An In Good Company podcast with Allie Ferrara, Senior Director, HR Business Partner, Danone
The human side of transformation
Change, leadership, and people are consistently among the top concerns for HR and L&D professionals worldwide. But is needed to lead through change effectively?
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Allie Ferrara, Senior Director, HR Business Partner at Danone joins Dan to share her expertise in HR transformation and her practical methods for leading through change. Her approach includes understanding the impact of change on both the organisation and its people, communicating the reasons behind the change, and fostering a supportive and transparent environment. In this episode Allie and Dan will discuss whether it’s possible to truly manage change in a people centric way and what are the watch outs when it comes to burnout, resilience and communication.
Where do you start a change process?
I love this question. But before even thinking about leading change, you need to build a foundation of trust, it really is essential. When people trust their leaders and they feel valued, they are more likely to embrace change and work collaboratively across teams and towards common goals. Then, when tackling change, start with explaining the "why" behind it. One of the things that they say to help drive organisational change is think of doing it one individual at a time. If people don't understand the purpose, they won't buy in. They need to know why now, the risks of not changing, and the specific impact on them. So, get to know people, what motivates them and what can get them from the current to future state.
What is human-centred leadership?
Human centred leadership puts people at the centre (as you could have guessed). But it's really about the intention of leadership practice. For me, being a human centred leader really means having a genuine intention to help each person succeed and find their own fulfilment by creating an environment where employees can thrive and unlock their full potential.
What does a human-centred approach to leadership look like?
I’m going to highlight five tools’ leaders can draw on. I see these five elements as fundamental components of human-centred leadership within an organisation.
- Psychological safety. This involves creating an environment where individuals feel comfortable to speak up, share ideas, and take risks at work without fear of negative consequences.
- Inclusive decision-making. Research indicates that human-centred leaders create an inclusive environment where everyone feels valued and heard.
- Continuous feedback and recognition. This includes balancing regular feedback by offering both gratitude and praise, as well as constructive feedback for growth and development. It emphasizes delivering feedback on both the outcomes and the behaviours demonstrated during the process.
- Development. Leaders have a responsibility to set up their team members for success by prioritising their growth and development, ensuring they get experiences that help them continue to grow.
- Work-life balance and integration are crucial. Focusing on employees' wellbeing is essential, encouraging them to take care of themselves and each other.
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