 00:09:57,600 address these concerns whether you bring them to me or not but 164 00:09:57,600 --> 00:10:00,700 to address them on your own. So I I want to give you the 165 00:10:00,700 --> 00:10:03,000 tools to be able to do that. And I want you to know that you 166 00:10:03,000 --> 00:10:08,600 are empowered to confidently and appropriately and professionally 167 00:10:08,600 --> 00:10:12,200 handle this issue. So now you've set the stage with 168 00:10:12,200 --> 00:10:15,400 that, right? With that verbage, now you can 169 00:10:15,400 --> 00:10:20,500 kind of go into some advice for how to deal with this and the 170 00:10:20,500 --> 00:10:25,300 advice I usually give is make sure that you walk through it, 171 00:10:25,300 --> 00:10:28,300 if you whether you want to role play it with me or with someone 172 00:10:28,300 --> 00:10:31,100 else, I would make sure that if Roleplay with someone else that 173 00:10:31,100 --> 00:10:35,400 it is not someone in the organization, or that would be 174 00:10:35,400 --> 00:10:39,200 negatively impacted by your feelings, around the situation. 175 00:10:39,200 --> 00:10:43,100 Because we want to, we want to make sure that we are not, you 176 00:10:43,100 --> 00:10:45,700 know, coloring outside of the lines with things that can be 177 00:10:45,700 --> 00:10:49,100 sensitive about someone else's leadership or someone else's 178 00:10:49,100 --> 00:10:53,300 involvement in this situation. So, you know, naturally, I would 179 00:10:53,300 --> 00:10:58,000 invite this person to role play and practice me and I also 180 00:10:58,000 --> 00:11:04,100 always Sighs that they work to actively remove emotion from 181 00:11:04,100 --> 00:11:07,900 their feedback because really, this is a, this is a feedback, 182 00:11:07,900 --> 00:11:11,800 practicing moment. And I kind of take the 183 00:11:11,800 --> 00:11:13,700 opportunity to boil it down to that. 184 00:11:13,700 --> 00:11:18,000 Also that, you know, this employee is in a moment of 185 00:11:18,000 --> 00:11:21,100 needing to provide feedback to the person that they are not 186 00:11:21,100 --> 00:11:26,400 happy with at present and that the only way to really give 187 00:11:26,400 --> 00:11:31,000 constructive feedback that has you know, an Um that they're 188 00:11:31,000 --> 00:11:36,600 looking for is to really focus on providing facts and not being 189 00:11:36,600 --> 00:11:41,200 emotionally or reactively driven in sharing this information. 190 00:11:41,400 --> 00:11:43,900 Now the third thing and certainly not the last thing 191 00:11:43,900 --> 00:11:48,700 that I always focus on to is that when giving the feedback or 192 00:11:48,700 --> 00:11:51,400 what going into I should say, when going into this type of 193 00:11:51,400 --> 00:11:55,500 conversation, the person should always have a clear goal in 194 00:11:55,500 --> 00:11:58,000 mind. So in this scenario, if I were 195 00:11:58,000 --> 00:12:01,700 to actually actively say this, This person, I would say hey, 196 00:12:02,000 --> 00:12:05,800 when you, you know, are ready to practice this, make sure that 197 00:12:05,800 --> 00:12:09,300 you're like, writing down three bullet points of what you need 198 00:12:09,300 --> 00:12:11,400 to cover. What are the things that, you 199 00:12:11,400 --> 00:12:14,200 know, you want to address? How did it make you feel? 200 00:12:14,500 --> 00:12:16,900 And what do you need from that person? 201 00:12:17,500 --> 00:12:20,300 That at the, very top of that page, you should have the goal. 202 00:12:20,400 --> 00:12:22,500 If the goal is to have an apology, right? 203 00:12:22,500 --> 00:12:26,900 That if your goal is to improve the working environment for 204 00:12:26,900 --> 00:12:30,100 yourself, or the relationship between the two of you, Have 205 00:12:30,100 --> 00:12:33,400 that as the goal, whatever you do, every single part of that 206 00:12:33,400 --> 00:12:37,000 conversation has to be bookended by the goal. 207 00:12:37,000 --> 00:12:41,000 So, this is an example of where we're getting involved by 208 00:12:41,000 --> 00:12:44,900 equipping someone with really, hopefully, really strong tools 209 00:12:44,900 --> 00:12:49,200 and resources, but actually, the best way that we're helping them 210 00:12:49,200 --> 00:12:52,400 in this way other than those tools and resources is Again, by 211 00:12:52,400 --> 00:12:55,100 empowering them and building their confidence. 212 00:12:55,100 --> 00:12:59,900 I think that is hands down one of the most important roles that 213 00:13:00,100 --> 00:13:05,600 play as HR leaders is knowing when not to step in and knowing, 214 00:13:05,600 --> 00:13:10,600 when to take the longer route, the harder route and going 215 00:13:10,600 --> 00:13:15,500 through all of those practice scenarios walking through or 216 00:13:15,500 --> 00:13:19,100 role-playing the situation, giving them tools, equipping, 217 00:13:19,100 --> 00:13:23,300 the person with, you know, things measures for Success so 218 00:13:23,300 --> 00:13:26,600 that they can continue to have successful conversations but 219 00:13:26,600 --> 00:13:30,500 also so they go into their career with A better 220 00:13:30,500 --> 00:13:34,000 understanding of what can help them to be more successful 221 00:13:34,800 --> 00:13:37,800 because every single person is going to have an interpersonal 222 00:13:37,800 --> 00:13:41,000 conflict. So the more people we can equip 223 00:13:41,000 --> 00:13:44,900 with this knowledge and that we can empower the the stronger 224 00:13:44,900 --> 00:13:46,900 organizations will be in my opinion. 