Strong Leaders Serve with Teri Schmidt

168. Thriving Leaders, Thriving Business with Cheryl Fields Tyler

• Teri Schmidt

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Supporting people leaders isn't just a nice-to-have; it's an economic imperative for thriving teams and successful organizations. 

On this episode we're chatting with Cheryl Fields Tyler, founder of Blue Beyond Consulting, about their groundbreaking research report, "Winning on the People Side of Business." 

Learn how to balance high expectations with deep trust, support your mid-level managers, and redefine well-being beyond just surface-level perks. Plus, discover why feedback and communication are your secret weapons. Tune in to hear about leadership as a sacred role, the key to effective team collaboration, and making work a place of growth and joy.

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Connect on LinkedIn: https://www.linkedin.com/in/teri-m-schmidt/

Get 1-on-1 leadership support from Teri here: https://www.strongertoserve.com/coaching

Set up an intro call with Teri: https://calendly.com/terischmidt/discoverycall

Welcome back again to strong leaders serve. Supporting people, leaders. Isn't just a nice to have. It's an economic imperative for thriving teams and successful organizations. And on this episode. I'm excited to be chatting with Cheryl Fields, Tyler founder of blue, beyond consulting. About their groundbreaking research report. Titled winning on the people side of business. In our conversation, we talk about how to balance high expectations with deep trust. How to support your mid-level managers. And how to refine wellbeing beyond just surface level perks. A little bit more about Cheryl. Her focus for over 30 years has been building organizations where both the business and the people thrive. Her distinct, innovative and practical perspective has been featured in various media, including CNBC, BBC. Fast company and forums. In 2020, she received the, for all leader award from the great place to work Institute. And under her leadership blue beyond has repeatedly been recognized as one of the best, small and medium workplaces by fortune. And as an Inc 5,000 company. We had a great conversation and I'm confident that you will walk away today from this episode with. At least. One learning that you can apply to your leadership. So let's get to it. I'm Terry Schmidt. Executive and leadership coach at strong leader serve. Where we partner with compassionate driven leaders and their teams to transform potential into performance. And this is the strong leader serve podcast.

Teri Schmidt:

Well, hello, Cheryl. Welcome to the strong leader serve podcast.

Cheryl Fields Tyler:

Oh, I'm glad to be here. Thank you, Terry.

Teri Schmidt:

I am really looking forward to this conversation. I love what BlueBeyond Consulting does your emphasis on creating the deep trust and the high expectations. It speaks directly to what we're doing at StrongLeaderServe as well. So I'm excited to dig into the new research report that you just released, Winning on the People Side of Business. But before we get into that, I'd love to To hear a little bit more about your story and kind of the experiences that got you to where you are today leading this wonderful organization.

Cheryl Fields Tyler:

