Effective Relationships with Lorie Hulsey

“I don’t always tell them what they want to hear…I have to have that trust and relationship to get people to be honest with me so I can be honest with them and how do we move forward with that.”

-Lorie Hulsey

How do you like being the person who sometimes has to say no to people?  Do you dread it?  Accept it?  Enjoy it? :) Today’s guest makes the case that being able to say no as well as yes is key to effective relationships with your employees and stakeholders.

My guest is Lorie Hulsey. Lorie currently serves as the Senior Vice President & Manager of Human Resources at First Oklahoma  Bank. She received a bachelor’s in business administration, majoring in Human Resource Management,  from Northeastern State University. With more than 20 years of HR experience in a variety of industries,  Lorie enjoys finding success in a challenging work environment, focusing on building effective  relationships with individuals in her organizations, and helping employees become the best version of  themselves, while finding success within their careers. 

As a native of Oklahoma, Lorie enjoys living on a small farm with her husband and eleven-year-old son in a suburb of Tulsa, OK. She enjoys spending time helping assist coaching her son’s intermediate basketball  team, sewing and drag racing!

In this episode of Talent Management Truths, you’ll discover:

• Examples of how strong, trusting relationships create meaningful impact 
• Ways to establish relationships in a hybrid or remote environment
• Reflections on how clients can help us grow in our leadership and outlook

Links

• Lorie Hulsey on Linkedin: https://www.linkedin.com/in/lorie-hulsey-6a676910b/

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Transcript

LM Ep 105

 [00:00:00] How do you like being the person who sometimes has to say no to people? Do you dread it, accept it? Maybe even enjoy it. Today's guest makes the case that being able to say no as well as yes is [00:01:00] key to effective relationships with your employees and stakeholders. My guest is Lori Halsey. Lori currently serves as the senior Vice President and manager of Human Resources at first Oklahoma Bank.

She's more than 20 years of HR experience in a variety of industries and enjoys finding success in a challenging work environment and building effective relationships. She's a native of Oklahoma and lives on a small farm in a suburb of Tulsa. In this episode of Talent Management Truths, you'll discover examples of how strong trusting relationships create meaningful impact, ways to establish relationships in a hybrid or remote environment, and reflections on how clients can help us grow in our leadership and outlook.

I hope you enjoy this conversation.

Lorie GMT20231003-174543_Recording_separate1: Hello and welcome back to Talent Management Truths. I'm your host Lisa Mitchell and today I am joined by Lori Halsey. Lori is the Senior Vice [00:02:00] President of HR at First Oklahoma Bank. Welcome to the show, Lori.

Lorie GMT20231003-174543_Recording_separate2: Thank you, Lisa. Thanks for having me.

Lorie GMT20231003-174543_Recording_separate1: So let's begin by having you share a little bit about your, your career journey. What brought you to where you are today?

Lorie GMT20231003-174543_Recording_separate2: So a little bit of backstory when you're going to college and you're trying to figure out what you want to do. I wasn't really sure psychology was very interesting to me. So that's actually where I started my studies at, and then quickly realized how long I would need to be in that field of ed or how long I would be learning that field before I would be able to work.

So, I shifted to business and More logical experience there. And you know, really just kind of tried to explore that a little bit further and didn't really know exactly what part of business I wanted to be. So HR is where I went leading me into the field of human resources, entry level. I started working at a small insurance company in Tulsa.

And as a general [00:03:00] HR representative, and then got the opportunity to work at the University of Tulsa in their employee relations position there. Transitioned to Hillcrest South in a healthcare HR, senior HR position. And then was recruited to be the director of HR at a rehab hospital. I went back to the University of Tulsa as the director when some of the leadership had retired and then was recruited to first Oklahoma bank during COVID to help the bank as they grew and navigated a pretty challenging time.

So that's a very brief timeline of my, my background.

Lorie GMT20231003-174543_Recording_separate1: Yeah, and you've got some, some interesting kind of zigzags in there, right, with health care and you know, finance and and certainly education, higher education. So, so some neat insights and, and, you know, things that you've seen over your career. So, at first, Oklahoma, so, so I'm in Canada and we have we have like the big five kind of thing and a couple of other big players. So, [00:04:00] and there it's, it operates quite differently from in the States. So tell us a little bit about your bank and, and how it's set up and, and, and who you serve. What does a day in the life look like?

