HR Thoughts

There is only so much time in a day. You prioritize on the fly. You dedicate time to the things that you must do. You delegate the rest. Right?

Try this. Plan a vacation. Not a long weekend. Not 5 days. Not even 7 days. Go for 14 days. Go for more. Plan a vacation long enough that forces you to identify the tasks to be delegated out during your absence. 

Identify the appropriate staff member(s) to assume responsibility and begin the hand-off a week before you leave so you are available for questions. Set up rules for email messages that can be routed to your junk folder or permanently deleted while you are out. Begin this a week or so before you leave.

Get my drift?

Go to work the week before vacation. What types of things are you doing now that you are not reviewing and recommending approval/disapproval of advanced leave, FMLA or leave without pay requests; reviewing results and adjudicating initial and final background investigations; or compiling information for the director's monthly worker's compensation report and tracking performance monitors?

There are some tasks that have been delegated directly to you and can not be delegated beyond you on a regular basis. Then, there are there others. What would happen if you did not take those back when you returned from vacation? What would happen if you provided staff the tools, training and authority to assume these responsibilities on a regular basis? What if you unsubscribed from the messages and news groups that filled up your junk folder over vacation?

How awesome of a delegator would you be then? More importantly, how much more effective could you be?

Integrity, or lack thereof, is the one thing guaranteed to keep me awake at night.

There are times when what I have to say must be heard. There are times when I just want another person to know that I know they are not being truthful. There are times I want to take my stand, have my say and to h*** with the consequences. There are times when I choose to take this on. There are times when I do not. Is it wisdom that guides me when I choose to save it for another day?

Or am I falling down on the job?

If you are interviewing a Millennial and find your thoughts shifting away from the applicant and to yourself, specifically to concerns about your ability to manage a Millennial, read this post at Great Leadership. 

In particular listen up . . . being a good leader to Generation Y means being a good leader – period. When Millennials were asked, “How would you describe your dream boss”,  the responses were good management skills, pleasant and easy to get along with, understanding and caring, flexible and open-minded, respects/values/appreciates employees, good communication skills.

Still worried about your ability to effectively manage a Millennial? Stop that right now. Look at this as an opportunity for your growth and development and a chance to refine the tools in your tool box. Step outside your comfort zone.

The Millennials are coming to you - be not afraid. Oh, how much you (and your staff) will gain.

The difference between reading my Google Reader and not reading my Google Reader is learning. Bottom line: I don't learn if I don't read.

I'd like to call your attention to a few posts that I keep at arms length and acknowledge Team Building is For Suckers for adding a no-holds-barred 25 cent shot of caffeine to my day each and every time I read a post:

• Ask A Manager: But I'm qualified for that job, why did you reject me?
• The Career Encouragement Blog: HR referred me to the EAP - what does that mean?
• Compensation Force:  Please Strike the Word "Poor" From All Performance Management Materials
• The HR Capitalist:  What's the Difference Between An Employee Who "Meets" and One  Who "Exceeds"

Click through, they are well worth your read!

You have a meeting on your calendar. You wouldn't be invited if your input wasn't important, right? I can hear the comments now but just go with me on this one.

Instead of looking at a meeting as an interference, a waste of time, or time taken away from "getting the job done," look at a meeting as your job. Look at your next meeting as an opportunity to connect, learn, influence, or set direction and that next meeting may just be the very best use of your time.

So, in conclusion, take your calcium, be nice to your friends and GO TO YOUR MEETINGS (Lisa)!

People have problems. The far majority of my day is responding to problems. To respond, I must discuss. Sometimes I am ready to discuss problems with just about anyone who will listen, but really my discussions are with employees, supervisors, service line directors, my staff, and when appropriate, the union.

We work through emotions and initial reactions. We look at what information we have and attempt to differentiate facts from conclusions. We consider past precedent.  We go to the attorneys for what ever black and white we can find. We debate the merits, the pros and the cons. We consider second thoughts, second opinions and second guessing. We consider mitigating circumstances.  Then, we consider what is right. Sometimes I bring us to this point, sometimes I am brought to this point, and sometimes we find us there not really knowing how we got there but bottom line is, we are there.

I have had a fair amount of discussions recently and at times, among other things I may I hear myself saying, "yes, when you consider that, it does make a difference."  "If this we me, I would expect the same consideration."  "I didn't have that distinction before, I can see your point." "I don't agree but I can support that direction."

