Bill Guerin is a seasoned executive with 35+ years of experience in a variety of executive roles across various industries, and has been a senior consultant with Partners International for over 15 years. He has helped many organizations drive change and improve business performance while also generating greater commitment, engagement, and loyalty among their employees and customers. He works with his clients to develop a clear and compelling desired future state for both the executive and the business.
Bill has held several corporate leadership positions, including Senior Vice President of Sales, Marketing and Strategy for Prudential Insurance; Executive Vice President at global market research firm TNS, and Director of Sales and marketing for PPL, a Fortune 500 diversified energy company.
In our first Coaches Spotlight of the series, we asked Bill several questions regarding the uncertainty of the hybrid work environment and how that plays into the Great Resignation.
What new demands are you seeing leaders being tasked with in this new world of the hybrid work environment?
The biggest demand I’m seeing for leaders – especially among senior executives – is the need to develop new capabilities to successfully lead a hybrid work force. This requires leaders to first acknowledge that “what got them here won’t get them there” in the future of work, and then commit to developing or deepening critical skills to lead in a hybrid environment. Chief among these are consistent and clear communication of the company’s business objectives and strategies; understanding and enhancing employee engagement levels; removing roadblocks to collaboration, and shifting leadership styles from commanding/directing to supporting/coaching performance.
Do you have any insight as to how work forces can be more intentional and productive within organizations who have adapted a hybrid work model?
The organizations that are effectively implementing a hybrid work model do several things really well: (1) explain the rationale for the hybrid work model, (2) engage a broad cross-section of employees in developing plans to implement the model; (3) clearly communicate specific expectations for in-office work schedules and establish a process to ensure compliance, (4) use in-office time to address work tasks that are best done in-person (treating office time as “the new offsite”), and (5) implement a comprehensive change management plan to transition to the new work model.
Are there any approaches you feel have been successful in regards to employee retention during the Great Resignation?
I’m a strong supporter of the view that employee motivation is driven by Purpose, Autonomy and Self-Mastery, and I leverage those drivers in my work with clients on understanding and increasing employee engagement. For example, we’re currently delivering a team engagement workshop to help team members create their personal work purpose statement, identify what is most important to them in contributing in their roles, and establish personal development plans to improve their skills and capabilities to advance in their careers. This workshop has been very well received and is having a dramatic positive impact on employee engagement levels.