Building an Impact-Oriented Culture and Unleashing the Potential of Your Employees

Dr. Jim: [: 00:00:00

If you don't do that, you're going to end up finding yourself on the talent attraction hamster wheel. So how do you build an organization that has this sort of mindset? That's what Tony Gupton, VP of HR at All Native Group, the Federal Services Division of Ho Chunk Inc. is going to help us tackle today.

Let me tell you a little bit about Tony's background. He's a dedicated human resources leader with a passion for fostering collaborative workplace cultures and facilitating employee development. He's got over 20 years of experience in government consulting and healthcare HR operations.

. He's known for his ability [: 00:01:00

Welcome to the show.

Tony Gupton: Jim, glad to be here. Looking forward to it. Thank you.

Dr. Jim: Yeah, this is a, this is going to be a really interesting conversation because you're actually the first person that we've had on that has the depth of experience in government contracting and federal services, but also coming from a first nations environment as well. So I think that's going to have a unique perspective that you bring to the table. What I'd like you to do before we dive into the big chunk of the conversation is share with the audience a little bit some of the background and experiences that's going to add context and offer a lens into the rest of the conversation,

s we have to our departments [: 00:02:00

There's just multiple challenges and the cookie cutter approach really does not work anymore in any organization, whether it be the federal services. Federal government contracting, and no matter what level of ownership private, nonprofit, no matter which one it is in any industry you hit it on the head there, Jim.

You've got to have a generational approach and you've got to be cognizant and you've got to be attentive to the generations in the workplace and develop those generations in the workplace.

Dr. Jim: you said something interesting there that I want you to expand on. And that's your comment about. You can't take a cookie cutter approach and I want you to draw a distinction between the, quote unquote, Jack Welch era of organizational leadership and what you mean by not taking a cookie cutter approach and how that's relevant to the workplace of today.

pton: I think it goes to the [: 00:03:00

I think we have to be very flexible in our development of employees, in our motivators of employees, and what engages employees. We grew up, you mentioned it, the Jack Welch area. Era, excuse me. We wanted the top floor corner office building that type of environment. And now generations and workplaces are more collaborative.

e citizen we are the biggest [: 00:04:00

The employer will help them and the employer has to sell that now more so than what I saw in the first part of my career.

Dr. Jim: The one really important thing that I want to call out from what you just said is this concept of monolithic thinking.

And I really like how you said that, these things need to be taken down to a function by function, division by division, individual by individual perspective, the whole idea that you can cookie cutter your approach to an entire enterprise might have worked in an era where Companies dominated the the job landscape.

eaders and employers to make [: 00:05:00

So really appreciate you sharing that. So let's set the tone and dive into the conversation. When you think about your current role, what's the accomplishment that you're most proud of?

Tony Gupton: For me, the most the accomplishment I'm most proud of is becoming a true partner and trusted advisor to the business units, not just from the human resources, human capital. Perspective, but how do we set our employees up for success? How do we need to strategize based on labor market information based on demographics based on what we're trying to accomplish for our clients and customers being brought into those strategic conversations by the.

ughts that's really what I'm [: 00:06:00

Dr. Jim: You mentioned that shifting the way you show up from being an administrative function to being a partner in the business you mentioned that was really important.

Why is that important for HR leaders to make that pivot? Regardless of the size of organization that they're in, how does that impact the function and how does that impact their career?

Tony Gupton: We live in a. Technological age. We live in an age of give me I need one stop shopping. I want one stop shopping. I want to get everything I can in one place. And what a jar can bring is we can bring that labor market data. We can bring that information of regarding regulation, business regulations regarding that compliance, but also we can bring that data and that information about what the talent pool is like in an area.

ng the information about our [: 00:07:00

Because we have that knowledge of the skill set, we have that. Analytical and data set of information on our human capital, we able to maximize that. It's no different than, our employees are assets. We are company assets, and I don't mean to dehumanize that, but that is an advantage that human resources bring us.

Our job is to know the inventory of skills and assets we have in the growth, either the growth potential or the employees and the staff that are already at a position to take the company or department or unit to the next level.

months, what's that moonshot [: 00:08:00

Tony Gupton: I'd be remiss if I wasn't like every HR executive and say I want turnover to be minimized, but my moonshot goal would be really we go through A global change management strategy is what I would say, and what I mean by that is where, as organizations evolve, and I'll take my organization, for example very high volume very progressive, very goal oriented, and we're international, both domestic and international in our business operations and our employee set.

When I say a change in global management market strategy. Is I want our employees to feel safe, confident, comfortable that when we change roles or move some things around, or we evolve our operations, or we evolve our opportunities, they have confidence to know that they're prepared and set up for that success instead of seeing that change as a threat to their success changes Ongoing, most of us still like what we can predict and what's consistent.

[: 00:09:00

Dr. Jim: When I think about that tolerance for change or that capacity to accept and pivot to change, what are some of the things that you've done to build the capacity for employees at all levels to navigate that change successfully?

