August 5, 2025 • 37 mins
What if the most underused resource in your company isn’t money or talent — but your HR team?
In this powerhouse episode of Shedding the Corporate Bitch, Bernadette Boas pulls back the curtain on a dangerous blind spot in leadership: the failure to partner with HR proactively and strategically.
🚫 HR isn’t a compliance cop.
⚡ HR is your culture driver, succession strategist, performance coach, and leadership ally — if you let them be.
Whether you're a corporate executive trying to build high-performing teams or an HR leader tired of being left out of the room, this episode is your wake-up call (and your blueprint).
🔥 In this episode, you'll learn:
- Why most managers only engage HR when it's too late — and the cost of that delay
- How treating HR as an “afterthought” kills performance, morale, and retention
- The four mindset shifts corporate leaders must make to unlock HR’s full value
- Tangible steps HR professionals can take to claim their strategic seat at the table
- How to build real alignment between business goals and people strategies
💡 If you want to lead boldly, retain talent, and build a people-first culture that actually performs, this episode is for you.
👂 Listen Now On:
🔹 Apple Podcasts
🔹 Spotify
🔹 YouTube (@ShedTheCorpBitchTV)
🔹 balloffirecoaching.com/podcast
📩 Ready to unleash the powerhouse leader in you or your team? Book a discovery call with Bernadette at coachmebernadette.com/discoverycall
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Kathleen Hogan, the chief HR officer of Microsoft
until recently, stated in a 2022LinkedIn article if business
leaders want to drivetransformation, they must
partner with HR from the start,not as an afterthought.
Now, that foresight andstrategic vision just could be
(00:22):
the reason why Kathleen has beenrecently named the EVP of
Strategy and Transformation forthe CEO of Microsoft.
So what is she trying to say?
She's trying to say the factthat your HR leaders are
critical to the development,growth and success of your team,
business and even your career.
(00:45):
Yet most managers only talk totheir HR leaders when they have
a problem child or someone'sabout to get fired.
In this episode, we're breakingdown why so many managers
overlook HR as a strategicbusiness partner and the cost of
that blind spot, and what'spossible when you shift your
(01:06):
mindset and start leveraging HRlike the strategic powerhouse
that they truly are.
Whether you're a corporateleader, a middle manager or an
HR professional ready to reshapeyour seat at the table, this
episode is your blueprint fordoing just that.
Speaker 2 (01:22):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:43):
becoming a sought afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (02:03):
Let's do this leader you were born to be.
This podcast is for you.
Let's do this.
I've been wanting to have thisconversation for quite a while
because, across my client base,I see vast differences between
how many managers middlemanagers to senior executives
really partner and leverage HRas a powerful tool, a powerful
(02:29):
ally that can help themproactively, strategically and
effectively to not only addressproblems, but also to craft and
maneuver what their team, whattheir culture, what their
overall business is going tolook like, leading to the
(02:50):
success that they want forthemselves, the team and the
business.
And so the goal of thisdiscussion is to successfully
help you shift your mindset awayfrom HR being a compliance
department into one of astrategic partner, ally and
leadership tool to help you andyour team to grow and foster a
(03:16):
culture that breeds success.
Mary Barr, ceo of General Motors.
She goes about talking aroundthis subject by saying it's
about people at the center ofeverything we do.
Our HR leaders are partners indesigning that future, and so
think about it.
We all say that HR is aboutpeople, and if they are about
(03:40):
people, then every manager withpeople supporting their goals
and objectives and the successof their team and themselves as
a leader, really need to lean onthe core function, that is, the
people function and that is HR.
And even the CEO of a mid-sizedSaaS organization commented.
(04:03):
And even the CEO of a midsizeSaaS organization commented our
CHRO is one of the mostimportant voices in the room.
She influences every majordecision we make.
Think about that.
You're sitting around maybedoing some calibrations or some
strategic planning or some teamstructuring or restructuring,
(04:24):
and who best to provide you allthe knowledge, ideas, creative,
out-of-the-box thinking, astrategic vision, direction on
where the work environment ismoving?
Who better to provide you allof that than your HR business
partner?
So what I really want you to bethinking about is when was the
(04:47):
last time you really brought HRin as a partner, strategically,
proactively, before a crisishits or as you're getting ready
to draft a organizational plan?
When was that last time you did?
Now if you say, oh, I can'teven remember when I did, or
(05:09):
well, I was somewhat forced todo it once I got into it, well,
that's okay.
No judgment here at all.
But what I want you to do is Ireally want you to consider
shifting your mindset towardthem being just a cop or an
enforcer or a policymaker, intosomeone who can be kind of
(05:31):
lockstep with you in reallycrafting what your culture and
your team and the overallbusiness looks like.
Let's discuss some of the corereasons for this lack of
partnership between HR and thebusiness, and some of them are
extremely valid.
But again, what I want you todo as we talk through these is
(05:51):
checkmark whether or not this isa reason why you have not
partnered with your HR businesspartner, and again, it's okay.
We just need to figure out whatthose blind spots are and what
you could be doing about it.
One of the first ones wealready mentioned is HR is
(06:12):
viewed as almost like atransactional organization,
meaning they deal with benefits,they deal with payroll, they
deal with bonuses and salariesand promotions and advancements.
They deal with verytransactional activities and
that's true.
However, that's just a smallpart of what HR handles on a
(06:34):
day-in, day-out basis.
However, they also deal with alot more strategic initiatives
and strategic visioning for theorganization than just that.
The next one would be manymanagers aren't aware of the
capability of HR, aren't awareof what's outside that
transactional benefits andsalary compensation type of
(06:59):
activity, and therefore that's asimple conversation to have
with your partner to reallyunderstand.
All right, what can you bring tothe table?
How should I be leveraging you?
What is the best time and placefor me to be bringing you into
conversations about thedirection I'm taking my team and
(07:20):
my business?
But the most important one thatI find to be affecting managers
especially the middle managers,though it does affect the upper
management levels as well andthat is the fear of bringing in
HR to the point where they cansee the weaknesses or the lack
(07:44):
or the dysfunction of a team, oreven themselves as a leader,
and so they hesitate to partnerwith HR because they don't want
to necessarily put a spotlighton where they might be lacking
as a leader.
