Key Points to Keep in Mind During Your Transition:

ROI – Let’s face it large firms have set budgets just like any other company. This means that every dollar has a value of an expected return.  So, when companies hire an outside consultant, they “box” the hours and the total cost for each deliverable. Therefore, the consulting company will employ talented consultants with set deliverables due to their customer.  The teams comprise of individuals, whom have the set purpose and focus to work on that one service for the customer.  Well, that’s great!  But, what happens when the freelancer becomes an internal consultant?  They are now having to accept the talent that is already in place, the slowness of time that may occur on acceptance of change; and know that they have to work on a million things at one time vs. one focused initiative.

It is important to have a good grasp of the people, processes and organization goals in order to serve the company successfully in your new role. Remember, your job is to execute efficiently; simplify processes and increase the return on investments.  The organization is ultimately concerned about how they can benefit from your expertise and varied experiences.

Forge ahead with confidence! Your consulting experience provides tremendous value for any organization that brings you on board. As a freelance consultant you have had the opportunity to work with varying organizations with different methodologies and processes that you can now share with your new organization. Transferable skills that you have learned along the way will be crucial in navigating this new role.  You have the benefit of being able to tackle similar challenges with an array of different strategies.

On this particular day, we were talking about some major issues that Sandra was facing. She is in the home health care business and works through an agency. She has been working over nights, as well as, twelve hour days.  Sandra had recently been assigned to an overnight shift that begins Monday morning through Saturday morning. Although, this schedule pays well, and helps her to fulfill her monthly obligations she has not had any remaining funds for savings.

Sandra is fortunate to have her parents living close by who are able to help with her two boys while she works. She was raised by her father and the two are extremely close. Her father has remarried, she and her step-mother do not get along for many reasons.  However, she has learned to deal with it, as she needs help with her kids.

During our conversation, Sandra shared that her ex-husband wanted to move back into the home that she is living in. When he called her, he initially stated that he wanted to know if she was over her “temper tantrum” and was ready to get re-married.  She told him no, as she divorced him after being hit by him.  Now, that her ex-husband insists on moving back into the home they once shared, Sandra has to move out.  This is where the dilemma for her starts.

She is facing the following:

1. Where does she move to?  If she moves to her father’s house, she has to deal with her step mother on a regular basis.  They usually only make it when they live in two different places and only around each other for a short period of time.  She doesn’t make enough money to afford a place on her own.

2. Although her husband has been paying the house note, she informed me that her name was on the title.  Oh no, now she is impacted, from a credit perspective, if he doesn’t pay the bill.

3. Her oldest son is having a hard time.  He told her that he understands she has to work.  However, he doesn’t like it.  Her son works odd jobs to make extra money.  So, he told Sandra that he had 300.00 to give to her, so he could buy her hours.  This way, she could take the day off and still get paid, as oppose to not getting any money.  Sandra was touched and cried her eyes out. She proceeded to tell her son that she would take one day, but that is not how it works.  She must be dependable and reliable to the agency, so she would continue to have a job and work.

As we discussed each of the above issues, we began to break down each situation separately.  She knows that she can’t go back to her ex-husband and she can’t let him “guilt” her into doing so.  She has to move and have a stable environment for her kids.  Does this mean that Sandra has to put her feelings aside regarding her step mother?  Does this mean that she has to make sure that her kids have a roof over their heads, food, clothes and the ability to concentrate in school?  The answer to all of the above is yes.  Yet, maybe she could talk to her father about her feelings and gain some insight and advice from him.  Maybe, she could have a conversation with her step mother and discuss the problems or issues she has with her and come to some solutions.

The second issue, Sandra knows she must get her name off of the house note.  She talked about the fact, that she had this conversation with her ex-husband. Unfortunately, he said that he would do it, as long as she went out with him again.  Should she go?  What does she do?  How does she handle this situation so she is not exposed?  We discussed that she could go to the mortgage holder and let them know that she is divorced and discuss the options to remove her name or the accountability.  We also discussed going to her attorney to handle this situation from a legal standpoint.  This would ensure that he could not bribe her or hold this over her head.

