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EPISODE SUMMARY:
We often talk about people and processes on this show. But in today’s world, technology has added an additional layer of complexity that requires its thoughtful integration into the strategies connecting people and processes. How can we do this in a way that doesn’t add chaos and still supports effectiveness and efficiency? That’s what we will be delving into on this episode.
In this episode, the focus will be on the critical integration of people, processes, and technology into a cohesive business strategy. Dr. Ernest Wayde will first delve into the significance of each of these critical business elements individually and the added value of integrating them into a cohesive business strategy. He will then discuss how to design your strategic planning process to make sure these elements are being considered and integrated into the overall business strategy.
Dr. Ernest Wayde is the founder and CEO of Wayde Consulting where he focuses on the development and integration of people, process, and technology, into business strategy for business growth and success. With over 20 years of combined experience in the private and public sectors, Ernest has a diverse and extensive background in people and technology management from his time working with leaders in the healthcare and technology industries.
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LINKS MENTIONED IN EPISODE:
Guest Website: https://www.waydeconsulting.com/
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#businessstrategy #peopleprocesstechnology #technology #organizationdevelopment
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In this episode of The Hard Skills, Dr. Brancu is joined by guest Dr. Ernest Wayde as they will be discussing the critical integration of people, processes, and technology into a cohesive business strategy. To start the episode, Dr. Brancu asks Dr. Wayde to share his background and how he got interested in computer science. From there, Dr. Brancu continues to question Dr. Wayde’s background in technology and asks him what challenges or barriers he has seen when new technology is introduced along with what leaders need to know when working with new tech and sharing it with their employees.
After the first break, we return to Dr. Brancu asking about the resistance we see when new technology is introduced. From there, she asks Dr. Wayde what he has seen and what strategies work with leaders when trying to incorporate technology into the workplace. Dr. Wayde makes a point about having a change team and he and Dr. Brancu discuss how these teams work, the challenges they may see, and what strategies may work to create a well-rounded team.
Moving forward into their discussion, Dr. Brancu and Dr. Wayde talk about whether leaders need to think about the integration of people processes and technology in other situations other than those. From there, Dr. Brancu questions the timing of change and developing goals for an organization with technological advancement. They also talk about processes that are missing when there is a conflict between technology and people.
As the episode comes to an end, Dr. Brancu and Dr. Wayde wrap up their discussion by talking about some of the most common challenges that leaders start noticing when having technological integration with people. Dr. Wayde also provides his recommendations for leaders who want to make this change in the workplace and the best strategies for approaching this step as a leader. To learn more about Dr. Wayde’s work or have any additional questions, please visit his LinkedIn page or https://www.waydeconsulting.com/ for more details. Dr. Wayde also has a podcast called “Psych and Business”, available to listen to on most streaming platforms.
00:00:49.220 --> 00:01:00.990 Mira Brancu: Welcome welcome to the hard skills with me, Doctor Mira Broncu. Here we discuss how to develop the nuanced hard skills meaning the most challenging soft skills
00:01:01.170 --> 00:01:05.110 Mira Brancu: needed to make a real impact through your leadership.
00:01:05.290 --> 00:01:06.470 Mira Brancu: I'm your host.
00:01:06.590 --> 00:01:13.490 Mira Brancu: Dr. Mirabuku. I'm a leadership consulting and coaching psychologist, founder of towerscope leadership Academy
00:01:13.560 --> 00:01:27.329 Mira Brancu: and an associate professor, psychology, today columnist and author of the Millennials Guide to Workplace politics, and I had my own leadership career before transitioning to helping teams and high achieving women navigate their leadership complexities.
00:01:27.390 --> 00:01:32.469 Mira Brancu: So thank you for joining us today now on to the focus of our episode. Today.
00:01:32.830 --> 00:01:48.489 Mira Brancu: we often talk about people and processes on the show. But in today's world technology has added an additional layer of complexity that requires its thoughtful integration into the strategies connecting people and processes.
00:01:48.650 --> 00:02:03.859 Mira Brancu: We haven't talked about much on it on this show, but we really do need to think about it thoughtfully. And we need to think about things like, how do we integrate technology in a way that doesn't add chaos and still supports effectiveness and efficiency.
00:02:03.980 --> 00:02:08.709 Mira Brancu: And that's what we'll be delving into today with Dr. Ernest Wade.
00:02:08.940 --> 00:02:14.779 Mira Brancu: It's a great topic for today's for this season, which is focused on navigating complexity.
00:02:15.030 --> 00:02:18.939 Mira Brancu: Before I introduce you to this super awesome person.
00:02:19.010 --> 00:02:30.539 Mira Brancu: I do want to remind people that applications are now open through July 19th for the fall, 2024 cohort of towerscope Leadership Academy.
00:02:30.810 --> 00:02:43.650 Mira Brancu: This Academy focuses on building a community of high achieving growth. Minded leaders looking to expertly navigate today's complex workplace dynamics within disrupted industries and make a greater impact.
00:02:43.900 --> 00:02:45.449 Mira Brancu: So who is right for this.
00:02:45.950 --> 00:02:53.440 Mira Brancu: If you're experiencing a tension between your personal expectations, your organizational culture values and factors.
00:02:53.500 --> 00:02:56.190 Mira Brancu: your personal values and authenticity.
00:02:56.240 --> 00:02:58.190 Mira Brancu: This community might be right for you.
00:02:58.300 --> 00:03:08.870 Mira Brancu: And if you're feeling blindsided by workplace politics, a desire to be more strategic and less tactical, a desire to feel more effective in your leadership journey.
00:03:09.050 --> 00:03:13.089 Mira Brancu: and maybe even ambivalent or concerned about your leadership trajectory.
00:03:13.180 --> 00:03:18.649 Mira Brancu: This is the time to take a reflective pause and consider that maybe
00:03:18.860 --> 00:03:23.670 Mira Brancu: a structured supportive leadership, learning community might support your next steps.
00:03:24.140 --> 00:03:36.329 Mira Brancu: So how do you apply? Well, 1st of all, we are having an open house on July 15th to learn more and connect with current members. You can ask them privately anything that you want to ask and learn about the community
00:03:36.460 --> 00:03:43.419 Mira Brancu: to see if it's a good fit. If you're interested in that or directly applying, you go to go towerscope.com
00:03:43.870 --> 00:03:47.110 Mira Brancu: and click on Leadership Academy, and you'll find out everything about it.
00:03:47.760 --> 00:04:03.190 Mira Brancu: Okay? With no further ado. I'm excited to introduce our special guest today. Doctor Ernest Wade. Doctor Wade is the founder and CEO of Wade, consulting where he focuses on the development and integration of people processes and technology
00:04:03.230 --> 00:04:22.060 Mira Brancu: into business strategy for business growth and success. With over 20 years of combined experience in the private and public sectors. Ernest has a diverse and extensive background in people and technology management from his time working with leaders in the healthcare and technology industries and beyond. So are you ready?
00:04:22.210 --> 00:04:27.709 Mira Brancu: Let's get started. Get your pens out and paper. If you're a pen and paper kind of person I am.
00:04:27.760 --> 00:04:31.850 Mira Brancu: or take your devices out if you like. The technology piece.
00:04:31.890 --> 00:04:38.880 Mira Brancu: reflect deeply, identify at least one small step to further your hard skills muscle today.
00:04:39.360 --> 00:04:41.500 Mira Brancu: Welcome and great to have you on the show, Ernest.
00:04:43.200 --> 00:04:45.729 Dr. Ernest Wayde: Sarah, thank you so much for having me. I really appreciate it.