Oh, thanks, Terry. Yeah, you know, it's interesting. Like so many of us, right? I never aspired to be a management consultant. I never really thought I would be a business owner, but when I look back over the course of my life, I can see. You know, so many things kind of led me in this direction. I actually my undergraduate and graduate degrees were not in business or anything associated with. And it was really coming out of my PhD program. I didn't complete the doctorate, but I finished my coursework and realized I really wanted to be. Understand what was going on in the world of business and ended up actually spending almost 10 years in the American Electronics Association, the main trade association for high tech companies, best MBA program ever because every single day I got to work with Senior business leaders, really from companies across the country, across the globe, in many cases on the things that really kept them up at night and I gravitated over the course of the first couple of years of my career there to the people side of business and ended up doing policy work, research work and eventually started consulting. Business actually under the auspices of the American Electronics Association really focused on how to apply the research that at that time was talked about the high performance workplace when organizations were taking out middle management layers and all that good stuff. Anyway, I'm dating myself here. This is ancient history now, but the reason why I give that context is because I came into consulting really from the point of view of Really thinking about what it meant for business leaders to be thinking every day about how to maximize the outcomes for their organizations and hearing them talk about how important the people side of business was to that equation. And of course, that's only become more important over time as knowledge work just really becomes, you know, kind of a coin of the realm for almost every kind of organization, every kind of business. Profit making and non profit making, by the way in, in the modern economy. And when I started Blue Beyond, it was really out of a passion for kind of two or three things that kind of came together. One is, is that I was doing, you know, had been doing research and consulting on the people side of business. That point for, you know, close to, I don't know, 15 years and realized that, you know, there were a lot of things I was telling organizations that were good for people and for business that I, I really felt like I want a chance to see if I could build an organization myself like this, right. Could that, could that really work? And so, you know, I really wanted to see if that would work. A second piece was, is that honestly, I had found that I, was not at home in many other organizations. I had had a couple of things that I thought were going to be great fits and ended up not being great fits for me. And I was kind of feeling like, gosh, where do I belong? And do I, you know, create something that feels like it's, you know, a place that I would really enjoy working and hopefully others would enjoy that too. Or do I keep looking for somewhere else? And for me, that kind of kind of building My own home, so to speak, was, was really attractive. And then the third piece I won't lie. I was a working parent and still am a parent, still am working. My kids are now adults, but at that point, my kids were in older elementary school age kids. I have twins and you know, I just felt like I really wanted a. Chance to have, I always talked about it as work life integration, not necessarily balance. Cause if you're a really motivated and ambitious person balance necessarily isn't the goal. It's really, but it's like, how can you get kind of an, an A in every aspect of your life and not feel like you have to do all of the trade offs and compromises. basis that working for somebody else required. So anyway, that's really what caused me to start blue beyond consulting. That was 18 years ago. You know, I'm really proud of our track record. We've been certified as a great place to work for many, many years. We've been on the fortune great place to work list for medium and small sized companies. We've been on the ink 4, 000 or 5, 000 for four years. So that kind of vision of building an organization where both the people and the business thrive. I can't say that it's been a seamless, you know, kind of journey all the way up and to the right. There's definitely been some ups and downs as there is in every aspect of our life, but it's been an incredibly rewarding journey, honestly, as rewarding as. Anything else in my life other than being a spouse to my to my husband and, and, you know, a parent to my kids. It's just been a really, really rewarding journey.

Teri Schmidt:

Yeah. And congratulations to you on, on making that leap and, you know, reading kind of the writing on the wall that, you know, it was the right time to do it. Given that you had this dream of creating a business with these values you believed in and really couldn't find, The right place anywhere else. But that that still is a huge leap and then to have it successfully running for so long and all the awards and accolades you mentioned. That is a huge accomplishment. So congratulations on that.

Cheryl Fields Tyler:

Thank you. Thank you.

Teri Schmidt:

A lot of our listeners are kind of that mid level manager. So I thought we could spend some time digging into the research that you just did in a way that really supports them because you talked about the importance of supporting and developing people managers and, you know, talking about how they're so critical to getting the potential out of people and then the potential. Out of the organization. What makes it so important based on what you saw in the research and what you've seen working with clients over the 18 years you've been in the business?

Cheryl Fields Tyler:

Yeah. Thank you, Terry. I really appreciate the work you do. And yeah, I, you know, look, I, I come from, it sounds maybe a little bit corny, but I really feel like leading people is. Thanks. Really kind of a sacred calling. It really is. And I feel that in the modern economy which is all about knowledge and collaboration and bringing people together around common purpose and common values and common goals, and then achieving things together that really create a whole greater than the sum of the parts. That work of leading and managing people really is not just a really sacred calling, but it's also an economically essential calling in our organizations that there's just virtually nothing in our. World that generates value that doesn't require us to work together across teams and within teams and that people leadership, bringing teams together, bringing people together is, is really crucial to every aspect of a value creation. What we know now about what it takes to bring people together to set the conditions. For human beings to work together effectively is so much more than we knew 20 years ago. And sort of my point that I make in the findings of or the recommendations of our research report is really that we are so really missing out. If we don't create a, an actual practice of what it means to bring the best out of others as in our companies, that we really need to create an environment where we are honing those skills. We're elevating those skills. We're creating the capabilities and the conditions where people who are gifted at. Really bringing out the best in others and bringing people together around common goals and objectives that they really have a chance to hone that craft and to really be excellent as people managers in a people leaders in a way that's going to serve their organizations as well as the purpose of those organizations in the, in the greater sense, as it turns out are. Folks that responded to our survey, it's demographically representative survey across the U. S. knowledge workers, people, managers, H. R. leaders and business leaders agree with what I'm saying, using different words, but agree with what I'm saying, people, managers and. Leaders are more pivotal than ever seen as more pivotal than ever and across the board in all of those demographic groups it in terms of what it's going to take for their organizations to thrive from a business point of view, we did the same survey 3 years ago and those people manager findings are even stronger now than they were 3 years ago that people managers are more pivotal than ever to make organizations thrive now and in the future.