225 00:13:47,300 --> 00:13:51,300 So let's take a different situation where maybe it's a 226 00:13:51,300 --> 00:13:55,000 little bit more murky as far as where HR gets involved. 227 00:13:55,500 --> 00:13:58,900 Let's say for example someone comes to us and says I'm really 228 00:13:58,900 --> 00:14:03,200 stressed You know, the work that I have, the workload that I have 229 00:14:03,500 --> 00:14:06,600 is really stressing me out, and I'm just like, feeling so sick 230 00:14:06,600 --> 00:14:09,200 over it. There are a couple reasons why 231 00:14:09,200 --> 00:14:11,900 someone might be coming to you with this one. 232 00:14:11,900 --> 00:14:14,700 The obvious could be that. They need a leave of absence or 233 00:14:14,700 --> 00:14:17,400 they need some resources. Time off, they need to know what 234 00:14:17,400 --> 00:14:20,200 those resources are. Maybe the less obvious is that 235 00:14:20,200 --> 00:14:25,200 they're looking to just kind of vent it out and see you know, I 236 00:14:25,200 --> 00:14:27,500 don't know how they can work through this. 237 00:14:28,000 --> 00:14:32,200 The third maybe even less obvious option is that it could 238 00:14:32,200 --> 00:14:35,700 be like I don't you know for a lack of a better term or phrase 239 00:14:35,700 --> 00:14:39,100 a cry for help in that be there's something deeper going 240 00:14:39,100 --> 00:14:42,600 on within their Department within their team, with their 241 00:14:42,600 --> 00:14:46,400 manager that they are not fully comfortably sharing. 242 00:14:46,400 --> 00:14:52,800 So my recommendation, when someone comes to us with kind of 243 00:14:52,808 --> 00:14:56,500 like an open-ended vague, this is how I'm feeling and you know 244 00:14:56,508 --> 00:14:59,600 I could really use some help is to ask a lot of questions. 245 00:14:59,600 --> 00:15:03,000 So this again, it doesn't necessarily mean that you're 246 00:15:03,000 --> 00:15:05,600 going to get involved right away or that you're going to get 247 00:15:05,600 --> 00:15:07,600 involved directly in solving this. 248 00:15:08,000 --> 00:15:13,200 Um but you don't know that until you find out through like a 249 00:15:13,208 --> 00:15:16,400 question answer moment, I don't want to say segment because this 250 00:15:16,400 --> 00:15:21,500 is not like a theater thing or a script but you know there is 251 00:15:21,600 --> 00:15:25,200 it's kind of like building your muscle memory so and building 252 00:15:25,200 --> 00:15:29,100 your skill set as well to know. When you have to dig a Little 253 00:15:29,100 --> 00:15:32,400 Deeper, I personally don't believe in taking anything at 254 00:15:32,400 --> 00:15:35,300 face value. I always try to uncover like, 255 00:15:35,300 --> 00:15:38,800 you know, peel back the onion and uncover what Else there is, 256 00:15:38,800 --> 00:15:42,000 and sometimes there isn't anything and that's okay, but 257 00:15:42,000 --> 00:15:45,200 you have to do the due diligence in asking those questions. 258 00:15:45,200 --> 00:15:49,200 Now, from one perspective, you have to ask more questions 259 00:15:49,500 --> 00:15:52,800 because now someone is citing stress and potentially, this 260 00:15:52,800 --> 00:15:57,200 could be, you know, a work-related thing and could 261 00:15:57,200 --> 00:16:02,600 result in this person needing to hear leave of absence PTO 262 00:16:02,600 --> 00:16:07,000 options that are obligatory for us to share and inquire about. 263 00:16:07,100 --> 00:16:11,200 So I N2 when someone sites, something like stress, or things 264 00:16:11,200 --> 00:16:13,800 like that or their health, I tend to lead with that. 265 00:16:13,800 --> 00:16:17,800 Like, hey, we have options. Like, if you, if, this is 266 00:16:17,800 --> 00:16:20,800 something that you need, here are the things that we offer. 267 00:16:20,800 --> 00:16:24,100 And I kind of go through that. And I would say, most of the 268 00:16:24,100 --> 00:16:26,600 time people are like, well, you know, I don't know, I don't know 269 00:16:26,600 --> 00:16:28,600 if I need that. I maybe I just need to take a 270 00:16:28,600 --> 00:16:31,800 day off and this is a good opportunity for you to dig 271 00:16:31,900 --> 00:16:35,000 further. Even if someone says, oh, this 272 00:16:35,000 --> 00:16:36,900 is really great to know. Thank you for those options. 273 00:16:36,900 --> 00:16:40,500 Like, I'll let you know, Don't let them run away. 274 00:16:40,600 --> 00:16:44,100 Don't let them hang up the call. That is still an opportunity for 275 00:16:44,100 --> 00:16:47,800 you to dig in and provide them support. 