And then, lastly, there's amisalignment between the
business units and HR what theexpectations are, what are the
(08:07):
goals and objectives?
What are each of the functionslooking to achieve?
And do they marry up, do theyalign, do they support and
complement one another?
Now, this can be a much biggerkind of Pandora box that's open
(08:46):
as far as are there people,goals and objectives, leadership
objectives when it comes to thepeople development side, that
are passed down from seniormanagement all the way down to
the lowest levels of managers?
Are those goals, objectives andexpectations supporting one
another and therefore holdingeach other accountable to
ensuring that, if people are anumber one asset, are we
targeting and are we operatingand are we aligning to our
(09:09):
principles and our values thatare only benefiting the people
of the organization?
So give yourself a check markfor any of these four reasons
that you may be struggling toreally partner proactively and
strategically with your HRpartner.
You just know them as an adminor compliant, only transactional
(09:32):
type of function.
You don't really understand howyou could be leveraging them.
You're apprehensive aboutshowing your weaknesses or
showing your gaps, or showingyour blind spots or dysfunction
of yourself as a leader and orof your team.
(09:52):
And then, lastly, there's justa misalignment of expectation
when it comes to your businessgoals and objectives and that of
HR.
Now, every one of these fourpoints mindset blocks.
I'll call them fears, excuses.
I'll even call them excuses.
(10:12):
There's a workaround, there's asolution.
There's a different explanationand different steps and actions
you could be taking in order toaddress them.
But before we get into that, Iwant to definitely talk about
the cost of you under utilizingHR and not having them lockstep
(10:34):
with you, as you are not onlyworking your way into your own
leadership of your team ororganization, but also of that
vision of the culture you'retrying to build, of the overall
team development that you'retrying to instill.
There's a cost by not utilizingHR from the very beginning.
(10:56):
The cost of not aligning to HRcan cover several areas.
It can cover overall teamperformance.
It can cover overallorganizational impact as well as
your manager level impactaround you personally.
So let's first kind of workbackwards.
So, overall team performanceimpact Well, you're not
(11:19):
maximizing the ideas and thestrategies, the initiatives, the
programs that HR is, if notdeveloping, they're well aware
of and or they have in place inorder for your team and or
yourself to get the training,learning and development that
(11:39):
you need.
That will help you to reallybuild a high-functioning team
that you're looking for and youneed in order to accomplish your
goals.
So you're missing out on thatopportunity.
The other thing around teamperformance is if you do have,
as I mentioned earlier, if youdo have a problem child or
you're at a point of having toterminate someone, well, that's
(12:05):
just going to create turnoverand that's just going to create
team dissatisfaction, low moralebecause of the fact that maybe
just maybe without engaging HR,they didn't have an opportunity
to get the coaching, thetraining, the support that they
needed, the guidance that theyneeded in order to change their
ways.
So again, low morale and highturnover that you weren't
(12:30):
wanting or anticipating.
And, more importantly, if youare losing, if you don't want to
call them a high potentialbecause of their problem, child
issues, look at it as if theyare high productive, high
generating type of individualswith some challenges or with
(12:50):
some issues or with somebehavioral changes that are
needed.
Well, you might have missed theopportunity to correct those
things in order to maintain thetactical or the technical
functional expertise that thatindividual has.
So that's team performance.
When it comes to organizationalimpact, well, we talked about a
(13:12):
little bit about it.
High turnover, it'll createburnout From an organizational
perspective.
It'll create low morale.
If, all of a sudden, they'reseeing that there are
opportunities, there are ways tosolve problems that you're not
considering because you're notengaging someone that has a very
(13:33):
objective, very unbiased viewinto your business, then you're
missing out on thoseopportunities and that'll create
the turnover, the burnout, thelow morale as well.
If you're not in lockstep withHR from the get-go, you could be
going about the hiring, thedevelopment, the coaching and
(13:58):
the accountability of teammembers ineffectively, poorly,
not in the degree that HR, withtheir expertise, their insights,
their experiences, theirencounters, the tools that they
have, they could be providingyou in order to ensure that your
(14:19):
hiring decisions are good, youraccountability actions are
strong and effective.
Any coaching, development ortraining is appropriate.
At the same time, you might havethis grand plan for how you
want to really instill aspecific type of culture and
(14:39):
create a specific type ofenvironment for your team, and
yet, without input from HR, youmight be using outdated
strategies, outdated ideas,outdated initiatives, and
therefore they don't stick, theydon't grab a hold, they aren't
effective and they don't amountor result to an investment that
(15:03):
you're looking for, even ifthat's just soft, intangible
type of benefits, high morale,high satisfaction, employee
effectiveness, productivity, soforth and so on.
So again, hr is that conduit tobring all of that knowledge,
all that experience andexpertise into those
(15:25):
conversations that you'd behaving.
Then, of course, I saved themost important one when it comes
to organizational impact, andthat would be similar to the
hiring decisions.
You would probably bemisshooting at whatever
succession planning you'relanding on.
(15:45):
So you might have a specificidea or ideas around your
succession planning for yourselfor for other team members.
You might have a very biased, avery narrow-minded no offense a
very specific idea of what thatsuccession plan should look
like.
Your HR partner again, they areobjective, unbiased.
(16:09):
They're looking across thebusiness, not just at your team.
They have a lot more insightthan you might have.
They would be able to kind ofclear out any blind spots, kind
of wash away any murky ideas orsuggestions that you have that
(16:31):
might not be in the bestinterest of your team, of
yourself and of the business andthey can bring a fresh
viewpoint on that type of plan.
Organizational impact issuccession planning high
turnover, burnout, low morale Ifyou're misaligned in your
hiring decisions or your teamadvancement decisions as a
(16:52):
result of not getting HRinvolved and or you're
implementing initiatives andprograms that aren't sticking as
a result of maybe outdated ornarrow focused type of programs
and initiatives.
And then we talked about theteam performance being again low
(17:13):
morale.
Impact to high functioningcapabilities of your team if
you're not aligning with HR tosupport your team and then for
you personally or the cost ofyou not aligning is you don't
know what opportunities are outthere.
