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About maximising the role of interims in transformation with humanity, vision, and curiosity

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Sharon Green: Transformation with Humanity, Vision, and Curiosity - Acumen

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“Sharon Green—like the color,” she says with a smile. Based in London, Sharon has built a career as a professional interim, trained coach, and occasional con…

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Article with Personio for Sunday Times Business Oct 2023

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Article with Personio for Sunday Times Business Oct 2023

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Facilitated by Hannah Wells (writer) and Amanda Fridkin (in my HR Interim Networking Community)

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How can technology put the 'human' in HR? - The Times & The Sunday Times

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Two workforce specialists discuss how streamlining HR tasks can free up managers to focus on the more personal side of staff management - and why employees will thank them for it

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PDF copy of the article for Personio and The Sunday Times Oct 2023

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PDF copy of the article for Personio and The Sunday Times Oct 2023

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Hannah Wells

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reviewing CVI 2021

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Can you take the personality assessment the pros use for less than $50? Find out with the Core Values Index.

Tags: #psychometrics #CoreValuesIndex #MBTI
Sharon Green, a coaching and interim management consultant, presents a review of the Core Values Index psychometric assessment and compares it to other tools like the Myers-Briggs Type Indicator (MBTI).
Meet the Expert

Who are you and what do you do?

I am Sharon Green. I live in the UK, in London, and I help companies maximize the power of their people, by providing clear thinking people solutions.

How do you know eRep?

I came across eRep on Twitter (@erep_com) as we are both part of the HR community and specifically the weekly#HRHour chats every Thursday at 8pm GMT. eRep takes part regularly as do I, and we have had some great debates over the years.

Twitter has been more valuable than I could ever have imagined when I joined eight years ago. It has helped me to broaden and develop my network and provided wider access to companies, people and learning and, without it, I might not have come across eRep or the Core Values Index psychometric assessment (CVI).

Tell us a bit about your interest in psychometrics?

As a people professional for more years than I care to disclose, I have a deep interest in what makes people tick. I am proud to invest in my continuing professional development.

I spent time specifically focusing on psychometrics as part of my Masters in Human Resource Management program. As a result, I gained level A qualifications with the British Psychological Society (BPS) and then earned level B qualifications. This means I am licensed to administer psychometric assessments and provide individual feedback.

Psychometric tools are often part of the tool box that I draw on, so it's useful to have a range of experiences with different tools to give clients added value on projects.

I worked in people development roles at that stage so I trained to use development tools like Myers-Briggs (Type I and II), OPQ32 and High Potential Trait Indicator (HPTI) from Thomas International. I've also been able to experience many other tools, so I was excited to try the CVI myself.

When do you use psychometric tools in your professional practice?

Clients might need help with assessment or development centres, want advice on what to use as part of their selection assessments, or they may wish to support individual career coaching or team development and team building.

I think clients often view an external consultant as an impartial, trusted advisor who doesn't necessarily have an attachment, commercial or personal, with a particular tool so they appreciate an honest appraisal and any recommendations.

Road-testing the CVI

What were your first impressions of the CVI?

I found it easy to use, the forced choice format of the questions was familiar, so it had face validity (does it fit with what your people expect, and does it align with what you are testing?) This is a consideration when looking at any assessment.

I found the depth of insight and information in my CVI profile report to be very useful. It is extensive and the video that came with my full report made it more dynamic and interactive.

The tool's repeat reliability rating is also important for reassurance on the consistency of the tool. [Editor's note: The Core Values Index has the highest repeat reliability rating - 97.7% - of any psychometric assessment available.]

I noticed some comparisons between the CVI and Myers-Briggs Type Indicator (MBTI). When I trained on MBTI, it was always emphasized that it is a tool for individuals to use for personal development, not for job assessment or evaluation (unlike the CVI). I also know that MBTI has been subject to scrutiny, so drawing a comparison between MBTI and the CVI might be misleading for clients or individuals who've heard about MBTI's challenges and are worried about the validity of the CVI as a result.

When you read your full/comprehensive CVI report, what rang true with you?

