Building Trust with Julie Farnsworth

“The trust piece comes when you’re able to say and say it comfortably, I don’t know the answer but I will find it out for you.”   - Julie Farnsworth

Ever feel like you simply don’t have time to dream up and implement a fully-realized program to support your employees?  Maybe the solution is actually much simpler.  Listen to this episode to explore how keeping it simple and informal can sometimes be the better approach.

My guest is Julie Farnsworth, who is Vice President of Human Resources in a hospitality management company. Julie was key in helping her team and colleagues navigate the emotions of the pandemic in the hotel industry that was particularly hard hit.  She approaches her work with great energy and dedication, and shares some helpful food for thought around how to build trust as an HR professional.

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

• A powerful example of persistence in going after the career you want
• The importance of candid, informal conversations in building trust
• How 5 minutes of your time can be the greatest gift of all

About Julie Farnsworth:  Julie is a  passionate human resources professional with over 25 years of leadership experience in both the private and public sector. Her leadership style is collaborative, approachable & has often been described as both strategic and tactical. She prides herself on authenticity & agility, and is seen to be down to earth and “real”; someone who really can tap into the needs of the people side of the business while still demonstrating solid business acumen.  She is currently the VP, Human Resources for a hospitality management company and holds a Master’s degree in Human Resources.  

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Transcript

LM Ep 6
===

Welcome back to talent management truths. I'm your host, Lisa
Mitchell. And today my guest is Julie Farnsworth. Julie has worked in
both the private and public sector and is currently the VP of human
resources for hospitals, hospitality management. Julie is passionate
about grassroots support in the form of listening well, formal
programs have a place.
They don't replace the basic skill of caring for others and being a
great listener. I hope you enjoy the episode.
[00:01:39] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Hello, and welcome
to talent management. Truce. I'm your host, Lisa Mitchell. And today
I'm joined by Julie Farnsworth. Julie is vice-president of human
resources for a hospitality management company. She brings a really
fascinating and varied background over 20 years in HR and talent
management.
She's dabbled in sales. She's dabbled in. Senior living industry,
where I first met her. And she's currently leading a team her style is
very collaborative and approachable. She's really real deal. Very
genuine. And know this is going to be a great conversation. So with
that welcome, Julie, thank you so much for coming on the show.
[00:03:10] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Thank you. I'm really excited to chat
with you too.
[00:03:13] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Awesome. Well,
perhaps you could begin and just tell us a little bit about your
journey to your current role as VP of HR.
[00:03:21] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Sure. Well, without dating myself like
to say that I started at a, at a young age with a love for hospitality
and took a hospitality. Program in university and started in
operations in the hotel side of things, in the food and beverage side
of things, but always had this sort of deep rooted passion for human
resources, always enjoyed the people side of things the best.
so, you know, pursued an education. And human resources out in British
Columbia when I was there and found an opportunity within the Canadian
brand of Delta hotels, which is now owned by Marriott, but within
Delta hotels and I moved across the. From Vancouver to new Brunswick

and launched my HR career then from there just, you know, always was
looking for roles that where I could learn and I can grow and I could
develop moved back to Vancouver opened a
[00:04:16] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Oh, wow.
Chris
[00:04:18] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Kris Kross. Yeah.
Moved to St. John new Brunswick with two suitcases. And that was it.
And didn't know what. But I will tell you that that's where I met my
mentor. And human resources who is a dear person to me still to this
day. And and when I moved back to Vancouver, I, I worked in a
management role in human resources and it just sort of took off from
there.
And you know, I always was, was looking for an opportunity, as I
mentioned, where I. Grow and continue to expand my HR knowledge and
really give back to the industry that I loved so much. worked in the
operational side of things, as you mentioned, I dabbled a bit in
seniors, living which really pulled on my HR strings a lot.
Obviously because you're still managing people And then, you know,
went back into the hotel side of things in an operational role within
some hotels. And realize that I've wanted to take an above property
role as we call them or a corporate role. So, went into a corporate
role where I was supporting HR directors and operational leaders in
the field.
And my most current role as VP of human resources. I have HR oversight
for all of Canada, with a portfolio of hotels, for a hospitality
management company. Sometimes I've pinched myself. That I'm actually
here. You know, because you look back on your career and you think,
are you, are you ever going to get to where you feel you want to be
your need to be?
And some people chase titles. And for me, it was more so about chasing
culture and chasing what was important to me in a career and chasing
value.
[00:06:03] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Well, you even said
when we were talking in the green room, just before we hit record
that, sounds like you were very, very committed and persistent around
getting into HR because you started in operations, food, and beverage,
and did a little bit of the sales coordination and, you know, really
made it clear.