Teri Schmidt:

Yeah, that's great to hear. And I think you mentioned in the webinar, as you were reviewing the report that at first you thought it might be just the people that were attracted to You know, be part of the research that you were conducting would lean a little bit more toward the people side of business. But you found by expanding your data set that this really is a trend across. Why then? Because I've talked to several leaders who are in situations where People leadership is not supported or it doesn't seem to be a priority for the executives or senior leaders in the organization. What is it about supporting people leaders that makes it so challenging?

Cheryl Fields Tyler:

Well, it might sound kind of trite, but it's, it's people. People are complex. They're very, they're diverse. They have, you know, they bring who they are in all of their lives to the workplace. And you know, it's it's not an easy thing to be the leader of people. It really is not an easy thing. That's why I think it deserves to be Real work, real honing, that practice of how do we lead and manage people more effectively? You know, the fact of the matter is, is that, you know human beings have a lot of different kinds of motivations. We bring a lot of different types of styles. We bring a lot of different kinds of communication needs and expectations to the workplace. And those expectations have actually gotten even Greater over the last few years. I mean, that's one of the other things that our study shows. Terry is, is that people are coming to the workplace with a lot of expectations of their workplace. They're expecting an organization that cares about their well being. They're expecting an organization that will walk the talk on. It's culture aspiration. They're expecting to work for businesses that are a force for good in the world. And, you know, it is challenging, I think, to look at that situation and say, wow, how do we bring people together in that kind of scenario so that people can really be their best together and achieve outcomes together? But the truth is, is that again, as I said earlier, You know, value creation essentially depends on that. And when we look at the data of you know, this, of course you know, Google did this data many years ago. Lots of other companies have repeated this kind of data organizations that invest in creating great people, managers and great people, leaders. Tend to have greater outcomes in terms of their their team performance. They tend to you know, look more innovative, drive innovation. People tend to feel happier being there. There's even some data in the recent years about these kinds of organizations actually deliver at, higher levels of business outcomes, whether it be stock performance or other kinds of measures of customer net promoter score, these kinds of things, we get everything we achieve done through people in the modern business environment. And so leading people managing people is really crucial to all of that value creation.

Teri Schmidt:

Yeah, definitely agree. You know, it's strong leader serve. Our definition of leadership is courageously using your talents to make a way for others to courageously use theirs. So very much in line. Thank you with unlocking the potential for leadership. And just one side note about something you said about, you know, people coming into the workplace with more expectations. One of the things I found really interesting in your research is that that isn't just Gen Z.

Cheryl Fields Tyler:

No, that's really true. I mean, you know, there's a stereotype that it's the Gen Z folks that have actually driven this expectation around wellbeing, this expectation around, you know values around diversity, equity, inclusion, all of those different kinds of things. And it's really not true. There are some generational differences, but honestly, we're much more aligned than we are different in terms of the kinds of things that we're looking for from our workplace, particularly around issues about wellbeing, around career development, around learning. Around the capacity to grow our our impact at work on these types of really crucial issues. The generations are really very aligned. And it's not just Gen Z basically saying, invest in me, even clear up to the baby boomers are still saying, I want to be learning. I want to be growing. I want to be achieving at work and growing my career at work and, and, you know, looking to their managers and their leaders for avenues to do so.

Teri Schmidt:

That, that was, that was fascinating because I think, you know, you hear a lot that it is just Gen Z, but to hear that it is all generations being more aligned around those expectations. Which could perhaps put a little bit more pressure or raise the importance again, of that people leader development. So what are some of the research backed ideas that you have for doing that development in a better way?

