In the Myers-Briggs Type Indicator framework, personality types represent various approaches to life. Each one is a fascinating study with its own unique strengths and weaknesses. And people have succeeded immensely by understanding them better.
Most people take the MBTI in order to understand themselves. Understandably so. However, this tool is just as useful in understanding others, especially for managers and HR personnel.
There are 16 different MBTI personality types, which might seem like a daunting list to familiarize yourself with. Yet the benefits can be intense.
When we really know who we’re working with, we’re in a much better position to maximize their potential.
Consider the INFJ designation, nicknamed “The Defender.” It’s the rarest of the 16, making up just 1% of the U.S. population; and it’s even more uncommon for a man to be one. Sometimes described as a “walking contradiction,” these individuals are pretty secretive about their personal lives, allowing only a very small inner circle to know them inside and out.
Yet it is possible to understand an INFJ – no matter how guarded they might be.
An INFJ’s Daily Life
If you’re an INFJ, your way of life is mainly internal. You use your intuition to process information first and foremost.
Having structure and order in the outside world is very important for INFJs – even if they may display somewhat disorganized workspaces or living areas. Absolute order, after all, is difficult to maintain and probably requires a much more externally minded focus.
INFJs spend a great deal of effort figuring out the most effective method for finishing tasks, and they continually establish and reassess their priorities. Yet they function intuitively and completely spontaneously within themselves.
Incredibly perceptive, INFJs have an innate understanding of people and circumstances without necessarily having in-depth knowledge of the topic at hand. Moreover, most of the time, they’re correct – and they know it.
They simply “feel” things, sensing what’s real and what isn’t. As an extreme illustration of this tendency, some INFJs have described having intense psychic feelings about loved ones… only to then learn they were involved in an automobile accident or some other tragedy.
Other personality types can and do laugh and belittle this kind of behavior, with some understandable reason. And even INFJs themselves may not fully comprehend their intuition, at least not to the point where they can describe it. Yet it’s real and can actually be quite useful.
Incidentally, the lack of support about their “powers” is part of why most INFJs are guardians of their inner selves, disclosing information about their personal lives only as they see fit.
Though they can attain significant inner depth and depth of feeling, INFJs do not always have an easy life.
INFJ Strengths
INFJs are profoundly complex. The main reason being that many facets of their personalities appear to be at odds with one another. Yet it’s these very contradictions that are what most observers find fascinating about INFJs.
They might describe themselves as extroverted introverts, calm yet emotional, pessimistically optimistic or optimistically pessimistic, and/or logically creative or creatively logical – just to name a few possibilities.
As already described, INFJs have a great deal of faith in their gut feelings and intuitions. Yet, thanks to their internal-external struggle, they’re often not as judgmental as other structured personality types.
They actually make intense efforts to be kind in order to prevent harming others since they care about their feelings.
Patient, loyal, and protective by nature, INFJs are typically devoted parents who share close ties with their children. They have high expectations for their children and urge them to reach their full potential and have high expectations for them.
While this can occasionally turn into obstinate and hard-nosed guidance, most children of INFJs receive profoundly compassionate and committed parental guidance.
They have equally high standards for themselves, striving to live in accordance with their strong moral convictions and systems of values. INFJs are, in some respects, gentle and laid-back due to the emotion component of their personalities.
But they’re very value-oriented and don’t believe in compromising on what they hold dear.
Challenges Faced by INFJs
On the downside, the INFJ nature almost always encourages them to be private – to a fault – and challenging to understand. Downright secretive at times, they have a bad habit of withholding aspects of who they are.
Along those lines, INFJs aren’t always the best speakers. They can and do listen with the best of them, but when it comes to expressing what they’re thinking, they can too easily trip over their own language.
In addition, because they’re so intuitive with such justifiable confidence in their gut feelings, they run the risk of automatically assuming they’re right even when they’re not. This can mean that the INFJ becomes narrow-minded, disregarding the opinions of others in some situations.
They’re also too peace oriented. Because they seek harmony so much for both themselves and especially those around them, they easily fail to see when conflict can actually be a positive.
For instance, they might very well avoid telling someone that they’re offended… even though doing so could actually strengthen the relationship long-term.
In the same regard, the typically calm INFJ can become agitated or angry when confronted with conflicting situations. And if the stress builds up too much, they can internalize conflict into physical health issues.
Coaching and Development for INFJs
INFJs are perfectionists who question if they’re reaching their full potential. Never totally content with who they are, they always think there’s something more they could be doing to better the world and themselves.
Since they consider growth to be a continuous state of being, they don’t typically take the time to celebrate their successes. This doesn’t mean you shouldn’t compliment them, however; appreciation is always encouraging to hear.
INFJs typically shine in roles that allow them to be creative and relatively autonomous at work. They’re naturally drawn to the arts, though many do quite well in more scientific studies since they can apply their intuition there. And service-oriented vocations are another great spot to encourage them toward.
They do, however, struggle to handle minuscule details and intricate assignments. Their tendency is to either steer clear of these situations altogether… or get so engrossed in the minutiae that they lose sight of the larger picture.
It’s also the detail-engrossed INFJ that can get quite judgmental of others who aren’t so focused. So managers should watch out for that.
INFJs in the Workplace
Don’t let the INFJ’s introverted nature fool you. This grouping’s ability to read people and desire to help makes them very suitable for many people-oriented professions. Always looking for ways to grow and encourage others to grow, their gifts can bring new depths of understanding to those who seek their expertise.
Potential INFJ career possibilities include:
Religious and clergy positions
Employment instructors,
Physicians and dentists
Alternative medical professionals, such as reflexologists and chiropractors, psychologists and psychiatrists
Social professionals and counselors
Artists and musicians
Photographers
Early childhood development and childcare professionals.
In the Myers-Briggs Type Indicator framework, personality types represent various approaches to life. Each one is a fascinating study with its own unique strengths and weaknesses. And people have succeeded immensely by understanding them better.
Most people take the MBTI in order to understand themselves. Understandably so. However, this tool is just as useful in understanding others, especially for managers and HR personnel.
There are 16 different MBTI personality types, which might seem like a daunting list to familiarize yourself with. Yet the benefits can be intense.
When we really know who we’re working with, we’re in a much better position to maximize their potential.
Take the ESFJ, also known as “The Caregiver.” Quite common relative to the other 15 categories, it makes up a good 12% of the U.S. population. But that hardly means it should be taken for granted. ESFJs are extreme people persons who can have some of the best affects on their fellow human beings – something societies can always use more of.
Here’s what you need to know about ESFJs, what makes them tick, and where they best fit into the workforce.
An ESFJ’s Daily Life
If you’re an ESFJ, your main way of evaluating and interacting with life is externally oriented; you handle situations based on your external facing view and how that aligns with your personal experiences.
And those personal values are very, very people oriented. ESFJs absolutely adore their fellow human beings, taking a genuine interest in those around them. They collect precise, in-depth information about people, then transform that data into affirmative judgments.