A number of things in my CVI report resonated with me, things I know to be true about myself, familiar themes from past feedback and elements I recognize (I won't go into them all). Here are just a few tidbits from my personal report that rang true:

"Charm and enthusiasm are part of your arsenal for success."

"Talking with others is your way to learn and to teach."

"You strive to cause people and things to function well together."

"You finish projects because you don't want to disappoint someone, not because you value completion and results."

The final point got me thinking about what drives my need to finish something. I might not completely agree with that statement, yet I still identified with it.

I can imagine the full CVI report being used as the basis for a career coaching or self awareness conversation, for example, where a deeper dive would help validate where this is true and when I might respond differently.

The CVI report could act as the basis for any conversation that seeks to establish a greater understanding of self and the potential impact of overusing individual strengths on ourselves and those around us.

What didn't resonate with you?

Being from the UK, I found some of the language in the report's descriptors to be culturally more appropriate for a US audience and perhaps less relevant for a Brit like myself. For example, the report had some basketball analogies that are a bit more niche for me. I wasn't sure I felt connected to this particular line from my report, '...solving problems is their highest form of pleasure, arguably valuing this game above sex and movies.'

The full CVI report is gendered, using 'he' as the default pronoun. I have a personal preference for 'they' where possible.

What is your honest opinion of the CVI?

Any tool is only as good as the evidence behind it, the context it's used within, and the skill of the person supporting the interpretation.

The rise of online psychometric assessments is helpful on the one hand as it efficiently allows an individual to gain a deeper level of self awareness. The depth of detail in the full CVI report is helpful, although I think the tool and report would have maximum value if it was used in the context of a development conversation. I feel slightly uncomfortable using it as a standalone tool.

What's your advice to clients when using assessment or development psychometric tools?

I have three pieces of advice for clients wanting to use psychometric tools:

1. Use the tool to meet the need and context. It's rare to find a personality tool that both meets the need of both an assessment and a coaching, team or individual development or individual self awareness context. Use the right tool for the need.

2. Closely linked is being clearly focused on the purpose at hand. If clients wanted to use a personality assessment tool in a selection process, I'd suggest they start with the job, pull together a competency matrix and then consider how the tool gives evidence for at least two of the competencies you need to test before using it. [Editor's note: Please see Top Performer Profiles™ for a tool that accomplishes this.]

3. Think about when to use psychometric assessments. If it is in a development or an assessment context, when to use the tool is important, and consider the employee experience and your brand. I try to discourage clients from starting the assessment process for a new role with just an online tool. Even though a tool like the CVI has a detailed report, it works well where there is an opportunity for additional feedback. I don't believe even the best online tools can be presented as facts. They offer hypotheses and insights. They are often brought to life in a conversation with a skilled super-user or test administrator. [Editor's note: eRep offers CVI Foundations Courses to provide the expanded context and training Sharon mentions.]

If you can't offer additional feedback to candidates, then think about using tools at a different stage of assessment and as part of more holistic development programmes rather than as programmes in isolation.

Finally, I'd like to close with this. No tool is perfect. It's unlikely to have a predictive validity of 1, i.e., a perfect correlation between the test results and job performance, so do your homework. If people want to read more about using psychometrics, I'd recommend this from Blake Jelley ¹, (thank you Tom Robinson) and this article ² (thank you, Ron Eldridge) as well as all the information on the eRep website ³, all of which I found interesting when responding to these questions.

Notes

[1] https://www.linkedin.com/posts/activity-6803361123618951168-_KYf

[2] https://www.researchgate.net/publication/309203898_The_Validity_and_Utility_of_Selection_Methods_in_Personnel_Psychology_Practical_and_Theoretical_Implications_of_100_Years_of_Research_Findings

[3] erep.com/faqs/cvi/

Go to eRep.com/core-values-index/ to learn more about the CVI or to take the Core Values Index assessment.

Would you spend $2,000 to save $20,000? Learn how.

Write for eRep

Are you interested in writing for eRep? Read our submission guidelines.

