We are excited to welcome Matt Deptola to the team to help launch the firm’s Environmental, Social and Governance (ESG) service line offering. Matt will lead Brixey & Meyer’s ESG services effective June 13, 2022.
Compelling cultures have a common ingredient. Trust. It characterizes who they are and what they do. This single ingredient propels them to be bigger, better, faster, and stronger. They win more opportunities, deal with less distractions, and enjoy more of what Jim Collins calls “luck events.” Trust was once considered a “soft” part of business. Now, it is a necessary component of sustainable growth.
“Your morning routine generates a 10x return for good or for bad. Make it good.”
- Todd Stocker (Becoming the Fulfilled Leader)
We are excited to announce the expansion and relocation of our Columbus office space. We recently moved to 485 Metro Place South, Suite 400, Dublin, OH 43017.
We are pleased to announce that Jonathan Harrington has been promoted to the role of Columbus Office Leader, effective July 2021.
I stumbled into Human Resources. Prior to my Human Resources career, I had very little understanding of what “HR people” did. As the department of “NO,” I saw HR as a group of people isolated from core organizational goals. As a “siloed” department, I saw a group of people working hard to process paperwork, pacify disgruntled employees, and fix payroll and benefits mistakes. What a misunderstanding!
We are pleased to announce that we have formed a joint venture with RiskVersity effective April 2021.
I believe that…
· Employees are capable of excellence.
· Certain employee behaviors, which do not meet expectations can be improved upon by utilizing a SOLID corrective action process.
· Great leaders recognize individual genius in people, and they know how to ignite it!
· Great leaders must address poor behavior and performance at times to ignite this genius.
“Every coin has two sides.” Just like a coin, every adverse employee act has various corrective action options. Even though a set of black and white guidelines denoting specific actions for every situation would be nice, it is not that easy. Employee behaviors and performance are rarely identical, which requires managers to understand the broader reasons for corrective action. In the end, corrective action exists CORRECT behaviors and/or performance contrary to the organization’s purposes, plans, and outcomes. Managers must understand the context of a team-member’s situation to know how to best utilize corrective action.