Tony Gupton: Employees have great memories. And history is going to be one indicator and to be specific about how do you prepare or establish that mindset and that culture is transparency is key explaining or describing to an employee why the change is occurring. Don't just make the change and say, we're doing this for business needs.

e transparent and say why it [: 00:10:00

When you grow up and you question authority and you ask those authoritative figures Why you're doing so while you're not doing something that's prevalent in the workplace. Now we have to be prepared to answer that and not only answer it with the. The corporate line, but give that transparency and give that honest answer.

Employees always respect honesty and transparency, even if it's not the favorable news, but it's the honest news. They at least know what they're working with and know how to move forward to make themselves and the organization better.

employees as children. And I [: 00:11:00

And focus on outcomes and focus on clarity of communication, you would have a lot less of this friction that exists within organizations and what you're seeing. So I think that's the other distinction that I think it's important to call out. You've had a pretty interesting career and background.

When you think about the journey that you've been on, what's the leadership or HR myth that you just wish would just go away?

Tony Gupton: the myth I would like to eliminate is that HR lacks the business knowledge and the data mindset to assist operations. I like HR to be seen as the department that finds a way to yes, instead of finds a way to no, I guess that would be the myth.

I would like to dispel.

organization of seeing HR as [: 00:12:00

I opened the show by saying, if you want to build an elite team. You have to have a generational impact as central to your mindset. How does that relate to the game changing realization that you had that helped you consistently build high performing teams?

Tony Gupton: My aha moment was getting to a point in my career, my management career, where I wasn't just the one to provide the answer or the authoritative answer. But to the moment for me was when I reached a point where my team had the answers that I was searching for. I was obtaining data, seeking data.

all levels of the team, they [: 00:13:00

And I guess, learning to trust that your teams that you've developed your teams, that your teams Have the knowledge, the know how, and know what you want to know and need to know. They can predict what I, as a leader, what I'm looking for and what I need to know. That was my aha moment that yes, trusting your teams to have answers and trusting your teams.

To know more than you in some certain situations. That was really my big moment. I go back to and I say this a lot of times in management meetings. And when we talk about employees and development is we were all excited. When we hire a new employee, we talk about their potential and what they bring to the table.

o do instead of what we need [: 00:14:00

Dr. Jim: You said something that's really important. And it's this the philosophy of you have to trust the people that you hire to execute well. And you also mentioned that, oftentimes that gets lost post hire. How did you bridge that gap? What was your process for getting out of that trap?

Tony Gupton: I like to say it's based on workplace maturity. I just grew up in the management and learned that, sometime, we all are guilty of the mindset, I'm going to train and develop my employees because this is the way I know how to train and develop my employees. I think it was just seeing success of other colleagues, peers within my organization learning from others, being willing to learn from others.

do think that I had set up a [: 00:15:00

I've been fortunate, especially currently that diversity of thought is welcomed. And that's another thing that's evolved over the last 5 to 7 years. It's really. I'll say really helped with my growth is that diversity of thought as we've gotten second and third generations of immigrants in the workplace and second and third generation first time college prepared or certified or we just have so much more diversity of thought in our organizations now and especially where I'm working now in the Washington DC metropolitan area most any urban area You have that diversity of thought from all sorts of cultures coming together. I look at over my career 20 years ago, 20 plus years ago, departments look like the leader. They looked a lot like who was leading [00:16:00] them, no matter who was leading a department. We like to hire people who think like us and have our same background. And that's good.

And there's no problem. There's not a fault with that. But there's also there is a fault. If you're not open to other ideas and other thoughts that's an involvement in the workplace that has to occur to develop these high achieving teams. You have to have that diversity of thought. You have to have people who think differently.

This nation and this world has evolved because people thought differently.

Dr. Jim: I'd like the point that you're making about diversity of thought. I think that applies to in broad terms, differ diversity across a number of different dimensions. And the thing that stands out to me is that every leader comes into that seat with a set of blind spots.

blind spot that exists. And [: 00:17:00

So tell us about how that's connected with building the type of organization that performs at a high level. Why is development a critical facet of building elite teams?

Tony Gupton: For me, there's a number of reasons, and the first one I'll speak to is, Most of us in any organization, especially in a service role or support roles, such as human resources, human capital, people operations, we want to make a difference. Most of us are in this role because we like making a difference.

rst thing is being impactful [: 00:18:00

Because to me, development is identifying and acknowledging those blind spots and those opportunities to develop in an employee. And I'll self reflect on myself. It's been very eye opening for me as well to acknowledge and see what my blind spots are. And it's anytime you. You sit down or you're evaluated or you're tested or someone speaks with you like, yeah, I am like that, or I do see that as a blind spot.

think those are the two key [: 00:19:00

And you may not ever get those up to the superior level, but you get them up to acknowledging they're the workable level or they're at least the level of understanding that you need in leadership and management.