00:04:45.960 --> 00:05:12.909 Mira Brancu: Yeah, absolutely. Okay. You have had a fascinating life and career. So I think that's where I want to get started. 1st of all, we met through several different ways. We met through the Department of Veterans Affairs. We did a lot of work in health technology spaces. We also met through the Society of Consulting Psychology and the Society of Psychologists and Leadership, and all of this stuff. But
00:05:12.960 --> 00:05:18.530 Mira Brancu: I think your interest in technology and business and psychology started well before this.
00:05:18.870 --> 00:05:21.890 Mira Brancu: So I would love for you to share a little bit about
00:05:22.441 --> 00:05:27.740 Mira Brancu: your background, your global experiences, your travels to get you to this
00:05:27.790 --> 00:05:29.290 Mira Brancu: point today.
00:05:29.810 --> 00:05:40.489 Dr. Ernest Wayde: Yeah, I'm happy to do that. I think one of the things about me that I'm really fortunate to have had is various experiences, and I've lived in a lot of different countries because my mom used to work with the UN. So
00:05:40.490 --> 00:06:04.200 Dr. Ernest Wayde: we travel around a lot. And I got to experience a lot of different cultures. But my my love for technology came as as far back as I can remember. I've always enjoyed computers. I've always enjoyed tinkering with with computers. And so, you know, I I meant to go to to college for a computer science. And I remember thinking very clearly at the time when AI was coming out, and it wasn't really such a big thing. But I really had a passion for working with
00:06:04.200 --> 00:06:05.480 Dr. Ernest Wayde: with AI.
00:06:05.650 --> 00:06:29.099 Dr. Ernest Wayde: And I thought to myself, if I'm gonna build a machine that can think like a human, I need to understand how humans think and behave. And so I thought, Okay, well, I'll just do computer science and psychology. And so from a very early age, I I really meant to blend those things, and, you know, have have. It's turned out that I've been very fortunate in that. I've been able to get training and experiences in both computers and in psychology.
00:06:29.393 --> 00:06:53.439 Dr. Ernest Wayde: And I've been able to blend those as I've moved along. So I've I started off my career, actually in the the the computer science industry in the technology industry. I did a lot of things, including programming, project management and end up doing client relations which required me to be in a leadership position, and I quickly realized that I was a terrible leader because I didn't know anything about leadership. No one ever taught me to be a leader.
00:06:53.911 --> 00:07:05.059 Dr. Ernest Wayde: And so it turned out. That was a good time for me to go back and get my graduate degrees in psychology. And so I did that and ended up doing some organizational work loved doing that.
00:07:05.180 --> 00:07:30.169 Dr. Ernest Wayde: And that's when you and I met at Ncod when when I was doing some organizational leadership work there and then, shortly after that I I got in the opportunity to work still in the Va. But work with the electronic health record and modernization efforts and so got back to working with technology, working with data and analytics and data management, and did that for a while before I started my own company. And now I get to blend all the things that I enjoy.
00:07:30.170 --> 00:07:37.319 Dr. Ernest Wayde: I get to work with people, help them to understand their processes and help them to integrate technology, to help them be successful.
00:07:38.737 --> 00:07:57.419 Mira Brancu: So interesting. Now you mentioned ncod, for those who don't know that is the National Center for Organizational Development within in the Va. It is, probably, the best kept secret. It's a small entity serving a very large, vast number of leaders across the system.
00:07:57.895 --> 00:08:10.664 Mira Brancu: And then, Ernest, you went from that. So having this sort of like added organizational development knowledge on top of your psych clinical psychology experience on top of your
00:08:11.120 --> 00:08:19.380 Mira Brancu: computer science, and you started blending it together when you looked at the modernization of electronic health records.
00:08:19.410 --> 00:08:20.920 Mira Brancu: What does it take?
00:08:21.230 --> 00:08:31.426 Mira Brancu: What were you doing when you were combining those skill sets to try to modernize a large healthcare system. Electronic record management.
00:08:31.890 --> 00:08:32.270 Dr. Ernest Wayde: Yeah, I.
00:08:32.270 --> 00:08:37.659 Mira Brancu: I can't even imagine. But what does it take? What? How do you? How do you combine those experiences to make that happen?
00:08:37.820 --> 00:09:01.740 Dr. Ernest Wayde: You know, I think actually doing that was the one of the 1st times when I got to blend all of my different skills and experiences. Because I was working with technology. I was working with computers and working with software and really working with cutting edge things. You know, I mean, we the some of the the applications we added AI in them, and so that was really exciting for me. But, on the on the other hand, I had to work with people as well. We're not so excited about the new.
00:09:02.310 --> 00:09:26.480 Dr. Ernest Wayde: And not so excited about the effort and the work that would be required for them to learn this new system. And so that's where a lot of my training and change management came into play, really helping people understand the new technology which I was able to do because I had that experience. And so I was able to bridge the gap between the the users who who are gonna be the end users of technology and the developers and implementers who are creating the technology
00:09:26.767 --> 00:09:40.299 Dr. Ernest Wayde: and because I can speak both their languages. And so it's really very helpful for me to be able to understand what the users were concerned about what they really needed to use the technology for, and also understand from the computer science perspective, the technology perspective.
00:09:40.480 --> 00:10:07.600 Dr. Ernest Wayde: what the technology was supposed to do and what they needed in order to make sure that they successfully implemented the system. And so I think one of the things that that we've come to learn is a successful implementation is not just when the system is in and when it's when you, when you turn it on, and it's ready to go. That's not, that's not the end. All right, it's really successful. When the people who are meant to be using the system understand it and are using it efficiently and effectively. That's what we call successful implementation.
00:10:08.180 --> 00:10:16.803 Mira Brancu: Yeah, absolutely. It is. Such an underrated piece of the change process?
00:10:18.350 --> 00:10:19.250 Mira Brancu: what is
00:10:19.580 --> 00:10:22.090 Mira Brancu: what is the what are the most common
00:10:23.473 --> 00:10:25.440 Mira Brancu: worries, concerns.
00:10:25.880 --> 00:10:37.470 Mira Brancu: fears that people have. When you say, Hey, we've got a new technology. Isn't this exciting? Let's try it out. Why are people so resistant? What are the sort of barriers that you've seen.
00:10:37.480 --> 00:10:58.660 Dr. Ernest Wayde: Yeah, if you think about this in terms of of just your everyday activities when you are doing something and you are using technology, even if you're not, you're used to it, even if you don't like it that much. You know how to do it. You you're very familiar with it. You get a level of comfort with it. And then someone says, Hey, we're gonna introduce something completely new that you don't know have to do that. You don't know how to use.
00:10:58.660 --> 00:11:14.799 Dr. Ernest Wayde: There's a a a natural resistance to that, because it requires you to put in more effort to learn something new, and for the most part a lot of people. We just generally don't like to learn new things if it's gonna require more effort from us and make us less efficient.
00:11:14.800 --> 00:11:24.239 Dr. Ernest Wayde: right? Because when you're learning something new, you're gonna be less efficient than you are using a system that you that you've been using. So there's that natural resistance to change. Just because
00:11:24.240 --> 00:11:42.700 Dr. Ernest Wayde: we're comfortable in using what we have, we know how to use it. It's familiar to us, and we're efficient. We're good at it. No one wants to get to do something and be bad at it, which is what happens when you're learning something new. You're not that great at it, and nobody likes to be in that place. So I think very often when you do something new
00:11:42.810 --> 00:12:08.759 Dr. Ernest Wayde: resistance, which is absolutely natural, and is a natural biological thing that people do is what people experience at first, st and if you're not very careful, you assume that people are resistant just because they don't want to engage in this new system, or they don't want to use the system. But it really, if you start to dig deeper, you can understand that. No, they have some some really good reasons as to why they don't want to put in the effort to learn something new at this time.