Too often I'll hear fromclients of mine that they are
(17:37):
very tunnel vision into thefunction or the business that
they're in, say that they'repart of obviously
cross-functional type oforganization but, more
importantly, they also havemultiple business units.
But more importantly, they alsohave multiple business units,
(18:03):
individual, separated, uniquebusiness units be tunnel
visioned into just your silo oryour function or even your own
business, let alone all theother businesses with all the
other functions and all theother opportunities that may
exist out there.
So you're missing out onpotential growth opportunities
as a result of that, foryourself and even for your team
(18:26):
members.
At the same time, you could betaking on risks and not putting
into place some critical.
In some cases it could besafety, it could be DEI or
diversity type of programs thatHR is aware of, hr knows are
(18:49):
important, hr knows will preventany type of current or future
legal issues that you might bedealing with.
If you're acting alone, thenyou're missing out on all of
that key information.
And then, lastly, if you dohave some dysfunction, if you do
have some discourse or issueswith team dynamics and you're
(19:12):
trying to handle them byyourself without proactively,
consistently engaging HR, wellthen you're also adding a risk
and a cost to the businessBecause, again, going back to
the organizational impact.
It'll create high turnover, lowmorale, burnout, so forth and
so on.
A lot of costs to the businessfor simply avoiding or ignoring
(19:38):
or just having a blind spot tobringing in your HR partner from
the start.
Now let's look at the benefits,the value, the impact positive
impact to you, to the team, tothe business, when you see HR as
a strategic partner.
(19:59):
Now you're making veryfact-based, data-driven type of
decisions.
You're creating fact-based,data-driven ideas and visions
and plans.
You are able to really craftthe goals and the objectives and
(20:26):
the measurements that you wouldwant to have for the culture,
for your team, for yourself andmaybe the overall business as a
result of partnering.
Why is that important?
Well, wouldn't you want to saveyourself a lot of headache by
actually making those decisions,creating those plans and
(20:48):
implementing programs andinitiatives that have been
proven before or have statisticsbehind or been there, done that
do's and don'ts?
Wouldn't you want all thatinformation when it comes to
making some really importantdecisions and or creating new
(21:10):
ideas and new visions anddirections for the business?
Absolutely, and HR would havethat for you.
The other thing, too, is you'dbe able to make these decisions
faster and more effectively thanyou would have if you're acting
alone.
Them trying to do it themselves, them trying to look across
(21:44):
their team and create thosecareer paths, create those
calibrations, create thosetalent development plans, create
those accountability goals andobjectives for their team
members, let alone acting onthem, let alone acting on them,
let alone actually implementingwhat it is that they're trying
(22:05):
to define or create or put intoplace.
And so HR again has a lot ofinformation.
They have a lot of plans, theyhave a lot of initiatives and
programs.
They pretty much have beenthere and done that, and great,
(22:30):
if you have an idea that theyhaven't taken on or that hasn't
been brought to them before, andnow you have a partner in crime
to get that defined andimplemented, and again faster
than if you were acting alone.
Now, another one would be HR isgoing to help you look at your
team individually andcollectively what is working,
(22:52):
what is not, what are some gaps,what are things to be leveraged
, what are things to beaddressed, what are things to be
learned, what are things to becoached and developed to, where
then you can feel confidentaround really building and
developing a high-functioningteam.
(23:14):
It addresses some of thoseimpacts that we talked about.
By doing that, it ensures thatindividual team members feel
valued, feel important, feel asif they're contributing, they
feel confident because they knowthe goals and expectations,
they know their career path,they know what it is you're
working to accomplish, therefore, what they are there to support
(23:37):
you in accomplishing.
Therefore, what they are thereto support you in accomplishing,
and, as a result of that,you're going to retain those top
performers, you're going toelevate individual and team
effectiveness.
You're going to increaseproductivity and efficiency and
effectiveness.
There's so many benefits as aresult of you just simply
(23:57):
partnering with HR to reallystrengthen your culture,
strengthen your team, strengthenyourself as a leader, the plans
and the initiatives and thegoals and the objectives that
you have for yourself, and bypartnering with them in the
development and the growth andthe enhancement of your team and
(24:19):
yourself, then you areproactively developing your own
leadership acumen and soaddressing again that other.
You know fear of engaging HR,not wanting visibility to the
weaknesses of yourself and orthe dysfunction of your team.
Well, we all have cracks, weall have blemishes, we all have
(24:43):
warts, and what we want, though,as leaders, is we want to clear
those blind spots, and HR canhelp you with that.
So then you know where the gapsare, you know where the blind
spots are, you know where theweaknesses are, but at the same
time, you know also where theopportunities and the strengths
are.
So now you can put a plan inplace for your team members, for
(25:04):
the team as a whole and foryourself to close those gaps, to
elevate everyone's performanceand everyone's capability and
therefore again, benefit beingthat you're going to drive up
employee satisfaction, thatyou're going to drive up
employee satisfaction, you'regoing to drive up retention,
(25:30):
you're going to drive up topperformer productivity and many
more things those far outweighand far more contribute to your
overall success and thebusiness's success than not
engaging and having those costlyimpacts to the business.
So if you can shift yourmindset from HR is transactional
, hr is compliant, hr is a cop,hr puts the fear of God in
(25:54):
everyone when they walk in theroom.
If you could put that aside foryourself and for your team
members by even coaching anddeveloping your team members to
the benefit and the value andthe contribution HR can make to
themselves and the team, thenyou're going to separate
yourself and differentiateyourself from any other leader
(26:14):
around you.
And how would that be?
And then what would that do foryour career?
Well, working through is what Ihave to say.
Let's talk about five thingsyou could be doing to build that
partnership, to build thatintegration, to have someone to
lean on when it comes to theplanning, the implementation,
(26:40):
the assessment and the growth ofyour team, of the business and
even yourself.
So, first off, engage your HRbusiness partner.
Know who they are and bringthem into a room.
If you aren't accustomed toengaging with them, bring them
(27:00):
into the room, sit down and talkwith them about what your goals
and what your objectives andthe vision you have for your
team and the culture, and letthem in on what it is that you
have planned or you'd like toplan for now and going forward,
(27:21):
and then turn it to them and sayhow can you help me, how can
you support me, whatexpectations should I and would
I have of you in support ofthese goals and objectives that
I have for myself and the team?
