Tips for Navigating Leadership Challenges of 2024 from a CPO

Welcome to the People Managing People Podcast. We're on a mission to build a better world of work and to help you create happy, healthy and productive workplaces. I'm your host, David Rice. My guest today is Felicia Shakiba, host of the CPO Playbook Podcast and Fractional Chief People Officer. We're going to be talking about some of the challenges leaders face today and the type of thinking that can help them overcome those challenges.

Felicia, welcome.

And so by showcasing these conversations, I wanted to demystify the HR function. Secondly, the chief people officer role is in a constant state of evolution. So through the podcast, I wanted to spotlight how CPOs address and solve critical problems within their respective organizations and in different contexts. And then lastly, there was a personal growth aspect to this initiative and engaging with such incredible professionals provided an opportunity for my own professional development.

And speaking with these experts allow me to gain knowledge and insights that ultimately enhance my ability to contribute meaningfully to my clients and the broader professional community. As far as what I'm learned on the podcast, the spectrum of topics covered is really expansive, but all really focused on the art of cultivating and steering high performing organizations. And so organizational leadership in the face of change management has been a recurring topic.

Another significant theme has been centered on crafting exceptional employee experiences, understanding how to curate environments that foster engagement and productivity has been a priority. And finally, let's not forget that the impact of AI in the workforce has been a focal point. So the discussions have revolved around deciphering the implications of AI on businesses and talent, particularly in addressing the skill gaps and adapting to this new technological era.

so much from your guests. That's one of my favorite parts of doing this is people I get to talk to, I always feel like I am a HR expert, sometimes. You know, like I've been practicing it for years, but I'm just absorbing knowledge from people who have been practicing it. But it's, it's fun. That's one of my favorite parts of it. You mentioned something there, you're talking about AI in the workplace. And that's something that I think is obviously on all of our minds.

Since 2023 was such a pivotal year for AI and in terms of how we work. And one of the big challenges we've seen a lot of leaders face is how to implement AI essentially. So now we're hearing the term chief AI officer being thrown around, but it sounds confusing, like chief officer of AI in the workplace. What is this role? Who occupies it? What is its primary value to the business? Would you say?

What struck me as particularly intriguing from our conversation was Matt shared with me that he's also exploring the use of AI internally to construct a skills taxonomy. And it was surprising to hear that a chief AI officer was focused on a task like this, because traditionally one would think that the role of a chief AI officer would be to leverage AI for just optimizing processes or enhancing the product offerings.

However, I found it compelling fundamentally an organization's greatest asset is the people, obviously. And so if there's a chief AI officer positioned within the C-suite, why not harness that expertise to map out the diverse skills and capabilities within the organization, which is ultimately their most valuable assets, right?

I think creating a robust skills taxonomy not only helps in evaluating the current strengths and gaps, but also provides a clearer perspective on the overall organizational needs. And so I'm excited to see where his role takes him by the end of the year. But I think overall, the role of the chief AI officer is really up in the air. I can only really speak to my conversation with Matt so far, but I think we're going to see a lot of different challenges that this role is going to face.

And we're going to see if, or which companies actually need someone in the C-suite, or perhaps just under a C-suite member, depending on how critical AI is in for that business. Does that make sense?

And one of the things that came up, unsurprisingly, consistently came back, I should say, was skills shortages. And I think there's this conversation to be had around skills taxonomies, like you mentioned there, and how those get structured. In your kind of, fractional work what advice do you have for companies where skill shortages are a big concern?

At the team level, it could be how teams complement each other or common skills within a function. And then there is the level within the function also identified as specific position, more or less. It's crucial to identify both existing and lack of skills and evaluate the skill proficiency levels across the workforce. After building that skills taxonomy, and there are many ways to tackle skills shortages, but here are a couple strategies.

The first phase involves devising a learning and development plan. The plan should encompass both internal skill enhancement initiatives and potential external skill acquisitions. So that's how do we promote within and how do we acquire and hire. By discerning what can be taught internally and what needs to be procured externally, organizations can really target those programs to address the specific skill deficiencies. And again, without that skills taxonomy, you just don't know where to start.

So that's an important first step. Then I would encourage companies to invest in a continuous learning and development program. And the programs in the form of leadership development, cross functional learning, mentoring, onboarding cohorts, and specific knowledge development within a domain expertise, like engineering or science or creative talent, for example. Another very important step is to foster a culture of upskilling.

Cultivating a culture where continuous learning is encouraged is crucial and very necessary. Otherwise, all the work that you're doing just doesn't matter. It doesn't, doesn't matter, but it's very unlikely that anything will really bloom in the future. So this involves instilling a mindset where employees are motivated to continually enhance their skill sets. And a culture is, like I've always said, best driven from the top.

