Tag Archives: managing

Fabrice Paracuellos: Supporting People Through Holiday Stress



Joanie hosts a special holiday episode with Fabrice Paracuellos. Fabrice is a Licensed Marriage and Family Therapist in the state of California.  He helps individuals, couples, teams, and organizations with emotions, relationships, self-worth, and wellness. In addition, Fabrice has a technical background with multiple degrees in engineering and business and he’s worked for startups and large tech companies. Today, Fabrice talks about how technical leaders can be supportive to others both at work and at home to people who are stressed out or feeling bad during the holiday season.

Highlights:

Q: Tell us about your background, including your international studies and your work, and how you came to become a therapist and specialize in wellness and relationships.

Fabrice received therapy when he was a teen and it was a wonderful experience for him.  He studied math and physics in high school and engineering in college.  He worked in IT for several years. Having a daughter opened his eyes to doing something that was more meaningful to him, and he transitioned to international relations and business.  Later, when he was ready, he trained to become a therapist.

Q: Technical leaders often say that they want to be a good partner or a good manager or a good friend, but they don’t know what to say to someone when that person says they are stressed out about family dynamics during the holidays. Can you help explain what kinds of stressors and emotions that holidays can bring up for people?

Fabrice explains that what’s called for in this situation may not play to the strength of a person who is really good at solving problems, as technical leaders often are. Simply listening and understanding the emotions that the person is experiencing may be all that is needed. Empathizing by acknowledging their stress may also help. He advises a straightforward statement, such as “That sounds very stressful.”

Fabrice has noticed that lots of tech folks, for various reasons, may not have developed a comfort level with emotions. He says that the trick can be to recognize the emotion the person you’re dealing with is experiencing and validating it. He recommends practicing with a good friend.

He also has found that technical leaders are often used to working in an autonomous fashion.  Asking for help may not come naturally. A good friend can be a good place to start.

Listen to the episode to hear more from Frabrice about how to be a better listener, how to offer support at the workplace without getting too personal or intrusive, and how to manage your own emotions and stress during the holidays so you don’t become a tyrant at work.

Word of Wisdom:

In lots of situations, what’s called for is not what we’re good at.

Emotions are really logical when you are given the right theory and tools.

Noticing emotions is a form of data collection.

Emotions usually have valuable information in them that eventually need attending.

Contact Fabrice Paracuellos:

therapyforhumans.com


Luis Socconini: Leading Efficient Teams



Joanie has a conversation with Luis Socconini, the Director of the Lean Six Sigma Institute and master blackbelt in Lean Six Sigma.  He is the author of several books on Lean practices and has run over 300 projects in Mexico, the United States, Spain, and South America.  He is an engineer by training and he has several certificates in quality and manufacturing from very prestigious institutions, like Harvard and MIT.  Luis tells us about how he learned to be a good leader anywhere and how to help teams work more efficiently.

Highlights:

Q:  Tell us your story of starting a business in Mexico and moving it to the United States?

“I’m an industrial engineer with a master’s in quality and productivity.  One of the key factors for a business to grow is to move into different countries.  I learned that since I was learning how to be a businessman.  It was in 2006 when I started my international journey.  I started my first office in South America, in Columbia.  It was an interesting and risky adventure.  It was something I really wanted to do, so I decided to take the risk.  After that, I started an office in Spain, and later in Switzerland.  It was in 2010 when I decided to expand to the United States.  One of the reasons was because some of my clients in Mexico and South America were American companies and they were asking us, ‘Why don’t you help us in the United States?  Why don’t you have an office?’  It was an idea that my clients gave me, and I decided to take the opportunity.  In 2010, as you know, it was not an easy time.  It was an economic situation where the world was the world was really difficult.  It was an interesting journey.”

Q: You moved your family here, right?  How was that?

“Yes, we moved all together.  I presented this opportunity to my wife.  At first, I had to convince her.  I thought she was going to say ‘no.’  But then she said, ‘why not?  Let’s try it.’  We decided to take one year and try it and if it didn’t work out, we would move back to Mexico.  The first year was fantastic!  We learned a lot.  It was a completely different change in the way we live, the way we interact with kids, and the way we work.”

