Building Strategic Partnerships with Plezzie Ramirez

“Balance [responding to requests for advice] with creating space for others around me to share their insights and learnings.” - Plezzie Ramirez

Strategic partnerships are an essential building block when it comes to making a positive impact and implementing important Talent and HR programs.  They are also tricky to establish sometimes because of the sheer range of people and opinions and perspectives a talent leader might encounter for a single initiative.   What’s an approach that can work across personalities and industries?   Listen to this episode for some inspiration and ideas from a talent leader who excels in the art of connection.   

My guest is Plezzier Ramirez who is the Director of HR for Conservation Halton, a conservation authority in Southern Ontario.   Plezzie oversees all HR and Talent activity as part of the Senior Leadership team at CH and has been instrumental in implementing some important and timely initiatives such as an EDI Framework, and an Emerging Innovation Leaders program.  She is driven to make a difference for the people she supports, every day.

In this episode of Talent Management Truths, you’ll discover:

🍏  Advice for building strategic partnerships as an HR professional

🍏  The importance of creating space as a leader

🍏  The benefits of assuming positive intent

About Plezzie Ramirez:  Plezzie Ramirez is a balanced, influential and driven HR Leader with diverse global experience and is a proven developer of high performing teams. She is passionate about Talent management and has deep experience spanning all facets of Human Resource Management and strategic HR Leadership.  She is currently the Director, HR at Conservation Halton.  Prior to CH, she held leadership roles at Chartwell Retirement Residences, Walmart Canada and The Hospital for Sick Children.

Plezzie grew up in Toronto and is bilingual in Spanish/English; she brings an EDI lens to her leadership and strategic HR Partnerships.   She is passionate about mentoring and coaching others for success and is motivated when collaborating with others.  What does Plezzie love about her job?  Making a difference, daily.

Links

• Plezzie Ramirez on Linkedin: https://www.linkedin.com/in/plezzie-ramirez-4704b813/

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Transcript

LM Ep 12
===

[00:00:00] Strategic partnerships are an essential building block when it comes to making a positive impact and implementing important talent in HR programs, they are also tricky to establish sometimes because of the sheer range of people and opinions and perspectives that a talent leader might encounter for a single initiative.

[00:02:06] So what's an approach that can work across personalities and indeed. Listen to this episode for some inspiration and ideas from a talent leader who excels in the art of connection. My guest is Plessy Ramirez. She's the director of HR at conservation Haultain Plessy brings deep experience in HR and a passion for learning prior to conservation.

[00:02:26] And she held leadership roles at Chartwell retirement, Walmart, Canada, and the hospital for sick children in Toronto. Plus, he's the kind of person who you meet and you just know right away that you can trust her. She brings a calm, grounded and thoughtful perspective that I know you'll appreciate. I've had the pleasure of working with Plessy and a couple of different contexts.

[00:02:46] And I always come away from our interactions, grateful for our connection. Enjoy.

[00:02:50] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Hello, and welcome back to talent management truths. I'm your host, Lisa Mitchell. And today I'm delighted to be joined by our guest pleasant, Ramirez Plessy, and I have a bit of a history having worked together briefly a few years back. She is currently the director of human resources for conservation Holton.

[00:03:14] Previous to that. She spent time in leadership roles at Walmart and at hospital for sick kids. Plessy is one of them. Kind compassionate and smart people. I know. And I am sure you're going to get a lot out of this episode. So with that, I'd like to welcome you Plessy. Thanks for coming on today. 

[00:03:31] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: thank you, Lisa. It's an honor to be here. 

[00:03:33] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: maybe we could start off with, with you telling us a little bit about how you fell into human resources and talent.

[00:03:40] What, what, what brought you to this.

[00:03:43] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Sure. I actually, you know, think back the match and finding my way in HR and actually have to go back to my first co-op. I was placed in a HR. Not quite exactly knowing what I wanted to do with my career. And while I was there, I was focused on, you know, typical co-op student work have filing and other admin duties, but I was just really a sponge and I was around some brilliant talented women.

[00:04:10] In that department, I really admired the people I was working with. And I, one of the things I admired was their ability to work at a very fast pace and some very sort of high, intense situations, but then quickly shift to an empathetic. Approach and shift to helping an employee with a question or a sensitive issue.