ESFJs tend to have strong beliefs about how things ought to be and don’t hesitate to voice them. Yet it’s important to realize that their moral codes are often shaped more by the society they live in rather than personal convictions. Moreover, they have an intense need for social acceptance and crave friendly environments.
On the plus side, this makes ESFJs very supportive of others and highly dependable. Detail-oriented in the extreme, they place a high value on stability and security, and take their tasks seriously. Moreover, they’re good at it, identifying tasks quickly and exceeding expectations in completing them .
However, they do seek recognition for their contributions and authenticity, and they’re easily wounded if others act indifferently to them… assuming negative intentions even when none exist.
ESFJs share many traits commonly associated with women in our culture. But ESFJ men don’t tend to look feminine at all. While they may become sensitive as you get to know them, male ESFJs will come across as very macho and female ESFJs as very feminine.
Either way, they place a high value on stability and tradition, seeking stable lives where they can spend ample time with friends and family.
ESFJ Strengths
Since they tend to be raised and surrounded by strong, moral, and genuinely goodness-centered value systems, ESFJs are often the kindest, most giving people you’ll ever meet. Armed with a high degree of social awareness, they will give you anything, no questions asked.
As such, they have a unique ability and desire to bring out the best in others. And their talent at reading people and discerning their perspectives is impressive. So it only makes sense that people appreciate being around them.
ESFJs have a long list of “best” traits, including:
Warmth
Sensitivity
Cooperation
Helpfulness
Tact
Practicality
Thoroughness
Consistency
Organization
Enthusiasm,
In short, they’re incredibly giving, vivacious individuals who derive a great deal of personal fulfillment from seeing others happy.
Challenges Faced by ESFJs
For all their positives, ESFJs may acquire extremely dubious values if they don’t have the opportunity to evaluate them against a sound external system.
In these situations, since they lack an internalized sense of morality, they typically and sincerely believe their distorted value system to be true. This lack of intuition keeps them from seeing the broader picture, and they’re good at finding plenty of justification for whatever moral infraction they choose to defend.
Compounding this, ESFJs lack the intuition of their ENFJ cousins to help them comprehend the true effects of their actions. They believe their behavior is ethical and therefore justified even when it’s really all about them and their personal objectives.
Since ESFJs typically enjoy a good deal of popularity and know how to work a crowd, they can also be skilled manipulators. In fact, their extraverted feelings can push them to control and manipulate.
Because ESFJs are such compassionate people, there are occasions when they find it difficult to acknowledge or accept a tough truth about a person they hold dear.
An ESFJ who hasn’t matured to his or her full potential may also be prone to feelings of insecurity and excessive people pleasing.
Coaching and Development for ESFJs
Every ESFJ has an innate need to be in charge of their surroundings. They seek closure and demand organization wherever they are. That’s why well-structured environments suit them the best.
You won’t generally find them enjoying tasks requiring impersonal analysis or abstract, theoretical concepts.
Managers should be fully warned that pairing an ESFJ with a more free-spirit colleague can be disastrous without proper preparation on both their parts. They think everyone should respect and adhere to the laws and regulations of authority – and they don’t take kindly to contrary thinking.
Being so conventional, ESFJs would much rather follow the path less traveled instead of trying something new. Their need for security motivates their eager adoption and devotion to the established system’s rules. And they may occasionally accept norms without thinking about them or asking questions.
Speaking of which, ESFJs are usually very aware of gender norms. So much so that they often feel most at ease in a role that corresponds with cultural gender expectations.
ESFJs in the Workplace
Being so people-oriented, the ESFJ personality type can find plenty of opportunities that reward both them and those they interact with. Just as long as they work hard to acknowledge and overcome their sensitivities and struggles, they can be extremely useful and effective members of society.
I’m going to be upfront right from the start. I won’t sugarcoat the reality one bit.
Getting a strategic plan up and running takes serious time and elbow grease. There’s no way around it. However, every minute invested upfront ends up paying back tenfold. I can tell you how worthwhile the effort is, but you really need to see it to believe it.
Of course, to see it in your own organization, you first need to know how to make it happen. So let’s start off on the right foot and establish the steps you need to set the stage for success.
Putting a Team Together
Picture your organization as a winning sports team. If you want to go all the way, you need all-star players in every position, ready to give their considerable best toward achieving a shared victory.
This is not a one-person project. You won’t be able to do it without involving and engaging people who bring specialized strengths to the table – people who can amplify creativity, balance perspectives, and ensure that every voice is heard. Surrounding yourself with a diverse dream team makes all the difference.
Research confirms that I’m not exaggerating the value of true organizational unity. Companies using a formal, team-based strategic planning process simply perform better. We’re talking about a 70% boost in success metrics, according to strategy execution platform Cascade.
So don’t even think about skipping this step! I cannot stress enough how incredibly important your team selection is. You want to be looking for:
Leaders from every department. Their intimate knowledge of departmental strengths, weaknesses, and inner workings brings invaluable insights. Make sure operations, marketing, product development, finance, human resources (HR), creative, and other key departments all have a spot at the table.
Frontline staff who engage daily with internal and external customers. Ever heard the saying “boots on the ground”? Frontline perspectives balance out high-level views to yield balanced, holistic strategies. Include cashiers, customer support reps, account managers, and/or others who regularly interact with customers.
Key external stakeholders. Invite a few select board members, donors, community partners, or advisors to join. They lend an outside vantage point that complements internal insights.
Third-party experts as needed. If there are skillsets your team lacks, don’t be shy about pulling in trusted outside consultants. They can provide impartial guidance and specialized expertise to strengthen your process. Just be sure internal team members still drive and own the outcomes.
The more diversity of thought and experience you can include, the better. Analytical members guide data-driven rigor. Creative folks supply fresh vision. Tactical doers ground discussions in operational realities. And engaging contributors fosters collaborative dialogue.
When forming your team, consider these characteristics:
Positivity: enthusiasm and commitment to the process
Collaboration: the desire to share ideas and listen to others
Pragmatism: people who consider operational impacts
Thought diversity: unique but complementary strengths
Openness: a willingness to consider new perspectives.
Ideally, aim for seven to 12 core members. Too few, and you lose important voices. Too many, and you risk creating an unwieldy process.
Then, once you have your list, connect with each person individually before the official kickoff. Share your vision for an inclusive, productive process. Get their “buy-in” to fully participate. As Kate Gibson, contributor to the Harvard Business School states, “Employee buy-in refers to employees’ commitment to your company’s strategic goals. It’s critical to strategy execution and can profoundly impact organizational performance.”
Once you have that, you’re ready to call the first meeting!
Use this kickoff to establish and clarify everyone’s different roles, the cadence for future meetings, next steps, and guiding principles for working together. And establish a timeline while you’re at it, making sure that everyone understands specific dates to see specific goals accomplished – including the completion date all around.
