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May 4, 2020 / Blog / Design Thinking / Creativity / Innovation / Mariposa Articles / Stress / Work-Life Integration

UPDATED: Creating and Sustaining Workplace Culture (for Now and the Next Normal)

by Sue Bethanis, CEO/Founder of Mariposa,

To download a PDF of this article, click here.

Culture is the cohesiveness that shapes a company. I like to describe culture as the “ways things are around here” and see it as imperative to your company’s success — just like strategy, structure, and operations.

Understandably, in the past month, conscious attention to culture might have fallen by the wayside as your company had to abruptly move from an office work environment to WFH (work from home). You’ve probably been mired in contingency plans and focused on getting situated. If you’re a parent, homeschooling has taken much of your time and energy, and you’re probably still overwhelmed by it (and it’s really okay). Many of you are mastering videoconferencing and finding your team’s productivity sweet spot. Some of you are relishing being at home because less distractions equates to higher quality output. And we have heard that for all of you, it’s been tough to create the “water cooler” on Zoom (or Teams or Slack or Hang-outs), and certainly the “way things are around here” is markedly different now. There is no “here” because there is no office; collaboration is more challenging, cultural artifacts (like snacks to share, those comfy chairs by the window, elevator signage, even the cool color schemes) have faded away; and heightened stress and anxiety from isolation, uncertainty, and/or fear has come into full view.

In this essay, I want to address how you can put more attention on culture now and for the future (the “next” normal); it’s a future that is going to look very different from before Covid-19. If you can put solid practices in place now, and at the same time, design for the future, your team/organization will be better set up for success; you will also be able to cope with stress better and create loyalty and inspiration that will have a lasting effect. Creating consistent cultural rituals, for example, will be the things that people will remember you for. They’ll remember that you checked in with them every week just to be sure they were doing okay. Or that you spent extra time to work out a problem with them regarding a customer. Or that you showed genuine sensitivity when a team member ’s loved one got sick.

Let’s look at three areas of culture: 1) consistent communication practices, 2) morale boosters, and 3) design. These practices are associated with three important and far-reaching cultural values: productivity, engagement, and innovation.

Consistent communication practices (to be productive)

Much of what I am going to suggest here are practices we are hearing from our clients. We have a nose-to-the-ground knowledge because Mariposa has 12 coaches who collectively work with approximately 110 leaders, and we have many HR partners. We have a pretty good handle on how tech leaders are coping with Covid-19, and I want to share what we consider the best practices.

Messaging: Clear constant messaging is vital from the top of your company. I can’t emphasize this enough. Make your messaging a newsletter or a personal email and make it weekly. Directs and employees want transparency, and they want to hear from you as often as possible. Further, if you’re not the head of your company, demonstrate clear leadership with your own team, and email/phone/Slack/Zoom to ask the CEO to be consistent and transparent.

Communication Channels/Tools: Review all the ways people can effectively communicate now and get clear about how and when teams will use each method. For example:

  • How will they communicate real time? Phone, vidcon, etc.
  • How will they communicate asynchronously? Email, chat, text, etc.
  • How will they think visually together?
  • How will they share content?
  • How will results, recognition, progress be posted/shared?

Meetings: Make all meeting types clear and whatever you were doing before Covid-19, double it; this will demonstrate the value you are putting on communication and connecting. This uptick in communications is not intended to be micro-management; you will need to trust team members and use the time to support and align on expectations and intended outcomes. For example:

  • Have a 15-minute daily video huddle at 9am, and end with one at 5pm. Use it as a way to get clear on goals for the day and any important updates.
  • If you used to have 30 minute bi-weekly 1-1s with each of your directs, make them weekly. Ask each time, “how are you doing?” Or “how are you holding up?”
  • For team meetings, take the time to let everyone check-in and establish clear agendas, actions, and document any actions taken away. For these check-in’s you might try one question each time and hold people to a minute:
    • What’s been hard to navigate lately?
    • What’s been a silver lining in WFH?
    • What’s an achievement you can share?
    • What have you learned about yourself in the last week or two?
  • Use a consistent virtual collaboration tool, to keep meetings fresh and ideas plentiful. We like Stormboard.
  • You can’t do “walk arounds” anymore, but you can do “call arounds” while you’re taking a walk in your neighborhood. We are hearing that team members are already growing tired of formal video meetings all day. So, pick up the phone and call instead, and suggest that you both walk and talk (or talk and walk). Also consider this practice for skip level meetings. Walk&Talks are the one practice that leaders and employees covet the most and the one they hope to continue, for sure.
  • Simulate the “water cooler” by using a Slack channel or Zoom for one hour a day. As the leader, you’re there, and encourage others to stop by and gather around. (And some very collaborative, smallish teams are keeping a Slack or Zoom channel open from 9-5).