The discussions always go a little differently. I had a discussion recently with one other person. We worked through a problem. All of the issues were brought on the table, opinions, concerns and emotions were aired and in the end we came to an understanding. Although the outcome may be very different than my initial recommendation, I can support it.

The problem itself, the issues raised and the discussion participant is not important at all. What is important, for me, was something I did not say. As the discussion was coming to a close, I had a thought.

I thought about wisdom. I wondered how this discussion and my responses/reactions to this particular problem would have been different if I had the information, insight and understanding I have now, then. Where does the wisdom lie? Is it about being all knowing? About being able to surmise another's motivation, perception, preferred course of action?

Or, is it simply about being willing to engage in the conversation?

Teaching my daughter the wrong sequence of notes for guitar lessons. Mistake. Recycling the envelope with my credit card payment. Mistake. Ordering dessert and just about missing the beginning of The Pirates Who Don't Do Anything: A Veggie Tales Movie? Mistake. Ok maybe a little bit of design but 1 hour and 31 minutes of talking vegetables, can you blame me? Putting a wool sweater in the dryer. Mistake.

Everybody makes mistakes. What can you do when you make a mistake at work? Ask a Manager takes this question on and lays out a 4-step formula for proactively and professionally addressing mistakes at work: tell your boss what happened - immediately; take responsibility for the mistake; explain how it happened, and most importantly, explain how you plan to ensure it doesn't happen again. 

As a manager, what can you do when employees come to you with a mistake? You can listen. You can assess. If the mistake was the result of a gap in knowledge or of an outdated or poorly planned process, you can provide the knowledge or revise the process. You can read Dan's advice at Great Leadership's about Turning Mistakes into Development. 

Now, consider this. You train, you improve processes, you develop SOPs. You meet to discuss issues. You use mistakes as an opportunity to learn. Yet, in the presence this and of knowledge and experience, mistakes continue to occur. The mistakes you are seeing are not process mistakes. They are mistakes that reflect poor or incomplete thinking. 

Thinking mistakes, for me, are the most difficult to get a firm grasp on. But getting a firm grasp on thinking mistakes is something I must do because with each mistake, I watch our hard earned credibility slip away.

I think I ran a stop sign on my way in to work. Relax, it was on medical center grounds, the place was empty and the speed limit was 20 mph. I think I did but am not totally sure. I may have stopped. I just do not remember stopping. I was too busy thinking.

When employees need assistance, HR is there to assist.  To assist. So, what happens when the burden of an employee's responsibility is shifted to the shoulders of an HR staff member? For one, patience can be tested and frustrations can surface for all involved.  Ahhh, people will say, "that's just the way things are."  Ok, but does it have to be? I am thinking and here's how it's going so far . . . .

In HR, we are here to serve, right? I have said it, others have said it. In a serving role, we assist with locating addresses and completing forms. In a serving role, we answer questions and alleviate some fears. In a serving role, we classify positions, we set pay, we process performance awards, we recruit for positions. In a serving role, we do what we can to do what people ask us to do. We need 3 days notice, you give us 1 - we'll get it done. Of course we'll get it done, we are here to serve, right? 

Well, what if that is not right? What if we are not here to serve but to provide a service. We have a responsibility to provide a service and shouldn't those using our services have a responsibility too? Shouldn't we hold them to that?

• Do you want to sign up for benefits on-line? We can help but you are responsible for setting up your on-line account first and bringing your password.
• Want our undivided attention, free from distractions? You are responsible for making an appointment so we can set the time aside just for you.
• Entering your background information? You are responsible for having your reference addresses available. We will provide the yellow pages but we will not look it up for you and no, we cannot tell you where you worked from 1992 - 1994.

Can you say doormat? I do say this tongue in cheek but there are days when I have to wonder and, I am. Actually, I am doing more than wondering, I am thinking. I am thinking about reactivity and the time it takes away from planful actions, attention to detail and accuracy. I am thinking about trying to please everyone and not pleasing anyone. You can go to reasonable, communicated expectations, user friendly processes for our customers but that does not quite get at it for me right now. You can go to the big picture role of HR but that does not quite get at it either. This less of an HR function distinction conversation and more of an appropriate role or a relationship question. I am thinking about customer service. I am thinking about the right time, and the wrong time, to hold customers accountable. I am thinking about when it is ok, and right to say, "no, we are not able to assist you in this way."

I am thinking that HR is not here merely to serve and to support. We have a job to do; we have a service to provide. And I need everyone (in and out of HR) lined up and heading in the same direction for us to be able to provide it well.

