welcome everyone to um our culture First Community discussion on our reflections of culture amps news state of the manager report so excited to geek out with you all um my name is Jesse Jacob I'm our senior community engagement manager here with the culture First Community so helping uh run our culture first Global chapters program which is now up to over a 100 Global chapters um we have over 10,000 community members like yourself around the world H last year alone pretty bananas we hosted almost a an event a day at 355 events last year pretty wild both in person and virtually so um really excited to start 2024 off with this really cool rep report that col came out with and just to geek out I actually just read it like an hour ago so if I'm totally honest I'm really excited to learn from you all uh as we kind of have this discussion together um whether you read the report or not uh this is going to be an awesome use of your time so um a little also a little background on myself um we're going to do like a little check-in here with our belonging badges um but I am uh one of my belonging badges today is grieving I recently lost my mother over winter break so um I'm actually going to be hanging off this session to Alex process who is our chapter lead in Chicago I'm very grateful for her taking the lead and driving things cuz I'm in a bit of a brain fog at the moment and uh but really looking forward to just like being here uh and kind of getting back into the swing of things but a little bit of a brain fog for me uh plus if you can hear my voice I'm a bit under the weather so honestly I'm just super grateful for this community um but with that said I'm handing it off to my my dear friend Alex thank you thank you thank you yes um and I'm sure we all collectively feel like we got you you've always got us so we are very happy um to help and take over and have your back um so uh welcome everyone really excited to talk about this topic today um as you saw in the report or if you didn't I will kind of cover briefly just the key takeaway so everyone's on the same page there and then each panel member will just kind of you know talk about their specific thoughts um so we'll get into that in a little bit um as far as my background um so it kind of runs the gamut of HR change management um I see Rachel I see you from my other world in change management on here love that um Rachel actually spoke for one of the other groups I'm I'm in so HR change management Dei anything culture engagement um I just really love designing the employee experience and designing in a very thoughtful intentional way way um to increase inclusion and belongings so it's a little bit about my particular background um I was uh I'm currently looking for my next full-time position in the inum and doing um a bit of Consulting here and there so that's a little bit about me um and I do think just with everything with it being a new year let's do a little bit of a grounding exercise maybe to kick this off just going to do a super simple one and you can absolutely um turn your camera off during this time if you want to you don't have to but essentially I'm just going to guide us through breathing in for four and breathing out for four just a few times um and then we'll really get started we'll dive into it so with that again optional if you want to keep your camera on off go ahead and you know plant yourself make yourself feel you know kind of rooted grounded and we'll go ahead and do our exercise close your eyes breathe in 2 3 4 breathe out 2 3 4 breathe in 2 3 4 breathe out 2 3 4 breathe in 1 2 3 4 breathe out 2 three four all right get get a little loose it's the end of your day we're winding down we just want to have a really great discussion with you all yes we have that panel but it's going to be more about hearing from you all getting all of our thoughts together um to really have a fruitful discussion so we do have some slides just to make sure you know I know most of you are pretty familiar with culture first but for anyone who's not we absolutely welcome you any you want to make sure that you know a little bit about us as well so Jesse if you want to um go ahead and show those slides all right so we're starting with the fun stuff right so I know that Jesse brizzle mentioned belonging badges so belonging badges are um and they're actual badges if you go to an in-person event um but they're really how we help you know just Foster communication Foster community and what we' love for you to do is just pick three of these that really resonate with you as far as identity just you know kind of really speak to you that feel like you know say something about you um that you feel comfortable sharing um with everyone so go ahead and think on that pick three and then go ahead and drop them in the chat there is that blank option so if you feel like there's another you know dimension of identity that's missed here you can feel free to put that into the chat oh I love it okay privileged dog person happily single love the happily single card I love it uh Jesse grieving Optimist traveler absolutely uh Morgan neurodiverse thrill seeker Disney nerd we've got Dy was social introvert bullied Progressive so um I'd imagine you know a lot of you know thoughts around workplace culture and how that shows up um Megan also mentioned bullied feminist artist Jackie anxious neurodiverse also happily single uh Sarah mentioned extrovert vegan creative Jen Optimist grew up poor highly sensitive person Jen Arnold pet person parent nature lover lover Kimberly Kimberly only child anxious Progressive so I'm one of four children and I get sometimes very jealous of only children uh AJ extrovert dog mom childless by choice Tracy introvert gamer pet lover uh Stephanie Optimist pet person married traveler um Beth privileged feminist Progressive Sarah grieving yeah you know that's you know can build community as well spiritual only daughter Paula privileged feminist Progressive Teresa Optimist Progressive thrill seeker Megan okay Progressive religious extrovert um I like how that all came together Katrina atheist privileged morning person Marica I hope I if I didn't pronounce that right please correct me um introvert not a pet person lover of board games Nikki introvert only child wild cat Mom okay definitely love that Susan spiritual partnered straight singer Julie uh privileged grieving spiritual Jen lgbtqia plus Optimist parent oh yeah today's a rough day right it's no day with the kids I totally get it Sandra feminist pet lover extroverts we got a lot of um people that identify as feminists pet lovers extroverts um also some introverts uh Rachel Optimist Progressive travel lover um Jaylen lgbtqa plus multi-racial pet person Jennifer empath introvert spiritual um whoever is on the iPad conservative Optimist vegetarian we've got Stephanie with pet person Optimist adoptive parent Julie IA introvert anxious only child Carolyn thrill seeker caretaker parent introvert Teresa privileged modest upbringing anxious Optimist an is a pet person no kids and grieving Karen is extrovert Optimist artist or creative um and Alex is privileged artist people lover Naomi is feminist passionate Optimist uh and we've got a few more coming in I'll just mention mine so I will actually say because I'm currently going through my sixth round of IVF I would say childless by not the choice um I have endometriosis which impacts things so that's definitely a part of my identity um as well as um feminist um and I would def definitely say privileged right I've been able you know I've been laid off since April but we've been okay um you know despite me being the bread winner so it's been super it's been really great to have that time so I feel very privileged in that respect so um love everyone who shared um we know that that takes vulnerability and we really appreciate it um and I want to make sure that I'm saying this correctly okay so the first syllable is more of a u than an A okay so molica can you actually hear me yeah go ahead okay okay I'm using like new headphones and stuff so madula madula madula J okay yeah yeah yeah right thanks for checking perfect okay we definitely want an inclusive experience and a huge part of that is pronouncing each other's names correctly so always feel free to interject if any of us have your name um wrong all right I think we can move forward what do you think Jesse okay so a little bit about what is the culture First Community so um you can go go to the next slide so what we're all about we are harnessing the power of our community to create experiences which amplify educate and connect culture first activists we want to make that better world of work possible next Slide the thing is community lives in a lot of places um you know Community