[00:04:30] And so really piqued my interest in, and I found that a lot of what I was observing and learning at the time was aligned with my own personality. And, and so, that need for social interaction, helping others. And so I decided to pursue it further in school and, and that's really how I, how I started in HR. 

[00:04:50] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: wonderful. Thank you for giving us a little bit of that backdrop. You know, it's, it's been a challenging time in history, certainly the last 18 months or so with the pandemic and all that it's brought, how would you say that your, your varied career has prepared you for today's challenges?

[00:05:07] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I think some of the, the roles that I've held, but in particular, some of the organizations that I, that I worked with, so I would say my first full-time job was with organization that that's the Easterseals society of Ontario. So at Easter seals for those. I don't know the work that they do. They support children and young adults with physical disabilities and they support through respite programs and camps.

[00:05:32] So I had an opportunity to start my career in HR, but started an organization. It was really making a difference and was really supporting something that, that my own personal values could align it. And so that, that has helped me as I think back on that first role that I had in HR being around others that were possibly going through difficult times, but still staying resilient.

[00:05:53] So as I say, I think back on those early years in my career and, and having that, that really, I call it a blessing to be able to combine both starting my career in that type of an organization. 

[00:06:05] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Very purpose led. It sounds 

[00:06:06] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Absolutely. Yeah.

[00:06:07] And I, I followed that. And my career after Easterseals, I went to the Canadian diabetes association.

[00:06:13] And from there, the, as you mentioned earlier, the hospital, sick children and truly places were purpose led with a very, very specific vision and focus. I mean, a Canadian diabetes association, the focus was finding a cure. Prediabetes and at sick kids, it was, you know, healthy children, a better world. I can't really get behind anything much, broader and purposeful than that really.

[00:06:36] And so, so those, those experiences really helped guide. And, and also I think developed some of my own resiliency on a personal level, which as I say this past couple of years have definitely drawn on as we've all been going through some difficult times. 

[00:06:54] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Would you say a little more about what it was about those purpose driven environments that helped you develop resiliency and fascinated by this concept of resilience? So anything you can share, it'd be interesting for 

[00:07:05] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yeah. So, in particular sick kids, working with the fabulous people that I had the chance to work with, I was in a HR partner role. And some of the departments that I worked with included the cardiac critical care unit, the neonatal intensive care unit, the emergency room. I was also supporting as an HR partner professional services, which would have included social services, dieticians.

[00:07:28] I had the chance to even support a very important profession at sick kids, which were our therapeutic clowns, which was a great experience to be exposed to that yet. And so what I learned about resiliency was not only resiliency for those that were having to visit sick kids. It's not a list I'm sure on, on parents go to you probably don't want to have to visit sick kids, but if you did visit sick kids, for whatever reason it was, you knew you were in the right place and observing that resiliency through working there.

[00:07:58] I also had the chance to volunteer while I worked there. So I was exposed to that from a patient and family centered care perspective. But also from the people that I worked with and some of those, those professions, the nurses, dieticians, as I said, those individuals that we're dealing with with supporting children and their families on a daily basis through difficult times that, that resiliency almost just again, through a soaking it in and, and letting that guide me in some of my decisions and how I treat situations as well. 

[00:08:27] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Well, and it's interesting, you know, the, the parallel here, you know, you're, you're talking about the frontline healthcare workers, right? Who, who are, confronting life and death situations and real. You know, real difficulty with their patients that they, that they support and care for. And then you flash forward to, you know, the past, whatever we're going on two years, you know, of the pandemic and they've been at the forefront again.

[00:08:51] And it's interesting that, that, that admiration you have, I'm sure that carried forward here. 

[00:08:56] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: absolutely. Yeah. 

[00:08:57] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: how do you feel that your, your, this resilience, this compassion, that you've been able to cultivate through that exposure to, to these different purpose driven organizations and, and, you know, incredible professionals like that, how do you feel that kinda came through for you as a, as a tool in your toolbox this past year?

[00:09:16] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I think this past year?

[00:09:18] In particular there's been situations where both my college. At the leadership table, but also employees were reaching out to me as an individual and members of my team for support related to the pandemic, whether it be navigating a completely new process or protocol whilst balancing their own personal anxiety.