Scheduling: I just outlined a lot of meetings; at the same time, it’s important you don’t over rotate on meetings. Choose a few and do them well and consistently. Get input from your team(s) and identify scheduling norms that will work for most everyone. (These will likely change as you transition through different phases over the coming months.) The very best tip we have heard from clients is one from a VP of a 200-person service organization: Two weeks into their now eight-week WFH policy, he highly encouraged (instituted) a 9-12, 2-5 meeting schedule. He did this to give time for parents to be with and teach their kids, have lunch with family, and to emphasize self-care and mental health. This schedule has contributed to great success. Their overall productivity is up, and they are now planning on a WFH approach for the foreseeable future. It has completely changed their thinking and orientation. Put simply, this has changed their culture.

Morale Boosters (to engage)

Morale is a critical component of culture. It is the outlook, attitude, satisfaction and confidence that team members feel working together and working for your company. For many, work is a not just work; it’s social, too. A lot of people — especially single employees — depend on work colleagues. We have heard Shelter-in-Place has been especially isolating for them. Further, getting creative about coping with the isolation is already hitting some roadblocks.

Here are some ideas that our clients have done, and the Mariposa team has generated in a brainstorming session. These morale boosters serve as ongoing cultural rituals that can hopefully carry on once you are “back-to-the-office.”

  • For fun:
    • Virtual happy and coffee hours have been done a lot. Ask a team member to continue to RIF on it to keep it fresh. Change up the drinks, change up the theme.
    • There’s HouseParty – a fun app where a team can get together to enjoy a drink and a game. Give it a try.
    • If you haven’t already, try a best mask contest.
    • Online gaming together.
    • How about sending an inspirational quote every week?
  • For learning:
    • Send each other articles/blogs/videos that are helpful to culture, leadership, teaming, etc., that you circulate once a week. Ask a team member to curate them in one place. Leading effective remote meetings is a hot topic right now!
    • Teach other skills: nutrition, cooking, knitting
    • Use a Slack channel for various things: Share self-care routines, parenting tips, movie tips, etc.
    • Lead a class: Pilates, yoga, weight training. Share your trainer with teammates.
  • For giving and supporting each other:
    • One of our clients — a sales director for a small tech firm — uses UberEats gift cards to get time on their customers’ calendars. Surprise your directs, peers, or customers with lunch or dinner delivery or a gift card they can use for a local restaurant. This supports local small businesses, too.
    • Encourage your team to take walks with each other in their neighborhoods, walking at least 6 feet apart.
    • Use a virtual collaboration tool/white board to post wins, thank you’s, etc.
    • Take time in a regular meeting to allow people to give shout-outs, thank-you’s.
    • Create a chat thread all about recognition.
    • Whatever was working before, amp it up in the digital world.

Design (to understand & innovate)

Cultural rituals like consistent communication practices and morale boosters will go a long way to engage and support your employees during WFH. It’s important to keep the pulse on what’s working and not working. There are various ways to do this, and using a design thinking approach will help you determine what of your company/team cultural values and rituals are most important to keep, and what to shift now and in the “next” normal. Putting together a design team (culture committee) is the first step to innovation.

Culture chair and committee Ask someone to be the Culture Head (guru, czar, chair), who facilitates the culture committee. This committee will be in charge of understanding, developing and sustaining culture values and rituals. The primary role of this group is to be the holder of the secret sauce. Here are some questions the committee can begin with:

  • What makes your company or team special?
  • What are your most sacred values and principles?
  • What is it about the way things were around here (pre Covid-19) that we want to keep?
  • How do we change in our cultural rituals — communication practices and morale boosters — as the work environment shifts?
  • What do we want to add now and more?
  • How do we keep engagement fresh and fun?