I need to get into HR. How do I do that?
[00:06:23] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Oh, I mean, I look, I set up meetings
with the VP of HR, for Delta hotels at the time. and I said to him,
tell me what I have. In order to get into human resources. And he
said, well, you need to get office experience. So back in the
nineties, that's what it was called, office experience. And I said,
okay.
So I picked up the phone and I called the HR director at our sister
property. I was managing a restaurant for Delta hotels at the time.
And I said, on my days off, could I please come and work in your HR
office? I don't need to see confidential information. I will make
posters. I will do filing. I will do whatever you need me.
And so I did that?
And then I was going to school part-time for my HR education at the
same time, I was exhausted, but I didn't care because I had a goal.
So. That removed a barrier. And then he said, well, you know, you need
to get the office experience. So there was a sales coordinator
opportunity available, and I thought, okay, great.
This is going to give me that administrative stuff that I'm looking
for. And then when the opportunity presented itself and it was in a
province I never visited before and I'd never been to before I
thought, well, this is my chance. I'm young. I need to take a risk. I
joined this industry for adventure and adventure is what is here.
So I took it and I packed two suitcases and sold my car because.
Couldn't afford to drive across the country with it. and I took this
opportunity in new Brunswick to work with one of the what I consider
to be the best hospitality HR leaders in her time. and she was also
the corporate director of training and development for the company at
the time.
And I thought this is a golden opportunity.
[00:08:10] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Yes. Can you talk
about her? Like she's the mentor you, you referred to earlier? What,
so what did she do? How, who, who was this person? What made her, you
don't have to say her name. I don't mean it that way, but how was she
with you and with others that made her such a gem.
[00:08:27] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: yeah. Oh gosh. I could probably go on
and on for the full hour about her, but She, she was real you know,

she got into the hearts and the minds of the associates. She, she
cared deeply, but she also didn't take any flack from people. So, you
know, I would often say about her that she had the knack of calling
you into her office, delivering a really. Strong message of maybe how
you needed to improve, but the person left the office feeling like a
million bucks and they work. They never wanted to let her down. With
me, she gave me a tummy. She empowered me. she trusted me and that to
me is, if you don't have trust. With your leader, where your leader
trusts you and you don't trust your leader, you have nothing.
And Sharon trusted me. She also relied on me pretty heavily too, you
know, and I had the opportunity to sit down with a former colleague.
I, I got to travel back to my grassroots. One of the hotels in our
portfolio is the hotel out in St. John. And it was like old home week.
I was so excited to go back and I, I was able to meet with
a former colleague and, and reconnect with her.
And we were chuckling about how, you know, Sharon used to say to me,
I'll give you an extra day off. If you just, type up this document for
me, I'm like, okay, so I would do it. But at the same time, I was
learning from her because I was. I was working on her larger work for
the entire company. she allowed me to, to stretch my leadership skills
and flex those muscles where I was kind of uncomfortable in my
first HR
[00:10:14] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): It sounds like she
saw something in you. Right. And, and made it kind of part of what she
wanted to do was
to, to support you in, bringing that
potential
out.
[00:10:22] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: She did. And honestly, she made me part
of who I am today,
professionally. And there were moments where, I mean, she's retired
now, I know she would obviously answer the phone, but know, she just,
it was, it was the trust and she allowed me to make mistakes and learn
from those.
And I think far too often, people in human resources are afraid to
make mistakes. W we're expected to know everything and have all the
answers. and we have to be okay with making mistakes and learning from

