When most leaders think about their executive brand, they picture polished LinkedIn profiles, well-crafted introductions, or maybe a future thought leadership platform. All useful. All important. And all incomplete.

Because your most powerful branding opportunity isn’t “out there.” It’s already happening inside your organization whether you’re shaping it intentionally or not.

Your Brand Is Already Speaking

When done well, your executive brand reveals your authentic self. It reflects: the work you do best, your leadership and superpowers, the complex problems you’re trusted to solve, the impact you consistently create, and the lived experience people have when they work with you.

Yes, developing clarity around this takes reflection. It also takes perspective, seeking input from others to understand how your leadership actually lands. That work can feel vulnerable. It can also be deeply energizing and surprisingly liberating.

And the payoff? Immediate.

Most leaders start by crafting a concise, compelling introduction, one that makes networking easier and conversations more natural. From there, profiles get updated, language sharpens, confidence builds. Momentum grows. So far, so good.

Where Many Leaders Get Stuck

Here’s a pattern I see: Leaders do the foundational brand work but stop short of fully using it.

They apply it to introductions. They apply it to online presence. They even apply it within their immediate team. And then… they hesitate.

Why? Because broader visibility can feel risky. Because it’s easier to “practice” in safe spaces. Because everything else on their plate feels more urgent.

But this is where a significant opportunity is often missed.

Start Where the Leverage Is: Inside Your Organization

Before building a following outside your company, if that’s even your goal, I encourage leaders to intentionally amplify their brand internally.

Why? Because internal visibility is where trust compounds, influence accelerates, and reputation becomes embedded.

Here are practical, high‑impact ways to bring your executive brand to life inside your organization:

1. Lead where it matters most.
Present critical work or facilitate conversations on topics you genuinely care about at all‑hands meetings or leadership forums.

2. Shape the narrative.
Contribute articles, insights, or a recurring column to internal newsletters or platforms helping others see how you think, not just what you do.

3. Develop others intentionally.
Mentor, coach, or sponsor high‑potential talent in ways that reflect your values and strengths.

4. Build capability, not just results.
Co‑facilitate workshops in mission‑critical areas where your expertise and leadership style can be experienced firsthand.

5. Step into shared ownership.
Join or support strategic task forces where enterprise level thinking is required.

6. Be present where leaders gather.
Attend and help design leadership forums that deepen relationships beyond your immediate circle.

Each of these actions sends a clear signal about who you are, what you value, and how you lead without ever feeling like self‑promotion.

Guiding Principles

Whatever approaches you choose, make sure your efforts align with your values and the impact you want to be known for.

Your brand isn’t about doing more. It’s about being more intentional with where and how you show up.

A Question to Sit With

If someone inside your organization described your leadership brand today, would it fully reflect the impact you’re capable of making?

And if not, where is one place you could start showing up more intentionally this month?

That single decision may do more for your brand than any profile update ever could.

This was the place Alex found herself. A Senior Director of Clinical Operations at a life sciences company, her career looked successful from the outside. She led complex programs, navigated regulatory demands, and was trusted to deliver in high‑stakes environments. Internally, however, it was becoming harder to sustain.

Alex wasn’t struggling in obvious ways. Performance was solid. Relationships were professional. Yet a quiet frustration was growing. What once made her successful, being the expert and reliable problem‑solver, no longer matched the level of influence now required at her level.

She named it simply: “I know I have more to offer, but I’m not sure how I’m being seen or how to shift it.”

Internally, there was tension. Alex felt under-recognized for her strategic thinking while being relied on heavily for execution. Externally, the signals were subtle but telling: late invitations to key conversations, being seen as “dependable” rather than essential, carrying responsibility without corresponding influence.

Leadership had become draining. Not burnout, but dulling. Beneath it all was a persistent question: If this is what success feels like now, what’s next?

At senior levels, misalignment rarely shows up as failure. It shows up as friction. For Alex, staying the same meant continuing to work hard without feeling fully leveraged. For the organization, it meant a highly capable clinical leader operating below her true strategic altitude.

The turning point came with an important realization: Alex didn’t need to become a different leader. She needed to become clearer about who she already was and lead from there.

Work focused on executive brand clarity, grounded in surfacing Alex’s values and leadership superpowers or the distinctive strengths that had always been present but under‑expressed. The focus was on her ability to synthesize complexity, anticipate risk, and connect clinical strategy to the organization’s priorities as core differentiators, not just technical competencies.

Over time her superpowers became clearer and were translated into an enterprise‑level leadership presence. Next was the alignment of how Alex communicated, prioritized, and made decisions so her intent and value were unmistakable. This wasn’t about visibility for its own sake, but about leading with greater intention and coherence.