And so ensuring that the entire C-suite actively participates in ongoing growth and development initiatives sets a very powerful precedent for the entire organization. Listening to your high performers, gathering ongoing

insights from employees and managers is critical to understanding how to prioritize learning and development needs and really fostering that continuous learning culture.

So in essence, lateral thinking involves collaborating with AI platforms, not to receive direct solutions, but to ignite ideation, facilitate brainstorming sessions, and present diverse perspectives. Instead of viewing AI as a final arbiter of answers, it should serve as a springboard for generating ideas and sparking unconventional thinking.

So when advising leaders on addressing talent challenges, my recommended approach would involve designing a tailored learning program for all team members by function or project. And this program should focus on leveraging specific techniques to tackle day to day talent challenges unique to the team's function, and perhaps engaging in practical methods like simulations, identifying effective techniques, and implementing gamified problem solving exercises that incorporate ChatGPT assistance.

In other words, get people in the habit of treating ChatGPT like a team member and not a cheat sheet. I think one episode that is going to launch fairly soon, and actually it's like a video interview on how to create OKRs with ChatGPT. And it's not what you think it would be, but we actually went through the process and it was so eye opening and fantastic and brought so many ideas to the table that I probably would have never thought of before.

And it was really more of like a third person in the room versus just a one-on-one conversation plus an AI bot. That makes sense?

We're going to interpret what it spits out in two different ways, bringing that sort of interpretation to life and having that be visible in our products and in our, well, like

the content that we create, I think is really important. So yeah, I liked that you said that. Like I said before, I've been asking a lot of questions, turnover continues to be a big focus for a lot of companies. I'm curious, because you're talking to a lot of people too, as well, or you're talking to a lot of people as well, and there's the chief people officer angle to it. What do you think will play the biggest factor in talent turnover and retention in 2024?

And as we transition into 2024, the shift to remote work, accustomed individuals to flexibility, which have continued to present challenges as companies really try to navigate and return the onsite or hybrid work settings. And finally, the onboarding process significantly influences employee retention rates.

If you think about it, and this is very interesting statistic, 38% of employees depart within their first initial year and a substantial percentage, that might be attributed to established employees feeling threatened by newcomers. The resistance to change sometimes manifests in legacy employees and of undermining new hires. This hinders their success.

And to solve for this, fostering a sense of responsibility among legacy employees in supporting and ensuring the success of new hires within their first year, I think is a strategy I've actually never seen in a company leverage before, but I think it seems promising and I'd be interested in hearing from a company that would want to deploy this type of strategy.

I think it's surprising that some leaders overlook the onboarding process, given the loss of an employee incurs costs amounting to about a third an employee's salary. It's often overlooked, but so valuable when you actually put a lot of effort and thoughtfulness into onboarding new hires.

And I'm like, culture is important and that was that phenomenal moment that I had between working at Coffee Bean and then working at Starbucks where I felt like culture was so critical because it was the same business. I was doing the same thing, the same role, and yet it was so different. And I ended up staying at Starbucks a little bit longer and then I went and bought the book on Starbucks culture and that's how I started, getting so curious about culture.

So I think it's an interesting, funny story.

I'm curious, what are some of the areas they look at that you've seen and they wanna see your house in order basically before they're gonna invest?

The coordinator ensures seamless integration of every project or plan, while the finisher meticulously ensures nothing remains incomplete, and then the creative visionary ignites innovation and brings fresh perspectives to the table, challenging norms and bold ideas. However, I emphasize the need for a strategic people lead as the fourth executive essential for a team member for maintaining this team's equilibrium.

So in my view, this role is indispensable for ensuring sustainability and long term confidence, especially for private equity firms assessing the business. And he was fully supportive of this role as the missing fourth executive team member. From a people ops perspective, I stress the importance of a robust succession plan and an effective performance philosophy or talent development plan.

Because I think that these elements are crucial checkpoints, and I encourage private equity firms to consider when investing in startups, although very early stage startups may not have these fully baked out programs just yet, of course. But I'd imagine that this could be why so many startups don't make it because they don't think about what if it doesn't work at the top, how are you going to fulfill this role or this, either coordinator, finisher or creative visionary, right?

If there's a conflict amongst the leadership team, disagreement, or someone leaves or walks out, you really miss that crucial piece of the business, which is a very important piece, which is any one of those leaders.

Again, I just think about either someone in an advisory role for very early, early stage startups or bringing on and thinking through that for, executive team member in a startup to fulfill all of those needs, I think really gets startups set up for success and resiliency with all of the shenanigans that are going to come their way in the next few years.