Penkin Consulting Blog

Mentorship, Advocacy and the Long Road Ahead

Mon, 23 Feb 2026 15:04:07 GMT

There is something so inherently powerful about women that come together with purpose. Women from all backgrounds, choosing to come together for community, guidance, to lend and receive support, to grow their skills, or to just have a good time. It’s electric.

I recently hosted a day long conference for tradeswomen in WNY and reflecting on the event, I need to speak to you about mentorship and sponsorship…yes, again.

If you are a regular reader, then you know this topic has been discussed but I want to approach it from a different lens, one that is less clinical and more personal.

(Go back to that post and check out definitions, examples and practices to be your best self when it comes to mentorship, sponsorship and overall advocacy for others)

Inhale divine connection, exhale separation

A line from one of our seminar hosts, Kristie Galdenzi- owner of Rooted Naturopathy . I loved that line- which came in a meditation exercise shortly after the day’s shining moment- the primal scream- it was electric.

“Inhal e divine connection, exhale separation” is a call to action. Calling those that repeat this intention to leave behind what makes us different and shift our lenses to attach to common ground. In construction, that can be easier said than done. The facts are simple: construction is still 90% male and many women report feeling they need permission to enter the space, oftentimes to still be turned away, shunned or mistreated.

The positive flip to this narrative is that it’s also reported that these instances of prejudice are getting more infrequent or that we have male allies that step into the gap to lift women up and change the tone. Can the same be said for white women to their Black and Brown women in the trades? I want to say yes but the numbers have yet to prove that. Inhale divine connection.

What I hear repeated - often - whether it’s in my client’s spaces, as the Northeast Region Director of NAWIC or the other groups I sit on the board of, is the strain between legacy and new colleagues. To boil it down simply, legacy team members need to be proud of themselves first, proud that their hard work has laid a path that makes work and life easier today than it might have been for them coming up. Simply put, respect is the antidote for tension here. Respect for ourselves and the work we do and respect for others and their individual stories.

For a workplace example- imagine a team that collaborated to get management on board with updating the accounting software. If you have ever been part of a project like this, or worked at a company going through an integration project then you know just how painful it can be. Hopefully not as painful as the outdated software, which is why we sacrifice short term comfort for long term viability. Once completed, the team that goes through this process will sometimes make comments to new employees like “you don’t know what it was like before- you have no reason to complain” when that really isn’t a helpful comment. Of course new team members don’t know what it was like but, stifling comments from your team about processes and procedures that may be once again outdated helps no one. Take pride in the fact you got it to 2.0 and support your team to now take it to 3.0.

Future upgrades don’t take away from the work of legacy employees- we are building upon it !

Progress Makes Perfect
If there is one thing I have seen time and time again in my long career in the construction industry, it’s the old adage of “we’re always done it this way” and also got to witness how that not only chases away new people but beats down progress.

If “we’ve always done it this way” was the catch all so many treat it as, when would we ever learn new things? Would we ever increase safety and minimize hazards?

If we can make the pledge to inhale connection, exhale separation, and hold true to those intentions, how can we lose? How can we not increase retention and decrease feelings of bullying?

“I’ve never told anyone this before…” The Cost of Emotional Silence in Construction

Thu, 05 Feb 2026 15:12:53 GMT

There’s a moment that happens, sometimes quietly or unexpectedly when a tradesperson finally opens up.

It’s not during a safety stand-down.
It’s not during a toolbox talk.
It’s usually in the in-between moments…like driving back from a jobsite, sitting on a tailgate, or standing near the job trailer when the stresses of the work day die down.

And it often starts with the same sentence:

“I’ve never told anyone this before”

That sentence carries weight. Not because it’s dramatic…but because it’s rare.

In an industry built on strength, endurance, and grit, many men are taught early that the only acceptable emotions are anger or rage . Everything else- the fear, sadness, stress, grief, uncertainty, gets filed away as “weakness”

The truth is that cultural expectation doesn’t just affect mental health. It impacts health and safety , too.

The Stigma Men Carry on the Jobsite

Let’s name it plainly: stigma

Not the kind that shows up on a sign or in a policy manual, but the kind that lives in eye-rolls, jokes, and side comments

“Don’t be soft”
“Man up”
“It’s not that serious”
“He’s losing it”
“That guy can’t handle pressure”

This is societal bias playing out in real time.

Because many men are expected to be calm, steady, productive, and unshakable no matter what’s happening at home, in their body, or in their head.

That expectation becomes a cultural challenge in construction:
Not just “work hard” but also, never show what that hard work costs you .

What It Feels Like to Be Isolated (In Life, In Experience)

The part that often gets missed is what emotional restriction actually feels like. It isn’t just “holding it in”

It’s feelings of isolation in life and in experiences .

You can be surrounded by coworkers every day and still feel completely alone.

Because isolation isn’t always physical. Sometimes it’s emotional, when you believe:

“No one will understand”
“I’ll be judged”
“If I say it out loud, I’ll lose respect”
“If I’m honest, I’ll lose my job, or my identity”

Over time, that isolation doesn’t just sit quietly in the background, it starts to leak out in other ways.

The Safety Issue Nobody Talks About

In construction, we treat safety as physical. But safety is also psychological .

Research shows that a person who feels trapped emotionally is more likely to:

Lose focus
Take shortcuts
Stop asking for help
Disengage
Increase risk-taking behavior
Experience chronic stress symptoms that reduce alertness

The body keeps score

When we, and in particular men, are trained to suppress everything except anger, the result isn’t “strength” it’s a system that builds pressure until it forces an outlet, and that outlet is often unsafe.

Release Isn’t Weakness, It’s Pressure Leaving the System

Here’s a metaphor I want you to imagine:

Think of an air compressor. It’s built to hold pressure… but it’s also built with a release valve. If pressure builds and builds with nowhere to go, what happens?

Eventually something fails.

A valve…
A hose…
A fitting…
A person

That’s why release matters. Tears are not failures. They’re not unstable.
They’re often the nervous system saying, “I can’t carry this alone anymore.”

When Someone Finally Opens Up, You’re Making Space for Their Safety

This is where leadership and culture come in - a trust based culture

Because when someone finally opens up, you’re making space for their safety.

That moment of honesty is not just a “personal conversation” It’s a trust moment.

But here’s the question we have to ask ourselves:

Are you challenging their safety by back pedaling at the sight of tears?

Because sometimes the jobsite reaction is subtle:

The tone changes
The conversation ends quickly
Someone gets awkward
Someone tries to “fix it” instead of listening
Or worse, someone jokes about it later

Even if it’s unintentional, that response sends the message: “You were safe…until you showed emotion” And that is how stigma gets reinforced.

The Challenge: Building a Culture Where Honesty Doesn’t Get Punished

The challenge isn’t getting men to open up. The challenge is making sure that when they do, the environment doesn’t punish them for it.

Construction culture is evolving, but it still carries old expectations:

Don’t complain
Don’t feel
Don’t slow down
Don’t show weakness

Those beliefs come with a cost- emotionally, physically, operationally and in terms of safety outcomes.

If we want safer jobsites, we have to stop treating emotional expression as a liability

Because it’s not. Silence is.

The “Download” That Changes Everything

Sometimes we don’t need a lecture, we need a moment . A safe place for a download , a release of everything he’s been holding

That download might sound like:

“I’m not sleeping”
“I’m overwhelmed”
“My marriage is falling apart”
“I don’t feel like myself”
“I’m scared I’m going to mess up”
“I’m carrying too much”

And here’s what matters:

You don’t have to solve it.
You just have to hold space without judgment.

Insight + Action = Real Change

This is the line that separates good intentions from real culture change:

Insight is useless if you only understand but don’t implement change.

We can talk all day about mental health! We can post awareness graphics.We can run campaigns.

But if a man cries and gets labeled “unstable” nothing has changed. If a man shares stress and gets told to “toughen up,” nothing has changed

Because real culture change requires more than awareness

Insight + action = real change

Action doesn’t have to be complicated but it has to be consistent.

Here are a few ways leaders, foremen, supers, and teammates can shift the culture:

1) Normalize emotion without overreacting

You don’t have to make it a big moment. Just stay steady.

2) Don’t punish vulnerability with humor

Jokes can be a coping tool, but they can also be a weapon

3) Replace “fixing” with listening

Sometimes the most powerful response is:
“That makes sense.”
“I hear you.”
“Thanks for trusting me.”

4) Protect the person after the moment

No gossip. No “did you hear about…” later.

5) Lead by example

We don’t need leaders who perform perfection. We need leaders who model emotional control and emotional honesty.

A Safer Industry Includes Emotional Safety

Construction is one of the toughest industries there is but toughness should never require emotional silence.

If we want people to work safely, lead well, and stay healthy, we have to make room for the full human experience, not just anger and rage.

Because the truth is- The most dangerous thing on a jobsite isn’t tears… it’s the pressure people carry when they believe they’re not allowed to have them.

Want your teams to learn more and attend a seminar on this topic? Contact me today to create your wellness plan!

