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SHRM NJ Presentation: Designing Workspaces That “Work And Are Worth The Commute” < Back Paul Gillard Mar 8, 2023 Val, Lu, and I are looking forward to sharing our thoughts on Designing Workspaces That “Work And Are Worth The Commute” at the March 8th SHRM meeting at the Rutgers Club. Join us if you can - it is sure to be an evening of lively discussion and debate. Click Here To Register Presentation Description Make no mistake; employees have very different workplace expectations and needs in the post-COVID world. Traditional workspace designs are inadequate, and employees are demanding more. Seamless interaction spaces, proactive collaboration, and presence equity are now considered “minimum game stakes.” Employers must offer workspaces that are “worth the commute” to attract and retain the best and brightest. During this session, we will: Share current insights about designing workspaces that can bring out the best in people no matter where they are situated. Share lessons learned in designing hybrid work environments that ensure “presence equity” Outline why HR plays such a critical role in designing workspaces of the future Describe how to build work environments that are “worth the commute.” Learning Objectives: Share current trends in post-covid workspace design Examine the psychological and sociological considerations for workspace design Outline Human Resources’ role in building inviting, collaborative, productive workspaces About the Presenters Paul Gillard, President, Transformation Associates, Inc As Transformation Associates' founder, Paul brings a wealth of executive-level coaching and consulting experience within the Pharmaceutical, Financial Services, and Manufacturing industries to client engagements. Paul's success in enabling organizational transformation efforts is primarily due to his proven ability to engage and motivate executives, line managers, and employees in defining, selling, and realizing strategic and operational goals. He employs pragmatic, client-centered approaches to enable clients to constructively challenge and navigate their respective "organizational realities" to deliver maximum customer value. Ultimately, Paul develops close partnerships with clients and adroitly cuts through the "smoke and mirrors," and drives significant change across the enterprise. Paul holds a Ph.D. in Industrial/Organizational Psychology. He is a member of the American Psychological Association (APA), the Society for Industrial and Organizational Psychology (SIOP), the American Society for Training and Development (ASTD), and the International Coaching Federation (ICF). Valerie Santanasto, Vice President of Sales, dancker Valerie Santanasto leads a team of interiors experts who help their clients achieve better business results by creating meaningful spaces that connect people, place, and technology. Prior to dancker, Valerie worked for Steelcase in a variety of roles and supported some of the most innovative Fortune 500 companies as they transformed their global workplaces. Lurdes Borges.,Vice President of Marketing & Communication, dancker Lurdes Borges contributes to the success of the organization, their clients, and partners with compelling storytelling and thoughtful solutions that deliver exceptional client service. Lurdes is also an advisor on dancker’s Employee Advisory Council and Workplace Strategy Team to help co-create destinations that inspire employees and clients alike. Paul Gillard, PhD President | Transformation Associates, Inc. Transassoc.com | PGillard@TransAssoc.com | (908) 319-6923 Valerie Santanasto Vice President of Sales | dancker dancker.com | Somerville, NJ https://www.linkedin.com/in/valeriesantanasto/ Lurdes Borges Vice President of Marketing & Communication | dancker https://www.linkedin.com/in/lurdes-borges-b563919/ dancker.com | Somerville, NJ | (908) 231-1600 Previous Next

I NOW MANAGE MY PEERS As difficult as it is to be successful in a new leadership role, things quickly get complicated when you are asked to manage those who were previously your peers or superiors. A whole new set of problems enter the manager-employee equation in these situations. Training is rarely provided to help navigate the unique and trying challenges that will no doubt encountered. ​ Your direct reports likely fall into one of three categories: Advocates, Detractors, or Fence-sitters. All of which need to be identified and appropriately engaged and managed if you are to succeed. ​ It is relatively easy to work with Advocates. They are your supporters and want to see you do well. They err on giving you the benefit of the doubt and look for the positive in everything you do. They are likely your most manageable group. Detractors include those who think that they should be the leader. They question whether you possess the necessary maturity, skills, and experience to lead the group. They actively seek confirmatory evidence to support their opinions. What's more, they are quick to tell others about your mistakes, missteps, and shortcomings. They may resist or work against you, overtly or covertly. They are tough to manage and difficult to convert to Advocates. You may struggle with whether it is worth the effort to keep them around. The Fence-sitters are often cautious or disengaged and take a wait and see approach. They do not give you the benefit of the doubt, nor do they actively work against you. Some never move from this non-committed fence-sitter state, but most gradually transition into either the Advocate or Detractor role. You are well aware that you should spend time strengthing your relationship with the fence-sitters to convert them to Advocates. But this is easier said than done. Being the boss is a very lonely place, and placing professional boundaries on the relationships with those who were your peers or superiors is extremely difficult. This loneliness is particularly challenging when you have assumed significant management responsibility for the first time. Who do you turn to for advice? Who do you trust and count on? Why have your relationships deteriorated? These are questions that you may struggle to answer. Our Executive Coaches work with you to craft realistic, actionable leadership plans. As independent and objective advisors, our Executive Coaches will help you engage and motivate employees en route to developing a high-performing team. And, perhaps more importantly, help you make the right decisions regarding how best to handle those who can't or won't get with the program. Schedule An Introductory Call "Training is rarely provided to help navigate the unique and trying challenges encountered when you are promoted to manage your peers"

