Multiple times a year, I announce to Kerri that it is now “time to eat my weight in ____________.” The blank always reveals the love I have for a particular item of produce that has just come into season. In summer, it is nectarines and tomatoes, then I fall hard for apples, winter is all about the citrus (especially grapefruit) and while April showers give way to the proverbial May flowers, all I want are strawberries and asparagus.

I have absolutely no idea why I do this (because I don’t say it to anybody else) and even more baffling (but oh so very sweet) is Kerri will actually check in during the season to find out how my progress is coming. A few weeks ago, I purchased the first nectarine of the season and realized it was time to declare my love for this summer treasure when I got thinking about the ritual of this and other things we tend to say on repeat. Most everyone I know has phrases/sayings/or words that I associate with them and at Corona Consulting, we are no different. If you spend any time with us, you are almost certain to hear one of a handful of phrases or declarations. Each of these has proven to be true, time and again, which, of course, only increases the likelihood one of us will say them, when the opportunity presents itself.

Since this week marks 16 years that Kerri and I have known each other, it seemed a good time to memorialize a few of these and explain their meaning and/or significance.

1. “It’s a management problem” – This is the OG of the Corona Consulting Canon and the first thing that Kerri and I really solidified in our shared understanding of the art and science of management. While I am a little murky on the exact origin, we have found (the vast majority of the time) when something is wrong, it’s because a manager didn’t hire or train well or they haven’t given clear feedback and coaching. This message is never meant to sound harsh, because in it, lies the fundamental truth that the manager has the ability to (almost always) help the employee be successful (whether in their employ or somewhere else). This truth is what often leads an organization to seek our help, so the manager can get the skills they need to move things forward.
2. “It’s a process problem” – At first glance, this might seem to negate the statement above, but they actually complement each other perfectly. This learning really solidified for Kerri once she became certified in Strategic Organizational Management. Leadership often blames individuals when things aren’t working well, but more often than not, if you go upstream and look at the processes that were in place at the time of the perceived failure, people weren’t really set up for success. For instance, when onboarding is fast-tracked and new hires aren’t adequately trained to do the task OR they aren’t made to feel comfortable asking questions about something they don’t understand, their likelihood of getting off to a great start is impacted.
3. “All people need two things: safety and validation” – Years ago, the lovely Robin Rose (trainer, consultant and author) shared this nugget and since that time, there’s scarcely been a day it hasn’t come up in some form. In this context, safety is both physical (the building isn’t likely to fall down on us, the air quality isn’t contaminated) and psychological (feeling safe to take risks and be oneself, without fear of being punished or humiliated) and validation is affirming that someone is valuable; their opinions and ideas important and their general wellbeing is safe in the hands of the person with whom they are interacting. When we don’t have safety and validation, our bodies go into fight or flight, usurping any ability we have to be our best selves.
4. “Nobody wants to be the jerk at work” – I believe this with my whole heart – no one wants to be thought poorly of, or have others dislike them. Now, we get a weird amount of pushback on this, from time to time. Often, people are convinced that someone is being difficult because they suspect the “jerk at work” has an agenda that flies in the face of being a good team member. This just isn’t the case. How do I know? Because when people dislike or dismiss you, you don’t have safety and validation, the two things all people need. So, what’s going on when you see “jerk at work” behavior? It’s almost certain that there is a lack of safety and/or validation, and the person is doing what they can (however misguided it may be) to get those things restored. The other main cause of “jerk at work” behavior is poor management. There’s either been minimal or no training or feedback or a lack of clarity about roles and responsibilities.
5. “Are you doing regular one on ones?” – When managers’ report problems with their staff, this is the first question we ask. If their response is that they “talk to their employees all the time” (which is not the same as regular one on ones) or “not regularly,” we will immediately suggest getting this sorted out. One on one’s are the single most important resource that managers have in their toolbox to develop and maintain relationships with their employees. This is the time for them to give instruction, provide feedback and coaching and stay connected. The one on one is good for the employee, too, as it provides the opportunity to ask questions, seek clarification, share concerns and perspectives. One on ones are the ultimate win-win for both management and staff.

Reading back over this list, it amazes me how each statement nests so perfectly with the others. In these lines, you can easily see our whole mindset and approach to helping managers be the best they can be. So, if we sound like broken records every so often, it’s only because the “hits” both continue to resonate and because repetition is key for recall. After all, peak season produce is fleeting, but good management will always stand the test of time.