I am thinking I need to set a new direction. I am thinking I need to articulate an appropriate role for HR. What do you think?

If you prick me, do I not bleed? If you tickle me, do I not laugh?

Ok, quoting Shakespeare really is not my thing but you have absolutely got to get the human part of human resources. I am human and will not even pretend to be perfect. I do work hard and have good intentions but you know what they say, that and $3.95, plus tax, may get you a tiny Fa La Latte at Caribou this holiday season. HR leaders tend to have thicker skin than most of the professional world, really. It's a fact, proven by someone, somewhere . . . I am sure. Well, pretty sure.

Let's say that someone comes into your office and questions a policy, practice or procedure of yours. Or, you send an e-mail to communicate some not so great news and one of the recipients tells you that it did not come across well and caused some hard feelings. Or, you make a decision (definitely your decision to make), you get a look at your conscience via another person's raised eyebrows. What do you do?

Do you look at them like they are crazy; write them off and not return their calls; minimize the presenters and their opinions; keep telling them why you do things a certain way (throwing in a regulation, big phrase or directive here and there for effect) until you wear them down and they simply give up; do you get get anxious, feel threatened and withdraw; or some variation on the theme? Been there, done that and know that it really does not serve any one well. Knowing doesn't make it any easier and knowing doesn't mean that my first instinct won't be shaded just a little bit by some defensiveness. 

So what do I do? What can you do? When you feel it coming on, take a deep breath, grab a pencil, and do everything you can to quiet the internal noise (read:ego) so that you can listen.

Breathe. It is so easy to take these ideas, suggestions, challenges personally. Don't.

Grab a pencil. Why? Pencils are easier to break than pens. Better yet, grab something softer and less likely to make a cracking sound when you break it under your desk as you work hard to keep an open mind. Yes, it is hard to sit there and listen without thinking at some point, "Who are you to tell me how to do my job or to even suggest that I may not be doing it well. . . ." Ah, there it is, the ego. Break the pencil, crush the cookie, release the tension and get back in the game.

Listen. If you don't listen, people will stop talking. If you want to learn, you have got to listen. There may be a better way out there. There may be a system or process refinement you can adapt. This may be the time to build or enhance a relationship, to share or further refine your values, directions or goals or better yet, to make a connection.

Process. Are you resisting? If so, why? Is it fear of the unknown? Is it about having to be right? Does the suggestion get at a core value?  Need more facts? Start researching. Is it within your control to adapt or deny? Is the ego trying to take over? Don't let it.Talk it out with someone else.  After some consideration, it may be the time to flat out say "No, not under my watch." The point is, you won't know unless you listen.

Respond. Respond from a willingness to consider, a desire to learn and grow, or an opportunity to model leadership. Respond from anything but  a position of defensiveness.

Granted, some times this works better than others so if you make a mess, make sure you go back and clean it up. People are likely to move past or even forget the issue at hand however, the effects of your (my) behavior during and after the interaction can linger far longer.

Hey, break a pencil and listen. It's all about continuous learning.

Parenting and leadership. . .  the worlds continue to collide and compliment.

Here was my evening yesterday. I picked the kid up from day care to go to guitar lessons (hers, not mine). Have to stop for a chocolate chip cookie with M&Ms and a soda to get her through the transition to dinner. We hit every light traveling across town and when we should have been tuning her guitar, we were not. Where were we? We were sitting at a stop light. Aaargh! "Chillax," I hear from the backseat. "Other moms don't get upset about being late. Just chillax, it's the new thing!" What?!  Is this my 6 1/2 (can't forget the 1/2) telling me to chill out? To relax? Yup!

Ok. We are in guitar lessons and the kid shows the instructor the new voice she learned - voice 3 of Hot Cross Buns. Instructor watched, acknowledged her learning and then wondered aloud (to me) how she got the fingering she did for string 3, fret 1. Turns out I counted the frets (or was it the strings) wrong, very wrong. He showed me how to count properly and then asked the kid to play it again. She ran her hands down her face and neck and looked at the ceiling as she said, "I . . . am. . .  so. . . confused." I am too kid, I am too. Oh, other moms, I saw you looking away in the glory that you were not the center of attention this time but your time will come. Do you really know the strings and frets or do you also rely on the the colored smiley face stickers for finger placement?!