those mistakes, but, you know, she just, she was, she was a force to
be reckoned with in the HR world.
And you know, I think a lot of people really valued
[00:11:04] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Yeah, she sounds,
she sounds really incredible. So you've brought up the, the term trust
a few times. So that's very important. Clearly in what you do and how
you think, how do you establish trust with your, your current team and
your colleagues?
[00:11:22] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: I guess I lead with the approach that I
trust everyone until you give me a reason why. To be honest. And some
people say trust is earned. And I see it in the opposite way. I like
to trust people Right. out of the gates. So, I think there's a couple
of things there. I think it is you need to establish credibility and
with credibility typically comes trust. and so, as an HR professional,
I'm, I'm looked to be a subject matter expert on HR. But the trust
piece comes when you're able to say and say it comfortably, I don't
know the answer, but I will find it out for you.
And then you leverage your resources. Oftentimes leaders will say
things that they have no clue about, and they, because they're afraid
that people are going to. Louis or, or they're going to lose their
street cred.
[00:12:17] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Right.
I have to know it all.
[00:12:19] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: I have to know it all. Oh my gosh. It
comes with my title. Well, I'm sorry. You know, I, I'm smart enough to
know that you hire people around you that are smarter than you on
things that you know nothing about.
And then you leverage that talent. And so if I don't know the answer.
I don't make something up because in the HR world, that can be super
detrimental to an operation, to an organization to reputation, you
know, all of that. And so I, that, that really helps me build that
trust. I also, I'm a firm believer that, you know, my moral compass
really guides me. I would not ask anybody to do something that I
wouldn't do myself.
[00:12:59] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Right.

[00:12:59] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: I think that helps build trust. I
think, more leaders need to take that approach. And I do what I say
I'm going to do, you know, if I tell
somebody that I'm going to do something, then I do it. And if I'm not
doing it on the timeline that I initially said, I would then I'm
following up with them and say, Okay.
I'm delayed. I'm not there yet. Whatever the.
case may be. I, you know, it's not rocket science Lisa with, with
building trust.
[00:13:27] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): no, indeed. I think
it's something people. Tend to take for granted though, especially for
various leaders, whether they're in talent in HR or operationally and
so on is because the world is so busy, corporate culture is, is
intense. I think that there's a lot of room to be intentional which it
sounds like you are intentional around how you choose to build trust.
Right? what's the experience you want the people around you to have
really, really key. When it comes to the learning and growth, the
potential of the people you serve in your organization. Tell me a
little bit about your approach. What are some of the types of programs
that you've put in place to support that, that potential of your most
valuable resource?
[00:14:13] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: I mean, there's, there's the standard
ones, as I would call them as you know, individuals or organizations
where you're, you want to leverage your talent and build, establish
those building blocks of, leadership skills. So those supervisory
skills, that sort of thing.
And you know, one, one program that I'm really proud of. It was a
bootcamp sort of a supervisory bootcamp that I had built because
nobody has a lot of time. And what are those foundational skills that
frontline employees is looking for in order to continue to grow in the
organization?
I think a mentorship program has, has always been really helpful
because, you know, there's textbook learning and then there's
learning. Life skills and leadership skills by watching great leaders
and also watching bad leaders. Right. We learn both. We learned from
both, you know, we've probably all had some really great leaders and
we've had some really crappy leaders.
And you learn from, from both ends of that spectrum. I've been

successful in, launching a mentorship program where you partner
individuals with like-minded folks or, or people who are, you know,
the polar opposite of them, where you might have an introvert and an
extrovert.
And the introvert needs to become more extroverted and vice versa. And
the, and the mentor learns from the mentors. and those have been
really successful in, in building up, bench strength and the talent
within an organization. I think people and organizations really don't
give enough credit to the fact that, Individuals really are like
sponges and they want to learn and they want to grow.
there are some leaders out there that, they fear losing, they're
losing their own jobs or, you
know, it becomes competitive and it shouldn't be about competition. It
should be about sharing knowledge and, and making people. Stronger in
what they do, and it might not present an opportunity that's available
to them today, but how awesome would it be to be able to say I had a
hand in their career growth and their career
development.
[00:16:19] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Yeah, it's very
rewarding for sure. what would you say as you look back over the last
18 months, you know, during this pandemic era, What's been the biggest
challenge for you in your current role for you and your team that
you've needed to navigate for the organization?
[00:16:35] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Yeah. Oh gosh. Just one
[00:16:38] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): You're only allowed
one, Julie.
[00:16:40] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: only allowed one, you know, I think
gosh, Lisa I think the mental health piece for the teams that I
supported has been the biggest challenge for me. I tried to be the
pillar of strength for them. And, and what, what did that look like?
So, being that pillar of strength as being a voice being someone who
can, who can, you know, they can come to if they're scared, because
there was a lot of fear out there.
Fear of having to let people go fear of losing their own job, fear of
the unknown what's going to happen to our industry. And I mean, it's,
as you know, and everybody in the world knows the hospitality and
tourism industry has been decimated by this pandemic. And being that

