Employee Spotlight
(6 Minute Read)

A conversation with Rosie Boone, Director of Client Experience

We sat down with the latest amazing addition to the Ledgestone Family: Rosie Boone. Joining us with years of experience driving cultural change, training leaders and bringing amazing experiences to organizations and their employees, we wanted to chat a bit about her path to Ledgestone, her passion for culture, and why it is vital that leaders start listening to the pulse of their organization, and their people.

Hey Rosie, thanks for taking the time to sit down and chat! If you don’t mind, could you start with a little bit of your backstory, and how you found your way to Ledgestone?

R: Absolutely! So, I would say that if you think of your career, and you think of being in the working world, and you think of what's at the core of you, I would probably have to say the core of my work ethic came from my dad, who was an entrepreneur. From middle school through high school, on our weekends, he would have us work on his job sites. From a very young age, I was taught a lot about work ethic, working hard, having a positive attitude, and learning how to serve your customers. My dad's whole business was centered around serving people. 

So that was truly at my core, and then you go through schooling, That mentality held throughout my career. I've been in HR for 13 years, I went to school for human resources, got my degree in HR and organizational leadership, and through that experience have held various HR positions. These roles have varied from a shared service role to recruiting for numerous positions. I was just fortunate enough to touch all different facets of HR.  I had a great opportunity with a former employer to teach women in leadership. Through teaching that course, I found out a lot about who I was, what I loved, and realized how much I love the relationship side. I love building trusting relationships while realizing how much communication is key.

So through that, you know, taking and realizing my strengths, I found I’m a type of person who loves to connect with people. I love to learn about who people are and have that connection to build those relationships.  So just being self-aware of my strengths and how especially being in HR you're definitely there to serve other people.  Dealing with a lot of confidentiality, stressful situations, whether it's letting someone go or disciplining someone, throughout my career I just realized how important it was to find and focus on my abilities.

You know how I'm, I am very optimistic and positive.  But, I am also a learner, and I like to learn other people's strengths. Everyone brings unique assets to the table, and that to me, is really important. In my last role, I was in employee experience. Culture was basically my world and we were hyper focused on organizational health. We did leadership coaching, employee coaching, engagement and retention. So, when I heard about Ledgestone, and what they were doing with culture, I was really excited to be able to then partner and be able to make a positive change in other people's companies. 

To me, that's ultimately very rewarding. It’s what drew me to Ledgestone. Now it's about how we can move forward and really establish a rapport with our clients and get a pulse on their organizational health, and then collaborate and work hand in hand to drive the ball forward. 

Awesome! So as the Director of Client Experience how will your role interact with organizations and fundamentally help them with cultural transformation?

R: So, when organizations decide to partner with us, what they are basically doing is opening up to the deepest insight of their company. The Good, the Bad, the Ugly of what their employees might be feeling. So, it is very important for me to build a trusting relationship, because we will be working with sensitive and confidential information. That trusting relationship has to be there from the very start to so it's not just, ”hey, give me your data, hey, lets make these changes.” It is about their experience from their very first interaction with us. How has communication been? Have they had all their questions answered? Do they feel confident? Do they feel comfortable?

Creating that holistic experience, I think will be key. As the Director of Client Experience, do my clients have that top-notch support? Do they feel like they can trust me? Do they feel like we have a good rapport? Do they feel like I'm able to communicate and handle their data well, and be able to deliver on time? It's all those little facets that go into that holistic positive experience and not just from start to the finish, but a continuing, enduring relationship.

Then when I think about employee experience, I think about things they may be feeling. Do you feel like you have purpose? Do you feel like you have the opportunity to grow and excel? Do you feel like you get recognized and valued for your work? Do you feel that you have a supportive leader? All of that and more makes up your experience. 

Awesome! To follow up on that, how does that experience in HR translate to your role now as you think about driving really positive, transformative experiences for organizations?

R: Yes, so one example was with a former employer, we conducted an organizational health assessment for a business unit I supported. I worked hand in hand with the leadership followed by the employees. We asked an array of questions and really dove into the weeds. The core of it really is grasping an understanding of whats driving the outcomes we are seeing, so then we can have awesome sales, we can have awesome results, we can have awesome best practices for hiring.  

I mean, you can have all these things, but at the core is culture and I want to be instrumental with helping that business unit and really turn it around. That's probably one of the most rewarding parts about my career was to see the turn around in culture. So for me to see that, experience it, is really rewarding.  It translates directly to how I want to drive things here at Ledgestone, being a liaison and partner so they can see the value.

In your experience, are there any common pitfalls when it comes to cultural transformation and driving a really positive experience for an organization?