Dr. Jim: That development component of the employee life cycle that we're talking about, how does that tie into what we mentioned earlier where employees candidates coming into your organization are looking for more than just a list of tasks that they need to accomplish? They're looking for what the broader vision is.

How does development and a development mindset within an organization help you meet the needs of employees when it comes to the bigger picture?

own boarding and orientation [: 00:20:00

There is an economic advantage to promoting your own. There is a morale advantage to growing and promoting your own. I'll go back to one of my earlier answers about transparency and seeing, seeing what the history of the company has done. If we tell an employee, We're going to develop you, we want to put you through this program, or we want to give you this task, we want to assign you a committee, we want to have you on a project for your development, and they can see that there's been a legacy and historical evidence that if I do this, I will grow to a role that I am more excited about, that may be in management, may be promotion, may be leadership, [00:21:00] Or it may be just something that as simple as have employees do what they want to do and what they like to do.

When you ask an employee what they want to do, actually listen to them. I mentioned transparently earlier, listen is another key component. We ask employees, what do they want to do or what do they think? When they tell us let's listen, don't just make it part of a conversation, make listening an action item. Because to develop, you've got to listen to the employee. The employee will tell you everything you want to know. You just have to listen.

Dr. Jim: I really like your emphasis on listening and there's an action component that you didn't directly call out, but it's not enough to just listen. You got to do something with what's what you're being told. This has been a really good conversation. I think one of the things that's going to be helpful. Is mapping out some of those blockers or pitfalls that a leader might encounter when they want to build this impact oriented organization or impact oriented culture that puts an emphasis on development?

What should they be [: 00:22:00

Tony Gupton: I think the first thing that we need to recognize and acknowledge now is the employee. Has more impact on an organization than the organization used to have on the employee. We talked earlier about traditional mindsets of employers and that's just not the case now It may not be what an employee an employer does or an organization does but what we can't do anymore is Have the mindset that if this employee is not happy or this manager is not happy, I've got 10 more people that wants their job or would take their job.

I've been part of organizations history, when I first started, and I've heard that statement made in public and private sector is if they're not happy, we've got six other people that will want their job. And that's not a mindset we can take today because of data and the knowledge and the information of the labor force.

aders will tell you if every [: 00:23:00

Yes, a lot of people want to be a manager, I see more employees declining leadership roles now more than ever. And I think that's a sign when you see someone that's not interested in the leadership position or they take a leadership position and then say I'd rather go back to something else, or I'd rather be a supervisor than a manager, or something like that.

I think we need to take stock in what the employee is telling us. It's not always the employee who's at fault in the development. We have to take ownership as an organization. We have to be responsible for the development of the employees. We can give the opportunities, give the tools. We have to do that.

We say we're going to [: 00:24:00

It costs nothing to listen. It costs nothing to communicate and it costs nothing to be honest in the workplace and organizations have to be because. tHe tables have turned. There is a labor force dictates the success of the organization more so than the organization. You've got to develop those employees.

You've got to develop your culture and you've got to develop transparency and honesty in the workplace. Everyone has to be a partner to each other.

more in terms of being true [: 00:25:00

If you're a leader within any function, and you're looking at your team as, Oh, there'll be six other people that can fill this job. You're never going to transition from being.

Just somebody that manages activities to somebody that leads to outcomes. So I think that's an important thread to tie together. So when we look at this entire conversation that we've had, and you're advising a leader out there on what they can be doing or how they can get started in making the pivot to.

A style or an organization or a culture that's much more impact oriented. How would you advise them to get started on this?

You the biggest fear that I [: 00:26:00

Only informing when a decision is made. Be collaborative and be collegial in the workplace. That's, that would be my advice. It's always my advice. It's something I try to practice. Also something I try to lead by. And it goes, it just ties into so many themes that we've talked about as far as honesty, transparency being a business partner, diversity of thought.

When you have that collaboration and collegiality, all those things fall into place after that.

Dr. Jim: If people want to continue the conversation, what's the best way for them to get in touch with you?

Tony Gupton: I would welcome it. I can be reached at email. It's T. Gupton. All native group.com. That's T-G-U-P-T-O-N and all native group is one word. Look forward to it. You can find me on my LinkedIn page. I've enjoyed it. Jim. Look forward to hearing from others out there and discussing all things HR and how we can grow our industry and again, make an impact that's generational.

I appreciate you hanging out [: 00:27:00

You have to look. At the enterprise, you have to look at the division. You have to look at the individual and build custom solutions that meet those people where they are. And I think that's the first step in making that transition. The other aspect is that you can't take a cookie cutter approach to how you build that development culture and that development organization.

th some of the folks in your [: 00:28:00

And if you ever want to build an organizational culture that emphasizes development. And retention, you have to shift away from the cog in the wheel mentality that many of us have come up in . It's important to get away from that because that's the only way that you're going to actually be able to be successful in developing the type of culture that we are talking about in this conversation.

hanging out as well. If you [: 00:29:00