So that would be the very firstthing.
Now you might say, well, Iengage with my HR partner when I
(27:44):
need to, during mid years,during end of years, during
calibrations, during the companystrategic planning.
No, that's not the extent ofwhich you should be engaging
them.
You should be engaging them towhere they are lockstep with you
(28:07):
each and every day of the planthat you're working to implement
, so you can proactively engagethem on opportunities amongst
your team issues.
You're having, with your team,new plans, new goals or
objectives that you have for theteam and for the business,
strategic visioning for thefuture that you might have.
(28:28):
Engage them on a regular andconsistent basis.
It certainly should not bethree or four times a year, it
should be regularly as you areworking through keeping your
team and the goals and thebusiness moving forward and
growing there.
(28:49):
Not they're there after you'vecompiled and crafted your own
end result, but in the process.
Let them help you expedite,help you get rid of the
(29:12):
muckety-muck, help you workthrough any ideas or questions
or challenges that you're having.
Do that upfront.
So then you're savingyourselves a lot of time, of
which you're very limited to anyfree time.
Make sure they're engagedupfront so they can ask you the
questions from the verybeginning as far as what you're
(29:34):
thinking, what you're planning,what you're struggling with,
what ideas you might have.
But they might have engaged.
Engage them from the verybeginning and ask them for
insights.
That would be the second one.
Ask your HR leader for insightsinto the business, insights
into the industry, insights intowhere the people world is going
(29:55):
when it comes to the laborforce, the workforce, the union
force, whatever the case mightbe that might impact how you are
able to run and operate andgrow your business and grow your
team.
Ask them for those insights.
They have them, they have themand they'll probably surprise
you with the amount of knowledgethat they have.
(30:17):
And, again, it would save youtime, save you space and energy
in having to figure that all outyourself.
This is not the time to think,oh well, I can do it all myself
and I have all the great ideasand I want to be the victor of
my people, my culture.
(30:38):
No, that's swallow your prideand engage the person or persons
who can help you best andfastest and most effectively,
because that will just be whatreally puts a spotlight on you
and your leadership.
Now, when you are developingstrategies and plans, as I
(31:02):
mentioned, partner with them,co-partner with them.
Let them help you define yourgoals.
Let them help you define thosecareer paths, those succession
plans, those accountabilitycheckpoints, those performance
review process and feedback.
Again, don't go it alone on anyof this and then, in turn, make
(31:28):
sure that you are alsohighlighting and promoting and
championing HR-led initiatives,hr-led programs.
It could be a leadershipprogram, it could be a skill
development program, it could bea cultural program.
Recognize the value that HRbrings to you and your people
(31:51):
and back them up and championwhat it is that they're working
so hard to bring into theorganization, into your team, to
elevate and advance thecapabilities, the productivity,
the effectiveness, theefficiency, the high potential,
just overall capacity andfunctioning of your team.
(32:15):
Champion them as much asthey're going to champion you.
Champion them as much asthey're going to champion you.
Now.
They will have hardconversations with you, if need
be.
At the same time, they're alsogoing to have your back and make
sure that they are the partnerfor you.
And then look at them as anenabler, not as a cost center,
(32:38):
not as a drain, not as a callcenter, not as a drain, not as a
cop, not as an afterthought.
Think of them as an enabler foryou to be the best leader you
can be.
It'll make your job so mucheasier.
So how can you do it?
(32:59):
Five ways.
Invite them to the table whenit comes to your strategic
planning, succession planning,whatever the case might be.
Ask them for their insights onthe business, on the industry,
on the workforce, on whateverexternal factors could impact
you and your business.
Co-develop your programs andinitiatives with them, share
(33:23):
your ideas and let them helpcraft it with you.
Maybe they have ideas for youthat you haven't considered that
you then can work together tocraft and implement and succeed
with.
And then be sure to also bechampion any programs or
initiatives that HR is alsoleading.
(33:44):
It's almost like I want to addthat you should also be
championing HR to your people.
Most employees, let alonemanagers, most employees, fear
HR.
The minute HR walks into a room, everybody shuts up.
So what you need to be doing asa leader is you need to be
championing HR to your people toget them to recognize them as a
(34:10):
partner, as someone that theycan lean on, someone to confide
in, someone that they shouldtrust, someone that they should
build a relationship with,someone that they should build a
relationship with.
And then, lastly, treat HR asan enabler, someone who's going
to help you, someone who's goingto give you the tools and the
capability to execute on andachieve the goals and the plans
(34:31):
that you have for yourself.
Don't look at them as a costcenter, as an expense.
They are not a cost center.
They are your partner, yourpowerhouse tool that will get
you from where you are today tothe goals and the objectives
that you have for tomorrow.
As we close out, I want you tobe considering something what is
(34:53):
one business challenge thatyou're facing and how could your
HR partner help you to solve it, before it becomes an issue
that could be people, processpolicy?
Whatever the case might be,what is one challenge you might
be facing that they can actuallyproactively support you on and
(35:18):
help you work through, before itescalates?
I want to encourage you toschedule a strategy conversation
with your HR leader.
Sit down.
If you aren't familiar witheach other to the degree of
which you can leverage eachother effectively and
productively, then sit down andhave that conversation.
(35:42):
Lastly, the future of leadership.
Your specific leadership isn'tabout what you control.
It's about who you collaboratewith, and your HR leader might
just be the secret weapon you'vebeen ignoring.
What can you do to change that?
And if you aren't sure, then besure to schedule some time with
(36:04):
me and let's talk.
Go to coachmubernadettecomforward slash discovery call and
let's talk for 30 minutes.
I'll give you some ideas, sometips and some strategies for
moving forward and reallyensuring that you are leveraging
the powerhouse tool that'sright there in front of you that
you might not be optimizing.
(36:24):
All right, before we leave.
As a highlight, next episodewe're going to be talking to
John Gates of Salary Coach.
