Julie KratzJulie is a frequent collaborator with Synergy and brings our clients an abundance of rich experience and insights. She holds coaching credentials through the International Coaching Federation, is the author of Pivot Point, and has booked hundreds of hours conducting leadership coaching and training including DiSC. More importantly, she is an astute listener, an outstanding facilitator, a wealth of knowledge, and a motivating presence. It is a true delight to have her as part of the Synergy team and our clients rave about her.
Learn more about her background on LinkedIn. and check out her insights below. |
In the words of Julie Kratz...
Why is leadership development such a passion of yours?
Throughout my career, no matter what industry or functional area I was in – manufacturing, financial services, consumer packaged goods, third party logistics, and consulting, in marketing, strategy, or operations, the common thread that gave me joy was leadership. I have always loved leading teams to success and being a part of a positive transformation and see people change. It’s what makes me tick.
What’s one of the biggest challenges you see for people as they work through leadership development?
Many leaders wrestle with finding what motivates their team. Many come into my workshops very vulnerable sharing their challenges – “I just want my employee to do what they are supposed to do,” or “This employee’s negative attitude is bringing the team down, what do I do?” The truth is that it is usually less about the employee and more about the leader’s approach to the employee. Leaders often find that when they ask questions rather than talk at them, listen, and find what truly motivates the employee, the conversation and their attitude changes as a result. Leaders share in reflection, “I realize now it was me, I had to do things differently, not the employee.”
What’s one of the biggest challenges for companies?
Companies continue to battle weak employee engagement. Hovering around 30% for years, employees are not fully motivated in their work, and as a result, retention is not as strong as it could be. With lower unemployment, this is a real challenge for employers. Finding meaningful ways to connect with employees and help them find value and purpose in their work is not a nice to do, it is a must do now. Often, the new leader was a rock star individual contributor, and has no idea how to be a manager. This also leads to less engagement on the team. The leader drives engagement, and needs access to tools and resources to learn how to be strong leader, not merely manage people. The skills that made them successful as an individual contributor (task master, know the answers, etc.) are often the opposite of the skills required of a leader (delegation, asking questions, etc.).
What is one of your favorite learnings as you’ve been working with developing leaders?
Self-awareness is a beautiful thing. Getting people to see in themselves what others see is a real gift as a coach and facilitator. I like assessment tools like DiSC and 363 to help facilitate learnings about our personalities, strengths, and opportunities to improve. What I have learned from seeing leaders light up when they read their profiles and build strategies to be even better leaders, is that gain insight into themselves. Rather than wonder what their team thinks of them, they know. It is profound for confidence, and in sharpening skills for the future. Leadership is an evolution, we’re always working at being even better.
Can you share a favorite story of great leadership shown by a client of yours?
My favorite leadership story is of Sarah. She was an emerging leader working for a small business. The business owner got a late night phone call from two disgruntled employees working the late shift. Instead of avoiding the conflict, Sarah jumped in. She went to the facility where the employees were and sat them down in a triangle for a talk. She asked questions about each employee’s perspective, and played back what she had heard. She listened intently on what they said, and found alignment in what both wanted. She asked, “what will happen if you do not find a way to get along?” and both shook their heads saying it would be difficult and someone would have to leave which they did not want to happen. Sarah was able to get them to build a plan to work together better and followed up with them weekly on their progress. The team gelled over time through her leadership. She reflected, saying it was assuming goodwill of her employees that made the difference for her. Both came from a good place, she just had to find and get them to see it.
Throughout my career, no matter what industry or functional area I was in – manufacturing, financial services, consumer packaged goods, third party logistics, and consulting, in marketing, strategy, or operations, the common thread that gave me joy was leadership. I have always loved leading teams to success and being a part of a positive transformation and see people change. It’s what makes me tick.
What’s one of the biggest challenges you see for people as they work through leadership development?
Many leaders wrestle with finding what motivates their team. Many come into my workshops very vulnerable sharing their challenges – “I just want my employee to do what they are supposed to do,” or “This employee’s negative attitude is bringing the team down, what do I do?” The truth is that it is usually less about the employee and more about the leader’s approach to the employee. Leaders often find that when they ask questions rather than talk at them, listen, and find what truly motivates the employee, the conversation and their attitude changes as a result. Leaders share in reflection, “I realize now it was me, I had to do things differently, not the employee.”
What’s one of the biggest challenges for companies?
Companies continue to battle weak employee engagement. Hovering around 30% for years, employees are not fully motivated in their work, and as a result, retention is not as strong as it could be. With lower unemployment, this is a real challenge for employers. Finding meaningful ways to connect with employees and help them find value and purpose in their work is not a nice to do, it is a must do now. Often, the new leader was a rock star individual contributor, and has no idea how to be a manager. This also leads to less engagement on the team. The leader drives engagement, and needs access to tools and resources to learn how to be strong leader, not merely manage people. The skills that made them successful as an individual contributor (task master, know the answers, etc.) are often the opposite of the skills required of a leader (delegation, asking questions, etc.).
What is one of your favorite learnings as you’ve been working with developing leaders?
Self-awareness is a beautiful thing. Getting people to see in themselves what others see is a real gift as a coach and facilitator. I like assessment tools like DiSC and 363 to help facilitate learnings about our personalities, strengths, and opportunities to improve. What I have learned from seeing leaders light up when they read their profiles and build strategies to be even better leaders, is that gain insight into themselves. Rather than wonder what their team thinks of them, they know. It is profound for confidence, and in sharpening skills for the future. Leadership is an evolution, we’re always working at being even better.
Can you share a favorite story of great leadership shown by a client of yours?
My favorite leadership story is of Sarah. She was an emerging leader working for a small business. The business owner got a late night phone call from two disgruntled employees working the late shift. Instead of avoiding the conflict, Sarah jumped in. She went to the facility where the employees were and sat them down in a triangle for a talk. She asked questions about each employee’s perspective, and played back what she had heard. She listened intently on what they said, and found alignment in what both wanted. She asked, “what will happen if you do not find a way to get along?” and both shook their heads saying it would be difficult and someone would have to leave which they did not want to happen. Sarah was able to get them to build a plan to work together better and followed up with them weekly on their progress. The team gelled over time through her leadership. She reflected, saying it was assuming goodwill of her employees that made the difference for her. Both came from a good place, she just had to find and get them to see it.