Diversity of Opinion: How To Predict a Highly Successful Team

Tue, 20 Jan 2026 15:50:01 GMT

Some things in life are predictable- gravity, the sun rising and setting and of course a snowy Buffalo winter. We can predict these things because it’s a pattern (and trust me, if it doesn’t snow in Buffalo during winter- we’ve got bigger problems to deal with than our teams)

So how can we apply patterns to our team’s behavior and predict successful outcomes?

If you’re familiar with DISC assessments or maybe you’ve taken a quiz to find out what kind of bird you are or something like that, then you know it’s based on repeating personality questions to get a predicted outcome.

Today, let’s talk about the "Big Five" personality traits, often remembered by the acronym OCEAN. OCEAN describes a broad spectrum of the human personality. There is no right or wrong way to answer or interpret these traits and often employers use tests like these to place their teams in a way that leads to the most success and happiness.

The five traits are: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism

Let’s dive in…

Openness :

This trait describes an individual's tendency to be imaginative, curious, and open to new experiences. People high in openness are often creative, intellectual, and have a broad range of interests

We are more likely to be OPEN in a space that encourages psychological safety
So even the most open person can be forced to clam up in a space they don’t feel safe in

Conscientiousness :

This trait reflects a person's level of organization, responsibility, and persistence in achieving goals. High-conscientious individuals are typically hardworking, reliable, and goal-oriented

Extraversion :

This trait relates to an individual's inclination to seek stimulation and attention from others. Extraverts are often sociable, energetic, and enjoy being around people

Agreeableness:

This trait describes the extent to which a person prioritizes the needs of others.

Individuals high in agreeableness are typically kind, compassionate, and empathetic

Neuroticism :

This refers to a person's tendency to experience negative emotions (anxiety, sadness, and stress) High-neuroticism individuals tend to be more reactive to stress and may experience a wider range of negative emotions

You can take the quiz here to see how your rank

If you took the quiz, were you shocked by your result? Do you think your team could benefit from DISC assessments and a lead conversation on what it all means?

Let me know ! Taking these types of quizzes together is a conversation starter that helps us work better together for ultimate safety and best outcomes.

Building Psychological Safety at Work

Wed, 07 Jan 2026 02:06:50 GMT

Last week, I had the opportunity to give a seminar on Mental Health Safety in the Workplace.

Last week, I had the opportunity to give a seminar on Mental Health Safety in the Workplace. It was an incredible group, eager to get tips on fighting burnout, breaking bias and being better advocates not only for themselves but also for their peers.

If you are serious about ensuring mental health safety in your workspace or jobsite, you first must understand the formula:

Psychological Safety + Communication = Happy, healthy teams

Not all safety is measured the same nor do we look at each in our personal lives with the same level of importance. Like most things in life however, balance and awareness is key and a great place to start! So let’s start by understanding the pieces that make up psychological safety :

Inclusion Safety:

The fundamental human need to belong and feel accepted, where team members feel comfortable being themselves and valued for their individual strengths.

Learner Safety:

Based on the importance of a safe environment for learning and growth. When achieved, individuals feel comfortable:

Asking questions
Making mistakes
Receiving feedback without fear of judgment

Contributor Safety:

Encourages individuals to share their ideas and contribute their talents, fostering a culture where people feel safe to participate and offer their perspectives without fear of ridicule or embarrassment.

Challenger Safety:

Promotes the ability to question the status quo
Challenge assumptions, suggest improvements
Creates an environment where individuals feel empowered to speak up and advocate for positive change

One of the repeating themes is that when we feel safe- we speak UP! That is how we get proper communication whether it’s between the manager and their team, peer to peer or employee to client.

How can we know if we’re in a safe environment?

Answer these questions below, if you’d like to spark a discussion, put your feedback in the comments or reach out to me directly for a one-on-one conversation!

Have you faced pressure at work or in life because of your gender?

Women: no matter how well you perform, still get high levels of criticism?
Men: received criticism if you show your “feminine side”? Overly warm, fear judgments if you show joy/sadness, nurturing to others?

Can you think of a time you had unfair expectations/judgements of a boss or coworker because of their gender?

A woman you judged more harshly for her strength in leadership than if she were a man?
A man you put pressure on to confidently decide alone, rather than engaging in teamwork?

Which stage of psychological safety resonates with you the most? Why?

Learner, challenger, inclusion or contributor (see above for refresh on meaning)

Do you feel you have the permission to bring these topics forward to your leadership/team?

Depending on how you answered the above, you may be thinking you or your team needs help growing these skills- that is totally normal! Safety is never guaranteed for many reasons

Lack of understanding/awareness
Change in leadership/team dynamics
Outside forces in our home lives
And many others

But you don’t need to accept that it is “just the way it’s always been”! In fact, you can prove your leadership by raising the flag and admitting help is needed for you and your team.

Accepting the status quo is not how we grow, that’s how we stagnate. So, prove your leadership and raise the flag.

Contact me anytime for a free team assessment and let’s start the path to safety together.

Mental Health Is Jobsite Safety, Too.

Fri, 10 Oct 2025 18:44:41 GMT

When we think of construction safety, the first images that come to mind are steel-toed boots, harnesses, and jobsite inspections. Safety talks usually center on physical hazards- the falls, equipment, electricity, or heavy lifting. These risks are real and deserve the attention they get. But there’s another kind of hazard that often gets overlooked: mental health.

The truth is simple: mental health is jobsite safety, too.

The Level Set

If you’ve attended any of my seminars or read any of my blog posts then you are likely familiar with the term ‘ psychological safety ’. For those new to this content, let’s define ‘psychological safety’ and give some context:

Psychological safety is the absence of interpersonal fear, allowing people to take risks, speak up, and share ideas without fear of repercussions.

Why is this important? The feeling of ‘belonging’ is key to our success- this goes back as far as ‘Maslow’s Hierarchy of Needs’ Once our basic needs are met- like food, clothing, shelter, water- we need to dig a little deeper and get to the heart of our peace and happiness.

Have you ever been to a networking event? What about that feeling we get on our first day at a new job or trying a new sport?

You might feel like you’re on shaky ground. Our mind is racing in the background: do I look out of place? Am I going to fail and make a fool of myself? Will anyone talk to me?

As leaders- we can’t get into someone’s mind and tell them not to worry, what we can do however, is create an environment where when a new person comes in or when someone needs to speak up, they instinctually know IT’S OKAY! I can do that here! I am safe.

What a priceless feeling.

Let’s dive deeper…

Why Mental Health and Safety Go Hand in Hand

A distracted worker can be a dangerous worker. Stress, anxiety, depression, and fatigue don’t stay at home when employees clock in. These feelings follow us onto the jobsite and affect everything from concentration and decision-making to reaction time and teamwork.

Consider this:

A worker struggling with sleepless nights due to stress, may miss a critical step in a process
Someone overwhelmed with personal or financial challenges might zone out while operating equipment
A crew member silently battling depression may take risks they normally wouldn’t

Each of these situations doesn’t just put one person in danger, it affects the whole team. That’s why addressing mental health isn’t a “nice to have”, it's a safety requirement.

Breaking Down the Stigma

One of the biggest barriers to making mental health part of safety is stigma . In construction, there’s a long-standing culture of toughness. Asking for help has often been misinterpreted as weakness. But that mindset is outdated and dangerous.

Leaders who normalize conversations around mental health change the culture. When supervisors include it in toolbox talks or safety stand downs, they set the tone that speaking up is safe and expected. That’s how stigma gets replaced with support.

Practical Ways to Make Mental Health Part of Safety

Making mental health part of your safety program doesn’t require an overhaul. It requires intention. Here are a few ways to start:

Add mental health check-ins to your regular safety talks. A genuine “How’s everyone doing?” goes a long way

Train leaders and foremen to recognize signs of stress, burnout, or withdrawal

Use safety stand downs to highlight resources like employee assistance programs (EAPs) or national hotlines

These steps may feel small, but collectively they build a culture where workers know their mental well-being matters.

The Business Case for Mental Health Safety

There’s also a strong business case. Companies that prioritize mental health see fewer accidents, lower turnover, and stronger morale.

Research shows that team members who feel valued are more engaged, more loyal, and more productive. It’s simple- when employees know leadership has their back, it builds trust across the board.

Leading the Way

As a certified Mental Health First Aider, I partner with construction companies to bring mental health into the safety conversation. Through toolbox talks and safety stand downs, I help teams build awareness, reduce stigma, and create safer jobsites from all angles.

If you’re committed to safety, you can’t ignore mental health. Because safety isn’t just about preventing falls or cuts, it’s about protecting the whole person.

Connect with me here and together let’s make a mental health safety plan that fits your team needs!

Building on Solid Ground: Accountability and Trust in Construction and Leadership

Tue, 12 Aug 2025 15:51:11 GMT

In the construction industry, trust and accountability aren’t just buzzwords, they’re the bedrock that keeps projects safe, teams engaged, and businesses thriving. Yet, they’re often the first casualties when deadlines loom or communication breaks down.

Whether you’re overseeing a multi-phase, multi-million dollar build or managing a small team of tradespeople, leadership hinges on your ability to own your decisions and foster mutual respect. Let’s look at why accountability and trust matter so much in our industry and how you can strengthen both across your organization.