Learn more about the CVI:

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Road-testing the CVI: A Management Expert's Review

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Can you take the personality assessment the pros use for less than $50? Find out with the Core Values Index. Tags: #psychometrics #CoreValuesIndex #MBTI Sharon Green, a coaching and interim management consultant, presents a review of the Core Values Index psychometric assessment and compares it to other tools like the Myers-Briggs Type Indicator (MBTI).

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Todays blog is from the fabulous human that is Sharon Green, who is a change expert and career interim who as a People Project Manager specialises in People Change and leads the fantastic HR Interim Community and I have personal experience of her acting as a connector within the HR sector. You can connect with Sharon across the socials, https://lnkd.in/eMhDxaVu https://lnkd.in/eGTmh4WY https://lnkd.in/eWVFRNpp As always, please take some time out from your busy day, to relax, read and reflect and share any thoughts on here. https://lnkd.in/ecvvPwkE

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Todays blog is from the fabulous human that is Sharon Green, who is a change expert and career interim who as a People Project Manager specialises in People Change and leads the fantastic HR Interim... | Daniel Taylor

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Todays blog is from the fabulous human that is Sharon Green, who is a change expert and career interim who as a People Project Manager specialises in People Change and leads the fantastic HR Interim Community and I have personal experience of her acting as a connector within the HR sector.

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Lavasource HR Hot Topics Linked In post - being an interim 

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Lavasource HR Hot Topics Linked In post - being an interim 

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October 2021

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Chiara Consultancy Ltd on LinkedIn: HR Hot Topics - Crowdcast

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📣 Last week I joined Clair Bush Paul Sharpe & Mark Brooks-Lewis for LavasourceHR first #HRHotTopics to share my experiences of being an independent, professional...

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Being an Interim talking to Lucy Bielby 

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Being an Interim talking to Lucy Bielby 

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Frazer Jones blog

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Read our blog, Interim HR leaders Series - Sharon Green, People Change and Transformation Interim Consultant

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At Frazer Jones, we believe that 2021 will be an interesting one for the talent pool with Brexit, Covid and IR35 impacting the market. However, as a specialist HR provider, we feel there is a place for a broad range of talent from permanent hires, temporary solutions through to professional interims and consultants that can help support a more flexible resourcing strategy that many organisations may need.

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Talking with Marc Weedon about my interim and people career

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Talking with Marc Weedon about my interim and people career

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A cuppa with

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For my latest virtual "A Cuppa With...", I was delighted to have @SharonGChiara for company. We've had a fair bit of chit-chat over Twitter and have met a couple of times on the incomparable #hrpubquiz, so it was good to sit down one-on-one and get to know each other a bit better, albeit over Zoom.

Being English, we inevitably kicked off proceedings with a discussion about the weather, given how wet it was outside. So the first fun fact was that Sharon's hair goes frizzy when it's wet. If, like me, you feel that we should see this phenomena then let me know, and I will start a petition.

The second thing I got to know about Sharon is that whilst she lives in Tooting, she has a soft spot for the North-East so we traded stories about Middlesborough, Newcastle, Sunderland etc. - mine through the lens of seeing my beloved Fulham play (but not always lose - honest!) in these cities, and Sharon through the lens of having lived there.

We then discussed her business, as she has been running Chiara Consultancy for many a year now.

Why did Sharon decide to do her own thing? She was falling out of love with her permanent job, a change-seeking person in a change-averse organisation is not a good mix, so she had been thinking for a year or so about setting up her own business where she could make a career out of what she loved doing.

Was it difficult to get going? It required advanced planning (mental, as well as financial). It required Sharon to be comfortable with the "what's the worst that can happen?" scenario. Naturally, the initial "finding customer No. 1" was hard work. as is business development generally. And the first time you don't get a regular pay-check is always a bit of a freaky moment to navigate.

Why "Chiara"? Sharon is a bit of an Italophile (yes, the word does exist, I just looked it up!) at heart and the translation of "chiara" is "clear", which drives everything Sharon does. "Clear Thinking People Solutions". Sharon creates tailored solutions for clients that creates value for them, particularly in the areas of people change, comms and engagement, and tech enablement.