can be you know around the water cooler right it's all about building that sense of belong in um feeling like you know you are heard and it's not about everybody agreeing it's about everybody kind of coming together and re respecting and appreciating each other um so it comes in the form of education and content it comes in the form of sometimes inperson events these types of virtual events we have Regional events um anytime you hear the word camper that actually refers to culture amp employees um and a lot of times they will jump into our culture first meetups so look out for that as well you know the next slide okay so our goal so we're setting out to try and change something the core of who we are and Community lives in all these different places and the vision is robust so our ambition is to be the largest community um we believe a better world of work is possible and the thing is we want every single time we meet for everyone to walk away with at least one action it can be very overwhelming to come together and talk about how to make a better world of work we want every single person to feel empowered to move um from knowledge to action and if you ever done change management we talk about that quite a lot um because it's one thing to have the knowledge it's another thing to move to action so we get really excited about that next slide all right so um our five core principles um pretty straightforward so I won't go too deeply into these so foster belonging and acceptance so it's creating environments that have that psychological safety where diverse opinions are embraced and valued um cultivating people's wholeness and Humanity um you know that's where we transcend the labels right so we talk about these kind of belonging badges right but it's not about kind of pushing people into those corners but rather kind of just understanding the full the fullness of who they are right um and when faced with something we don't understand we're willing to engage with curi osity and let go of judgment be willing to reflect and grow it's all about having that growth mindset to an honest look at things that can be improved um find ways to be mirrors for one another challenge and support one another I have the courage to be vulnerable and it seems like this group we won't have any issue with you all were really fantastic being vulnerable with us um and you know that goes a long way that's how we build you know that authentic and trusting community it creates those safe environments put learning into action so where I mentioned you know it's it's one thing to just talk and talk and talk but it's all about how do we walk the talk it doesn't mean that you need to like you know go back to your organization and think you're gonna be able to change everything it's one little action at a time right what's one little win you can have and those will eventually lead to more and more connection inside business outside so we know that connections and business opportunities and we hope they'll come from this community but the goal of our events is to Foster connection learning and action not transactional business opportunities so let's let this happen outside of our organized interactions and we can goad and go to the next slide okay so on to the discussion so what I'm going to go ahead and do is I will just mention those key takeaways and the key findings if you go to a report they're right at the top but just to make sure in case you didn't have a chance to um to go to the site make sure we're all on the same page and then I will go ahead and just mention my initial thoughts um just I'll just kind of zero in on one particular aspect of it and then we'll call on each of the panel members and Jesse if you don't mind once we get to um each of the panel members if you can um take care of the timer that would be great got it and I'll drop a link in the chat if you don't already have the report too um so if you haven't had a chance to download it read it I'll drop that in the chat as well but yeah so basically we'll get a chance to hear from some of our chapter leads and then we'll open it up for everyone to join in on the discussion but at least having a few time blocks for the uh some of our chapter leads to just share some of their um initial thoughts and takeaways of the report all right okay so let's talk about like I said first thing key findings right so state of the manager um as many of you know I'm sure if you're familiar with the culture amp product um they have these manager Effectiveness surveys um so they use that um you know especially to kind of Drive understanding how the reports are feeling um along with other sources of data so the key findings are I don't think any of these are going to be surprised to any of you by the way but managers are incredibly important as they Inspire higher motivation and commitment among their direct reports they are currently under stress they are stuck in a bind between leading others and managing others and this is a really interesting discussion um I'm actually pursuing my PhD in organizational leadership and we talk all about all the time about leading versus managing um and there are some who say leading is a part of managing and then there are some who say no we do need to differentiate it so I'm looking forward to that discussion especially because I had to write a whole page 15 page paper about leaving versus managing so super curious to hear what you all say while the managers of managers want them to focus on leadership skills like strategy direct reports seek more support on things like growth and development as managers rise through the ranks from Frontline manager to Middle manager to senior manager they spend less time focusing on developing effective manager behaviors so as you as you know especially you read if you read through it um you know there's all this focus on new manager training but you know how we make sure that we are constantly keeping those skills fresh how are we making sure that people are able to apply their Lessons Learned you know how are we fostering the behaviors of reflection um and using kind of what they've learned on the job to become a better manager and how is that reinforced in the organization and then the last key finding is um there are actions that organizations can take to better support their managers um which are detailed within the report so again that was just a to kind of ground Us in these were the key findings um so everything that follows really just kind of expands upon those different findings so with that I am going to go ahead and start with my own takeaways um so I'll be the first chapter lead to participate so this is this is not the views of the entire Chicago chapter this is just the views of me but happy to kick us off um after having done manager training for most of my career so it's interesting when I first read this my initial um thoughts you kind of where I zeroed in on was oneto ones um and Technology enablement because what I was thinking of you know oneto ones are not all creative created equal and they talk about in the report about comprehensive oneto ones um and while it's alluded to I think it's really essential to call out building trust within those and that can look different depending on the employee now part of that is in fact through continuous feedback and focus on development however it's important to balance that with building connection most especially in diverse teams and there needs to be organizational trust for employees to feel confident how they respond to the manager 180s in the first place so that manager Effectiveness survey so that was one piece of it um is really kind of how are we Drilling in on those oneto ones the other thing that came up it talks about Career Development conversations I think it is so important to separate Career Development conversations from one to one uh one to one that's my own personal thing and a lot of organizations actually now have career coaches specifically um so the managers can focus on more of the day-to-day work and the career coaches can focus more on that Career Development conversation doesn't have to be that way for instance I know with me with my last report we would meet quarterly separately in career to talk about career conversations I had her create her own JD of what she wants her next role to be and we would talk about like okay what are your current skills how do we lean into your strengths and then what are any gaps based on where you want to go not what you know what not what certain people are saying or getting feedback from this person or that person you know it doesn't mean you don't deal and and you know provide that feedback but it's more about let's focus on leading into your strengths and