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And I think we've learned over 
the last year that while there's

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a tremendous amount of benefits 
to working remotely. 

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There are employees, who don't 
love it. 

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They like, being in the office 
and so, you know, to your point,

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we do have to understand that. 
Everybody works differently in 

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different environments. 
Hello and welcome to another 

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episode of the restart from. 
Aiga, the professional 

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association for design. 
My name is Li Shan Wang Fine 

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education manager here at aiga 
and host of the design future. 

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Now podcast, the restart is a 
Content series that features 

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conversations with design 
leaders, researchers and 

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Educators to explore the new 
now. 

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And next, in our ever-changing 
world, in this episode, I 

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explore human resource lessons 
from the last 18 months of the 

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pandemic with Nicole Ballina 
Field, Services director at 

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Sherm. 
The society for human resource 

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management. 
If you're an employer or people 

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manager this Nation will help 
you start making sense of what 

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we've gone through and how to 
continue adapting as we move 

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forward. 
Uh, Nicole Belinda, I'm a field 

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services director with sure more
the society for human resource 

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management. 
I have been with Sherm part of 

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our staff for the last two years
or so I consider it a second 

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career if you will. 
I was an HR practitioner for 

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almost 20 years before joining 
the Sherm staff and this is sort

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of the next phase in my career, 
if you will. 

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So it's been just a real treat 
to go from being an HR 

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practitioner from Day-to-day 
into an organization that really

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helps frame the workplace and 
support not just HR 

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professionals but we're places 
in general, people managers and 

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really addressing all things 
that have to do with the work 

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worker and the workplace. 
So Nicole for our listeners, and

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our viewers who are not familiar
with sure. 

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And could you tell us a little 
bit more about the organization?

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Yeah. 
Absolutely. 

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So Sharm is a Professional 
Organization based In 

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Alexandria, we serve a 
membership of over 300,000 HR 

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and Business, Leaders globally. 
And in 165 countries, Sherm 

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impacts the lives of more than 
115 million workers and families

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globally. 
And so as this organization that

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has its view on the pulse of HR 
issues across different 

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Industries, you have been doing 
Search over the course of many 

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years. 
But focused today, our 

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conversation on the pendulum as 
the last 18 months to two years 

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or so you've recently published 
a report on some lessons learned

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for managers, can you tell us 
more about that report? 

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Yeah, absolutely. 
So 2020 really was a challenging

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year to say the least and it's 
now 20 21, right? 

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And so, it's gone beyond a year,
and we're looking back at 18 

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months. 
If You will have just a really 

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really challenging time within 
the workplace and Beyond of 

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course. 
But you know, when it comes to 

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what, people managers have been 
dealing with and the Lessons 

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Learned, there's sort of three 
factors that come into mind, 

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which is communication, 
resilience and empathy. 

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You know, these are traits that 
we've seen are really important 

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in the workplace as we Forge 
ahead and continue to face. 

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New challenges. 
We've got the dealt variant that

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we're looking at today, right? 
And how these traits can help us

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move forward and continue to 
elevate our workplaces and 

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really do the best provide, the 
best support that we can for for

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workers you know, in our teams. 
So you have your pulse on like 

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various aspects of different 
workplaces that that sort of 

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macro level. 
It sounds like, obviously from 

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our names society for human 
resource management, at our core

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HR, Human Resources is a big 
focus, of course, but in recent 

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years, especially HR has really 
gone beyond a function and a 

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role. 
And really has been seen more as

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a part of the larger strategy 
and a lot of organizations. 

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And so, going back to Beyond HR 
and and into every every part of

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the workplace, it really digging
into the organization in a much 

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broader way. 
In terms of the learnings, we've

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obviously we've been linked to 
this pandemic contacts to your 

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Also touches upon some of the 
political issues than racial 

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unrest those happening last year
but it's kind of ongoing and so 

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could you tie those issues 
together in terms of like how 

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people managers should be 
approaching these issues? 

