If the trend toward work-life balance first emerged with Generation X, Millennials are the generation taking it to a new level. Born between 1981 and 1996, Millennials have experienced both a major recession and a global pandemic—two events that significantly shaped their careers and perspectives on work. Add parenting and raising children into the mix, and this generation has demonstrated remarkable resilience and adaptability.

Lost your job because of the recession? Okay, I’ll move back home.
Faced with choosing between attending your child’s ball game or staying late at work? Okay, I’ll call out and update my LinkedIn profile.

Millennials place a high value on well-being. Most were raised by Baby Boomers—the generation with the greatest accumulated wealth—who worked hard to give their children more opportunities. As a result, Millennials are motivated by flexibility, purpose, and consistent feedback. Unlike Boomers, who averaged over eight years in one role, or Gen Xers, who averaged around five, Millennials stay less than three years in a position on average. Longevity isn’t their measure of loyalty; growth and alignment are.

Two additional hallmarks of this generation are their expectation of feedback and demand for leadership transparency. So, what can employers and managers do to effectively motivate and retain talented Millennials?

• Offer flexible or hybrid work arrangements. Start by setting clear expectations, then collaborate on a plan that balances both organizational and employee needs.
• Build accountability and provide effective feedback. Learn to distinguish between the three types of feedback—Acknowledgement, Coaching, and Evaluation—and deliver each appropriately and with sensitivity.
• Adjust your communication style. If you’re a Gen Xer, aim for clarity without excessive directness. Before making decisions, consider who has been engaged in the process, and practice transparency.
• Understand individual motivation. Take time to learn what drives your Millennial employees—don’t assume it’s the same as what motivates you.
  
  

Finally, organizations with clear values and purpose that align with those of their employees create a shared sense of meaning—a reason to show up each day and do our best work.

Reference for more insight: IACC

Employee Handbook and
Conflict Management Policy
 
Conflict is a normal part of the human experience and is therefore, part of the work experience. Conflict created by competition is what motivates a team to train harder, a sales executive to close more deals, and a potential job candidate to be extra prepared for the interview by doing research, practicing and building confidence.
 
Many of our values and attitudes about conflict are learned at an early age. Our parents and family culture pass on values about conflict to us. Our relationship with conflict becomes informed by the experiences that we have growing up. When we leave the family unit, we may find ourselves both faced with conflict and challenged by the differences in values and needs others present. We may feel unprepared to deal conflict; we may be unable to recognize, manage and appreciate the differences we have with others in the workplace.
 
A healthy workplace brings together diverse people that bring different life, education and work experiences that build the success of the business. Employees each share in the common goals of meeting the mission and vision of the organization; and each may have a different value of how to best achieve these goals. Organizations develop their own culture around conflict and how it is both expressed and managed. A healthy organization that values differences in its culture, not just in words, provides clear expectations and resources for managing conflict. This includes commitment from the executive floor to the hiring process as well as in its relationships with vendors and customers.
 
A conflict management policy and pledge can be included in the hiring process either as part of or separate from the HR policies of the organization. The hiring process may simply include a clear statement of the organization’s acknowledgement of and the expectations for all staff in managing differences constructively. As a new hire signs all the documents, why not include a conflict management pledge? This pledge is a tool for management and the employee for establishing clear expectations of how they are expected to conduct themselves when presented with conflict and how management will respond and support.
 
Having a system in place is key to promoting a healthy conflict management culture. Sustainable organizations already have processes in place to manage accounts receivable, POS systems, inventory, etc. A conflict management system is simply an extension of processes already in place and is woven into existing components of the operation. A conflict management system may include:

• Tools for how to approach and address conflict at the lowest level
• Workshops and training in conflict management and communication skill building
• Normalized round tables to discuss hot topics and flush out issues with a commitment to resolving
• Access to a neutral conflict resolution specialist such as a mediator or conflict coach
• Statement of commitment by leadership
• Transparency and access to information
• Clarity about discipline and options for escalating
• Viewing conflict as an opportunity

 
In addition to a new hire pledge, the organization can clearly define the process of managing conflict. An example:

• Addressing perceived conflict early and directly with the other
• When to escalate to supervisor or request an impartial mediator (internal or external)
• Focusing on the issues and impact of the others behavior
• Being open to listening and hearing the other’s perspectives
• Identifying and focusing on solutions
• Creating a path forward

 
Job descriptions may also be updated to include skills and expectations about employee experience and attitudes regarding conflict. Instead of ignoring the reality of and time it takes to manage conflict, management can rewrite job descriptions that include positive language around behaviors and time spent promoting a healthy work environment that is committed to managing conflict constructively.
 
