SPEAKER_01 0:00

I had a lot of fear. So I'm an HR executive at the height of my career, experiencing the most success that I've ever had, making the most money that I've ever made. I felt like I'm putting all of that at rest.

SPEAKER_00 0:17

That is a snippet of our podcast today. Hey there, Maureen Cherna here, founder of the Mindsites Academy, neurocoach to executives, leaders, entrepreneurs, and a neuroleadership trainer using insights from neuroscience to help you deliver results by learning to work smarter, be in control of your brain, manage yours and others' emotions, change behaviors, flourish and exceed expectations. Welcome back to another episode of Lead to Excel Podcast. I am so thrilled to be with you today because we have a special guest. But before we get into that, remember to subscribe to this podcast wherever you listen to it. Because it will help other people find it and give them the opportunity to understand how they can rewire their own brain to enable them to achieve their goals. So without wasting any more time, grab your cup of coffee or your drink or whatever that might be. Put your feet up and listen in. Excited to be back with another episode. And today I have Mary Axelson. Mary, have I pronounced that correctly? You did, Maureen. You did amazing. Hey, awesome. So no, it's so good to have you on Lead2 Excel podcast. Can you tell us a bit about you? Who is Mary?

SPEAKER_01 1:43

Yeah, I'd love to. And first of all, thanks for the opportunity to be here with you today. Just excited just to have a conversation, a chat with you. So I'm a prior HR global executive, and I decided in 2020 to leave corporate America and launch my own consulting practice. I've been fortunate that I have worked around the world and predominantly on large-scale transformative change. And so what I decided is to build a consulting practice that focuses on elevating potential and performance by focusing on three core areas. And that is strategy and talent development and deployment, leadership development and coaching, and diversity, equity, and inclusion. And underneath all of that, I also focus on disruption management. Some people used to call it change management, calling it disruption management because I think it's more appropriate for our times, where we also see what needs to happen and the design of the organization and the culture so that the benefits of the disruption can be realized.

SPEAKER_00 3:02

Okay, awesome. So quite a bit there. So maybe how did you get into HR in the first place? How did that all start?

SPEAKER_01 3:11

Yeah, that's a really great question and one that often gets asked of a lot of HR practitioners. And so I was one of those people, Maureen, where I wasn't sure what I wanted to be when I when I grew up. So I decided to work for a large financial services organization and do a variety of different jobs to help me figure that out. And in my last job in the business, I used to work with HR leaders. And I thought what they did was super cool. And I'm like, you know what? I want to go into the HR profession and try that out and see if I like it. And so my first HR job was working for LLB, and I focused on employee engagement and partnered with the Gallup organization. And I was just hooked from that moment, realizing how business and human resources really are the core of the organization. And that as an HR practitioner and leader, you have an incredible opportunity to have a meaningful impact in the lives of the people who work there and the organization as a whole.

SPEAKER_00 4:31

Wow. So how long were you working in HR before you left in 2020?

SPEAKER_01 4:38

I had about 20 years of experience.

SPEAKER_00 4:41

Okay. Okay. Oh, that's interesting. Right. Okay. So you worked in HR for a few years and really got into employee engagement. Why did you leave? That's another great question, Maury.

SPEAKER_01 4:59

Why did I leave? Because I've always had this entrepreneur spirit about me. And I love disruption management. I love the fact that you can anticipate disruption if you have that foresight, figure out how to capitalize on it, to really make sure that your business is staying relevant and competitive in the marketplace. And so I wanted to leave an organization and to be able to go out and do that work more broadly across industries, across different sides of companies, in different countries, and bring my entrepreneurial spirit with me and not necessarily be confined within an organization with the work that that organization had available and having to do it a certain way. So as an entrepreneur, you have a lot of freedom and you have flexibility, you get a chance to be creative and design and build a really strong network as well as relationships, bringing that depth of experience and knowledge that you have. So I absolutely love being an entrepreneur and have an enormous amount of gratitude for the experience that I gained while I was in corporate.

SPEAKER_00 6:30

Yeah, I can imagine being an entrepreneur is so fun, so much fun, but also quite intense. Right. I'm just curious about how easy or difficult it was for you to make that jump or leaving corporate world because it's almost like leaving your safety net to go out and do something on your own. How was that for you? How long did it take from making the decision to actually launch in? And what was that like? Yeah, so I think that that is um one.