276 00:16:47,800 --> 00:16:51,700 People are coming to us with things and we have to make space 277 00:16:51,700 --> 00:16:55,300 for them to feel comfortable in sharing this information. 278 00:16:55,500 --> 00:16:58,200 If you're listening to this or watching this and you're like, 279 00:16:58,200 --> 00:17:01,700 well no one comes to me. You might have an opportunity to 280 00:17:01,700 --> 00:17:04,200 improve the relationships that you have within your 281 00:17:04,200 --> 00:17:06,599 organization relationships, are everything. 282 00:17:06,599 --> 00:17:07,900 I've talked about this a million times. 283 00:17:08,000 --> 00:17:12,000 Is over relationships are the most important thing that you 284 00:17:12,000 --> 00:17:15,300 build and focus on as an HR professional because the better 285 00:17:15,300 --> 00:17:18,500 your relationships are the better, you'll have the better, 286 00:17:18,500 --> 00:17:22,800 the pulse you'll have on the organization and on teams which 287 00:17:22,800 --> 00:17:27,700 is really one of the best ways for us to be able to positively 288 00:17:27,700 --> 00:17:31,200 influence and affect, you know, the organizations that we work 289 00:17:31,200 --> 00:17:35,100 for. So anyway in this opportunity to 290 00:17:35,100 --> 00:17:37,800 ask more questions, this is where you're going. 291 00:17:37,900 --> 00:17:40,700 Need to figure out how involved you need to be. 292 00:17:41,400 --> 00:17:44,300 If someone, you know, as you're digging if you're asking, well 293 00:17:44,600 --> 00:17:47,200 you know, when did this start have you? 294 00:17:47,200 --> 00:17:49,800 You know, have you shared this with anyone else? 295 00:17:49,800 --> 00:17:52,900 Does your manager provides specific resources? 296 00:17:52,900 --> 00:17:54,600 For you? Have you shared that you're 297 00:17:54,600 --> 00:17:56,200 feeling this way? With your manager? 298 00:17:56,600 --> 00:17:59,400 Some other questions might be, what do you do to prevent 299 00:17:59,400 --> 00:18:01,100 burnout? Is there anything that you do 300 00:18:01,100 --> 00:18:04,000 today to manage your stress levels? 301 00:18:04,000 --> 00:18:07,100 Because of course, stress is always going to come with work. 302 00:18:07,100 --> 00:18:11,000 Work was is Not meant to be fun. A hundred percent of the time, 303 00:18:11,000 --> 00:18:14,200 that's why we call it work. However, we want to make sure 304 00:18:14,200 --> 00:18:17,400 that there are, you know, opportunities for you to feel 305 00:18:17,400 --> 00:18:22,000 like you have Harmony in your work and your personal life and 306 00:18:22,000 --> 00:18:24,900 then you can also ask questions like well is there something 307 00:18:24,900 --> 00:18:27,600 else? You know, going on is whether 308 00:18:27,600 --> 00:18:30,900 you know at home or at work you obviously don't have to disclose 309 00:18:30,900 --> 00:18:33,600 anything personal but you know if there's something else going 310 00:18:33,600 --> 00:18:35,200 on I would love to be able to support you, right? 311 00:18:35,200 --> 00:18:39,000 So these questions all have Deeper purposes. 312 00:18:39,000 --> 00:18:42,400 When I ask a question like well how long has this been going on? 313 00:18:42,700 --> 00:18:46,700 It can help us to potentially point out if it's a result of an 314 00:18:46,700 --> 00:18:50,100 organizational change management, change a change in 315 00:18:50,100 --> 00:18:52,300 the team, a change in their job function. 316 00:18:53,100 --> 00:18:56,000 If I ask a question like Have you shared this with your 317 00:18:56,000 --> 00:18:58,800 manager and they say no that might point to. 318 00:18:58,800 --> 00:19:01,200 Well why not? And that might be we might not 319 00:19:01,200 --> 00:19:06,200 ask why not to that person you could but this could send a 320 00:19:06,208 --> 00:19:09,600 message for us. That really says. 321 00:19:09,600 --> 00:19:12,400 Well maybe there's an issue there that we need to dig into 322 00:19:13,500 --> 00:19:17,800 and then aside from that if they haven't told their manager. 323 00:19:18,200 --> 00:19:21,400 If you can encourage them to tell their managers so that the 324 00:19:21,400 --> 00:19:26,700 manager is aware of that this need to further or more 325 00:19:26,700 --> 00:19:28,200 effectively support their employee. 326 00:19:28,200 --> 00:19:32,000 That's also beneficial kind of going back to the initial 327 00:19:32,400 --> 00:19:36,100 situation or the first situation I shared and then other than 328 00:19:36,100 --> 00:19:39,200 that if I even asked a question as far, Far as well you know 329 00:19:39,200 --> 00:19:42,500 what are you doing to manage your stress if someone's like, 330 00:19:42,500 --> 00:19:48,000 well I'm working 10 12 hours a day, six days a week because you 331 00:19:48,000 --> 00:19:52,200 know, there's so much to do not only could this point to, you 332 00:19:52,200 --> 00:19:55,300 know, an organizational need as far as like headcount. 