The Level Set

Accountability means taking ownership of your actions, decisions, and their outcomes—good or bad. It's not just about being responsible for a task; it’s about being answerable to your team, your commitments, and the bigger picture.

Rising through the ranks does not exempt you from accountability, I would argue you owe it even more so now and the best leaders and managers agree. Seniority does not mean you do not owe explanation.

Following through on what you say you’ll do.
Admitting mistakes without shifting blame.
Holding yourself to the same standards you expect from others.

The High Stakes of Low Accountability

Construction is a fast-paced environment where small oversights can spiral into costly rework, missed deadlines, or even safety incidents. When leaders fail to model accountability, it creates a culture where:

Mistakes are hidden instead of addressed
Teams hesitate to report issues out of fear of blame
Responsibility is deflected, leaving problems unresolved

Imagine a scenario where a site supervisor overlooks a required inspection. If nobody feels safe acknowledging the oversight, the entire schedule and safety compliance are at risk. Over time, this erodes trust between leadership and crews. When trust wears thin, loyalty and accountability are close behind.

Trust Is a Two-Way Street

Trust in leadership doesn’t happen overnight. It’s built when employees see consistency. After a recent survey with a client team, together we decided trust can be built over time with the following: (keep in mind, this is specific to that team but may apply to you as well)

Keep commitments
Follow through on promises
Treat everyone fairly, regardless of role or seniority
Willingness to admit when they’re wrong
Upward trajectory- leadership training/promotions/raises

When trust is lacking, morale suffers. Individuals become disengaged, churn rises, and productivity drops. In an industry already grappling with skilled labor shortages, and lack of diversity and multiple voices at the table, this can be a critical vulnerability .

Accountability Without Blame

A healthy culture of accountability isn’t about finger-pointing though, it’s about clarity, ownership, and learning .

Set Clear Expectations

Define what success looks like for every role. Whether it’s completing daily reports, adhering to safety protocols, or maintaining quality standards, clarity prevents misunderstandings.

Own Your Decisions

How can we expect accountability from others if we don’t model the behavior ourselves? When a decision doesn’t work out, model transparency:

“I made this call, and here’s what I learned. Next time, we’ll do it differently”

Encourage Open Dialogue

Create regular forums (daily huddles, toolbox talks, or project reviews) where team members can raise concerns or suggest improvements without fear of retaliation

Recognize Accountability in Others

Publicly acknowledge when employees step up, take responsibility, or proactively solve problems. (See my blog post on sponsorship & mentorship for more info on why THIS is crucial)

Trust-Building in Practice

If you want crews to trust you, show them you trust them.

Delegate with confidence. Assign responsibility and give people the autonomy to deliver
Be curious. Allow your team to weigh in and share their feedback- adjust your plans accordingly!
Communicate early and often. Share the “why” behind decisions, especially during project changes or setbacks
Invest in training and development. When employees see that you’re invested in their success, trust deepens

Leading by Example

Accountability and trust are not checkboxes—they’re daily practices. In construction, where teamwork and precision are non-negotiable, leaders who walk their talk create environments where people feel valued and motivated to give their best.

When you lead with integrity, own your actions, and foster open communication, you’re not just managing projects—you’re building a culture where teams thrive. And that’s a foundation stronger than concrete.

Ready to strengthen accountability and trust in your construction teams? Let’s talk about leadership development programs and training that can help you build a culture that lasts.

Case Study: Turning Tension into Trust on a Commercial Job Site

At a mid-sized commercial construction firm in the Northeast, a multi-million-dollar office build was falling behind schedule. Crews were frustrated, finger-pointing was getting out of hand, and the project manager was receiving daily complaints from both subcontractors and foremen onsite.

The root issue? A lack of accountability across the leadership team. Critical updates weren’t shared, missed deadlines and orders were quietly corrected without documentation, and no one felt empowered to speak up about errors. Morale hit an all-time low.

The Shift

After a particularly tense project review meeting, leadership brought in a third-party facilitator to run an accountability and trust workshop. The goals were simple:

Reset team expectations
Clarify communication protocols
Rebuild relationships

They implemented weekly stand-up meetings where foremen and crew leads could openly share updates, mistakes, and needs without fear of blame. Leadership committed to transparency, owning missed steps, adjusting timelines realistically, and most importantly involving the crew in problem-solving .

The Result

Within four weeks, the tone on the job site shifted dramatically.

Daily productivity increased. Rework dropped by about 30%. Employees reported feeling “more heard” and “less blamed”.

Trust in project leadership rose, measured through anonymous pulse surveys.

The project ultimately finished three weeks later than originally planned BUT under budget, and with a crew still intact and proud of their work.

To me? That is priceless. Most owners and teams can understand things happen and schedules shift…at the end of the day, your team being intact and proud is a huge win!

Takeaway

This example shows what can happen when accountability stops being a threat and becomes a tool for alignment. Trust didn’t come from perfection, it came from owning imperfection, fixing it together, and communicating clearly.

What project or team example can you think of where shared accountability could turn things around? Want to share it with me? I’d love to hear about it!

If you need on-site project support or team accountability training, contact me to see how we can get back on track!

Intentional Collaboration: Understanding the need for Mentorship and Sponsorship

Mon, 28 Jul 2025 13:40:56 GMT

The Level Set:

Have you ever heard a word used so many times that it begins to lose its impact? I fear that is where many have landed with mentorship. Similarly, sponsorship often gets misunderstood and when we hear this word, even in the proper context, we tend to think of it in terms of financial backing, not power sharing or intentional advocacy . So let’s start by getting on an equal playing field with what these words mean and how we can incorporate them meaningfully into our lives.

Today, I want to discuss:

Meaning and application of mentorship, sponsorship
Our Advisors and Advocates
The importance of both in our lives and networks
Success in younger generations can be impacted if we don’t address the deficiencies we’re building into the system

Trusted Advisors:

Mentorship (noun): to help and give advice to a younger or less experienced person, especially in a job or at school

In order to have success in a mentor/mentee scenario, some work is required. Nothing happens in a vacuum.

Consider the 3 C’s

Commitment:

It takes 2 to tango! If one person is checked out, this is a doomed partnership
We don’t always get to pick our mentor/mentee, this is likely in a school or professional training setting
If you are not a match for each other, send up the flag! Do not stay in a relationship that is not going to help your success and growth, it’s pointless all around

Clarity:

Establish clear goals, expectations, and objectives from the outset
Ensures that both mentor/mentee are on the same page
Clear goals = measurable success = increased confidence SCORE!

Communication:

Open and honest dialogue is key for sharing knowledge, feedback, addressing challenges
Fostering a safe space for both mentor & mentee to express their ideas
For more info on what is meant by “safe space” check out my blog posts on psychological safety or attend one of my seminars on the topic

As a long time member and now the Northeast Region Director of NAWIC , I have had many occasions to act as both mentor and mentee. This benefit is common in member associations you are actively participating in because there is often networking and professional development built into the structure.

Mentorship can happen organically , meaning you don’t make a formal request for someone to act as your advisor, you both mutually start knowledge sharing without naming the relationship. This can also be a more formal process like in a school setting, where a counselor may assign a mentor. If you find someone you really click with, you may ask them flat out to work with you as a mentor- which is a perfect start because it sets you up automatically for those 3 C’s listed above. If the relationship is accepted, you can start laying the boundaries and ground work from there.

Advisor Self Study Homework

Answer these questions to reflect learning on the mentorship section:

Who came to mind for you as you reflected on mentorship/advisor relationships?
Maybe there is one standout or many that helped along your growth journey
Did you ask them to mentor you or did it come about organically overtime?
Have you had the opportunity to act as someone’s guide?
How did it make you feel?

Intentional Advocacy

Sponsor (noun): the act of supporting a person, organization, or activity by giving money, encouragement, or other help

Sponsorship often gets misunderstood and when we hear this word, even in the proper context, we tend to think of it in financial terms, not power sharing or intentional advocacy . When I say ‘ sponsorship ’ I am talking about a much more personal, strategic, and active form of support that goes farther than the mentorship relationship often does.

Sponsorship can mean financial backing.

Ex: A colleague not only invites you to a leadership conference, they pay for your ticket. Maybe they know your employer wouldn’t cover the cost
A HUGE red flag, by the way, if your employer isn’t investing in your professional development
However this colleague recognizes the importance of this event for you and your advancement and removes the road blocks that would have kept you away

I have the opportunity to witness intentional advocacy on a regular basis and it is truly a blessing for me. I do my best to highlight and call it out when I see these acts in person and make sure those engaging in it realize the weight of their crucial role. So often, those that are in the position to be those advocates or sponsors do so without realizing what they are doing and certainly without wanting credit. Most often, they can recall those that helped them along their way and are simply “lifting as they rise”

I won’t list these influential leaders out by name here but as they read this article, they will know who they are- likely because I have called them out in the middle of a meeting for their moment of advocacy. I see you! Thank you.

Taking the pause to praise this behavior when we see it does a few things, in my opinion:

Shows respect and gratitude for the advocate
Teachable moment for those that otherwise may have missed it
Reminds us all to not only be on the look-out for these important advocates but to BE one ourself

The Disconnect: Who Gets Lifted and Who Gets Left Out

While the need for mentorship and advocacy is universal, access to both has never been evenly distributed. For younger generations entering the workforce, especially Gen Z , there’s a growing disconnect. In more remote/hybrid environments, traditional paths to mentorship and sponsorship have faded.