individual who was seen as. Not only just a subject matter expert, but
being someone that they could rely on and come to, even if they just
needed to vent or having an ear. and the hard part was, you know, I'm
a human being too. And I was taking on some of that and their burden
because I saw what they were going through.
And trying to, I think the biggest challenge for me is trying to make
them feel that everything was going to be okay. And we would get
through this, but I also. just had at the top, like, I like to keep it
real. And you know, oftentimes I had to have the conversation to say,
you know what, this stinks and you're going to have to let people go
because it just business dictates it and it's going to be awful.
And you're going to feel like the biggest schmuck ever to walk the
planet. I said, but you'll get through it and call me when you're done
and we'll talk it through. And if you just need to cry, it's okay.
[00:18:29] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): So really setting
them up to like, to be straight up because sometimes. know, all we can
do is acknowledge that something does really, really suck.
it's tough. And when we, when we try to skate over it and just, stay
businesslike, then we can get ourselves into trouble.
Right. It doesn't feel authentic. So it really sounds like you stepped
into this, Hey, let's acknowledge what's going on. It's not pretty and
you'll get through it.
[00:18:52] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: yeah, and, and I saw, and I saw some
leaders that were unemotional about the whole thing That was that it
made me angry because, and maybe that's how they dealt with it. so I
acknowledged that, but people's lives were impacted. and I, I actually
sat on a council. I sit on a council of general managers was some
feedback that. That they were struggling. And, and one thing that I
said to them, and I, and I say this to many is this was a grieving
process, going through a global pandemic has been a grieving process
for many. And, and they need to really acknowledge that
and worked through that
[00:19:31] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): It's the cycle
denial,
Et cetera, all the way through to acceptance. Now it's a bit of
fatigue coming on the heels of that. Yeah. Yeah. It's interesting. I
uh, a couple of people recently have, articulated. That process, that
we've all been through as, as grieving. It's fascinating.

What else did you, did you put in place? So it sounds like you were
very much central to being a support to folks in the field as they
work through the difficult, you know, termination work and so on,
which is never fun when you're in HR. what else did you or the company
put in place to help people with that?
Resilience.
[00:20:03] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: so things that were put in place where
not that people had a lot of time for webinars or, time to spend in
front of a computer, but, but really supporting their mental. And, and
allowing them to listen to perspective, maybe someone more objective
on how they could cope through that.
work balance. Yeah. Some speakers, we had some speakers, we had some
we would send out even just sort of some written documentation. There
was also, you know, recharge days. So, you know, giving people time
off to, to recharge their batteries and honestly take a mental health
day where, where they didn't necessarily have to, to think about what
was going on.
And can't stress enough that the most important thing and the most
impactful thing I think was allowing them to have a voice and just
being there to listen. because you can put all of the, most amazing
initiatives together. but if people don't have time to deal with.
listened to that because they're in their operation and they're also
trying to, you know, teach their kids trigonometry and calculus and
all of that, great
for long
division. yeah.
Yeah.
Right. Like, but being there to listen and giving them a platform to
listen it wasn't anything formal.
but that to me has, has been the most impactful. And that constant
reminder that we're here for you.
[00:21:28] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Yeah, I think it's
interesting because what I'm kind of taking away here is, you know, it
doesn't always have to be formal programs and formal supports. I think
those have a place, the webinars, the offering of, of, you know, EAP
counseling and so on. Online training, you know, bringing in
meditation apps, you know, some, some companies have sponsored a