Lorie GMT20231003-174543_Recording_separate2: So at First Oklahoma Bank, we are a small local community bank. So we are, we are here to serve and provide service for our community small businesses, individuals, things like that. The bank itself has about 130 employees. So it's a rather small organization, which I love because I know everybody that works here, which is a great opportunity to build relationships with employees.

You know, there are Large national international banks, obviously but first Oklahoma Bank is here to serve Oklahoma. So we have a few small branches, one in Jinx, Oklahoma, or Jinx, America is what actually they refer to it as very small town. absolutely love it. And then we have one in Tulsa, which, you [00:05:00] know, is community most are familiar with, even outside of Oklahoma.

and then our actual charter came from Glencoe State Bank, which has been around for a really long time. That's the charter background for First Oklahoma Bank.

Lorie GMT20231003-174543_Recording_separate1: So you are providing human resource services for the bank employees across all of those sites.

Lorie GMT20231003-174543_Recording_separate2: Yes, yes. So I am an office of one. For HR for all HR matters for the bank and all of our 130 employees and each location. Predominantly they're in our Jinx location, which is where I'm located. But we have a few employees at our other branches too. So, I do manage their HR tasks as well.

Lorie GMT20231003-174543_Recording_separate1: Okay, so you have kind of the full range that you, that you need to deal with on the day to day from the administrative stuff to the more strategic stuff and so on. So, so tell me a little bit about, you know, when you look at the different industries that you've been a part of, so [00:06:00] higher education at University of Tulsa, healthcare, I think you mentioned, and then banking, what do you see as being the same and different?

Lorie GMT20231003-174543_Recording_separate2: So, you know, the, the fundamentals of, of human resources, you know, change from industry to industry, you're taking care of employees, you're providing them avenues to manage their life while they're at work and things like that. Payroll benefits, you know, those, those tasks go wherever you are. And so you're handling the life cycle of an employee in human resources.

So those don't change. You know, fortunately, that's what has allowed me to transition from industry to industry. What I take from each of those is also my work ethic, how I handle that, the type of relationships that I try to build and create and establish and, and more importantly, what I have found to be a big passion for me from those different industries is changing the perception of human [00:07:00] resources.

That most people have, unfortunately, of being sometimes a negative experience. You know, that you're, you're the police, you're the know that you're the, you're the,

Lorie GMT20231003-174543_Recording_separate1: planners are the ones that come in with no painted on your forehead. Yeah.

Lorie GMT20231003-174543_Recording_separate2: yes, yes. So I, I have made a huge effort initially unintentionally. Now it's definitely much more intentional to make sure that people understand, you know, what I'm here for and how I'm here to help them and, and have good relationship with them.

Lorie GMT20231003-174543_Recording_separate1: So here's something interesting, Laurie. I think you just said relationships four or five times, which clearly tells me that building relationships are important to you. And, you know, being in HR, I think, I think that's kind of what it comes down to, right? Because I've been, I've worked across different industries as well.

And now as a consultant for almost seven years, I get to really work with many, many different types of companies. Like the range is, is kind of astounding. And ultimately I agree [00:08:00] with a lot of what you're saying, right? Like it's that life cycle of the employee. How do we support them across all stages?

How do we build relationships to get things done and help people, you know, See business through the lens of people, because those are the ones you're relying on to make things happen. So it's marrying, striking that balance. So, you know, when you think about the strength you lead with today, when it comes to, you know, your, your work as a, as an HR professional, what is that strength?

Lorie GMT20231003-174543_Recording_separate2: Well, I mean, I think you you honed in on that. That's that key word that I keep saying is that relationship building. I think it's important because I think it's important that people trust me that people understand that I am here to support them. I'm I'm one shy step or one step shy of saying, you know, I'm on their side because at the same time, I think there's a balance and sometimes their side needs some redirection.

And so, building that relationship, building a [00:09:00] trustworthiness with them is something that I have found to be crucial for me to be effective in my job. People know that I have a lot of information regarding their, you know, Personal lives, obviously but trusting that I'm going to help. Direct them in or give them the resources they need, whatever that may be.

And so I, I would definitely go the path of building relationships and having that trustworthiness is very important.

Lorie GMT20231003-174543_Recording_separate1: So, you know, You said that it helps you be effective in your job. So, so how, like, like, paint a picture for us. What's an example of where, you know, you, you needed to make stuff happen? And, you know, you really leaned on those relationships that you'd built and nurtured over time.