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Yeah absolutely. 
I think in the past you'd often 

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hear that politics, you know, 
things like that religion had no

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no place in the workplace but 
now it's inevitable. 

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And so managers were dealing 
with With things, I mean, 

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obviously tackling challenging 
issues like covid, a delicate 

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economy. 
They may have been handling 

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layoffs, but they were also 
having to address these really 

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intense political divides as you
mentioned. 

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And so it really challenged 
managers to have to handle 

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Communication in a very 
different way. 

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But wasn't just, you know, we 
don't talk about this in the 

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workplace but, you know, it kind
of shifted to say, how do we 

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talk about these Topics in the 
Because they are very real and 

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their issues that were impacting
workers coming to work every 

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day. 
There were employees who were, 

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very, very impacted by the 
murder of George Floyd. 

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Very, very impacted by, you 
know, the Insurrection at the 

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Capitol and so, you know, being 
able to create an open space and

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have a civil dialogue within the
workplace, it was needed, being 

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able to facilitate those 
conversations. 

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And say, look, you know, we may 
not see eye to eye but we have 

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to be respectful of each other's
viewpoints and their 

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perspectives, you know, at the 
same time, sort of figuring out 

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how, you know, understanding how
workers were impacted by, these 

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different scenarios of civil, 
unrest, and understanding, you 

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know what they need to move 
forward, you know, to continue 

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to focus on. 
I mean, the reality is, they do 

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have To come back to work every 
day, right? 

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We do ultimately come, we're in 
the workplace to continue 

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working and be productive. 
So there's that balance of 

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understanding, the viewpoints 
having healthy communication and

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then also kind of refocusing 
employees and saying, like what 

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do you need to get back on track
as well? 

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So really, really not an easy 
environment for even the most 

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seasoned manager. 
So, You know, but it's the 

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reality you know, that really is
the reality, you know. 

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And we see in today's workplace 
that how workplaces handle these

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situations that really means 
something to employees, you 

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know, whether they can feel 
comfortable, you know, having 

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different different opinions and
Views and you know, bringing 

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those those viewpoints to work, 
respectfully, you know how? 

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An organization responds to the 
civil unrest that we saw over 

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the last. 
You know, we've seen different 

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at different points over the 
last 18 months that makes a 

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difference you know. 
So I think there's the sort of 

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day-to-day people manager aspect
of it of, how do I work with my 

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team and talk them through this 
but then there's the larger 

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organization response of, you 
know, as an organization, what 

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is our stance on some of these 
topics and challenges? 

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And how do we get our 
organization collectively? 

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Moving forward? 
Yeah. 

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One of the key takeaways that I 
got from that as an inside and 

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an actionable strategy, there 
was pointing out that due to 

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some of these sensitivities like
some black employees might not 

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be comfortable talking to a 
white manager about this, but 

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there's the suggestion in the 
report about suggesting, maybe 

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like a group conversation with 
other employees who are by POC 

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or or whatnot to address. 
This issue starts both about the

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manager and direct report 
relationship but also thinking 

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about the broader culture in an 
organization and these employee 

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kind of peer-to-peer 
relationships. 

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Yeah. 
Absolutely. 

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You know and that's a I guess a 
positive that has come out of 

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some you know some of the civil 
unrest is we are forced to 

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address our differences right at
work and so you know many 

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organizations have shifted their
focus or Or put more resources 

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into focusing on being more 
inclusive, workplaces, you know,

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focusing on diversity, equity, 
and inclusion and to your point,

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you know, how can all employees 
feel comfortable with these 

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challenges that, you know, with 
these concerns, with these 

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stressors outside of work, you 
know, how can we make them 

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comfortable? 
And so, you know, to your point,

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we did see, you know, things 
more formal like organizations, 

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creating a diversity equity and 
inclusion Council, right? 

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And it over see these efforts. 
But then, you know, on a more 

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kind of tactical approach, you 
know, creating these these 

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employee run groups where they 
can have these dialogues. 