Cheryl Fields Tyler:

Yeah, I think I would put it in kind of three different buckets. I mean, one is, is that we really do now have a lot of science around what it takes to create the conditions for growth mindset for peak performance. And so the first thing is, make sure that your people leader development programs are actually grounded in that neurobiology, the neuroscience of what it takes for adults to learn and for adults to create the context for others to learn. That's one piece. A second piece. And we, we do a lot of this kind of work in our own work with leader and manager development programs is really help people examine their own mindset about people. I know that sounds kind of you know, Soft. But the truth is, is that, I mean, you, you kind of even mentioned this earlier. Terry, one of the things I have found I remember it's been a few years ago now, there was a, a gentleman that I was coaching who was, had been identified as a high potential early in his career. You know, just knock it out of the park. Technical talent you know, really a phenomenal guy. But, as he went to that kind of, it was, he was in his first senior director job, the people that worked with him and that collaborated with him laterally, honestly, just couldn't stand him. He was a bully. He was difficult. He was you know, selfish. And, you know, I got called in to help fix this situation, right? It wasn't just this person, but it was whole dynamic. And one of the things that got revealed through the, you know, typical things that you and I do, you know, interview everybody is, is that honestly, one, this person wasn't really getting direct feedback. But the other piece of it was, is that it was really clear through his, even his stated words that he really thought everybody around him was there in service of his success. That he had gotten the message that he's, you know, top banana, he's gotten this, you know, new job, you know, and he really thought that that's what the organization was basically telling him is that we're investing in you. So you go be successful and all these people are here to essentially serve you and your success, the light bulbs that went on for him when he got the feedback and realized, oh, my goodness. don't succeed if they don't feel successful. I don't succeed if they don't feel like they're getting. It sounds so simple, but you know, Terry, I'm sure you do this in your own coaching too. It's amazing how many senior people have gotten to those levels without the message of their own behavior and how it undermines other people is detrimental to their success and to other success. So this mindset about people, what are people there for? There were here to succeed together, and that mindset about people is really crucial. And so if you're going to develop great people managers, you have to help them work on that mindset. And that growth mindset about people is really, really crucial. And then the 3rd piece I find is really working on the 4 or 5 key skills that every people manager has to be good at communication, leading from a place of purpose, providing effective feedback. Providing career development coaching and guidance, you know, these kinds of things that they're actually, again, I've been so surprised at how many leaders get the mandate to do these things, but they've never been taught how to do these things. And there is actually a skill. There are skills that you can learn in addition to all the tools that HR provides or whatever, the actual humans on the front line of those conversations need help in learning how to have these kinds of conversations. It's kind of, you know, Ongoing career development planning, this kind of, so really develop developing those crucial capabilities. Those are the things that I think about when I think about developing great people leaders.

Teri Schmidt:

Yeah. Yeah. Those, those are great. And you know, I, a couple of things that came up as you were talking about that example with the senior VP, I talk a lot about as leaders go through the different levels of leadership, unless they can acknowledge that in a sense, they have to shift their identity. You know, it's, it's no longer about. My success is the ultimate goal and that's how I define myself and my worth. But it now is about like, you've talked about unlocking that potential and other people, and that's. A new identity. And so just being able to acknowledge that shift of you have to let go and almost kind of grieve the loss of that first identity so that you can transition into that leader identity so that you can help your organization to thrive.

Cheryl Fields Tyler:

Yeah, I agree with that so much, Terry. Well said I, I can, I, my team has heard this story many times, but I literally remember the day when I realized that I was in a new manager job. I had a small team and I literally remember the day when I realized, oh, my goodness. Like, if I don't invest in them and their success, I Like, I, I'm going to be lost here. Right. And I know that sounds really, maybe I was an exceptionally naive young leader, but the truth is, is like, it had not occurred to me. I just really didn't realize that that was my job. And that shift in perspective really, Made a lot of things possible for me, but it also made a lot of things possible for my team that otherwise would not have been in our collective efforts. And yeah, I, I would, I agree with you so much. And I do think that particularly in this kind of world where individual achievement is so rewarded, there is some grieving sometimes that goes along with realizing that, wow you know, as a leader, it really is about my capacity to get things done with and through others. so much.

Teri Schmidt:

Yeah, definitely. And then your, your point about the skills like communication that are so critical. I think I just did some writing about this as well, but I think sometimes because they're not as flashy sometimes they aren't same. As impactful as they are and as powerful and as necessary as they are. So I love that your research highlighted that just hope that, you know, leaders take that and focus in on, okay, if I don't feel that communication muscle is up to where it needs to be, or I don't feel we're supporting our leaders in our organization to do communication in a way that it needs to be done, that they will take that on as a priority.