333 00:19:55,300 --> 00:19:59,600 And and the way that the organization is structured but 334 00:19:59,600 --> 00:20:05,100 it also could point to the the effectiveness of the operations 335 00:20:05,100 --> 00:20:09,700 within a team or an organization and how Businesses are ensuring 336 00:20:09,700 --> 00:20:13,800 that there is Harmony in the day because meetings are rough. 337 00:20:13,800 --> 00:20:16,500 When you're back to back in meetings like you're not looking 338 00:20:16,500 --> 00:20:19,600 up and you're doing that, you know, five days out of the week. 339 00:20:19,600 --> 00:20:22,600 It's rough. And there is an operational 340 00:20:23,100 --> 00:20:26,200 opportunity there for an organization to improve their 341 00:20:26,200 --> 00:20:29,100 operations. So, you know, you can get a lot 342 00:20:29,100 --> 00:20:33,400 out of questions that help that person feel better because 343 00:20:33,400 --> 00:20:36,800 they're now sharing it, and they feel that this is and they know 344 00:20:36,800 --> 00:20:38,100 that it's a safe space. Ace. 345 00:20:38,500 --> 00:20:41,300 But then on the other side of things it's going to help you. 346 00:20:41,600 --> 00:20:44,100 Kind of diagnose the situation a little bit better. 347 00:20:44,300 --> 00:20:48,300 The questions are so important and the more you do this the 348 00:20:48,300 --> 00:20:50,900 better your questions are going to be the better. 349 00:20:51,000 --> 00:20:56,400 Your questions are the the more intrinsic and intuitive these 350 00:20:56,500 --> 00:20:59,100 moments will be for you as an HR leader. 351 00:20:59,600 --> 00:21:03,000 So from those conversations or from I should say, from those 352 00:21:03,000 --> 00:21:06,900 answers, you can then decide and discern where you have to get 353 00:21:06,900 --> 00:21:09,500 involved. If Any point, the conversation 354 00:21:09,500 --> 00:21:13,100 goes to my managers doing this. My manager is doing that. 355 00:21:13,100 --> 00:21:15,400 I'm really unhappy and it's like a disgruntled thing. 356 00:21:15,500 --> 00:21:18,500 You're probably going to have to get involved more directly 357 00:21:18,700 --> 00:21:23,000 because that employee is probably not going to go to 358 00:21:23,000 --> 00:21:26,000 their manager directly if they haven't already and there's 359 00:21:26,000 --> 00:21:27,700 likely a need for you to step in. 360 00:21:27,900 --> 00:21:32,000 Now, I say this with an asterisk because you do have to be 361 00:21:32,000 --> 00:21:35,100 transparent if you get involved in that way. 362 00:21:35,400 --> 00:21:39,300 And so in those situations when I I've decided that I'm going to 363 00:21:39,300 --> 00:21:42,500 step it in some way or if I'm trying to decide if I'm going to 364 00:21:42,500 --> 00:21:46,400 step in directly, I will say to the employee. 365 00:21:46,600 --> 00:21:49,500 Hey, how do you want this to be resolved? 366 00:21:49,500 --> 00:21:52,400 Do you want me to step in? Do you want to go to the 367 00:21:52,400 --> 00:21:54,200 mountain, to your manager directly? 368 00:21:54,600 --> 00:21:58,200 How can we resolve this? And you kind of keep the ball in 369 00:21:58,200 --> 00:22:01,700 that person's Court rather than you know, taking on all of the 370 00:22:01,700 --> 00:22:04,200 ownership? Because at the end of the day we 371 00:22:04,200 --> 00:22:07,700 can only kind of like support both. 372 00:22:07,900 --> 00:22:11,000 People in this and we also only know one side of the situation. 373 00:22:11,200 --> 00:22:15,900 So we don't want to immediately, you know like defacto go to the 374 00:22:15,900 --> 00:22:18,600 person who's coming to me first, is the one in the right. 375 00:22:18,600 --> 00:22:20,500 And the person who hasn't come to me yet is the one in the 376 00:22:20,500 --> 00:22:22,800 wrong that is the wrong way to go about things. 377 00:22:23,300 --> 00:22:26,700 We have to take things with a grain of salt. 378 00:22:27,000 --> 00:22:31,600 Actually at face value at first to dig in and then we have to 379 00:22:31,700 --> 00:22:35,000 really get another perspective. Especially if the person says, 380 00:22:35,000 --> 00:22:37,700 well I want you to be involved. So when you ask that question, 381 00:22:37,800 --> 00:22:42,000 you kind of pose that that opportunity to the, let's say, 382 00:22:42,000 --> 00:22:45,400 the complaining party or the person coming to you, that 383 00:22:45,400 --> 00:22:49,200 person that has a decision to make, is this serious enough for 384 00:22:49,200 --> 00:22:51,500 them to say? Yeah, I need you to get 385 00:22:51,500 --> 00:22:54,600 involved. I need you to step in or is this 386 00:22:54,700 --> 00:22:58,600 not serious enough where they still want HR Support because 387 00:22:58,600 --> 00:23:01,100 they don't really know how to handle it. 388 00:23:01,100 --> 00:23:05,500 That's also okay or on the other side of things is this something 389 00:23:05,500 --> 00:23:10,000 that they feel they are capable of Calling themselves if someone 390 00:23:10,000 --> 00:23:12,100 says oh, you know what? Actually, I want to manage this 391 00:23:12,100 --> 00:23:15,100 on my own. Sometimes what I will do is I'll 392 00:23:15,100 --> 00:23:19,500 still say hey I would love to just connect on this further. 