Headspace for everybody that wants it, that kind of thing.
I think there's a place for those things and, important to strike a
balance with that more informal, genuine human connection. Right. Make
it like, so I think the takeaway for listeners may be, How can you
ensure that people have an outlet, like a, an a, you know, a neutral
ear that they can talk to that maybe within the company I'm not
talking about necessarily counselors and so on, but somebody inside
where they could sort of say, I'm tired and I'm a bit frustrated and
I'm a little bit stuck, you know?
So that mentorship program you talked about could be if that's already
in place, wow. What an advantage, right? When you hit a time, like
we've all just gone through to help carry people through. Interesting.
[00:22:28] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: th I think, I think there's not enough
credit given. I think, I think organizations are looking for formal
programs and, and to throw everything at it that they can, but I think
they're, they're missing the human connection and that human
connection with one another, we rely on our leaders. to give us
strength just as our leaders rely on us to, keep the operation afloat,
whatever business you're in.
And to me, that's good leadership is being able to listen and yeah,
there are times where people come into your office and they'll go,
Hey, if you got five minutes and you know, five minutes doesn't mean
five minutes and maybe, you know, the inner reel in your head going
through that is. I don't have five minutes.
Oh my gosh. This conversation needs to be over. I've got this, this,
this, and this to do, but I think what sometimes leaders fail to
recognize is that five minutes that you just gave to that direct
report meant more to them than the world because you were there for
them. And all they needed to do was maybe get something off their
chest.
And it might've been about. I have No.
idea how to do grade four math and.
[00:23:36] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Right. And I just,
I just need to say this is what's on my mind. Well, I, again, because
I see leaders both within our field, you know, the talent management,
HR, they're so busy. I mean, I remember myself five years ago being
triple booked for meetings sometimes and just feeling so frustrated,
How, how do you sort of make your day work? I have a friend who
recently told me she just left her organization. She said, you know, I
was getting really disillusioned because my leader would often, you

know, we had these one-on-one set up every two weeks. I wanted weekly,
but she said we could only do every two weeks and she rescheduled them
or canceled them last minute constantly.
And so it was a real challenge to even get a little bit of air time,
nevermind a sympathetic or empathetic. Right. It was always task
oriented. Now that particular leader, maybe in, burnout and stress
mode herself, and at the same time, it really underscored for me
again, this, this idea I'm very passionate about it.
That leaders need to preserve that time with their people. and ensure
that there is a balance of structure and just connecting, right? Like
really just having a conversation, being partners together, in the.
[00:24:47] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: The conversation can be very organic.
You might have structured that it's in your calendar every week or
every two weeks, but the conversation can be organic. You the person
that I report to now is incredible. And she said to me this week, she
said, now, When are you going to take a day or two off?
Because I think, you know, you just need to take some time for
yourself and you need to recharge. And I, I just kinda, I looked at
her and I said, really? And I said,
is there a
problem? And yeah, no. And, and I said uh,
is there a problem? And she goes, no, I just want to make sure that,
you?
know, you've got time to recharge.
And she said to her larger HR team this week, she said, I don't want
anybody losing sleep over this year. She said, you all need to take
care of you because I care about you. And I left that meeting with a
huge smile on my face because that's, that's true leadership,
[00:25:42] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): It is, well, you
know, it makes me think of too is earlier in our conversation, you
were referencing the whole idea of, taking on some of the burden when,
when supporting leaders who are going to have to have, you know, of
people go and have these difficult conversations in this position of
talent management, HR, You're in this squishy middle.
I often talk about it. Like you're sort of right. Cause you're trying,
you're trying to really support the key objectives of the
organization. And then you're also trying to support all of the