Commit to a Timeline
Timelines, admittedly, are a topic in and of themselves, starting with the fact that effective strategic planning takes time. I know I already mentioned this exact caution, but it needs to be stressed early on – not just to you but to your team – to keep everyone as on-track and long-term motivated as possible.
I know. I know. As a busy leader, a long timeline makes you want to run for the hills. Or, at the very least, it might spike your anxiety levels. But remember: A rushed process yields shallow strategies with major holes. Thoughtful reflection, analysis, and implementation simply demand ample time.
Fortunately, they yield ample rewards in the process. Therefore, it really is worth your while to embrace the long but rewarding road ahead.
Most companies should shoot for at least a 12-month process to ensure they’re including all key stakeholders and allowing proper time for data collection and analysis. If you’re a startup with fewer employees, it could take far less; we’ve walked some through the process in a mere month. But larger or otherwise more complex organizations could potentially need 18 months.
Set this expectation upfront with leadership and team members, and secure their commitment to the required time and resources. And be detailed about what’s expected, why, and how. A detailed timeline provides necessary pacing and structure. It balances quick momentum with quality dialogue to yield fully baked strategies. It’s like an invaluable compass guiding your organization’s future.
Give this process its proper due by mapping out target dates and milestones upfront… for three extremely compelling reasons:
It breaks up tasks, making them appear less overwhelming and more achievable.
It better matches reality, since implementation takes way longer than planning. This next statement might seem obvious in theory, but it’s important to fully accept it early on to ensure the least frustrating journey in practice. An incredible 98% of leaders report execution takes even MORE time than formulating the strategy itself. That’s according to the aforementioned Cascade Team in its 2022 article, “51 Strategy Statistics And 3 Key Lessons To Help You Succeed.”
Give your team enough runway by determining key milestones and timing targets upfront. For example, you might allot three months for foundational analysis, six to deeply explore strategic options and refine priorities, and two to finalize the polished written strategic plan.
A clear timeline drives accountability. Like athletes diligently following a training regimen in preparation for the big game, it keeps momentum going even on busy days.
Speaking of momentum, after that first meeting, commit to holding regular check-ins to ask about progress. This is a great way to spot potential delays early so you can course correct. Another way to stay on track is to review timelines at the start of each planning meeting. Celebrate successes, address upcoming milestones, and adjust deadlines if warranted.
You want your timeline to be successful, so find some way – whatever it might be – to keep your people aware and committed to making it happen. Organization-wide allegiance is an absolute MUST for successful execution. And not just in the beginning. Everyone at every level needs to be fully aware of what the greater goal is and how long it’s going to take to get there.
Otherwise, your shiny new strategic plan will just gather dust. There’s just too much room for error.
Consider sobering research from Ted Jackson, which showed that 67% of well-formulated strategies still fail due to poor execution. That’s painful! Poor execution too often stems from a lack of proper communication, which results in a lack of commitment the more time passes. Individual contributors – and even managers – lose their enthusiasm because they get frustrated or confused by the process.
So, again, securing honest, informed, enthusiastic buy-in across ALL levels in the beginning pays huge rewards later on. This can include:
Leadership vocally and visually advocating for the process. The boss must walk the walk for others to take it seriously. Demonstrate your commitment through active participation in planning meetings and spoken support. In other words, lead by example!
Involving people across the organization. Ask for SWOT input on Strengths, Weaknesses, Opportunities and Threats; or find other ways to gather perspectives on draft priorities. Broad involvement breeds engagement and long-lasting enthusiasm. (More on SWOT later.)
Communicate. Communicate. Communicate! Regularly share progress updates, milestones achieved, and details about how the process connects to departmental goals. Don’t keep anyone involved in the dark!
Link the plan to individual goals and decision-making. Set the expectation that the strategic plan will guide choices and actions made by ALL staff on a daily basis.
While you’re at it, make it clear this plan is not just another file. It’s a living document that tangibly shapes your organization’s path forward. None of this is necessarily easy, but I’ll say it yet again…
It’s worth the work.
The next four chapters will cover exactly what that work should look like, step by step by step by step. Take the time to read each one carefully, and feel free to pause over any part you need to.
It might seem overwhelming to take in. But just like it’s worth the work, it’s also doable. Trust me.
I’ve been there. Done this. And with the right amount of time and effort, you can say the same.
In today’s rapidly changing healthcare landscape, small- and mid-market private employers often feel pressured to compromise on their health plans. They accept one-size-fits-all solutions that don’t align with their values, thinking they have no other option.
But what if they do?
Meet Ericka McPherson, Esq., executive director of Covenant Choice. Her organization offers a transformative alternative that gives even small-sized employers the same control, transparency, and cost-containment strategies enjoyed by larger corporations. These innovative healthcare plans allow for:
Tailored benefits that align with Christian values, ensuring that one’s business supports what matters most
National health plans, including PPO, HDHP, and HSA options
Transparent structure and costs
Multiple choices for individual company flexibility and member-owned status.
Covenant Choice for Small Groups specifically provides a unique opportunity to offer employees a health insurance plan that reflects commitment to faith and values. Exclusively available through the Christian Employers Alliance, this self-insured product provides protection against large claims with various options for deductibles, drug cards, and stop-loss insurance.
Join host Mark Griffin as he and Ericka discuss the intricacies of running smaller businesses while properly insuring their employees – without breaking the bank or one’s morals. As challenging as it may have felt in the past, it really is possible to find a plan that works for you!
Want to contact Erika or meet with a member of her team? Simply text“Broker” or “Employer” to 28323.
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Concerned about your organization’s as-is HR programs? The benefits of having a trusted partner guide you and your team to excellence are invaluable.
Contact us today. You and your employees will be glad you did. Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
If I asked you where you see yourself in five years, could you give me a good answer? Or any answer at all?
Do you have a clear vision for your personal growth and the goals necessary to make it happen?
If the answer is no, don’t panic. It’s not the end of the world. But you do need to take the time to rectify that mistake and embrace strategic planning if you want to be in a different place going forward.
Many people think about personal visions and goals, but very few actually have them. Yet if you have one and focus on it often, you will ultimately steer your life toward obtaining it.
For years, I floated around with no real direction. I said I wanted to advance my career, get in shape, and be happier – but had no concrete plans to do so. That all changed, however, when I started doing intentional strategic planning for my life. Mapping out my vision, mission, and goals transformed everything for me personally. And the same can and should be true for organizations.
Without strategic planning, it’s far too easy to drift along aimlessly. But with a clear strategic plan, your business or nonprofit can thrive like never before. In this post, I’ll show what a total game-changer it is for both personal and organizational success.
So let’s dive in!
Let Yourself Dig Deep
Think of your vision as your compass, your GPS, or, my personal favorite metaphor, a lighthouse at the beach designed to lead you through the storms, past the rocky ocean waves toward your final destination. Regardless, it all begins with a basic but crucial question.