The evening continues. School pictures are tomorrow so I pick out the outfit I'd like her to wear. It, unfortunately, is not the one she had in mind. Not only is her selected outfit comprised of parts of two other outfits (can't separate the matched sets, kid) but it was not going to keep her warm. And, honestly, I didn't like the combination. Tears ensued and Deborah Tannen's book came to mind as I said more than once, "I don't want you to wear that." What did I do? I put aside my deal about not separating matched sets, remembered it was all about the little girl curled up in my lap and suggested we find stockings or legging to keep her warm in her outfit of choice. As we were searching, the kid came up with a deal. She would wear what I wanted for her pictures if she could wear whatever she wanted the following day. Palms licked, hands shaken and deal sealed. So proud of her (and just a little disappointed in myself).

Leaders, do you know when it is time to "chillax?" Do you really? Do you do it? So much perspective can be gained by stopping, breathing and just being. Do yourself a favor, "chillax" over an issue gnawing at you right now. Give yourself room to be human, room to be less than perfect, room to let the other person shine. Support your colleagues. You never know when it will be your turn in the spotlight.

Above all, never forget what is most important and keep it in front of you at all times. 

My shuttle will be here shortly to take me to the airport to the plane that will take me home and back to reality so before I get caught up in the madness of reentry into the office, I wanted to take a few quick minutes to share some "golden nuggets" I am taking away from the SHRM conference:

• Self sealed leadership. If your organization was a "self sealed" system as is the US military (and Hell's Angels!) and you could not bring in leaders at levels beyond entry from the outside, what would you do differently. Thanks to Robert Thomas, c0-author of Leading for a Lifetime during his presentation on "Building the Next Generation of Leaders." Also from Robert, knowing how you learn is more valuable than what you learn.
• Metrics in three directions  Develop metrics that manage up to senior managers, metrics that manage out to hiring managers in the organization and metrics that manage down to measure HR performance to ensure your measures are tailored to the needs of your audience. Thanks to Jeremy A. Shapiro, vice president, E-Recruiting Solutions, Hodes IQ during his session, "When Good Metrics Go Bad, and How to Fix Them"
• Volunteer opportunities with SHRM. I credit the lady on the bus on the ride back to the Venetian Hotel, SHRM volunteers present throughout the conference, those special panel members I met in conferences and SHRM staff at the SHRM booth in the exposition hall. What  a great way to be involved with HR and contribute in a completely different way!
• Internal Branding. Differentiating (there's my new favorite word again!) the employment experience at your organization to answer the question, "why work here" and, for me,  the notion that you can successfully create a positive local brand even though your brand is taking a hit nationally. The national scrutiny will pass but the good things going on and the reasons employees stay will not. Capture that! Thanks to Susan L. Hill, vice president, Communication, Talent and Rewards, Aon Consulting during her presentation, "Internal Branding: Defining and Differentiating the Employment Experience at Your Organization."
• Continual learning. Never underestimate the value of time away, continual learning and being open to the idea that there are things out there that you simply just don't know.

With that, the shuttle will be here in 10 minutes so my time is done. Good bye Las Vegas!

The universe has a way of calling us out.

About a month ago, I pulled out my copy of  The Artist's Way. I purchased the book a few years ago, never got past the first chapter and felt that it was time to give it another try. I read through the 1st chapter and right on to the second. If you have ever read this book, you will know that a very huge part of the "program" is morning pages. Morning pages are "three pages of longhand writing, strictly stream-of-consciousness . . .brain drain." I bought a notebook to use for my morning pages and did them for the first week, went into the second week and then, there it was again - the wall. I just did not make it past this point. I went a little further than last time, but not quite to chapter 3.

Why? Simply a matter of practicality. I am up between 4:30 and 4:45 each morning as it is and getting up another 20 minutes earlier just was not feasible for me. On the few days that I made it to the gym, it was all I could do to stay upright on the treadmill. I decided last night that it was time to put this away until my life could support it better, until I felt I was willing to make the time/changes necessary to get it done.

Now, imagine my surprise when I open my Google Reader and see this post from Deb about creativity - the very focus of The Artist's Way and this by the Brazen Careerist about the value of writing by hand to gain focus. Ah, morning pages.

Am I being called out? Well, the two posts did give me pause but I am clear that I really am not willing to fit this particular approach to creativity into my life right now. There are other things I am doing to bring out my creativity - working with my daughter's new Aqua Dots is one, this blog is another.

The Artist's Way? No, not today, but definitely some day.

People don't promote people they don't like and they won't support them either. Without workplace support, you will not have the opportunity for advancement, stretch assignments or simply, the opportunity to succeed. 