393 00:23:19,500 --> 00:23:21,100 I want to hear how the conversation goes. 394 00:23:21,400 --> 00:23:25,500 I also do want to stay close to the situation so I might speak 395 00:23:25,500 --> 00:23:28,200 to your manager. I'm not going to share 396 00:23:28,200 --> 00:23:31,500 necessarily that you know the contents of our conversation. 397 00:23:31,500 --> 00:23:34,800 Unless this you know there's a serious issue that this person 398 00:23:34,800 --> 00:23:38,600 obviously shared with you but sometimes Times, I will say that 399 00:23:38,600 --> 00:23:41,700 or sometimes I will go to the manager and say, hey, how are 400 00:23:41,700 --> 00:23:45,400 things going like, you know, I want to, I want to understand, 401 00:23:45,600 --> 00:23:47,900 you know, a little bit better, what the working relationships 402 00:23:47,900 --> 00:23:52,400 are like, and also, I want you to be open if anyone on your 403 00:23:52,400 --> 00:23:55,200 team, kind of comes to with some feedback because this is 404 00:23:55,200 --> 00:23:56,700 probably going to take a lot from them, right? 405 00:23:56,700 --> 00:24:00,100 So there is some caressing that you can do. 406 00:24:00,400 --> 00:24:04,400 When there is like, you know, some sort of situation with a 407 00:24:04,400 --> 00:24:08,400 manager going on and the better your relationships The more 408 00:24:08,400 --> 00:24:11,500 casually, you can have these conversations and it won't feel 409 00:24:11,500 --> 00:24:15,000 like so awkward. But anyway, in this situation, 410 00:24:15,000 --> 00:24:17,800 if someone's like, no, I don't want to address this on my own, 411 00:24:17,800 --> 00:24:19,700 I don't know what to say. I don't want to do the wrong 412 00:24:19,700 --> 00:24:22,000 thing. Can you just support me 413 00:24:22,300 --> 00:24:26,600 sometimes, you're going to make a decision to have like a trio 414 00:24:26,600 --> 00:24:31,200 call or meeting where you're connecting with all parties. 415 00:24:31,500 --> 00:24:34,400 Sometimes you're going to decide that you have to connect with 416 00:24:34,400 --> 00:24:37,700 the manager first and understand their perspective. 417 00:24:37,800 --> 00:24:40,600 And their side of things and then have like, what I would 418 00:24:40,600 --> 00:24:45,600 call a mediation so that you can support the conversation as a 419 00:24:45,600 --> 00:24:49,000 neutral, third party. And then other times, if the 420 00:24:49,000 --> 00:24:52,100 situation is really bad, you might actually have to remove 421 00:24:52,800 --> 00:24:57,800 the the manager from the situation in order to focus on 422 00:24:57,800 --> 00:25:01,500 the person that is making you know or formalizing some sort of 423 00:25:01,500 --> 00:25:03,400 complaint which we'll get to in this. 424 00:25:03,400 --> 00:25:06,800 The third and final example but you know you might have to 425 00:25:06,800 --> 00:25:10,300 remove that person. And really work to understand 426 00:25:10,300 --> 00:25:11,900 what's going on. And then you're going to have to 427 00:25:11,900 --> 00:25:14,300 kind of double down on a mediation and evaluate. 428 00:25:14,300 --> 00:25:18,100 If this is a relationship that can be, you know, resolved or in 429 00:25:18,100 --> 00:25:21,400 a problem that can be resolved with in maintaining the 430 00:25:21,400 --> 00:25:24,600 organizational structure. Sometimes it's just not that 431 00:25:24,600 --> 00:25:26,900 simple depending on the situation. 432 00:25:26,900 --> 00:25:31,300 But obviously I gave a pretty benign, example of someone being 433 00:25:31,300 --> 00:25:34,300 stressed in the workplace and it really could mean a multitude of 434 00:25:34,300 --> 00:25:36,400 things. But the only way we find out is 435 00:25:36,400 --> 00:25:39,500 by asking those questions. So In this example again, you 436 00:25:39,500 --> 00:25:43,400 could be involved in directly by equipping someone and empowering 437 00:25:43,400 --> 00:25:47,700 them and you can be directly involved in helping to resolve 438 00:25:47,700 --> 00:25:51,400 the issue and actually mediating and mitigating the risk and 439 00:25:51,400 --> 00:25:55,500 mediating the issues. So this is again, the questions 440 00:25:55,500 --> 00:25:59,200 are going to be the most imperative and impactful part of 441 00:25:59,200 --> 00:26:02,000 that process. Now the third and final example, 442 00:26:02,000 --> 00:26:06,400 that I have for you is probably the most severe example that 443 00:26:06,400 --> 00:26:11,300 there is, which is when Thing is illegally done or a person's, 444 00:26:11,300 --> 00:26:14,100 you know, privacy or rights have been violated. 445 00:26:14,200 --> 00:26:18,000 So let's take probably the most use example of a harassment 446 00:26:18,000 --> 00:26:23,200 claim the way I typically approach these things is kind of 447 00:26:23,200 --> 00:26:26,400 like the same way every time so that I'm consistent. 448 00:26:26,500 --> 00:26:31,100 I always say, hey as a reminder, you know there is a there is an 449 00:26:31,100 --> 00:26:33,200 expectation in good faith reporting. 