And most importantly, how do you get ongoing feedback, distill it, and continuously feed it back to the sponsor, boss, etc., so adjustments can be made. Using a design thinking (Empathy, Brainstorming, Prototyping, Test) approach will be helpful here. Cultural values and rituals cannot and should not be decided in the back room. It requires many voices and iteration. Experimentation is a healthy way of looking at what’s ahead of us. There will be “rolling blackouts” type situations where WFH and/or WFO (work from office) will be more predominant at various times. This means getting clear NOW on what’s most important in your team/company’s collaboration and communication practices, for example, will make it easier as you navigate the scenarios that come next.

Feedback will be especially important when the transition to the “next” normal happens. Because the next normal will be unlike anything any of us have experienced here in the U.S. Other cultures have some experience with it from the SARS and MERS epidemic, and China is in the midst of coming back to offices now. See an example here.

Dealing with the experience of the “next” normal: The “way things are around here” is going to be very different when it is deemed okay from a public health standpoint to start going back to the office. From my research, the common theme among policy makers is that there is no rush: the curve and testing will determine when the economy should open up. #TestTraceIsolate will become standard in our lexicon, and we should brace ourselves for a pandemic summer that includes physical distancing that could last way beyond the summer months.

Here are some excellent resources to learn more about the public policy planning that emphasizes #TestTraceIsolate.

  • Three Harvard’s public health academics view here.
  • Former FDA head, Scott Gottlieb, and his team at AEI here.
  • Earlier this week, California Governor Gavin Newsom laid out the factors he and his team are using to decide on reopening. He explains reopening businesses will begin slowly when both the curve has not only flattened, but starts to go down, and when testing becomes more ubiquitous. Right now, tests are designated for health care workers and those who show obvious symptoms of Covid-19. Ubiquitous testing translates to approximately 10,000 a day for those who have mild symptoms and for those who might have been exposed to someone who has had Covid-19. This type of testing then is followed by careful tracing of others who have been exposed to those who are positive, and then isolating those who are positive (by quarantining). For more details, see press conference here, and summary here.

So what might the first phase after Shelter-in-Place look and feel like? Here is a glimpse into the “next” WFO environment.

  • Coming into the office is purely voluntary;
  • There will be required temperature checks to come into your building and your floor;
  • There will be only 2 people to 1 elevator ride, so you will be waiting in line for elevators;
  • There will be physical distancing in cubes and conference rooms (depending on the size of the conference room, that means 2-4 people in conference rooms with others on Zoom);
  • Odd floors are used one day; even the next (so there can be a rotation in deep cleaning);
  • Alternating when segments of your company/team come in: some come in on MW, others on TTh;
  • Touchless doors; touchless coffee makers (does Amazon carry those?);
  • Hand sanitizer and wipes at your desk and every conference room, and an expectation that you wipe your chair, table, and equipment down every time you transition;
  • Everyone wears face protection at all times;
  • You will be happy to go out to lunch with one colleague, grab a sandwich together, and then walk outside to a place where you can sit at least 6 feet apart (well, unless you are freezing your ass off in San Francisco’s July weather — in that case, you will go to a restaurant inside by yourself and sit at least 6 feet apart from the next table over and be greeted with a waiter with face protection).

Picture all of that for a minute. It has a very different feeling then pre Covid-19, doesn’t it? Safety — both physical and psychological — is paramount. So, in order for a culture committee not to become the culture police, it’s going to take some “experience” design to ensure your culture isn’t sterile, even though the work environment has to be. I have addressed with you previously in this paper about the importance of simulating the “water cooler” in the WFH work environment. Same holds true for the new WFO environment: how will you create the “water cooler” in the “next” normal? The culture head and committee should be in charge of this, and brainstorming and prototyping new ideas is key.

