Suggestions
David Hanrahan
Chief Human Resources Officer
David Hanrahan is a seasoned Senior HR Leader with a strong track record in building exceptional HR teams and implementing innovative talent practices in dynamic environments, from startups to established organizations. With unique experience in both IPO and post-IPO settings within the technology and media sectors, David is recognized for his exceptional communication skills and strategic acumen that positions him as a creative visionary and a results-oriented executor. He is highly skilled in engaging with stakeholders at all levels, from C-Suite executives to Board members and staff, and has a reputation for developing analytical processes to enhance performance evaluation and foster accountability. David is known for his analytical mindset that he applies to both HR and business strategies, along with his expertise in various areas including hyper-growth hiring, global organization scaling, workforce planning, organizational design, performance model development, career pathing, total rewards strategy, diversity and inclusion initiatives, HRIS implementation, leadership development, M&A diligence, engagement analysis, and attrition reduction. He is also a respected coach and manager who cultivates a collaborative team environment while instilling a sense of urgency and commitment to success.
Highlights
A surprisingly effective (and simple) tactic to use when you’re in a group discussion and the group is at an impasse: ask aloud “what problem are we trying to solve for?” 🤔
Often the group issue is less about disagreement on a course of action but, rather, different understanding of the problem.
Bonus: asking this question makes you seem wise, even if you yourself are completely confused as to what is going on in the discussion 😅
We’re massively underestimating the importance of rebuilding trust, given all that has gone on in the workplace over the past few years 🚨
The evidence? 1) per Gallup: employee trust in leaders is at a low point vs. 2019 i.e. the year before everything changed 2) there is a growing trust gap between C-suite and front-line staff, according to PwC’s recent Trust Survey 📉
With major internal change, trust is at risk. While change is necessary, high trust = high performance. From HBR’s “Neuroscience of Trust”: high trust organizations are 50% more productive and 74% less stressed. There is also a positive correlation between internal trust and company financial performance + product / service quality (Journal of Economic Behavior & Organization, 2015). As Dov Seidman says: “trust is the only legal performance enhancing drug.” 💪
What do high performing teams do? According to research from Ron Friedman (HBR, Jan. 2024), they build trust. How do they build trust? They do the following five things:
1️⃣ They do not leave collaboration to chance 2️⃣ They keep colleagues informed 3️⃣ They share credit 4️⃣ They view disagreements as opportunities for improvement 5️⃣ They proactively address tension