450 00:26:33,200 --> 00:26:36,700 So in reporting this, you are formalizing the complaint. 451 00:26:36,700 --> 00:26:39,200 And you know, I I am trusting that you are making this 452 00:26:39,200 --> 00:26:42,200 complaint in good faith because I do have to launch an 453 00:26:42,200 --> 00:26:44,900 investigation. And then from there, I always 454 00:26:44,900 --> 00:26:47,700 share that, you know, the contents of our conversation are 455 00:26:47,700 --> 00:26:50,700 not necessarily going to be confidential because of the 456 00:26:50,700 --> 00:26:55,000 severity of the situation. However, there is a, you know, 457 00:26:55,000 --> 00:27:00,100 an anti retaliation policy and at no point will their name or 458 00:27:00,100 --> 00:27:03,700 personal information. Be shared at risk for you. 459 00:27:03,700 --> 00:27:06,900 No violating that policy you know, that policy is so 460 00:27:06,900 --> 00:27:09,600 critical. Investigations that you know, 461 00:27:09,600 --> 00:27:14,600 there is no retaliation at all and that it is prohibited and so 462 00:27:14,600 --> 00:27:18,400 in order to maintain that policy and ensure that they are not 463 00:27:18,400 --> 00:27:23,200 retaliated against you know their discretion is of the most 464 00:27:23,200 --> 00:27:26,900 concern but that the contents of the conversation, can't 465 00:27:26,900 --> 00:27:31,600 necessarily remain confidential at least within, you know, 466 00:27:31,600 --> 00:27:34,500 appropriate parties. And of course there's always 467 00:27:34,500 --> 00:27:37,500 like a, you know, a nervousness around that, but I try to 468 00:27:37,500 --> 00:27:41,600 reassure Assure people that when it comes to situations like 469 00:27:41,600 --> 00:27:44,900 this, I don't go to and I actually use this example, I'm 470 00:27:44,900 --> 00:27:47,800 not going to go to the person that you're filing this 471 00:27:47,800 --> 00:27:50,500 complaint about and say, hey so-and-so told me that you did 472 00:27:50,500 --> 00:27:51,600 this. What are your thoughts? 473 00:27:51,600 --> 00:27:54,000 Like, that's not how investigations are handled. 474 00:27:54,200 --> 00:27:57,300 Instead it's hey, there was a report about this. 475 00:27:57,300 --> 00:28:00,000 I need to understand what happened as of right now. 476 00:28:00,000 --> 00:28:03,600 There is an investigation into you as a, you know, 477 00:28:03,600 --> 00:28:06,500 participating party in this. And we need to understand what 478 00:28:06,500 --> 00:28:10,300 happened. So, usually that tends to make 479 00:28:10,300 --> 00:28:15,300 the reporting party fuel, you know a little bit more confident 480 00:28:15,300 --> 00:28:18,700 in the situation a little bit less nervous, but I always say, 481 00:28:18,700 --> 00:28:21,300 you know, transparency is really important and we have to be 482 00:28:21,300 --> 00:28:27,900 upfront about what we can and can't do and depending on the 483 00:28:27,900 --> 00:28:32,700 situation if it is harassment, and especially if there is, you 484 00:28:32,700 --> 00:28:37,700 know, a level of harassment that can either be validated or is 485 00:28:37,900 --> 00:28:42,100 Severe like, someone's physical space has been violated. 486 00:28:42,100 --> 00:28:44,800 Their emotional space has been violated, your kind of again, 487 00:28:44,800 --> 00:28:47,800 discretion is is advised here, sometimes people claim 488 00:28:47,800 --> 00:28:51,300 harassment and it's not by definition harassment. 489 00:28:51,800 --> 00:28:55,200 And I say this because sometimes with harassment claims that are 490 00:28:55,400 --> 00:28:58,500 you know, more severe. You are going to potentially 491 00:28:58,500 --> 00:29:05,000 have to suspend the party that is being complained about the 492 00:29:05,300 --> 00:29:09,500 alleged aggressor, if you will. So, Not in every situation, will 493 00:29:09,500 --> 00:29:11,400 you have that? Because again, if someone is 494 00:29:11,400 --> 00:29:13,900 saying that they hurt were harassed but really it was just 495 00:29:13,900 --> 00:29:17,100 an appropriate conversation or you know, disrespectful 496 00:29:17,100 --> 00:29:19,400 conversation that's not necessarily harassment. 497 00:29:19,400 --> 00:29:23,100 So you wouldn't necessarily have to suspend that person but in 498 00:29:23,100 --> 00:29:27,500 cases where it is more severe, you might and I would advise you 499 00:29:27,500 --> 00:29:32,100 to consider suspension if something is severe because it 500 00:29:32,100 --> 00:29:37,200 kind of and elongates the time for you to be able to give a 501 00:29:37,200 --> 00:29:40,100 fair and And thorough investigation because suspension 502 00:29:40,100 --> 00:29:43,100 should be paid and have to be paid. 503 00:29:43,500 --> 00:29:46,300 So you can remove that person. Pay them. 504 00:29:46,300 --> 00:29:50,100 You don't have any risk there of any retaliation, you're removing 505 00:29:50,100 --> 00:29:52,900 them from the situation and you're making the complaining 506 00:29:52,900 --> 00:29:56,700 party, feel comfortable as well. Now, I've said this before on 507 00:29:56,700 --> 00:30:00,000 podcasts, that kind of delve into this, and I'm going to say 508 00:30:00,000 --> 00:30:03,500 it again. You should never suspend or 509 00:30:03,500 --> 00:30:06,100 remove the complaining party that is victim. 