if there's something you really want to do and there's a skill Gap there let's focus on that so really making sure anytime you have career conversations that they're dedicated conversations um and not forgetting about them and making sure you don't lose sight of it making sure that U the employee is driving that career conversation but at the same time you're providing the connections to other people in the organization in order to be able to Foster that Career Development um you know a lot of times that person doesn't necessarily want the same trajectory as their manager so it's actually that much more important that that you're connecting them to other people so they might actually start having those Career Development conversations with other folks right and I think when it comes to your manager it may be more around development in order to be promoted right so what are the specific steps that are needed if you are looking for that more direct line up so those were just some of my initial thoughts that came to mind there was so much covered in this report um but I know my very esteemed colleagues um will be sharing all about that um so I will stop talking now right about at time um and we will go over to Paula since you joined us next if you want to jump in there sure um one-on ones was also my one of my top highlights from the report um but I'll dive into a couple little highlights specifically from the report in case for those who didn't get to read it and that was um in section five of the report where it's really talking about like what do we do um because as um Alex mentioned a lot of the report in the start was not probably surprising to any of us um I think it's more like now what um so in terms of that you know each level up the ladder the data showed that a manager moves um they the basic and effect of manager behaviors decreased um over the level before them so as people are rising up the ladder their ability to you know implement continuous feedback uh quality one-on ones as Alex mentioned goal setting uh making development plans for the employees as well as recognition decreased on each level up um and that was interesting to me um I think the other thing that stood out was that those who have the most direct reports are also the least likely to be supported by their manager so not only as these people are Rising are they uh like depreciating their uh skills in terms of what an what a manager needs from them they from the level above them are also not getting the support that they need so to me this starts to create that like vicious cycle of of um problems and then the other thing that really stood out was that you know they're just the reminder that managers are obviously direct reports themselves um meaning that individuals that are responsible for reporting them are not are not getting the support that they need so I think what's nice about once you have the information and you know the now what what do we do about it these are not new Concepts you know getting a good quality one-on-one and I think it's important to get a consistent language throughout whatever the company is on what ideally should be taking place during those one-on ones um I think in HR we tend to have a preconceived notion about what that means and sometimes to a manager a new manager sometimes even a manager who's been managing for many years they may be executing and doing something very different in the one-on-one um so as a company and for consistency sake giving some prompts for the managers so that they don't need to recreate the wheel and they feel like they can go in with some different talking points for consistency I have found to be really um impactful um as well as embraced by the managers because as the report also shows these are highly stressed out people lacking time so where we may have the expertise on what that looks like um they may not have the time to go and and research that and learn um little bit of a tangent but just to pop out like in terms of recognition of the employee that is another thing that is such a simple fix um but again oftentimes managers need a structure I was talking to somebody the other day and they were like well we just don't have the budget for that and I think you know we all hear and expect sometimes that some of these initiatives require investment or technology and yes if you can do that certainly go that way um but I always like to kind of adopt the phrase invention um sorry necessity is the mother of invention but I like to tweak that to Innovation and in working in lean environments and having to really think creatively when you don't have the budget on how you can execute some of these things so recognition can be as simple as giving some set structures to give shoutouts on slack um it doesn't have to be some compensation or reward program necessarily but I think again we speak this language sometimes and people are inter interpreting a word even as simple as recognition as being something that costs money I don't know how much time I have left so I I don't see the timer I could keep going um but I think I'll wrap up really quickly with in terms of the like the last page if you want to skip to that like the where to start um there were a couple other key highlights there in that um one-on ones obviously as jeen mentioned were really impactful as were um uh development plans but when you couple them together um it was an exponential increase in terms of the impact so good news is if you can only do one thing just pick one thing focus on one thing to trickle out through the the group of managers even if it's a small team um if you're in a larger company sometimes we can get daunted by how do we roll this out on a big scale start with one start with one division start with one group start with one person um but as the report says the only wrong action you can take is no action at all all right I'll pass it over to Teresa thank you um that was very well done Paula and Alex I feel like you guys prepared a brief synopsis while I'm just going to be cuffing it um I I I also tagged a few of the things that Paula and Alex tagged but and I sound off the cuff but I am going to show my screen because I did highlight some stuff I am that way um I think the thing that and I'm going to share because I know some people didn't get a chance to read or or uh uh read the report I guess um so I think the big thing for me can can everybody see this I can't see you so somebody come off mute and just say yes yeah we got you perfect thank you um so I think that thing that struck me about the report in in totality is that in truth there were some things I was really aligned with and and I as a background I've been in a VP chro for 25 years um I've been in leadership in a lot of different companies and I think there were some things that I was really in line with and other things that I um you know had questions about um and I think that's okay that's what reading articles like this is all about and and kind of educating ourselves so this particular section I think it's section five OH 43 um in the manager feedback what I thought was most interesting is and not surprising but for some reason it's like one of those things that we know to be a fact but for some reason as a collective uh Community or Collective Society we just like aren't making that change that the thing that managers and their leaders um there's another page Above This that goes into like who is feeling the same way about this top section this purple one that managers feel like their time should be focused in on communication and influence and strategy and part of that is you know you're a manager you're wanting to show that you've earned your role you want to be strategic in your role you keep getting pushed by executive leadership to be strategic and part of the challenge with that is it it there aren't many companies that prior prze the percentage of time that needs to be put into being a manager and I think that you know we know that often times managers get put into positions because of their ability to do their current job not their ability to lead or manage um and so I think this idea that um managers are focused in this one direction if you take a a series of Five Points and their direct reports are literally the counter opposite to what what they need is the counter opposite to what the managers are focusing on so I thought it was just really interesting that the direct reports seeking this sharing of information growing with others and by others being you know that their manager should be empowering others that is all about like I want to learn I want to be cultivated I want to be mentored I want to grow and there's this really Stark difference in that so I thought that that was