00:12:09.190 --> 00:12:11.870 Mira Brancu: Yeah, absolutely. So. Given that.
00:12:11.960 --> 00:12:15.209 Mira Brancu: what do leaders need to know
00:12:15.250 --> 00:12:33.940 Mira Brancu: as they're getting all excited about a brand new like implementing any brand new technological process, you know, to them. Sometimes it's very obvious, like, it makes sense. It's obvious that we need to implement this. This is why this is the case for it? Right? What is it that they're missing that they need to know about the people? Part of this.
00:12:33.940 --> 00:12:58.889 Dr. Ernest Wayde: Yeah, you saw. So I've got a great example of this actually, with a client that I was working with recently. So they they were. They were introducing a new system to their organization. But when they had heard about this new system because they were middle management, and when their bosses in introduced this new system to them. They absolutely hated the idea just like anybody else. They were naturally resistant to it, but then they had had time months
00:12:58.890 --> 00:13:22.729 Dr. Ernest Wayde: to get used to the idea, to understand the benefits of the idea. And so, when they actually were introducing the new system to their employees and their staff. They were excited. They were excited because they did. They'd have the opportunity to understand the benefits of the system. But they're immediately surprised when their employees were were resistant, which is exactly the feeling that they had had in the beginning. And I think that's so critical as a leader. You need to understand, just
00:13:22.730 --> 00:13:45.340 Dr. Ernest Wayde: as just as you are initially resistant to something. Your employees are also going to be resistant. And just as it took you time and effort and energy to get over it and to move forward. It's gonna take them time and energy to move forward. And there's things that you can do to help them do that. But resistance is a natural and a normal part of change. And so I think that's something that leaders need to understand and prepare for.
00:13:45.860 --> 00:13:48.320 Mira Brancu: Yeah, yeah, absolutely. And
00:13:48.690 --> 00:13:51.749 Mira Brancu: one of the things that I often
00:13:52.180 --> 00:13:54.469 Mira Brancu: try to share with leaders is
00:13:54.730 --> 00:14:03.199 Mira Brancu: resistance is not always going to look like. No, I don't want to do it right, because a lot of people aren't going to just
00:14:03.640 --> 00:14:09.309 Mira Brancu: tell their boss. No, I'm not going to do it right. So resistance looks
00:14:09.510 --> 00:14:10.480 Mira Brancu: like
00:14:11.040 --> 00:14:14.040 Mira Brancu: lots of questions, and picking apart your ideas.
00:14:14.040 --> 00:14:14.540 Dr. Ernest Wayde: Hmm.
00:14:14.540 --> 00:14:16.579 Mira Brancu: Resistance might look like
00:14:18.210 --> 00:14:39.370 Mira Brancu: getting very slow to move, and then telling you there's a lot of barriers, and then trying to backtrack or trying to undermine and sabotage the process, or tell you that it's not working, or whatever. And some of that actually might be true, that it isn't working because of some something that you're missing, and some of it might just be
00:14:39.420 --> 00:14:49.609 Mira Brancu: how people actually deal with anxiety, which is nobody's going to say. I'm anxious, and I'm uncomfortable with change, and I don't want to do this. They don't say that they don't do that.
00:14:49.650 --> 00:14:51.770 Mira Brancu: It just shows up differently. So
00:14:52.030 --> 00:15:20.380 Mira Brancu: we're entering an ad break when we come back. Let's talk about this interesting piece of what resistance actually looks like, what should leaders be looking for, and then how to empathize and navigate this, to help employees more quickly uptake. So you're listening to the hard skills with me, Doctor Mara Broncu and our guest today, Doctor Ernest Wade, we air on Tuesdays at 5 pm. Eastern. If you're here right now, live with us, you can ask
00:15:20.390 --> 00:15:31.830 Mira Brancu: questions online on on Linkedin or Youtube at Talkradio, Nyc. And we can answer them in real time. We'll be right back in just a moment with our guest.
00:17:44.200 --> 00:17:49.519 Mira Brancu: Welcome back to the hard skills with me, Dr. Mirabu and our guest today, Dr. Ernest Wade.
00:17:49.600 --> 00:17:52.789 Mira Brancu: who is a technophile who's
00:17:53.160 --> 00:17:59.609 Mira Brancu: obviously also somebody fantastic at psychology and business and combining those 3.
00:17:59.630 --> 00:18:09.540 Mira Brancu: Now, I am not a techno file. I'm married to one. So you know, Technophile, somebody who's enthusiastic about technology and tech savvy?
00:18:10.278 --> 00:18:13.769 Mira Brancu: My 1st cell phone was
00:18:14.020 --> 00:18:17.440 Mira Brancu: given to me bought to for me by my husband.
00:18:17.490 --> 00:18:22.449 Mira Brancu: who had to explain to me how to work this thing, and then my
00:18:22.920 --> 00:18:26.119 Mira Brancu: 1st laptop, my 1st
00:18:26.320 --> 00:18:37.090 Mira Brancu: like a more recent computer, which was an apple bought by my husband, explained to me how to use this new fangled apple thing?
00:18:38.495 --> 00:18:39.580 Mira Brancu: And
00:18:39.720 --> 00:18:41.850 Mira Brancu: despite my resistance.
00:18:42.070 --> 00:18:44.691 Mira Brancu: okay, despite my sort of
00:18:45.790 --> 00:18:57.665 Mira Brancu: kind of ornery like, why do I need to do this. There's no net, you know all of that stuff he helped, and the reason is that he was able to empathize and make it easier for me to
00:18:58.070 --> 00:18:59.120 Mira Brancu: uptick
00:18:59.210 --> 00:19:01.680 Mira Brancu: right? And that's that's what it takes like it.
00:19:01.940 --> 00:19:08.440 Mira Brancu: It requires you caring about the experience of the other person and empathizing with
00:19:08.820 --> 00:19:13.389 Mira Brancu: how hard it might be, or what it is that they don't like about it. Right?
00:19:13.490 --> 00:19:14.500 Mira Brancu: And so,
00:19:16.280 --> 00:19:18.470 Mira Brancu: What from your perspective.
00:19:18.630 --> 00:19:21.269 Mira Brancu: do leaders need to
00:19:21.540 --> 00:19:23.899 Mira Brancu: do to empathize
00:19:24.240 --> 00:19:25.060 Mira Brancu: with
00:19:26.590 --> 00:19:31.559 Mira Brancu: a large organization of employees who are all over the place in terms of how they feel
00:19:31.670 --> 00:19:33.250 Mira Brancu: about technology.
00:19:33.540 --> 00:19:35.440 Mira Brancu: What are the sort of
00:19:35.940 --> 00:19:44.099 Mira Brancu: ways to reduce the resistance and maybe accelerate the process. What have you seen? Has has worked or not worked.
00:19:44.740 --> 00:19:56.010 Dr. Ernest Wayde: Yeah, those are. Those are great questions. Before I answer those I just wanna say that I I totally understand what your husband is going through, because my wife is exactly the same way. She can't even use the remote. My 3 year old can use the remote, but she can't even use the remote.
00:19:56.010 --> 00:20:02.297 Mira Brancu: Oh, yeah, no, thanks remote. You can use it. Go change the channel for me.