“What do I want?”
And don’t stop at a surface-level answer. Don’t go easy on yourself. What do you really, really, truly want for yourself? If you could have the kind of life that would make your heart sing, what would it look like?
At this point, your heart may be beating a bit faster at the very idea. And the doubts might be rising up fast. Can you really have that kind of life?
I believe you can. I’ve done it myself, and I’ve helped an ever-expanding number of clients lead passionate and fulfilling lives as well. Could you be the exception? Maybe. But you’ll never know if you don’t try. And, in my opinion, the rewards of success overwhelmingly outweigh the risks.
The Goals to Get There
Now let’s talk goals – the steps you need to take to get where you want to go, as outlined in your vision. As an example, here are some parts of my growth vision in the past, all in a given year:
Start a business that will assist organizations in achieving high performance through their HR practices.
Finish and publish another book.
Grow my social media presence by 20%.
Manage time more effectively to end my workday by 6 p.m. in order to spend more time with my wife.
Spend quality time with my wife by planning two weekends away together.
Do a five-night backpacking trip.
Attend at least one in-person seminar or conference to further hone my skills or personal growth.
Expand my prayer life by surrounding myself with prayer experts.
Hopefully that gives you an idea of where to start. If needed – and if nothing pops into your head right away – set aside time to dream about your ideal life. Even if you spend just five to 10 minutes a day on this project, ask yourself:
What is my true relationship with God? Have I put my full trust in Him?
If I could have more of something in my life, what would it be?
What could I eliminate from my life for good?
Which relationships do I need to nurture and/or which ones should I release?
What is my relationship to money?
What is my secret passion or dream?
What am I most afraid of?
What habits should I quit?
What can I do to bring more joy into my daily life?
What am I grateful for?
These questions are just a starting point. There are plenty of others to choose from. Take into account all major aspects of your life – your friends and family (both immediate and extended), church, charity work and, of course, fun and recreation. Also, examine your honest thoughts and assessments of your daily career, activities, spending habits, personal wellness and fitness, spirituality and, last but not least, your spouse.
Whatever goals you come to, you’ll want to like them. Really like them, in fact, since you’re going to be doing a lot of them!
This is particularly true about work-oriented goals. According to statistics from research firm Organization for Economic Co-Operation and Development, the average American works 1,788 hours per year. Over 40 years, that adds up to over 71,000 hours!
Take a moment to let that staggering number sink in. It means you probably spend more time working than sleeping, eating, or participating in your favorite recreational activities throughout your life!
As such, I have to assume you’d prefer to enjoy the company you work for, no matter how long you’re with it. Longevity for employees is now increasing, with recent statistics showing people stay at their jobs an average of 4.6 years. While that’s nothing compared to the kind of commitment workers showed 50 years ago, it’s still a sizable fraction of an adult life.
This is why it’s so important to know exactly what you want to do before you start doing it: so you can end up in the most ideal situation possible. Beginning a career in a field you love and sticking with it can make all the difference in your future.
Let’s Talk About Your Voice
Now, in order to enjoy a career you love, you need to have, know, and exert your voice. A voice shapes the culture of an organization and serves as a guide to employees and management. All successful companies have one, and successful workers do as well.
Organizations with a well-thought-out voice have direction, purpose, and achievement in the workplace. They know where they want to be (the big picture) and do the appropriate things (the details) to get there. And every step of the way, employees who align with that voice enthusiastically project that message to customers, vendors, and their local communities. Otherwise, it’s impossible to align their goals and objectives to create success.
A person or organization’s voice is a combination of their personal mission, vision, and values. Values, of course, are the principles or standards you believe should be most upheld. But let’s dig into the other two more closely.
An organization’s (or person’s) mission statement is a concise, meaningful sentence or two that represents its purpose: the goal it strives to embody or provide for its consumers. Mission statements are often action-based, explaining the central objective at hand. For instance:
LinkedIn: “to connect the world’s professionals to make them more productive and successful.”
Amazon’s is to be “Earth’s most customer-centric company, Earth’s best employer, and Earth’s safest place to work.”
Nike’s is to “bring inspiration and innovation to every athlete in the world.”
If you’re an individual, your personal mission statement would be similar in its straightforward style. It should define who you are as a person and identify your purpose, whether that’s on the job or simply in life. It’s supposed to explain where you see yourself in the future, how you plan to pursue that future, and why it matters so much to you.
Like an organizational mission statement, a personal mission statement should be clear and concise – a soundbite or quick elevator pitch, if you will. Something, perhaps, along the lines of: “To use my writing skills to inspire and educate others around the world to make a change.”
An organizational vision, meanwhile, is an ideal or model statement. While a mission statement defines the strategy for reaching a final goal, an organizational vision is that goal. It’s the world the company envisions for the future. Tesla, for instance, uses this: “To create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.”
Lastly, an organizational value statement defines what is important to a company and its employees. For instance: “We believe food has the power to change the world. We do it by being real.” Or, if a person was writing one, it would define the values most important to him or her, such as: “To be a respectable employee, friend, and member of the community, and to make a positive impact on others by being honest, fair, and reliable.”
Some other notable value statements to inspire you include Hobby Lobby’s, which reads:“Honoring the Lord in all we do by operating in a manner consistent with Biblical principles. Offering customers exceptional selection and value. Serving our employees and their families by establishing a work environment and company policies that build character, strengthen individuals and nurture families.”
And Interstate Batteries goes like this:“LOVE. Treat others like you’d want to be treated. SERVANT’S HEART. Lead with what people need. EXCELLENCE. Do great things with the gifts you’ve been given. COURAGE. Learn, improve and boldly drive change that matters. FUN. Work hard, laugh often. TEAM. Together, we’re better. INTEGRITY. Be who you are and live up to your commitments.”
All put together, your voice – composed of your mission, vision, and values – tells the world WHO you are, WHAT you believe, and WHERE you want to go. And though I’m emphasizing certain words in that last sentence, the “you” is equally important. No two people share the exact same voice.
Your voice is unique only to YOU.
As an organization, you can impress future customers by fine tuning this voice. As an individual, you can impress future employers. Either way, the intent should be to let recipients see who you are and what you want.
If this sounds intimidating to put together, fret not. You can begin by grabbing a piece of scratch paper and writing out your thoughts. Maybe start out scribbling a few adjectives that describe you best. Then think about what you value most.
Is it integrity? Reliability? Honesty? A combination of the three or something entirely different?
Lastly, determine what it is you really want and how you plan to get there. Where do you see yourself in five years? Ten years?
Don’t worry if you don’t have it all figured out, but this exercise can get you a lot further than you otherwise would be. By perfecting your unique voice, you will set yourself apart from the rest when it comes to competitive opportunities, big or small. After all, confident people and entities who truly understand themselves have a tendency of standing out in all the best ways.