Lorie GMT20231003-174543_Recording_separate2: So, I'm. hate to use this word because I think it's overused, but during COVID, right? Like during COVID, that was a huge, huge impact for the HR profession for sure. [00:10:00] And we were navigating situations that we had never experienced before and, trying to really help people understand what What we were needing to do what we were trying to do the efforts that we were making to protect employees to provide them the resources they needed to support them in a way that, you know, was really important.

And if you have somebody that sits up in an ivory tower that you don't know, you're, you know, yeah, you may follow it, but you may not really believe in it. You may not really even understand why. And I think it was really important that. You know, I had had relationships and built relationships with key individuals, not just leadership particular, but, you know, staff across the university.

In that case, it's the time that I was doing that with initial COVID, but even into the bank you know, as we were kind of going through you know, government telling, you know, businesses that they were going to have to mandate, you know, [00:11:00] vaccinations and things like that. And those things were very sensitive for our employees to, to go through and to endure.

And so having that relationship, I welcomed people to engage in conversation with me. Tell me what your concerns are. Tell me, you know, what your fears are, what, you know, what is your hesitation? What are your thoughts about this? And that helped me. You know, draft communication that helped me how I communicated to other employees because from my seat is different from other people.

And so I think it's important that because I had that trust with employees and A very candid relationship with them because I don't always tell them what they want to hear, right, I have to have that trust and relationship to, to be able to get them to be honest with me so I can be honest with them and how do we move forward with that.

Lorie GMT20231003-174543_Recording_separate1: Yes. Yes. Yes. And yes. I, I love so much of what you said there and, and the phrase that kinda went flying through my head, like on the back of an airplane, you know, [00:12:00] was clear and kind. So it's because, you know, you, you strike me as a very kind person, and you're very focused on relationships and, and nurturing that trust over time.

And you, you also said a couple times, yet I'm candid, right? There's a, there's a balance, right? Because, because sometimes that is the tricky thing, right? With, with doing. Well, we do sometimes you do have, you are the person that has to say, no, and here's why we can control how, but sometimes we really are kind of upholding you know, fiduciary responsibilities in a different way.

So, you know, I, I want to acknowledge too, that, you know, the, the, the example being COVID and all of us were on this shaky ground. It was literally moving beneath us because nobody really Right. There was so, so much unknown and uncertainty, and so having trust in place clearly served you well.

Lorie GMT20231003-174543_Recording_separate2: Yeah, it was extremely important at the university because we were we were making our [00:13:00] best efforts. And I, you know, I'd almost say guesses as we were trying to figure out the best way to purchase and and in a way that would keep us, you know, compliant with Government or, you know, city regulations or whatever the case may be, in addition to the safety of our employees as well as business function, that's what I felt like human resources has always been really crucial of us.

I a balance between, you know, business function, business operations continuing to, you know, we have to have a business that functions in order to have employment. And that's what I a lot of times will kind of, you know, balance between that and advocating for employees when necessary and making sure that their needs are met, which, you know, 20 years ago, it was very different than what it is now and the expectations and all of that has definitely evolved.

And so that that's the balance that is always important to do to [00:14:00] add to that coming into a brand new organization during COVID, like I did in August of 2021. It's still in the heat of it really. And I didn't have those established trust relationships. And not only that, like I wasn't visible, I wasn't able to interact.

As much with the employee base. So it took a lot longer for me to build and establish that trustworthiness that relationship with the staff here because we were physically removed in a lot of ways from interacting with each other on a regular basis. Even if we were in office, we were, you know, kind of discouraged from floating from floor to floor and, you know, in person meetings and things like that.

And so It took a little bit longer. And on top of that, I was brand new to the banking and finance industry. So I didn't even have a reputation that preceded me in the industry. So it took a little longer. But fortunately, the leadership here, [00:15:00] the employees are very engaged. And so as much opportunity as I was given to be involved and get to meet people, I mean, which I was on the phone, I was emailing, I was, you know, trying to You know, make sure they knew who I was and that I was here to help support them.

So, you know, that was definitely an interesting time for sure.

Lorie GMT20231003-174543_Recording_separate1: well, not that was sort of the question that I was going to ask was just like, how did you establish that trust, especially during that, that weird time when so many of us were at home or on screens, right, like, which is still going on to some degree but it sounds like it was just this outreach, this continuous effort to.

