Uncategorized – Page 18 – Marla Gottschalk

The Power of Your Employees

November 14, 2012October 11, 2020by Marla Gottschalk1 Comment

Do we really need a consultant to let us know how to fix what is wrong with your business?

I doubt this is always necessary. What I do know, is that if you have a gut feeling that something is wrong, it probably is. However, you have the single best source of information right in front of you to get to the root of the problem quickly – your employees.

With all of the information swarming about the importance of employee engagement, we may be missing a prime opportunity to include our employees in the conversation. I am encouraging all of the bosses, managers and owners out there to access the single best resource of cutting-edge information – your staff!

You can read more about this, in my recent post for the LinkedIn Influencer program: The Wisdom of Your Employees.

Dr. Marla Gottschalk is a Workplace Psychologist. Connect with her and continue the conversation on Twitter and Linkedin.

Uncategorized

Have a Talk with Yourself About Social Media

October 22, 2012July 20, 2014by Marla Gottschalk8 Comments

With all of the banter about whether CEOs should be active on Twitter — I’ve realized that I might need to have a “sit down” with myself about social media. C-Suite executives must carefully consider how they invest and utilize their time on social platforms. So should the rest of us. Not that I fail to see the tremendous value of social networks, obviously I do. I simply would like to pause and reflect on how I am spending my time with social. Is the time spent valuable and productive? I would like to ensure that it absolutely is.

With every innovation — whether a product or process — we search for ways to effectively integrate that change into our lives. It can take a bit of time to assess best fit, as the pendulum usually swings with great momentum toward the innovation, (often with a significant investment in time to master it) and then ultimately swings back in adjustment.

In some cases, with any new piece of technology or system, there is a moment when you might suddenly discover that you’ve had too much of a good thing. (Not unlike the moment when you realized that you’ve had too much coffee or spent too much money.) At that moment, choices need to be made. Your investment needs to be reconsidered. In fact, you might need to become — for lack of a better descriptor —”picky”.

How do we make those difficult choices, to ensure that the time you are devoting is well spent? A set of criteria will help. Of course, that set will vary from person to person. But, here is the start of one:

What are the opportunity costs? This is an obvious, yet needed question. What would you be doing with your time, if you were not spending that hour with social media? This trade-off should work for you, not against you.
Is your time with social meaningful? When you consider your personal goals, is social media helping you attain them? Are you able to reach the right contacts or customers? Does social help you raise awareness for a cause close to your heart?
Does it solve a problem? Is the social platform addressing an issue or need that cannot otherwise be addressed? For example, if you have team members in the field, does a social platform improve communication or work flow?
Are we adding value? Ultimately, what we add to the landscape should have value. Are we opening the door to a much needed conversation? Clarifying an issue? Bringing forward an entirely new perspective?
Will it help to develop your role or organization? Can the perspective you gain through social, somehow be applied to the betterment of your job, career or current organization? For example, how a crowd sourcing platform, might bring ideas from customers into your organization’s purview.

What are your criteria for making decisions about spending time with social? How will you make these tough choices going forward? I’d love to know.

Uncategorized

Monday, Monday: Why Doing What You Love Can Make Tomorrow Better

October 14, 2012June 29, 2015by Marla Gottschalk6 Comments

Do you spend Sundays ruminating about how you’d like to avoid Mondays? According to Gallup, that transition won’t be nearly as traumatic if you report feeling engaged with your work. We are all recognizing the power of employee engagement in organizations today – and it seems this construct is likely related to a host of other relevant variables, including your mood.

Gallup measured the progression of specific emotions during the course of our work week – with survey participants reporting their attitudes on a variety of topics including feelings of happiness, anger and stress. Not surprisingly, those who identified as “not engaged” or “actively disengaged” reported more negative responses, which subtly evolved during the course of a work week. The data held some fascinating findings.