The “next” normal is really a hybrid: In addition to coming to grips with how the next office environment is going to be experienced, there is also the issue of having two work environments (WFO and WFH) — and two cultures — being managed at the same time. Preliminary data from our clients suggests that WFH might be preferable for some employees. Some reasons include higher productivity from WFH (more convenience, time, and less distractions) and less costs (as a VC colleague told me, one of his start-ups could save $10mil in real estate costs). Further, as this article points out and as I outlined above, there is actually a heightened awareness/attention on communication practices out of necessity. Finally, the prospect of office meetings with others — all wearing masks, 6 feet away — might just feel too off-putting for some people.

We all were literally thrown into WFH in the matter of days; and what if this experiment works? There are many levels that have to be considered here, and many logistics to coordinate. There are tremendous implications for real estate, as well as facilities, and IT. My suggestion is that before this becomes more than an informal nice to have — “gee, I would rather just go into the office 2-3 days instead of 5” — that cultural rituals are considered along with the usual operational and workplace issues. What are the communication practices that will work in this hybrid (WFO and WFH) environment, what are the points of engagement and morale that should be considered, and how do we get continuous feedback to ensure it’s working (through design work).

Creating and sustaining the culture you want in this hybrid environment starts with having an elevated role for a culture head, in order to put culture central to your company’s success. Here are some more specific suggestions:

I welcome your feedback, questions, and your ideas. Sharing helps everyone.

To download a PDF of this article, click here.

March 23, 2020 / Blog / Mariposa Articles

Six Keys to Leading in Crisis

by Barbara Baill, Executive Coach,

Leaders have an increased responsibility to lead during times of crisis and this current COVID-19 crisis is certainly one of those times. We have identified 6 C’s as keys to demonstrate your leadership today.


In any crisis, we look to our leaders for signals that we can either, get through this, or on the other hand, that it’s time to panic (the boat is going down). It’s important, as leaders, that we project a sense of CALM – that we can get through this. This can have a huge positive impact on our teams as we focus on addressing the challenges we will face whether they are personal (how do I make working from home work for me) or business (how do we continue to produce, generate revenue, keep our business alive) in this time of crisis.


Connecting to your team is more critical than ever! Ensure that you are increasing both the frequency and amount of information you communicate to your team. Here are some ideas:

  • 5 minute daily huddles to check in with everyone
  • Virtual lunches
  • Slack or text channels that are focused on ideas for working at home with children, surviving social isolation, funny things that happen while WFH
  • Increase 1:1s, even for short check-ins at the beginning and end of each week
  • Increase overall business updates, new strategies, redirection of projects, etc.

It’s also critical that you are connecting with your peers and maintaining important relationships across the organization. We are all in this together. Reach out to your peers and colleagues to support them, share ideas for managing in this new environment, for creative ways to socialize where being isolated.


Ensure that you take this opportunity to clarify the goals for each of your people. Are they clear on what needs to be accomplished by when? What, if anything, has changed in terms of what they are expected to delivery by when? It’s also an opportunity for you to take the time and space to reflect on your team’s mission and priorities. How might they need to change in this crisis? Is there an opportunity to refocus and/or reprioritize to increase your team’s impact?


Crises are a time for creativity and redesign. Look for opportunities to be creative with your team. Hold a Zoom meeting with the team and use the Chat function to brainstorm ideas, whether about current projects or coping with the “shelter-in-place” challenges. Here is our Design Thinking approach to guide you (all practices can be adapted to videoconferencing formats).


It’s important to coach your directs, but during a crisis, it is even more imperative. Use this opportunity to reach out and coach your people. We have developed In-the-Moment Coaching that is highlighted by the RAR Model (Rapport, Assess, Reframe). Giving feedback and problem-solving with your team is a daily practice, and it’s also a great time to help each member of your team learn and develop.


Most importantly, it is THE moment to show that you CARE personally about each member of the team. In your 1:1s, ask how they are coping with the crisis, what is most challenging for them, what are their concerns/worries. You don’t have to have all the answers, you just need to listen and ask if there is anything they need from you. This demonstrates that you care about them personally. As the crisis continues, we all need support. Reaching out proactively to your team, your colleagues, your customers is a key leadership role for you now. This is about leading with your heart, not leading with your head. Heart-based leadership breeds loyalty and commitment and is one of the most powerful leadership tools we all possess.