Over time, the impact became visible. Alex was invited earlier into strategic conversations. Her perspective began shaping direction, not just execution. Peers and senior stakeholders increasingly saw her as a thought leader and partner. Nothing about her capability changed. Her positioning did.

Equally important was the internal shift. Alex felt grounded, confident, and re‑energized by leadership. As she reflected, “I’m no longer trying to fit into expectations. I’m leading from my strengths and it shows.”

The organization benefited as well; gaining a senior leader operating at full capacity and modeling intentional leadership during times of change.

This story reflects a broader truth: senior leaders often outgrow the strategies that first made them successful. Transitions aren’t liabilities, they are leverage points. When leaders surface their values and superpowers and align who they are with how they lead, everyone benefits.

If success looks right on paper but feels unsettled in practice, it may not be a problem to fix. Think of it as an invitation to lead more intentionally.

Carol Bergeron helps career achievers unlock their legacy and embrace what’s next whether that’s stepping into high-stakes leadership, amplifying their executive brand, developing the next generation of top talent, or making the leap to retirement that’s just as fulfilling and brilliant as their career.

Explore coaching programs, books, and workbooks: https://bergeronassociates.com/home/resources/  including “Create Your EPIC Executive Brand”.

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The content contained herein is provided for informational purposes only.

© Copyright 2026 Bergeron Associates. All rights reserved.

Why Peer Learning Groups Matter

Peer learning groups show up in many forms. Some connect colleagues within the same organization; others bring together leaders from different companies and backgrounds. Both offer valuable opportunities for connection, deep learning, and professional enrichment along with increased collaboration, improved decisions, and stronger resilience.

Within organizations, peer groups can strengthen relationships, break down silos, reinforce company values, navigate internal dynamics, and accelerate knowledge transfer. Groups composed of leaders from many organizations add something different like more candor, broader perspectives, and feedback unburdened by internal politics. These environments help leaders reflect, experiment, and grow in ways that are hard to replicate alone.

For Leaders Facing “It’s lonely at the top”

Executive level roles come with a unique kind of solitude. Decisions carry more weight, fewer peers sit beside you, and candid conversations can be harder to access. That’s where executive peer groups shine.

They create a confidential, high‑trust environment where leaders can speak openly, test ideas, and gain clarity without judgment or pressure. With shared experience at the center, these groups help leaders rise above day‑to‑day noise, see situations with fresh perspective, and move forward with greater confidence.

A Meaningful Return to the Executive Exchange

Wednesday night, I attended the kickoff of the Healthcare Businesswomen’s Association NE Executive Exchange, an eight‑month program now in its ninth year. As a co‑founder more than a decade ago, being back with the group was both grounding and energizing.

Reconnecting with the volunteer committee was especially meaningful. Their dedication, warmth, and long‑standing cohesion are remarkable, particularly at a time when many committees struggle to stay engaged. Hearing them talk about their sense of belonging and how it has kept them involved year after year was a powerful reminder of what intentional team culture can create and sustain.

Meeting the 2026 roundtable members was equally uplifting. Their curiosity, readiness to learn, and eagerness to connect set the tone for what promises to be a transformative year filled with thoughtful conversations, meaningful exchanges, and shared growth.   

Helping leaders move from “overlooked to unforgettable” is the heartbeat of Create Your EPIC Executive Brand. That’s why it’s especially meaningful that the workbook was selected as a core resource for the Executive Exchange program. I’m deeply grateful to the volunteer committee and participating executives for the trust they place in this work.

The Impact Continues to Grow

As the evening continued, the program’s impact became even clearer as an alumni panel shared what they valued most, how the program shaped their careers, strengthened their leadership approaches, and deepened their connections.

Over the years, the alumni community has shared their stories of impact long after program completion ranging from new business partnerships and opportunities that emerged from relationships built within the program, role expansions, promotions, and even board level engagements. And there are many quiet but powerful stories of steady, practical gains that broadened perspectives and supported real human growth in themselves and others around them.

Looking Ahead

This story is, at its core, about the transformative power of peer learning: how shared wisdom, honest conversation, and collective momentum help leaders rise. But it’s also a reflection of my own journey in which my beliefs, values, and expertise come into sharper focus, reminding me why this work matters, how many lives are touched in positive ways, and how it shapes the legacy I aim to build. Peer learning doesn’t just strengthen leaders; it reveals who we are at our best.

So, I invite you to reflect: How are your beliefs, values, superpowers, and most meaningful work coming together to create the impact you truly want to make and the legacy you want to build?

Explore coaching programs, books, and workbooks: https://bergeronassociates.com/home/resources/  

© Copyright 2026 Bergeron Associates. All rights reserved.

What Is the 3-7-27 Rule?