employees and the leaders and their needs and when it comes to growth
and just general support for getting their job done and it can feel
like you're out, you've got a post.
Extremes here. Right. And you're trying to mitigate in the middle. So
now you've got a boss, who's saying Julia, I think it's, you know,
take a bit of time. It's important to take care of you. How do you
manage that squishy metal? Right. You know, whether it's through self
care or self-talk tell me about your strategies.
[00:26:35] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: when you, you can't see it, but there's
a wall of shoes behind me. So I have a bit of a retail problem. So
that's sort of the it tongue in cheek, however
[00:26:45] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Well,
something, something though that that's like it's it's it sounds like
it's.
[00:26:49] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: it's. an outlet. It's an outlet for me?
[00:26:51] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Yeah.
[00:26:52] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Yeah.
But in all seriousness, you know, often people say, well, we don't
hear from you on the weekends and, and know, friends and family and,
and I'll say, well, you know, I talk all week long and you know,
sometimes I just need to decompress
and, it sounds ridiculous, but I actually just do nothing.
I do the things that I enjoy doing. I work very hard to disconnect.
Unfortunately, cell phones don't help with that, but I do what I enjoy
doing, which is spending time with girlfriends, spending time with my
family. I love to be. it's nothing earth shattering that I, that I do.
I don't read HR books or anything like that. I'm not a self-help book
kind of girl. I rather immerse myself in the food network or in a good
murder mystery book. this summer, I probably read more than I've ever
read. And I remember sitting down on a Saturday and I didn't put a
book down until I finished it
Sunday at noon. you know, like those are the sorts of things where I
can just sort of escape those thoughts in my head because I have

learned Lisa, and this is, this was a tough lesson that if a problem
comes up on a Saturday and less, Earth shattering. It's going to be
there on Monday as well. And I often tell our leaders and other HR
leaders, we're not saving lives here.
We are just running a hotel. And it puts it in perspective and I've
had some terrible things happen in my career to employees. That I've
had to deal with. And I had to take care of myself mentally and I do
that through just disconnection and, and exploring things that I like
to do,
[00:28:40] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Well, it's almost,
I don't know if it's even disconnection you're disconnecting. work
from that work theme, it sounds like it's connecting to your own
internal battery cause you use that to recharge the recharge days. And
I really like that term. I talk about refueling, right? Cause we
forget sometimes we can't, we can't just go, go, go without filling
ourselves up, filling our cup.
And so I'm hearing you kind of decide to, you know, being very
conscious about how do I, how do I make. Happened for myself. And it's
literally just a completely different pursuit, whether it's baking or
reading. I devoured novels this summer too. I don't know what it was
about the summer, they were like candy.
I
[00:29:17] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Yeah. And I kept asking my dad, my dad
is a voracious reader and during the pandemic and It's hard for, you
know, he would kill me if he heard me calling him elderly, but. sister
and I would send him books through indigo when we couldn't go and see
them. And so I, I would say to him, don't give those away because I
kind of pick them so that I'd like them to.
And, and he would just, you know, when we finally were able to
connect, he would say, okay, here's these books. I'm like, okay, which
one do I read first? And, you know, so we were recycling those and
Yeah.
it was just like one after the
other. It was so great to be able to just lose myself in a book.
[00:29:55] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Your real outlet.
Well, we're, we're coming to the end of our, of our time together. And
I'd like to offer you one last question, which is, if you were to
think about yourself back at the beginning of your career, knowing

what you know now what's one piece of advice you would give
[00:30:12] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Oh my gosh.
Hmm. That's a great question. Don't be afraid to take a chance. Don't
be afraid to take a risk. I think there were times where I was afraid
to fail and let people down. and that stopped me in my tracks
sometimes where I thought, Okay.
I'm doing things for other people. Not for me. In my career journey,
making my parents proud, doing what people, what I'm supposed to do.
And I wish I had been more of a risk taker. feel the fear, but do it
anyway, I think is, is sort of my, that mantra that I wish, you know,
when I was coming out of university, that I had done more of that Now,
throughout my time, I think I've taken some risks, some calculated
risks. But I wish I'd taken a few more uncalculated risks.
Don't get me wrong. I'm very proud of my accomplishments. I recently
got master's degree in human resources and never, never thought that I
could ever do that at this age. But but Yeah,
I would say that take a risk
taking.
[00:31:16] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): Feel the fear and
do it anyway. A beautiful note to end on. Well, thank you so much for,
for coming on and, and sharing with us a bit about your journey and,
how you see the world. It's, it's been a pleasure.
[00:31:29] julie-farnsworth_recording-1_2021-09-23--t01-14-37pm--
guest537896--julie-farnsworth: Oh, Lisa, likewise. Great to see you
again.
[00:31:31] julie-farnsworth_recording-1_2021-09-23--
t01-14-36pm--61157a395affa4006d0cfc64--lollyg (1): You too.