Connect, right? To read, to be proactive.

Lorie GMT20231003-174543_Recording_separate2: I think that people at that point were used to getting direction and insight from, from various stakeholders in the organization. And while my name was new, I was, you know, I'd already met with all of the executive leadership very early on and had their support even before I walked [00:16:00] in the door, which was crucial so that they knew who I was, their staff, you know, trusted them.

And therefore, you know, that trust oftentimes got extended to me too. It just, like I said, it just took a little time, a little more time, I think than usual, because for me, I'm a very visual person. So meeting people and getting, you know, to talk to them and see where. you know, where they work and who they are, you know, was you know, that's something really beneficial for me.

So that, that part took a little longer before we were, you know, just out and about and around each other all the time.

Lorie GMT20231003-174543_Recording_separate1: Fair enough. So now that you've been at the bank for two years, just over two years, what's, what's going on for you? What's your biggest project?

Lorie GMT20231003-174543_Recording_separate2: you know, it's three years. We just, we, I've just, yeah, yeah. So I'm so,

Lorie GMT20231003-174543_Recording_separate1: 21. Oh,

Lorie GMT20231003-174543_Recording_separate2: so it was 2020. I'm

Lorie GMT20231003-174543_Recording_separate1: Oh, 2020. Oh, okay.

Lorie GMT20231003-174543_Recording_separate2: Yes, I'm sorry. 2020 August of 2020. My that's my fault. I gave this wrong start date. So the things that we're working on [00:17:00] right now is so as a bank, we broke 1 billion in assets last year, which is a really big thing for a small community bank like ourselves.

And to think of that asset level. Being managed by 120 employees, which is even bigger, right? Like that's a big deal. So right now, our biggest focus is supporting employees with systems that they need some professional development. We've obviously promoted employees to supervise and manage some really focused on professional development for our leadership continuing to help our executive leadership.

Really look for the longevity of their departments. And as far as succession planning, those are big things that we're also trying to prepare people. We're a very young organization. The bank has only been around for 14 years and our our leadership mimics that in a lot of ways. And so, you know, there's great opportunity, but you know, tomorrow we'll be here.

Thank you. Before [00:18:00] we know it. And so we really tried to make sure that, you know, we're engaging that next level of leadership of supervision of management. You know, and the fact that we also want work life balance. So how do things continue when, you know, you need to step away take a vacation or whatever the case may be.

So, you know, just really trying to support our employees where they are and what they're going through. We've we're going through a lot of audit and regulation. And so, you know, that becomes a really big task. And how do we do that? At the, the number of employees that we are, because most of us. Wear a lot of hats, myself included.

So we, you know, try to balance out and prioritize what our tasks are, but my biggest thing, and it's always been, no matter where I'm at is really supporting employees, whatever their needs are and what we're going through at that point. Also looking ahead of, you know, opportunities, you know, what we have for, for the next, you know, year, two, five, 10, you [00:19:00] know, what are the things that we're looking forward to support in the next few years.

Lorie GMT20231003-174543_Recording_separate1: Yeah. So when you, when you consider where you started in your career, you know, when you first moved into HR and so on, and then now it sounds like you've always had this sort of finger on the pulse, like trying to look for what do the employees actually need in a given context? What's, what's. Shifted over that period, especially particularly because of the impact of covid and a new generation is coming into, you know, that we're seeing you just mentioned people looking for expecting a greater level of flexibility. What are the biggest shifts in your mind?

Lorie GMT20231003-174543_Recording_separate2: So I think I could start out with a generality that when I started in my career, the organization is the one that dictated how that employment relationship you know, was going to be. They really were the, the rules were set by them. This is our culture. This is our environment. This is how your manager manages, you [00:20:00] know, deal with it or, you know, without being too aggressive, it was, you know, you need to adapt.

as an employee, you adapt to your organization. I think COVID shifted us the complete opposite way where the employees really got to you know, dictate where they, how they were going to work, how they were going to be managed. There was already a shift of really good managers are pliable, right?

Like that had already happened before COVID, but it really wasn't. A necessity, I would say at that point. I think COVID really forced employers to be more flexible in a lot of ways, not just physical flexibility or schedule flexibility, but just managers learning how to manage employees again, where they are with their personalities, what motivates them and things like that.