Think of the 3-7-27 Rule as your roadmap to influence:

• 3 Interactions: You need three meaningful touchpoints, maybe a meeting, an email, a presentation, or even a casual conversation, for people to notice you.

• 7 Interactions: After seven encounters, you’re not just a face in the crowd. People start to remember your values, your superpowers, and what makes you and your impact unique.

• 27 Interactions: With 27 genuine connections, you build deep trust. This is where your influence grows, and your brand becomes a lasting legacy.

Where Did the 3-7-27 Rule Come From?

Ever wonder why some brands stick in your mind while others fade away? The 3-7-27 Rule isn’t just a catchy formula. It’s inspired by how our brains naturally process and remember the things we see and trust. Instead of being based on a single scientific study, this rule is built on years of marketing psychology and consumer behavior research.

Key principles include:

• We tend to like things we see again and again. That’s why repeated exposure matters!

• Those first few encounters? They’re golden. Make them count, because people are most likely to remember those initial touchpoints.

• And when it comes to memory, seven emotionally meaningful exposures are the magic number before your brand really starts to stick.

So, if you want your brand to be remembered and trusted, focus on creating genuine, memorable interactions especially in those first few moments. That’s the heart of the 3-7-27 Rule!

Why Does This Matter?

In a world overflowing with information and distractions, intentional brand-building is more important than ever. Many professionals feel overwhelmed by the idea of executive branding, seeing it as just another item on the to-do list. But the truth is, investing in your brand pays dividends in career growth, leadership impact, and personal fulfillment.

If you need a framework, consider exploring resources like my new workbook or small group coaching program both entitled Create Your EPIC Executive Brand for a step-by-step process.

Explore coaching programs, books, and workbooks: https://bergeronassociates.com/home/resources/  

© Copyright 2026 Bergeron Associates. All rights reserved.

What Holds Us Back?

• Time Constraints: Our calendars are packed, and strategic self-development often takes a back seat. But investing time in clarifying your values and strengths pays dividends in career growth and personal fulfillment. Make it a priority by reserving the time on your calendar, even an hour per week is enough to get things going.   

• Energy & Emotional Investment: Building an authentic brand isn’t just about skills. It’s about heart. Honest self-reflection and vulnerability can feel daunting, especially when life is already demanding. So, when your reserved timeslot comes around, make sure you’re in a quiet place free of disruptions for best results.

• Lack of Clarity: Not sure where to start? You’re not alone! The process can seem ambiguous, but with a clear roadmap, you can move from uncertainty to confident action.

• Fear of Self-Promotion: Worried about appearing inauthentic or self-promotional? Many professionals share this concern, especially in cultures that value humility. Remember: sharing your story is about impact, not ego.

• Underestimating the Value: Visibility, networking, leadership impact are all benefits of a strong executive brand and are often overlooked. Recognizing these rewards can further help you prioritize brand building.

• Uncertainty About Authenticity: The best executive brands are genuine. Communicate your strengths, superpowers, and aspirations in a way that feels true to you.

And last but certainly not least:

• The Navel Gazing Perception: It’s easy to dismiss executive branding as self-indulgent reflection, but it’s far more than just looking inward. True branding is about taking meaningful action, sharing your story and strengths in ways that genuinely connect with others both inside and outside your organization. Since the possibilities are endless, choose one or two approaches that feel natural to you. As you put your message out there, you’ll build real connections and see your influence grow.

Overcoming these barriers starts with understanding the value of intentional executive brand building and following a clear, actionable framework. If you don’t have such a framework, then check out my four-phase process outlined in Create Your EPIC Executive Brand.

Let’s build something extraordinary together!

Explore upcoming small group coaching programs: https://www.eventbrite.com/o/bergeron-associates-13715940172#collections

© Copyright 2026 Bergeron Associates. All rights reserved.

Guide Yourself First

Before you can guide others, it’s essential to guide yourself. Think of it as putting on your own oxygen mask before helping others. Change happens to all of us, and it often throws us into the arms of transition. While managing the change itself requires effort and finesse, helping people adapt to the change requires a whole other layer of leadership and guidance.

So, take a moment to understand the change and how it affects you. Lead by example and operate in ways you want others to follow. When you guide yourself first, you’ll be better equipped to support and lead others through the transition.

What Can You Do When Guiding Others Through Change?

Endings – This phase is about letting go and getting ready for the change. As a leader, you can help others by:  

• Clarifying what’s happening and why by communicating frequently about the reasons behind the change, the goals of change, and how it benefits those affected.

• Making people feel valued and heard by listening and acknowledging their fears, nervousness and possibly anger prompted by the change.

• Helping people find closure on the old ways of doing things by celebrating the past and how far it took the organization.