Some examples:

Happiness. There is an obvious difference in experiences of reported “happiness” – where those with lower levels of engagement, were less likely to report it. (For some reason this discrepancy peaked on Tuesdays for those identified as “actively disengaged”.)
Smiling and laughing. You guessed it! Those that reported feeling engaged at work, also reported smiling and laughing more. Just over 65% of “actively disengaged” respondents reported smiling and laughing “a lot” (on Tuesday), as compared to 90.7% of those reporting themselves as “engaged”.
Stress. Although all respondents were more likely to report higher levels of stress on Monday, as compared to Sunday, those reporting lower levels of engagement seem to be more susceptible. (Reported stress dipped a bit on Fridays, for all respondents.)
Anger. Those who reported feeling disengaged, were more likely to report feelings of anger. On Tuesdays, for example, more than one-quarter of those defined as “actively disengaged” reported experiences of anger the previous day, in comparison to 9.2% of those identified as “engaged”.

Engagement is continuing to emerge as a key workplace challenge in the evolution of work – and more focus on this area will certainly follow. What helps you feel engaged at work? Tell us your story.

Dr. Marla Gottschalk is a Workplace Psychologist and coach. Connect with her and continue the conversation on Twitter and Linkedin.

_____

Uncategorized

The Problem with That “Iffy” New Hire Could be You

September 26, 2012March 2, 2014by Marla Gottschalk3 Comments

We have all been there. You find yourself doing more than a million things — trying your best to meet all of your obligations, while staying ahead of the curve. Meanwhile, back in the office a member of your team (a key assistant for example) gives little notice and moves on to another role. Because of limited time at home base, you have to delegate some of the responsibility for sourcing and interviewing applicants to someone else. Clearly this is not an ideal situation. However, it is unavoidable.

A leading candidate emerges. Certainly, you have had the opportunity to review the resume and hatted briefly with the applicant. But, you haven’t had the opportunity to really probe the details face to face. The bottom line is that you are not entirely comfortable with the decision to hire — although you cannot really put your finger on the issue and form a credible objection. So, the decision is made and the individual is hired.

Time passes and you find the new hire in front of you, ready to be on-boarded onto your team. But, after a short time a glaring problem becomes obvious , and you suspect they are simply the wrong person for the role. Your mind begins to race forward to impending disaster.

What now? Are they relegated to the status of another “bad hire”? Will your team suffer?

You might find yourself secretly hoping their tenure with your organization is a short one. However, I would like to suggest another route. Challenge the “gut” feeling (which by the way could be off-base) and take the high road. Give them every possible opportunity to become a contributing member of your team. The costs of a “bad hire” can be sizable, not only in terms of lost effectiveness —but in lowered group morale. It is in your best interest (and that of your entire team) to salvage the hiring decision.

Here are some ideas to maximize the situation:

No grudges allowed. Examine your emotions in this situation and don’t let them cloud your better judgement. Put the brakes on your doubts immediately – a positive outcome never comes from a place of negativity.
Do not share your skepticism. Do not share your concerns to the rest of your staff — relay only your confidence in their new team member.
Make the vision crystal clear. Be sure the details about the “culture” of your work group are well communicated to the new hire. Discuss group “mores” such as dress, meeting protocol and chain of command.
Take a deeper look at their skills. Gather all the information possible considering strengths and weaknesses. What can you emphasize that will make them an integral and productive contributor?
Train them. Don’t throw the new hire “to the dogs” without the proper know-how. Be sure they are prepped and properly trained to succeed.
Engage. Engaged employees are more productive. Ask them who they would like to become “work-wise’, through their new role. Let them know that you are there to help them grow and gain meaningful experience. Through this process there will be a higher probability of developing a bond with your new hire.

Not every talent decision is a clear success story right out of the gate. But we should make an effort to give each and every relationship a decent and fair chance to succeed.

Dr. Marla Gottschalk is a Workplace Psychologist and coach. Connect with her and continue the conversation on Twitter and Linkedin.

Uncategorized

How Not to Hate Job Interviews

August 31, 2012March 25, 2014by Marla Gottschalk19 Comments

Many of us have serious reservations about job interviews. I assure you, that I do as well. My reasons for concern may be a bit more complicated than yours. (For example, they can serve as an excruciatingly poor selection tool if implemented unwisely). However, your reasons for hating interviews are every bit as valid. I’ll venture to say, that you probably dislike interviews because of how the interview — or the interview process — makes you feel. You are not alone.

I am extremely sympathetic. However, let’s go out on that proverbial limb and face your concerns (and your emotions). I’d like to challenge your mindset, and train you to approach the entire experience differently. You see, the funny thing is, as much as I have always questioned the true merit of employment interviews — I’ve never hated being interviewed. I’m convinced that my lack of hatred has everything to do with how I view the process. More specifically, accepting the things that probably will not change about interviews and re-categorizing the experience as one tremendous opportunity.