He is going to be talking abouthow you can be confident and be
a powerhouse when it comes tonegotiating your pay, and so, if
you need some negotiationsecrets, that episode is going
(36:47):
to be one hell of a powerhouseepisode.
So be sure to subscribe, likeand follow us on any one of your
podcast streaming services oron our YouTube channel, shed the
Corporate Bitch TV, and you canalso go to
balloffirecoachingcom forwardslash podcast and follow and
subscribe to any one of yourpodcast streaming services right
(37:10):
there.
Until next time, have apowerhouse of a week and I will
see you right back here the nexttime.
Bye.
Speaker 2 (37:31):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
I will see you right back herethe next time.
Bye on visual content.
Catch us on our Shedding theBitch YouTube channel.
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
(37:52):
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
Kathleen Hogan, the chief HR officer of Microsoft
until recently, stated in a 2022LinkedIn article if business
leaders want to drivetransformation, they must
partner with HR from the start,not as an afterthought.
Now, that foresight andstrategic vision just could be
(00:22):
the reason why Kathleen has beenrecently named the EVP of
Strategy and Transformation forthe CEO of Microsoft.
So what is she trying to say?
She's trying to say the factthat your HR leaders are
critical to the development,growth and success of your team,
business and even your career.
(00:45):
Yet most managers only talk totheir HR leaders when they have
a problem child or someone'sabout to get fired.
In this episode, we're breakingdown why so many managers
overlook HR as a strategicbusiness partner and the cost of
that blind spot, and what'spossible when you shift your
(01:06):
mindset and start leveraging HRlike the strategic powerhouse
that they truly are.
Whether you're a corporateleader, a middle manager or an
HR professional ready to reshapeyour seat at the table, this
episode is your blueprint fordoing just that.
Speaker 2 (01:22):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:43):
becoming a sought afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (02:03):
Let's do this leader you were born to be.
This podcast is for you.
Let's do this.
I've been wanting to have thisconversation for quite a while
because, across my client base,I see vast differences between
how many managers middlemanagers to senior executives
really partner and leverage HRas a powerful tool, a powerful
(02:29):
ally that can help themproactively, strategically and
effectively to not only addressproblems, but also to craft and
maneuver what their team, whattheir culture, what their
overall business is going tolook like, leading to the
(02:50):
success that they want forthemselves, the team and the
business.
And so the goal of thisdiscussion is to successfully
help you shift your mindset awayfrom HR being a compliance
department into one of astrategic partner, ally and
leadership tool to help you andyour team to grow and foster a
(03:16):
culture that breeds success.
Mary Barr, ceo of General Motors.
She goes about talking aroundthis subject by saying it's
about people at the center ofeverything we do.
Our HR leaders are partners indesigning that future, and so
think about it.
We all say that HR is aboutpeople, and if they are about
(03:40):
people, then every manager withpeople supporting their goals
and objectives and the successof their team and themselves as
a leader, really need to lean onthe core function, that is, the
people function and that is HR.
And even the CEO of a mid-sizedSaaS organization commented.
(04:03):
And even the CEO of a midsizeSaaS organization commented our
CHRO is one of the mostimportant voices in the room.
She influences every majordecision we make.
Think about that.
You're sitting around maybedoing some calibrations or some
strategic planning or some teamstructuring or restructuring,
(04:24):
and who best to provide you allthe knowledge, ideas, creative,
out-of-the-box thinking, astrategic vision, direction on
where the work environment ismoving?
Who better to provide you allof that than your HR business
partner?
So what I really want you to bethinking about is when was the
(04:47):
last time you really brought HRin as a partner, strategically,
proactively, before a crisishits or as you're getting ready
to draft a organizational plan?
When was that last time you did?
Now if you say, oh, I can'teven remember when I did, or
(05:09):
well, I was somewhat forced todo it once I got into it, well,
that's okay.
No judgment here at all.
But what I want you to do is Ireally want you to consider
shifting your mindset towardthem being just a cop or an
enforcer or a policymaker, intosomeone who can be kind of
(05:31):
lockstep with you in reallycrafting what your culture and
your team and the overallbusiness looks like.
Let's discuss some of the corereasons for this lack of
partnership between HR and thebusiness, and some of them are
extremely valid.
But again, what I want you todo as we talk through these is
(05:51):
checkmark whether or not this isa reason why you have not
partnered with your HR businesspartner, and again, it's okay.
We just need to figure out whatthose blind spots are and what
you could be doing about it.
One of the first ones wealready mentioned is HR is
(06:12):
viewed as almost like atransactional organization,
meaning they deal with benefits,they deal with payroll, they
deal with bonuses and salariesand promotions and advancements.
They deal with verytransactional activities and
that's true.
However, that's just a smallpart of what HR handles on a
(06:34):
day-in, day-out basis.
However, they also deal with alot more strategic initiatives
and strategic visioning for theorganization than just that.
The next one would be manymanagers aren't aware of the
capability of HR, aren't awareof what's outside that
transactional benefits andsalary compensation type of
(06:59):
activity, and therefore that's asimple conversation to have
with your partner to reallyunderstand.
All right, what can you bring tothe table?
How should I be leveraging you?
What is the best time and placefor me to be bringing you into
conversations about thedirection I'm taking my team and
(07:20):
my business?
But the most important one thatI find to be affecting managers
especially the middle managers,though it does affect the upper
management levels as well andthat is the fear of bringing in
HR to the point where they cansee the weaknesses or the lack
(07:44):
or the dysfunction of a team, oreven themselves as a leader,
and so they hesitate to partnerwith HR because they don't want
to necessarily put a spotlighton where they might be lacking
as a leader.
And then, lastly, there's amisalignment between the
business units and HR what theexpectations are, what are the
(08:07):
goals and objectives?
What are each of the functionslooking to achieve?
And do they marry up, do theyalign, do they support and
complement one another?
Now, this can be a much biggerkind of Pandora box that's open
(08:46):
as far as are there people,goals and objectives, leadership
objectives when it comes to thepeople development side, that
are passed down from seniormanagement all the way down to
the lowest levels of managers?
Are those goals, objectives andexpectations supporting one
another and therefore holdingeach other accountable to
ensuring that, if people are anumber one asset, are we
targeting and are we operatingand are we aligning to our
(09:09):
principles and our values thatare only benefiting the people
of the organization?