If you are ready to review your policies or are ready to create a conflict management policy for your organization, use these tips offered in this blog. If you are feeling overwhelmed or need more specific guidance, please utilize our expertise to help you construct a policy and process that reflects your organizations goals. We can facilitate round table discussions and brainstorming sessions, guide the creation of or edit current policies, or provide a fully customized experience. Not sure where to start? We offer a complimentary 30-minute consultation. Contact Sunny today to get started!

I am fortunate to have a wonderful, diverse network of friends. As adults it can be difficult to forge new friendships. In 2022, I made a point of actively seeking friendships; male or female. As a female, and if you are one reading this, it probably won't surprise you to learn that the vast majority of these new friendships are all women. While we still seem to be inundated with social media and Facebook type of "friends", many emerged post Covid with a goal to make more friends, the type that you text and schedule actual meetups with. 
I started a bookclub and gained a new group of women that have the love of books in common. We all appreciate that our genre of books has expanded and look forward to our monthly, in-person book discussions. Individual friendships emerged as we learned more about each other. If I want to go wine tasting, I know who to call. If it's a trivia night, the text goes out to everyone including their spouses (we are creating friendships for our significant others, too!).
Through Meetup, I have a new group of friends for playing games, attending concerts, and going on hikes. I am also part of a cliquey friendship that identifies with the SATC women (but Portland style!).
Then there are the friendships that have been around for decades. We have a history based on growing up together, living in the same community or raising our children together. Or maybe all three criteria!
When I think about cross-pollinating these friendship groups, this is somewhat like pairing food and wine; not all are going to go well together and I could just ruin what are individually wonderful choices. But why wouldn't I want to introduce friends that I think are wonderful with other wonderful friends?? Well, a key component in introducing different friend groups is their ability to listen and be engaged. Even if someone is lacking self-confidence, if they are able to listen and show interest in the other, they will both gain something from the introduction. It may flourish  or it just may be a one time occasion. From past experiences, I have come to realize that some of my friends are like a wine that really is best enjoyed alone; just doesn't pair well with others. Fortunately, just like my wine preference, most of my friends seem to be a Pinot Noir. If you are familiar, you realize that some Pinots are light and ready to drink, some are more fruity, others are more spicy, and some will age better with time in your cellar. 
No, I do not keep my friends in a cellar but I do know that some just take a little longer to warm up. So if you have a friend who wants to introduce you to a new friend (or want to expand your own network), just listen and be engaged, ask them questions, share a little about yourself, and if there is a connection and mutual interest, you may have just found a treasure.

During the 2020 pandemic, the importance of having a Business Continuity Plan became quite evident when virtually overnight, businesses had to close doors and shut down operations. What is a Business Continuity Plan? A Business Continuity Plan (BCP) is a strategic document that outlines how a business will continue operating during and after a disruption or disaster. The goal of a BCP is to ensure that essential functions can continue with minimal downtime and data loss, even in the face of unexpected events.

A BCP includes: Risk Assessment, Continuity Strategies, Emergency Response and Management, and Recovery Plans. It's a collaboration of key roles, employees, stakeholders, internal and external partners and leadership. It essentially provides a roadmap for what to do in case of disaster or crisis, or some interruption to operations. Currently, many organizations are working through strategies to mitigate the impact of tariffs. Those that had a BCP in place, are better situated for dealing with this current commerce challenge.