00:20:02.900 --> 00:20:03.420 Mira Brancu: Yeah.
00:20:03.420 --> 00:20:31.639 Dr. Ernest Wayde: It's very. It's. It's very simple. When we talk about what leaders need to understand when it comes to their employees and change, it's just basically, we talk about empathy. It's it's really talking about the experience yourself, right? And we of all, to some degree, in what some shape or form have been resistant to some change. Right? And so, if you can think back to that experience that gives you a clue and indication of what your employees are feeling. It's the similar things as you're feeling. They're probably feeling that as well.
00:20:31.820 --> 00:20:52.219 Dr. Ernest Wayde: So I think that's where that's where the empathy starts when we're talking about a large organization. Honestly, it's very challenging for a leader to to manage the the change journey of every single person. Right? And so you really need a change team that can be dedicated to doing that work. I think that's 1 of the things that leaders need to understand is
00:20:52.220 --> 00:21:05.980 Dr. Ernest Wayde: change is a critical part of any organization's journey, and you need to have the resources, the skills, the experience, the training to be able to properly address that. It's not enough for the leader just to say.
00:21:05.980 --> 00:21:19.809 Dr. Ernest Wayde: I empathize with you going through this change and then step back. You need to have resources available to help the individuals that are going through that change journey to make sure that they are supported so that they can come through at the end as best as possible.
00:21:20.390 --> 00:21:25.659 Mira Brancu: Interesting. So who would? Who is part of a change team? Are they like a
00:21:25.760 --> 00:21:34.560 Mira Brancu: permanent positions? Are they pulled from different places like, how do you develop a change team? And who is on that change team? And what do they do.
00:21:34.560 --> 00:21:57.590 Dr. Ernest Wayde: That's a great question. It depends on the size of the organization, I think, for most organizations. They don't have a dedicated change team. And so what happens is you stand one up. You stand up a project team that is going to to help manage the change process. You wanna make sure the people that you pull from have experience and training and change management so that they can help you. The leader, who is probably one of the most important people
00:21:58.298 --> 00:22:07.159 Dr. Ernest Wayde: was part of the the change team. Give you advice and give you suggestions and give you support because the leader honestly, is the person who has
00:22:07.160 --> 00:22:20.269 Dr. Ernest Wayde: the most to say in terms of the success or failure of any change. You're the big Kuno. You're the boss. You're the one who's able to assign resources. You're the one who's able to tell people what to do. And so, if the leader is not engaged.
00:22:20.270 --> 00:22:45.119 Dr. Ernest Wayde: the the change is probably not going to be successful. So what typically happens in in small to midside organizations is that they will pull from people that have experience and stand up the change team and make sure that that includes people who are impacted by the change as well. You don't wanna have a department that has that is not impacted by the the change at all trying to shepherd people through the change. You wanna make sure that you have influential people
00:22:45.120 --> 00:23:13.839 Dr. Ernest Wayde: in the department, in the organization in the group that is going to be experiencing the change. Who can actually speak to the importance of the change, the why of the change, and the how of the change. And so typically, that's what happens is they pull together this group of people who have different roles within the within the change team to make sure that it's well represented. And then those individuals can go out into the organization, into the groups, into their teams to make sure that they are communicating to those people
00:23:13.840 --> 00:23:22.110 Dr. Ernest Wayde: the why of the change, the how of the change, but also taking feedback from that group and giving it back to the leadership and the team so they can make the adjustments.
00:23:23.065 --> 00:23:28.080 Mira Brancu: That's really interesting. And it's not something that you hear a lot of. Most of the time
00:23:28.120 --> 00:23:30.830 Mira Brancu: you hear that the
00:23:31.449 --> 00:23:37.599 Mira Brancu: CEO has a vision, or the CEO and the C-suite folks develop a vision.
00:23:37.610 --> 00:23:51.859 Mira Brancu: and then the next in line, let's say senior Vps or senior leaders. Responsibility is to communicate the change, that the change will happen to their employees, and therefore it will happen. And so
00:23:52.160 --> 00:23:56.519 Mira Brancu: what? When you're when you're developing a change team.
00:23:57.350 --> 00:23:58.570 Mira Brancu: How is that
00:23:58.750 --> 00:24:12.659 Mira Brancu: different? Do you still use the same roles because of their supervisory responsibilities? Do you use different roles? And I'm starting to think like, you know, pros and cons here. If you use the
00:24:12.970 --> 00:24:31.620 Mira Brancu: supervisors, it's going to feel more as a directive. And so would that actually be different than a change team. But then, if you use like project managers who know how to enact and implement the change, will they have enough influence and power
00:24:31.660 --> 00:24:32.385 Mira Brancu: to
00:24:33.280 --> 00:24:39.249 Mira Brancu: communicate with. You know the the level of gravitas
00:24:39.280 --> 00:24:43.389 Mira Brancu: necessary. So I'm curious like, how do you think about those things?
00:24:43.390 --> 00:24:52.440 Dr. Ernest Wayde: Yeah, I think that that's a that's a really good question. I think when we're talking about the when you said just being very directive in terms of
00:24:52.670 --> 00:25:09.219 Dr. Ernest Wayde: telling people. Hey, you need to do this. And and that's the bottom line. I think it's important to remember that a lot of organizations are going through change right now and over half over half of change. Initiatives fail like completely fail. And so if your if your approach is just to.
00:25:09.220 --> 00:25:22.519 Dr. Ernest Wayde: You're doing this because I said so, my question would be, How is that going for you? Because over half of those things don't go well, right. And so when when you talk about, how do you make change successful? And you're talking about putting your team together, the truth is that
00:25:22.520 --> 00:25:45.530 Dr. Ernest Wayde: an employee is actually going to look to their direct manager to determine. Okay, what do I need to do? Because this is the person who's gonna rate me in terms of my performance, evaluation. And so this is the person who I need to make sure that I'm doing what they want me to do. And so, even if you have, you pull from different members of the organization. If they don't have direct authority over the person or the people that they're trying to direct.
00:25:45.530 --> 00:25:46.830 Dr. Ernest Wayde: It's going to be challenging.
00:25:47.090 --> 00:26:02.449 Dr. Ernest Wayde: So what happens is that the change team needs to work with those direct managers to help them support their team and to help them make sure that the team is getting what they need, because if you don't have direct supervision over them and you tell them, hey, you need to make this change.
00:26:02.550 --> 00:26:26.239 Dr. Ernest Wayde: They're gonna say, who are you to me? Right? My my boss has not told me I need to make this change. And so why should I listen to you? Even if even if you're part of some, you know some nice change team. I I don't know you. You don't have direct supervision over me. So the change team really still needs to work with the supervisors of the individual teams to make sure that they have the support the knowledge, the information to influence their team, to do things.
00:26:26.742 --> 00:26:34.287 Mira Brancu: That makes a lot of sense. Have you ever seen? Or been witness to
00:26:35.770 --> 00:26:41.310 Mira Brancu: an organization that did put a change team in place, but it went wrong.
00:26:41.460 --> 00:26:43.800 Mira Brancu: and if so, what?
00:26:44.030 --> 00:26:47.839 Mira Brancu: What could go wrong even when you have a change team? What are you seeing.
00:26:48.150 --> 00:26:57.999 Dr. Ernest Wayde: Yeah, that's a that's a great question. And the truth is, and you know, as I said, over half of change, initiatives fail right? And and I don't mean to say that none of those have changed teams. You know the, the, the
00:26:58.000 --> 00:27:21.480 Dr. Ernest Wayde: the quality of the members and the change team can be really important, right? The education, the experience of those individuals, can be really important. And so the teams that that are not as successful are the teams that themselves are not bought into the change. So if you have a team that is trying to help leaders, managers, employees buy into a change and make this change.