On item number three, Sandra said that she has quality time with her children and talks to them about homework daily.  She spends all weekend with her kids most of the time.  The real problem is that since she knows she has to bring in more income, she has been taking jobs on the weekends to make extra money.  She is now having to decide whether or not the extra money is worth the time away from her children?  If this is a must, how can she help the boys understand by knowing that it is short term and she will be able to stop working the extra hours in 3 months?  This is how much time she will need this second job.  What should she do and how does she help her kids understand?  Maybe, she can talk to them and let them know it is short term.  While she does that, she can begin to put “feelers” out about a new opportunity.  Looking for a better paying job.

Sandra was so frustrated and all she could say was, “the bottom line is that I need a new job that can pay me more money”.  I could understand her pain and need to do more, as I have been down that road.  However, it was important for us to put an action plan together, so she can work towards getting her life back on track.  After much discussion, tears and planning, Sandra decided to move in with her father and have a conversation with both he and her stepmother.  She did call her attorney and the bank.  She started her plan of action to remove her name.  Lastly, we put together a network of individuals, whom she could meet to help with her job search.  Sandra and I looked up opportunities with her qualifications.  At the end of our session, she began to feel like there really was hope again.  She just needs to stay focused.

Have you ever found yourself in a situation in your workplace where you have been tasked with several different activities in a limited time frame?

 We’ve all been there right. Gone are the days of handling business functions in a traditional linear method. Linear thinking is crippling businesses on a global level. New industry demands are calling for matrix and cross function environments that move horizontally. These new demands indicate that there is even more reason to use an agile sprint approach for projects. Businesses are becoming more and more involved with parts that are interdependent on one another. Often these projects are multi-functional and far-reaching impacting multiple parts of an organization.

Remember, the waterfall methodology involves tackling one aspect of business at a time, with plenty of time built in to test, assess risk and redefine accordingly. Today’s enterprises are requiring their employees to handle a wide array of activities at the same time to propel the business forward, and gain quick-wins. In short, companies are seeking agile sprints as opposed to trickle down waterfall productivity from a decision making and results perspective.

When utilizing an agile methodology, there are a few realizations that we must come to accept:

1. You can’t be perfect, but the quality is still relevant.
2. Results are needed in a faster fashion.
3. Calculated Risk Is Not Perfection
4. What is the Projects’ and Business Tolerance Level
5. Smaller sprints with more focused results, yield favorable results

How are you using an Agile Methodology in your workplace? Join the discussion; I would love to hear from you?

Presented by WIT

Vicki Hamilton is a Senior IT / Operations Executive who comes up with new IT strategies to take care of old workplace problems. An award-winning technology executive with over 20 years of senior-level experience, Vicki’s strategic, multidisciplinary competencies include conceptualizing, designing and executing innovative technology strategies for high-value results ($20M+.)

Since 2012, Vicki has consulted with a variety of companies, serving as Interim Chief Information Officer, Marketing Consultant, and Adjunct Professor.

In 2013, Hamilton launched The Wright Answer, a global online match-making mentoring program for women from college through retirement. The Wright Answer helps women find solutions to challenges and concerns around all aspects of their lives: health, family, career, and spiritual. Mentees are paired with like-minded mentors who have experience in the areas where the mentee is seeking guidance and support.

“I am honored to serve the Atlanta community in support of STEM through my appointment as President of the Women in Technology Foundation Board.  As we take women and girls from the classroom to the boardroom, we are here to make sure they can write their stories. It is my sincere belief that our efforts will result in women having a stronger influence and impact on the economic growth in our country. Collectively, with a dedicated staff and a vast team of engaged volunteers, the WIT board leadership continues to work laterally to serve as passionate advocates for women of all ages in Georgia’s STEM community.”
– Vicki W. Hamilton 

A gloomy, rainy morning served as a backdrop for my recent quarterly mentoring breakfast with Cheryl. She is a Senior Director of Product Development at a subsidiary of a Fortune 100 company. She had been leading a team of 50 people and until recently, operated with very defined goals and targets she was expected to reach. But major leadership changes had taken place, starting at the executive level and Cheryl wanted to discuss what her strategy should be going forward.