Once you come up with your full voice, start reciting it to your friends and loved ones. Say it with confidence and a smile. By the time you land an interview at your desired company or find yourself in a boardroom convincing potential clients, you’ll have it down pat!
My Personal Strategic Planning Journey
If this all sounds like something you figured out a long time ago and therefore don’t need to do again, I hope you’ll take a moment to reconsider. Remember that you’re not the same man or woman you were 10 years ago or even 10 months ago. You’re changing, hopefully in good ways but sometimes negatively too, perhaps weighed down by past disappointments.
Therefore, reminding yourself of what you really care about can be exceptionally helpful.
Not long ago, I know I felt stuck. I wanted to make changes but didn’t know where to start. I had big dreams but no strategy to get there… until I rediscovered strategic planning. That changed everything!
Here are the steps that put me on an amazing new path:
I wrote down my life vision. This captured where I wanted to be in five to 10 years. It was the dream-future state I envisioned. Defining this vision gave me hope and inspiration.
I clarified my mission. This one-sentence personal mission statement explained my core purpose. It helped me make decisions aligned with my values. Now, my mission keeps me focused on what matters most.
I set SMART goals. Using the methodology on this graphic for a S.M.A.R.T. framework, I set specific, measurable goals in key areas like career, health, and relationships. Breaking the vision down into concrete objectives was crucial.
I documented plans and resources. For each goal, I wrote down how I’d achieve it and what resources I needed. Putting the plans on paper held me accountable.
I told others. Sharing my plan with family and friends generated encouragement. Their support has been invaluable.
I reviewed and adapted. I now make sure to revisit my strategic plan – often – to update and adjust it as needed. Regular reviews keep me on track.
In all of this, I take inspiration from Habakkuk 2:2-3 (NIV), which reads:
“Then the LORD replied: “Write down the revelation and make it plain on tablets so that a herald may run with it. For the revelation awaits an appointed time; it speaks of the end and will not prove false.”
God says to write things down on tablets. Writing goals is doing just that.
The results in my life have been nothing short of life changing. I’m healthier, happier, and feel much more fulfilled. I’m closer to my wife, advancing in my career, and making a bigger impact on the world.
For instance, prior to setting goals, I had never been on a mission trip. Since putting it down in clear, concise writing, I’ve traveled the world over, sharing Christ’s love through business and personal trips. I’ve been blessed to have served in Honduras, Nicaragua, Haiti, the Dominican Republic, India (from top to bottom!), Nepal, and Ukraine.
My fitness has also increased dramatically, allowing me to:
Climb to the Mt. Everest Base Camp (17,598 ft)
Climb Mt. Baldy in California (4,193 ft)
Climb to the top of Mt. Bierstadt in Colorado (14,065 ft)
Lead a team to summit Mt. Washington in New Hampshire (6,288 ft )
Compete in a Sprint Triathlon.
And it doesn’t stop there. At the time of this writing, I’m planning to tackle Mt. Kilimanjaro (19,341 ft) in the spring of 2025.
Look what God has inspired me to do because I was willing to tap into who He created me to be! Moreover, in the midst of these accomplishments, I have an even bigger one to celebrate. My beautiful wife and I will be celebrating 40 years of marriage in 2026. Forty years since we said, “I do.”
It’s been an amazing journey, to say the least.
How did we do it? Well, I won’t go into all the details for brevity’s sake. But I can tell you the past decade has been especially momentous since we started setting goals together, and achieving them! We’ve been disciplined in maintaining that focus, making time for each other in both big and small ways for our benefit, the benefit of our children, and now our grandchildren as well.
All in all, strategic planning gave me a blueprint to get unstuck and live with purpose. And while I knew it would be worthwhile, the results have been better than I imagined, both in personal ways and in my career.
Energizing Teams Through Vision
I’ve been on both the employee side of the business equation and the employer side. And I can attest that it’s often hard to see the other’s perspective either way due to misunderstandings, miscommunications (or lack of any communication at all), and oversights.
Imagine you’re an employee showing up to work each day. You complete tasks as told but don’t know how it’s contributing to any larger goal or vision. Before long, boredom and disengagement set in, and you feel adrift in the organizational sea.
Unfortunately, this is the reality for too many workers. And it most often happens when their leaders haven’t mapped out an inspiring vision and steps to achieve it. It’s not until organizations engage in strategic planning that amazing things start to happen…
Employees feel energized and motivated.
They understand how their role builds up to big goals.
They feel purpose and direction in their daily work.
“Research shows [that] organizations with a clear strategic vision have 29% higher employee engagement,” according to Business Insights, Why Is Strategic Planning Important? | HBS Online. By articulating an exciting vision of the future, leaders ignite their teams’ passion and performance.
Strategic planning also allows you to infuse the organization’s values into the planning process itself. This ensures alignment between actions and principles, and fosters a flourishing culture.
Long-term success of your organization depends on how engaged your employees are. A highly engaged staff can boost profitability by 21%, claims research firm Gallup. Or, as Kate Gibson writes in her Harvard Business Reviewarticle, The Role Core Values Play In Strategy Execution, “Core values are vital to strategy execution because they guide your organization and employees’ behavior.”
Essentially, people love being part of something bigger than a paycheck. And strategic planning provides greater meaning through an energizing vision and values-driven goals. When executed thoughtfully, it catalyzes your people’s purpose and potential, bringing them together.
By this, I mean that leaders can incorporate their teams into the strategic planning process instead of dictating plans in isolation. When a broad group participates, they take ownership of the plan together, giving them a shared enthusiasm and devotion to the collective mission.
Everyone emotionally buys in because they co-created the plan. It’s theirs to support instead of something foisted on them from the top.
Setting Your Eyes on Achievable Goals
Once you have all of this established, your next step should be to set goals. RASM goals, to be precise, where you make them:
Realistic – Acknowledge constraints in areas like resources and capacity
Achievable – Make sure you have the capability and commitment necessary.
Strategic – The goal in question should always ladder up to your core strategy and mission.
Measurable – Make sure you track progress quantitatively or qualitatively against the goal.
I often add a T to this acronym for Timebound. By assigning a specific timeline to each goal, you can prevent them from dragging on indefinitely. But even without that extra consideration, research confirms that organizations with strategic RASM planning are far more successful. The discipline to focus on concrete, achievable goals pays dividends.
So set aside fantasies of instant 10x growth or dominating the universe. Effective strategic planning grounds you in reality, which then helps you get to the next level you really want to reach.
Driving Efficiency through Prioritization
Speaking of fantasies, the unfortunate truth is that there are always more great opportunities than bandwidth and resources to pursue them. That’s why one of the most powerful benefits of strategic planning is the prioritization of what matters most.
Leaders must make tough choices about what not to pursue. Saying no to less critical initiatives and collectively agreeing on 3-5 goals that will have maximum impact frees up resources to achieve strategic goals. It:
Directs funding, talent, and technology to enable those priorities
Aligns the whole organization around the priorities
Executes relentlessly on the strategic goals.