Cheryl Fields Tyler:

Absolutely. Absolutely. Yeah.

Teri Schmidt:

Well, getting to, you know, the, the people leaders who are listening to this, you talk about how people leadership is a practice that we continue to hone over time. So it's not just about going to your new leader training program, you know, the first week of you being in a people leadership role how does this mindset change the way in which leaders should focus their development and in which organizations Help support that development.

Cheryl Fields Tyler:

Yeah, yeah, you know there's kind of 3 things that I find really distinguish organizations that are working to develop leaders in this way. One is they make time for people, managers and leaders to talk to each other about managing and leading people. Seems so obvious, but you know, I can't. You know, just people really value learning from peers that are going through something similar. And a few years ago, we had a an organization was going through a fairly significant transformation, business and culture transformation. And we had these leader trios and quartets that we put together to talk about. The role that they were playing in people's lives and work in that. And out of everything that we did, all the interventions, all the support, the thing that they valued most was being able to talk to other leaders about what it was and other people managers about what was going on for them in, in that context. So that kind of peer to peer support. And I would say. If you're a people manager or leader listening to this and you don't have that, find it in your life. You probably have people in your organization that would love to meet once a month for coffee go to lunch together and just talk about what it means to be a people leader and people manager and how you can hone those skills. That's one. The second one is, is really around supporting. It's what we just referred to, but really looking at what are those kind of You know, some people call them the moments that matter, crucial moments in the, in the journey of people management and really building skills around those moments. Feedback is one of the classic ones, right? People say, you know, there's a rare employee survey that doesn't say people want more feedback, right? They want more feedback. And yet, and when you talk to people managers, it's one of the things that people feel the least equipped to do effectively, right? And so really. Making a whole art and science around how do you deliver effective feedback? One of the things that we've seen in organizations is being able to put things in bite sized pieces so that people can, you know, maybe there's that short, you know, 1 hour, you know, kind of in person learning, but then having bite sized pieces with. You know, videos and other kinds of, you know, aids that really give people the support to be able to be really good at that. Communication is another one. There's actual tools that people can be equipped with to help them realize what are the key messages I need to be supporting

Teri Schmidt:

Mm-Hmm.

Cheryl Fields Tyler:

I mean, again, these things can be taught and they can be learned. And so really focusing in on those few things is really, really crucial. And then the last thing I would say is honestly you know, I. I have to say, I'm not a huge, huge fan of like the kind of wrote three sixties, but I think there's real power in leaders and managers asking selectively for feedback from their people around how they're managing and what they could do better and really listening to your people from a place of authenticity and you know, In some cases, vulnerability to know what it is that they need. Again, I'll, I'll give another example. One of the things that I recently had the experience in, in. Working with a senior executive team and the leader of that team and realizing that what people were really looking for from him was less direction, not more. And, you know, it, he was not aware that people felt like he was. Not exactly micromanaging, but he has so much wealth to give and it and they just felt like they were overwhelmed with his Advice and, you know, and sometimes there is a less is more in, in these things, and you've got to give people space to kind of learn on their own. And so coaching is sometimes about what you do when you're on the sidelines, not doing anything and not saying anything. So, and that feedback was so important, but I don't think that he would have gotten that message unless people had come together and said, you know, we'd really like it. Less of you in these ways.

Teri Schmidt:

Yeah, yeah, yeah, that, that's, that's fascinating and I can imagine how helpful that was for that leader to, you know, almost have that mirror put up for him. And just to kind of double down on a couple of things you said about, you know, if you. Are a leader and you don't have someone to talk to. You don't have a peer to talk about what you're experiencing. We've actually seen that need as well. So we're launching a group coaching program called leadership thought partners for just that. where people come together and tackle real life challenges. And then on the feedback piece I've seen that throughout my career, you know, we did some performance consulting and kind of root cause analysis about. Why teams weren't reaching their potential. And it was almost always expectations and feedback. That was the primary cause of the challenge. So people like to send people to training all the time to fix everything, but sometimes it's just as simple as getting really good at that feedback and, and saying the expectations. So.