As the current administration looks to reduce the government footprint and costs, emergency management is being shifted away from FEMA and placing both the responders and financial burden more on the individual states. The potential impact to private and public organizations is that there will be fewer resources to help and support recovery. Now, more than ever, organizations need to have a BCP in place. This could be the difference between failure and the ability to continue on. Whether you are running a 10 person small business or a 10,000 employee public agency, you need to have a BCP in place. Consider that a natural disaster will impact each individual in different ways. For example, your facilities manager has a tree fall on their home and they are no longer able to inhabit their house. The stress and disruption for that employee and their family is elevated. The children may be unable to return to school, that employee may be unable to fulfill their work task. What is the plan for your operation? Or what if your primary supplier is flooded out and stops distributing a key component that you need. What is your plan?

As a mediator and facilitator, I can support the creation of a BCP by holding space for the process. By managing the different perspectives and keeping the conversation constructive, co-creating agendas and keeping the group focused, as well as  tracking agreements and tasks, and making sure everyone has a clear understanding of next steps. It is an investment of time and resources. However, being prepared for the worst day of your life can truly be the difference between having a business that continues to function or suffering more loss when disaster strikes.

As a FEMA incident manager, I have seen the impact of disasters to communities throughout our country. It is devastating. However, if members of the community can return to their place of work and be part of the solution, it helps with the healing and getting back to "normal". While a return may not happen immediately after a disaster or crisis, knowing that there is a BCP in place will provide at least some hope for all that count on the organization-employees, customers, consumers, shareholders, suppliers, vendors, etc. We cannot always control what happens but we can be prepared!

As always, I offer a complimentary consultation. Let's get this important conversation started...

Does your organization include a conflict management pledge and policy in your new hire packet? Does your internal conflict management policy and procedure define what "professional workplace" means? If conflict keeps escalating and does not seem to have a way forward for resolving, your organization may benefit from collaboration with a conflict management and dispute resolution consultant to address this deficit in your organization. The investment in time and cost to develop a comprehensive, yet simple, conflict management and resolution workplace policy that identifies the expected behaviors, provides definitions and incorporates a proactive system for positively addressing conflict will be a worthwhile investment.

For example, crafting a New Hire Conflict Resolution Pledge can save an organization time and create clear expectations and accountability in the hiring process. A company Conflict Resolution policy will clarify expected conduct and behavior that includes how the company defines conflict and the very sources of conflict. Integrating skill training will increase both the capacity and accountability for all employees and managers. Clearing stating the process for addressing conflict (i.e., lowest level to taking it to a third party) further demonstrates the organizations commitment to constructive conflict management by letting employees know what their options are.

I invite you to contact us for an initial complementary assessment to determine what your needs are. We have standard programs and customizable options.

There has been a lot of change in the last few weeks. Some of these changes may feel welcomed but for many, the uncertainty and frustration is real. It can also feel overwhelming.

I became a mediator because of my strong values of fairness and access to justice. I believe in our Constitution and the Rule of Law. It is what makes a democracy a democracy and a society civil. This country is not perfect and the awareness that the prosperity and enjoyment of an American life has, and continues, to come at the expense of others not having the same access and enjoyment.

As a mediator, I value the process of creating a balance in the mediation space where all parties are "equal" in their ability to self-determine how they want to be present, give voice to what they want to share, and what outcomes they want to agree to.  Power differentials continue but in that moment, a mediator works with the parties where empathy, understanding and compassion can exist within the sanctity of the mediation space. In my opinion, the best outcomes of mediation are where empathy, understanding and compassion become the new normal for parties --the friends, co-workers, neighbors, parents, families -- and continue beyond the mediation experience.

If you are feeling helpless and unsure about how you can bring your voice to those that are elected to represent your interests, whatever your values are, I challenge you to daily reach out and make your voice heard; to express your opinions, needs and values. Mediation helps to humanize relationships by bringing people together to voice and address their needs. I believe that by calling our Representatives, Senators and the White House -- even those that don't officially represent you -- you will be heard. Your voice matters so use it.

White House 202-456-1414 or 202-456-1111 to leave a comment.
Capitol 202-224-3121 (ask to speak to whomever you choose).