What does this require to be successful? A commercial and pragmatic approach to the "people stuff" based on a deep understanding of the client's business. And it must work, as a significant chunk of Sharon's business are customers who come back and ask for more!

How did Sharon get into this space in the first instance? Like many of us, it wasn't a meticulously thought-through plan, and chance and circumstance played its part. Sharon was initially attracted to jobs she liked the sound of. I thought at first she meant things like "Ice Cream Taster", which would be my dream job, but she was thinking more of the job content rather than the job title, so she started out in the NHS working on health promotions, campaigns, education and policy work. She also did a lot of work in areas that at the time were not particularly fashionable but today would be all around wellbeing. She then transitioned out of the NHS to take up roles in learning and development, and things grew from there.

I then unearthed an "unpaid passion" that Sharon has. No, don't worry, nothing dodgy, dear reader. In addition to her day-job, Sharon also runs the HR Interim Networking Group (search for it on LinkedIn). This is a really useful resource for people who do their own thing on an interim basis, it can feel a bit lonely at times but to have c1000 others in the same boat is a great back-up and confidence-booster.

I asked Sharon how she had been coping in this most difficult of years. She has actually faced a triple whammy, not just Covid, but also the joys of IR35 and on a broader scale we have this little thing called Brexit to contend with too. That said, Sharon has not been idle, she has just come off the back of 3 contracts (or "assignments", to use the correct interim lingo), and was looking forward to a bit of down-time to tick off some of the admin tasks on her agile board that she has been putting off for a while! A website refresh, updating those CVs, doing some podcasts, etc.

What gets Sharon out of bed in the morning? Sharon is all about continuous learning, so getting to grips with different businesses, new challenges, and a variety of projects ("no two projects are ever the same"). She also mentioned "risk and danger", which gave me a feeling that there is a more cloak-and-dagger side to Sharon than she actually lets on...

I then asked Sharon what tips she would have for people in the HR profession, given the times we are living in at present. Sharon's commandments were as follows:
1. Know your business.
2. Be confident and resilient.
3. Don't naval-gaze for too long.
4. Know that what you do does make a difference.
5. Put people at the centre of all you do.

Pretty good, huh?

And then, finally, as we met on Twitter, I asked for Sharon's views on whether she loved it or loathed it. Twitter, not me. Overall, whilst she feels that it forces people to be too binary and judgmental and ignore the shades of grey that do exist, Sharon felt that she had got more from it than she thought she would, had learnt a lot, and met some great people.

As we were out of tea as well as time we drew the conversation to a close. A huge thank you to Sharon for being such a good sport. If any of you have been on the lookout for a pragmatic, thoughtful and tailored approach to people issues you may be experiencing, your search is over...

Stay dry, and be good.

Aitch

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For my latest virtual "A Cuppa With...", I was delighted to have @SharonGChiara for company. We've had a fair bit of chit-chat over Twitter and have met a couple of times on the incomparable #hrpubquiz, so it was good to sit down one-on-one and get to know each other a bit better, albeit over Zoom.

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Advent Blog 2024/5-  I didn't want to go 

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Advent Blog 2024/5-  I didn't want to go 

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About Edmund

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#AdventBlogs - I did not want to go - Epic HR

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Strange to think that a few days ago I thought our series might only get to 2nd January, and here we are on 9th January. Nothing like a deadline to get people writing. The end is definitely near now though. If you haven’t already sent your post in, the deadline has now been reached today. […]

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infertility and all things change

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The user has sent too many requests
in a given amount of time.

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#AdventBlogs - Random thoughts and birthday greetings - Epic HR

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I hope that yesterday was everything you wanted it to be. Welcome to the post-Advent #AdventBlogs – sometimes people are surprised the series carries on beyond Christmas, but it must if we are to publish every contribution, and believe it or not now is the time that some people are only just thinking about writing […]

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#AdventBlogs - When the things we don’t think matter, really do - Epic HR

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Getting close now. Just two more sleeps. Are you ready? Have you finished work now? Rest assured the Advent Blogs has enough posts left to get us well beyond Xmas. Today at home we are all off to see my wife’s family. She was due to go at the weekend without me but plans changed […]

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personal thoughts on infertility

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The user has sent too many requests
in a given amount of time.