00:27:21.480 --> 00:27:31.750 Dr. Ernest Wayde: But they themselves are not enthusiastic. They're not excited. They they really could care less about the change and think it's going to fail and are behaving in that way. They're not. They're not advocating for the change.
00:27:31.750 --> 00:28:01.479 Dr. Ernest Wayde: How likely do you think the the the leaders, the managers, employees that they work with are gonna buy into the change? Probably not very much. And so where I've seen this not go well is when you pick members of the team and those teams members are not enthusiastic and are not engaged. Now, having said that some of the very best people you can have on a team are those those naysayers, those people who are doubting once you're able to convince them and demonstrate to them the value of the change. They can be your very best
00:28:01.480 --> 00:28:13.489 Dr. Ernest Wayde: supporters. They can be the best members of the team, because they started off doubtful. And so they've they've asked the questions they've challenged, and you've been able to bring them on site, and so they can be a very best advocates for a change team.
00:28:14.440 --> 00:28:23.610 Mira Brancu: All right. So here's here's kind of the recap that I've gotten from this is change. Team is necessary. Number one. But the
00:28:23.760 --> 00:28:38.020 Mira Brancu: roles, the official formal roles in an organization matter less than the certain characteristics that you're looking for on a change team. So among those is they're either early adopters
00:28:38.070 --> 00:28:41.650 Mira Brancu: and or early won over skeptics.
00:28:42.230 --> 00:28:49.739 Mira Brancu: And you have to have people with the expertise or experience, or at least a consultant to teach them these skills.
00:28:50.290 --> 00:28:55.979 Mira Brancu: By the way, Ernest has this expertise to be able to do this right
00:28:56.140 --> 00:29:03.890 Mira Brancu: otherwise, this is the kind of like recipe for disaster that often happens when you don't have those characteristics right?
00:29:03.890 --> 00:29:26.040 Dr. Ernest Wayde: Yeah, I think that's a good summary of it. You need to make sure that you have all those elements in your team to make sure that the team itself can be successful. The other piece here, I think that is important is leadership support. If you stand up the team. But there's no executive leader or someone in in a high position of authority that is advocating for supporting the team and giving them what they need to be successful. This team is not going to go anywhere.
00:29:26.640 --> 00:29:52.670 Mira Brancu: Absolutely, absolutely. So we are reaching an ad break when we come back. Let's talk about how we start pulling all of these things together in kind of a strategy. Right? This is sort of your your bread and butter. Here is the strategy between the people, processes and technology. So let's talk a little bit more about that when we come back. You're listening to the hard skills with me, Doctor Mara Broncu and our guest, Doctor Ernest Wade, and we'll be right back in just a moment.
00:31:53.460 --> 00:31:58.979 Mira Brancu: Welcome back to the hard skills with me, Doctor Mayor Broncu and our guest today, Doctor Ernest Wade.
00:31:59.160 --> 00:32:01.432 Mira Brancu: we've been talking about
00:32:02.370 --> 00:32:05.320 Mira Brancu: how you implement
00:32:05.450 --> 00:32:11.120 Mira Brancu: a change across a system that is like a new technology.
00:32:13.050 --> 00:32:15.869 Mira Brancu: one of the for one of the questions that I have is.
00:32:16.540 --> 00:32:30.779 Mira Brancu: are there other times when we need to think about the integration of people processes and technology aside from new technologies that we're trying to implement across the system that are. Ca, are there other situations that
00:32:30.860 --> 00:32:33.220 Mira Brancu: where we need to think about that integration.
00:32:33.650 --> 00:33:00.550 Dr. Ernest Wayde: Yeah, that's that's a really great question. Amir, I think for for me, when we talk about people processing technology, those are the critical business elements. And so if you are going to implement any change in your organization, and when you think about it from the point of view of achieving a stretch goal right to achieve that goal. Something's going to have to change. Right? You're gonna have to do something differently to achieve that goal. And so that's a change when we're talking about achieving a strategy or engaging a strategy. That's a change.
00:33:00.560 --> 00:33:26.539 Dr. Ernest Wayde: And so the very 1st thing I like to think about is, what is the value of achieving that goal? What? What is the value to the organization? If we achieve the strategic goal that we have set out and then start working through. Okay, so here's the value to the organization. How is it gonna benefit the people in the organization? And then how is it gonna impact the people in the organization. If we're gonna achieve this goal, what's gonna have to change? What are specific people or groups of people going to have to do differently.
00:33:26.540 --> 00:33:35.809 Dr. Ernest Wayde: So the change in order to make sure that we are successful as an organization to reach this goal that we've set out. And then you start thinking about what is the impact
00:33:35.870 --> 00:33:44.039 Dr. Ernest Wayde: to these people in terms of what are they gonna have to do differently? And how are they gonna feel about that? Are they gonna be excited about it, or are they gonna be resistant?
00:33:44.330 --> 00:33:56.199 Dr. Ernest Wayde: Is this something that they know how to do? Or is something that they have to learn. And so by working through that, we've already got to the the people side of it. Right? We're we started with the strategy, and we're already looking at our people and thinking about, you know, how are they gonna feel about this?
00:33:56.200 --> 00:34:20.230 Dr. Ernest Wayde: What are we gonna need to do to make sure that they they buy into the change, and that they can successfully make the change. And then it takes us to the process. Okay, what is what do we have in terms of support that are gonna help our people be successful. I always like to say, when something goes wrong. Look 1st at the process that allow that to happen before you look at the the person or the people that did did something wrong. Because if you have strong processes in place.
00:34:20.389 --> 00:34:35.469 Dr. Ernest Wayde: it'll prevent people from doing things wrong most of the time, right? And then if you look at the process and say, Okay, we have a process. Someone didn't follow the process. Then you can say, Okay, it's we need to work with that person. Give them additional training or whatever. But if you don't have a process in place that prevents someone from doing that.
00:34:35.540 --> 00:34:51.969 Dr. Ernest Wayde: Then you need to make changes to your process. So when we start looking at changes already, we need to make sure that we're changing and thinking about the processes, the way in which we do things that need to have to change in order to make sure that our people are supported and also prevented from doing things wrong.
00:34:52.179 --> 00:34:55.189 Dr. Ernest Wayde: And then I think technology to me is so important, because
00:34:55.310 --> 00:35:16.929 Dr. Ernest Wayde: these day, this day and age. You can't really get away from technology, right? And technology is there to help facilitate the work that we do. And there's so many different kinds of technology out there. But you need to be very thoughtful and mindful about what technology you're going to adopt to help you be successful. So many times I've seen where an organization is gets this really great piece of technology and is really excited about it. At the leadership level
00:35:16.930 --> 00:35:41.919 Dr. Ernest Wayde: the employees could care less, and they they eventually end up not using that technology. And so then the organization has wasted their time in their money, and the employees are still doing things, the way that they used to, which is a very manual process. So it's really important to think about technology that's available. But also, how are your people going to interact and engage with that technology? And how are you gonna make sure that the people who are actually gonna use that technology buy into using it. How do you demonstrate
00:35:41.920 --> 00:36:01.410 Dr. Ernest Wayde: the value of doing it this way, and how it's gonna save them time, energy as opposed to how they used to do things before so ready. You can see those are all the pieces that I think are really critical, the people, the process and the technology. And if you don't address those properly, you're not going to be able to achieve the strategic goal that you set out in a timely manner.