Finally, it’s also important that you practice SELF-CARE. As a leader, the demands on you escalate in crisis. You have your own worries, challenges and concerns. Ensure that you are taking time to rest, regenerate, and exercise. Find a friend, colleague, family member to co-support each other. You can only be your best leader if you are taking care of yourself.

To download a PDF of this article, click here.

March 3, 2020 / Mariposa Articles

How to Be Leaderly in Utter Uncertainty (and what behaviors to focus on in this current coronavirus situation)

by Sue Bethanis, CEO/Founder of Mariposa,, @suebethanis

Like you, I have been flooded the last three days with news and emails about coronavirus precautions. To allay my own anxiety, I spent much of this last weekend reading, and today, I am writing because I want to help reduce anxiety and be practical about how we can act as leaders of our organizations. As a leadership coach, it follows that I am focusing on leadership behaviors.

We have an obligation to protect and care for those we work with. It’s on us, and we can’t rely on politicians. There are potentially two pandemics here – wide-spread Covid-19 and wide-spread panic. Whether either becomes a pandemic in the US depends a lot on the actions we take.

What are our primary goals as leaders in this situation?

  • Plan for uncertainty
  • Overcommunicate with empathy and clarity
  • Model diligent healthy behaviors to limit spread

First, planning for uncertainty means planning for the worst-case scenario. If you have not developed a revised travel policy, remote working policy, and sick/leave policy, it’s time to do so now. I also suggest sharing your plans and learnings with colleagues in other organizations. Coinbase, for example, has open-sourced their plans. Check out how HR leaders and Coinbase are on top of this here and how a seven-point plan from McKinsey covers business practices here.

Frankly, I think developing these policies is the easy part; it is tedious, but you can borrow from and benchmark with others on this. The harder part is putting these policies into action and having to make decisions in the moment when you don’t have all the information you need. How do you plan for that?

This is the time to uplevel your flexibility skills and mindfulness. Planning for uncertainty also means expecting the unexpected and priming yourself for surprises. Go into your day thinking that there will be something that happens that you have never dealt with before. This will help you be calmer in a crisis because the surprise doesn’t cause as much of a stress (fight-or-flight) response in you. Your calmness will help others be calm and will lead to less anxiety and overall panic.

This is also the time to re-engage in a meditation/breathing practice if you have let it slip lately. Doing even 5-10 minutes of meditation to start your day will help you through the rest of your day.

Second, practice overcommunicating with empathy and clarity. Here are some examples:

  • Set up regular communication practices via all channels to get the word out about revised policies and ongoing revisions. It’s important that employees get into the habit of checking @all for the latest info.
  • If someone wants to stay home because they are sick, potentially sick, or has been in contact with someone sick, grant it without hesitation. But don’t stop there: have a conversation with them and go out of your way to ask about your team members’ concerns and what support they need. These simple words can go a long way to quell fear and anxiety. That’s your job always, but it’s especially your job now: support, support, support.
  • On the other side of that situation is this: a sick employee or co-worker who insists on coming into work because they have an important meeting with clients/customers or internal colleagues. Gently insist they don’t come in, and work through who else can cover for them. Further, if there has ever been a time to have back up to the backups, now is the time. Look at your team, chat with your team, and think about the importance of supporting each other. Who can back up whom? What does each member of your team need to get up to speed on to be able to cover for each other?
  • No doubt we are going to be doing more videoconferencing because many employees will be working from home. Be sure to communicate regularly about how working from home can be potentially isolating for you/your team. Give peeps a chance to voice their concerns about this and ways to overcome this.

(Click here for a handy infographic on “overcommunicating” practices.)