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Whether it's a coffee chat or, 
you know, some sort of 

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facilitated discussion to have 
those open conversations. 

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Yeah. 
So pivoting back to more of the 

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pandemic angle. 
You're talking about these More 

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human connections. 
Both whether these employee 

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coffee chats with the back to 
the people manager, direct 

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report kind of relationships. 
We've had this interesting 

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Paradox play out with the forced
transition to remote work for a 

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lot of office workers, where 
there's been both more and of 

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humanity, and intimacy root 
because you see people's pets 

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and their kids and their their 
nephews bedrooms, if I case 

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their own bedrooms. 
But then there's also this 

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Distance. 
Right? 

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Because we haven't physically 
been able to connect in a lot of

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cases or this talk to somebody 
yesterday, whose organization 

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nearly doubled in headcount over
the last 18 months and they 

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haven't met in person because 
they haven't been able to. 

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So have there been any lessons, 
they're going forward. 

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Even if we can meet in some 
cases again but in others, 

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there's going to be remote work 
and going forward or some 

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hybrid. 
It going forward. 

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What are some of the things 
we've learned there about 

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relationship building and zoom, 
mediated spaces? 

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Yeah, you know, any time I sort 
of think about how 

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Communications evolved over the 
last 18 months. 

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I think about, you know, the 
first couple weeks of the 

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pandemic, you know, when we 
thought that we did this, it 

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would be temporary, right? 
Like we'd only be working from 

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home for a couple of, you know, 
a couple of weeks, maybe a month

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and everybody was having these 
virtual happy hours and you know

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my calendar for a couple weeks. 
Like I had these virtual happy 

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hours or coffee chats like 
almost every single day on Mike 

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and I was, I had Justin said, 
how my social life is busier now

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than it was a month ago. 
But then you know, people kind 

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of quickly, tired of that, 
right? 

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And so it's like we immediately 
wanted to sort of ensure that we

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were making connections. 
Me over real most kind of 

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overdid it. 
Right. 

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But you know, I think that there
the lesson to be learned is, you

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know, connecting, we know that 
connecting over soon over, you 

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know, virtual platforms, can be 
difficult and we need to find, 

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you know, a balance and be 
intentional about our 

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communication. 
And the time that we spend with 

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our teams together, you know, I 
think that, you know, there's 

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Managers have learned that they 
need to when they are online, 

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you know, meeting with their 
teams, they have to be focused 

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on being present, you know, 
being there listening being 

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really, really good listeners. 
But also, you know, learning to 

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ask the right questions. 
You know, again, I'll go back to

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making good use of the time 
together. 

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So asking clarifying questions, 
you know, taking the time to 

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00:13:07,300 --> 00:13:10,600
provide maybe any background. 
On the information or add 

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00:13:10,600 --> 00:13:14,700
additional context about 
activities going on within the 

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organization, giving progress 
updates to offer insight and, 

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00:13:18,900 --> 00:13:22,000
you know, figuring out how to be
transparent because it's that 

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delicate balance of being 
connected without being over 

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connecting. 
No a connected, you know, but 

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then also kind of breaking down 
those barriers. 

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So people aren't feeling alone 
when their remote, you know, and

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00:13:36,100 --> 00:13:39,100
how, you know, and being 
transparent about what's going 

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00:13:39,100 --> 00:13:43,200
on. 
On, you know, those sort of 

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informal waves in the hallway or
you know, quick conversations in

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00:13:47,300 --> 00:13:49,600
the hallway. 
We I think we realized over the 

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00:13:49,600 --> 00:13:51,900
last 18 months, we took those 
for granted. 

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And so, you know, managers have 
had to be much more intentional 

220
00:13:55,900 --> 00:13:59,800
about the use of their time and 
the communication they have with

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00:13:59,800 --> 00:14:02,300
their teams. 
Yeah, that's a really great 

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00:14:02,300 --> 00:14:05,800
point about intentionality. 
And also, we were talking about 

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00:14:05,800 --> 00:14:09,200
earlier of how maybe some of the
measures. 