Watercooler conversations, informal introductions, and “tap on the shoulder” moments are less frequent. Many young professionals report feeling unsure of how to ask for help or build authentic relationships with leadership, and without visibility, they’re often overlooked for advancement. This lack of socialization is seen as a lack of ambition, but what if it’s a lack of understanding that we haven’t adapted to the changing landscape yet?

 Leaders! Are you listening?

The result?

A cycle where talent exists, but opportunity doesn't. Breaking that cycle requires intentional action: recognizing who has been historically left out, redesigning access points, and redefining leadership to include not just guidance, but elevation.

Mentorship and advocacy are both essential to personal and professional growth but they serve different purposes. As mentors, we offer guidance, share knowledge, and help others think differently. Mentors are sounding boards, coaches, and a trusted advisor who helps us grow our confidence and clarity. But growth doesn’t happen in a vacuum! Growth requires access. That’s where an advocate (sponsor) comes in. An advocate doesn’t just offer advice, they use their influence to open doors. They speak your name in rooms you haven’t entered yet, make strategic introductions, and actively invest in your visibility. While mentorship builds readiness, advocacy creates opportunity. Together, they form a powerful foundation for advancement and impact.

If your team needs help building rapport to foster better advisor and a dvocate relationships internally, you know where to turn! Invite me in for a team building session and check my website for more information.

Retention Resolution: Employees don’t quit jobs, they quit problems

Wed, 16 Jul 2025 15:17:59 GMT

Barriers to entry for the construction industry as a new employee can be plentiful, but what makes overcoming those barriers even more frustrating is that retention is also abysmal. Coincidentally, both ends of the employment spectrum share some similarities: Lack of training, culture, family and child care, and physical capabilities, just to name a few.

Today, I want us to level set and have a shared understanding on what retention means because this has different meanings for different people.

I will have the opportunity to speak more about this - and learn more about this - at the upcoming NAWIC Annual Conference in Boston this August but frankly, I’ve built my business around retention, so there isn’t a topic I think, talk or write about more these days. Which is exactly why I want to start at square one- I think it’s important we have a common understanding on things and we can branch off from there and drill down.

First you have to ask yourself…

Are you…

A trade/member association
An employer
A nonprofit board or committee
A community association (PTA, HOA…)

The lens we are looking through, or the angle we are coming from, when discussing retention matters greatly . I’ve spent the last year researching individual responsibility and how this fits into the community aspect of the business culture. Most of us have a general understanding of this in theory but how does it fit into your leadership model ? If you haven’t yet considered that, adapting this mindset shift is proving to be a huge asset to those that want to retain their employees .

Why

Something is brewing to make this of interest to you… why? You know who you are, and the lens you are coming at this with, so why you and why now?

Personal issues in work history
Your company is having retention struggles
Your member association needs to level up but can’t grasp the "colander effect” you’ve created
You’re my aunt who always reads my blog posts (thanks for the love, Aunt Carmen)

What Wants to Happen Here?

“What wants to happen here?” I heard this at a training seminar I attended recently and BAM! Hit me like a ton of bricks. What wants to happen here

I love to problem solve- alone, in teams, complex, layered- you name it, I love em all! That phrase has become a gift in my problem solving journey because sure, I have my own problems to solve but, I also collaborate with teams that have a varied history of working together and we need to get it together QUICK! I’m on the clock, so we don’t have time to waste.

What are we trying to solve?
Where is the root?

These two questions are not as easy to get consensus on as you might think. I found starting with What wants to happen here is a great ice breaker.

How

Once you have your ‘what’ the ‘how’ in ‘how do we get to a resolution’ is likely your next step. You will also want your ‘who’ as in ‘who is going to be a part of this solution’.

I am just going to recommend myself right here!

The ‘how’ and the ‘who’ will naturally be unique in every situation but the basic outline and structure will inevitably lead to some of the same questions. When we are dealing with issues related to retention, misaligned values and return on investment are the top two buckets that can be tackled to yield the most internal change. That doesn’t mean it is easy but it will be impactful.

Churn Baby Churn- It’s Costing You Big Time!

So often we get caught up on growth, that it can take us by surprise when asked the right questions about member or employee retention. By the time we realize we’ve created a colander, where we bring people in but we are losing them on the backend, we are in reactive fire drill mode and the proactive strategic planning can go haywire or fully on the back burner.

Impact of employee churn

High employee turnover has several negative impacts on a team:

Increased costs
Recruiting, hiring and training new employees is no joke- some estimates around $40,000/lost employee that’s JUST recruiting/hiring/training
Loss of productivity
New hires take time to become fully operational- add this cost into the above
Decreased morale
Frequent turnover can affect the overall vibe of your workplace, potentially leading to further departures
Loss of legacy information
Departing employees take valuable knowledge and experience with them, which can be difficult to replace

So what comes next? I can’t tell you what to do but, I'd be happy to discuss your options!

Navigating Unconscious Bias: Am I Safe to Speak up Here?

Wed, 21 May 2025 14:48:19 GMT

Having the confidence to speak up at work is an important part of employee satisfaction. I recently gave a seminar on The Double Bind.

In particular, I covered how this impacts women in the workplace and her ability (or inability) to be taken seriously in leadership based on arbitrary societal expectations of how women “should” behave. As a group, we discussed the qualities most people attribute to those they consider to be the most effective as leaders, and how they tend to fall under masculine stereotypes.

Traits such as

Assertive
Decisive
Confident

The traits more often stereotypically assigned to women however, tend to run counter to what we want out of our leaders…it seems…

Nurturing
Emotional
Warm

The Double Bind asserts, more often than not, there will be no perfect personality blend for women. That if she’s too confident, she will be deemed unapproachable. If she’s too warm, she will be seen as weak.

This can also point to why there are so many studies, dating back to the 1970s, dedicated to seeing just how often women speak up in meetings and why even though time and time again women fall well below 50%, any amount of women speaking seems to count as double- and not always in a good way- since she will often be spoken over.

So what does this very frustrating situation have to do with psychological safety?

Vulnerability.

Admitting times we have been victimized by a system we have no control over requires Herculean levels of strength. Admitting we may have taken part in this system and hurt other women and men in the process? Well, that’s dang near impossible.

Solutions: One Step at a Time

1. Recognize the problem is systemic, therefore it requires systematic change - Acknowledging intersectionality is key- because not only does this impact us based on gender stereotypes but race, ethnicity, religion, all of the parts that make up who we are. This reality makes the double bind bias even more layered and difficult to overcome

2. Unconscious bias - We all hold internal biases and it’s our job to do the learning and unpacking

3. Expand your network

4. Be open to conversation & changing your opinions

5. Allow your teams to give feedback openly and honestly

4 Types of Psychological Safety

Inclusion Safety:

The fundamental human need to belong and feel accepted, where team members feel comfortable being themselves and valued for their individual strengths

Learner Safety:

Based on the importance of a safe environment for learning and growth. When achieved, individuals feel comfortable asking questions, making mistakes, and receiving feedback without fear of judgment

Contributor Safety:

Challenger Safety:

Promotes the ability to question the status quo, challenge assumptions, and suggest improvements, creating an environment where individuals feel empowered to speak up and advocate for positive change

Check out my last blog post on this subject for more insights and check back weekly for more tidbits.

Answer these questions below, if you’d like to spark a discussion, put your feedback in the comments or reach out to me directly for a one-on-one conversation!

Have you faced pressure at work or in life because of your gender?
Women: no matter how well you perform, still get high levels of criticism?
Men: received criticism if you show your “feminine side”? Overly warm, fear judgments if you show joy/sadness, nurturing to others?
Can you think of a time you had unfair expectations/judgements of a boss or coworker because of their gender?
A woman you judged more harshly for her strength in leadership than if she were a man?
A man you put pressure on to confidently decide alone, rather than engaging in teamwork?
Which stage of psychological safety resonates with you the most? Why?
Do you feel you have the permission to bring these topics forward to management?

May is Mental Health Awareness Month: Stay Curious, Promote Safety

Tue, 06 May 2025 12:58:23 GMT

In honor of Mental Health Awareness Month, it is key we remember safety is more than the physical bodies reporting for duty, safety is also about protecting our mental health and creating environments for all individuals to live, work and exist as their whole selves.

May 5th marks the beginning of ‘Construction Safety Week’ and while it can never be overstated or overshared that safe work practices are critical, crucial and fundamental to everything we do- we must be of the mindset that it isn’t hardhats and high-vis only.

T he invisible safety hazards NEED recognition and as leaders in construction, we need to create the culture and environments that allow our teams to express their safety concerns above and beyond PPE(Personal Protective Equipment)

Where to Begin?

A Culture of Curiosity…

Creating a culture of curiosity is a great way to promote asking questions and seeking solutions through a team oriented lens. This allows the free flow of information in a judgement-free zone. What are some ways to make this happen…

1. Invite feedback.

Ask others for their opinions on your project, the timeline you are building, an issue you’ve run into

‘Just spit ballin’ here’ or ‘let me throw something at you, let me know what you think’...