Third, it’s vital as leaders that we model healthy behaviors with diligence! This will limit the spread of the virus. Based on what I have read in the last three days, this is a good list for leaders to model:

  • Wash your hands for at least 15-20 secs, including the top of hands and in between fingers. Good idea to use (and provide) hand lotion as well because our hands are dry from all this washing.
  • Use hand sanitizer every time you enter a new place and every time you leave; have a personal size bottle with you at all times. Organizations should also have them in every room; and employees should use it at the beginning and end of every meeting. Also ensure to wipe down all touched surfaces with disinfectant anti-bacterial routinely.
  • Don’t touch your face! The best article I have read is on hand-to-face transmission; read here.
  • Do not hug, shake hands, or fist bump. Elbow bumping is now in vogue.
  • If you have not had a flu shot, get one now! It won’t stop the coronavirus, but it will aid in stopping other flus. From a public health perspective, this will have less impact on hospitals and clinics. In the U.S., 32 million people got the flu last year; 310,000 people were hospitalized; 18,000 people died. In Japan, the “regular” flu rate has gone down in the last 2 months because people are hand washing more often. Fascinating article on this here.
  • If you are sick, do not go into work and expose people (this should be the case for any type of sickness). It will also make it less awkward for everyone. When you have to cough or sneeze, do it into tissues or your sleeve at all times.
  • Stop buying face masks because they are ineffective for those without symptoms of the coronavirus. These purchases deplete the supplies needed for medical professionals.
  • Get better at video conferencing! If you don’t already do it on a regular basis, start practicing. Here are a few things to know:
    • We at Mariposa have been using Zoom, a video conference software for 3 years and it does take practice. Plan a time with your team to work remotely and start teaching them the protocols. Zoom also offers free webinars and live training guides on how to use their services.
    • Get the right technology tools in place NOW and help keep your team connected when they aren’t in the same physical location. Think about what specific tools and devices will be needed, i.e., online file sharing tools, laptops, webcams, smartphones, etc.

(Click here for a handy infographic on “healthy behaviors.”)

If you would like to chat more about how to lead in this time of uncertainty, ping me. Happy to help anytime. 4152653142,

Finally, here are some more excellent resources in addition to ones hyperlinked above.

To download a PDF of this article, click here.

June 29, 2015 / Articles We Like / Leadership

On “The Top Complaints from Employees About Their Leaders”

Trust is a key ingredient for creating an engaged and productive workforce. Yet competing priorities, daily pressures and sometimes a lack of self-awareness can get in the way of effective communication and leadership. When we read the survey results in this article, the list of complaints employees have about their leaders seemed all too familiar to us as executive coaches. But by bringing awareness to the power of meaningful connection with employees, we know leaders can make a huge impact on productivity in the workplace.

We share the Harvard Business Review article, “The Top Complaints from Employees About Their Leaders“, by Lou Solomon, to help raise awareness of your communication and connection with employees. Try implementing the suggestions to build more trust!

Tell us: What communication practices do you find most effective for connecting with your employees?

April 2, 2015 / Leadership / Mariposa Articles

The Communication Toolbox

We all grow up with our own unique communication style. Some people by nature are very direct. They come right to the point. They tell it like it is. They don’t mince words. Other people are more diplomatic, more indirect, more subtle in their communication. Indeed, there are a variety of communication styles—quiet, loud, forceful, caring, showy, authentic, and many more.

One metaphor I have found helpful in working with leaders to develop their communication skills is what I call “The Communication Toolbox.” The idea is that we each have a communication style that is most natural and comfortable for us.  Usually, it’s a style we began to develop early in our lives or careers, and that somehow has served us well.  But no one communication style is going to be right for all situations, and leaders encounter a tremendous diversity of people and contexts.  Part of being a well-rounded leader means having more than just one tool.  The further up you go in an organization, the more important it is to have a broader set of tools in your communication toolbox.To read the entire article, visit the Sierra Leadership blog.

March 3, 2015 / HR / Talent Management / Wisetalk

WiseTalk Summary on Disrupting Talent Management

On February 26, 2015, Sue Bethanis hosted Steve Cadigan, a Silicon Valley talent, people and culture expert, founder of Cadigan Talent Ventures LLC, a Silicon Valley-based talent strategies advisory firm, and former Vice President of Talent at LinkedIn. Steve helped us understand why traditional talent sourcing and hiring methods are in need of disruption, shared his vision on how disruption can benefit both prospective employees and employers, and shared innovative ideas for changing the way employers source talent.