um you know a really I'm going to stop sharing so I can see everybody again I just thought that was a really interesting key point I know I'm a little over time the other thing that I really started thinking about was the idea of you know the concept of enablement has grown in the past five years you know I grew up a came up as a l &d person and the term enablement didn't exist and now everybody's an enablement expert um so I'm going to say I think one way that um companies can start to really try prioritize management is decide how much time you as an organization feel people who are in a direct management position should be spending their time on management and come up with strategies to help them do that at the very last page of the report similarly to what Paula said it says you know we can't give managers time back but we can give them resources I think that the way that technology is moving and I have a particular point of view that I'm not pushing here today but um I think there are amazing tools that can help gain time and that time then can be used to focus on some of these things like management where we have had you know just eons and Decades of of a lack of focus and with that I'm not sure who I'm supposed to transfer to but I think it's Teresa over to Michael I thought there was a second Teresa I made that up no you're good Michael off to you J can I ask you one question before my time starts because you mentioned everyone knows it it hasn't made it across the pond to me because I'm I'm I'm I'm in very dark London I'm in Mooney London rather than Sunny London right now um so for those like me who've not really come across the word no can you just explain it for me sure and I'm gonna I'm gonna say that one of my one of the top leads in sales enablement she's like a she used to work on my team many years ago when she was a TR coordinator um and now she's like one of the lead sales enablement team members she's in London so it's over there my friend um so what enablement is is it's essentially a team similar to a training and development team or but but their function goes a lot deeper it goes much more into strategy um material development asset development um really deeply embedded and partnering with whatever type of function it is so if it's sales it would be you know Building Sales decks strategizing sales campaigns and pitches running uh training sessions workshops my feeling is that that could be a functional role in the future I wrote a LinkedIn post about it the other yesterday so if anybody wants to follow me or connect with me you can read it there and it's all about how maybe maybe we can't necessarily rely on managers to always know the right thing to do but we can make create teams that can help fulfill those needs for them and help them become better managers it's like you become a manager and you don't want to expose the ego that you don't know what the hell you're doing and that has just perpetuated a lack of management for years and years and years and generations so enablement is really that it goes farther than training it really goes into deeply embedding support teams to help people get those functions done really well amazing cool that's really helped me thank you so much awesome so guess it's my turn um so I think the thing that really stood out for me was the twoyear sort of takeoff time that it takes for leaders when you've got those growing emerging leaders is taking two years to get them to the top Plateau not top Plateau the top point of that performance thing and I wonder if we were to all think about our organizations we work for how long that support is in for our emerging managers I'd be amazed if anyone breaks up six seven weeks so to go to 104 weeks or two two years is a real game changer am I thinking is actually yes we know they become managers and very quickly but actually over that two years what are the phases what are the cycles there's going to be learning it there's going to there's going to be the actual practice of it and then the Mastery of it and actually when you think about those Cycles two years seems about right to really get your head into those skills and actually be able to influence and it's it's the thing whenever I come across people that have been promoted because they were good at their job not good at managing lacking those skills of leadership and those management and those abilities to engage and do the things they they come because you accidentally find them and but if you can shorten that Runway to effectiveness that is really exciting so how would you take that from a two-year Peak to a one-year Peak because the plateau is really high and it's interesting because it says the manager rating plateaus after two years some of those plateaus are at 90% agreement so I don't necessarily know a plateau is probably the right word for it but actually that that holding that Top Line of performance is great and the really interesting bit is it takes about six years for it to drop off so people hit a really good level of productivity and if you've got those lifers that are you your steady edes that are really delivering for your organization there is a point where they will start to wobble so what do you do for them then as well because we all talk about the really diverse Workforce and the our older employee our employees that have had longer terms of service how do we make sure that they stay relevant how do they stay up to speed with the digital innovations that are coming because actually I know as as I as I've gone on my journey Keeping Up With The Changes isn't necessarily at the Forefront of my mind sometimes because I have life that I'm now dealing with I have an eight-year-old who wants to wants to wrestle me every every every every moment so moments where I may have been sharpening something for my my industry and my skill is now working out how to how to take down an 8-year-old and not not hurt him because he's much smaller than me and I think that as we go on our journey it really is that priorities change and things you may have done in your free time as we go later in our journey those are things that sometimes may slip off I think how's that dead on time oh my gosh landed the plane like right on time oh my goodness [Laughter] Michael um uh thank you I'm going to I'll go and then I'll open it up to other chapter members who are here but also just to repeat like Alex runs our Chicago chapter I know Paula has said that she like in our title there runs our creative well-being chapter Teresa runs our Norwalk chapter and and our book club chapter uh and Michael runs our London chapter so if you are happen to be in any of those um cities or if you are in La Paula is um based in La too if you want to hang out with her IRL but just plugging that too um okay I'm going to set a timer too I'm going to I'm also going to take the same approach that Teresa did which is a I'm going to share my screen and then just randomly talk for three minutes so um can you all see me still my screen okay uh I also thought this was super fascinating like the the um disconnect between what managers think they should focus on and what their direct reports think they should focus on and then their managers this to me was like I literally was read the report and I was like wow that's interesting um like I actually said that aloud as I was reading this report um and then it kind of like brought me to like why don't employees value strategy like that was a genuine question because like for me I feel like I'm I like me personally I was like strategy is actually really important because I'm like where the hell are we going like why why does any of this matter if we don't know what what the goal is or what the purpose is um so that to me was like super interesting I also was thinking about like hm what's the difference between communication and influence and sharing information because to me sharing information and communication I was like what is that Delta like I feel like those are maybe the same thing but that my wheels were turning on like what's the difference um I also loved this little part about this little insight here about like how you get a glowing performance review despite being rated at the bottom cortile of manager Effectiveness from your direct reports and how important having a holistic picture from both managers and direct reports for your performance review as a manager that that was like I was like oh yeah duh like it could be so easy to just be like only your per only your manager gives you feedback so you're going to get maybe a glowing review versus like all of your direct reports are like your garbage at managing people uh so I just thought that was a great little Pro tip um I also enjoyed this part