00:36:01.680 --> 00:36:03.126 Mira Brancu: Hmm, yeah.
00:36:04.090 --> 00:36:07.110 Mira Brancu: a couple of questions come to mind.
00:36:07.370 --> 00:36:31.640 Mira Brancu: and the 1st is, how do leaders know when it's the right time and the wrong time, like, maybe they're excited. Maybe they feel like they need a change. But it's really the wrong time. Are there signs? Are there things assigned from like we have money, we don't have money to do it. What are they looking for with processes? What are they looking for with people to feel like they're and technology to feel like they're ready
00:36:31.980 --> 00:36:36.630 Mira Brancu: to meet like a new goal that makes some change one way or another.
00:36:36.900 --> 00:36:52.829 Dr. Ernest Wayde: Yeah, that's a great question. I, I get that a lot of times and what I like to tell leaders is, you need to have a strategic portfolio. And by that I mean, you need to have a list of strategies that you're trying to achieve in the timeline and the activities. They're gonna be required to do that.
00:36:52.830 --> 00:37:13.560 Dr. Ernest Wayde: So here's an example of of how you can answer this question is, I I work for the client. And they had. They had 4 or 5 strategic goals, which is, it's a lot. I like to limit it to 2 or 3, but they have 4 or 5 strategic goals, and they just were unwilling to to cut it down. And so we started going through. Okay, well, let's look at the people that are gonna be required to achieve this goal, and the same names kept coming up over.
00:37:13.560 --> 00:37:14.190 Mira Brancu: In
00:37:15.410 --> 00:37:21.319 Dr. Ernest Wayde: And so I said, Okay, given that, you're looking at these 2 or 3 people that are going to be required to achieve all these goals.
00:37:21.390 --> 00:37:45.800 Dr. Ernest Wayde: How do you see that they're going to have time to do all this work? And so by doing that by looking at their available resources, they were then able to determine. Okay, we have too many goals. We need to prioritize and cut down. And so that's a great way of looking to see, is it the right time? It's looking at your resources that are available, looking at the work that they already have to do? Because a lot of times when we have some additional goals, it's on top of their everyday work.
00:37:45.800 --> 00:37:51.560 Dr. Ernest Wayde: Right? They they already are fully committed to their 40 h, and then you ask them to do additional work.
00:37:51.560 --> 00:38:03.439 Dr. Ernest Wayde: Where are people gonna find the time to do this work? And so it's really important for leaders to look internally at the resources as well as externally, to look at the different opportunities that are available.
00:38:03.440 --> 00:38:21.690 Dr. Ernest Wayde: I always say so. Strategy is a plan, and you have your plan in place, but it's also absolutely critical that you be flexible to make the necessary adjustments to the environment. You know I like that military term that says no plan survives 1st contact. You have to be willing to make the adjustments as things come your way.
00:38:22.510 --> 00:38:28.210 Mira Brancu: That's a fantastic example. Yeah, I couldn't. I can
00:38:28.370 --> 00:38:35.930 Mira Brancu: picture so many clients that wanted to do all of these things all at once, no sequencing.
00:38:36.070 --> 00:38:46.925 Mira Brancu: and did not even think through like, it's the same exact people doing all of this. You can't do it right, it's impossible. So that's a really great example.
00:38:48.000 --> 00:38:50.550 Mira Brancu: what about processes? Let's talk about
00:38:53.090 --> 00:38:55.700 Mira Brancu: what processes
00:38:56.547 --> 00:38:58.070 Mira Brancu: do you find
00:38:58.420 --> 00:39:00.300 Mira Brancu: are missing
00:39:00.860 --> 00:39:08.039 Mira Brancu: when you see a conflict between the people and the technology.
00:39:08.800 --> 00:39:21.119 Dr. Ernest Wayde: Yeah, that's a great. That's a great question. When when there's conflict between people and technology, it's it's an indication that we've missed out on that, that middle section, which is the process a lot of times. What I see happen is.
00:39:21.550 --> 00:39:27.059 Dr. Ernest Wayde: people will throw technology at a problem and think, oh, yeah, we'll just throw technology at it. This will.
00:39:27.060 --> 00:39:27.750 Mira Brancu: 7.
00:39:27.750 --> 00:39:32.550 Dr. Ernest Wayde: But what technology actually does is it highlights the issues that you have.
00:39:32.920 --> 00:40:01.869 Dr. Ernest Wayde: If you have a bad process, it's gonna highlight, the bad process, because technology very often is meant to support and to make things easier, but it it supports a process. So if you, if you have a way of doing things and the technology comes in, it's gonna highlight and actually even make even worse the the way in which you're Cho demonstrate even worse the way in which you're doing things because the process, the technology supports the process. And so I think it's really important that before you even get the technology piece.
00:40:01.870 --> 00:40:13.619 Dr. Ernest Wayde: you need to pay attention to your process, evaluate your process. There's a whole. There's a whole science to process management which is really critical. When we were working at the Va. One of the things that we identified was
00:40:13.620 --> 00:40:21.630 Dr. Ernest Wayde: when we were asking people to change their technology from the old Ehr electronic health record to the new electronic health record.
00:40:21.630 --> 00:40:44.640 Dr. Ernest Wayde: we were running an issues because there weren't clear processes as to how to do things. Different groups were following different processes. And so it was, we're having conflict with the technology because people had different ways of doing things. So we had to really set the technology aside and start with the process, get the groups together and identify a streamlined process before we could bring the technology to support that process.
00:40:45.170 --> 00:40:48.415 Mira Brancu: Hmm! Can you can give an example of like what?
00:40:49.670 --> 00:40:54.450 Mira Brancu: Well, 1st of all, what's process management? And second, what
00:40:54.860 --> 00:40:58.269 Mira Brancu: what kind of processes conflict with each other that would keep
00:40:58.720 --> 00:41:09.320 Mira Brancu: a technology from being implemented like 1. 1 thing that I can think of just off the top of my head is the fact that you know, a lot of organizations
00:41:09.450 --> 00:41:15.120 Mira Brancu: have implemented Microsoft teams, Microsoft. I'm really sorry, but I'm just gonna say this, it wasn't rolled out
00:41:15.410 --> 00:41:19.549 Mira Brancu: a as some like easy, smooth
00:41:19.770 --> 00:41:20.560 Mira Brancu: bang!
00:41:20.750 --> 00:41:42.709 Mira Brancu: And some people picked up teams and were like, Yes, let's create channels, and let's get people talking on this thing, and blah blah. And then some people the early adopters, were like, this is great, and finally, we can chat all the time, and other people are like, I hate this system, and I can't find anything. And where are my files and all those things? And I'm wondering, like in that kind of situation.
00:41:43.020 --> 00:41:45.130 Mira Brancu: What's missing? What's missing.
00:41:45.130 --> 00:41:54.310 Dr. Ernest Wayde: That's that's such a great example. Let's use that that same example. Right? So look at teams. Teams can do so much right? You can communicate in teams. But how? How do you communicate in teams? You can chat
00:41:54.310 --> 00:42:18.649 Dr. Ernest Wayde: right? You can email, you have sharepoint boards there. There are so many ways of communicating just in teams alone. Whiteboards. I mean it. Just it just goes on and on right. But if you, if you, if your team doesn't have a process for how they communicate. And you implement teams. And you say, Okay, team is, gonna solve all our communications problems. Well, person, A is gonna chat. And that's how they're gonna to communicate versus B is gonna use email.