Cheryl loved her former boss; an executive with the parent company, he served as a mentor for her. He was responsible for starting the subsidiary where Cheryl works. Product development was the central focus of his leadership. But now, a number of top executives, including Cheryl’s mentor, had recently left and Cheryl’s new boss didn’t have the same passion for her division as her former boss. As such, he immediately began making changes.  Cheryl was devastated, both personally and professionally.

One of the first things that the new executive in charge of her division did was to change the organizational and reporting structure.  Cheryl now reports to a peer, David, from another group.  Additionally, Cheryl’s direct reports were shuffled; some people were switched out to different groups and others were imported. When the dust settled, Cheryl’s team was down to 40 people.

Beyond her personal disappointment over being separated from her beloved boss and former team members, Cheryl had a number of concerns. Naturally, Cheryl wondered what the full effect of all the changes would be on her and her division. Without her former boss there, advocating for her division, Cheryl also worried about potentially not having support from the parent company. Finally, she was concerned about how all the rapid fire changes would trickle down to their customers; she certainly didn’t want to lose any clients as a result.

As a point of entry, I suggested to Cheryl that we tackle one area at a time, starting with her concerns about the parent company’s leadership changes. Then we would move into her concerns as it impacts her division.

The first question I asked Cheryl is: “Do you have any control over the decisions that were made? Is there any way you can influence the outcome of these decisions?” Since Cheryl is obviously not part of the executive leadership, where these changes originated, she didn’t have any control over what had been decided. However, we contemplated together the “power of influence.” It was certainly within her power to be able to have conversations with David, her new boss, and provide him with information, data and perspective he might not have otherwise had in order for him to understand the nuances of her department so that he could be an effective leader.

Cheryl’s concerns about having to report to David truly ran deep. Although David was very competent and knowledgeable about the company, he didn’t really understand her division. In Cheryl’s opinion, the decisions he had been making weren’t fully informed and as such, she felt as though she was being set up to fail.

I heard Cheryl out on all her points, then gave her another perspective to consider. “You don’t know what process, people or other information David was given in order for him to make his decisions,” I gently shared. “You may not be privy to all of the things that he was asked to handle and resolve.  Keep in mind, David has bosses too.  Sometimes, a new leader is installed and requested to implement changes in order to solve a bigger picture.” I assured Cheryl that even with knowing that, her thoughts and opinions definitely still count.  But it would serve her and her team best if she were to be a conduit to help the changes to progress smoothly and not cause problems.

As we continued to talk, Cheryl began to accept that her working environment was going to continuously evolve. If she wanted to continue being a part of the organization, she would need to release the old way of doing things and adapt to the new. In a moment of pure candor, Cheryl admitted: “I hear you. And on the surface, I get it.  But, the culture here has been just great.  It has been a very supportive and collaborative environment.  My biggest fear is losing that.”

“So,” she continued, “When do you really close the door to the past and leave behind the ways things have always been done? How do you really deal with change that is out of your control?  What are your real options?”

Well, unfortunately, the answer for Cheryl – and for all of us – is not that simple.  Accepting change is a process.  We all will have our unique responses as change affects us all differently. But here are the steps I suggested Cheryl take to help guide her on her journey.

First, understand that there are some decisions that are not ours to make and out of our control. We must choose to either embrace the changes by focusing on the positives. The alternative is to decide to not be a part of the change and move on, in Cheryl’s case, to another position at a different company.

Second, recognize that when a new leader assumes their position, it will take roughly three to six months for them to set the tone of the culture they want to establish.   Depending on the message they want to send, their behaviors will set that tone.  Cheryl has to be open to watching those behaviors and giving them a fair chance.  Then, she can make a decision whether she likes it or not.