Experimenting – This phase includes experimentation and is often coupled with uncertainty, confusion, and frustration. As a leader, you can help others by:

• Being inclusive by using the language of “we” as in “together we are going through this change and will learn new ways to do our jobs”.

• Making people feel more capable in the new ways through substantial resources like coaching, mentoring, and training.

• Encouraging contributions to the solution and learning through experimentation for feelings of greater competence and reduced anxiety.

• Extending the support network beyond yourself by encouraging teamwork, collaborative problem solving, and learning from peers.

New Beginnings – This phase is characterized by fully integrating the new path forward with a renewed sense of purpose. As a leader, you can help others by:

• Celebrating small and big wins of individuals, the team, and the organization along the journey to increase energy and motivation.

• Continuing support to keep people focused on the new ways of doing things and maximizing their contributions and capabilities.

• Keeping a spotlight on the new ways by communicating frequently about goals, milestones and progression.

Whether the people you are guiding are employees, family members or friends, remember that everyone moves through the transition journey at their own pace and faces unique challenges. As a leader, you’ll address the change as a team, but you’ll also want to connect with individuals to address their needs. So, embrace the journey, support each other, and celebrate every step forward.

What approaches have you used when leading change? Let’s learn from each other and keep the conversation going.  

Learn more about navigating life’s transitions; explore upcoming small group coaching programs: https://www.eventbrite.com/o/bergeron-associates-13715940172#collections

© Copyright 2025 Bergeron Associates. All rights reserved.

With a strong network of leaders both in and outside your organization, you are empowered to help yourself and others for many valuable reasons like:

• Developing people by connecting them with leaders who possess deep expertise in areas of their desired development.

• Elevating people through greater exposure to executives thereby nurturing potential mentorships and sponsorships.

• Fostering a broader range of advancement opportunities and valuing diverse talent to fill those opportunities.

• Socializing your team’s ideas and initiatives to accelerate enthusiasm, progress and support.

• Gathering information, a wider range of insight and perspective for better collaboration, innovation, decision making, and organizational alignment.

So, what are you waiting for? Get out there and expand your community of leader allies before you have a need!

© Copyright 2024 Bergeron Associates. All rights reserved.

1.      Determine the purpose of your peer leadership learning group.

Example: The purpose of the group is to provide a series of educational forums where peers interact with each other on leadership topics relevant to your organization.

2.      Identify your target audience. 

Example: The target audience is first line supervisors. 

Tip: However you scope out your target leadership audience, determine up front if employees and their direct managers will be invited to the same forum – which may be influenced by your organization’s culture.

3.      Understand the learning needs of your target audience.

Example: First line supervisors desire knowledge and access to tools and techniques for leading a team. They also want to learn from real life, messy experiences. Learning needs may include how to: select team members, onboard employees who work remotely, set individual and team goals, launch the team, establish operating procedures, etc. 

Tip: Interview members of your target audience to understand their daily challenges which segue into learning needs.

 4.      Define the desired outcomes of the peer leadership learning forums. 

Example: By the end of each peer learning forum, participants will have expanded their knowledge so that they are better prepared to address daily leadership challenges.

​Tip: Defining desired outcome(s) for each topic is a great habit to develop. Reinforce them by getting participants to summarize their learnings at the end of each session. 

5.      Craft a repeatable process.

Example: The group facilitator will communicate the topic and pre-work, if any, by the first of the month. The group will meet the third Tuesday of every month from 12:00 – 1:00pm via Zoom over eight months starting in January and ending in August. At the end of each forum participants will be asked for feedback on the session’s effectiveness, desired future topics, and reminded of their responsibility to follow through on commitments and honor confidences.   

Tips: Go beyond logistics and add a twist such as (a) Pre-work like reading an article, case study, or book or viewing a video that serves as the basis for discussion; (b) Shared Leadership where responsibility for preparing and leading a forum is rotated among participants as a type of experiential learning opportunity; and (c) Action development where the last few minutes of each session are dedicated to participants committing to applying the session’s learnings on the job before the next session.

6.      Implement.

Tip: Select a skilled facilitator for your first session or two to: signal importance of the learning venue, energize participants through the interactive sessions, and model an experience to be emulated as participants take on responsibility for leading the group.  

7.      Adapt.

Tip: Mix and match formats based on participant input. 

© Copyright 2024 Bergeron Associates. All rights reserved.

Navigating into a new role within your company includes:

• Mastering your current role – Delivering results in your current role; a pre-requisite for increased or different responsibilities. By doing so it conveys:

  • Competence – you know your stuff

  • Motivation – you get stuff done

  • Trust – you reliably do what you say you are going do

• Communicating your value and career aspirations – When decisions are made on who wins the next big promotion or plum project, allowing your results to speak for themselves is a rookie mistake. Do communicate your value, contributions and aspirations to your manager, in-house mentors, leaders, and human resources professionals with whom you have a great relationship. You never know who will evolve into your sponsor and advocate for your advancement when new opportunities emerge.