TEAM COACHING Building High-Performing Teams While Executive success is heavily dependent upon the ability to build, empower, and support high-performing teams, many leaders struggle with team dysfunction and the resulting low productivity. ​ Teams often falter because the desired team norms and behaviors are not adequately articulated, modeled, and rewarded. One or more of the essential building blocks of cohesive high performing teams, which include trust and respect, communication, constructive conflict, commitment, accountability, is absent. ​ ​Team members sometimes struggle to navigate successfully the predictable Forming, Storming, Norming, Performing, and ultimately, the Adjourning stages of team development. They often encounter issues at each development stage that benefit from focused coaching and support en-route to becoming a high-performing team member. Don't let your team falter - engage an experienced Team Coach today. Schedule An Introductory Call Team Development Behavioral Norms Productive Conflict Accountability Employee Engagement Conflict Management Performance Management Schedule An Introductory Call

PEOPLE CHALLENGES Interpersonal conflict, inadequate communication, low team morale, and strained manager-employee relationships are prevalent in organizations struggling with people issues. Employees and managers alike expend excessive physical and emotional energy navigating multi-faceted interpersonal and intrapersonal hurdles. In fact, recent studies suggest that managers spend up to 60% of their time dealing with people issues. Even the most technically gifted managers are often woefully ill-equipped to address people-related issues. In fact, many promising careers are derailed by underdeveloped interpersonal and people management skills. Deficiencies become ever more apparent as leaders climb the corporate ladder. The dissonance caused by knowing deep down that something is amiss and not knowing how to address it can be overwhelming. Leaders are often reluctant to seek assistance as they incorrectly assume it is an acknowledgment of weakness. Often, they are especially cautious about engaging their internal Human Resources partners. Managers tend to get "wrapped around the axle" because they either ignore or try to keep these somewhat amorphous issues hidden. In effect, they hope no one will notice and that the problems will magically self-resolve. In our experience, the challenges, when not addressed directly and systematically, fester and invariably resurface to wreak havoc. It is just a matter of time and severity. Our team helps leaders navigate, and address these confusing, frustrating and often highly emotionally-charged challenges. Some of the more frequently reported people challenges are outlined below. Schedule a call with a Transformation Advisor to learn more. Schedule An Introductory Call I Work In A Toxic Work Environment At some point in their careers, all professionals have worked in a toxic work environment. And, most of us have the scars to prove it. Narcissistic managers, "emotional vampires" and bullying colleagues make life miserable for those unfortunate enough to be trapped in these soul-destroying jobs. Going to work each day is torturous and finding a solution seems impossible. Learn More... I Work For A Micromanager Who Can't Get Out Of The Weeds The most frequently cited complaint we hear, year-over-year, is "I report to a meddling and overbearing micromanager." Always being told what to do and having no decision-making authority over the most trivial of matters is incredibly stifling and stressful. Even the most patient and dutiful professionals struggle in such situations. Many interacting factors must be considered carefully when developing effective strategies for dealing with micromanagers. Learn More... I Am Afraid To Express My Opinions For fear Of Reprisal Some people work in highly-restrictive and dysfunctional business environments where they cannot express their professional opinions openly. They live in constant fear of retribution and report an overwhelming sense of powerlessness. Usually, the source of this fear is the immediate manager, but in some cases, peers and even subordinates create this oppressive work environment. No one wants to work under such conditions, but unfortunately, many professionals are trapped in this suffocating situation and see no way out. Learn More... Our Leadership Team Is Dysfunctional Members of dysfunctional leadership teams often turn a blind eye to their shortcomings. Rather than address the challenges that are apparent to all, they go through the motions pretending nothing is wrong. The lack of clarity in purpose, commitment to team goals, and accountability are often compounded by a decided absence of trust. This lethal combination of dysfunctions all but doom the team to failure. Learn More... Morale Is Low And Falling Fast In addition to sharing a strong sense of purpose and esprit de corps, teams with high morale consist of engaged employees working closely together to achieve stated goals and objectives. Such team members are keenly aware of, and sensitive, to any threats to morale. Successful managers proactively nurture morale and are vigilant in addressing any threats to the team dynamic. They realize that even a small drop in moral can result in a precipitous drop in overall team performance. Learn More... Cross-functional Collaboration Is Non-existent In My Company Managers and employees often over-identify with their immediate functional areas at the expense of company-level performance. They lose sight of the big picture and resist working collaboratively with other departments. Ultimately, this approach is self-defeating, and everyone suffers. The example set by executive management, largely determines whether the company reinforces a collaborative or competitive culture. Learn More... People challenges are often the most difficult to address due to their somewhat sensitive and emotionally charged nature. Are you ready to engage a professional to guide you through your people challenges? Schedule An Introductory Call