[00:09:38] So being able to stay resilient through, through those times and also show empathy. So also say saying, and making it clear that whatever the person I'm interacting with, they're trying to support that they're not alone in how they're feeling. So I tried to very often share a personal experience or a personal feeling I might be having as I walked through supporting or they said other, a fellow colleague or an employee that was reaching. 

[00:10:01] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah, sharing the personal story or, you know, it, that's such a key part of empathy. Right. And I think sometimes that's, that's forgotten, you know, you want to say it's oh, it's okay. It's all right. You know, and try to comfort somebody, but really being in it with them and acknowledging what they're feeling and sharing a little bit about yourself being vulnerable.

[00:10:19] I think that's really something that's that's that helps people move forward. the other thing that's coming up for me is I, as I listened to you speak and knowing you is you've got quite broad experience, really with, you know, you've got health care in there and charities, and you've got seniors living that we share.

[00:10:35] And then you've got Walmart, you've got a big retailer in there as well, so it's quite diverse. So when you think about, you know, those different industries, what do you notice when comparing them when it comes to. How H their approach to HR and talent management.

[00:10:50] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: It's a great question, because it really has guided my approach to HR and having that exposure, as you say, from different, different worlds or different interests, these, and in particular, Walmart, as you mentioned, retailer, fast paced, great learning. by having the opportunity to work at Walmart, some international exposure as well, which is significant one thread that I'd say throughout those organizations is building a strategic part.

[00:11:15] Through HR. So really moving to being at the table with whether it's a client group or where that seeks active table and learning how, although at sick kids and at Walmart, I might at sick kids. I maybe I wasn't a clinician. I wasn't a nurse. I wasn't. Dietician, but I tried to do my best to partner with those professionals to be able to offer the best HR support and advice and partnership possible.

[00:11:39] Same at, at Walmart, you know, I supported the merchandising group and although I wasn't a merchant, I was able to spend some time with the individuals that I was working with to learn about. To learn about the areas, maybe that that, that was maybe keeping them up at night so that I could focus from an HR perspective accordingly and support accordingly.

[00:11:58] So it was really not necessarily being a subject matter expert, but being as close to that partnership to offer some strategic HR advice and support. So that's definitely one thread that I've, that I've picked up throughout the roles that I've helped. 

[00:12:11] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Any, any key differences? Beyond that, I guess that building a strategic partnership, it sounds like it was well accepted and, and needed in each organization. What about any, were there any key differences?

[00:12:21] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I'd say definitely on how to achieve that level. So in some instances, some organizations had a different view of perhaps that HR and had more of that transactional view of HR. So the process to build that rapport and build that level of, of respect, and also to add that value has been different along the way.

[00:12:45] And that's the approach I've tried to show. Is to show my strategic partners. There is value with aligning with HR, there's value with making decisions with HR at the table. And I've tried to do that repeatedly, and it definitely differences with how it's accepted and how to build that rapport. But something that has helped me and, and the teams that I've had the privilege to work with and lead as well to make that shift from transactional reactive to more of a proactive partner. 

[00:13:10] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: I think we can't underestimate the power of the word. Right. Because for me it evokes this image of working elbow to elbow with somebody it's not, you know, you know, particularly for HR, right. Often you're sort of branded as the HR police or the party planners or this kind of thing. And, and, and it's so much more.

[00:13:31] Than that. And yet there is that potential, you know, distrust, right? Cause there, cause the HR is in the middle when there's difficulty, right. When, when you have to confront issues and employee level or organizationally and it's people, don't always like that. They're the, the ones carrying out certain decisions that have to be made in organizational life.

[00:13:50] So it is tricky. So that, that partner. I think it evokes that elbow to elbow, but also there's a degree of trust and a, an acknowledgement that partners don't always agree on everything. Right. If you think about a marriage or a relationship like that, it's, it's, it's kind of interesting. So one of the things you said there, so it's this building a strategic partnership through HR.

[00:14:11] One of the things you do is you get to know enough about. What the division or the business is all about so that you can speak credibly and earn their trust. What else would you tell our listeners is important when it comes to building a strategic partnership?