I am supported in the workplace and my job is infinitely easier because of this support. I am not revered by any means (darn!) but I do feel that when I have something to say, people listen and when things go south, I am given the benefit of the doubt. I know that I could not do what I do everyday without the support I receive and frankly, I would not even want to try. Some days, it really is the only thing that keeps me from walking right out the back door.

As a leader, when I offer and provide support, I am in it for the long haul. I am not on the first life boat out when there is a problem, nor do I only support the super-stars. When my staff thanks me for my support, I let them know that supporting them is one of the easiest things I do each day. Really. They work hard, they are forthright with information and concerns and they keep me informed. I trust what they tell me and they never let me down.

I will not offer support to any person who refuses to try or is less than truthful: it is both a matter of integrity and practicality. Hey, I need the continued support of others too. 

In all, you must be true to yourself. Try as you might, sometimes there just is not a good match between you and others in your organization. No matter what you do, the workplace support you need or the support you are asked to provide is just not coming  In these instances,  take my advice and find another organization. Do it quickly.

It may not take a village but I am clear I could not do it on my own.

Thank you.

There are things that are fun and then there are things that are not. Being on the receiving end of a scathing email is most definitely one of the "nots."

Ever wonder why this occurs? I do. While my own personal opinion (read: rant and rave) may be of interest to some, it would not offer much in the way of constructive reasons. Instead, I would like to refer you to Will Schwalbe's post on Brazen Careerist,  Send: Why Good People Send Savage Emails. Will offers some excellent points and one that I found insightful was the result of a study that concluded that the pain we receive seems more painful than the pain we produce. 

Knowing this can provide you with a healthy perspective when a scathing email arrives in your mailbox. You know how it goes. . . your heart is racing, hands shaking, and you are literally ready to pounce. What do you do?! Responding to these messages in kind is a lose-lose situation and any pleasure you may feel as you hit the send bottom and think, "I'll show you" will be short lived. As Will points out, in responding, you may be as responsible for the escalation as the other party.

So what do you do? You disengage. You put your hands in the air, step away from the keyboard and head for the nearest box of chocolate or your vice of choice. When you come back to the keyboard, select the email, and hit DELETE.

Still thinking about responding to that email? Don't, it really is not worth it in the end. You are better than that.

My new favorite line is from Penelope Trunk at Brazen Careerist. In her recent post, if someone is bugging you, change yourself,  she writes, " The people you work with are not idiots. It is just that some people are unable to see things like you do. You need to figure out how they see things, accept it and work around their deficits. "

Work around their deficits, I love it.  I can see myself using this phrase a bunch from here on out as I listen to the rants and raves. Heck, we all have the cross of our own deficits to bear and knowing that I can get along with people if I choose moves me from a powerless position of reaction to one of empowerment.

Overall, I am a pretty effective leader and as I began to think about Penelope's post and consider how this could impact me and my leadership I had a thought . . . is it that I am effective or could it be that my staff are effective in managing me and my deficits?! Things that make you go "hmmmmmm."

"We have over 1000 crew members serving you and they represent over 60 different countries," said the Cruise Director. Yikes, I don't think I could name 60 countries!

Right after that, my HR mind went right to - where do you put them, what are their sleeping arrangements, how do you staff a crew of over 1,000, are they all employees, contracted out, or hired on a temporary basis, what about communication and religious/cultural differences - how are these addressed, how do you staff for illnesses at sea - do you always carry a certain % of over ceiling staff, how much do you rely on the local economy at each port for services - and on and on.

I never asked the questions so do not have the answers but what I do have is a memory of an organization who, from this customer's perspective, got it right. The service was unbelievable and everyone, absolutely everyone was working towards the same goal - providing a signature experience. 

I am pretty well traveled and will not ever forget the first time I realized while traveling abroad (I think I was sitting beside an Italian lake drinking espresso) that not everyone wants to be an American. Couldn't believe it at the time, it was shocking to me but it is true.  Everyone has something to offer and it makes us all richer when we are open to seeing and accepting their gifts. 

Recognizing differences, often the focus of diversity efforts , was not the approach this cruise ship took with their staff and customers. I saw it as celebrating and honoring uniqueness and I think whether you are on the boat or off, it is something we all could learn from. 

What does it mean to be a model student? A model leader? A model manager? A model anything?

My daughter's spring conference with her kindergarten teacher was this week and basically, we were told that she is a model student, a kindergarten teacher's dream. She didn't really know what that meant but she did get what her teacher said about listening, doing quality work, knowing her numbers and letters, being nice to her friends, helping other students out. She is also a 6 year old with a lot of energy and ideas and fun and she shares that with others.