about um just like the the basics of being a an Effective People manager around like the higher up you get into the hierarchy and the more direct reports you are the like the more direct reports you have the less likely you are to be effective with just like the basics uh and the basics being here this is what I'm reading right now but the basics being like setting goals for yourself and for your direct reports having uh development plans for yourself and and your employees having continuous feedback conversations that to me I was like oh that absolutely makes sense and then even the number of words that you use in your performance review I also thought that was fascinating that that data came out like even just the like wow interesting um and the other thought I had was um and I'm blanking because I just looked at at the time um oh uh going back to this part about like what's important to employees about like the number one like or the things being important of like sharing information and growth opportunities um this also checks out with like cult TR amp's previous research around like the reason that people leave organizations is the lack of career opportunities and the reason that they join places is because of an opport of a career growth so like this also checks out with previous culture AMP Research that I I've just loved seeing so anyway it that's my time I will stop sharing my screen um see I think it's interesting that you bring up the point about strategy and you look at where sharing information is ranked for you to be able to have that insight into strategy and to understand understand how to get to that higher level you do need that sharing of information so it's almost like there's a dissonance there um that I think is really important and I think the other thing to keep in mind we talked about how managers plateau and like they get less feedback they go higher um if you follow neural Leadership Institute at all um they do a lot around how they summarize it as power makes you stupid so you get less and less feedback like because when in the middle when you're middle management you get feedback from everywhere right you get it from your downline you get it from your upline you're all you're given all the feedback all the time as you go higher and higher people just don't feel as comfortable giving you feedback even if you think like I remember like you know being VP of Dei was the global leader and here I thought it was a super approachable inclusive person but sometimes it's just the title itself right where people don't necessarily feel comfortable giving the feedback so using enablement right to ensure that there's many different different ways for people to provide feedback in a safe space um I think I just want to kind of touch on those particular pieces Teresa you had your hand up yeah I think that a few thoughts come to mind in terms of like you asked the question Jesse like what's the difference in communication and like how does some of these terms differ I think that there are there are examples where companies are doing it really well there aren't many examples as many as I think we all wish there were but some companies really take the idea of communication not just from a direct manager or a direct leader but organizationally the the leadership and um focus on transparency is really important I know in my background I worked for 15 years for a division of News Corp we had a Cadence of every Monday our executive team met they then had brought those learnings to a director level management meeting that had about 70 people in it that was an another hour then every manager if you had Direct reports um and this goes to the kind of structure that was I mean this took a lot of investment to then say okay everybody who has a team has to meet with their team weekly everybody who has a direct report has to meet oneon-one with their direct reports weekly and so that was one of my questions in the report was you I first of all I love the term Fort nightly like who uses that term besides maybe Mike Aussies a do aussy a and and and the British um but I love it and we need to bring it back um we need to bring it here but like the idea of meeting weekly wasn't mentioned so I'm curious about that I've always had weekly meetings but the most important thing that we did as a company was we sent out the notes from that director level management meeting to every employee every employee knew who was leaving the company everybody employee knew when we had open jobs everybody knew what the um success and sales of the company were and I think that that was the first job where I really felt as I came in as a a training specialist so that I was 26 years old that was who cares 20s something years ago but the idea that we had a Cadence for 15 years of of transparency that's real transparency that's a management team saying or a leadership team executive saying we need you to spend time with your direct reports and your manage and your team members and growing everybody up under that expectation um so sorry I don't mean to drone on but and I think the sorry I'm gonna drone on the other thing I think that that I was that I struggled with in the report when I said I didn't like I wasn't aligned with everything is like it's not that I don't think it should be better but I think that you know it's like the analogy of my dad saying you know when I had to go to school and I was a kid I had to walk up hill both ways in the snow of 12 feet and I thought when I was 20 years old like what you of course didn't need to do that now I'm like God I also have to walk uphill both ways and when I was a young HR leader I had to do all these manual things and now these like young whipper snappers coming up in HR are going to be able to do things so much faster like there is a a tendency I think also for as you get to more senior level you've got more a lot of times you're managing departments so the expectation that there would be the same level of attention is a little bit of a misnomer I think there are some expectations that as you get to that higher level um you are better at self-management but I don't also know that since Management training is such a maybe devalued or undervalued tool it doesn't happen a lot okay that's all I'm going to say oo love that all right well I also want to hand it off to so we obviously a handful of our chapter leads came with very specific things they were wanting to share I know we have some other chapter leads too if like Jen or Christy or Kayla if you wanted to take a couple minutes and then I wanted to just open it up to the rest of the community here wanted to definitely hear from everyone else so all right great well please anyone else want to share their thoughts or yes saying to some things we've already shared okay yeah Jen what's up yeah I was just looking at my notes I took I read it right before here we got here so it's pretty proud of myself yay um I think it you know a lot of what everyone else shared especially with the prioritization between the manager and then with their directs want that was one that stood out but showing that the first two years of people getting into a manager role the growth was really high for two years and then it plateaued and um after 10 years of tenure they found declines and you know Innovation helping the directs go through innovative ideas communicating that motivating Vision that pece like saying what you know kind of what is the company striving for what is the team striving for and then coaching asking direct reports about problems as opposed to just giving advice to the coaching piece and so giving and not having all the leadership development focus on the first two years may be something to consider but then people are more stuck in their ways they've done enough of it they at least at kind of status quo so they may not feel as inclined to take people up on leadership development but um there was a lot this is a great report but that was one other thing that stood out to me I love that too of just the like we got this and this is how someone's already going to respond bond in leadership and like it totally adds creates a close-minded environment at that point well it's almost like if the if the company doesn't have that continuous growth mindset that we can always be better leaders we can always be you know better at what we do it's going to be much harder to engage those managers that are more tenured yeah thanks thanks Jen um anything to add and um so many good insight already but wanted to just share another resource um that culture amp has so many good ones there's another one and I don't know Jesse you're always good at having things at your fingertips but around um seven charts you familiar with that