510 00:30:06,100 --> 00:30:09,000 Blaming you. I'm not going to go ahead and 511 00:30:09,000 --> 00:30:13,000 say that every single person making complaint is a victim or 512 00:30:13,000 --> 00:30:15,900 is always truthful. Obviously, that's not always the 513 00:30:15,900 --> 00:30:20,900 case, but when it comes to how you handle these situations, you 514 00:30:20,900 --> 00:30:25,400 have to remove the alleged aggressor, not the the 515 00:30:25,400 --> 00:30:28,800 complaining party. It sends the wrong message, and 516 00:30:28,800 --> 00:30:31,200 it's not the right thing to do. You can disagree with me all you 517 00:30:31,200 --> 00:30:34,200 want, but that's where I stand and I and not willing to debate 518 00:30:34,200 --> 00:30:37,100 it. That's where I stand anyway. 519 00:30:37,800 --> 00:30:40,800 When it comes to that, if you, you know, when you do step in 520 00:30:40,800 --> 00:30:44,900 like this is obviously, whenever something like this is going on, 521 00:30:44,900 --> 00:30:47,800 like this situation. You know, you have to be 522 00:30:47,800 --> 00:30:51,900 involved directly. This is your most urgent part of 523 00:30:51,900 --> 00:30:54,000 your day. When something like this 524 00:30:54,000 --> 00:30:58,500 happens, everything else has to fall to the Wayside and if it's 525 00:30:58,500 --> 00:31:00,900 not, or if someone makes you feel like this isn't the most 526 00:31:00,900 --> 00:31:05,000 urgent, they are wrong like this handling, these types of ER or 527 00:31:05,000 --> 00:31:07,700 employee relations issues is your top. 528 00:31:07,900 --> 00:31:12,900 Priority as it comes up. And with, you know, top 529 00:31:12,900 --> 00:31:16,700 priority, our issues employee relations issues, you are 530 00:31:16,800 --> 00:31:20,700 absolutely directly involved. Sometimes you have to involve 531 00:31:20,700 --> 00:31:24,200 other HR leaders, sometimes you have to involve the person's 532 00:31:24,200 --> 00:31:28,000 manager depends on the situation of course, but again, your 533 00:31:28,000 --> 00:31:32,600 direct involvement is required at immediate response. 534 00:31:32,900 --> 00:31:36,000 And in this situation you're going to have to launch a whole 535 00:31:36,000 --> 00:31:39,400 investigation. You have to You know, leave no 536 00:31:39,400 --> 00:31:45,100 Stern, the stone unturned and your responsibility is to work 537 00:31:45,100 --> 00:31:47,300 to understand what the situation is. 538 00:31:47,600 --> 00:31:51,100 Not every harassment claim is going to result in someone being 539 00:31:51,100 --> 00:31:53,000 fired. Not every harassment. 540 00:31:53,000 --> 00:31:56,400 Claim is going to result in someone being suspended or even 541 00:31:56,400 --> 00:31:58,600 put on corrective action in the event. 542 00:31:58,600 --> 00:32:02,900 That there's a situation where harassment is validated and and 543 00:32:03,500 --> 00:32:08,300 corroborated your likely, and you should be looking Corrective 544 00:32:08,300 --> 00:32:13,200 action up to and including termination where harassment is 545 00:32:13,700 --> 00:32:16,600 not so clear. But again, maybe it's kind of 546 00:32:16,608 --> 00:32:20,000 like this recipe disrespectful communication, you can get 547 00:32:20,000 --> 00:32:23,700 involved with some training for that person you can absolutely. 548 00:32:23,700 --> 00:32:27,300 And I would encourage you to document or, you know, provide 549 00:32:27,300 --> 00:32:31,200 corrective action to that person so that it is taken seriously. 550 00:32:32,000 --> 00:32:34,700 But there's it's kind of like all this gray area. 551 00:32:34,700 --> 00:32:37,600 It's like a rainbow, if you will that, you know what? 552 00:32:37,800 --> 00:32:40,000 The way in which we have to deal with these things. 553 00:32:40,000 --> 00:32:43,300 Most of the time you're probably going to take someone as a 554 00:32:43,300 --> 00:32:46,700 partner in making these final decisions, whether it's your 555 00:32:46,700 --> 00:32:50,900 leader or a legal representative, depending on the 556 00:32:50,900 --> 00:32:52,700 severity, or the complexity of the situation. 557 00:32:52,700 --> 00:32:57,000 But you definitely have to think through where your involvement 558 00:32:57,000 --> 00:33:01,700 starts and stops. What really in this type of 559 00:33:01,700 --> 00:33:04,300 situation, your involvement is going to stop when the 560 00:33:04,300 --> 00:33:07,000 investigation concludes and everything. 561 00:33:07,000 --> 00:33:09,900 You know, you've Taking your action plans and you've executed 562 00:33:09,900 --> 00:33:14,400 them and and it's, you know, kind of resolved and done your, 563 00:33:14,400 --> 00:33:16,100 of course your involvement starts. 