Favorite Quote:
“If you want to win the war for recruiting, you have to change the game.”


  • The process of recruiting and building an organization is still in its infancy of what it can be and could be. The traditional model is “I have a need”, put a job description together, hire a recruiter, and the recruiter hunts for talent. Steve thinks the reason this model perpetuates is due to priority and ownership. He believes talent drives value creation but rarely sees the right investment of priority, attention and time from executive teams. It’s the last thing on their agenda, the people systems are an afterthought bolted onto an ERP solution, and boards of directors rarely have people serving on them who have a strong understanding of the powerhouse muscle of talent. He believes ownership of talent belongs with the whole company, not just human resources, especially in Silicon Valley, where the biggest thing a company needs to be great at is building a great team. It should be a core responsibility and the biggest muscle being working on.
  • Steve believes the employee-employer relationship is changing, and power is shifting to employee, particularly in Silicon Valley. Potential employees have more information available to them, more choice, and can decide where they want to go to. He argues that an employer brand in a company that’s growing is almost as important if not more important than your product brand. Consumers want to buy from someone who treats their employees well and is providing a good work environment. Brand can’t be spun anymore. It’s the collective voice of Glassdoor, Twitter, Pinterest, LinkedIn, bloggers, all of which is the manifestation of the voice of your employees.
  • In an increasingly transparent world, instead of investing in a huge recruiting team, Steve argues the better investment is to try to make your organization the desired destination for the best people in the world. This is different from needing a few hours to source and interview every week. This is about what kind of environment, culture, organizational structure, communication plan, relationships, how the workspace is designed, etc., which contribute to a differentiator in answering the question, why does someone want to come work here? Steve believes if companies do that well, and they know what kind of person they’re looking for, they’ll create a magnetic pull for talent. Hunting for talent in the traditional sense won’t allow a company to scale fast enough.

What we found most interesting:

Inherently, Steve thinks recruiting is broken because, as has been proven time and again, the traditional hiring process is not the best indicator of job performance. The best hires he’s made were those hired through internships, where the candidate is interviewing the company and the company is interviewing the candidate.

To learn more about Steve’s experience, and hear some of the innovative ideas for recruiting, hiring and building company culture, listen to the recording here.


August 26, 2014 / Blog / Coaching Skills / Stress / Work-Life Integration

Five Tips for Setting Boundaries in the Always-on Workplace

I recently attended a panel event on the topic “Lines in the Sand: Setting Boundaries in Today’s Global, Always-On Workplace.” It seems pretty obvious that being “on” and accessible at all hours of the day, on weekends and even during vacations is not a recipe for success – individually or for organizations. People need time to disconnect and recharge in order to be at their most creative and productive when they are working. (Not to mention in order to be a pleasant parent, partner, friend, etc.) But sadly, many organizations constantly push boundaries. It is up to individuals and leaders to keep defining, communicating and demonstrating effective boundary-setting to ensure healthy, productive, engaging work environments.

Here are several great tips from the event:

Establish agreements
Openly establish agreements and boundaries with co-workers. Figure out what works for you and the team and stick with it unless there are extreme circumstances. For example, set a regular start and end time to your day in the office and a time that you might usually scan email later in the evening or first thing in the morning. Or perhaps you will take calls while commuting. Have a clear understanding about how and when you will cover for each other when someone needs to be out of the office during the day, for vacations, etc. Discuss boundaries around weekends. Define “emergencies.”  Teamwork and transparent communication are key.

Boundaries outside of work are important too. Agreements around device-free time, children’s bedtimes, gym time, sleep-in days, etc., can go a long way to enabling regular downtime.

Get clear on what’s important
Get clear on what is important to you outside of work; otherwise it is easy to let work creep into too much of your personal time – robbing you of your work effectiveness and of having a joyful life! For example, many people say that family is important – but get really clear and specific about what is important. Is it important to have dinner together every night? To read bedtime stories? To attend events together? To have family-focused weekends? Clarity and inspiration will make it easier to set and keep boundaries.