In Strategic Planning, S. Ghosal writes, “Research shows organizations that take this focused approach improve efficiency. Doing less but better is my point. By keeping the team focused and avoiding the “rabbit trail” projects that tend to pop up at every organization, you’re sure to accomplish so much more in the end.”
Of course, leaders must still consider other opportunities and challenges that inevitably emerge. But a clear strategic plan provides the filter to determine what deserves resources and what can wait.
The result is an empowering sense of focus and a rapid boost in productivity.
Enabling Clear Communication
All of this inspiration, productivity, and team spirit can only endure, however, if communication remains strong after planning concludes. Fortunately, strategic planning, done right, is supposed to handle this aspect as well, serving as a living document that drives ongoing alignment.
By clearly capturing goals, roles and responsibilities, assumptions, and progress, it reduces ambiguity and enables crisp communication and transparency around what matters most. It provides a single source of truth that keeps everyone aligned. And even as plans evolve, updated documentation maintains that unity of purpose and action.
Effective communication throughout the strategic planning lifecycle boosts organizational performance by 20%. Assuming communication occurs without documentation is a recipe for misalignment. So invest in it throughout and even after the strategic planning process. Keep the plan top of mind through constant reinforcement.
This pays enormous dividends – both in the moment and further down your organizational road. It’s not just the current project that gets impacted. Strategic planning is supposed to have lasting effects on everyone and every part of a business or non-profit. It helps align leadership and team members around the same priorities and resources, allowing them to act more quickly, rationally, and efficiently when conditions shift.
Moreover, it allows everyone involved to better anticipate future needs and help organizations get ahead of the curve with early hiring, budgeting, and capacity expansions.
Harvard Business Review writer Roger L. Martin, a former dean of the Rotman School of Management at the University of Toronto and strategy adviser to CEOs, advises that developing strategy means going outside of an organization’s comfort zone while still:
Keeping the strategy statement simple
Recognizing that strategy isn’t about perfection
Making the logic explicit.
You will run into problems eventually. Those are inevitable. But you can make yourself stronger and smarter at handling those when you have your strategic plan properly thought out and in place.
Give It Time – and Commitment – to Make It Work
Whether you’re a corporation or individual, strategic planning can bring purpose and gravity back into your life. But you only reap those rewards if you approach the process with complete commitment.
The results are long-lasting but can also take a long time, a lot of effort, and even significant money to accomplish, especially in the beginning.We’ve examined why strategic planning is such an effective means of getting organizations where they want to go. But it’s also important to acknowledge that designing and implementing a strategic plan can seem like a daunting task, especially if you’ve never been through the exercise before.
Fortunately, if you work step by step, you can develop a robust strategic planning process that will last for years. Even decades! So let’s move on now to those all-important first steps for structuring your strategic planning journey.
I’ll show you how to make the process incredibly doable. In our next post we will be navigating bringing the strategic planning process to your organization, and the steps you will need to take to achieve high performance at your organization.
For further actionable insights, reach out to In HIS Name HR right here. We help organizations build high-performance human resource programs designed to build your workplace into the engaging, effective, integrity-filled space you want it to be.
Contact us today! You and your employees will be grateful you did.
HR professionals are supposed to strategically manage staff members in accordance with a list of intricate and constantly evolving legal rights for both employers and employees. It’s a tough task with potentially severe penalties for any failures – real or perceived.
Legal action… financial losses… a damaged reputation.
It literally and figuratively pays to know your HR rules and regulations.
Beyond the Bill Of Rights
The creators of the United States Constitution memorialized citizen rights in a series of 10 amendments, collectively known as The Bill of Rights. This was a revolutionary document, made more impactful still since our founders had the foresight to make the list adaptable for a changing future.
The power to expand, create, and enact legislation was granted to the dual (and sometimes dueling) houses of Congress. And our representatives have definitely acted on that power ever since, impacting citizen rights in so many ways.
All of them put together, for better or worse, make an organization’s human resources agenda a lot more challenging. The topic is multilayered, but here are the biggest pieces of federal law your HR team needs to know about.
1964 Civil Rights Act
The U.S. Declaration of Independence stated that the new nation was being formed on “self-evident” truths “that all men are created equal, that they are endowed by their Creator with certain unalienable Rights,” and “that among these are Life, Liberty and the pursuit of Happiness.” Yet it took until the 1964 Civil Rights Act to legislatively prohibit employment discrimination based on race, color, religion, sex, or national origin in hiring, promoting, and firing.
As a legal benchmark of modern civil rights, it has since been used as precedent for women’s and LGBTQ+ rights as well.
The Occupational Safety and Health Act
The OSH Act of 1970 created the Occupational Safety and Health Administration (OSHA). Under OSHA, businesses are mandated to provide safe working conditions that are devoid of recognized hazards. Its objective is to regulate, inspect, and prevent unhealthy and unsafe working conditions.
This includes guaranteeing that workers are properly trained in their jobs and provided proper personal protective equipment (PPE) to minimize worker exposure to hazardous environments and tasks. As a regulatory agency, OSHA seeks to prevent employment-related illness, disabilities, and death.
The National Labor Relations Act
The National Labor Relations Act (NLRA) of 1935, also known as the Wagner Act, protects workers’ rights in the private sector. It gives them the right to free association in forming trade unions and to seek collective bargaining for fair wages and better working conditions. This includes protections against unfair labor practices and reprisals against labor organizations and their representatives.
There have been three significant amendments to the NLRA over the decades. In 1947, the Labor Management Relations Act – nicknamed the Tafy-Harley Act – removed some labor union privileges and gave the National Labor Relations Board (NLRB) authority over determining unfair union practices.
Next, the 1959 Labor Management Reporting and Disclosure Act banned unions from expanding strikes to companies not directly involved in a labor dispute. And finally, technical amendments were passed in 1974 to cover healthcare workers in the private sector sphere.
The NLRA is the subject of two current (2024) Supreme Court cases. Since both challenge perceived NLRB overreaches, we could see further changes still.
Americans With Disabilities Act of 1990
The Americans With Disabilities Act of 1990 (ADA) forbids discrimination on the basis of disability.
Expanding on and clarifying the Civil Rights Act, the ADA added persons with disabilities as a recognized and protected class of citizen. It states that reasonable accommodations for equal and non-discriminatory access must be provided – regardless of whether a company is private or public. This applies to educational and transportation capabilities, as well as healthcare, housing, and employment.
Since its enactment, numerous court challenges have risen up to determine what constitutes “reasonable” accommodation. More recently, some of these challenges have asked whether mental disabilities are covered.
Age Discrimination in Employment Act of 1967
The Age Discrimination in Employment Act (ADEA) of 1967 prohibits discrimination in the workplace against individuals who are at least 40 years old. As with ADA, it expands on the Civil Rights Act – which inherently should cover age discrimination but does not specifically name it.