The pictures of the LA fires feature images of the firefighters as much as the devastation and the survivors. Look closely at some of those images; do you see the wildland firefighters wearing yellow hardhats, shirts and gloves, each carrying a heavy backpack, tools, personal safety equipment? How about the images of them either trudging up a hill towards smoke in a single file, digging a line, or removing vegetation to try and stop the advancement of the fire. These firefighters are with CalFire, the US Forest Service and other wildland units that now include members from Mexico, Canada and other states. Some firefighters work for private companies. I don’t know if the Boise Hotshots and other Idaho units are deployed to California but I do know that the men and women who serve the public in a wildland firefighting role are paid basically minimum wage, sleep on the ground in austere conditions, have to walk miles to just get to the location where they will start “working”, rarely receive health and medical benefits year round, and are away from their families and loved ones for long stretches as a “roll” is for 2-weeks or more at a time. And of course, they put themselves right in the center of danger. Until last summer, my son spent 4 seasons as a wildland firefighter working out of bases in Idaho. When I look at the faces of the firefighters in LA, I see my son.
 
Because these current fires are of the wildland nature but right in the heart of a city, it seems that photographers can capture more images of the wildland firefighters than we typically see. I am mesmerized by the images and can’t stop thinking of the individuals fighting the fires and the stress on the mothers (and families) who are now able to witness through the lens of a camera the work that these firefighters do. The sooty faces and shirts, the smoking ground they walk through, the remoteness of where they hike in to work, and the tiredness captured in their faces. The images show us the day-to-day challenges wildland firefighters must endure each time they are called out to support fire suppression. Yes, we say firefighters are heroes. But the image of a heroic firefighter tends to be the one in the red or yellow fire truck who leaves the fire house and comes to the aid of the community. Their work is incredibly brave and important to the communities that they serve. But these are also firefighters who work a 24-hour shift and can shower, enjoy a hot meal, and receive quality health care and retirement benefits. Wildland firefighters rarely enjoy these “comforts” when they are on duty. It’s an MRE, no shower, limited benefits and sleeping on the ground or in a the cab of their overland vehicle when they get a break.
 
Experts are identifying that we need to fight fires differently. Climate change as well as humans creating communities further into high-risk fire areas show that both the frequency and the intensity of fires are growing, and that the loss of property is becoming untenable to insure and recover from. Putting wildland firefighter’s lives on the line, again for low pay and minimal benefits, is not a solution. Our leaders are willing to sacrifice both the lives of firefighters as well as the humans impacted by climate change by not acknowledging and prioritizing policies that support climate action. Do you think that anyone in Pacific Palisades or Altadena or Maui or Paradise or New York ever expected to be impacted by fire? Or fires raging in November and January? Or hurricane force winds that are not accompanied by any rain in the middle of the Pacific? We need political, private and governmental leaders that are willing to step up, create policies and take action to stop the degradation to our planet, and for private companies to voluntarily enact corporate actions that are focused on environmental health and less on shareholder profits. At the end of the day, no human on this planet avoids the impact of not addressing climate change. (See this piece in the NYTimes by a former firefighter).
 
What motivates someone to become a wildland firefighter? I am not exactly sure, but one commonality is clearly the willingness to work hard. Firefighting requires a high degree of trust with your fellow firefighters. Each must have the others back and respect the chain of command. There is a sense of belonging and brotherhood. While firefighting is still predominately male, women are also taking on the role. The experience that one can gain in this line of work includes transferable skills in leadership, risk taking, hard work, sacrifice and collaboration. And for others, like my son, it gave him the experience that he needed to realize his dream job: firefighter for the County of Maui.
 
We can show our respect for wildland firefighters by electing officials that understand the need for positive climate action, are willing to create policies and take action on addressing the impacts of climate change. We need to hold all leaders accountable. We can show our humanity by making sure that these brave wildland firefighters receive a living wage commensurate with the risk that they take in their work, are equipped with the proper tools and have access to health care benefits. And be confident that our leaders are working to reduce the extreme fires by listening to the experts who have real solutions.

Look at those images of firefighters, look deeply. Who do you see?