SPEAKER_01 7:10

It's something that a lot of people ponder and wrestle with before they finally make that decision, or they may not even make that decision because there's a lot of fear that goes along with making that decision to leave corporate and go out and stand on your own. And uh I started preparing for it almost a year ahead of time. Uh, and part of that preparation uh was helping me to understand what I wanted to focus on. And so I actually hired a coach for myself so that she and I could work together so that I could get clearer about what I wanted my business to be and why I wanted my business to be that. Um and then I spent time figuring out financially, think what how much revenue, how much money would I have to make to be able to sustain myself? Um and then I started to think even more broadly, think like from a financial vitality perspective, longer term, what I what would I want that um to be? And then I made the decision to leave during a really scary time in our world as well. The pandemic um was going on. And I have in this message going on in my head like, who leaves their corporate job in the middle of a pandemic? Um, and of course, this was before all the research that we know now about how many people left, right? Corporate marriage, actually, 49% of all new businesses in 20 and 21 are women, are women entrepreneurs. 49% female entrepreneurs during 2021. Uh, so I decided to leave. Uh, I had I got the clarity that I needed as far as my business is concerned. Uh, and then I started networking. And within two weeks, Maureen, of making that decision to leave, I had my first um client engagement where I was coaching almost 20 leaders uh utilizing my coaching circle framework that I had developed. And it's just really blossomed from there. I feel incredibly grateful that I have such a strong network uh and brand, which has enabled me to really scale my business in a pretty rapid pace.

SPEAKER_00 10:18

Yeah, that's that that is that that was brave. But I like the fact that you you touched on a few things that I think were really critical. You've you know you you mentioned fear, and I think before I go into the questions, were you afraid at all? Was there any fear?

SPEAKER_01 10:39

I had a lot of fear. I had a lot of fear. Um, and I think sometimes, so I'm an HR executive at the height of my career, um, experiencing the most success that I've ever had, the making the most money that I've ever made. Uh, and I'm putting all I felt like I'm putting all of that at risk. Okay. I'm putting all of that at risk, um, with part of the motivation being around my joy and my happiness. Because even though I was at the height of my career, I was the most miserable that I'd ever been. Um, because I wasn't able to solely focus on the type of work that I wanted to do with the people I wanted to do it with, um, when I wanted to do it, uh, and being clear about the impact that we wanted to have. So I had to really work through that morning, um, that fear, and um do some deep work around where was that coming from? Um and and how did I overcome it to include um saboteurs? Like what was I, what were those saboteur thoughts going on in my head that were not based on reality, just based um on my fear? And in hindsight, what I tell people um, because I talked to actually I talked to a lot of people who are on the cusp of uh launching a new business. And I said, you know, in hindsight, I wish I had focused more on abundance and thinking about how I would be successful, um, versus giving so much time and energy to fear, which only led to scarcity thinking, where I was focused more on what if I fail. Yeah. Right. Versus what if I succeed? Imagine that. So it was, it was it's a really great learning experience for me. And it's one that I share frequently when I'm talking to entrepreneurs.

SPEAKER_00 12:51

That's great. That was actually the next question I was going to ask you. So, what did you do? How did you overcome the fear? And you actually gave us a good tip. It's focus on abundance and always say it's focus on what you want, not what you don't want. Because as we tend to focus on what we don't want, and when we do that, the subconscious brain takes us there consistently. So focus on what you want, and then you go to what you want. So thank you for sharing that. That's amazing. Now, I want us to come to something else you mentioned was getting a coach. And you know, this I would say was so wise because a lot of people want to do something big, huge like this, and think they can do it on their own. And the fact is that we need help because those saboteurs, those that resistance will come, and it's just helping, you know, somebody helping you to get the clarity you need. So well done for that. And I want to come now to you did mention your coaching circle framework. Could you tell us what that is about? What is the framework that you work with?