I JUST LANDED NEW JOB BUT DON'T KNOW WHERE TO BEGIN So you got the job and "What do I do now?" is the question foremost on your mind. At first, you ask it in jest, but after a few days on the job when pressures of the new role become ever more apparent, finding a satisfactory answer to this question is not as easy as it sounds. ​ Reality sets in, and you must act quickly and decisively. You don't want to appear unsure about what to do, and you can't reach out to others for help. Your peers in your last position don't understand nor appreciate the expectations and pressures associated with your new role. Your spouse, partner, and friends, though supportive and understanding, can't provide objective advice on how to proceed. So what do you do? Most people draft a plan based on what has worked for them in the past. This a good starting point but often insufficient to ensure success in your new and more complex role. You need to engage an objective, experienced, capable partner to assess the situation and partner with you to develop your 30, 60, and 90-day action plans. ​ We provide executive coaching and consulting support to ensure you realize your goals. Schedule An Introductory Call

I JUST LOST MY JOB Schedule An Introductory Call After many successful years in a major corporation, it finally happened - you were let go! You have seen many of your colleagues "transitioned out" of the organization, and now it's your turn. Your sense of anger, betrayal, and disappointment is overwhelming. You are not sure how to behave or feel - you put a brave face on things. ​ One part of you welcomes being free of the corporate yolk, and another mourns the loss of belonging, status, and friendship. Emotions are swinging from extremes of happiness to sadness. Intellectually, you know that things will work out, but your confidence has taken a significant hit. Your closest work friends are likely supportive and genuinely want to help, but they are not sure how best to do so. You tell them you are doing well and on top of the world, but deep down, you are experiencing self-doubt and anxiety. Your work colleagues likely feign happiness for you and the "big severance package" you received. You play along. After a few weeks of yo-yo emotions, you decide to get back in the game - you are not ready to retire! But the rules have changed since you last looked for a job. If you're lucky, you have kept your resume current and have maintained a vibrant professional network. You tell yourself you will land a new role in no time at all. Sadly this is rarely the case. As anyone who has lost a job knows, it is far easier to find a new job when you have one in hand. Many people don't know how to begin and struggle through the job search process. Networking and tracking down job leads becomes a way of life, and you focus every free moment on landing the next opportunity. As the months roll on by, you realize you need some guidance in helping identify and landing the ideal role. Our Executive Coaches have lived through and helped others through significant career transitions. Their objectivity, insight, and guidance ensure those job-seekers identify and land the right roles.