564 00:33:16,100 --> 00:33:18,100 The moment someone comes to you with this situation. 565 00:33:18,100 --> 00:33:24,700 If you want more information on when or where, or how to deal 566 00:33:24,700 --> 00:33:28,300 with this kind of situation, let me know. 567 00:33:28,300 --> 00:33:32,100 I can absolutely dive into this deeper and go through kind of 568 00:33:32,100 --> 00:33:35,900 like all of those Pathways when someone shares that they, you 569 00:33:35,900 --> 00:33:37,500 know, feel they're being harassed or that. 570 00:33:37,700 --> 00:33:42,000 They have been harassed in some way and there is a lot that is 571 00:33:42,000 --> 00:33:44,500 covered by the harassment definition. 572 00:33:44,500 --> 00:33:48,000 So you know even things like cyber bullying bullying in 573 00:33:48,000 --> 00:33:53,700 general you know intimidation like all of those things can be 574 00:33:53,700 --> 00:33:56,000 harassment. Sometimes people won't you know 575 00:33:56,000 --> 00:33:58,100 sometimes actually people will come to you like let's take that 576 00:33:58,100 --> 00:34:00,500 first example that I shared they'll come to you saying they 577 00:34:00,500 --> 00:34:04,100 feel stressed and then they talk about things that actually would 578 00:34:04,100 --> 00:34:07,400 fall under the definition of harassment and you have to be 579 00:34:07,400 --> 00:34:12,199 able To hear and listen to what they're saying and then discern 580 00:34:12,199 --> 00:34:14,900 from there, what that complaint is truly about. 581 00:34:14,900 --> 00:34:17,900 So that kind of goes back to the point that I made about asking a 582 00:34:17,900 --> 00:34:22,699 lot of questions and understanding where something 583 00:34:22,699 --> 00:34:27,600 has now taken a different form and that maybe it's not just an 584 00:34:27,600 --> 00:34:30,500 interpersonal conflict or maybe it's not just feedback for a 585 00:34:30,507 --> 00:34:33,800 manager but actually it's it's deeper than that potentially. 586 00:34:33,800 --> 00:34:37,100 So that is where you are going to play an integral role in 587 00:34:37,100 --> 00:34:40,300 understanding. Standing where you need to 588 00:34:40,300 --> 00:34:43,199 escalate, where you need to deescalate and how you have to 589 00:34:43,208 --> 00:34:46,300 get involved. So as you continue to listen to 590 00:34:46,300 --> 00:34:49,199 these guests episodes and if you haven't listened to the guests 591 00:34:49,199 --> 00:34:52,800 episodes from this month just yet, really think with a 592 00:34:52,800 --> 00:34:58,200 critical eye, like how have you been able to bring, you know, 593 00:34:58,200 --> 00:35:03,200 this type of human centrism and focus on solving problems to 594 00:35:03,200 --> 00:35:05,900 your job. It doesn't matter if this is 595 00:35:05,900 --> 00:35:07,300 something that you deal with today. 596 00:35:07,800 --> 00:35:11,400 You do have to be able to have this skill set at any level in 597 00:35:11,400 --> 00:35:15,200 your career. If you are in h.r., or if you 598 00:35:15,200 --> 00:35:18,000 are a people leader. Because people leaders also need 599 00:35:18,000 --> 00:35:22,800 to know how to triage issues and how to escalate or deescalate 600 00:35:22,800 --> 00:35:25,500 situations as well. So, I hope that this was 601 00:35:25,500 --> 00:35:30,100 helpful, I absolutely can do a deeper dive, I can go into more 602 00:35:30,100 --> 00:35:34,800 situations, I can give more examples, I have tons and tons 603 00:35:34,800 --> 00:35:37,600 of stories that I can share. So, just let me know whether 604 00:35:37,700 --> 00:35:42,000 Either you email me at contact at HR Tracy.com or you leave, 605 00:35:42,400 --> 00:35:46,100 you know, a comment on an Instagram posts or DME can 606 00:35:46,100 --> 00:35:49,200 message me on LinkedIn to you can also if you're watching or 607 00:35:49,200 --> 00:35:52,100 listening on Spotify you can share what you thought about 608 00:35:52,100 --> 00:35:54,700 this episode that will definitely give me some data to. 609 00:35:54,700 --> 00:35:58,700 So I know if this is more. So what you want to hear a 610 00:35:58,708 --> 00:36:01,900 little bit more of, but please feel free to reach out. 611 00:36:01,900 --> 00:36:05,300 If you have a specific situation that I can support you with, let 612 00:36:05,300 --> 00:36:07,100 me know. I'm happy to help as much as 613 00:36:07,100 --> 00:36:09,000 possible. Well, I appreciate you being 614 00:36:09,000 --> 00:36:11,200 here and I will see you next week. 615 00:36:11,600 --> 00:36:14,400 Hey, just before you go. Don't forget to subscribe to the 616 00:36:14,400 --> 00:36:17,400 show so that you are the first to hear when an episode drops 617 00:36:17,400 --> 00:36:21,000 each week and maybe leave a five star review and a comment about 618 00:36:21,000 --> 00:36:24,000 how much you loved this episode. Plus if you have someone in 619 00:36:24,000 --> 00:36:25,600 mind, who would really enjoy this episode? 620 00:36:25,600 --> 00:36:26,900 Make sure you share it with them. 621 00:36:27,000 --> 00:36:29,900 Thank you so much for tuning in and I'll see you next week.