ADEA mandates advancement and training based on age, as well as hiring and job interview equality. It continues to be amended as younger and older workers alike become affected by changing demographics and technological advancements.
Living Rights
As initially stated, the Constitution was crafted to be a living document addressing living rights.
The Bill of Rights alone could not address every issue concerning citizen rights, local and state government responsibilities, and private sector fairness and balance. So acts of Congress seek to address the needs of a changing citizenry.
Employment laws were developed to give structure, standards, and safeguards for both employers and employees. This is an important task, to be sure, since the very foundation of the U.S. economic system is our labor force.
However, this does mean that HR professionals work hard to stay current with laws at every level of government: municipal, state, and federal alike. Breaking these regulations can have disastrous repercussions, so always strive to stay compliant in how you handle your organization – inside and out.
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Concerned about the HR programs at your organization? The benefits of having a trusted partner guide you and your team to excellence are invaluable. Contact us today. You – and your employees – will be glad you did.
Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of IHN HR. Connect with him on LinkedIn and Twitter.
Let’s face it: We all know being a leader is tough.
That’s why it’s so crucial for leaders to understand their capabilities in relation to leadership competencies. There’s a lot going on in those areas, from directing teams to energizing them and accomplishing your goals – each of which can be a challenge.
I’ve found that breaking down leadership into a series of competencies can help extensively. That way, you can think of each skill as its own separate task, making developing each one easier.
Here’s a look at the 10 key competencies of outstanding leaders… along with tips for you to excel in them no matter your field!
Leadership
This first competency might seem like an obvious and even all-encompassing aspect of being a leader, but hear me out. Developing all the other competencies we cover requires authentic leadership. Team members won’t believe in your vision until they conclude that you’re worth following.
That begins with proper communication. The best communicators explain their ideas with power and conviction. They speak to overarching organizational objectives and primary strategic priorities. And they articulate how each person’s work cascades up to higher-level goals.
When priorities are clear, teams can really buy in.
Great leaders also bolster morale through hard work, modeling how they want their teams to behave. They roll up their sleeves to show what they want the rest to do, raising everyone else’s energy levels by personally demonstrating diligence, focus, and persistence.
Or, to use the definition we use at IHN HR, leaders show everyone else how to “deliver on the mission, achieve the vision, and reflect the organization’s values.”
Delegation
From there, you should understand the importance of delegation to leadership success. Don’t try to do it all yourself; instead, assign tasks to the people best-suited to handle them.
Effective delegation begins with putting people in jobs they can do, so carefully consider each team members’ capabilities. Do they have what it takes to get a particular task done?
For those who can handle more, give them stretch assignments: projects or accounts with a bit more complexity. The employees who can do these without problems or mistakes should be developed further and rewarded appropriately since their chances of success are high.
This isn’t playing favorites; it’s playing to people’s strengths.
In thinking about who can complete a task, think about treating people like people. They’re individuals capable of handling appropriately assigned tasks, so be careful not to overwhelm them while also seeking to avoid automatically limiting them. Learning can and should happen at any time for any one person, irrespective of their experience.
Good delegation allows employees to thrive and often includes using tools to discover their strengths. When you do that and act accordingly, everyone wins.
Finally, go in with a clear intent; people respect leaders who avoid ambiguity. Set goals for when you expect someone to do something. Fully contextualize the work by stating what you’re trying to achieve and what the desired outcome will be. Be specific about the requirements for the task, at what point it’s considered complete, and how you’ll evaluate successful performance.
As we say at IHN HR, delegation means assigning “tasks and responsibilities to the appropriate team members”… and with the clearest instructions possible.
Professional Maturity
Professional composure might not be the easiest state to achieve, but it is a hallmark of mature leaders. The best of the best learn to keep cool with the chaos. They think calmly and clearly before reacting, refusing to take things personally even when that’s the natural human reaction.
Keeping cool in the face of fire helps to keep teams steady.
Great leaders are also active about checking their biases. They use appropriate language, base their decisions on data, and actively seek out diverse viewpoints.
At our firm, we define professional maturity as “interacting with people in a manner that reflects the values of the organization and cultural norms.”
Administration
Leaders should “systematize” additional activities. For example, if employees have to perform the same task repeatedly, managers should help develop protocols and workflows for it.
Documenting routines helps minimize employee error and confusion, especially when employees change and workers have to pick up where others have left off. Yet the majority of organizations don’t implement this strategy. And without basic working instructions or standard operating procedures, they run the risk of never improving.
Since the best leaders are always looking for ways to improve, they provide central access to templates, manuals, databases, and shared drives so workers can easily find what they need to do their jobs. Organized systems don’t waste time by forcing employees or underlings to find what they need.
This includes by way of available advancements. Leaders should always look to leverage technology to speed up manual processes, such as scheduling apps, task-trackers, file-sharing programs, and so on. A well-chosen tool can minimize waste in your work process.
At IHN HR we define administration as “having effective systems in place to manage workflow and projects.”
Training
Investment in employee training is also part of the leader’s role. The best leaders invest their valuable time in helping their team develop important skills by getting them ready for their tasks as early in the project process as possible.
Admittedly, not everyone enjoys these activities. So to make learning engaging for everyone involved, vary your approach. Use presentations, manuals, videos, and coaching. Provide materials that cater to different learning styles. Allow people to preview your expectations for them, and make it as hands-on an experience as you can.
And remember: Good-quality programs give context. Let trainees practice or simulate what they’re expected to do to prime their skills and build their confidence.
At IHN HR, we define training as “providing direct instruction or appropriate resources to impart information.”
Mentorship
Besides formal training, strong leaders seek to mentor emerging talent by offering one-on-one development support. High-performing organizations invest heavily in mentorship programs; consider doing the same for your employees.
Regardless, you can accelerate high-potential team members’ development by leveraging your own experiences and encouraging authenticity. Find out their strengths, interests, and opportunities for growth. What are their preferred learning styles? Where do they want to see themselves in five years?
Even better, put a system in place for mentor and mentee check-ins. Consistency provides continuity, and processes offer the flexibility to respond to changing needs. But also let your mentee know you’re available for in-the-moment questions.
At IHN HR, we define mentorship as “developing people by sharing their expertise, experience, and influence for the purpose of learning and growth.”
Communication
Leadership is about communication. And in order to be heard, you have to know your audience, use the right medium, and constantly seek feedback.
We advise first considering the communication styles (e.g., formality, preferences for email or phone) and terminology (e.g., vocabulary, level of detail, and depth) that are appropriate in various departments and functions. You need to understand your audience and tailor your message to fit specific recipients.
Also, keep in mind the timing of your messages. And be purposeful in your choice of communication channel. You can make broad announcements via email, but avoid sending other kinds of messages that contain sensitive material.
Try to match the medium to the meaning. Texts may attract more attention, but use them sparingly. The urgency diminishes with use.