So give yourself a check markfor any of these four reasons
that you may be struggling toreally partner proactively and
strategically with your HRpartner.
You just know them as an adminor compliant, only transactional
(09:32):
type of function.
You don't really understand howyou could be leveraging them.
You're apprehensive aboutshowing your weaknesses or
showing your gaps, or showingyour blind spots or dysfunction
of yourself as a leader and orof your team.
(09:52):
And then, lastly, there's justa misalignment of expectation
when it comes to your businessgoals and objectives and that of
HR.
Now, every one of these fourpoints mindset blocks.
I'll call them fears, excuses.
I'll even call them excuses.
(10:12):
There's a workaround, there's asolution.
There's a different explanationand different steps and actions
you could be taking in order toaddress them.
But before we get into that, Iwant to definitely talk about
the cost of you under utilizingHR and not having them lockstep
(10:34):
with you, as you are not onlyworking your way into your own
leadership of your team ororganization, but also of that
vision of the culture you'retrying to build, of the overall
team development that you'retrying to instill.
There's a cost by not utilizingHR from the very beginning.
(10:56):
The cost of not aligning to HRcan cover several areas.
It can cover overall teamperformance.
It can cover overallorganizational impact as well as
your manager level impactaround you personally.
So let's first kind of workbackwards.
So, overall team performanceimpact Well, you're not
(11:19):
maximizing the ideas and thestrategies, the initiatives, the
programs that HR is, if notdeveloping, they're well aware
of and or they have in place inorder for your team and or
yourself to get the training,learning and development that
(11:39):
you need.
That will help you to reallybuild a high-functioning team
that you're looking for and youneed in order to accomplish your
goals.
So you're missing out on thatopportunity.
The other thing around teamperformance is if you do have,
as I mentioned earlier, if youdo have a problem child or
you're at a point of having toterminate someone, well, that's
(12:05):
just going to create turnoverand that's just going to create
team dissatisfaction, low moralebecause of the fact that maybe
just maybe without engaging HR,they didn't have an opportunity
to get the coaching, thetraining, the support that they
needed, the guidance that theyneeded in order to change their
ways.
So again, low morale and highturnover that you weren't
(12:30):
wanting or anticipating.
And, more importantly, if youare losing, if you don't want to
call them a high potentialbecause of their problem, child
issues, look at it as if theyare high productive, high
generating type of individualswith some challenges or with
(12:50):
some issues or with somebehavioral changes that are
needed.
Well, you might have missed theopportunity to correct those
things in order to maintain thetactical or the technical
functional expertise that thatindividual has.
So that's team performance.
When it comes to organizationalimpact, well, we talked about a
(13:12):
little bit about it.
High turnover, it'll createburnout From an organizational
perspective.
It'll create low morale.
If, all of a sudden, they'reseeing that there are
opportunities, there are ways tosolve problems that you're not
considering because you're notengaging someone that has a very
(13:33):
objective, very unbiased viewinto your business, then you're
missing out on thoseopportunities and that'll create
the turnover, the burnout, thelow morale as well.
If you're not in lockstep withHR from the get-go, you could be
going about the hiring, thedevelopment, the coaching and
(13:58):
the accountability of teammembers ineffectively, poorly,
not in the degree that HR, withtheir expertise, their insights,
their experiences, theirencounters, the tools that they
have, they could be providingyou in order to ensure that your
(14:19):
hiring decisions are good, youraccountability actions are
strong and effective.
Any coaching, development ortraining is appropriate.
At the same time, you might havethis grand plan for how you
want to really instill aspecific type of culture and
(14:39):
create a specific type ofenvironment for your team, and
yet, without input from HR, youmight be using outdated
strategies, outdated ideas,outdated initiatives, and
therefore they don't stick, theydon't grab a hold, they aren't
effective and they don't amountor result to an investment that
(15:03):
you're looking for, even ifthat's just soft, intangible
type of benefits, high morale,high satisfaction, employee
effectiveness, productivity, soforth and so on.
So again, hr is that conduit tobring all of that knowledge,
all that experience andexpertise into those
(15:25):
conversations that you'd behaving.
Then, of course, I saved themost important one when it comes
to organizational impact, andthat would be similar to the
hiring decisions.
You would probably bemisshooting at whatever
succession planning you'relanding on.
(15:45):
So you might have a specificidea or ideas around your
succession planning for yourselfor for other team members.
You might have a very biased, avery narrow-minded no offense a
very specific idea of what thatsuccession plan should look
like.
Your HR partner again, they areobjective, unbiased.
(16:09):
They're looking across thebusiness, not just at your team.
They have a lot more insightthan you might have.
They would be able to kind ofclear out any blind spots, kind
of wash away any murky ideas orsuggestions that you have that
(16:31):
might not be in the bestinterest of your team, of
yourself and of the business andthey can bring a fresh
viewpoint on that type of plan.
Organizational impact issuccession planning high
turnover, burnout, low morale Ifyou're misaligned in your
hiring decisions or your teamadvancement decisions as a
(16:52):
result of not getting HRinvolved and or you're
implementing initiatives andprograms that aren't sticking as
a result of maybe outdated ornarrow focused type of programs
and initiatives.
And then we talked about theteam performance being again low
(17:13):
morale.
Impact to high functioningcapabilities of your team if
you're not aligning with HR tosupport your team and then for
you personally or the cost ofyou not aligning is you don't
know what opportunities are outthere.
Too often I'll hear fromclients of mine that they are
(17:37):
very tunnel vision into thefunction or the business that
they're in, say that they'repart of obviously
cross-functional type oforganization but, more
importantly, they also havemultiple business units.
But more importantly, they alsohave multiple business units,
(18:03):
individual, separated, uniquebusiness units be tunnel
visioned into just your silo oryour function or even your own
business, let alone all theother businesses with all the
other functions and all theother opportunities that may
exist out there.
So you're missing out onpotential growth opportunities
as a result of that, foryourself and even for your team
(18:26):
members.
At the same time, you could betaking on risks and not putting
into place some critical.