And I think we're kind of, kind of going somewhere in between now. Some. environment, [00:21:00] some workplaces will really let the employees kind of drive that direction. There's probably some organizations that are still trying to you know, force their, their Opinion. I'm not sure the right word. I'm looking for their, their direction as the organization, but I would imagine what I'm seeing is that most organizations are somewhere in the middle.

The business has a purpose, has a function, has a goal. The employees also have a purpose, have a function, have a goal, and it's meeting somewhere there in the middle, you know, flexibility, but still high expectations for performance, you know, things like that. Well, we expect you, you know, a, B and C, but how you get there and what hours that you do that and how you navigate, that's really, you know, kind of up to you.

And so I would say that's been the biggest change of, you know, The organization being in charge somewhere in the middle of COVID when everybody started kind of freaking out 

Lorie GMT20231003-174543_Recording_separate1: Yeah. 

Lorie GMT20231003-174543_Recording_separate2: were [00:22:00] just trying to, you know, hang on to jobs or hang on to employees, you know, they were like, whatever you want, we will let you have it.

And then, then it goes back to, okay, wait, there's got to be a balance somewhere in between the two of those that can really be effective and beneficial to both sides of that coin.

Lorie GMT20231003-174543_Recording_separate1: right. Yeah, it's, it's interesting because you've got me sort of going back historically in my mind. Oh, a few decades, but you know, to when, when I kind of started out in corporate, the corporate world and, and I would say, you know, the, the organization where I began my corporate entrepreneurship. Kind of life because I was initially a teacher was was very progressive in a lot of the things that they were doing.

People wise, people practice wise. At the same time, there was this degree of suck it up buttercup. Like, you know, you kinda like you needed to. To take your lumps and, and, you know, do the things on the way on the way up or across in your career. And yeah, it's, it was sort of, interesting. So there was a bit of a, a bit of a balance there.

And then I do feel that there's been a real, a real [00:23:00] pendulum. Shift, you know, coming out of covid with this. It's also the market headwinds and different things, right? Like when, when, you know, people have vacancies, they cannot fill and there's people demanding more and more dollars and more and more flexibility.

That's partly what kind of starts to drive policy. And now I see a lot of organizations. I work with big, small, all industries really trying to figure out what is that? What is that right balance right now?

Lorie GMT20231003-174543_Recording_separate2: sweet spot.

Lorie GMT20231003-174543_Recording_separate1: Yeah, and it's not just whether it's, are we, are we in person, remote or hybrid and it's not even just about what's right for each individual person.

I think the biggest, this is my opinion here. So ready up listeners. I think that our biggest opportunity now is to. Is to help teams contract around the degree of flexibility that they need to operate both individually and as a cohesive group. So the team could be the organization in the banks example, for instance, because it's [00:24:00] smaller but then you could have microcosms of that.

Right? So, I, I do think, You know, it's sort of like this me, me, me, me, me attitude. And then there's still the, we, we, we, like organizations don't need to apologize for the fact that they're in a business that, you know, even at the nonprofit, they've got results that they are set to achieve. And so they do need people to be on the bus to some degree.

And how they ride that bus, though, we need to give as much control as we can to employees around that piece. Anyways, let me just pause. What's going up for you as I think out loud here?

Lorie GMT20231003-174543_Recording_separate2: No, I think I think you've kind of hit the nail on the head and you've really you've really identified how we're working within the bank currently, which I love because I'm like, yeah, that's what we're doing. And it is departmental. It is function. driven that those departments really get the opportunity to manage in a way that, that works best for them and the [00:25:00] functions that they're responsible for.

And, and that was like, that was kind of a change for me because I have always been very policy focused, right? HR, there's, Clear, you know, black and white guidelines, which works well for my personality. But I have had some leaders along the way that have really kind of shown me the gray, right? That goes a lot of times in between.

And so when I came here, I was like, well, what's your policy on this? Or what's your policy on that? And they're like. We don't have, you know, we, we, we navigate it as we need to. And we do look at a case by case scenario and we get the, we get the ability to do that, the luxury, if you will, because of our size I, the largest organization I worked for, you know, we had 1200 plus employees I've worked in the 300 to 400 employee range you know, and this.

This is a really good sweet spot right here. This 130, even at the rehab hospital, I was a part of, you [00:26:00] know, we were just shy of 200 employees. And I was an office of one, I did have a corporate extension for a lot of, a lot of the functions that help support, but, you know, this is a good spot to be because you get to kind of.

