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COLLEAGUES FIRST, from page 7
person would answer this question, because we are typically considered a “cost center.” However, our department spends about half our time on what I’ll call “run the business” activities (performance reviews, benefits program management, etc.) and the other half on strategic initiatives. I believe that even our “run the business” activities produce company savings through retention, engagement, and cost-effective processes. Our strategic initiatives include using employee surveys to track and improve our colleague engagement and helping to ensure colleagues understand howwhat they do every day contributes to HEAPY reaching its objectives. TZL: Trust is essential. How do you earn the trust of your clients? GS: My “clients” are our 200 colleagues. Other than the obvious answers such as honesty, integrity, listening, and following through on commitments, our team focuses on investing in our people and helping them reach their potential. We collaborate with all our leaders to support their objectives in meeting client needs and HEAPY objectives. We’re partners in every problem and champions for every success. “Our team focuses on investing in our people and helping them reach their potential. We collaborate with all our leaders to support their objectives in meeting client needs and HEAPY objectives. We’re partners in every problem and champions for every success.” TZL: The firmwas founded 75 years ago. In terms of culture, what do you believe has stayed the same and what has changed? GS: For the past 77 years, we really tried to create a highly talented and capable workforce, which still informs our mission focused on real collaboration, real inspiration, and real performance. We’re not a commodity. We offer an exceptional service, and we focus on relationships with our clients. We are a leading-edge firm, especially when it comes to energy and sustainability, and that remains core to our culture today. Our colleagues have a strong sense of connection and meaningful relationships, and I am grateful that has remained unchanged throughout our history. The pandemic has accelerated some cultural changes in the past year, leading to increased flexibility and collaboration across the organization. We’re also more focused on emotional intelligence and conscious leadership, which helps our colleagues find their path and engage in meaningful work. Finally, we are more proactive about improving diversity and inclusion at HEAPY and in our industry. We are looking for new and creative ways to engage young people in our industry and improve our hiring practices so that our workforce better reflects the communities we serve. TZL: It is often said that people leave managers, not
HEAPY staff volunteering at the Dayton Foodbank.
companies. What are you doing to ensure that your line leadership are great people managers? GS: We are “consultants” to the managers in helping them with growth and development of their people through coaching and training. We foster the sharing of feedback, provide direction on career path mapping, and collaborate in handling difficult colleague challenges. Our primary purpose is to support our colleagues, and this is encompassed by our value “show care.” We endeavor to coach our leaders to show care for those they supervise and support. We have the HEAPY Leadership Development Program, a three-year program that incorporates conscious leadership practices to set the framework for future leaders of the company. We’re currently implementing CliftonStrengths to help our teams work toward their strengths and value diverse characteristics and skills among team members. TZL: In one word or phrase, what do you describe as your number one job responsibility? GS: Helping HEAPY fully transition to a colleague-first culture. TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? GS: We put a great deal of effort into helping our colleagues reach their personal and professional goals. We’re mapping a journey from our first interaction with a candidate to when they become a colleague to when they retire. We customize training and development opportunities to help colleagues achieve their goals, and we provide flexibility to help our colleagues reach their potential both inside and outside of work. Our culture is unique. Part of our vision is to provide meaningful work that also fosters enduring relationships – for colleagues, our clients, and the surrounding community. Colleagues embrace a higher purpose and feel a deep connection to each other, which gives everyone energy and excitement about their work and howwe can positively impact society.
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THE ZWEIG LETTER APRIL 18, 2022, ISSUE 1437
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