and it just tied in a lot and so I know a lot of folks were coming here like oh get let's have some good good data and so on but there's a chart by culture amp about what high performing managers do differently and so I just thought it tied in nicely in looking at this manager report and I'll just rattle off a couple not sure if I can um pull that up or not but here's like five things that they found High performing managers do differently they are three times more likely to provide continuous feedback three times more likely to have completed a development plan 2 six times more likely to have direct reports that are logging goals 2.6 times more likely to have shared their direct reports performance review with them and last 2.3 times more likely to have regular one1 so of course we talked about 101s but anyway I just thought that's a nice little short list right there uh around the things that managers do and in addition to one-on ones there was some other ones that are just again not not like rocket science but it's like oh you want a short list like if you're doing these things you'll be two to three times um you know more High performing I love that thanks Christie all right I know Kimberly had her hand up and pan had her hand up too so definitely want to hear from you all hey everybody thanks so much for sharing that in the chat too I'm definitely going to save that seven charts um I just had two things to share um you know one is just this study when I first heard about it during the um Global first conference in the fall it just blew me away because it's one of those things where like when you're trying to figure out how to improve Employee Engagement it's easy to want to go with the complicated stuff right it's like oh we'll we'll doctor up this like super cool initiative and we'll we'll you know spend a gazillion dollars and you know everything I mean yes I know the culture tool could actually help with the structure on this but it this kind of reminded me of like the toothbrushing study you know what I mean like it's like that incredibly simple thing where you're like oh like you want to have beautiful like healthy teeth you know it's like you know don't forget you actually have to like brush your teeth and floss and everything you know it's like it's so simple and yet it's so powerful because you know when once you hear it you're like yes um so I just you know I really love the tiny habits exactly um and the one thing that I I mentioned in the chat and I just wanted to highlight because I don't sure if there's other campers here is I think it'd be really awesome to either do like a follow-up study in higher ed with this or maybe even just take the data itself and do like a segment sort of sub report for HED because I think these exact things happen I I come from universities and um I think the same thing happens you know even worse right because professors you know they train in like microbiology or whatever and then all of a sudden they're like the main teachers and advisers responsible for these young lives and then the next thing they know they're a department chair and then they're a dean and then they're a probost and they're like they have no you know like they're very smart people but you know they you know I think that um there's often a lot I I read actually in a different study recently that improving faculty development is one of the biggest things you can do to impact the student experience and so I think there's a real opportunity to frame you know culture amp's work in like hey you want to improve the faculty development like start doing one-on ones like start having goals you know like um so anyway if you guys do that please let me know because I'd love to see it and share it and um hope to see the impact of it thanks Kimberly all right PM pan to see you again good to see you again too thanks Jesse for organizing this hi everyone my name is PP I'm the founder of startup called emotions and AI coaching and upscaling startup I found a report really interesting that like the managers kind of um are stuck in the middle they have different expectations from their uh Team versus um their upper management like so I mean they're their bosses want them to be more strategic versus their still their team still want them to provide more support which which is consistent from kind of the data we we have seen from our users like what are the things that they struggle with the most um both managing up but also um kind of being burn out and finding ways to support their um the teams um I'm curious I mean there there are some managers that like have like too many direct reports and um and some of them revert to having maybe five with one11 so I'm curious to hear from everyone what are the strategies or things you have seen this effective um and um we we have also hear from some like learning development leaders that uh without AI tool I mean one way is to develop the manager but also people's like can we just provide AI tool for the employees so that they employees can go to the AI tool to get support instead of always going to the managers um so that a managers can be less overwhelmed and heading all this so um yeah I think it's it's a very insightful report overall thank you thanks so much for sharing thanks for being here good to see you again thank you so much yeah Teresa I was just I put it in the chat but I was really curious so we're talking about this like two-year space of like kind of upward Mobility but like the ratings start at like of all the skill sets that they're evaluating the ratings start at like between 80 like the first one is at 80 and then it goes to like 83% are doing well at this then 90 then like 9294 for like I actually think if I had a manager that start like a brand new manager never managed and I thought they were between 80 to 90% doing really like to 100 doing really well as a manager I would feel really good about that and I'm guess I'm curious am I the only one that feels that way well I think store right like they promoters are like nine and 10 whereas seven eight is is passive so I think that's kind of the standard we're holding it up against I feel you though a lot of it has to do with kind of how we're ingrained to think about like grades and percentage and you know when people are filling it out for instance I look at Michael in London right the way grades are done in the UK is very different than how they're done in the US so the way we perceive kind of rating scales can also be different I don't think it was any um you know it wasn't any surprise that our managers in London got the lowest scores I don't think it was because they were worse managers I think it was because as far as how people rate they have a bit of a different cultural perception so just throwing that out there Michael you had your hand up was this I just want to respond if that's okay Michael was this and I didn't I didn't notice it if it was was this a net promoter score was this an emps score because that's different I think an emps is I totally get that but I'm just think as far as the frame of reference so then but then the the challenge with that is like if we're saying like if I'm an executive at if I'm a CEO and somebody comes to me I my point is I think the scale is wrong meaning if my if I'm a CEO and somebody comes to me and says geez you know your brand new managers are rating between this and this I don't think I need to do anything I mean an 80 an 80% great manager pardon my language yes that's great like I'm pretty okay with that because then they're just going up and up I think the reality is you got the Raider and the rating scale to your point on rating scale Alex I think is where it might be you know I would say of the probably 50 people I've directly managed in my career most of them start at probably like 40% and I'm actually okay with that too because they're brand new managers just a thought sorry Michael did you still want to type yeah no I I was just wondering whether that actually those High results are are symptomatic of people being culture amp customers to a certain degree as well and actually people caring about culture and actually have done some of the work and if you were to flip it sideways and then look at people who are in year zero of their cult ramp Journey how those ratings would go against someone who's maybe in year three or four so actually just take it with a bit of turn turn the numbers sideways and have a look and to see what how that would affect it because you get you take the average speed of the 100 meters final you you're on just under 10 seconds so you oh man everyone can run 100 meters in 10 seconds that's not symptomatic of every if we everyone here if we to have 100 meters race I'm I'm gonna Hazard