At IHN HR, we define effective communication as “written and verbal communication that’s timely and effective with an appropriate tone.
Team Environment
Leaders shape the team’s culture by facilitating interaction between members, allowing them to bring out the best in each other. The deeper the team members’ camaraderie and engagement, the higher their satisfaction and performance.
Begin with bonding. Off-site team building and leadership development programs can do wonders. Getting people away from their desks and participating in fun activities can go far in creating stronger relationships. And if you can incorporate activities that address differences in personalities and strengths, that’s even better.
Trust improves with personal connections.
Collectively develop rules for openness, debate, and conflict resolution. And encourage respect for each other even during disagreements.
At IHN HR, we define the ideal team environment as “a culture that unifies a high-performance team to effectively deliver on their goals.”
Approachability
Leaders should also be approachable, encouraging their followers to seek them out with questions and concerns. Maintaining an open-door policy in the office, setting aside regular office hours for impromptu visits, and/or keeping instant messaging open for remote teams demonstrates your presence and accessibility to your followers.
In addition, make clear the best persons or groups to contact about any given issue and how best to reach them – whether email, chat, phone, etc. Be clear about expected response times, and consistently state your routine response process so that employees know they can rely on you.
Finally, pay attention when speaking to others. Listen carefully, and let the other person finish before you speak. Maintain eye contact, keep an open body posture, and minimize any signals that suggest you’re not interested.
Set specific S.M.A.R.T. goals: specific, measurable, achievable, relevant, and time bound.
Plan thoroughly. Delineate all the steps, actors, resources, and contingencies. No surprises.
Agree on the measures. Agree on what will be measured and how the measures will be reported, ensuring they’re as quantitative as possible.
Break down long-term goals. Divide larger goals into smaller ones. Maintain motivation with checkpoints.
Be flexible; change timetables or plans if called for, but if you stay on track, that’s discipline enough. Gravity and grace balance each other.
Treasure your wins. Celebrate each victory as you head toward your goal. Count the wins.
We believe that S.M.A.R.T. goals not only improve the lives of employees but also contribute to the success and longevity of the organization they’re designed for.
At IHN HR, we define approachability as “being available for questions, instructions, and input (i.e., open-door policy).”
Execution
Of course, all of this leads to execution. At the end of the day, the key to leadership is getting things done efficiently and effectively.
Here are some tips for effective leadership execution:
Lead With Confidence
If that seems like a very long and even daunting list, don’t feel overwhelmed. Rather, focus on just one or two competencies per quarter and work to enhance those areas. Then make sure to regularly review your progress.
Over time, these capabilities compound to make you the inspirational leader your team needs.
For further actionable insights, reach out to In HIS Name HR right here. We help organizations build high-performance human resource programs designed to build your workplace into the engaging, effective, integrity-filled space you want it to be.
Contact us today! You and your employees will be grateful you did.
Employers lose a lot of productivity from employees who are struggling in their marriages or going through a divorce. The Marriage Hub can help you support your employees who are struggling with their marriages. This is a benefit to them, their children, and to you as the leader of your organization.
Meet Dr. Bruce R. McCracken. Bruce has been leading the Marriage Hub for over 17 years. Bruce has been focused on doing marriage intensives for over 10 years, helping couples save their marriages from the devastation of divorce. The Marriage Hub has an 85% success rate. Meaning that their couples are still married a year after their intensive.
Downsizing can be daunting, to say the least. Many of us have been let go ourselves over the course of our working lives. But even if we haven’t, we understand the obvious that it’s not a desirable experience.
When the economy turns though, almost every industry gets hurt. In which case, these trying times have had an impact on a wide range of organizations – and will no doubt continue to do so from here. So, sometimes, letting workers go is a necessity.
Yet, believe it or not, there are Bible-based ways to handle such situations, designed to make it easier for everyone involved. Meet Karmae Fahr, who says she’s seen it all… including downsizing done incorrectly. As she tells Mark, however, employers can learn how to:
Plan for notification day
Have a strategy in place for employee engagement afterward
Compile services for exiting employees to utilize.
Karmae is an executive search and recruitment expert, business consultant, entrepreneur, executive coach, trainer, and mentor with 30+ years’ experience. As principal executive of The Fahr Group (TFG) since founding it in 2007, she brings depth and breadth to organizations by successfully selecting candidates for positions from vice president through the C-suite.
Early in her career, Karmae helped build family businesses before transitioning into a recruitment position in the ‘80s. Today, she and her Fahr Group team serve clients nationwide and across industries in their quest to find top-notch management members. They currently boast a 100% fill rate for all searches – an unbeatable track record they proudly uphold and protect!
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Concerned about your organization’s as-is HR programs? The benefits of having a trusted partner guide you and your team to excellence are invaluable.
Contact us today. You and your employees will be glad you did. Rise with us by implementing our high-performance remote human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
We all have our own opinions of health and wellness based on our own unique experiences. Yet it’s essential to have a unified understanding in any workplace that creates a specific culture of wellness.
This isn’t supposed to be a token effort or Band-Aid treatment. Christ-centered wellness – living fully the way God intended – must become our new employment and employer norm: one that is so effective, it follows workers from the office to the home.
And yes, that is possible.
Meet Dr. April Jones, a healthcare leader with over 20 years of experience in optimizing and creating innovative processes. As CEO and founder of Storehouse Wellness, she champions a holistic, faith-based approach to health.
Dr. Jones spent years in traditional healthcare, where she helped people find the right medications to manage their disease symptoms, created pathways for easier and safer medical journeys, and helped to remove barriers to accessing necessary medication and proper education about these drugs. That’s how she came to realize the stark truth that providers don’t focus nearly enough on…
How to be well without medical intervention.
She now leads a premier, integrated, Christ-centered comprehensive wellness solution that removes fragmentation from well-being efforts. Dr. Jones’ program has four pillars at its core: nourishment, physical fitness, mental wellness/stress management, and financial health. It seeks to transform mindsets and strengthen internal motivation through a biblical perspective and focus on spiritual relationship.
Dr. Jones’ firm offers wellness navigation for accountability support and resource coordination, as well as 24/7 chaplaincy.
An accomplished consultant, board member, mentor, and coach, she blends hands-on healthcare experience with strategic business acumen. Dr. Jones also authored “No Mess, No Message,” a Christian motivational book on overcoming adversity; founded The Drifted Drum Co., a faith-based publishing and events company; and is a sought-after speaker. She holds degrees from Union University, University of Tennessee, University of Memphis, and Bethel School of Supernatural Ministry.
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Concerned about the HR programs at your organization? The benefits of having a trusted partner to guide you and your team to excellence are invaluable. Contact us today. You – and your employees – will be glad you did.
Rise with us by implementing our high-performance human-resource programs to help find great people! E-mail us here.
Mark A. Griffin is president and founder of In HIS Name HR LLC. Connect with him on LinkedIn and Twitter.