R: I feel like, many times, it comes down to relationships and communication. So with communication, did I deliver on everything that I communicated? A lot of times people over promise and under deliver.  I've worked with tons of vendors or third parties where I feel like I did not get the value or all the resources that I wanted or was promised. And then with relationships, if you don't have that relationship, people are just going to go elsewhere. That's why there's so many different companies to choose from in the marketplace. If you don’t have that rapport, relationship, communication with delivery, that is where a lot of the disconnect comes through. Whether you are selling a product, or you could be manufacturing something, no matter the kind of organization, if you don't have that relationship to begin with, the ability to deliver on what you've communicated, then that's, in my opinion, where the huge disconnect can be. 

So what I guess the obvious follow up question to that, then, is  how in your role do you go about making sure that that disconnect isn't something that occurs?

R: I know if we deliver on what we say, and we are able to commit with the relationship, then the sky's the limit. 

And maybe the true obstacle is just getting clients to see the value of or the importance of culture, and how connectedness and empowerment and all these factors can play into a huge part of their companies success.

I believe if we're able to clearly articulate that and the value culture can bring and help with their culture that's really where things are going to take off.  We do have something that's unique and transformative which really excites me. 

Good! What most excites you/what potential challenges do you see as we bring INSITE to more and more industries?

R: Personally, I feel that we're growing rapidly, which is really exciting. But we also need to grow healthy, too, and bring that culture along with us. When you grow fast, sometimes you can lose that. It can be challenging, making sure that people are in the right roles and that we have good communication and role clarity. If we're not organized as we grow then we will struggle to deliver and drive the change for our clients that we are committed to.

Makes sense! One thing to dive into is how do you work with a client who is maybe a bit hesitant to as you put it “open the can of worms” of cultural change? Maybe they feel that things are fine. What would you say to that leader?

R: Sometimes I feel when you talk to leaders about their culture, and they may instantly say, “Oh, we have a great culture.”

I've seen it so many times. I've heard it so many times. But my thing is, do you really know? I mean, are you on the shop floor talking to the employees? Or is there just an assumption being made?  And so I believe that is what's so cool about INSITE, it's capturing the employees' voice, which is the level you should be measuring your culture at. I trust sometimes leadership has a decent understanding of it. But, once you really gather it from the employees, you can see a whole different light. These assessments are not necessarily about pointing out all the things that are wrong. It's twofold and shows the things that an organization excels at, and on the flip side of course, the areas of opportunity that we can improve on.

An example is the fact that about a third of new hires quit within the first six months, so that makes it vital to understand what goes into that decision. Do we really know what employees are thinking? That said, are we hiring the right people?

And to your point, yes, an organization might be doing really well in sales, but that doesn’t mean there isn’t a ton of room for improvement on the table. There is a lot of money being left on the table when things like your retention numbers and turnover are poor? And those things can cause a ripple effect. When an employee doesn't have purpose, a leader doesn’t understand the strengths of all your employees and if they are in the right seats it starts causing issues. There are so many elements of culture that can be directly tied to the bottom line and while overall a business may feel like they are fine, it might not be the reality.  If you don't understand your employees, if you don't have safety, and you don't have psychological safety along with all these other elements, then you're not going to be your best as an organization. 

One other thing to note is some people are numbers focused, which is fine. However, you need to look at the bigger picture. It’s important to also focus on people and examine what the numbers are saying and what your people are communicating to you. Tying KPI’s to culture and making that connection for number driven leaders is going to be a vital part driving a positive client experience and eventually, organizational change. 

How much does leadership buy-in really impact the success of a project like transforming culture from what you have seen? 

R: I mean, it kind of all starts with leadership, right? They're the ones that need to show—this is important to us, our culture and people are important to us, and communicate that well. My big thing lately based on my previous experience is that we can have great data all day long, we can measure different things but (and I'm very passionate about this) is that if we do not have action taking, then it's basically offering nothing.

So it starts with leadership communicating the importance. Employees need to be on board to be able to lend us their voice on how we can improve. And then together we have to take action. 

So as leaders get the insight, they need to be transparent about how they scored, where steps need to be taken, and the action plan, and then really lead the implementation. And I've seen leaders of organizations with really poor scores. And the next year, they had extremely high scores. And the reason the improvement was there is because the action was taken and leadership led the charge.  So that is what I've seen. Yeah, I think it's gonna be really exciting to see as we get more and more companies going through this and being able to point to those stories and results to push a company that may be hesitant across the fence and get them started on a cultural transformation. 

Well thank you for sitting down with us, sharing your perspective and experience and we are excited to have you on the team and see you start driving amazing client experiences!

R: Anytime! I’m really excited as well!

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