You know, figure out what works for you at a smaller level. I think policy and process becomes extremely important as you get. Much larger because you have to manage a lot more people and, and making sure that everything is kind of, you know, easy to, to show because you can't just necessarily have a meeting on a Monday morning like we do and kind of say, this is the things that are going on and expect it to trickle down as easily versus, you know, larger companies that, that really have to put things in

Lorie GMT20231003-174543_Recording_separate1: That's a great point, you know, because I, I don't know, I've been networking a lot lately or just actually not even by design, but some people ask to network and, you know, that are in transition. You're still on other professionals in our space and, I often ask so that I can keep [00:27:00] my eyes and ears open as I'm talking to people for opportunities, What's the nature of the work you want to do?

What don't you want to do? And then also what kind of industry, what kind of organization, not just in size, size or scale, but feel and like sort of how they operate, you know, are they more flat, more hierarchical, like what's your comfort level for some people having a structured hierarchy is actually more comfortable.

So, but it's interesting because I had this one conversation with somebody and they were talking about. The, they had looked at an opportunity and it was with a much smaller organization. They just, they had, were more sort of used to the 2000, 3000 kind of size, I guess, and really felt that, you know, anything smaller was not going to fit for them.

So I really appreciate your point. I don't think we should you know, dismiss that you get to. work really closely and, and get all hands involved truly, you know, and all, all voices heard around certain things that impact the employee experience.

Lorie GMT20231003-174543_Recording_separate2: Yeah, I have really [00:28:00] enjoyed, especially like I said, because I am so relationship focused, like that is really hard to do at the 1200 range. That was a challenge for me. I had a lot of really good relationships. And fortunately or unfortunately, I also knew names really well at that time. So even if I didn't know them personally, I would know their name.

And so when I would meet them, you know, I knew Who they were, where they worked. And so that was always a good opportunity, but it was tough. And as I got older, like that is even harder to remember all of that. But here one of the things that I love about our size is, is we do get to have a very organic work environment and, you know, we don't necessarily have to do major rollouts of programs because it's.

Something we're talking about as an organization, what are we looking at ahead of the, you know, the next quarter, you know, things like that. What are we, what are we doing? And I get to [00:29:00] share what I'm doing from an HR profession, like, Hey, we're preparing for open enrollment. We're working on, you know, negotiating good rates for you guys, for all of us this year, not you guys, but all of us.

And, you know, and then they get to tell me about how they're trying to increase deposits or what they're trying to retain, you know, You know, balances and things like that, that really I get to know what's going on with them. They get to know what I'm going, what I'm dealing with. And it's a good awareness that you just, it's a struggle to get that at a large organization.

Lorie GMT20231003-174543_Recording_separate1: Yeah. Yeah. Overall for strategy. I mean, I, I come from big organizations like big, like, you know, The last one was 13, 000 employees. And so, you know, and geographically dispersed, you know, across the country. So you had, had a lot of complications. You're working through layers, right. To, to get word out. And when you, when you said, you know, we don't have to do major rollouts.

I'm like, Oh, drool. Yes. Because, you know, and I, I say that tuck and cheek, because I, I don't actually [00:30:00] mind the major rollouts. Cause I like sort of digging my hands into, okay, let's. Let's, let's figure out our, our change communication plan, be really thoughtful and measured and, and, and, you know, go slow and steady and, and, you know, think of all the things, but you are truly though, needing to work with representation from each area versus.

All areas, all people. So it's an interesting contrast. I'm sure there's pros and cons to both, but I really appreciate this kind of peek behind the curtain of what, why it works for you. And I think it's really neat. So we are nearing the end of our time together already, which is mind blowing, but I'd love to kind of finish with with one final question around, you know, as you look at.

Your, your career and the different experiences that you've had, different successes. What's had the biggest impact on your confidence?

Lorie GMT20231003-174543_Recording_separate2: I think the biggest thing that I can look back is the investment that my mentors had in me, [00:31:00] and those that really believed in me being more capable than I recognized in myself, and so specifically, I can go back to a time my very first leadership role as a director of the human resources at the rehab hospital I knew that's where I wanted to go, I knew I was taking steps progressively in my career.