a guess please don't hate me people that we're not going to get close to that 10-second average so and I think c tramp's a high Benchmark of people really caring about people so that you we're going to expect good things so it's it's great to be part of and it's great to see it I was going to chime with the same thing um just to like take it back to the perspective is that you know this is still a a very culture focused group of of companies that is being evaluated so you know there are many of us that in one way or shape or form may even be working with companies where the data would be far more extreme than what we're seeing on this report because one would assume that if the company is engaged enged in the culture product um that they already have a focus on this it doesn't mean that they can be focused on it and actually doing the actions behind what they need to do to make it um you know like enabled in the culture um but I I would imagine that those of us in companies that aren't nearly as focused or measuring this data as it is would find that it's even more um extreme than some of the data that we're seeing in the report so there's a lot of work for us to do no shortage of work for us to do an impact to make uh so this has been a really amazing discussion and we do want to make sure that we give enough time for everyone to feel like they can walk away with at least one action um to take away from this um Jesse do you want to just kind of share that slide really quickly not that the slide really really makes a lot of difference but so with that if everyone just kind of wants to um start sharing the chat or we can even just shift the discussion um I don't know Jesse if you wanted to um take it that route as well to talk about like what's your key takeaway from this just one right just one big key takeaway and one action you're going to take to improve engagement or culture um based on these results as it relates to managers um so you know we talked about a lot of different things right we talked about one-on ones we talked about enablement uh we talked about you know that Plateau period about strategy about sharing information there's so many different routes we can take um and part of it too is going to depend on your role um so thinking about within the scope of what you can control that's I have to remind myself every day to only try to control what I can control um you know what what action can you take going forward okay Katrina the opportunity to Res skill refresh Revis skills for more experienced or 10y managers um Katrina um I would love if you don't mind coming off mute um just tell us a little bit about your role and and how you might be able to do that so uh senior OD manager at bcka in New Zealand um so I I found this um study particularly relevant because we're doing a lot of work at the moment around what we call our people absolutes which is the three things that we uh think need to happen in order to create a great people experience so clear shed expectations regular real conversations and frequent useful feedback um and what I found particularly interesting about the study is that I I do think there is a genuine enthusiasm uh and desire for our new managers uh to to really take on board those people absolutes and really drive and create a great people experience so I do think uh that as people become more tenured and experience not only are they having uh I guess a a less desired experience as a as an employee themselves from their own manager but I think there is a potentially level of complacency that happens unintentionally um so I do think it was particularly interesting those stats uh around uh seeing that drop off around ten years so we we do often focus a lot of skills um and development for new managers and new leaders so I think there is an opportunity there all right so let's look at some more of these in the chat here um Rachel encourage leaders to do just one thing and make that a habit so we talked about the Habit uh Trina mentioned some some great ideas that her company is doing um to really embed into the culture um Susan build some of this information into leadership development programs uh absolutely um so Kimberly I love that you're already your brain is going with the higher ed stuff um and I mentioned the chat I'm actually a professor as well so like I knew exactly what you meant I literally was like I was given a syllabus and that was the exent of it like I'm not kidding was given a syllabus and told here's the things you're teaching so that's that's all too real and if I told you what adjunct professors get paid you would never want to be a professor a day in your life for sure uh so I love that um let's see what else we've got here Megan's a new HR business partner did a new manager cohort and now feel inspired to make sure all managers have access to smaller cohorts uh Megan I'd love to hear a little bit more about your experience transitioning a HR business partner and your experience coaching the managers in that room sure yeah thank you um I was in executive leadership at a mediumsized nonprofit for five years and just realized that what I really cared about was people um and so I got the opportunity to become an HR business partner and one of the first projects I took on was a cohort for new managers and it went really swimmingly but as I started to look through the data today I I kept thinking about um all the skills we didn't get to and then as I'm reading this report and hearing you all talk thinking these aren't just relevant for new managers we need we need this at every level so that folks don't forget to host a really strong on-one or set really strong goals I'm also uh right now auditing every single 2024 goal at our company uh and getting a lot of push back do I have to take this feedback and it's like well you don't have to but if you don't know how to tell your employee at performance time if they met their goal you're going to be in a pickle and then they're not going to be able to get a performance bonus so like I'm having a lot of those conversations with more senior managers who I think don't want to do like what they consider more like the monotonous tasks and so I think the challenge in front of me is to reawaken them to like the strategy behind the you know more like what they might think our foundational management tasks that they've mastered and just bring them along the journey to kind of remaster them and reawaken them to that so that's what I'm hoping to do this year that's fantastic um Okay so we've got Dy um is doing leadership development workshops incorporate this information so that's fantastic um Jackie uh you're an engage Employee Engagement specialist what do you think is kind of the first thing that you might do to incorporate this information are you able to come off mute Jackie oh no she's got no mic okay sorry sorry about that well thank you for participating um and yes an performance reviews are a whole different topic um okay so I'm just trying to see if there's anything else I I had one other thing I was thinking about was just like taking them this is like random stream of Consciousness so uh mind mind you I have massive brain fog but I was just thinking about like how um we are these like we promote people because they're like you're doing a great job a manager and you're like I want to work the ranks and like grow up in the hierarchy and I want to get paid more and I want to grow in my career and like those are very we all want like to develop and to grow and then when you get to that like mid middle manager like I just love that this report highlights like how broken our systems are and that we're like trying to appease our managers as middle managers because you're like I just want to keep growing and developing and then the people below you are like yeah that's what I want too and then you're like well I'm just like trying to look out for myself here and like just that point about doing like a holistic review is so important and I was just like wow how messed up is it that we we don't do that you know and um yeah we're so quick to just and and also just the like I appreciated the bias that was called out of just like who are these managers that culture amp decided to highlight and I think that that is like super telling and super important even though we've made this like massive massive push in our industry for diversity equity and inclusion and yet we're like still really far behind when it comes to who we promote and how we fairly and equitably do that but it's just cool to be able to have this research to like shed light on all of that and how it's not super fair and it's not super Equitable even when we're really trying you know yeah so much of it is those UNC