In some cases it could besafety, it could be DEI or
diversity type of programs thatHR is aware of, hr knows are
(18:49):
important, hr knows will preventany type of current or future
legal issues that you might bedealing with.
If you're acting alone, thenyou're missing out on all of
that key information.
And then, lastly, if you dohave some dysfunction, if you do
have some discourse or issueswith team dynamics and you're
(19:12):
trying to handle them byyourself without proactively,
consistently engaging HR, wellthen you're also adding a risk
and a cost to the businessBecause, again, going back to
the organizational impact.
It'll create high turnover, lowmorale, burnout, so forth and
so on.
A lot of costs to the businessfor simply avoiding or ignoring
(19:38):
or just having a blind spot tobringing in your HR partner from
the start.
Now let's look at the benefits,the value, the impact positive
impact to you, to the team, tothe business, when you see HR as
a strategic partner.
(19:59):
Now you're making veryfact-based, data-driven type of
decisions.
You're creating fact-based,data-driven ideas and visions
and plans.
You are able to really craftthe goals and the objectives and
(20:26):
the measurements that you wouldwant to have for the culture,
for your team, for yourself andmaybe the overall business as a
result of partnering.
Why is that important?
Well, wouldn't you want to saveyourself a lot of headache by
actually making those decisions,creating those plans and
(20:48):
implementing programs andinitiatives that have been
proven before or have statisticsbehind or been there, done that
do's and don'ts?
Wouldn't you want all thatinformation when it comes to
making some really importantdecisions and or creating new
(21:10):
ideas and new visions anddirections for the business?
Absolutely, and HR would havethat for you.
The other thing, too, is you'dbe able to make these decisions
faster and more effectively thanyou would have if you're acting
alone.
Them trying to do it themselves, them trying to look across
(21:44):
their team and create thosecareer paths, create those
calibrations, create thosetalent development plans, create
those accountability goals andobjectives for their team
members, let alone acting onthem, let alone acting on them,
let alone actually implementingwhat it is that they're trying
(22:05):
to define or create or put intoplace.
And so HR again has a lot ofinformation.
They have a lot of plans, theyhave a lot of initiatives and
programs.
They pretty much have beenthere and done that, and great,
(22:30):
if you have an idea that theyhaven't taken on or that hasn't
been brought to them before, andnow you have a partner in crime
to get that defined andimplemented, and again faster
than if you were acting alone.
Now, another one would be HR isgoing to help you look at your
team individually andcollectively what is working,
(22:52):
what is not, what are some gaps,what are things to be leveraged
, what are things to beaddressed, what are things to be
learned, what are things to becoached and developed to, where
then you can feel confidentaround really building and
developing a high-functioningteam.
(23:14):
It addresses some of thoseimpacts that we talked about.
By doing that, it ensures thatindividual team members feel
valued, feel important, feel asif they're contributing, they
feel confident because they knowthe goals and expectations,
they know their career path,they know what it is you're
working to accomplish, therefore, what they are there to support
(23:37):
you in accomplishing.
Therefore, what they are thereto support you in accomplishing,
and, as a result of that,you're going to retain those top
performers, you're going toelevate individual and team
effectiveness.
You're going to increaseproductivity and efficiency and
effectiveness.
There's so many benefits as aresult of you just simply
(23:57):
partnering with HR to reallystrengthen your culture,
strengthen your team, strengthenyourself as a leader, the plans
and the initiatives and thegoals and the objectives that
you have for yourself, and bypartnering with them in the
development and the growth andthe enhancement of your team and
(24:19):
yourself, then you areproactively developing your own
leadership acumen and soaddressing again that other.
You know fear of engaging HR,not wanting visibility to the
weaknesses of yourself and orthe dysfunction of your team.
Well, we all have cracks, weall have blemishes, we all have
(24:43):
warts, and what we want, though,as leaders, is we want to clear
those blind spots, and HR canhelp you with that.
So then you know where the gapsare, you know where the blind
spots are, you know where theweaknesses are, but at the same
time, you know also where theopportunities and the strengths
are.
So now you can put a plan inplace for your team members, for
(25:04):
the team as a whole and foryourself to close those gaps, to
elevate everyone's performanceand everyone's capability and
therefore again, benefit beingthat you're going to drive up
employee satisfaction, thatyou're going to drive up
employee satisfaction, you'regoing to drive up retention,
(25:30):
you're going to drive up topperformer productivity and many
more things those far outweighand far more contribute to your
overall success and thebusiness's success than not
engaging and having those costlyimpacts to the business.
So if you can shift yourmindset from HR is transactional
, hr is compliant, hr is a cop,hr puts the fear of God in
(25:54):
everyone when they walk in theroom.
If you could put that aside foryourself and for your team
members by even coaching anddeveloping your team members to
the benefit and the value andthe contribution HR can make to
themselves and the team, thenyou're going to separate
yourself and differentiateyourself from any other leader
(26:14):
around you.
And how would that be?
And then what would that do foryour career?
Well, working through is what Ihave to say.
Let's talk about five thingsyou could be doing to build that
partnership, to build thatintegration, to have someone to
lean on when it comes to theplanning, the implementation,
(26:40):
the assessment and the growth ofyour team, of the business and
even yourself.
So, first off, engage your HRbusiness partner.
Know who they are and bringthem into a room.
If you aren't accustomed toengaging with them, bring them
(27:00):
into the room, sit down and talkwith them about what your goals
and what your objectives andthe vision you have for your
team and the culture, and letthem in on what it is that you
have planned or you'd like toplan for now and going forward,
(27:21):
and then turn it to them and sayhow can you help me, how can
you support me, whatexpectations should I and would
I have of you in support ofthese goals and objectives that
I have for myself and the team?
So that would be the very firstthing.
Now you might say, well, Iengage with my HR partner when I
(27:44):
need to, during mid years,during end of years, during
calibrations, during the companystrategic planning.
No, that's not the extent ofwhich you should be engaging
them.
You should be engaging them towhere they are lockstep with you
(28:07):
each and every day of the planthat you're working to implement
, so you can proactively engagethem on opportunities amongst
your team issues.
You're having, with your team,new plans, new goals or
objectives that you have for theteam and for the business,
strategic visioning for thefuture that you might have.