Here is what I mean:

Embrace being “judged”. Bring it on. While being interviewed, people will certainly form opinions concerning your skills, abilities and even your personal demeanor. Tell yourself that is just fine — remembering that when people cross your path you do exactly the same thing. During the course of your career, managers and coworkers will make judgments about you on a daily basis. So what? Convince yourself to view each of these judgments as a challenge to effectively build your unique “brand”.
Be astute and “try on” the organization. Remember — this may be the company with which you develop a long-term relationship. Consider that point carefully. Be thankful you have the chance to gather as much information as possible. Take the opportunity to size up leadership and where the organization is really headed. What is your impression? Do you see yourself working there? Getting a bad vibe? Explore this — as it may be the only forewarning you’ll receive.
Say “thank you” to organizations behaving badly. Has the organization not acted as you would have expected? Unprofessional? No follow-up? Don’t let these behaviors derail you. Welcome this type of behavior as a clear and present warning. If an organization doesn’t seem to show concern for you from the start, this is most likely a glimpse into your future. I am reminded of Maya Angelou’s discussion with Oprah, where she explained, “When someone shows you who they are, believe them the first time.” The same premise extends to an organization. Unless there is some remarkable explanation as to why they have not bothered to contact you (for a month), be grateful for the realistic preview and run in the opposite direction.
Accept ambiguity. Even though there was an ever-present possibility that the outcome wouldn’t go in my favor, I tried to embrace the opportunity to be interviewed. Unfortunately, “not knowing” is simply part of the process. But to be completely honest, the world of work is full of ambiguity. It is best to adjust to it and attempt to remain positive while you are waiting. Nothing is set in stone after you complete an interview — but at the same time, this makes the possibilities endless.

If you change your view of employment interviews, you may have an easier time processing the accompanying negative emotions. I’d like to guarantee that the experience will be easier for you to handle in the future. However, that is at least partially up to you.

Dr. Marla Gottschalk is a Workplace Psychologist and coach. Bring her ideas to your organization and connect with her on Twitter .

This post previously appeared at Talent Zoo

Uncategorized

Can We Prevent Organizational Culture Failures?

August 14, 2012January 3, 2019by Marla Gottschalk5 Comments

frantzou-fleurine-16978-unsplash — Photo by Frantzou Fleurine on Unsplash

Unfortunately, it is not difficult to find examples of a failed organizational culture.

In this day and age, stories of devastation are far too common. From the insidious downfall of Penn State University — to the arrogant demise of News of the World (fast forward to the recent woes of General Motors) — failures of culture often leave us with more questions than answers. Above all, if we are to prevent more failures, we need to search for possible explanations as to what really begins to go awry, when an organizational culture begins to weaken and deteriorate.

In recent years, we have not only seen individual organizations falter and fail — we have witnessed entire industries spontaneously self-combust. The list has seemed to grow quickly, which begs us to consider if we have broached some kind of “cultural crossroads” where organizations are concerned. The hardships within the auto industry, the collapse of staid financial houses — all could be considered culture disasters. We might begin to ask the question: How can larger organizations maintain standards of cultural integrity and live a long and healthy life?

Taking the “temperature” of culture
There have been discussions in the media concerning the need within organizations for a C-level role to monitor “all things cultural”. Aptly named a Chief Culture Officer, this individual would have the responsibility of taking the temperature of the cultural zeitgeist within an organization. I share the opinion that culture is indeed the “heart” of the organization, and a focal role within the organization to promote culture is a worthy option. But, I remain concerned that the potential dark side of culture may still loom. Is there a need for a role that watches the underbelly of culture as well? Because frankly, it seems that when company culture begins to go bad, there is often no one left minding the store.

Do organizations really require a “Chief Officer of Cultural Integrity” to guard against cultural disease? Would that individual protect the mission of the organization, its employees and those in the external environment? Can a system of cultural well-being “checks” be devised? Is there a litmus test that might indicate a failure is imminent — an alarm that might be pulled? These are all questions to ponder.