SPEAKER_01 14:05

Yeah, absolutely. Uh so one of the biggest gaps that organizations um have is preparation for their next generation of leaders. 55% of CEOs actually say it's their biggest concern that they don't have their next gen um leaders. Um, the other thing is one of the top drivers for employee engagement, um, satisfaction, and retention is development and coaching. And so I thought to myself, Maureen, how do I solve for the next gen of leaders, provide an accelerated development framework that includes leaders also learning how to coach and giving each other peer-to-peer feedback? Uh, and so what I decided was um I'm gonna use a lot of the same concepts that you see in one-on-one coaching. So we're gonna get clear on what is the development focus, right? Why are you focusing on it? Is it because you want to elevate your performance and your impact and the role that you have? Is it because you want to prepare for your next position? Is it for both? Um, and then what does success look like for you? Like how will you know that you've actually achieved your goal, you've achieved that upskilling um that you desire. And then the other piece of it is on-the-job experiences. I believe deeply in applied learning. Um, you know, not you know, we can go to a workshop or to a session, we can go to a training, but if we don't then do something with the content, the learning that we received, right, it's just going to evaporate. Okay. And so you actually have to put it into action and apply it. So what the group does is they identify what their on-the-job experiences are going to be so that they can actually develop the skill. Um, so we meet on a monthly basis where they talk about what their development focus is, um, the actions that they took in between the coaching circles. Um, and then I give them a reflection guide that they use that helps them understand what they did well, where they still need to adjust, what they need to start, and what do they need to stop doing. And then I invite the group, their peers, um, to give them positive reinforcement and affirmation. Um, because coaching and development has to be in the context of psychological and emotional safety. And so to build that trust within the group, we start with positive reinforcement and affirmation so that they get more comfortable with each other, more willing to take risks, um, and also to apply that when they're out actually doing it on the job in between the coaching circles. So the coaching circles tend to last for six to nine months. Uh, and by the end of it, the group is so close and connected, right? They have learned what real coaching and development um looks like, right? And they start applying their own experience with their teams in in other settings. And I would say to you that 90% of the coaching circles have continued to meet even after the engagement with me um has uh ended, uh, because they experience so much benefit and value from it.

SPEAKER_00 18:07

That's really powerful. And and I find that to be really effective even in my own practice. So, no, that's that's great. Um, Mary, I want us to talk about something else you do that um is quite similar to what I do, and I know hopefully very soon we're going to do quite a bit together on this, which is disruption management. And um, if you just tell us how you work with the organizations to really help them, you know, through this process or with the training or how you work with clients, and also tell us who you typically work with.

SPEAKER_01 18:46

Sure, yeah, great. So I think what I'll do is I'll give you a real example that just happened. Uh so I was working with a benefits at claims um organization. Um, they brought in a new senior leader and um they brought her in to really build out and elevate um the claims um function and ability. And um the leadership team had, I think she was the third leader that they had had um within three years. Uh so there was a low, it was a low trust environment. Um, of course, everyone is still dealing with the challenges of the pandemic. Um, and prior change initiatives had been put in place that actually had failed. So not only did we have low trust in the context of a pandemic, we also had change, we had change fatigue, right? The group was tired. So we came together for a full day session. Um, and the first thing I do, Maureen, is I focus on um having a greater understanding of ourselves, focusing on the individual. And what are our preferences around how we want to lead and experience change? And there's um there's actually a change style assessment that you can take. Um and we tend to throw, we tend to fall into three different buckets. Um, and so that starts to elevate self-awareness. Okay, this is who I am. Um, this is how I'm gonna behave when disruption is in my environment, when I'm experiencing a change. Um, this is the benefits that I'm gonna bring. Um, this is where I might be challenged, and I'm gonna have to tap in and rely on others. Uh, and then we take that um learning and we apply it to the team, right? So, as a team, if these are our preferences and how we're gonna want to lead through the change, um, how do we come from a place of appreciation and gratitude as far as those differences are concerned? Um, because we know we want difference, so that we're more creative, we're more innovative, um, and we do better from a problem-solving um perspective when we when we challenge each other as far as the idea and the concept is concerned. Um, and then we went a little bit more like into your space, where I really feel like you have incredible expertise, Maureen, around how do you create that emotional and psychologically safe environment? So you're building that trust. Um, how do you go? What are the stages of transition that we go through emotionally where we're experiencing a disruption and a change? And how do they help themselves as well as those that they're leading as you're going through that um transition? And then what we do is we actually take the disruption that they're experiencing it and we start to create change plans. Um, and we start with creating a compelling, you know, a compelling business case. Like if you want me to change, you know, if you want me to embrace this disruption that you're bringing into my environment, I have to understand why. Like, why? What are the benefits associated with it? Um, again, how will we know if we've been successful? Who do I need on the team, right, to be able to make it happen? Um, and then we assess what the current state looks like so that you have a clear understanding where you're coming from, a place of strength and where your gaps are organizationally. Um, then we build out the roadmap so that you're ready for the change. Uh, and then we start. Executing. So I did a full day session with this organization. I can't even begin to explain to you the enthusiasm and the excitement that was in the room by the end of the day because people felt empowered. They had the autonomy that they wanted to drive the change. They had clarity of plan. They were collaborating with each other. And then we spent a few months following that with each other as they started to execute so that I could coach them on their plans and help them to understand where they needed to adjust based upon the learning and understand the risks and how to overcome those, like how to mitigate the risks and to celebrate, right? It's such an important part of when you're driving change, when you're interrupting that, when you're introducing this disruption, you got to know and understand what those small wins are along the way, because that is also what helps with your resilience and your desire to stay with it during the bumpy times because you know that you're winning along the way.