(28:28):
Engage them on a regular andconsistent basis.
It certainly should not bethree or four times a year, it
should be regularly as you areworking through keeping your
team and the goals and thebusiness moving forward and
growing there.
(28:49):
Not they're there after you'vecompiled and crafted your own
end result, but in the process.
Let them help you expedite,help you get rid of the
(29:12):
muckety-muck, help you workthrough any ideas or questions
or challenges that you're having.
Do that upfront.
So then you're savingyourselves a lot of time, of
which you're very limited to anyfree time.
Make sure they're engagedupfront so they can ask you the
questions from the verybeginning as far as what you're
(29:34):
thinking, what you're planning,what you're struggling with,
what ideas you might have.
But they might have engaged.
Engage them from the verybeginning and ask them for
insights.
That would be the second one.
Ask your HR leader for insightsinto the business, insights
into the industry, insights intowhere the people world is going
(29:55):
when it comes to the laborforce, the workforce, the union
force, whatever the case mightbe that might impact how you are
able to run and operate andgrow your business and grow your
team.
Ask them for those insights.
They have them, they have themand they'll probably surprise
you with the amount of knowledgethat they have.
(30:17):
And, again, it would save youtime, save you space and energy
in having to figure that all outyourself.
This is not the time to think,oh well, I can do it all myself
and I have all the great ideasand I want to be the victor of
my people, my culture.
(30:38):
No, that's swallow your prideand engage the person or persons
who can help you best andfastest and most effectively,
because that will just be whatreally puts a spotlight on you
and your leadership.
Now, when you are developingstrategies and plans, as I
(31:02):
mentioned, partner with them,co-partner with them.
Let them help you define yourgoals.
Let them help you define thosecareer paths, those succession
plans, those accountabilitycheckpoints, those performance
review process and feedback.
Again, don't go it alone on anyof this and then, in turn, make
(31:28):
sure that you are alsohighlighting and promoting and
championing HR-led initiatives,hr-led programs.
It could be a leadershipprogram, it could be a skill
development program, it could bea cultural program.
Recognize the value that HRbrings to you and your people
(31:51):
and back them up and championwhat it is that they're working
so hard to bring into theorganization, into your team, to
elevate and advance thecapabilities, the productivity,
the effectiveness, theefficiency, the high potential,
just overall capacity andfunctioning of your team.
(32:15):
Champion them as much asthey're going to champion you.
Champion them as much asthey're going to champion you.
Now.
They will have hardconversations with you, if need
be.
At the same time, they're alsogoing to have your back and make
sure that they are the partnerfor you.
And then look at them as anenabler, not as a cost center,
(32:38):
not as a drain, not as a callcenter, not as a drain, not as a
cop, not as an afterthought.
Think of them as an enabler foryou to be the best leader you
can be.
It'll make your job so mucheasier.
So how can you do it?
(32:59):
Five ways.
Invite them to the table whenit comes to your strategic
planning, succession planning,whatever the case might be.
Ask them for their insights onthe business, on the industry,
on the workforce, on whateverexternal factors could impact
you and your business.
Co-develop your programs andinitiatives with them, share
(33:23):
your ideas and let them helpcraft it with you.
Maybe they have ideas for youthat you haven't considered that
you then can work together tocraft and implement and succeed
with.
And then be sure to also bechampion any programs or
initiatives that HR is alsoleading.
(33:44):
It's almost like I want to addthat you should also be
championing HR to your people.
Most employees, let alonemanagers, most employees, fear
HR.
The minute HR walks into a room, everybody shuts up.
So what you need to be doing asa leader is you need to be
championing HR to your people toget them to recognize them as a
(34:10):
partner, as someone that theycan lean on, someone to confide
in, someone that they shouldtrust, someone that they should
build a relationship with,someone that they should build a
relationship with.
And then, lastly, treat HR asan enabler, someone who's going
to help you, someone who's goingto give you the tools and the
capability to execute on andachieve the goals and the plans
(34:31):
that you have for yourself.
Don't look at them as a costcenter, as an expense.
They are not a cost center.
They are your partner, yourpowerhouse tool that will get
you from where you are today tothe goals and the objectives
that you have for tomorrow.
As we close out, I want you tobe considering something what is
(34:53):
one business challenge thatyou're facing and how could your
HR partner help you to solve it, before it becomes an issue
that could be people, processpolicy?
Whatever the case might be,what is one challenge you might
be facing that they can actuallyproactively support you on and
(35:18):
help you work through, before itescalates?
I want to encourage you toschedule a strategy conversation
with your HR leader.
Sit down.
If you aren't familiar witheach other to the degree of
which you can leverage eachother effectively and
productively, then sit down andhave that conversation.
(35:42):
Lastly, the future of leadership.
Your specific leadership isn'tabout what you control.
It's about who you collaboratewith, and your HR leader might
just be the secret weapon you'vebeen ignoring.
What can you do to change that?
And if you aren't sure, then besure to schedule some time with
(36:04):
me and let's talk.
Go to coachmubernadettecomforward slash discovery call and
let's talk for 30 minutes.
I'll give you some ideas, sometips and some strategies for
moving forward and reallyensuring that you are leveraging
the powerhouse tool that'sright there in front of you that
you might not be optimizing.
(36:24):
All right, before we leave.
As a highlight, next episodewe're going to be talking to
John Gates of Salary Coach.
He is going to be talking abouthow you can be confident and be
a powerhouse when it comes tonegotiating your pay, and so, if
you need some negotiationsecrets, that episode is going
(36:47):
to be one hell of a powerhouseepisode.
So be sure to subscribe, likeand follow us on any one of your
podcast streaming services oron our YouTube channel, shed the
Corporate Bitch TV, and you canalso go to
balloffirecoachingcom forwardslash podcast and follow and
subscribe to any one of yourpodcast streaming services right
(37:10):
there.
Until next time, have apowerhouse of a week and I will
see you right back here the nexttime.
Bye.
Speaker 2 (37:31):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
I will see you right back herethe next time.
Bye on visual content.
Catch us on our Shedding theBitch YouTube channel.
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
(37:52):
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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