00:42:18.650 --> 00:42:24.350 Dr. Ernest Wayde: person C is going to use the the whiteboard on there person. D is going to post something on sharepoint. So again.
00:42:24.350 --> 00:42:24.850 Mira Brancu: Yeah.
00:42:24.850 --> 00:42:53.169 Dr. Ernest Wayde: Determine how we're going to communicate tools. Teams is a great great tool for communicating, but if you don't determine which tool you're going to use for what type of communication it's not going to be helpful. It's actually going to make people frustrated. Because why didn't you get that message I sent you. Well, did you email it to me? No, I sent it by chat. Well, I don't use chat. I use email. And so it can actually frustrate the process because you think you have this tool that's gonna solve everything. And it actually highlights how bad your processes are.
00:42:53.490 --> 00:42:58.300 Mira Brancu: Oh, such a great example. Yeah.
00:42:58.500 --> 00:43:01.480 Mira Brancu: I don't think I know of a lot of teams that
00:43:01.720 --> 00:43:05.199 Mira Brancu: think about, how are we going to use
00:43:05.340 --> 00:43:08.498 Mira Brancu: this technology, and in a way that
00:43:09.140 --> 00:43:22.750 Mira Brancu: sort of incorporates our personal communication preferences, our pet peeves, the way that we should be working as a team as compared to the organization. For example, like all of these things, need to be discussed in advance.
00:43:23.120 --> 00:43:27.440 Mira Brancu: Before you start forcing people to try things out that make no sense to them.
00:43:27.440 --> 00:43:40.529 Dr. Ernest Wayde: Yeah, yeah, I've had. I've had just as a personal example as a leader, because, you know, as a leader. And I had multiple teams that I was in charge of. I always told everybody I'm on teams. I'm on the chat, and so if you need something ping me on chat.
00:43:40.530 --> 00:44:05.420 Dr. Ernest Wayde: But some people would shoot me an email and put the priority tag on it. But I'm not checking my email because I'm looking at teams for my priority. And then other people would text me. And and I would ignore my text because I'm focused on on on this what I'm doing. But I have my chat up, and someone needs to get me imminently or immediately. That's how I want them to do that. And so if you're not communicating okay, this is what, how you communic, how you you can reach me in an emergency. I'll get to the emails at the end of the day.
00:44:05.700 --> 00:44:19.050 Dr. Ernest Wayde: You're not setting a clear process to how to communicate. So that's just another example of how, if you have the technology. But if you don't have the processes in place and and are very clear about what processes for what? The technology is not going to be helpful.
00:44:19.430 --> 00:44:28.089 Mira Brancu: Absolutely. I mean, even think about the the one way that I do have this conversation with leaders is when they're completely overwhelmed with
00:44:28.210 --> 00:44:34.280 Mira Brancu: all of the communication coming at them in all of the systems. And you know, I will say.
00:44:34.320 --> 00:44:50.960 Mira Brancu: have you talked with your team about a triage system? Have you talked with him about your preferences of a hierarchical, you know, increased level of escalation depending on the need where, you know, do do they? Email you first, st
00:44:51.240 --> 00:44:54.120 Mira Brancu: and then after that do they
00:44:54.410 --> 00:45:08.799 Mira Brancu: chat you or text you? And after that do they come to your door and knock? And after that do they call you like? What is the triage method here so that you don't feel like you're answering in different ways and different, you know, and everybody's need. Right? It's it's
00:45:09.030 --> 00:45:10.559 Mira Brancu: you. Apply that
00:45:10.810 --> 00:45:14.090 Mira Brancu: to a whole system, so that you have a much more systemized
00:45:14.150 --> 00:45:18.129 Mira Brancu: calm, less chaotic process for all right.
00:45:18.130 --> 00:45:30.209 Dr. Ernest Wayde: That's a great example of the process. Right? This is, how do we triage? How do we elevate things? So that the leader understands? Okay. When you bring it to me in this way, I know that it's critical, and I need to drop everything else and pay attention to.
00:45:30.450 --> 00:45:38.529 Mira Brancu: Absolutely absolutely okay. We are reaching our ad break. So we will be right back with Doctor Ernest Wade in just a moment.
00:47:42.600 --> 00:47:47.869 Mira Brancu: Welcome back to the heart skills with me. Doctor Maya Broncu and our guest today, Doctor Ernest Wade.
00:47:48.020 --> 00:47:54.890 Mira Brancu: He is an expert in people, processes and technology and integrating them in through a strategy.
00:47:55.050 --> 00:47:57.820 Mira Brancu: And as we're pulling all of this together.
00:47:58.060 --> 00:48:00.530 Mira Brancu: and you're thinking about the
00:48:01.860 --> 00:48:09.939 Mira Brancu: internal clients that you've worked with when you were an internal consultant, and the the clients you work with now is an external consultant.
00:48:10.140 --> 00:48:13.129 Mira Brancu: What are the most sort of
00:48:13.200 --> 00:48:24.160 Mira Brancu: common challenges that you would like leaders to start attending to. That would help their people, processes and technology systems to improve like right away.
00:48:24.370 --> 00:48:24.970 Dr. Ernest Wayde: Yeah.
00:48:25.180 --> 00:48:27.380 Dr. Ernest Wayde: yeah, that's a. That's a great question. I think.
00:48:27.680 --> 00:48:51.220 Dr. Ernest Wayde: in terms of leaders, internally and externally, one of the most important things that I think, is important to is focusing on your people. You know. I say, the people process and technology are critical elements. But the most important resource any organization has is your people. And so I think it's really important for leaders to pay attention to the people. And by that I mean, you need to really understand what motivates your people and what demotivates your people.
00:48:51.220 --> 00:49:13.799 Dr. Ernest Wayde: Right? I think it's really important to understand how to communicate with your people, especially when you're trying to influence them. And that's also really very important. Nowadays, when we're working in the virtual environment, you know, it's a lot easier to try to motivate someone, if you can go to their office and talk to them face to face a lot harder when it's virtual. So you really need to understand your employees understand from a work point of view, what motivates them.
00:49:14.090 --> 00:49:23.869 Dr. Ernest Wayde: how they like to work, how they like to be communicated with. And it's also really important for you as a leader to share those things as well. Your employees need to understand how it's best to
00:49:23.870 --> 00:49:45.009 Dr. Ernest Wayde: communicate with you, how it's best to reach you and and things like that also very, very critical. When we're talking about this in a virtual world in terms of if you think about the organization as a system and organizations. Our system, right people are that that critical element, that that really facilitate the success of the organization. And so it's really critical to focus.
00:49:45.010 --> 00:49:57.289 Dr. Ernest Wayde: to focus. Excuse me on on your people. So I say, for all leaders, internally, externally, make sure that you're understanding your people better from the word perspective. Make sure that you're giving the time and the attention to understand
00:49:57.320 --> 00:50:05.379 Dr. Ernest Wayde: how to communicate with them, what motivates them, what challenges they have right to make sure that you can be as supportive as possible as a leader.
00:50:05.960 --> 00:50:07.970 Mira Brancu: Absolutely. Listen.
00:50:08.080 --> 00:50:11.530 Mira Brancu: there's nothing more aggravating for an employee
00:50:11.800 --> 00:50:20.520 Mira Brancu: and speaking myself as well. There's nothing more aggravating than terrible processes. You know, where you feel like
00:50:21.340 --> 00:50:23.519 Mira Brancu: you're working around
00:50:23.590 --> 00:50:27.950 Mira Brancu: 10 different systems to get your work done. And you want to know what that is.