Also get clear on what is important at work. Many times boundaries are crossed due to false crises. Don’t create them and don’t overreact when others create them. Often good listening, a few calm questions and quick brainstorming of options can reduce anxiety and panic and allow for a more reasonable approach to an issue that doesn’t have to include it being taken care of tonight. Granted, there are times when crises are real and extra time is needed, but those don’t have to be the norm.

Use technology to your advantage
Leverage technology – especially your calendar. Indicate working hours and/or block out times when you are not available for meetings, including appropriate morning and evening hours. Use auto-reply if you will be unavailable to respond for a longer-than-usual amount of time, e.g. – you are in an all-day meeting. Our love/hate relationship with our addictive mobile devices requires some care too. These things which keep us “on” are also very capable of helping us be “off” by auto-replying to texts if we are driving, in a meeting, sleeping, etc., or by alerting us when a specific person contacts us. (Many apps available.) You can also establish no-device zones or times, e.g. at the dinner table, in the bedroom, on Saturdays.

Be brave – yes is not the only answer
Saying no to a direct request of your time is not easy, especially when the request comes from your boss or an important client. But oftentimes an over-eagerness-to-please can cause you to say yes when you are making an unneeded sacrifice. Always giving an unequivocal yes and/or being overly flexible can set up bad behaviors and expectations from that boss or client. Take a pause and a breath before immediately answering yes. Ask questions to clarify needs and timing – it’s okay to offer alternatives while making sure needs are met.

Remember you have a choice
It can be easy to get overwhelmed with the “always-on” nature of the workplace today and to slip into a victim mentality about it.  But you always have a choice. Focus on what you can control and do your best to maintain healthy boundaries. If your boss or organization has a very different philosophy or culture about boundaries, then it may be time for a new role or organization. You deserve to be thriving, not just surviving.

Let us know your best tips for thriving in today’s always-on workplace. What works for you?

March 21, 2014 / Stress / Work-Life Integration

Habits of the Mind

We all know there are simple things we can do to have a more healthy body, like eat well, rest and exercise.  But it only dawned on me recently that there is an equivalent sort of hygiene for the mind.  Here are three powerful “habits of the mind” that I believe contribute powerfully to long-term mental and emotional strength.  They take effort, but the payoff is huge:

  • Optimism
  • Positive self-talk and self-regard
  • Forgiveness

Click here to read more!

October 31, 2013 / Articles We Like / Blog

On: "Your Brain is Hooked on Being Right"

We share this article by Judith E. Glaser, CEO of Benchmark Communications and the chairman of The Creating We Institute, because it offers a glimpse into communication patterns that can be detrimental to relationships – in life and the workplace.  The need to be right causes others to either fight, flight, freeze or appease, all of which prevents honest sharing of information and opinion.

In the article, Your Brain is Hooked on Being Right, Judith explains the brain science behind why we become addicted to arguing our case and winning and offers practical tips for breaking this addiction.  Read it now.

Are you addicted to being right?  How are you trying to break your addiction?

Comment below! Or pose a question via Ask Mariposa.

August 9, 2013 / Ask Mariposa

Ask Mariposa: Difficult Conversations

Erica asks: My department head is an extremely brilliant man and I have nothing but the utmost respect for him.  But lately, I’ve noticed a shift in his behavior that is beginning to strain our working relationship.   He has become very irrational, negative, and all over the map with requests and demands.  What can I do to keep our relationship in tact without stepping over any boundaries?

Eric Nitzberg, Executive Leadership Coach responds:

A lot depends on the level of trust an openness you have with him.  This is a delicate situation, so you’ll want to be thoughtful about any approach.  If you have a pretty open, high trust relationship you might broach the subject directly, “It seems like you have been a little on-edge lately.  I’ve noticed some changes in your leadership style.  Would you be open to talking?”   If you can’t address the issue directly, then I would consider which of the new behaviors are the biggest problem for you, and what you might do about them specifically.  If “requests all over the map” is the most frustrating issue, you might try having a neutral conversation with him about that issue, “I want to make sure I’m aligned with your priorities.  Can we talk about what’s most important among your requests?”

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