SPEAKER_00 23:56

So typically, because what you described is you do the training, then you you coach them through and work with them. So typically, how long would you be with a team while they're working through this change process?

SPEAKER_01 24:12

Yeah, it depends upon um how big the disruption the change is. Um, but I would say, you know, ideally somewhere between um four to six months.

SPEAKER_00 24:25

Okay, yeah, yeah, that's good. That's good because that really helps with that change of behavior that you want in when going through change. I love that.

SPEAKER_01 24:37

Yeah, and I give them a very uh simple execution um template to use so that they can capture what they've done in the past 30 days, understand what they're gonna do in the next 30 days, what their high-level milestones are, and then what are those risks and those barriers? Um, which then is real-time teaching and learning around execution um and adjustment.

SPEAKER_00 25:06

Okay, no, that's great. Thank you. So um in terms of um um looking still looking at change and leadership, um, which organizations or what type of organizations do you work with typically?

SPEAKER_01 25:22

Yeah, I work across um you know industries. Maureen, you know, I gave you an example of working with an insurance company. Um, I've worked also worked with large financial uh institutions. I've worked in retail, uh nonprofit, you know, for-profit, private, family-owned, uh health, you know, healthcare. Uh, and so it really um that you know the size of the type of the organization um really does not matter. Um and I feel really fortunate that I've worked across to so many different industries so that I can bring that strong business acumen um to the to the conversation. Um so I I would say you know it's wide open.

SPEAKER_00 26:09

Wide diverse.

SPEAKER_01 26:10

Yeah, that's good. And as you know, I've worked globally um as well. So I've worked in North America, Europe, Latin America, uh, you know, China. Uh so I have uh I have a pretty diverse um experience um from that perspective too.

SPEAKER_00 26:28

Yeah, that's really useful. That's really useful. Right. Okay, so we're coming to the end now, and um, where can people find you?

SPEAKER_01 26:37

Yeah, thanks. Um so the name of my company is Weemax Consulting, so W E M A A X uh Consulting. So you can search that on my website, uh, as well as I'm on LinkedIn, um Mary Axelson, and both places have my uh contact information.

SPEAKER_00 27:01

Awesome. I'm going to put all that in the description for anyone that wants to reach out to Mary. Um, so Mary, final word for people who are listening, one word of wisdom or tip you give someone, and it could be someone who wants to start and go into business or an organization that are going through change. So anywhere, anywhere, because you're you've got quite a lot to offer. So any last word of advice?

SPEAKER_01 27:31

Yeah, and I think you know, the message that I probably give to people the most is do what you love. Right? Play to your strengths, those innate talents, those things that come easy to you. Um, because when we stay with our strengths and our innate talents, it is what gives us the greatest joy, right? Is where we experience the most happiness. Um, it's also the place where we're gonna have the greatest impact, right? And when you know who you are, then you can align with your purpose, right? The impact that you want to have in the world. The other thing I tell people is to um understand your values, right? You know, why are they like what are they? Why are they important to you? And how do you ensure that you're living within your value system on a regular basis? So for me, fairness is one of my core values. And so it's at the heart of why I do diversity, equity, and inclusion work, right? Very much aligned with who I am and what I believe in. And then the last thing I would say to go along with that is um knowing and understanding where you're sitting in your belief system. Because what we believe is what we will achieve. And so knowing, elevating your understanding of what you're believing about yourself, what you're believing about others, what are you believing about the situation, right? And checking yourself and saying, okay, are those beliefs serving me right now? Are they empowering me or are they limiting me? And if you're saying yes to empowering, high five. All right. Um, but if you're if you're sitting in a self-limiting belief, how do you reframe that and get it to that empowering belief so that you can break through that barrier, you know, and and live your really truly live your best life.

SPEAKER_00 29:51

That's a lot there. Thank you so, so much. And I'm just going to end it with what you said. What you believe is what you will achieve. And that is so true. And that is a good way to end this podcast, Mary. Thank you so much for coming on here and sharing all this wisdom and your experience. Thank you so much.

SPEAKER_01 30:14

Thanks, Maureen. I really appreciate you having me.

SPEAKER_00 30:17

Okay, three things before we finish today. Have you subscribed to this podcast? If you haven't, make sure you click that subscribe button wherever you listen to this podcast. Because once you subscribe, you will not miss an episode. Bring a guest on, do let me know by leaving a review. Finally, do have a fantastic week and remember that you are limitless. So I look forward to seeing you in our next episode. Bye for now.