Ep. 228: Nykema Jackson - Leading Through Change: Engagement in the Hybrid Work Era

Join us in this episode of Count Me In as we welcome our esteemed
guest, Nykema Jackson, Head of Reporting, Policy and Technical
Accounting at Airbnb. As we navigate the tides of remote work,
hybrid models, and the aftershocks of the 'Great Resignation,'
Nykema shares her insights into the art of staff development and
leadership in these changing times. Discover how organizations
can keep their staff engaged, foster open and trusting
relationships, and leverage technology for connectivity and team
building. Nykema also delves into the importance of empathy,
clear vision, and timely feedback in creating a culture that
inspires employees to stay and grow. Tune in to decode the
leadership formula for the new world of work.
 
Connect with Nykema:
https://www.linkedin.com/in/nykemajackson/


Full Episode Transcript:
Adam:           
Hello and welcome to Count Me In. The podcast that brings you the
latest insights and practical advice on leadership, accounting,
management, finance, and business. I'm your host Adam Larson, and
today we are delighted to have Nykema Jackson with us. With a
rich background in consulting and a significant leadership role
in corporate America. She's here to share her views on the
pressing issue of our time; staff development and leadership in
the era of remote and hybrid work models. 


 


As we explore the new paradigms that have emerged in the wake of
the Great Resignation, let's dive into the conversation to learn
how we can foster engagement, trust, and growth in these
transformative times. Please join me in welcoming Nykema to the
show.


 


[00:00:43]       < Music
>


 


Adam:           
So, Nykema, thank you so much for coming on the podcast today.
We're really excited to have you on, and today we're going to be
talking about staff development and leadership. Which is a big
topic today because in the last three years we've seen a lot of
changes. With the change to working from home. And, then, now, as
things have gone back, going back to hybrid. And we've had terms
like The Great Resignation and quiet quitting being thrown at
everybody. 


 


And, so, as we're talking about that, can we maybe discuss, from
your perspective, how do you see an organization can keep their
staff engaged and continue to develop them in the midst of all
this?


 


Nykema:        Sure, and
thanks so much for having me. One thing that I've seen in my
career, and I've come from a consulting background and,
currently, I'm in corporate America working for a company. I've
seen that individuals need leadership that knows and is very
intimately versed in the mission of the company. That is invested
in their employees. And investments from a learning and
development perspective, as well as investing in them as a
person. 


 


And, so, COVID has brought around this environment where we've
merged lives. We had our work cells before we had our personal
cells, and now those things have come together. I find that it's
critically important to recognize and acknowledge that in people,
and to support them down both avenues. And when someone feels
invested in and developed, and they know the mission that they're
marching towards. I feel that turnover is less and you can get
around the big resignation.


 


Adam:           
So I completely agree. As you continue to engage people, they
will stay where they are. But, then, there's also the quiet ones
who aren't really as engaged with what's happening. You can
develop, and you can pour yourself into the people who are
engaged and want to be there. But how do you grab those folks who
are not quite there and want to be there?


 


Nykema:        So one of the
things I do, personally, are one-on-one check-ins with my
directs, and sometimes I do skip levels. You'd be amazed that for
those quieter ones, how much they open up in a one-on-one
environment. I think people need to know from leadership, and I
feel like sometimes we get lost in our own trajectory and
progression. We don't realize that as we rise in the ranks, there
is a level of intimidation for people. So you need to make it an
open-door policy, and you need to make people feel comfortable to
come to you. And one way to do that is to develop
relationships. 


 


But it takes a concerted effort on the leader to make time for
that. Because it's not that time is on our side in a lot of
situations, and COVID has created an additional barrier around
that. Where people can't just pop in your office, they can't just
see you in the hallway. They can't just strike up a conversation
around the coffee machine. 


 


They have to be deliberate and intentional on making those
relationships and fostering that along the way. And the only way
to do that is to schedule the time. So that it can start to
become organic. Where they feel more comfortable with their
relationship, with leadership, and they'll come to you naturally.


 


Adam:           
Yes, it's almost like you need to create some open-door Zoom call
or open-door office hours on Teams, where people can just pop in
at any time. Where they're able to do that, and the technology is
out there. And how has technology helped you in the midst of the
COVID era and able to reach out to people?


 


Nykema:        So, for me,
COVID has opened up a whole universe of additional time, for me,
it's saved me a commute. So I've been able to use technology, in
a way, to connect with people, and I make it less transactional.
So some folks get a little intimidated by being on screen. 


 


And, so, one thing that I've done is I don't multitask while I'm
on calls. I silence my email so that I can really focus on
individuals. And with the use of technology, we're able to do
teaming events virtually. Sometimes we'll do happy hours, where
we'll send a bottle of wine to individuals. I haven't done that
on my current team, so don't tell them. 


 


But in the past, I've sent bottles of wine, or if there's
something that they like around coffee, or something, gourmet, I
would send that, and then we would have a virtual outing. And it
gives people the flexibility to still be there for their
families, and their children, and whatever extracurricular
activities that they have. But we can, literally, pick any time
of the day to do this now. Versus sequestering it to the end of
the day.


 


Adam:           
Yes, our team did a virtual wine and painting. Where they sent
the wine and the painting thing, and then the person did it
through Zoom and show us. And we'd all sit there painting, and
drinking our wine, and it was actually quite fun. More fun than I
realized it would be, doing it virtually. I never thought it
could be like that.


 


Nykema:        Absolutely.


 


Adam:           
Do you have any other examples of how you've been able to develop
your team, in the midst of the COVID era. Even before the COVID
era, where it was difficult for the team members to connect.


 


Nykema:        So one th...