2. The ol improv adage… ‘yes, and…’

Don’t shut don’t conversation, build on it

3. Resolve conflict, don’t let it fester

Just because it went quiet, doesn’t mean it’s over. Be the bridge and when you need a bridge, find the right one that will lead you to the right path!

“You know what…nevermind…”

Part of helping leaders, employers, HR teams etc. find their achilles heel is observing how the team interacts. I cringe when I am sitting in a meeting and hear a ‘nevermind’ because I know what is hiding behind that word. Even more so when the ‘nevermind’ is accepted and the meeting continues.

And I wonder to myself ‘who else noticed that?’ Meanwhile, the “nevermind” sayer’s shoulders are slumped, the phone has now come out and they are disengaged for the rest of the meeting. Another potential good idea, gone for good! If this is repeated behavior or an atmosphere of not making time and space to speak up, that can be a huge indicator that your workspace is not a safe one.

Speak Now

We are seeing a growing understanding that safety, employee satisfaction, retention, and success all go hand-in-hand. Employees who feel valued, seen and heard by their employer are less likely to report job dissatisfaction and seek employment elsewhere.

The ‘why’ is no secret. Both employees and employers can sense when the culture of their workspace has gone astray and like any relationship you need to have mutual respect and trust before stepping up to the proverbial podium.

Don’t let a “what about…?” turn into a ‘why bother?’

What is your team doing to promote a culture of safety?
Have you discussed ‘psychological safety’?
Do you feel you have the permission to bring these topics forward to management?

Why ‘Silence is Violence’ for your Business Amid DEI Rollbacks

Fri, 25 Apr 2025 14:50:39 GMT

Three sentences. That was all it took for over 40,000 Marriott employees to feel seen and heard by their CEO, Anthony Capuano. Can it really be that simple?

In January, when President Trump announced sweeping changes to DEI policies, many executives, companies and employees were left wondering what that meant for them.

Months later, many still are. That’s why it’s important to spotlight who’s getting it right and wrong based on the real feedback from employees and customers alike.

Why?
Because there is a business case for Diversity, Equity, and Inclusion: one that makes dollars.
Because there is an ethical case for Diversity, Equity, and Inclusion: one that makes dollars and sense.
Because representation matters.
Because your voice is powerful. And your silence? Equally so…

Here is the link to the News Article on Marriott CEO Statement.

“The winds blow, but there are some fundamental truths for those 98 years,” Capuano said. “We welcome all to our hotels and we create opportunities for all - and fundamentally those will never change. The words might change, but that’s who we are as a company.”

Within 24 hours of that statement, Capuano received over 40,000 emails from Marriott employees across the globe, thanking him for taking a stand. For speaking up and speaking out in support of Diversity, Equity, and Inclusion. The best part? It was an organic response. If you read the article or listen to Capuano reflect on the ripple effect that his comments have had, you’ll learn that his leadership team was meeting a week later to discuss the very topic of how to address DEI rollbacks publicly. When he arrived for the panel discussion and was questioned on DEI out of the blue, the words sprang from the heart, hence the brevity and the realness. That cannot be faked, Capuano’s team knows that and Marriott’s culture reflects that. That is what you need to emulate as a leader.

Will customers reward Marriott for this leadership? Time will tell. But based on how consumers have reacted to companies that took the opposite approach, I’d bet Capuano and his leadership team will see positive ROI.

Customers Feel Betrayed

In stark contrast, Target has faced declining revenue, customer boycotts, and employee dissatisfaction after their decision to rollback DEI initiatives which began making headlines in November 2024. The backlash, amplified post-election, was swift and ongoing.

Other major retailers like Walmart, and fast-food giants like McDonald’s, also cut their Diversity, Equity and Inclusion initiatives, and are seeing similar financial consequences.

If you’ve been paying attention online- Instagram, TikTok, Twitter, or LinkedIn, the consensus is clear: #BoycottTarget .
And this wasn’t fueled by progressive leadership , this was a grassroots movement. Customers voiced their values online, and the message went viral. In fact, after months of protests and online success, visibility and cultural impact only continue to grow.

It only took one financial quarter for the Target CEO, Brian Cornell, to sit down with Progressive Activist, Reverend Al Sharpton, and listen to how Target’s decision to move away from their once loud and proud support of marginalized communities has had a painful impact…but Sharpton wasn’t referring to Target’s bottom line.

We’re Not Going Back

This was a drastic 180 degree difference for Target, who began implementing DEI initiatives following the murder of George Floyd and the subsequent protests in communities around the country. Target started to position themselves as a partner not only with the Black community but also with the LGBTQIA+ community through a number of campaigns. Betrayal seems to be the consensus among many former Target shoppers and employees. #NotGoingBack and #NotBuyingIt were trending in no time. Again, in contrast to Capuano, “fake it til you make it” wasn’t the smart choice here.

DEI & Construction

My focus has and will likely always be community and construction, so it should come to no surprise that I have to quickly address this elephant…for the second time this month (see our latest Podcast with NPR) .

The construction industry has long been characterized by a lack of diversity, with white women comprising only 10.9% of the workforce and Black women at 6.7%. In contrast however, Hispanic women make up the largest percentage of women in the construction workforce, but are significantly underrepresented in higher paying positions. (Stats from EEOC 2023) .

Embracing diversity, equity and inclusion as part of your culture is a strategic necessity. Diverse teams bring varied perspectives that enhance problem-solving and innovation on job sites. Research shows, companies with inclusive cultures report higher employee engagement and retention, directly impacting productivity. What jobsite isn’t in need of that?

Addressing bias or confusion around what DEI means can also help mitigate the industry's labor shortage. By creating inclusive environments and outreach programs, construction firms can tap into underrepresented talent pools - including women, minorities, and veterans. Initiatives like partnering with minority and women owned businesses and investing in community training programs not only diversify the workforce but also strengthen community relations

Incorporating DEI into the construction sector isn't just about compliance , it's about constructing a resilient, innovative, and inclusive future. It’s about sponsoring a successful workforce in a sustainable way.

The Takeaway for Today

At the start we asked: can three sentences really make a difference? The answer is yes, when they come from a place of clarity, courage, and transparency.

Transformational leaders don’t overcomplicate the moment. They understand the equation is simple:

Business Case + Human Impact = Sustainable Success

Speak up. Be transparent. Set the tone. Because in the face of DEI rollbacks, silence isn’t neutral— it’s a choice. And in today’s business landscape, that choice speaks volumes.

Be the leader your people remember for showing up when it mattered most.

If you don’t know where to start or just want to tag in a third party professional, I’m here to help! Bringing teams together is my specialty and supporting leaders so they can run a successful business is what I do best. Book your Free Consultation Now.

Construction Safety Trends: Driving a Culture of Respect

Wed, 23 Apr 2025 14:39:50 GMT

What do you think of when you hear “construction safety trends”?

The construction industry talks about safety day in and out - it is imperative to making sure each of us make it home every day. The “right tools for the job” is not just the equipment we use to hang the beams and drywall or lay the flooring, it is also about the proper PPE, the right training, and the ability to call out when a situation is unsafe (psychological safety).

It has taken us time, energy and effort to get here and of course accidents still happen, but everyday more people know they have the right and the responsibility to speak up without fear of consequence when they see an unsafe working condition. A frayed extension cord, unsafe ladder, missing guard on a machine- the list goes on for miles. It is our duty to protect ourselves and our coworkers onsite and we need the freedom to do so confidently.

Body and Mind

Safety extended beyond our bodies to our minds in recent years. Research shows that in particular, men working in the construction industry are at an increased risk to committing suicide. Armed with this knowledge, it became crucial that leaders included mental health learning, prevention and awareness as a part of our everyday discussion in safety as well. I am proud to see more companies embrace the research surrounding this topic and adopt it into their internal tool box talks. In an effort to end the stigma surrounding mental health and making it a safer place for all to ask for help whenever and wherever needed.

Holistic Approach to Leadership

There will never be a one size fits all answer to every office, every jobsite, or every team. The answer lies in authentic collaboration and communication. A safe workplace is more than a jobsite with 0 recordable injuries and a commitment to mental health awareness. The foundation for safety and longevity is a culture of psychological safety in the workplace. Having all three aspects in place for your team ensures a dynamic of unbeatable returns.

So do you think a little differently now when you read: ‘construction safety trends’? Maybe we get rid of the word ‘trends’ altogether…

Interested in building the rapport with your team or having a 360 degree review? Book here for a free consultation to talk more about your needs and see how safety fits in your dynamic

Path Pavers: A Woman’s Work is Never Truly Done

Wed, 09 Apr 2025 01:01:08 GMT

I had the pleasure of sitting down with Ekua Mends-Aidoo last week to discuss life as a woman in construction and what the working world could look like in a post Diversity, Equity, and Inclusion (DEI) policy landscape.