Q: What is Lean Six Sigma?

“Lean is a philosophy, a methodology, and a set of tools created by Toyota.  Toyota created this methodology based on the learnings they had from when Japanese companies came to the United States to learn best practices so they could improve their productivity based on the U.S. productivity after the second World War, that was eight times higher.  They took all this knowledge and converted it into a system.  It was called the Toyota Production System.  On the other hand, Six Sigma was created by Motorola.  They created it as a secret project in the 80s.  At the end of the 80s they presented it as a project to succeed in quality.  They had a lot of problems with quality.  It was in 1988 when Motorola won the Quality Award given by President Ronald Reagan.  Ronald Reagan said to Bob Allen, who was the CEO, it was incredible how you improved quality.  You have to show this to the world!  And Bob Allen said okay and they called it Six Sigma.  Together, Lean and Six Sigma became the most powerful methodology to improve quality and productivity.”

“We can condense this into two words.  Lean Six Sigma is about speed and quality.  You need speed and quality for sales, marketing.  If you have a restaurant or hotel, you need speed and quality.  Even in decision making we need speed and quality.”

Q: What kinds of challenges are your clients usually facing, especially in technical organizations?

“A large number of companies are dealing with delivery time and cost, especially cost.  Individuals are also facing increasing job opportunities and increasing competition.  The typical customer we have is not delivering their products on time.  In a software company, one of the main headaches they have is they are not delivering on time; the software sometimes does not have the quality.  Anything that is related to quality and speed, that’s something where we can help.”

To hear examples of how Luis motivates technical leaders to be more efficient, how he developed himself from introvert to people-oriented, and what he’s learned is most important to managing his own team, listen to the episode.

Words of Wisdom:

Helping others is the most wonderful thing.

Better leaders are better teachers.

Once you give employees the information, tools, and trust to make decisions, things start changing.

Contact Luis Socconini:

Email: luis@socconini.com

LinkedIn: https://www.linkedin.com/in/luis-socconini-9205351a/


Mike Nowland: Solutions to your Leadership Problems



Joanie interviews Mike Nowland, whose purpose in life is to help managers be better, do better, and live better. Joanie met Mike when he was working as the Corporate Training Manager for the Americas at ResMed. Now he’s the president of Enriched Learning and Development, LLC. Mike shares tips for technical people who move into leadership roles.

Highlights:

Q: What kind of nerd are you?

“I’m probably the least technically proficient person you’re going to meet, at least on this podcast.  Numbers and I have been enemies since middle school.”

Q: What did you do at ResMed?

“ResMed was smart enough to keep me away from the medical devices and let me focus on the leadership aspects of leadership and development.  There, we improved the health of people through better sleep.”

Q: What are you doing now?

“If you think about any business.  I don’t care if you’re a heart surgeon or designing a CPAP device or if you’re in the military, you’re dealing with human nature…  It’s a human being business.  If you’ve got people, we’ll work well together.”

Q: What is the difference between managing and leading?

“We have to do both.  In the normal execution of our duties every day, there are things that we manage.  We manage people’s arrival times and departure times, deliverables, performance reviews, and all these processes we manage that execute the performance of the organization.  At the same time, we lead people to understand what stellar performance looks like in this organization, how they contribute to the outcomes in the execution of their duties and how they fit with the outcomes of the organization.”

“Both are important, and both can be taught.”

Q: What kinds of challenges do people who are technically savvy and leadership challenged typically face?

“One is, because they don’t know how to effectively communicate expectations or how to train others in the skills that got them promoted, they almost double down on their workload.  They think: ‘I’m not comfortable training someone on how to do it.  I’m going to do it twice as fast.  I’m going to lead by example.’  Frequently, it’s not developmental for someone on the team.  And, in 3-6 months, they’re burned out.”

To hear all three typical challenges as well as solutions, listen to the episode.

Words of Wisdom:

“Most managers are managers today because they were strong individual contributors. It can be very frustrating to make that transition.”

“Other people were probably performing pretty well when you got promoted. You don’t have to do their work for them.”

“When you get promoted, you get a grace period to ease in.”

Contact Mike:

Email: mike.nowland@crestcom.com

Website: Enriched Learning and Development