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That we were using an adopting 
early on in the pandemic might 

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00:14:14,400 --> 00:14:17,600
not work anymore right? 
Because it was great to do these

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00:14:17,600 --> 00:14:20,000
virtual happy hours. 
I went to so many Zoom birthday 

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00:14:20,000 --> 00:14:23,600
parties and even like Zoom 
Fitness classes and now like the

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00:14:23,600 --> 00:14:26,700
last thing I want to do because 
I'm on video conference all the 

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time for work is to like do a 
social event. 

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That's also unzoom. 
Yeah. 

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Right. 
But then there's other 

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Alternatives like I've 
rediscovered the joys of just 

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talking on the phone without the
video conference with friends, 

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right? 
Or Even like a synchronous 

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things, like at AGA, we have our
staff slack and there's a 

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Channel about like to people's 
pets and cute animals or a 

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channel on like art that we're 
interested in. 

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That doesn't all have to be work
related but it right is 

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replicating some of that coffee 
talk kind of stuff. 

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Yeah. 
Synchronously yeah. 

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Yeah we do a few of those things
that Sherm as well and you know,

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one of our members share that 
they actually It offering a 

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stipend for their employees for 
you know, things like the cam 

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app or the headspace app where 
you know, they could do some 

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guided meditation you know and 
just or I know other 

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organizations have done, you 
know, fitness challenges like 

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walking, you know, step 
challenges, things like that. 

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Where again you can kind of be 
connected but maybe not be 

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online together. 
Quite as much. 

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Yeah, we're like you're doing 
similar things but it doesn't. 

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Not necessarily have to be 
synchronous or connected to 

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people. 
Rent, if you're all meditating 

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on your own with the same app, 
but you still have a shared 

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experience or common reference 
point, right? 

255
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Yeah. 
Yeah. 

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You know, there's another 
Dynamic that I've noticed with 

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the remote work, which is that 
if you have an in-person 

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meeting, you know, usually 
people's start trickling into 

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the conference room with the 
physical conference room, maybe 

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a few minutes early and there is
that kind of like okay we're 

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getting set up. 
There's some Small Talk should 

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chat that sort of human 
connection that happens and then

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you launch into the meeting. 
Whereas with zoom, you're either

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in the zoom room or you're not 
in the zoom room but it's not 

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the same as the kind of Milling 
into the conference room, kind 

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of dynamic. 
So back to this word 

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intentionality I've seen what 
works is when people have been 

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more intentional about like 
okay, well the meeting was 

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supposed to start at 9 a.m. but 
we're just going to chat for a 

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00:16:36,108 --> 00:16:39,100
little bit and then go into the 
thing that we were meeting. 

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00:16:39,300 --> 00:16:42,000
Four verses before works. 
Like a couple the chitchat 

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happened before official start 
time, right? 

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So these little tweaks and just 
kind of surfacing these as more 

274
00:16:51,400 --> 00:16:53,800
explicit. 
Yeah, do you have any thoughts 

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on that? 
Yeah, you know, I, you know, I 

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absolutely agree. 
I, you know, if I lead a call or

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a meeting, I typically, will if 
my schedule allows, I'll log in,

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00:17:05,300 --> 00:17:07,099
you know, five minutes earlier 
whatever. 

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So, that way we do allow for 
you, if people can join earlier,

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00:17:11,700 --> 00:17:15,599
there is some time for kind of 
you know small talk if you will 

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00:17:15,599 --> 00:17:21,400
you know I think the other piece
of it too is taking time you 

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know to kind of end 
conversations or meetings on a 

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00:17:23,808 --> 00:17:28,200
high note and focusing on on 
recognition and so it may not be

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00:17:28,200 --> 00:17:32,600
you know formal recognition but 
again kind of going back to you 

285
00:17:32,600 --> 00:17:36,500
know just celebrating some of 
the little things you know, the 

286
00:17:36,500 --> 00:17:42,300
small wins and Igniting those 
different teams successes you 

287
00:17:42,308 --> 00:17:46,800
think those that can go a little
of that goes a long way too. 