And since the workforce for the foreseeable future will be a mix of remote and onsite workers, communicating regularly will become increasingly more important. Don’t let “out of sight out of mind” derail your career aspirations.

• Developing capabilities for the job you want – Developing skills and capabilities for the job you want before needed, will separate you from the rest of the pack. How? Start with informational interviews with folks in and outside your organization already doing the job you want or think you want. You will learn where to focus your development efforts including volunteer assignments that provide relevant, rewarding, and action learning experience.

• Volunteering for tough assignments – Take it a step further by volunteering for tough assignments, the ones no one else wants, the ones that require risk taking. Then deliver. Bottom line is, successfully volunteering and completing tough assignments often paves the way for plum assignments later. Plus, a wide range of experiences provide insight on the types of work you enjoy most and offer a broader base for potential references.

• Getting involved in social responsibility initiatives – It’s a given that getting involved in any social responsibility effort should speak to your value system. And like all work, doing a great job counts. Hopping onto a committee within your organization affords you the additional benefit of expanding your reach across the organization. Who knows? Maybe you will get connected with another future sponsor or learn of new initiatives that pique your interest.

• Generating fresh ideas – Get out there, circulate, attend conferences, join a professional association, read, and connect with others in-person and on-line. Expand your horizons by learning about other industries and global trends. You will benefit from thinking more strategically and creatively, have fresh ideas when needed most and avoid the stereotype sometimes suffered by long service employees – too insulated, too conventional, and too tied to “not invented here”.

• Building lasting relationships – Build effective and collaborative relationships inside and outside of your organization including customers, suppliers, strategic partners, and key alliances. Forge relationships and benefit from getting known throughout the industry eco-system. And support and nurture those relationships by giving back!

Nothing is more intoxicating to an executive than a capable, results generating, highly motivated and networked, direct communicator who is capable, reliable, trusted and well respected both inside and outside the organization for that next big role. Good luck!

© Copyright 2024 Bergeron Associates. All rights reserved.

Reflection

Start by looking into the mirror when answering questions like:

1. What were your most significant accomplishments and disappointments this past year?

2. What personal strengths do you have that contributed to the successes?

3. What got in the way of your personal effectiveness?

4. What are your goals for the future and how do they relate to goals of the organization?

5. What knowledge, skills, abilities, and behaviors are required to do the job well?

6. What areas should be developed so you may reach your future goals?

Create and Implement an Action Plan

1. Prioritize your development needs taking into account the most important goals of the organization and your aspirations.

2. Determine how to fill the development gaps. Consider: continuing education, e-learning, research, training coupled with coaching & mentoring, reading, connecting with experts in the field by attending conferences or joining a relevant professional association. Assign a timeline for each action step.

3. Make time and do it. Pick up that book and read it. Join an association and register for the next event.

4. Apply learnings to your on-the-job professional and volunteer challenges.

Chart Progress

1. Discipline yourself to review your progress each month. Perhaps link it to another monthly activity such as reviewing operating results of the organization.

2. Did you do what you committed to do? If not, why not? What obstacles must be overcome?

3. If so, what discoveries have you made and what implications do they have to you and the organization?

4. How and when do you intend to follow up? This process is dynamic not static, so update your action plan.

Use this simple approach and your future accomplishments will have greater meaning since personal self-development was part of the formula for success. Plus you’ll inspire team members to do the same.

© Copyright 2024 Bergeron Associates. All rights reserved.

To start, set up a communication plan for getting the most accurate, timely information out to employees before they head to greener pastures being sure to:

1. Acknowledge the natural emotional reactions of the news and the uncertainty it presents.

2. Talk candidly about the rationale and logic behind the acquisition, the background of the acquirer, and the foreseeable upside and challenges to the new combined organization.

3. Disclose how success of the acquisition is measured and build connections between employees’ goals and contributions with success measures.

4. Encourage energies directed to (1) building a better combined company, (2) producing the same or better results, (3) working cooperatively with the acquirer since we are all on the same team, and (4) being open minded to changes, improvements and opportunities.

5. Share the new organizational structure and changes to people practices; be honest about the unknowns.

6. Touch base with employees one-on-one to better understand their personal concerns so you can better support and guide them.

7. Identify how frequently folks can expect updates and who the “go to” people are for answers to questions. Then ensure follow-up.

8. Coordinate with your executive peers for consistent, timely information. Get executives from the acquirer involved in the meetings so that employees begin to get flavor for their style, values, and philosophy.