Third, it is important that Cheryl understand that culture is not leadership.  However, leadership style and characteristics definitely has an impact on the culture.  Different leadership styles include, but are not limited to: bureaucratic, collaborative, and dictatorial. Examine what are the new leader’s characteristics: do they make everything seem great whether it is or not?  Do they say or infer that everything is their idea?  Do they give credit where credit is due?  These are just a few examples, as there are many other leadership characteristics, styles and behaviors. The point is that having insight into various leadership styles will help you to understand what is most important to them.

Cheryl has a lot to consider that will affect how (and if) she goes forward in this organization. After evaluating these above areas for a fair amount of time, Cheryl will have a decision to make.  Will she be willing to let the past go and be open to a new way or style of doing things? Will she decide being at this company is no longer what she wants?   It won’t serve Cheryl or her company, clients and team she leads well if she is miserable and unhappy.   Cheryl – as we all do – deserves to operate in an environment that she can personally thrive in.  Only the individual can know what that looks like for them.

I often meet with Sandy at our favorite local coffee shop for breakfast, to catch up on personal things, then to discuss any needs that Sandy might desire, this beautiful Fall Friday morning was no different. After we exchanged some personal stories and a few hugs we began to discuss what was on her mind.

Sandy’s organization was going through some major changes, not to mention, the industry as well. A lot of consolidations, market changes and increased competition for the same prices. She began to express her concerns about staying at her job and how to deal with all of the upcoming changes. However, the one thing that Sandy loved about her job is that she was finally being included and asked for input from the management and leaders of the organization, they were asking her questions about her thoughts and ideas.

Upon listening to Sandy tell her story in excitement, I thought to myself, who wouldn’t be elated that someone valued their opinion enough to get their input. That was until it got to the point of discussing some of the outcomes. She was asked one question in particular about her department, Sandy worked in finance, and she was responsible for managing purchasing, A/R, A/P, G/L and payroll. She loved her job but was frustrated with some of the processes and procedures put in place. Hoping for a change, Sandy gave a suggestion to change the process that was being used for purchasing. She felt as though there were steps that could be streamlined. Management took her suggestions and thanked her for the input, at this point she was feeling good about where this was going.

After giving her input, several months had passed, with no changes to the procedures she was asked about. Even though Sandy was being asked for her opinion, she felt discouraged, like why ask for her opinion if her suggestions were going to be ignored. They had done nothing with her ideas and this left her feeling discredited. I let her finish her thoughts and express her feelings. She needed to get it out, so we could talk about “what’s next”.

I asked her had the leaders put a time period on what they were looking to do. Or had they discussed the overall vision of what they wanted to do in detail? She said no to both questions. However, she did say they mentioned they really wanted to increase productivity and reduce costs. I sat and thought to myself that her input was very appropriate for the direction that they wanted to take. I then asked the one million dollar question, “Do you think you had all of the information that is required for them to move forward?” Sandy gave me a puzzled look and said, “I think so. What else do they need if I have given the information and I do the work every day? I am in the trenches and know what it takes to get the work completed.”

I agreed with Sandy, but had to remind her that none of us know all of the factors that go into any decision. There are times when confidential information or other ramifications can impact the decisions being made. No one, even the President, knows all of them. Even the President has a boss or someone they must answer to, there is ALWAYS information that you may not be aware. Here’s a perfect example. Let’s suppose that there was a confidential merger on the table between your company and another one. They wanted that information to understand the impact on integration. They could not tell you this information. However, they needed the data points.

It’s hard to comprehend but as employees or even citizens, this is where trust comes into play. You must trust that your leaders are going to make the right decision that is best for you and the company, just as citizens we must trust the President of the United States to make the right decisions for our well-being. As human beings we have that inherent want to be heard and appreciated and sometimes we feel as though we aren’t when in fact, we are heard and can be appreciated. In some cases we are just part of a total process. That doesn’t mean that our opinion is all it takes, there could be other factors and we are only a piece of the puzzle and there are other things that make up the total decision.