[00:14:27] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I think you mentioned trust as well. So building that trust. So building a rapport and, and showing that trust to the individuals that you're working with, both employees, colleagues, and your leaders, and being consistent with that. But I also think critical to that is communication. You know, as I often say to the individuals I work with.

[00:14:48] And even as you mentioned in the marriage, I often say to my husband, I can't read your mind. You can't read my mind, which means we have to communicate. So if we're communicating, a result of that communication, that open communication is trust. That's, that's the connection that I see. And the other thing that I learned early in my career, which has helped me throughout is assuming positive and. So if I'm trying to build that rapport, trying to build that partnership?

[00:15:12] trying to build that trust, there might be a situation that maybe something comes up and not quite sure, but rather than go to the, what did the person mean? Is there a second, meaning, is there something to read between the lines, if you have that culture of assuming positive intent, that's another, I'd say approach that I've tried to keep consistent. 

[00:15:31] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah, it's so funny. that is such a fundamental guideline and in, in managing any kind of communication, right. Assuming best intent, because it automatically changes our own approach and therefore the impact and the response that will get in turn. I think it also allows you to go a bit deeper, right.

[00:15:48] To, to kind of pull the layers off the onion. Right. So if you're sort of, if you do notice that thought going through your brain, like, Hmm, what are they really getting at? Right. Is there something else going on it's to say, you know, I'm not sure maybe. Crazy here, but I I'm getting the sense. There might be something else that's important to you here and then just zip it and be quiet, but it allows you to go there as like, take the thought out of your brain and actually say it right in a, in a, in a, in a graceful way.

[00:16:16] I would 

[00:16:16] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: And in the world of work, it's also ensuring that there no meeting after the. And that's something else that I try and, and encourages. If, if there's a need to communicate, let's do it together now rather than have pockets of meetings after meetings, this is the space we're going to talk about, or we find another space to do it in, but as long as we're doing it openly, 

[00:16:36] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah. It's that, idea of transparency. Yeah. It's so key. So w when you think about your work at, at halt, and you're leading HR for an organization, that's very progressive and doing some really incredible work. How have you been building that strategic partnership with the different areas of the business?

[00:16:56] What are some things that are happening for you right now?

[00:16:58] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: So conservation Halton is a wonderful organization. We're a conservation authority supporting parts of the Halton region. We have a watershed that spends a few minutes of palliative, including peel post-lunch Hamilton, as well as halting region and Milton Oakville. And so it is so diverse as I often will share.

[00:17:17] I could be speaking to a water resource engineer in the morning to an ecologist. At lunch and then someone that's come off the ski hill from teaching a toddler, how to ski or put skis on for the first time. So.

[00:17:30] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah. 

[00:17:30] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yeah.

[00:17:30] Glen need. Exactly. And so it's, it's a wonderful organization and what really drives.

[00:17:36] And some of the things that I'm excited about is the ability to partner with those that I work with and those members of the leadership team. But also, as I said, those individuals that are driving some of the programs, our educational programs, our partnerships with the community, our partnerships with our, our local indigenous groups as well.

[00:17:54] I mean, all really important work. One of the things that we are in for focusing on recently is our work in the equity diversity inclusion space. And we just recently went through the first step towards building out a framework. And we did a really. Really sort of almost self-assessment true, true vulnerable, almost self-assessment of where conservation Helton is at when it comes to EDI initiatives and programming.

[00:18:21] And so the next step is to continue that work. It's very important work on a personal level. It's a very important work to conservation Haultain as well to ensure that we are reflective and supporting the communities in, in our. So that's, that's definitely sort of top of mind when it comes to building that strategic partnership and offering offering something that, that is very meaningful. 

[00:18:41] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Absolutely. And it's interesting because in. Equity diversity, a diversity and inclusion is really a huge theme right now, right. Organizations are really waking up to the importance and really starting to put more, more effort, more thinking where resources against it and conservation home. You know, you mentioned like you and the partnership with indigenous communities, that's something you take very seriously.