9. Throughout – bake listening, empathy and addressing issues of concern into your 360 communications. If the rumor mill persists, due to employees filling in the gaps, then refine your communication plan.

© Copyright 2024 Bergeron Associates. All rights reserved.

As a leader there are a few things to know about core values:

1. What are core values?

Beliefs and attitudes that show up in the daily behavior, action, and decision making of people. Each one of us has our own set of values that guide how we live our lives. Like individuals, organizations have core values. They work best when purposely chosen to support the uniqueness of the business.

2. When do companies define their core values?

For executives who want everyone moving in the same direction, core values may initially be crafted early in the life of a company. They may also be defined or refined at major transitions such as rapid growth, commercialization, globalization, new leadership or ownership, turnaround or when big changes to the business strategy or model occur. Values tend to stand the test of time when selected to support the uniqueness of the business. 

What happens when core values are not instilled in an organization? Customers, suppliers, and employees have inconsistent experiences. That is because the most influential leaders will impose their values within their pockets of the organization which is mixed with employees who live by their own set of rules. So, you end up with a mixed bag, workforce fragmentation, and inconsistent experiences.  

3. Why do organizations invest in developing and implementing core values?

Because they are instrumental in increasing employee engagement, moving the entire organization in the same direction in support of organizational goals, and providing customers, suppliers, and employees a positive and predictable experience thereby contributing to company brand. And the more engaged employees are the more likely the organization will outperform the competition; just look at the data.

A Gallup study indicated that:

• 70% of employees are not engaged. Further it has been estimated that on average the cost of a disengaged employee is at least 46% of salary in lost productivity.

• And among the companies that ranked in the top 25% for employee engagement, they showed:

  • 22% higher profitability

  • 21% higher productivity

  • 10% higher customer satisfaction

  • 25% lower turnover in high-turnover organizations

  • 65% lower turnover in low-turnover organizations

  • 37% lower absenteeism, 48% fewer safety incidents, and 41% fewer quality incidents.

3. Once defined, how do leaders keep the values alive within the organization?

Excellent question. Defining the values will get you only so far.

1. First and foremost, leaders must walk the talk through their words, intentions, and actions.

2. Express the values in terms employees find relevant to their jobs.

3. Build the values into the recruiting and selection process.

4. Introduce the values when onboarding new hires.

5. Integrate them into coaching conversations, performance management system and development initiatives.

6. Recognize and reward people for contributions where the values operated as their guiding principles.

Core values can truly translate into competitive advantage. Take it a step further by engaging customers, suppliers, and other stakeholders in the conversation. 

Let me know if you would like more information so that you may move this leadership imperative forward.

© Copyright 2024 Bergeron Associates. All rights reserved.

Back in the day when telecommuting was a novelty, organizations concluded a great many things including that working from home is not for everyone, every job and every company. For individuals it requires: a consistently high level of self-motivation, discipline for priority setting and managing boundaries, proficiency in execution, and practical/genuine approaches for building and maintaining relationships.

Given today’s unusual circumstances, working virtually is no longer a choice for many. Consider these challenges and solutions.

Until next time, I wish you good health, quality time with your loved ones, and pride in continuing the flow of contributions made to your organization.

© Copyright 2024 Bergeron Associates. All rights reserved.

Still not convinced? Have you ever worked hours fruitlessly on a problem then the minute you distance yourself from the problem you experience an “a ha” moment? Clearing your mind by taking a quick break can and does work wonders. So, do take several 10 to 15-minute breaks roughly every three hours away from your workspace to fuel creativity and problem solve. Here are some ideas:

Take breaks

1. Go get the mail.

2. Take mid-morning and mid-afternoon beverage breaks.

3. Stand up and stretch.

4. Call your mother; stand up and stretch while on the call.

5. Do a quick meditation.

6. Brush your dogs and feed them too!

7. Read an article from your favorite magazine or newspaper.

8. Read a chapter from the latest novel you are reading.

9. Take a 30-minute lunch break!

10. Go outside and walk around the house.

11. Run a quick errand.

12. Bake a cake.

Get some exercise

While visiting the gym is out of the realm of possibilities, these ideas are in the realm and satisfy “social distancing” conditions of our new normal:

1. Go for a walk, run, or bicycle ride.

2. Walk your dog, walk your neighbor’s dog, walk your cat!

3. Clean up the yard.

4. Start gardening.

5. Wash and wax your car.

6. Try a Yoga DVD.

7. Hop onto your elliptical, treadmill, stationary bike or rowing machine while listening to music that energizes you.

8. Do a 7-Minute Workout. Choose the best app for you: https://www.usatoday.com/story/tech/columnist/2018/01/01/7-minute-workout-apps-tried-30-here-best/991591001/

9. Lift weights and do floor calisthenics while watching the news.

10. Dance like it’s 1999.

11. Mix and match the approaches to keep it fresh.

12. Exercise the same time each day. Your body will appreciate and crave the exercise. And that helps with making new habits more quickly. Engage the kids, they’ll enjoy exercising with you!