Cheryl Fields Tyler:

absolutely. Yeah. Yeah.

Teri Schmidt:

those three. You know, part of the, the challenge with particularly like mid level managers is that their role can be so complex, you know, between managing up, managing down. How do you think, or how does the research show, you know, it might be value to simplify that role a little bit so that they can more effectively serve in that role of unleashing the potential of their people?

Cheryl Fields Tyler:

Yeah. I mean, I, gosh, I'd love to do research on this topic. Our research doesn't speak to the role of mid level managers, you know, per se, in the way that you're, you're asking the question, Terry, but I will say based on. My own, you know, consulting practice, what I've seen over the course of many years, I think that it really goes to a kind of a couple of things. 1 is for organizations to realize that the work of mid level managers of the stakeholder management up and down and across. And you have to give people time to do that work that that is actually work. And, you know, it's interesting, like I've worked with some of the folks that do really interesting network mapping and organizations and things like that. And people are always really astounded and find that so valuable. But yet. They don't realize those people that are crucial in those networks. If you talk to them a lot of times they're feeling overwhelmed because the organization has not named the valuable stakeholder management connecting. Activity that they do as work. And so making sure that those mid level managers actually have the time and the accountability to do that connective tissue building in the organization, that connective context building, that connective, all of that is. Super important. I think that's really crucial. I think the second thing that I would say is making sure that the people that are in those parts of the organization have ample opportunity to speak with each other because again, that it's back to what we just talked about. It's, it's a very, that mid level management role. So many you know employee surveys will show that that's the part of the organization that is there. Suffering the most or has the weakest engagement, right? Because they are, they are getting it from every direction. And so really having a concerted effort to support and connect that layer of the organization is, is really crucial. And then the last thing I would say is I know that this may sound you know like just a truism is make sure that they have good managers because. A lot of times those people are not necessarily being supported by their managers, by their leaders. They're not getting support. They're not getting recognition. They're not getting seen. They're not getting, you know appropriate levels of coaching and feedback themselves. So, you know, making sure that your mid level managers really do get the support of the people above them is, is really important.

Teri Schmidt:

Yeah, that's critically important. And I love what you said about them feeling seen. I think even just acknowledging that they are kind of that node in the network that has all the branches coming out all different directions and acknowledge of how challenging that can be and how challenging their role can be. I think even that would go. A long way.

Cheryl Fields Tyler:

Yes. Yes. Yeah.

Teri Schmidt:

Well, speaking of that, you know, I know mid level managers are, are one of the groups that maybe tend to struggle a bit with wellbeing because of all the pressures put on them. And I was again, fascinated by the report in that your definition of wellbeing and, and what people were seeking with regards to wellbeing might be a little different than some people understand it's not just about. you know, monthly programs that are put on, for example. So I'd love to hear from you again about what your research discovered about how we could support the well being of people managers.

Cheryl Fields Tyler:

Yeah, thank you, Terry. You know, the 1st thing I'll say to reference what you just mentioned about the definition of well, being, I mean, for sure, you know, things like, you know, programs that work in the workplace around. Well, being that those are important and valuable, but what we really see in our research that people are looking for when they're saying we want an organization that supports, you know, Well, being is there really asking for you know, pay equity they're looking for effective and affordable, you know, health insurance, they're looking for flexibility you know, 70 percent put flexibility right at the top of the list of what they're looking for. They're looking for you know, learning. Career development, so it's, it's actually not, I mean, yoga. Okay. Meditation. Okay. But what they're really looking for is I want an organization that is good for me and my family. I want to work for work that do work in the world and work for an employer that sees my life and my well being holistically. And is not competing with my wellbeing. I should not have to have years ago, somebody told me, I feel like every time I go to work, somebody else punches a hole in my bucket, you know, that it's draining my energy. It's, you know, no work should not be like that. It should be a

Teri Schmidt:

Mm hmm.