288
00:17:47,000 --> 00:17:52,900
Yeah, so on the point of restart
on the topic of this series and 

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00:17:52,900 --> 00:17:56,100
we are kind of hopefully 
optimistic or cautiously 

290
00:17:56,100 --> 00:18:01,100
optimistic about what's going on
right now with an increase in 

291
00:18:01,108 --> 00:18:04,800
vaccinations. 
But also concerns about Delta 

292
00:18:04,800 --> 00:18:07,000
Lambda and all of these 
variants. 

293
00:18:07,000 --> 00:18:13,000
But we do know that some Of 
hybrid work situation will be a 

294
00:18:13,000 --> 00:18:16,700
norm going forward. 
So can you tell us about some of

295
00:18:16,700 --> 00:18:21,400
the findings that firm has found
in terms of what the best 

296
00:18:21,400 --> 00:18:24,000
practices are? 
Maybe just advice things to try 

297
00:18:24,000 --> 00:18:27,500
for different hybrid situations 
going forward? 

298
00:18:27,900 --> 00:18:32,700
Yeah, you know, I think there's 
certainly a hybrid work 

299
00:18:32,700 --> 00:18:36,100
environment will certainly 
continue to challenge managers, 

300
00:18:36,100 --> 00:18:40,400
you know, I think it's as we 
earned just leading in a 

301
00:18:40,400 --> 00:18:45,200
different in a different way. 
And, you know, really leading 

302
00:18:45,200 --> 00:18:49,700
teams in general, you know, you 
always have to understand that 

303
00:18:49,700 --> 00:18:52,400
personal, you know, 
personalizing your coaching and 

304
00:18:52,400 --> 00:18:56,200
understanding your team and 
what, what makes them tick and, 

305
00:18:56,200 --> 00:19:00,200
you know, how you can motivate 
them and, you know, how your 

306
00:19:00,200 --> 00:19:01,900
messages really resonate with 
them. 

307
00:19:01,900 --> 00:19:06,700
And so, you know, as we continue
to work in that hybrid 

308
00:19:06,700 --> 00:19:09,400
environment, I think we're 
looking Beyond sort of Is 

309
00:19:09,400 --> 00:19:13,500
one-size-fits-all Solutions. 
And so, you know, people 

310
00:19:13,500 --> 00:19:16,900
managers really will have to 
dedicate more of their time to 

311
00:19:16,900 --> 00:19:20,700
be leaders, you know, to say to 
some extent again, we go back 

312
00:19:20,700 --> 00:19:24,900
to, you know, that 
communication, how can you stay 

313
00:19:24,900 --> 00:19:30,600
connected to your team? 
That is remote, let's say, and 

314
00:19:30,600 --> 00:19:33,700
then you may have part of your 
team that's in the office, or, 

315
00:19:33,800 --> 00:19:37,100
you know, sometimes it switches 
back and forth where nobody's 

316
00:19:37,100 --> 00:19:42,600
ever in the same place. 
And so, I again, going back to 

317
00:19:42,700 --> 00:19:47,000
being intentional with the 
communication understanding that

318
00:19:47,100 --> 00:19:51,100
flexibility is important. 
And so, you know, maybe it's 

319
00:19:51,100 --> 00:19:54,500
things like, you know, 
highlighting with the team, you 

320
00:19:54,500 --> 00:19:57,300
know what, some of the remote 
team players are doing, you 

321
00:19:57,300 --> 00:19:59,300
know, continuing some of these 
virtual. 