[00:19:03] I know there's been some joint ventures and pop-ups like niche, dish, and so on. Really, really interesting. But you're stewards of that land. In many ways. So it's, it's wonderful to hear that. So beyond this, self-assessment in the framework, what, what do you think it, you know, just high level, what might it look like as you move forward in this journey and how might it impact the employees and their experience?

[00:19:24] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yeah, so that, as I mentioned, that's the first step we want to use that assessment to inform some, more actionable items. So as I said, building that framework, building that strategy and ensuring that we are investing in our current talent. As it relates to EDI and learning opportunities, but also that we're attracting talent that is going to align with some of the work that we're doing related to EDI.

[00:19:50] And then some more specific actions in programs. So, perhaps more broader partnerships, deeper, deeper relationships with some of the partnerships that we currently have on are so proud of. And so those are a few, few things that we hope to, to come to fruition. 

[00:20:04] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Wonderful. Thank you for sharing that. Well, let's, let's shift gears a little bit because I know that another really essential project for you in, in more of the talent side versus the HR side aside is around your emerging leaders program. Could you tell us a little bit about the impetus for that and what, what w you know, what were your objectives.

[00:20:22] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Sure.

[00:20:23] So thanks for mentioning it. Yeah. We're, we're proud to have our first cohort of our emerging innovation leaders program. We were able to offer them. To some high potential talent within conservation halting and in partnership with the DeGroot school of business, which we're very thankful for.

[00:20:40] We were able to sponsor a group of conservation Halton employees to embark on a learning journey with DeGroote, which included some IQ, some leadership, some business fundamentals. They went through a journey that included the customer centric, design and digital transformation. So an equity and diversity as well.

[00:21:00] So some really great programs that that we, we wanted to make sure that the, this group of individuals that were invested in and then they, they in turn presented some fabulous capstone projects to us. And so we're excited about our first cohort. I'm excited about the. That we have established with DeGroote and we're embarking on, on building out our next learning journey for our next cohort.

[00:21:22] So definitely something that, that I'm proud to be a part of. It was definitely One of the things that I have to say under the leadership of, of the CEO Hassan, Bassett, who also supported and helped make an, identified this as a priority and identify that we wanted to invest in this for our staff.

[00:21:41] So yeah, it's a, it's an, it's a fabulous opportunity to be a part of building this out. 

[00:21:45] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: So how long is the program? It's it's it's, what's the sort of elapsed timeframe for it.

[00:21:49] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: The first cohort was privileged to do it through COVID. So it was a little bit different. we started at sort of tail end of 2020 and finished earlier this year. It was a approximately six months program. And so this next cohort, we're hoping to be able to blend virtual and in-person so, still more to come on that, but It was, I have to say that not only did that group Excel, when it came to their capstones and all the work that they produce, they also did it within the virtual world, which was very new and, and managed through the pandemic to still really have a successful sexual expanse.

[00:22:28] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: So how, so, how is that learning going to be sustained? Like what will happen with the capstone projects?

[00:22:34] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yeah, so we reviewed all the capstones. One of them we actually embarked on to put into practice. This year and we have two other projects?

[00:22:44] that we will be moving forward as well. So really just applying the learning and applying those, the, the capstones as best as possible as we continue throughout the work that we do here at conservation Holton. 

[00:22:56] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Hmm, really interesting. I, I, it sounds like a wonderful, wonderfully designed and implemented program. So congratulations on that. So, so that's kind of a nice feather in your cap, right? To be able to say you've made a real difference in this organization, what would you say over your career has had the biggest impact on your confidence as a talent?

[00:23:14] NHR.

[00:23:16] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I think throughout the career, my career, I'd say moments where I felt my confidence has been impacted on a has been through. The leaders that I've had, and those that have invested in me or have identified my talents and those who have also identified areas that maybe I can develop in and maybe areas that I was a bit too.

[00:23:38] Shy or cautious or lacked confidence in or was resistant to put myself in a vulnerable situation, for example. But those leaders really showed that confidence in me to give me those opportunities. So I'd say definitely that's something that, that when reflecting back in my career so far, when hearing from a leader to say, you can absolutely lead this team, or you can absolutely take on this project or lead this project or this initiative, just having that confidence and trust.

