Garver

Lauren Collins

People Leadership Steward

It’s true. So, let me ask, what are we, and our organizations, doing to be the high tide for our employees, for our clients, for our vendor partners and for our industries?

Here are a few things we’re doing at Garver to welcome that truth into our daily operations:

We identify, quantify and run at risk, smartly and collaboratively. Across teams, our senior leaders meet daily with early career employees to help identify the risks and understand the potential outcomes from the planning or work they are performing. We then have teams of mid-level managers assessing the risks and quantifying those risks, side by side, with competing priorities. We also have group meetings to discuss the risks, possible conflicts or priorities and then chart plans for next steps. We don’t all agree every time on the course outlined, however that’s not necessary. What is necessary is staying respectful, unified and committed to the run—and committed to measuring the outcomes. And then, running again, together, at either the same risk or a new one.

We separate the “what” and the “how.” It’s clear. What we offer is a top 20% benefits program where our employees can select the right benefit for the right stage of their best-inclass employment experience. And, a crucial piece of the puzzle is how we offer it. We’re able to do this through the commitment, accountability and programming of top-notch partners who welcome the opportunity to work with teams and leaders who genuinely care for their fellow team members. We’re often remembered for “how” we planned, strategized and executed together—often not the “what” we accomplished.

“High tide raises all ships.”

We have “a case of the musts” for accountability. We’re not scared of the stretch goals, the big vision numbers, the feedback—bring it on. We approach the next quarter or year, with a thoughtful plan based on feedback, numbers and our priority to care for our people. And we run hard toward the goals since they benefit the good of those we serve.

We “BE” before we “DO.” We’re proud to be service leaders, not just teams that crush a lengthy check list of purposeful “do’s.” We recognize the “being” of others—the discipline, the want, the need to serve and use our time and talent for good and the good of others. We select vendor partners that are like minded and comfortable disrupting the status quo in their and our “doing” together.

We don’t accept excuses from ourselves. There are no “buts,” only “yes” or “no” or “what if?” or “what’s next?” or “Let’s wait.” And we’re better for it.

We don’t just operate with these five principles in every meeting because they sound good or because they work for winning results, we do it because we must. We must create a culture where high performers choose to invest their time and talents. Why? Because when it’s all said and done, we must be better “Laurens”, “Debs” or “Jalis” (the team member list of names could go on…) than when we started. And we’re all committed to giving the best of ourselves for the betterment of each other. Funny— its grounding being part of the high tide. Do you feel it, too?