conscious behaviors I would sit in nine boox conversations with leaders uh to just call out like okay is that person getting you know kind of more attention than another person is it really that they're performing better or are they getting more attention because you know and it could be because they're on you know this particular project versus versus this one but that's where inequity often shows up it's it's less those conscious behaviors and more about you know people using that similar to me bias where they're just gravitating to people who are like them and giving more attention more kind of casual mentorship um and you know getting more conversations around how do you get to that next level so I think that's a really great tie in there yeah like is this person actually doing the work or they do they just happen to be in the office every day and we see them right like that's a very real one too I think yeah um Nick Nick law um you had mentioned dig underneath and push a little bit harder on the resistance um do you want to talk a little bit about the resistance that you're getting yes hi um everyone Nicole from Newcastle New South Wales I uh am working for a local Council um so government's my first government role um and I don't see a lot of evidence of one-on ones in our organization which kind of surprised me um and disappointed me so I started to sort of say well how about we give people some guidelines and some you know how to do this well and maybe some recommendations on doing it a little bit more frequently uh and I just got a big fat no um so I'm just trying to trying to dig into that because it's just so counterintuitive to me that leaders would not want to speak to their teams um so I'm going to dig under that a little bit more I I kind of when I first joined sort of went okay strange uh I'll park that one at the moment and maybe that's a a fight for another day but um I think this conversation's really made me think well actually I think today might be the day so I think I'm going to try and understand that and unpack that a little bit more I think part of it comes back to and uh someone mentioned it earlier and I can't remember who it was around this idea of a we hire or we we promote people because they're great subject matter experts and they're great at their jobs uh and that seems to be particularly important in our organization but also two we don't actually then when we promote them tell them that actually this is part of your role uh and you need to dedicate a good chunk of your time to that so you know if I had to hypothesize I think that's probably somewhere at the heart of it um but yeah that's kind of where I was at but yeah it just blew my mind I I couldn't believe that um yeah that that that people wouldn't want to speak to their to their direct reports on a regular basis and talk and grow and yeah all those sorts of things but that's like across countries like that's government industry no matter what country you're in because my sister is going through the exact same thing so just wild to hear that okay so yeah maybe there's something in the government sort of Realm I don't I don't know what that is but uh yeah I'll I'll dig a little deeper and um and report back if you'd like yes Nick thank you for sharing that and also just like this is why I love this community so much is because like EX exctly what you're experiencing we experience that all the time with just different use cases that we're trying to even get people to do I think people are even still trying to convince that it's important to like you know do an annual survey you know we're all uh this is why I love this community is like don't go it alone like we're how can we be a thought partner on all of that so than no I just do that lovely um that cartoon Double Take say what now I was just I was on to Nick um um in regards to that I mean I'm not familiar with working in government situations but I will say that oftentimes I find when people are uh resisting that it's because they don't know how to have the conversations um and they're afraid to admit that because of whatever position of power that they're in so I'm all for doing your digging and you know get to the heart of the why behind that and then find out how you can support it could be as simple as that it may be not as simple as that but just a thought to throw out there thanks polar appreciate it packing on to that point it might also I've I've gone into corporate environments where the idea of a one-on-one is completely brand new and I think that what a lot of times the dynamic between manager employee is very tactical and very task oriented so they feel like if they're communicating about a task they're like connecting and that's very different than a Cadence of a one-on-one so I think they might be thinking they're doing it or doing some kind of it but not with the intention of growth or development in some in some cases absolutely toer I think uh in some cases they're just actually not doing it yeah why would I speak to my people come on that's like the best management job ever you get paid for it and you don't actually have to do it what where where do you work again you're you're aware no I'm just kidding I love a little bit anyone else want to share some of the other things they plan to put into action or things that they were inspired by based on our discussion I love it gota all right well let's do a Let's uh let's do like a one word checkout into the chat box how does that sound Alex is that a good way to tune okay great that sounds wonderful before we do that um just like uh a few housekeeping things the global chapter is um hosting a uh session on February 27th so stay tuned for that um also the culture First Community was nominated for a cmx award um if you don't know what that is that's okay it's basically like the Grammy Awards for Community managers and so the culture First Community has been nominated and we're in the finalist um so we we'll know on January 30th about all that so anyway just really excited about that wanted to just share with you all like how cool this is and that we're all a part of this really cool movement together um and okay so let's do a onew checkout so don't don't put your one word in yet don't press enter But type in your one word to just describe how you're doing right now it it doesn't need to be even just describe how you're doing it could be just one word uh that resonating for you right now and when you have that one word in the chat give me a thumbs up and then we're going to do what's called a chat bomb checkout so when you have your one word in the chat give me a thumbs up okay and on the count of three we're all going to press enter 1 2 3 enter yeah so good longing full guided energize continued curiosity energize grateful motivated growth mindset uplifted inspired awesome all right well thank you all for being here Alex anything else you wanted to uh say or close out no I think the biggest thing is uh first of all thank you yeah thank you to the panalysts yes thank thank you to all these very engaged participants that was amazing you all made this so much easier for all of us I don't know if you've ever well we have a lot of like L&D people here right you like go to facilitate a workshop and you're just looking at just you know paint dry because nobody wants nobody wants to engage so thank you so much we really appreciate it um and also we want to hear from you right so you're going to get an email after this in the survey it's kind of not very obvious that you're clicking to a survey but you'll see at the bottom um I think I think it's something like we can't wait to hear from you or something um but that's a survey to give us your feedback and we definitely want to hear um your feedback so we can better understand if there's anything we need to tweet different topics that you're interested in I think that's the other thing and of course check out all of our all of our chapters we've got some great representation here we're always trying to do cool things and we would love your help oh perfect thank you yeah and Kimberly also put if you aren't in our people geek slack Community definitely would recommend getting in there and keeping the conversation going if a digital forum is more your jam too so uh all right I'm gonna lead us in a clap out then very culture first close does that sound good Alex will you do will you be the countdown okay um so I'm going to ask you all to come off mute and what's going to happen is that Alex is going to count to three and then when she says one two three we're all going to clap and then the zoom meeting is just going to shut off okay all right Alex count us down or count us up up down okay we'll go down okay okay okay three two one