Lessons from the past
Interestingly, possible explanations for the recent set of cultural breakdowns are quite familiar to us. We might keep these in mind, as we consider the contributions of authority, leader behavior and decision-making to a healthy culture going forward:

Diffusion of responsibility. Well researched in social psychology, this concept examines how groups of people act to resolve a perceived problem or injustice. What we have seen in many cases, is that even when the situation is obviously wrong — people may not act. As a result, they become bystanders to the wrong doing, sure in their minds that others will act. In theory, the larger the organization, the greater the likelihood that there is the belief that someone else will step in and right a wrong. How do we encourage more individuals to step up, and how do we protect those who choose to fight the tide?
Power corrupts and absolute power corrupts absolutely. Lord Acton makes a very good point. An early exploration into this concept, the Milgram Experiments, showed that prodding by an authority figure was enough for subjects to deliver what they thought to be a powerful electrical shock to another person. (I should add that most did show signs of stress while doing so.) How often does fear of authority stop employees from speaking up?
Groupthink. We all learned about this decision-making plague in Psychology 101. Could this principle explain recent leadership gaffes? Did executives in the auto industry really have no idea that flying on separate, private jets to ask for government assistance was wrong? Was the culture so insular that not even internal PR viewed the behavior as inappropriate? It seems, that from the sinking of the Titanic, to Pearl Harbor, to the Bay of Pigs, groupthink can rear its ugly head in any organizational venue.
Leaders without consequences. When an organization fails, so should its leaders. I often think this should be part of every leader’s employment contract. Why is there not a clause in every last top executive’s compensation package concerning negligence, scandal or illegal behaviors? Why was Rebekah Brooks at News of the World entitled to a large severance when wrong doing occurred under her watch? Why were many executives in the financial industry allowed to keep their compensation packages? The most recent debate of this premise, concerning Citigroup will hopefully serve as a game-changer going forward.

We can learn from the failings of organizations. Keeping culture in clear focus is one of the first keys to organizational health — but we’ll have to ensure we have our eyes on all of the right things.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto. She is also serves as an Influencer at LinkedIn.

Uncategorized

A List of Great Workplace Inspired Films

July 15, 2012October 29, 2020by Marla Gottschalk16 Comments

Working Girl

Do you love a great film set in the workplace? I certainly do. (An occupational hazard, I suppose.)

Here’s a collected list of some of my favorite workplace inspired films. Comedies and dramas are represented, listed in no particular order.

It’s interesting to note how workplaces have changed with the times. Some of the newer films, such as Up in the Air and The Devil Wears Prada are great additions — and represent the current Zeitgeist quite well. Yet, Modern Times — and its view of factory life, is a classic.

The list:

Modern Times (1936)
9 to 5 (1980)
The Apartment (1960)
Working Girl (1988)
The Devil Wears Prada (2006)
Silkwood (1980)
The Shop Around the Corner (1940)
Up in the Air (2009)
His Girl Friday (1940)
Clerks (1994)
Network (1976)
You’ve Got Mail (1998)
Stage Door (1937)
Broadcast News (1988)
Wall Street (1987)
Boiler Room (2000)
The Crowd (1928)
The Help (2010)
Office Space (1999)
The Man in the Gray Flannel Suit (1956)
Norma Rae (1979)
Horrible Bosses (2011)
In the Heat of the Night (1967)
The Social Network (2010)
Sweet Smell of Success (1957)
In Good Company (2004)
How to Succeed in Business Without Really Trying (1967)
Baby Boom (1987)
Mr. Mom (1983)
Glengarry Glen Ross

Do you have a favorite that I missed? Let me know.

Dr. Marla Gottschalk is a Workplace Psychologist. Connect with her on Twitter and Linkedin.

Uncategorized

Yep. Your Physical Work Space Still Matters

April 25, 2012October 1, 2021by Marla Gottschalk2 Comments

Once in a while I “run into” reality TV while channel surfing. There seems to be a series about every topic imaginable — from pitching a new product to remodeling your bathroom. To be expected, I am drawn to shows which include a coach that whips a home or business into shape. Most of these coaches are of the “no-nonsense” variety

I’m all for obliterating a bit of denial and the clutter that may accompany it. Sometimes moving through the “muck” is the only way forward.