The first half of the broadcast features a conversation between Dr. Jennifer Roberts and Catherine Shick, Public Relations Manager for FeedMore WNY , on food insecurity and the challenges faced by communities in food deserts. My discussion with Ekua begins around the 27-minute mark. While these topics may seem unrelated at first glance, issues like food insecurity, access, poverty, and women’s rights are deeply interconnected. That’s part of what makes solving even the most basic community issues so complex. How can we think about solving the world’s issues when our tummy is rumbling?! It’s as basic as Psych 101 and Maslow’s Hierachy of Needs…if you have taken any number of my seminars, you know I always find a way to bring up a pyramid ha ha (Confidence pyramid, anyone? Hey, it works!)

Communities and humans in general have a tendency to silo ourselves, but we do so at our own detriment in the end because no human being is just one thing. We are all part of diverse communities in one way or another not to mention the knowledge you are cutting yourself of from by silo’ing yourself. If we take the time to better understand each other’s struggles, triumphs, victories, and strengths, then the impossible becomes possible.

Thoughts to consider while listening:

Community responsibility : Caring for one another should never go out of style
Employer/corporate responsibility : Has our society become too accepting of greed as an inevitability?
Intersectionality : Where do you fall in this kaleidoscope of people, and are you aware of the lens through which others view the world?

Women often bear the primary responsibility for caregiving; whether for children or aging family members. This reality directly impacts their ability to make the best decisions for their own lives and careers, contributing to the ever present wage and career gap between men and women. What is helping to lessen that gap? For some, it's the decision to delay starting families until their careers are more established or choosing not to have children at all.

Employers that fail to invest in the communities they hire from or serve only deepen existing divides. This is especially true in male-clustered industries such as construction, manufacturing, insurance, and finance, where decision-making often defaults to a white, male perspective. This leaves women, mothers, Black men, people of color, and other marginalized communities out of the intersectional equation when it comes to shaping workplace policy and culture.

The trickle-down effect can result in a workplace environment where peers feel “separate and not equal,” impacting how coworkers relate to and engage with one another—and ultimately shaping corporate culture itself.

As we continue these conversations, whether it’s about food insecurity, gender equity, or corporate responsibility, remember that no single issue exists in a vacuum. The systems that shape our lives are complex and interwoven, and real change requires us to think and act beyond our own experiences.

If we want to create workplaces and communities that are truly equitable, we must be willing to look through lenses that are not our own. We must listen. We must reflect. And above all, we must act with empathy, accountability, and with the belief that a better, more inclusive future is not only possible, it's an ethical and moral imperative.

There is a business case upshot as well. From McKinsey AGC , NAWIC , every trade and business association, university and scholar known to us has proven that Diversity, Equity and Inclusion not only makes companies more money, but those policies yield better outcomes for years to come with happier, healthier teams. So where is the break down? Likely in the understanding of what DEI was meant to solve. At some point, if you still don’t grasp the goal - you just need to raise your hand. I’ll call on you. Start here .

Let’s stop asking who belongs at the table and start building bigger tables…and there had better be enough food for all of us at the table, too!

UNBIASED: Definitions in Plain Language to Aid the DEI Conversation

Fri, 21 Feb 2025 15:31:24 GMT

Read below or watch/listen to my reading for Unbiased DEI Policy understanding

You've likely been hearing a lot more about DEI (Diversity, Equity, and Inclusion) in the recent weeks. What you might not realize, is that Diversity, Equity and Inclusion Policies have their roots in the 1960 Civils Rights Movement and more specifically, the 1964 Civil Rights Act .

| We come to knowledge when we come to it. Learning is a lifelong journey.

In future posts I will dig deeper but, for today I want to start with unbiased facts and definitions. In order to have any conversation on this topic, you should be armed with this knowledge.

Diversity : di·ver·si·ty

1: the condition of having or being composed of differing elements : variety

especially : the inclusion of people of different races, cultures, etc. in a group or organization

Example given: programs intended to promote diversity in schools

2: an instance of being composed of differing elements or qualities : an instance of being diverse; a diversity of opinion

Diverse : di·verse

1: differing from one another; unlike

Example given: people with diverse interests

2: composed of distinct or unlike elements or qualities

Example given: a diverse population

Equity : eq·ui·ty ˈ

1a: fairness or justice in the way people are treated

Specifically : freedom from disparities in the way people of different races, genders, etc. are treated

Example given: "… salaries in North America have long been considered a private matter between employer and employee. … But a growing number of advocates say that needs to change, in part to address problems of gender and racial equity, but also to keep talented employees in the workforce."

—Amanda Stephenson

b: something that is equitable; social equities and inequities

Inclusion : in·clu·sion

1: the act of including : the state of being included

2: the act or practice of including students with disabilities with the general student population

Example given: "Inclusion refers to a variety of integration approaches, but the goal is to blend special education students into the traditional classroom."

—Suevon Lee

3: the act or practice of including and accommodating people who have historically been excluded (as because of their race, gender, sexuality, or ability)

Example given: "Tech workers say they are more interested in diversity and are more willing to work to promote inclusion in their workplace …"

—Jessica Guynn

Accessibility : ac·ces·si·ble

1a: capable of being reached; a remote region accessible by rail

b: easy to speak to or deal with; a friendly, accessible boss

2: capable of being used or seen : available; information that should be accessible to everyone, The collection is not currently accessible.

3: capable of being understood or appreciated; the author's most accessible stories

4: capable of being influenced : open; people who are accessible to new ideas

5: easily used or accessed by people with disabilities : adapted for use by people with disabilities, accessible bathrooms/doorways/seating/parking

Example given: "Councilwoman Deborah Gross introduced legislation Tuesday that would prioritize accessible entryways, common areas, restrooms and communications facilities—in that order—when city businesses undergo major physical updates."

—Adam Smeltz

Diversity, Equity and Inclusion : as a phrase, Abbreviation: DEI

1: a set of values and related policies and practices focused on establishing a group culture of equitable and inclusive treatment and on attracting and retaining a diverse group of participants, including people who have historically been excluded or discriminated against

This means we practice diversity, equity and inclusion in all we do. It includes investing in our people and creating a culture of care.

"Virtually every university, government agency and major corporation has embraced some type of diversity, equity and inclusion policies … to ostensibly promote a more open, equitable and, well, inclusive workplace."—Orange County (California) Register

2: the state of having a diverse group of participants as well as policies and norms that are equitable and inclusive

"Whether within a company or in the community, achieving diversity, equity and inclusion (DEI) is a journey and a job that is far from done." —David M. Velazquez and Laron Evans

Here is what I want you to take away from this article:

I believe we can all agree on the following:

People are good

People are smart

You are people

I also believe the first step in having a fair and balanced conversation is being armed with facts. Does this seem like an over simplification of diversity, equity, inclusion and the policies companies began creating to ensure their workforce was balanced? Yes. It absolutely is. There is much more to the story here and I am going to arm you with all of the facts so when you read a new story or engage in a conversation on the topic, you feel educated and comfortable to discuss your thoughts and opinions.

My next post will be real life examples of language used that added confusion to a conversation about written policies that can be plainly understood.

Listen or watch this article here. Reading definitions can get a little dry... let me read you a bedtime story

Emotional Intelligence: There is Power in the Pause

Wed, 29 Jan 2025 20:09:38 GMT

I recall giving advice to someone who was nervous before going up on stage before giving a speech and I said “there is power in the pause…”

In leadership and life, our true power lies in the pause between what triggers us and our response to that trigger.

For example: An incredibly rude email someone decided to send to you and 'reply all' or even better 'CC' your boss on. So, you quickly type up your equally fiery response and it feels good. But will it after you hit ‘send’?

What is Emotional Intelligence (EQ/EI)?

Empathy

Seeing the world through others’ eyes and responding with genuine understanding

Awareness

Understanding how the world we are navigating is impacting us. You know the saying “you never know what someone else is going through- so be kind, always”

Intention

Choosing your response, rather than reacting impulsively

Benefits to a higher Emotional Intelligence

Approach challenges with clarity and resilience

Express yourself with honesty and confidence

Cultivate deep and impactful relationships

Motivate and empower others to create positive change

Our emotions are messages and once we release them, we are no longer in control of how these messages get interpreted. Remember, impact over intention.

Pause. Breathe, reflect, respond accordingly.

Let’s go back to that email in our earlier example. Imagine you typed that email, got the words and thoughts out, but instead of hitting send, you paused. Took a walk around the office or outside. Grabbed a cup of coffee. Closed it until the end of the day. Now, read your words back after your breather. They don’t quite hit the same after you’ve relaxed, do they?

That is the power of the pause. Delete that email and try again. Who knows what positive outcomes we can get from this pause.

Research shows that high emotional intelligence is the highest rated factor when it comes to top performers. Where do you think you’d rate yourself on an EQ scale?

When Does a Team Need a Mediator vs a Coach?

Mon, 27 Jan 2025 20:09:38 GMT

Even the strongest teams face challenges. Conflicts arise, communication breakdowns, temporary stagnation or disruption from team changes. You may opt to bring in outside experts—a coach or mediator—to address these issues. Choosing the right approach depends on the situation.