Creating new habits often takes trial and error. Once you zoom in on a new pattern that works well then stick with it. A few days will turn into a few weeks and you’ll be happy you formed a new rhythm sooner rather than later. Want to keep yourself honest? Keep a journal of your activities or find an accountability buddy with whom you check-in daily!

Until next time, be well!

© Copyright 2021 Bergeron Associates. All rights reserved.

1. Scout out a dedicated, uncluttered workspace for each family member.

   • Build a workspace in a quiet, less traveled room such as a study or bedroom.

   • Locate workspaces in community rooms – family room, dining room, kitchen – thereby making them multi-purpose rooms.

   • Repurpose a closet or space under a stairwell into a workspace; install shelving at various heights that operate as the desk surface, bookshelves and the like.

   • Tip: Set up the space so at day’s end each family member may literally or figuratively “close” the office door.

A good friend recently shared how delighted she was to see her college kids make their inaugural   use of desks purchased as part of their bedroom furniture sets over a decade ago.

2. Make workspaces desirable places to spend the lion share of the day.

• Set up workspace that it is ergonomically friendly – desk surface, comfortable seating, etc.

• Make use of natural and artificial lighting for fueling energy and avoiding eye strain.

• Shore up the right mix of tools and electronic devices which vary person to person.

• Individualize the space with personal items, preferred colors, scents, greenery, etc.

• Consider storage needs so the workspace remains uncluttered.

• For portable workspaces, like the kitchen table, dedicate space for its overnight storage.

3. Get agreement from all family members on “office hours” or quiet, uninterrupted time.

This is especially important for those with workspaces located in multi-purpose rooms.

Also consider dedicating a community room that is accessible by all for breaks anytime during office hours.

Until next time, I wish you good health, quality time with your loved ones, and pride in continuing the flow of contributions made to your organization.

© Copyright 2024 Bergeron Associates. All Rights Reserved.

While not prescriptive, the flow looks something like this.

1. Review each performance expectation (goal and capabilities & behaviors used in goal achievement) then:

   • Share specific observation-based feedback as well as data-based feedback with the intent to strike a balance of both the positives and negatives. Discuss capabilities & behaviors used and their impact on people and the situation; zero in on a few strengths and areas ripe for continuous improvement.

   • Surface the most significant learnings from the work assignment and how they will shape completion of future like assignments.

   • Reset performance expectations that align with company goals and are achievable over the next quarter.

   • Revisit how the manager can better support the employee.   

2. Review each development expectation using the same framework above.

   • Share feedback; discuss capabilities & behaviors used and their impact; identify growing strengths and development areas.

   • Surface the most significant learnings from development assignments.

   • Revisit short and long-term aspirational career goals that align with company talent needs. Then reset development expectations.

   • Revisit how the manager can best help with development.

The most effective “check-ins” are those where both employee and manager are: prepared, open to candid conversation, steadfast in action planning for the future, and jointly committed to a cadence of “check-ins”. For some folks that cadence means weekly short “check-ins” of about 15 minutes each and for others it will be hour long “check-ins” every month or quarter.

Has the written performance review document become obsolete? No, but it is no longer a dissertation. Instead it is prepared quarterly or semi-annually and summarizes highlights from “check-in” conversations.  Does it include a performance rating? Performance rating definitions are more likely to be redefined, to improve their objectivity and overall fairness, than to be eliminated. Why? people want to know where they stand, and they may influence other people practices and programs.

In conclusion, gone are the days when performance management was a vehicle to measure productivity in people and determine salary increases. Today’s performance management system is also a vehicle to engage people in meaningful ways that result in employees’ sense of belonging, contribution to a greater purpose and realization of career aspirations. Outcomes include increased employee retention, healthier company culture and stellar organizational performance. Performance management today paves the way for highly diverse and motivated employees to bring their whole selves to their work. 

© Copyright 2024 Bergeron Associates. All Rights Reserved.

Trend 3 – Prioritize development progression in the “check-in” conversations so that it is prominent yet has no immediate impact on overall performance.

In doing so the employee’s appetite for risk taking increases and will show up in more enthusiastic and meaningful contributions, innovative & creative ideas, and tangible mastery that feeds desired career enrichment and advancement. Trust ensues to the extent the employee is not penalized for risks taken that do not pan out; so be thoughtful about development assignments. Done well, development is a source of inspiration and reward for all.