[00:24:05] From my leader has, has really supported that 

[00:24:08] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: It's so important, right? The impact leaders can have in terms of lifting us up and seeing us in a way we don't see ourselves. And you know, something else that you shared with me personally, previously is. You know, this, this idea that it's also, when leaders walk the talk, when you see them modeling behaviors that you aspire to.

[00:24:25] And you've talked about that with Hassan previously.

[00:24:28] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yes, absolutely. So Hassan's leadership. And having that empathy from my own leader on a number of levels has also influenced my way of leading and also Hassan's ability to create space. So creating space for those that are on his team for groups of people to, to really Excel at and strive for excellence within that space that, that has strategically been created through that type of leadership.

[00:24:54] So definitely thanks for mentioning that. And I know, you know, Hassan, so, it's a great opportunity to share that as well. 

[00:25:00] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah. Yeah. Thank you for that. So when you think about, The work you're doing around emerging leaders. There's the EDI perspective. So many different things that you manage on a day-to-day. I mean, there's just the, the talent attraction and, and, you know, you're, you're, you're juggling it all.

[00:25:15] do you get buy-in would you say for the initiatives that you feel are really important? What are the strategies you use for them?

[00:25:24] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: A few things that I've, that I've tried to do throughout my career is when trying to bring a team along or trying to share value with the leadership team to sponsor an initiative or sponsor project, it would be showing the value of whatever initiative is so trying to. Articulate best as possible.

[00:25:43] What that desired outcome would be once a project or initiative was implemented. The other thing that I learned in a role that I held at at Walmart was the ADKAR model. So change management methodology and the importance of when embarking on change or a project or initiative sharing that awareness and, and help.

[00:26:01] Bring the team along, not only to be aware of, of the need or where of the project initiative, but building that desire. So making sure that, that there's that, that awareness, desire, knowledge around the importance of that project initiative or change, 

[00:26:16] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah. You you've been through pro PSI at car training then, right? Yeah.

[00:26:20] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: I've had some exposure. I'm not, I'm not, ProSight not cross-eyed designated 

[00:26:24] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Okay. Okay. I did go through it and it is fascinating. Cause one thing, one of the things I remember in my certification was around the fact that you can you know, people can be aware of. Of the need for change. That's kind of the first step and they can have the knowledge in the current model. If the desire is not there, the change will not forward, right.

[00:26:43] Or you'll, you may have issues getting to sort of that tipping point where you have enough people to make the change happen. And they gave the example of, of smoking cessation, right. And how over decades, it's taken decades to get to the point where you've most people that don't smoke, but there still are some people they just have no desire to stop.

[00:27:01] But you know, they, they had to come at it from so many different angles, right. From helping people understand the health impacts. And it was the same thing with seatbelts. They use that example over time, how they had to kind of help paint the picture of why you should desire a safer, healthier future for yourself.

[00:27:20] It's interesting, right. How is maybe change management coming into play for you as you look at, you know, the next year or so coming up for you? I mean, you know, a lot of organizations I work with, certainly they're grappling with the return to office. We're calling it not return to work because people have been working all along but returned to.

[00:27:39] Do we don't we use it part-time, you know, so many companies have put a line in the sand and then changed it multiple times. Pushed it out. Where are you? Where are you at with that?

[00:27:47] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: similar to others. We, we have embarked on what we're calling office of the future. So when we envision our office of the future the approach that we've taken and again, through it's an initiative that is through HR that we've been leading have taken that change management approach.

[00:28:03] So we built that awareness. We did an all staff survey. Just to ask individuals where they are at and what they, that, what, what, what they saw, what they envisioned about coming back to work. And we did this actually quite a few months ago when we made a conscious decision to delay any opening till January, because we wanted to make sure that we had the right pace and that we were, of course, following public guidelines, et cetera, but also taking the time to, to communicate so that people can.

[00:28:29] Have the right amount of time as they focused on that change in that difference. So, so we Def that would be one example where we applied a change management methodology in terms of, of how we communicated when we communicated and making sure that the right detail was included so, and support and adjustment along the ways.

[00:28:48] As we approach January and something might come up and we'll have to do the famous pivot, which we've all developed while I'm sure. So we might have to pivot again, but we are we're, we're definitely building that agility when it comes to the COVID pivot. 