322
00:19:59,300 --> 00:20:03,300
I mean, you know, about finding 
balance with virtual meetings 

323
00:20:03,300 --> 00:20:08,300
and an in person. 
But, you know, I think we one 

324
00:20:08,300 --> 00:20:11,400
thing that we've learned Is that
initially, you know, I think 

325
00:20:11,400 --> 00:20:16,000
everybody was very excited about
being remote, many sort of top 

326
00:20:16,000 --> 00:20:21,400
company organizations would 
promote remote work as a 

327
00:20:21,408 --> 00:20:24,500
benefit, you know, it's sort of 
a competitive Advantage when 

328
00:20:24,500 --> 00:20:27,300
they're attracting top talent. 
And I think we've learned over 

329
00:20:27,300 --> 00:20:31,000
the last year that while there's
a tremendous amount of benefits 

330
00:20:31,000 --> 00:20:36,300
to working remotely, there are 
boys who don't love it. 

331
00:20:37,300 --> 00:20:40,600
They like being in the office 
and And so you know, to your 

332
00:20:40,600 --> 00:20:45,200
point we do have to understand 
that everybody works differently

333
00:20:45,200 --> 00:20:49,800
in different environments and 
you know so finding that balance

334
00:20:50,500 --> 00:20:55,500
will be the trick to moving 
forward and you know I think you

335
00:20:55,508 --> 00:20:59,300
know another piece of it is 
organizations kind of 

336
00:20:59,300 --> 00:21:02,400
re-evaluating their benefits for
a hybrid workplace. 

337
00:21:02,400 --> 00:21:07,200
So organizations have many 
organizations took a look at 

338
00:21:07,200 --> 00:21:10,900
their benefits you know? 
And you're sort of typical 

339
00:21:11,100 --> 00:21:15,800
medical dental vision and sadly.
They found things that were that

340
00:21:15,800 --> 00:21:18,900
their employees really, really, 
valued over the last 18 months. 

341
00:21:18,900 --> 00:21:22,600
Whether it's telemedicine, you 
know, additional mental, health 

342
00:21:22,600 --> 00:21:26,200
support, you know, some people 
still. 

343
00:21:26,400 --> 00:21:29,500
Now that things are, you know, 
kind of reopening some people 

344
00:21:29,500 --> 00:21:33,400
want that in-person membership. 
Other people want, you know, a 

345
00:21:33,400 --> 00:21:38,700
stipend to continue with to put 
towards their Peloton app 

346
00:21:38,700 --> 00:21:40,500
members. 
Ship on a monthly basis. 

347
00:21:40,500 --> 00:21:42,900
And so, you know, I think 
there's going to have to be some

348
00:21:42,900 --> 00:21:46,700
flexibility about really sort of
tailoring these solutions to the

349
00:21:46,700 --> 00:21:51,500
needs of their workers. 
Yeah, the word intentionality 

350
00:21:51,500 --> 00:21:55,000
that keeps coming up and being 
deliberate about it is something

351
00:21:55,000 --> 00:21:58,500
to highlight but also trying to 
figure it out, right? 

352
00:21:58,500 --> 00:22:01,600
Because I think we have these 
pre-pandemic trends that have 

353
00:22:01,600 --> 00:22:03,900
now sort of swung away on the 
pendulum right? 

354
00:22:03,900 --> 00:22:08,100
Whether it was the perks, like 
the fancy coffee machine or the 

355
00:22:08,100 --> 00:22:13,500
snacks, or The first file table 
or whatever those things are and

356
00:22:13,600 --> 00:22:15,700
it seems like we're still 
figuring out what some of these 

357
00:22:15,700 --> 00:22:20,400
remote benefits might be that 
attract Talent. 

358
00:22:20,600 --> 00:22:23,000
Yeah, absolutely. 
You know, I think another, 

359
00:22:24,000 --> 00:22:27,400
another point to is being 
intent, you know. 

360
00:22:27,400 --> 00:22:30,800
I'll go back to intentions but 
looking at, you know, we've got 

361
00:22:30,800 --> 00:22:36,200
a hybrid Workforce looking at, 
you know, working hours, right? 