Know your organization’s stance on development, career enrichment & advancement as well as parameters of risk tolerance.

In practical terms – Employees’ past employment experiences may influence their views. Best to get everyone onto the same page at your organization through your most effective communication venues.

Career enrichment & advancement often include: expanding current job responsibilities, special projects, stretch assignments, horizontal career moves as well as promotions, etc. Risk tolerance is often expressed in terms of specific work assignments.

Clarify employee development targets.

In practical terms – Ensure conversations converge on: development target and why, development initiatives & resources (working through several learning levels: cognitive understanding, awareness of current capability level, application in a safe environment, application via experiential work assignment), and risk parameters.

Why not use a framework that employees are familiar with? My suggestion is to adapt the goals / capabilities & behaviors / resource framework used in establishing performance expectations for increased efficiency. That said, ensure the development and performance expectations are distinct so performance evaluations are limited appropriately.

Adoption benefits – Prioritizing development strengthens employee engagement and retention in countless ways. Employees emerge as stronger contributors / performers, thoughtful risk takers, and architects of their own career progression. Done well, it enriches trust between management and employees. And development fuels succession planning as well as innovation & creativity – the lifeblood of any organization’s products, services, performance and culture.

Stay tuned for part 4 of this article!

© Copyright 2024 Bergeron Associates. All Rights Reserved.

Trend 2 – Conversations that effectively clarify expectations in terms of performance goals (the what of work), capabilities and behaviors most needed to successfully achieve the goals (the how of work), and resource needs. It behooves managers and employees alike to master this practice.

Goals – What better way to get all employees moving in the same direction than to align employee goals with those of the organization? And take it up a notch by crafting goals that are more challenging than the last round for prompting employee continuous improvement. Everyone will get energized.

In practical terms – Select a memorable goal format (ex. SMART, OKR) and write goals in a way that are accomplishable within the performance period. This could mean converting long-term goals into a series of short-term goals which makes objective evaluation of quarterly goal achievement straight forward. Like anything new, practice makes perfect over time.

Capabilities & behaviors – Rather than boil the ocean in terms of capability needs & behaviors, focus on the few that are most needed to successfully achieve the goals.

In practical terms – Narrow the list to 2-3 capabilities & behaviors that represent the ones your organization will act on. For instance, which capabilities & behaviors support company values, business strategy execution and employee recognition & reward? On the flip side, which ones could derail employee progression, if any?  

Resource needs – Want to convey your steadfast support to employees? Do so by predictably and realistically addressing resource needs and their availability. Everyone wants to be on a winning team and set up for success. That means sensibly allocating resources upfront.

In practical terms – When times are lean, as a manager this involves going to bat for shepherding resources. It may also include revising goals, so they reflect the reality of available resources. Do it upfront since attributing unachieved goals to the absence of enough resources doesn’t reflect well on anyone and diminishes trust.  

Adoption benefits – When employees’ goals are clear and aligned with those of the organization; everyone is set up for success and feels connected to a greater purpose. Couple that with foresight around resources and capability needs – well that adds to the win/win recipe. And when goals change and employees are asked to pivot, things proceed more smoothly if the discipline of addressing resources immediately follows!

Stay tuned for part 3 of this article!

© Copyright 2024 Bergeron Associates. All Rights Reserved.

Part 1 – Increased Frequency with Continuous Improvement Focus

Gone are the days when performance management was a vehicle to measure productivity in people and determine salary increases. Today’s performance management system is also a vehicle to engage people in meaningful ways that result in employees’ sense of belonging, contribution to a greater purpose and realization of career aspirations. Outcomes include increased employee retention, healthier company culture and stellar organizational performance. Performance management today paves the way for highly diverse and motivated employees to bring their whole selves to their work.  

This multi-part article on “What is New in Performance Management?” reveals design trends, their importance, practical how to’s and benefits!

Trend 1 – More frequent conversations between manager and employee, often called “check-ins”, that move performance management from event based (often annually) to an ongoing conversation focused on continuous improvement.

Build trust – What better way to build trust within the organization, and especially between manager and employee, than through frequent conversations about goals, feedback on progression, the employee experience, development activities and coaching?

In practical terms – It means real-time, weekly or monthly “check-ins” coupled with quarterly or semi-annual written reviews. Don’t fret, the written review is expressed in bullets – not long dissertations. And performance management software makes it easy for both employees and managers to gain tangible efficiencies.

Adoption benefits – Increasingly better relationships between employees and their managers – which we all know impacts retention. That increased trust paves the way for reciprocal feedback where employees provide their managers feedback that is welcomed. The trust spills over into other relationships thus paving the way for peer feedback.

Stay tuned for the next part of this article!

© Copyright 2024 Bergeron Associates. All Rights Reserved.