[00:29:03] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Well, I mean, you just made a direct connection to the ADKAR model to that desire piece, the da, right. You know, by checking in with people, what do you want, what would be comfortable for you? Like trying to understand we can't please everybody all the time yet we can acknowledge where they're at. We can take.

[00:29:17] The time, create the pace, the safety, where they're able to speak up for what they need and then try to meet them halfway. So it really sounds like you've got a solid grace gracious kind of approach is the word that comes to mind on this.

[00:29:30] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: And as I said, willingness to adjust along the way when needed. So. 

[00:29:34] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: I think we often believe we have to be married to our decisions and you know, if COVID has taught us anything, certainly it's the need for agility and not to be as afraid of it. Right. You just kinda got to roll with. She don't always have all of the information. So how are we acting on the best with the, how are we, how are we making the best decisions we can with the information we have in hand at this very much?

[00:29:55] Yeah. Yeah. I wanted to sort of move us to, you know, we're coming to, to an end here, when you think about your years in our field overall, right? You're a seasoned professional leader. What would you say is the biggest lesson that you've 

[00:30:13] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Hmm, that's a great question. And, and it probably would have changed 5, 10, 15 years ago. I'm aging myself, but I have been in HR for over 20 years now, but it does change depending on. What's happening and I've learned?

[00:30:28] a lot during these past two years. And a few things that I would say would be around building that empathy and resiliency as we kind of started off.

[00:30:36] It's, it helps on a professional level, on a personal level, and also helps the people around you. If you're staying resilient and empathetic, if someone's not feeling so great or stressed, or is feeling pressure. Navigating through life, having that empathy and that resiliency could then help them.

[00:30:53] So I definitely say that's a lesson that I've learned to try and find that space. And if I'm not in the right head space to create that space for myself. So taking a moment reflecting on the day something. That I've learned through our interaction is, is journaling. So to jotting some, some thoughts and feelings down to help make sure that you are creating that space and identifying when, when that resiliency and empathy can, can be used to its best ability.

[00:31:19] So I'd say that's definitely one lesson and the other. To find the balance. So though, oftentimes I'll be asked for advice or some leadership tips or insights, but balancing that with also creating space for others around me to share insights and share learnings and share their own leadership so that everyone has one.

[00:31:43] And that spaces is created in a safe place for those that are around me to also offer

[00:31:49] their thoughts and feelings and not feel that that being vulnerable is, is being weak. It's just being, having that voice. And sometimes it does make you feel vulnerable perhaps, but it's really to, to, to find the, the, the value in expressing each other's insights and. 

[00:32:07] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah, I found, you know, whenever I, we, we all fear a member certainly early in my career, you fear being vulnerable in front of people. And then those moments where you are. It brings people closer. Right. They connect to you. Cause that's, that's, that's fundamentally, you know what we have in common as you know, as humans 

[00:32:26] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: Yeah, that connection is.

[00:32:28] key. And then the other thing that I try and do with my team now is making sure that there's also space to be a little bit playful and not take ourselves so seriously and have a moment to, to laugh or share a funny GIF with each other or funny YouTube video or, the team that I work with now, they have.

[00:32:48] Kids and pets. And so we're sharing photos of each other's cute pets and kids. And, and so that's also important something that I've learned to keep the balance, especially if you're working at a fast pace, we're working on sensitive issues that might be draining your energy is making sure that you're finding space to be playful and find the positive and the, and the funny, the funny and the humor in life. 

[00:33:09] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Yeah, I think it, it does so much, you know, energetically for us. And, and I appreciate, you know, you pointing out that when we kind of take care of ourselves, right? Give ourselves that space and give it to others. There's a multiplier effect, right. It allows them, it helps others around you. So I think that's such an important reminder.

[00:33:28] Thank you. Well, it's been such a pleasure having you here today. Thank you for taking the time out of your really busy schedule. It's it's been a delight.

[00:33:37] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--guest516168--plezzie-ramirez-: thank you, Lisa. It's really an honor to participate in and always a great time spending any time with you. 

[00:33:44] plezzie-ramirez_recording-1_2021-11-12--t04-13-10pm--61157a395affa4006d0cfc64--lollyg: Ah, thank you. Thank you so much.