00:50:27.960 --> 00:50:32.870 Mira Brancu: Right? You wanna know, I'm gonna flip this around just a little bit because
00:50:33.240 --> 00:50:48.819 Mira Brancu: I've gone to several medical. You know, healthcare appointments where I had to go through a hospital different hospital systems right? And I was just like constantly thinking, God, why did I have to check in 3 times?
00:50:48.880 --> 00:51:04.600 Mira Brancu: And God, why did I, you know, have to walk here, only to walk there to say the same exact thing, and like, if you can, somehow put yourself in the shoes of either your patients or your customers or your clients, and in this case your employees.
00:51:04.600 --> 00:51:19.319 Mira Brancu: and understand their experience from their perspective, and ask them, like, what is the most frustrating thing. What is the most demotivating thing about like work going through your work day and then trying to address that? That makes a world of a difference. Right? That's from my perspective.
00:51:19.320 --> 00:51:24.819 Dr. Ernest Wayde: Yeah, absolutely. There's there's a there's a term in being 6 in mice called the Gamble Walk, right, which is.
00:51:24.820 --> 00:51:25.260 Mira Brancu: Yeah.
00:51:25.260 --> 00:51:48.550 Dr. Ernest Wayde: To that site and experiencing it from the point of view, or is talking about as a patient walk in as a patient. See what it's like for a patient as they come in. See what it's like when they're trying to check in, see what it's like when they see the patient, and then also flip it right, see it from the from the staff's point of view. What is it like being a staff member checking people in? What is it like from a staff member making sure that the the patients have what they need?
00:51:48.550 --> 00:52:00.959 Dr. Ernest Wayde: It's really important to make sure that when we talk about processes. We're looking at it from the point of view, or the person who has to follow the process, but also the person who's experiencing that process, you know who's benefiting or being harmed by that process.
00:52:01.420 --> 00:52:03.510 Mira Brancu: Absolutely. So, what are
00:52:03.700 --> 00:52:08.750 Mira Brancu: just a few simple changes that you would recommend?
00:52:09.152 --> 00:52:21.460 Mira Brancu: Leaders implement right away if they have identified that they can make improvements that they've you know. What? What are just 3 simple changes that they could make like right away.
00:52:21.650 --> 00:52:45.879 Dr. Ernest Wayde: Hmm, yeah, I I always like to start with self. It's my, it's my. My approach is. Start with yourself. So as a leader. Look 1st internally right, as I say. First, st look at the process before the person. If you're having some issues with leadership with your team, look at yourself 1st look at your how you lead it, and ask yourself, how can I be a Li better leader? What can I do to make sure that I'm leading appropriately. I am someone that people want to follow. And there's a whole.
00:52:46.020 --> 00:53:10.530 Dr. Ernest Wayde: There's a whole world that that comes with that right. And so it's not a simple thing. That's that's that's a big thing to to do, some self reflection, to make sure that you have self awareness. I think self awareness is critical. But you do self awareness so that you can engage in self management right? It's not helpful just to know who you are and understand who you are you as a leader, you need to be able to manage how you come across. And so it's important that you understand who you are so that you can manage how you come across.
00:53:10.530 --> 00:53:18.750 Dr. Ernest Wayde: I think that's the 1st thing is, as a leader is engage in some self awareness that you can engage in some self management. The second thing I would say is.
00:53:18.750 --> 00:53:42.510 Dr. Ernest Wayde: look at your team, look at the people that are that are that are working with you, working for you, and do your best to to understand who they are. As a person in the work, environment. As I said, what motivates them, what demotivates them, what angers them, what they're afraid of, because a lot of people are afraid when it comes to change management, they're afraid that they're not going to be able to learn that new system. And then they're worried that their job is at risk.
00:53:42.780 --> 00:53:52.750 Dr. Ernest Wayde: Understand the people that you're working with, so that you can better communicate with them so that you can better support them. So those are the 2 that I would recommend. I'm gonna stop it to you, because those are big in themselves.
00:53:52.750 --> 00:53:53.650 Mira Brancu: Great. Yeah. Yeah.
00:53:53.650 --> 00:53:54.799 Dr. Ernest Wayde: Lot in there.
00:53:54.800 --> 00:53:56.933 Mira Brancu: Absolutely. Those are great. Okay,
00:53:57.840 --> 00:54:04.209 Mira Brancu: where could people find more out more about you and engaging you and helping them work through this.
00:54:04.450 --> 00:54:25.909 Dr. Ernest Wayde: Yeah, I mean, you can find me on Linkedin. And I also have my website, weightconsulting.com. And there's a lot of information on there. And I also have my podcast psych and business where people can listen to. You know, leaders and consultants like yourself talk about the great work that they do and how it helps leaders and organizations be more successful. So yeah, I'm available in all those mediums.
00:54:27.030 --> 00:54:31.659 Mira Brancu: Excellent and for those of you who might be watching
00:54:33.080 --> 00:54:37.660 Mira Brancu: let's see, I'm gonna share my screen just so that you can also see
00:54:37.760 --> 00:55:07.040 Mira Brancu: the website, and those of you who are not watching right now, or the recording go to the website. Okay. Wadeconsulting WAYD. E, consulting.com. It's a beautiful website. Do check it out, and then the psychon business, PSYC. H. Psych in business is his podcast I was on his podcast before. So look that up as well, we did have a fun episode on his podcast as well. Yeah.
00:55:07.160 --> 00:55:14.280 Mira Brancu: okay, audience, what did you take away from today? And more importantly, what is one small change
00:55:14.310 --> 00:55:34.340 Mira Brancu: that you can implement this week, based on what you learned from Ernest? Share it with us on Linkedin he just mentioned. He's on Linkedin. So am I. That's where we live online. So you can find us there. Ernest Wade or Mira Broncu on Linkedin. You could also find Talkradio, NYC. And share with us what you learned, so that we can cheer you on
00:55:34.560 --> 00:55:39.810 Mira Brancu: talkradio. Dot Nyc. Is also on Facebook, Instagram, Twitter twitch all over the place.
00:55:40.080 --> 00:56:00.539 Mira Brancu: So you can find them there as well. In addition to being a live show, we're also on apple podcasts and spotify and Amazon and all over the place so check us out. Make sure that you subscribe. If you go to apple podcasts, leave a review and share with others to help us increase our visibility, reach and impact.
00:56:00.850 --> 00:56:07.759 Mira Brancu: Now, the stuff that we talk about on the show is part of our research-based strategic leadership, pathway, roadmap
00:56:07.860 --> 00:56:19.529 Mira Brancu: that we also teach in our tower scope, Leadership Academy, a private coaching and learning community for socially conscious leaders in healthcare academia stem and tech industries looking to make a greater impact.
00:56:19.630 --> 00:56:21.010 Mira Brancu: So to learn more
00:56:21.240 --> 00:56:35.060 Mira Brancu: and apply. Remember, by July 15, th 19, th I think. Actually check us out@www.go towerscope.com, and click on Leadership Academy and come to our open house on the 15.th
00:56:35.180 --> 00:56:41.730 Mira Brancu: Remember to look out for applications and thank you to Talkradio, Nyc. For hosting.
00:56:41.820 --> 00:56:48.960 Mira Brancu: I'm Dr. Mirabu, your host of the Hard skill show. Thank you for joining us today, Dr. Ernest Wade. Great to have you.
00:56:49.557 --> 00:56:55.210 Mira Brancu: and have a great rest of your day wherever you are all tuning in from. Thank you. Bye, all.
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