Roles of a Mediator and a Coach

First, let's define some of what goes into "coaching" and what goes into "mediation"

Team Coach :

Focuses on long-term development and growth

Helps with performance improvement, communication, trust-building, and strategic thinking

Ideal for issues like new team formation, restructuring, or plateaued performance

Coaches enhance collaboration and foster psychological safety over time

Mediator :

Specializes in short-term conflict resolution

De-escalates disputes, restores communication, and finds common ground

Suitable for escalated conflicts, breakdowns in trust, or project-related stalemates

Mediators focus on resolving immediate issues and restoring harmony

Assess Your Team’s Needs

Nature of the Challenge :

Conflicts and communication breakdowns suggest a need for a mediator

Frustration or stagnation calls for a coach to enhance collaboration and clarity

Severity of Conflict :

Low-level tension can benefit from coaching

High-level conflicts that disrupt functionality require mediation

Duration of the Issue :

Short-term disputes (specific events or disagreements) call for mediation

Ongoing dynamics (recurring patterns like mistrust or poor collaboration) need coaching

Team Goals :

If the team needs immediate resolution , bring in a mediator

For long-term growth , opt for a coach

When a Team Needs Both

In some cases, teams may benefit from a hybrid approach . A mediator who resolves acute conflict, which can either be inclusive of or followed up by a coaching plan, created to support ongoing development and performance improvement. In some cases, it can make sense to separate these entities and others a smooth transition from one step to the next can prove beneficial.

So what's the takeaway here?

Admitting your team needs outside help is not admitting defeat! In fact, it's quite the opposite. It is a sign of strength and positive leadership when you can raise a flag and say 'Hey! We need a hand here!'

Who are your "Friction Fixers"?

Sun, 19 Jan 2025 20:09:37 GMT

In the busy world of modern organizations, the spotlight often shines brightly on the charismatic figures at the top - the visionary CEOs, innovative entrepreneurs, the sales team bringing in new clients.

However behind the scenes, there exists a group of leaders who work diligently, influencing their colleagues and shaping the culture of these organizations. These "friction fixers" are the glue, embodying the ethos of leading from the bottom up.

Unseen Influence: What is the Vibe?

In any organization, we often forget how much culture can make a difference. One bad apple can spoil the bunch- who hasn't heard that? But what if the "bad apple" isn't one person but the culture- or the vibe- that your employees feel when they go to work everyday?

Lack of top down communication

Bad sales from an injured economy

An outdated office that rarely gets cleaned

A manager with too many direct reports who in turn, feel like they don't get the leadership they need...

... Any of this sound like you?

Quiet Leadership

Unlike traditional top-down leadership styles, the approach of bottom up leadership is characterized by humility and empathy.

Not all employees will tell you when they are in need of recognition or praise; instead, they focus on:

Building relationships

Nurturing talent/finding new skills

Fostering collaboration

Do you see what was just described? Who in your organization are you thinking of? They are your Friction Fixer!

The Ripple Effect

Their influence can be subtle yet profound, creating ripples that resonate throughout the entire organization. These types of "informal leaders" are essential in the day-to-day operation of your business- where would you be without them? Some of their tasks go unnamed, untitled, unnoticed and ultimately unrecognized for years.

"You don't know what ya got til it's gone..."

That is where partnering with a company like Penkin Consulting comes into play! (Shameless plug)

How can apply this?

Greatness can whisper softly from those who lead from the bottom up, our friction fixers. It takes a long time to foster a culture of togetherness in a workplace but absolutely no time to ruin it. Any company's greatest asset are the people.

Embrace leading from the bottom up and discover the transformative influence of these team members! Build a culture of humility, empowerment, and growth at every level.

Connect with Us to learn how I can be a Friction Fixer for your team dynamic as well.

Fundamental Disconnect: Where's the value in that?

Fri, 17 Jan 2025 02:35:02 GMT

If we've heard it once, we've heard it a million times...a happy team is a productive one. Leaders are constantly seeking ways to maximize the talents and skills of their employees to stay ahead of the competition.

If you want to accomplish this but can't seem to retain talent...I might know one of your problems.

Fundamental Disconnect: Defining The Problem

Let's start by defining a few words:

Value

1: the monetary worth of something

2: a fair return or equivalent in goods, services, or money for something exchanged

* Values

Values are deeply-held beliefs and principles that individuals or groups consider important and desirable. Implies rating something or someone highly for their intrinsic worth.

Ethics

1: moral principles that govern a person's behavior or the conducting of an activity

2: the branch of knowledge that deals with moral principles

Ethics, when it comes to the workplace, generally means knowing the difference between knowing right and wrong and of course choosing to do the right thing (the company, stake holders, employees etc.)

Most companies with employees have a code of conduct that governs not only their ethics but will also tie to their company's values.

If you are in management and reading this, I know you are thinking, 'duh, Jillian, of course everyone already knows this!' Well, you'd be surprised...

Let's say you have shared your code of ethics and values with your entire team - and shared the WHY (transparency is important) then fabulous! Kudos, truly because you are ready for step two...

PROVE Your Values Align With Your Culture

Are you walking your talk?

You are hiring the right people
Paying them commensurate with the market/their personal skills and add-ons
Enabling good work/life balance
Future opportunities/growth potential
Offering professional development/training
Environment is not hostile/leaders identify issues in the workplace

If all of this is true, why are people so damn unhappy?!

I'll direct you back to 'value' and 'values' for a moment and just ask you to consider the difference.

Yes, we want to be paid for our work. The value of our labor.

However, there is a massive disconnect in thinking humans are drones or worker bees just showing up for the pay check. I don't care what the 'job' is be it barista, banker, or business systems analyst- no one wants to feel like THEY have been automated. Like their personal value no longer matters.

Your 'Corporate Value Statement' means little to nothing to your team when they don't feel it reflected in how they are treated.

So What's Next?

Not every employee is the same nor do they all want the same things. What you can do as a leader though is pause, and simply ask them.

If you feel your team disconnecting or if you have had good talent leave, now is the time to reflect and stand in the gap as the leader.

Ready to dive deeper? Book a free minute consult with us . We're always happy to help you review what's going on and help guide you in the right direction!

Mastering Public Speaking: Techniques for Success

Thu, 16 Jan 2025 02:43:25 GMT

Public speaking is an essential skill that can open doors to countless opportunities in various professional fields. Whether you're presenting at a conference, leading a team meeting, or pitching an idea to investors, mastering public speaking techniques is key to success.

One key element of mastering this skill: effective communication

The ability to express your ideas clearly and succinctly is essential for maintaining audience engagement and attention.

Start by setting up your 'Who, What, How'

Who Is Your Audience?

By identifying who you are addressing, you can tailor your content to resonate with them and meet their specific needs and interests.
What are their demographics?
Do you know this audience or are these complete strangers?
Afterall, this could be a work presentation with colleagues you see daily
Or, this could be an on-stage event with people you've never seen before and may never see again

What Is Your Message?

What is the purpose for your speech/presentation?
Just like from high school essay writing days, find your main plot and break it down down from there
Make sure your message is clear and has a flow the audience can follow

How are you delivering the message?

Understand the logistics to calm your nerves
Are you preparing a slide deck? Do you have access to all the tools you'll need?
Will you be in-person or virtual?
Is a microphone necessary?
Set up a conversation with the person or team asking you to give this presentation so go through these logistics so all parties are comfortable with needs and expectations

Remember- when it comes to delivery- you are not reading an essay. The written word is not always perfectly translated for speech. That is where mastering storytelling can significantly improve your public speaking skills.

Mastering public speaking is a valuable skill that can enhance your career. With expert guidance and practice, you can develop the confidence, communication skills, and storytelling techniques necessary to excel.

Whether you're an experienced professional looking to refine your skills or a newcomer aiming to overcome your fear of public speaking, I have the resources and expertise to support your path to success!

Book your free 30 minute consultation

10 Signs Your Board Meetings Might Actually be a Sinking Ship

Fri, 10 Jan 2025 02:53:02 GMT

Are you Leading a Board or Getting Ready to Walk the Plank?

Accountability time- everyone’s favorite! *Enter groans here* Go ahead, I can’t hear you anyway.

Start by asking yourself these questions:

Do you show up prepared?
Send out an agenda ahead of time? Meeting minutes before and after?
As Board Chair, do you know your “script” well enough to speak confidently and communicate effectively?

And the other members...

Do they come ready to work and collaborate? Having read the agenda and minutes.
Do they understand their roles and responsibilities?
What about team dynamics... How is rapport?

If you answered positively to all of the above questions but still feel like your board meetings are lacking, either you weren't being honest with yourself OR some of the below could be muddying things up.

1. Who is running this thing?

If someone walked into your meeting, they should be able to tell who is running your meeting (Board Chair)

2. Clear tension between members

Whether it’s one-sided or every man, woman and child for themselves, creativity and collaboration dies in a tense environment. If your members do not feel psychologically safe they will not speak up.

3. Focusing on operation and not strategy

Who, what, why... The background theme is the mission/vision, the daily task? Strategic Plan. Operational tasks are bound to come up. That's why you have committees and and Executive Director. Choosing a new payroll company is likely not part of the strat plan- move on!

4. Your board meeting is a conference call and there’s no video

This shouldn’t require further detail. Your bylaws should cover this in fact. Cameras ON. Virtual meetings don’t excuse meeting etiquette.