362
00:22:36,200 --> 00:22:41,700
So communication. 
Across different time zones and 

363
00:22:41,800 --> 00:22:46,100
if you have someone who has the 
flexibility, you know, if you're

364
00:22:46,100 --> 00:22:49,600
sort of you have this work-life 
integration and you know that's 

365
00:22:49,600 --> 00:22:55,000
really a big Focus for us at 
Sherm is not work-life balance, 

366
00:22:55,000 --> 00:22:58,900
but work-life integration. 
So what does that look like? 

367
00:22:59,000 --> 00:23:02,100
And, you know, there may be 
people who, you know, will take 

368
00:23:02,100 --> 00:23:06,000
time out of their day, to bring 
their children to summer camp 

369
00:23:06,000 --> 00:23:09,100
or, you know, care for another 
family. 

370
00:23:09,200 --> 00:23:12,100
Number during the day, bring 
them to doctors appointments or 

371
00:23:12,100 --> 00:23:14,200
whatever, whatever the case may 
be. 

372
00:23:14,900 --> 00:23:17,200
And then they ought to work in 
the evening, right? 

373
00:23:17,200 --> 00:23:20,600
So there is that flexibility, 
but at the same time, you know, 

374
00:23:20,600 --> 00:23:24,700
understanding that if you're 
working at 8:00 at night, you 

375
00:23:24,700 --> 00:23:26,800
can't necessarily Demands a 
response. 

376
00:23:26,800 --> 00:23:29,500
You know where expect a response
from the rest of the team. 

377
00:23:30,000 --> 00:23:32,900
Other members of the team who, 
you know, maybe they started the

378
00:23:32,900 --> 00:23:37,300
work day at 6 a.m. right on the 
East Coast, you know. 

379
00:23:37,300 --> 00:23:42,100
So I think again, you Can't 
there's I think blanket policies

380
00:23:42,200 --> 00:23:45,900
or you know what works for one 
person has kind of shifted 

381
00:23:45,900 --> 00:23:48,000
right? 
Like you really do have to think

382
00:23:48,000 --> 00:23:53,100
through and be have a tremendous
amount of flexibility to yield 

383
00:23:53,100 --> 00:23:56,300
some some great results from 
your team and and really allow 

384
00:23:56,300 --> 00:23:59,400
them to feel comfortable and 
kind of be authentic when they 

385
00:23:59,400 --> 00:24:04,000
come to work every day. 
Yeah, so to wrap up a bit 

386
00:24:04,400 --> 00:24:09,000
focusing on Nicole Bellona of 
today of August 2012. 

387
00:24:09,200 --> 00:24:11,800
One. 
If you could send a message in a

388
00:24:11,800 --> 00:24:17,500
time machine back to Nicole of 
March 20, 20 just before 

389
00:24:17,500 --> 00:24:19,600
everything went down or shut 
down. 

390
00:24:19,800 --> 00:24:23,100
What advice would you give to 
your past self based on what 

391
00:24:23,100 --> 00:24:26,500
you've learned through this 18 
months or so? 

392
00:24:27,500 --> 00:24:36,500
Yeah, you know, I think gosh, 
flexibility and being agile goes

393
00:24:36,500 --> 00:24:39,800
a long way. 
And so, you know, For me, 

394
00:24:39,800 --> 00:24:44,300
personally, I'm someone who I'm 
a planner, right? 

395
00:24:44,300 --> 00:24:46,900
Like, I like to plan out my day,
you know? 

396
00:24:46,900 --> 00:24:50,600
Like, I love my calendar. 
I really like to plan out my 

397
00:24:50,600 --> 00:24:55,000
time, both personally and 
professionally and you know, if 

398
00:24:55,000 --> 00:25:00,000
we've learned anything over the 
last 18 months is nothing's 

399
00:25:00,000 --> 00:25:03,600
guaranteed. 
And you know you can plan all 

400
00:25:03,600 --> 00:25:07,100
you want and you can come up 
with a great plan you can come 

401
00:25:07,100 --> 00:25:11,700
up with a back-up plan but Might
need like Plan D, right? 