So, inquiring minds wanted to know . . . was I a model mother, manager, wife, co-worker, friend? Depends on how you define model. Define it as someone who tries to follow her heart and do what's right, learns from the many mistakes she makes and although she doesn't always get it right, keeps on trying. Yes. Define model any other way and probably not. And, there are so many ways to do so.

What I have learned over the years and I hope to teach my daughter, and model for others, is that it is not how others define it, it is how you define it for yourself and that whether you are student, a peer, a leader, manager, coach, parent or daughter being true to yourself is the one thing worth modeling.

I am not one for conferences and expositions. The series of 1 hour shots of wisdom, blasts of optimism, or accounting of organizational successes leave me wanting for more. I want the time to be able to process and discuss. I want the time to roll up my sleeves and engage in small group, peer to peer discussions and not just listen as one of 200 or more. I have been a member of the Society for Human Resource Management (SHRM) for over 10 years and have never been to an annual national conference.

I am going to the SHRM national conference in June. I am not going to visit Las Vegas (I don’t gamble well so I don’t gamble), not going to listen to Lance Armstrong (Sheryl Crow maybe) or to see Michael McDonald sing (who is he anyway?). I am going for a course with substance.

Listen to this. If this program description doesn’t capture it for me, not sure what would. "Pressures in the public sector are ever greater. Expectations around performance and accountability are increasing, budgets are always tight and compensation and other programs are restricted by policy and regulation and the expectations of the organization’s constituencies are often conflicting." This seminar sponsored by Harvard Business School Publishing promises hands-on and peer to peer learning and ideas presented by some of the world’s foremost thinkers and researchers.

"HR in the Public Sector: Meeting Critical Business Challenges" is right up my alley. It is akin to a "play book" for the public sector. The seminar is only being offered during the SHRM national convention so I applied on Thursday and was accepted on Friday.

See you in Las Vegas!

My daughter discovered something last night that she says is better than TV (yeah!!). Something that she wants to share with our younger neighbor Tommy and his brother, something that she wants to share with her mom and something she wants to share with her dad. She started to read!

The first book she read from front to back last night by herself was Biscuit Wants to Play. She was on fire, the light shone from her eyes and she was absolutely beaming. Friday's are show and share days and this morning on the way out the door, she took the stuffed pink chickadee she was going to bring out of her backpack and replaced it with "Biscuit" so she can read to her teacher. We have a few easy readers at home and are making a trip to the bookstore tonight to buy some more "Kindergartner" ones for her.  She very excitedly asked if next week we can get her 1st grader ones and then 2nd grader ones . . . .  heck, we will get her whatever ones she wants.

Her dad and I are so proud of her but even better is seeing just how proud she is of herself. Biscuit Wants to Play and my daughter loves to learn! You go girl!

Are you certified?

Certified crazy? Yes, I feel like it some days but that is not what I am referring to. As an HR professional, have you obtained your PHR or SPHR certification? For non-HR readers, the PHR is the Professional in Human Resources certification and the SPHR is the Senior Professional in Human Resources certification. Certification is voluntary.  Certification sets those with the credentials apart from those without it and it offers professional and public recognition of an achievement.

I am certified as an SPHR and have been since 2003. In 2003, I felt as though I had hit a plateau in my career. I wanted to test myself, to challenge myself and to assess where I stood in my experience and skills in relation to others in the profession and against professional standards. The certification exam gave me the perfect opportunity to do so.

How was the exam? It was one of the hardest exams I have ever taken. When I left the exam room and my three number 2 pencils and two erasers behind, I honestly did not know how I did. This was not  one of those times in school when I thought I may not have gotten the "A" and would have to settle for the "B" but an honest, "I may be retaking that exam in 6 months," kind of feeling. The exam was thorough, it was tough and either I knew the information or I did not -guessing would not get me through safely.

Passing the exam and obtaining my certification was rewarding, validating and it just flat out felt good. I gained a lot from my endeavor and I feel that certification is important for those who want to progress in the field. How important? Important enough that I will be offering the opportunity to my staff. Important enough that I will commit education dollars from an already tight budget and provide the support needed for their preparation. Important enough that I will have to try to not show my disappointment if I do not have takers across the board. Important enough to require that my staff be certified? Yes, I am very serioulsy thinking about that.

I am willing to put my money where my mouth is - are you?