5. The board wasn't given the chance to review agenda/minutes

Give your board time to review the agenda and the minutes ahead of the meeting. The minutes will need to be approved for one but also...

6. You should have action items at your board meetings for the members/committees

This can be an accountability moment. Research shows people are more likely to do the work the if minutes are received 24-48 hours after a meeting wraps.

7. Rules process is unclear

Have a training/mentor process in place. Don't assume anyone knows what you know.

8. The voting process is clunky/awkward

Do you really know your script? It's fine to not have it memorized verbatim but practice. Your confidence will thank me for it later.

9. The sound of silence at 'new' or 'open' business

You may think that's a win because your agenda covered it all! On the contrary, the crickets you hear? Should be alarm bells.

10. Silence in between meetings

No matter the frequency, don't let meetings be the only time your board connects with you. Whether it's committee meetings, check-in call or even a personal text. As the leader you set the tone for how connected the board feels.

The overarching theme? Communication and respect. Your team is craving leadership, so let's give it to them!

Next, I will provide more answers on how to start to break these down but I know every situation is unique. If you want to discuss your scenario, reach out! Book your free 30 minute consultation and let's get productive!

Can Coaching Successfully Impact Your Company Culture?

Mon, 09 Dec 2024 02:59:53 GMT

No matter the industry, “culture” is a word that appears on every company website, echoes through every town hall, and is recognized as a key to organizational success.

But, when does this concept start to lose its meaning? Is it from the very beginning, when it’s never clearly defined by the company? Is it when stated values fail to align with real-world actions? Or does it happen gradually, as values and culture drift apart due to a lack of regular reinforcement and check-ins? Perhaps it’s a combination of all these factors.

Company culture is crucial, often determining whether employees join or leave a company. It affects job satisfaction, team cohesion, productivity, and business success. How can a coach or mentor help strengthen and align it?

What Is Company Culture?

Company culture is the shared values, beliefs, and practices shaping interactions and work within an organization. It influences decision-making, employee sentiment, and external perception, essentially serving as the organization's personality .

But culture isn’t static. It’s something that requires continuous care and attention. Left unchecked, it can stray from the company’s vision, leading to disengaged employees, misaligned teams, and, ultimately, lost talent.

This is where coaching can make a significant impact.

How Coaching Can Influence Company Culture

1. Align Values & Actions

A coach helps leaders and employees gain clarity about the organization’s core values and how these should translate into daily behavior. By ensuring alignment between stated values and actual practices, coaching creates authenticity in the workplace, which is vital for a thriving culture

2. Enhance Communication

Strong culture relies on open, honest, and effective communication. Coaches can identify communication gaps within teams and provide strategies to improve transparency and trust. When employees feel heard and understood, they’re more likely to engage fully and contribute to a positive culture

3. Empower Leadership

Leaders play a pivotal role in shaping culture. Through one-on-one or team coaching, leaders can develop the skills they need to model desired behaviors, inspire their teams, and handle challenges with emotional intelligence. A culture that promotes growth and accountability often starts at the top

4. Foster Psychological Safety

A healthy culture is one where employees feel safe to express their ideas, take risks, and admit mistakes without fear of judgment or retaliation. Coaches can mediate to create this sense of psychological safety, enabling innovation and collaboration

5. Drive Continuous Improvement

Culture isn’t a set-it-and-forget-it element. Coaches encourage organizations to regularly assess and refine their cultural practices. Ongoing improvement ensures the culture evolves to meet the changing needs of the company and its people

Coaching in Action

Imagine a company struggling with high employee turnover. Exit interviews reveal that employees feel undervalued and disconnected from the organization’s mission. A coach could step in to:

Facilitate workshops to reconnect teams with the company’s core purpose.
Conduct leadership coaching sessions to address specific management blind spots.
Provide tools for fostering inclusivity and recognition across teams.

Over time, these interventions could transform the company’s culture into one where employees feel valued, aligned, and motivated to contribute.

The Bottom Line

Investing in company culture isn’t just a nice-to-have; it’s a strategic must have. And while culture is shaped by many factors, coaching offers a unique and impactful way to nurture and sustain it. By aligning values with actions, empowering leadership, enhancing communication, and fostering psychological safety, coaching can help organizations cultivate a culture where people and businesses thrive.

So, can coaching successfully impact your company culture? Absolutely. The better question might be: Can your company afford not to invest in it?

Book your 30 minute consultation

When You're Speaking About Your Passions...What's to be Nervous About?

Fri, 11 Oct 2024 03:08:33 GMT

As I stood on the stage, the echo of audience murmurs fading, the bright lights burning my eyes, I couldn't ignore the surge of nervous energy pulsating through me.

My first time as a keynote speaker in a room filled with curious faces waiting to absorb every word. The spotlight was on me, the microphone in my hand, and the challenge to inspire and engage a diverse group in the construction industry was undeniably present. Why is discussing being a woman in a male-clustered industry just as thrilling and daunting as actually being a woman in such an industry?

Finding Confidence on the Stage

Public speaking, especially for women in male-clustered fields like construction, can be a significant opportunity for growth, development, and paving the way for diversity, equity, and inclusion (DEI) initiatives. It's about more than just conveying information; it's about connecting with the audience on a personal level, inspiring change, and fostering leadership qualities. In a nutshell: you can be the catalyst for allyship.

I remember the first few moments on stage; the microphone felt foreign in my hand, amplifying my internal monologue. But as I began speaking, something magical happened. The nerves gradually faded away, and my passion for the subject matter took the lead. It wasn't merely a speech; it was an immersive conversation between me and every member of the audience.

Embracing Authenticity and Team Building

One key aspect that transformed my speaking experience was embracing authenticity. I shared personal anecdotes, laughed at my mistakes, and spoke candidly about the challenges women face in the construction industry. The audience responded with nods of understanding, smiles of encouragement, and a shared passion for positive change.

Public speaking should be a collaborative effort, a journey where the speaker and the audience embark together. It's about sharing knowledge, inspiring action, and building a sense of community. Team building isn't limited to construction sites; it extends to every interaction we have, including those under the glow of stage lights.

Balancing Nervousness with Passion

While nervousness can be a natural part of public speaking, it's essential to channel that energy into passion. When I spoke about my journey in the construction industry, the nervous butterflies in my stomach transformed into a sense of purpose. Each word spoken was a step towards empowering others, fostering growth, and advocating for change.

The microphone, often seen as a barrier between the speaker and the audience, became a tool of amplification. I wasn't just speaking; I was projecting my voice, my ideas, and my vision for a more inclusive and diverse industry. That small piece of technology became a conduit for confidence, allowing me to be heard, understood, and valued.

The Power of Conversational Public Speaking

Public speaking shouldn't be a monologue; it should be a dialogue—a conversation unfolding between the speaker and the audience. It's about listening as much as speaking, engaging as much as informing, and connecting as much as presenting. The stage, rather than a pedestal, becomes a communal space for sharing, learning, and growing.

So, why do I think public speaking should be more like a conversation? Because conversations foster relationships, build trust, and ignite change. And while I may be the one holding the microphone, it's a symbol of empowerment, not separation. Together, with every word spoken and every idea shared, we can reshape the construction industry and beyond.

Conclusion

Public speaking isn't just about delivering a speech; it's about crafting an experience, igniting passion, and fostering growth. As a speaker passionate about leadership, development, and DEI/allyship initiatives, I believe in the transformative power of conversation. Let the impact of our conversation resonate far beyond the stage. Let's continue the conversation, together, towards a brighter, more inclusive future.

So, let's keep the microphone and amplify our voices, our stories, and our dreams. The stage awaits, not as a pedestal, but as a platform for change and connection.

As a speaker for your event, I am committed to bringing enthusiasm, authenticity, and a collaborative spirit to engage and inspire your audience. Let's start a conversation and create a memorable experience together.

Book your next speaking engagement

Elevate Your Leadership: Executive Training Solutions

Fri, 14 Jun 2024 03:12:16 GMT

Effective leadership and executive training require a personal touch, and Penkin Consulting is here to deliver just that.

I focus on empowering leaders and teams to excel through a unique blend of education, and mentorship—all tailored to your unique needs.

What sets Penkin Consulting apart?

Personalized coaching and interactive workshops, providing leaders with practical tools and strategies to navigate the complexities of today’s environment and teams. By sharpening communication skills, encouraging strategic thinking, and fostering a growth mindset, I empower leaders to inspire their teams and achieve lasting success.

But leadership isn’t just about the top of the organizational chart. I emphasize creating community within your business , identifying your company’s friction fixers , and fostering bottom-up leadership. By promoting a culture of collaboration and engagement, we help organizations build stronger, more cohesive teams that drive success from within.

I also work closely with employers and employees to develop retention strategies and boost job satisfaction. By promoting a positive, engaged workplace culture, I help businesses unlock their full potential.

I'm proud to share stories of success and highlight the real-world impact of the research backed approach that service-style leadership offers, offering potential clients a glimpse into what’s possible when they partner with me.

When you choose Penkin Consulting, you’re not just investing in training—you’re signaling to your team that you are investing in their futures.

Let me help you build confidence, inspire others, and achieve your strategic goals. Together, we’ll set the stage for sustainable success.

Book your 30 minute consultation