The psychology of your workspace

Work spaces are an interesting topic to consider. I find they often reflect problems brewing on a much deeper level. I’ve seen all sorts of work spaces — messy environments, dark conference rooms and walls without a single picture or plaque. The environment always seems to speak to me about its resident: I’m unsettled. I’m depressed. I’m not committed to being here. I want out.

Last week I happened upon a show called “The Amandas” (I am assuming a word play on the movie “Heathers”, although these girls are not nearly as scary). The real “Amanda” is a clutter and organizational maven of tremendous proportions. She’s tough, driven and really knows how to purge unwanted stuff and the attached emotional baggage. When her team is finished, the business or home is in perfect order and the benefits seems to go much further than the outward presentation. There is gratitude and relief, as the process of altering the physical space seems to allow the individuals to move forward and become more effective.

So, does your space say — “Abandon hope, all ye who enter here?” — if so, some changes are in order.

Why it matters

As much as we’d like to think that skills are the only factor contributing to becoming successful and serving customers, the fact remains that where we work contributes to how we work.

Here are just a few reasons to pay attention to the physical space where you work:

You need to be effective — as form follows function. If you don’t have a workspace that functions properly, you will most likely become less productive. If you find yourself clearing off a space to work — or your team has to stand during morning briefings (because you have no area that allows all of you to sit and gather) you have a problem.
Your surroundings can be a source of inspiration. Living and working in a well designed space can help ideas flow. Qualities such as color, lighting, sound, office configuration and the furniture all come into play. If your office is so dark it depresses you, that’s a problem. If you have a set up with closed cubicles and collaboration is key, that’s a problem as well. You get the idea.
You need to project a positive image for your customers. Your physical space is a reflection of how you see yourself, and your business. The style, form and function of your space, all contribute to your image. If you work in a creative industry (advertising, design, etc.) your workspace is even more important — as it is a reflection of what you can achieve for your customers.

It seems that becoming more effective, can possibly start on the surface and trickle down to the other aspects of your work life. When you really think about it – sometimes rearranging the furniture is much more than it seems.

More on the topic here:
Greatly Improve Your Physical Workspace with Small Changes, Lifehacker.
Physical Workspace Considerations, Steelcase.

Dr. Marla Gottschalk is a Workplace Psychologist and coach located in East Lansing, Michigan. Connect with her on Twitter and Linkedin.

Uncategorized

Crowdsourcing for the Rest of Us

March 19, 2012September 6, 2013by Marla GottschalkLeave a Comment

In today’s world, how do small to medium sized businesses leverage cutting-edge tools to improve day-to-day operations? Answer: Borrow the strategies of the big hitters such as InnoCentive and Proctor & Gamble, then adapt them to meet your needs. One relevant example: crowdsourcing — and it’s really just about listening.

Crowdsourcing is all about opening the lines of communication, forging new connections and gaining a new perspective. The concept may sound intimidating — but it is simply about listening respectfully and utilizing the information to move your business forward. When implemented correctly, it can offer you information that can help business evolve effectively.

Your customers and crowdsourcing
Crowdsourcing can augment your overall customer strategy. The process can not only offer a needed layer of protection when tracking a developing product or service problem, it also has the ability to collect customer ideas for future improvements. Starbucks, Cadbury and Toyota are a few of the companies gathering customer input, with links on their websites to gather ideas and feedback — a strategy that any business can implement.

Other common social media platforms provide targeted crowdsourcing opportunities. Consider posting a question on your company Facebook Page, include a poll on your blog concerning options for product updates, or post an informational video on Youtube (you’ll get plenty of comments). You can also utilize your Google+ Brand Page to hold a hang out with your customers and explore ideas relevant to your business plan. Whatever the topic you choose to explore, be sure to keep the “call to action” simple and try not to overwhelm your customers in the process.

Get Creative
Organizations of all kinds, are connecting with their customers through crowdsourcing. Sweetgreen’s novel “New Years Resolution” campaign focused on developing a link with customers. By collecting resolutions through post-it notes at their physical store and on Twitter, customer relationships were forged and strengthened. You can utilize crowdsourcing to include your customers in your developing business story, whatever the topic.