And I really, I wanted to be in a leadership role. I wanted to have some decision making abilities and really engage in relationships with a team, a leadership team where I had ideas. I wanted, I wanted to be a part of that decision making process. And so when I interviewed for The director position, which they had reached out to me and asked me to come and interview.

And I, I met with the CEO and I thought, there's no way there's no way they're going to leave me. Let me lead. In an office of one, no support staff[00:32:00] a brand new hospital and acquisition, you know, of an existing unit, all those things, there's just no way, but man, this is, I felt right about it. They reached out to me.

That was obviously a huge factor in, in building my confidence, but then to me with the CEO and sit down and talk to him. And then like within that meeting time where he was like, Yeah, I want you here. Well, that was just, that was just the starting line for me because in the next several years with him under his leadership he was very reassuring in my my ability, my, my skills that he really helped develop.

And he was a CEO. He was a nurse by background. So, a caring, right, like a very caring and compassionate individual, but he was an HR like he, he'd obviously had experience with HR in the business world, but he really, I look back and I, I see what he did as an [00:33:00] investment in me and helping me develop and be.

confident that, you know, I'm capable of doing the job. Like he could see that in me before I could see it myself. Same thing here at the bank. Even at, at the university, when I went back to the second time I had leadership that, that knew I was capable and, and developed. Those skills and had progressed in my career and was passionate about what I did, but they reminded me, they reassured me, you know, meeting with the to go back to the university, you know, she said you left and you did exactly what you said you were going to do.

You took on a leadership role and you progressed and you, you've done, you know, exactly what you said you were going to do. So I. We want you to come back and do that here, at the bank. And I remember sitting there talking to my, my boss that I have now you know, it's like, why would somebody want me in a completely new industry in my mind, I'm thinking that like, I was like, I didn't say [00:34:00] that because I'm sitting there interviewing, but, you know, and I think before I, he, he must have been reading my mind.

He was like, I think your background and operating as an HR department of one at the rehab hospital and then the different things you've navigated. I think you would be successful here. And. Again, that was a starting point for him as he's continued to build me up as a, as a leader here and in this industry and reassuring me that, you know, Hey, you, you've got the right mindset.

You're doing great. You're doing a great job. It can be very little things, but those things have built my confidence where now I'm, I'm really engaged and interested in, the networking piece like this or podcasts. And I'm going to have my very first speaking engagement in November. And I am nervous as heck, but I'm excited because I just can share that passion that I have.

And, and that's, that's something that, you know, I think is very beneficial that [00:35:00] wouldn't have happened if I hadn't had mentors that really invested in me.

Lorie GMT20231003-174543_Recording_separate1: Yeah. Well, and it sounds like it's shifting too, right? Like there's something to be said about people seeing something in our, in us, right? Cause that's happened to me. I've had that experience as well. And then now you're sort of. You're sort of moving along on your own, like taking up, you know, experiences like this when I offered this to you and and now a speaking engagement.

So, you know, that growth and learning always happens on the edge of our comfort zone. So, or just outside of it. Right? So, you're, you're definitely, you know, Kind of dipping your toes outside and that's going to once you're successful lead to even greater confidence. So it is. It's really interesting to see the evolution.

Isn't it

Lorie GMT20231003-174543_Recording_separate2: It is, and I'm excited about it because I, a lot of it started in a desire to mentor the others the way I was mentored or what I would have liked to have had at least early on in my HR profession. You know, I've I really want to support other [00:36:00] people in, in those passions, whatever that may be.

Cause like I had mentioned before, you know, I have, I have past coworkers that, that will contact me and ask for, you know, kind of some assistance and, and finding another job opportunity and, and different things like that. And it's the relationships that I've built, but I mean. Very few of them are actually in HR.

They're, they're in different, different functions and different roles. And so, you know, I try to look through my network and that I have, and fortunately I am an HR, so I do have a vast network of people that are trying to fill jobs, right? So that, that becomes a really good benefit. And, and so I, I really just, I'd like to be able to support people wherever they are in that, that career path and, and however I can do that.

Lorie GMT20231003-174543_Recording_separate1: awesome? Well, listeners in Oklahoma, you know, who to call. I love it. Thank you so much. Lori. It's been a real pleasure having you here with me today and I appreciate you sharing your [00:37:00] experiences with us.

Lorie GMT20231003-174543_Recording_separate2: Well, thank you for having me. I've really enjoyed it as well.

Lorie GMT20231003-174543_Recording_separate1: My pleasure.