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Relates to my podcast

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Sharon Green and I went to Sunderland Poly to do English at the tail end of the 80s and then for a large part of our adult life lost touch with each other, not out of malice, just life.

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@Adam_learning

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This is a lovely chat where we started with the scenario's and then just got nattering. Listen in to everything from why inviting HR to the pub is a rarity to photos and art of rainy manchester. Find Sharon here

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This is a lovely chat where we started with the scenario's and then just got nattering. Listen in to everything from why inviting HR to the pub is a rarity to photos and art of rainy manchester. Find Sharon here

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Be The Ripple contribution

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Discover your personality's DNA with the Core Values Index psychometric assessment.

Tags: #praise #apologies #communication

Everyone loves to be praised. We feel good when someone acknowledges us and our contribution. There are right and wrong ways to give praise effectively, though.

While considering the do's and don't's of giving effective praise, we also wanted to know if there are good and bad ways to give an effective apology. It's fairly obvious when an apology falls flat, but the right one can turn a bad situation into a moment of growth and positivity.

To get the answer to these questions - how do you give effective praise and apologies? - we tapped into a group of business leaders and Human Resources professionals to see what advice they had.

There is a common theme within the group's responses. As you read their contributions, see if you can guess what it is.

Alex Killick

Praise

A bit like an apology, praise works best when it is timely and intentional. Praise also works best when it's not followed by "but." When I was a Director of People, I was always determined to flip the conversation away from 'catching people out to catching them doing well.' If people know you have their back, then they will thank you for it through their performance. In one of my favourite films of all time, Dead Men Don't Wear Plaid, Steve Martin, who plays the plucky Philip Marlowe-style detective, is drugged and finds himself asking the villain (in disguise butler played by Carl Reiner) to "catch him." Steve Martin falls to the ground as the butler says, "Sorry, but I'm a butler, not a catcher." Don't be a leader that doesn't catch and doesn't care, and don't be a leader that can only find the faults. Be one that catches people doing well and in the moment. Be a catcher, not a 'but' head.

"Never follow praise or an apology with 'but...'" - Alex Killick

Apology

The first thing you do is say "sorry" or "really sorry" and do it right away if you can. I remember too many conversations at an executive/senior level where we would construct an apology without liability. If you make a mistake, own it. Make the other person know and feel that you are "sore" which is the root of the word. An apology that needs to be demanded or requested is too late. It is often given to prevent soreness or sorrow to the giver rather than being heartfelt. It's also not the best idea to follow an apology with "but." So, mean it, do it quickly, don't drown it in sophistry, and never qualify it.

Sharon Green

Praise

Effective praise is sincere, authentic and meaningful. To be effective the context needs to be right. It's ideal when it's given in the moment and tailored to the appreciated actions, behaviour, words or impact. If the other person prefers public, private, personal or low key praise, consider their needs. Tell them why it was so impactful and worthy of mentioning.

"Give praise freely, frequently and with feeling." - Sharon Green

Apology

An effective apology comes from the heart and soul. We need to mean it and give it sincerely with no strings attached. I find people can easily smell a rat with a trite 'I'm sorry' given with little attachment or that is designed to move things past the moment, rather than acknowledging there was something not quite right in the first place. Another big no no-no is the politician's apology, "I'm sorry if you feel offended by..."

Be genuine, honest, sincere, authentic and say what the apology's about. Then pause and listen to what comes back.

Steve Browne

Praise

I make sure it's one-to-one (hopefully face-to-face, even virtually). Make it concise and encouraging. I make sure to keep the praise based on behavior more than accomplishments.

Apology

I own the situation first and always. The apology starts with how I fell short (real or perceived). Then I frame the apology with how I will do my best to do better in the future. I stay away from hollow sentiments and promises.