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EXECUTIVE COACHING Realizing Career Aspirations We guide executives in navigating personal, professional, and organizational realities en-route to realizing their career aspirations. ​ Our Executive Coaches are typically engaged when business leaders face significant career setbacks, many of which directly challenge their sense of purpose, confidence, and self-esteem. ​ Perhaps the most frequently cited triggers of this self-doubt and uncertainty are the loss of a job, being overlooked for a long-anticipated promotion, and business failure. Paradoxically, starting a new position, securing the long-sought-after promotion, and achieving tremendous business success are also common triggers. Engagements begin with open discussions about skills, successes, challenges, and goals. We explore organizational and other contextual factors to understand the obstacles encountered. Various assessment instruments including the Hogan, Emotional Quotient Inventory (EQ-i 2.0), Myers Briggs Type Indicator (MBTI), The Leadership Preferences Inventory (LPI), DiSC Profiles (Workplace, Management, Work Of Leaders), Locus of Control, and 360 Degree Feedback instruments are completed to hone in on strengths and challenges. When appropriate, managers, peers, direct reports, and customers are also interviewed. Ultimately, salient feedback themes, insights gained through the assessments, guided introspection, and extensive dialog are distilled, documented, and analyzed. We work closely with you to craft an Executive Development Plan outlining robust cognitive and behavioral strategies to maximize your overall effectiveness and realize career goals. That's the easy part! Executing the Executive Development Plan is far more complicated and requires discipline and perseverance. We provide the ongoing one-on-one coaching support and guidance necessary to do so. Motivated leaders who accept and act upon the objective and constructive guidance provided achieve significant gains in a short period. Are you ready to start your executive coaching engagement? Schedule An Introductory Call Frequently Cited Triggers Of Self Doubt And Uncertainty I Just Lost My Job, Now What... "I can't believe it, after Twenty-five years with the company, I now need to bid on my own job. I am not sure what to do or where to begin" Read More... Low Emotional Intelligence "If I hear I have low EQ one more time, my head is going to explode. I know it is important, but I am not convinced I can change - I need guidance in translating the theory into action that will be recognizable to my peers and executives alike" Poor People Skills "I always thought that my technical skills were what distinguished me from my peers. I was not prepared for the seismic shift when moving into an executive role. Now my leadership and soft skills are more important than my technical skills. I need help in developing my emotional intelligence and related soft skills if I am to be successful in my new role." Restructuring Underway "Another organizational restructuring is underway, and it is unclear how or whether I fit in. For the first time, I realize that I need to make the massive changes in my approach and attitude if I am to keep my job. I can't mess this up." Read More... Passed Over Again! "I have been passed over for promotion again, and I need to understand why. The feedback from my boss has been direct, harsh and in most cases accurate. I have significant professional gaps to address - I don't know where to begin." Read More... No Work Life Balance "Something has to give! I have been completely swallowed up by my job! While fun, exciting and engaging it is incredibly demanding. I can't continue to work 70 hrs a-week. I will be dead or divorced by the end of the year if I do not restore some balance in my life. Where do I sign up." In A Dead-end Job "I hate my job and can't stand going to work each day. Sure it pays the bills, but I need more! I think it is time to move on? I can't make the same mistake again - I need to make the right career move. I need to find a job that offers purpose and meaning. It is no longer just about the money." I Need A Career Change "I thought that getting the long-awaited promotion would finally put me in the role I was born to have. This could not be further from the truth. Rather, the promotion simply highlighted the need for a career change! I hope it is not too late for me to start the career I always wanted." Failed Business Venture "I put my heart and soul into my start-up business and lost everything! My self-confidence shot and at an all-time low. I know I need some help to get back in the saddle, but I am reluctant to ask for help - it is not in my nature." Not Executive Material "After 10 years in management, our CEO told me that I don't have what it takes to be an executive within the company. Apparently, my leadership and people skills are lacking. I wasn't even allowed to apply for the job! Something has to change - I need to do something about my reported deficiencies. My command-and-control style is not valued. I need to adapt!" I Don't Like Who I Have Become "I used to be the life of the party now I am viewed as a curmudgeonly, stick-in-the-mud. My job has taken over and I need to restore some balance. I cannot continue to be defined by my job. I need to get my life back on track." TESTIMONIALS "I was in a dark and lonely place when I first met Dr. Gillard. His guidance and support helped me become more centered, focused, and get my career back on track. I will be forever grateful." Senior Executive, Fortune 100 Pharmaceutical Company - ​ "Dr. Gillard helped me understand and address significant blind spots that had a significant negative effect on my career. The guidance and support were invaluable" Senior Executive, Biotech Company Schedule An Introductory Call

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