Crowdsourcing within your organization
Crowdsourcing is not only about establishing a rapport with your customers, it can also open a new communication channel with your employees. It is possible to crowdsource just about anything within your organization — including ideas to solve inefficiencies within a department or a function. Have budget constraints? Want ideas on how to save money wisely? Pitch the question to your employees, as they are the experts concerning the day-to-day operations of your organization.

Does your organization routinely utilize teams to develop new ideas and solve problems? Social engagement platforms such as Jostle, offer opportunities to implement crowdsourcing within your day-to-day operations, by facilitating new connections and communicating current topics, challenges and opportunities. Essential elements for internal crowdsourcing. The platform provides opportunities to document team formation in response to ever-changing business needs. As explained by Brad Palmer developer of Jostle, “The idea is to connect people by encouraging the discovery of those within the organization. This facilitates cultural knowledge that can positively enhance effectiveness and extended teamwork.” As such, this information allows employees even somewhat removed from the work at hand to serve as a potential contributor or problem solver.

Before you shrug off the notion that crowdsourcing is inappropriate for your business — give the idea just one more thought. Implementing the process could offer you the needed edge to catapult your organization forward.

Check out this crowdsourcing infographic.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net.You can also find her on Twitter and Linkedin.

Uncategorized

Too Much Information? The Case of the Job Interview

March 12, 2012March 28, 2014by Marla GottschalkLeave a Comment

I recently finished reading “Blink” by Malcolm Gladwell — a very clever book which poses the theory that we don’t need to process the entire story to actually grasp the “gestalt” of that story. Of course, the real skill lies in knowing what information to consider and what information to ignore. While reading, I couldn’t help but think of how this concept of making decisions on thinner “slices” of behavior or information could apply to workplace practices.

Is less information better? Well, in some cases it might be.

Consider the traditional employment interview for a moment. When you think of all the business practices we openly malign (yearly performance reviews for example) employment interviews have really escaped their fair share of deserved criticism. Why is this? One reason is that employment interviews have simply been a fact of work life — an accepted way of doing business. It seems that when you consider the prospect of a new job, an interview is always the first thing you anticipate.

The Down Side

You might think the run of the mill interview does a pretty good job at doing what it was supposed to do. But this is not the case — they are a bit like a living fossil in the world of business practices. In actuality, the predictive validity of the standard interview is quite low, primarily attributed to subjective error. Shocked? As told to me by a professor, “People by nature are hopelessly curious. The idea of making decisions about a candidate without speaking with them in person makes us feel uncomfortable, even at the cost of making our decisions less accurate”. We just seem to want all of the extra information that can run us in the wrong direction – and resist evaluating candidates based upon key qualifications, tests and work history alone. We allow ourselves to think that we “just know” who is right for the job. That’s the first mistake we make.

The Bright Side

Researchers have investigated practices that help improve the “hit rate” of the employment interview as a selection technique. Of course, these practices attempt to keep decision makers on track and help them focus on information critical to the job in question. The practices are designed to limit the subjectivity of the interview process and idiosyncratic interviewer practices. You can read more about that here, if you wish.

Utilize the time with a candidate wisely. Here are some key findings from past research which you can apply within your organization:

Finalize the job description. Be sure it is accurate and up to date. Jobs will evolve and “reshape” over time. Be sure that all of the current tasks and responsibilities are captured.
Utilize the job description to hammer out a set of meaningful questions. I would suggest a set of core questions about the job in question. Use “critical incidents” for the job as a basis for questions. These are behaviors that separate excellent employees from the pack.
Pose the same questions to all the candidates. This allows a comparison of answers after all of the interviews are completed – a fascinating process.
Use behaviorally anchored rating scales to evaluate core areas of skill or knowledge. This process helps make ratings concerning candidates more straight forward. Learn more about that here.
Train interviewers to convey accurate information about the job and the organization. That way a candidate can decide if there is a real fit between person and job. If possible offer an RJP (Realistic Job Preview) before the interview begins.
Have more than one interviewer evaluate a candidate. A panel works well if you have the manpower. More than one view of a candidate can begin an active discussion about a candidate’s qualifications for the job in question.
Pause, digest, then decide. Train interviewers to delay the actual decision until after the interview and all relevant candidate information has been reviewed. A little time and reflection can go a long way — no “gut” feelings allowed.

Interviews aren’t going away, that’s a given. So let’s manage the “information overflow” wisely.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.