402
00:25:11,700 --> 00:25:17,300
And so you know for me 
personally I think a big lesson 

403
00:25:17,300 --> 00:25:24,000
for me is being flexible and I 
certainly have learned to be 

404
00:25:24,000 --> 00:25:30,800
resilient and over the last you 
know, 18 months for sure. 

405
00:25:30,800 --> 00:25:34,200
And so just knowing that I 
can't. 

406
00:25:35,500 --> 00:25:38,300
You know, you can only control 
so many things, right? 

407
00:25:38,300 --> 00:25:42,200
You can control your outlook, 
you can control, you know, the 

408
00:25:42,700 --> 00:25:48,500
communication and the care and 
civility that you have between 

409
00:25:48,500 --> 00:25:51,400
your co-workers between you and 
your co-workers and your team's.

410
00:25:52,100 --> 00:25:56,600
But there's a lot of other 
factors that we cannot control 

411
00:25:56,600 --> 00:25:58,100
is human beings. 
Right? 

412
00:25:58,400 --> 00:26:01,500
Well thank you for sharing that.
Are there any final thoughts 

413
00:26:01,500 --> 00:26:04,700
that you wanted to share with 
our viewers today? 

414
00:26:05,500 --> 00:26:10,500
yeah, you know, I think again, 
kind of look reflecting back on 

415
00:26:10,500 --> 00:26:16,000
the last 18 months, you know, I 
really think that as people 

416
00:26:16,000 --> 00:26:19,300
managers as, you know, 
organizations you should if you 

417
00:26:19,300 --> 00:26:24,900
haven't take a look back and you
know, do it a check and see and 

418
00:26:24,900 --> 00:26:31,200
really Recognize how resilient 
you have been, you know, as an 

419
00:26:31,200 --> 00:26:34,200
individual as a manager as an 
organization. 

420
00:26:34,200 --> 00:26:38,700
You know, I think that we have 
realized that there's more to us

421
00:26:38,700 --> 00:26:42,500
than than I think we could have 
ever imagined and you know the 

422
00:26:42,500 --> 00:26:46,800
last 18 months were truly truly 
challenging but I think you 

423
00:26:46,800 --> 00:26:50,200
know, we've seen that, you know 
many managers have given the 

424
00:26:50,200 --> 00:26:54,400
feedback that while incredibly 
challenging, you can be more 

425
00:26:54,400 --> 00:26:57,800
effective, you know, you your 
Versatile of a manager. 

426
00:26:57,800 --> 00:27:01,600
You're more confident leader 
than you were 18 months ago and 

427
00:27:01,600 --> 00:27:06,400
so you know celebrating those 
successes and really being 

428
00:27:06,400 --> 00:27:12,100
reflective of your challenges. 
I think is a is what I hope you 

429
00:27:12,100 --> 00:27:14,800
know managers and leaders will 
take away from the last 18 

430
00:27:14,800 --> 00:27:18,300
months. 
Monica Coble in a, thank you so 

431
00:27:18,300 --> 00:27:22,000
much for sharing your insights 
your learning but also helping 

432
00:27:22,000 --> 00:27:27,100
us to end on this high note 
about celebrating successes and 

433
00:27:27,100 --> 00:27:31,000
learning and growth that people 
managers and pretty much 

434
00:27:31,000 --> 00:27:33,600
everyone working through. 
This has been dealing with 

435
00:27:34,400 --> 00:27:36,700
during this time. 
So thanks again for your time. 

436
00:27:36,800 --> 00:27:37,700
Great. 
Thank you. 

437
00:27:38,000 --> 00:27:39,200
It's a pleasure. 
Thank you.