"The key with any apology or praise is genuine candor." - Steve Browne

Phil Marsland

Praise

Its all about the receiver - How do they want it? What makes them comfortable, public or private? Be timely. Give your praise as close to the event that is praiseworthy as possible. Be specific about what they did and its impact, and be genuine. Make it special - don't do it every day or it will lose its potency and value.

Apology

You have to mean it, not just because you think you should. It should be (again!) about the impact on others or events, not about salving your own ego.

"If you're sorry, say it, mean it and be genuine about what it is about. Remember, it's not weak to apologize, it's human." - Phil Marsland

Jayne Harrison

Praise

Mean it, be specific, and understand what's important to the receiver. Tell them why you are giving them the praise - what you've noticed, what it means to the team/organization, etc. Notice what they do consistently well. Sometimes we miss that and take someone's everyday brilliance for granted.

Sam Jenniges

Praise

[Editor's Note: See Sam Jenniges's book, Recognition Rebooted, for a fantastic resource on how to give effective recognition [1].]

Use this handy acronym to guide you as you give praise and recognition to others, both small and large: TIPPS

Truthful: No watered down, generic BS. It has to be real.

Impact: State the impact their actions made. This one is the big amplifier. When you state the impact behind your recognition, your teams will walk through hell in a gas suit for you. They will know you get them.

Personal: Don't lump others in when praising one person.

Specific: Be clear and specific about what they did.

Sincere: If you are truthful and specific, you will be sincere.

Put TIPSS together in any order. Here's an example:

"Hi, Ringo. I want to thank you so much for teaching Yoko how to use the time recording system last week. Thanks to you, I noticed fewer errors and more entries which helps ensure my data is accurate. Thank you so much!"

Apology

Don't make it about yourself. Don't use it as an opportunity to gush about how enlightened you've become. Don't avoid using phrases like "I am sorry" or "I was wrong" or "You were right to tell me." Don't try to be cute or clever. Just be sincere and to the point.

Submission from Twitter's #BeTheRipple participant

Praise

Praise should always be genuine and meaningful. I also find that it comes from a place of gratitude, and it should follow these steps:

Recognize a positive action, task, or behaviour.

Approach the person or group first and thank them specifically for a job well done.

Explain why it was good and explain the positive impact it had.

It may be appropriate to share that praise with the wider group but always get the permission of the person / people you are praising.

The key thing is it must be genuine.

Praise should come from a position of gratitude.

Apology

An effective apology is subjective based on the motivation.

If your only aim is to seek forgiveness from the other party, then its effectiveness is measured by the external outcome, i.e., did they forgive you or not.

If your aim is to take responsibility for your wrongdoing, whether it was intentional or not, then your apology is an internal measure, i.e., do you feel better after giving the apology?

An effective apology consists of:

Accepting something you were responsible for that negatively impacted someone else.

Understanding and empathizing the impact your wrongdoing had on the other person.

Genuinely tell the person you're sorry and why.

Ask how you can move the situation forward (if appropriate).

From this you can aim to learn from the experience and adopt new and better practices.

Common Theme

What do these bits of wisdom and advice about effective praise and apologies have in common?

Several themes run true:

Don't delay. Give praise when it is earned, and give your apology right away.

Be specific. Nail down why you are recognizing the other person's accomplishment and hone in on why you are apologizing.

Above all, be genuine. Mean it. Half-hearted praise or apologies are worthless at best, and can potentially make matters worse.

Recommended Reading:

[1] Recognition Rebooted, by Sam Jenniges SamJenniges.com

Go to eRep.com/core-values-index/ to learn more about the CVI or to take the Core Values Index assessment.

Would you spend $2,000 to save $20,000? Learn how.

Write for eRep

Are you interested in writing for eRep? Read our submission guidelines.

Learn more about the CVI:

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Secrets to Giving Effective Praise and Apologies

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Discover your personality's DNA with the Core Values Index psychometric assessment. Tags: #praise #apologies #communication Everyone loves to be praised. We feel good when someone acknowledges us and our contribution. There are right and wrong ways to give praise effectively, though.