Cheryl Fields Tyler:

of a source of a good. Healthy well being life, not a detriment to it. And that's not to say that we aren't willing to work hard. In fact, I think we are willing to work hard. And, you know, people show that all the time. But what they're looking for is the capacity to work hard while also doing that not at the expense of the rest of their lives. And so I think that that's a really crucial piece. And I think, you know, managers both are sort of in a very Thank you. Tender place in terms of meeting that investment in their well being because of all the things that we've talked about. And of course, they're crucial to ensuring the well being of the people on their team. So, you know, it's a I think the organization gets. Double and triple the benefit if you invest in managers well being because they're much more likely to be able to invest in the well being of others and again, well being in the way that we're talking about peer support making sure that there's adequate recognition that people get the kind of support from their leaders and that these health and hygiene pieces are really a part of every manager's experience where they know that they are not going to be undermined by A lack of flexibility, a lack of, you know work processes that keep them having to work longer than they should, you know, the stuff that really is the day job of, of these managers needs to be in place for them to feel like well being is being prioritized.

Teri Schmidt:

Yeah, and when you were talking, it came to me that almost makes it simpler in a way, in that well being isn't this extra pillar or this extra thing that you have to put on top of everything else that you have want to do as a good leader. It, it really is integrated with that. It's about caring, caring for the people.

Cheryl Fields Tyler:

So true.

Teri Schmidt:

you say, you know, the high expectations and, and the deep trust. I think when you have those nailed down and the practices underneath them well being does, In a sense, take care of itself, or at least it is better off than if you didn't do all those things, but had a monthly yoga class, for example. Yeah.

Cheryl Fields Tyler:

No, thank you, Terry. I think that's absolutely true. And thank you for bringing, you know, for us, we use this framework. It's simple framework, but it's so profound that organizations and people and teams, leaders as individuals, we all thrive. In organizations and environments that have deep trust and high expectations. And when those two work together, they really are a virtuous cycle for better outcomes for people and for business. So that combination really makes the difference and you know, working on both of them together is really what makes organizations sustainably, you know, competitive and even outpace their competitors.

Teri Schmidt:

Yeah. I love it that it's simple, but definitely not easy. There's a, there's a lot of under that, but it's easy to remember and a good framework to help make that happen. Organizational and team and leadership decisions. So one more question for you that we asked most of our guests, and I'd love to hear because this is the strong leaders serve podcast. What strong leaders serve means to you.

Cheryl Fields Tyler:

One is I love that phrase and I love the name of the podcast. Terry, you know, I really do feel I mean, what that means to me is, is that strength comes in the unleashing of. Others talent potential and well being and happiness, honestly joy is the word that I like best actually. Because and so for me, what strong leader serve means is it's about being in service of others well being, joy, fulfillment, and making that. Capacity and ability to do that as a leader, a part of my practice, getting better at that, learning how to do that. Don't assume that I know how to do that for others. I, I need to learn how to do that and do it effectively for a lot of different kinds of people too, because it's not just a one size fits all. You know, it, it looks different in different contexts. So that's what strong leader serve means to me.

Teri Schmidt:

Excellent. Well said. And yeah, I think it's another one of those things that is simple in that it's only three words, but definitely not easy and requires ongoing development.

Cheryl Fields Tyler:

Yes, yes,

Teri Schmidt:

Well, thank you so much, Cheryl, for coming on, for sharing your wisdom and your experiences. If people want to learn more about you or Blue Beyond, where's the best place for them to go?

Cheryl Fields Tyler:

yes, my email is Cheryl at BlueBeyondConsulting. com, our website, BlueBeyondConsulting. com, and you can find me on LinkedIn too, Cheryl Fields Tyler. So thank you, Terry. I really admire the work you're doing and your podcast, and it's really an honor to be on. Thank you so much.

​Thank you again to Cheryl for sharing her incredible insights on people. Leadership with us today on strong leader serve. As we wrap up. I'd like to leave you with three actionable tips to enhance your leadership journey. Number one invest in mid-level managers. Ensure your middle managers have the time resources and recognition. They need to succeed. Their wellbeing and effectiveness are crucial to the entire organization's health. Number two, embrace a broader definition of wellbeing. Just like we've talked about in the past. And gala research shows. Wellbeing has several different dimensions. Go beyond traditional wellbeing programs, focus on pay equity, health, insurance, flexibility. And career development to create a genuinely supportive work environment. Number three. Strive to build deep trust and set high expectations within your teams. This virtuous cycle will drive better outcomes for both your people and your business. And until next time lead with this quote from Cheryl in mind. Strong leader serve by focusing on enhancing others, potential talent wellbeing. And joy.