In this episode of Career Compass, we delve into the world of human resources and organizational strategy with Mariel McAllister. A seasoned leader and Certified Professional Coach, Mariel shares her expert insights on mastering time management, balancing professional and personal commitments, and utilizing leadership tools. Her invaluable advice provides emerging professionals and students with actionable strategies to enhance productivity and navigate their burgeoning careers effectively.
In this episode of Career Compass, we delve into the world of human resources and organizational strategy with Mariel McAllister. A seasoned leader and Certified Professional Coach, Mariel shares her expert insights on mastering time management, balancing professional and personal commitments, and utilizing leadership tools. Her invaluable advice provides emerging professionals and students with actionable strategies to enhance productivity and navigate their burgeoning careers effectively.
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Aly Sharp:
Hello, and welcome back to Career Compass, a podcast from SHRM. I'm going to be your host today, Aly Sharp. Career Compass covers pertinent topics in HR that are relevant to students and emerging professionals. Each episode, we're joined by an industry expert to share their knowledge and advice with you.
Today, we're thrilled to welcome Mariel McAllister, vice president of people operations at ICE Recycling, and a powerhouse in human resources and organizational strategy. With roots in the industrial recycling and sustainability sector, Mariel has a knack for blending business culture with leadership vision, all while keeping teams aligned and thriving. She's a certified professional coach, Lean Six Sigma green belt, and a master of leadership tools like DiSC.
Mariel also actively holds positions on five boards where her leadership roles give her a sharp edge in managing time not just for herself, but for teams and leaders juggling demanding schedules. In today's episode, she's here to share her best time management tips, how to take command of your calendar, handle interruptions like a pro and keep yourself laser focused. When she's not leading high-level initiatives, she's bouncing the busy life of raising three young children. Let's dive in and discover how Mariel stays ahead in a world that never stops.
So welcome to Career Compass, Mariel.
Mariel McAlister:
Hi, Aly. It's good to be here.
Aly Sharp:
We're going to jump right in today, so could you start by telling us your role at ICE Recycling and how your background in HR and organizational strategy has shaped your approach to time management?
Mariel McAlister:
Absolutely. At ICE, I oversee all things people related and drive HR strategy while also making sure our business decisions align with our culture and goals. My background in HR has given me a deep appreciation for managing not just tasks, but people as well. To me, time management isn't just about squeezing more into your day, it's about creating space for people to thrive. In HR and org strategy, you need to be adaptable, so I've learned to prioritize my time, so the things that move the needle, while also making room for the unexpected. Being flexible while keeping a clear focus is key.
Aly Sharp:
I love that. And I really appreciate that you said you're not just squeezing in every little bit you can because that's not how you'd be productive either, because you need to take breaks as well. And I'm sure we'll talk about that, too. But having served on multiple boards and managed complex schedules, what are some of the key principles you adhere to for effective time management especially in a fast-paced and demanding field like industrial recycling?
Mariel McAlister:
Sure. So it can definitely get chaotic. One principle I ask for about is clarity. Whether I'm on a board call or a project at work, I make sure I'm clear on what needs to get done and why it matters. When you're juggling a lot, I find that clarity helps cut through the noise. Another key principle for me is prioritization. I rank tasks not just by urgency, but by impact. In the business world, things can change in an instant, so you need to be nimble. My rule of thumb is, if it takes five minutes or less, go ahead and complete the task now to prevent it from adding to your to-do list.
Aly Sharp:
I would have a much shorter to-do list if I followed that rule. But, sometimes, I'm writing stuff down and I'm like, "I can just knock this out," instead of continuing to move it from day to day on my to-do list. Time blocking is often recommended as a strategy to increase productivity. How do you utilize this method in your own life, and what advice would you give college students who are just starting to apply time blocking to their studies and work?
Mariel McAlister:
Sure. I am a time blocking advocate. It's my secret for all efficiency. I treat my calendar like it's sacred. Each morning, I dedicate blocks of time to my top priorities, whether it's strategic planning or just simply answering emails. But here's the trick. I also block out buffer time for the unexpected. You have to be realistic and flexible. I don't know if you know this or not, but, when we were planning to record this podcast, I was able to fit it in my schedule fairly quickly because I scheduled it during my buffer time.
For me, the combination of time blocking and batch work makes my life much easier. For example, if I know I have three coaching sessions this week and I want them all to complete the same assessment, I set aside time to send them all the assessment at once instead of doing it one by one prior our calls. Batch work, in combination with time blocking, allows me to accomplish more throughout the week.
For college students, I'd say start small. Block out your study sessions, but don't forget to add in time for breaks. For me, the beauty of time blocking is that it turns your day from a series of reactions into something you can control. And when things inevitably change, just adjust. For me, it's about progress, not perfection.
Aly Sharp:
Oh, I know I just keep saying like, "I totally love that. I totally agree," blah, blah, blah, but I just think back to when I was in college, and I thought I had a pretty good grip on my schedule. I was actually just talking to one of my colleagues yesterday, and I was like, "I don't genuinely don't know how I was doing 18 hours of class, working two jobs, in two different Greek organizations and still finding time to just relax." And, now, I just go to work, and I'm like, "Okay. I'm tired. I can't do this anymore." And I'm like what happened between then and now?
Mariel McAlister:
I think most people can relate to that.
Aly Sharp:
Because it wasn't that long ago for me, so I'm like, what happened in three years? Did I really plummet that hard? My 20s are really tanking right now. But handling interruptions is one of the biggest challenges in maintaining focus, I know, especially for me with my phone always nearby. So what techniques do you employ to manage distractions, and how can students prepare for their first full-time job to apply these strategies?
Mariel McAlister:
I personally create focus blocks where I turn off all of my notifications. But I also schedule time to be interrupted, and so that's when I handle those quick questions that come up during the day with employees or anybody else that needs my assistance or any type of quick questions.
So, for instance, I thought about this story as I was preparing for this podcast. About two years ago, I noticed that, my least productive time, it was in the morning from about 8:00 to 8:30, right as I was getting into the office. My team needed me to help jumpstart their days during that time block, and I needed to accomplish some of my tasks to feel good about the rest of the start to my day. So I started coming in a little bit earlier to get ahead of that. I came in a little earlier so that I still had time to answer all the emails and do the things that I needed to do in the morning, but also that, by the time my team was ready for me, I was there waiting, and I was ready to assist them and help jumpstart their day.
You have to figure out different strategies. Try a bunch of different things and feel out what works best for you. It's going to be different for everybody. So, for students, I would recommend setting clear boundaries. Turn off your phone during study time. There's this really handy button called Do Not Disturb. I use that quite frequently. A lot of people think it's just for sleep, but it's not. They've actually added the function of work. And if you get thrown off track, it's okay. Give yourself permission to reset and jump back in. You can do that many times throughout the day.
Aly Sharp:
Yeah. I would say I definitely had shockingly stronger boundaries with my phone in particular when I was in college, when I was like, okay, I would put it across the table from me because, for some reason, we had these massive, sprawling tables in our library, and I would have to put my phone at the other end. As long as it's out of reach, it's not a problem. And on Do Not Disturb, which I love work Do Not Disturb because you can let certain people in. I let my parents in because just in case. You never know. They never text me anything urgent, but just in case. But then, otherwise, any other notifications are silenced. But now it's like, "Oh, I'm waiting 10 minutes for a meeting to start. Let me just look at my phone." That is definitely a habit I need to get out of.
I went to a meeting the other day, and I came back to my desk, and I was like I didn't bring my phone to that meeting. I'm a changed woman. Why do I need my phone in the meeting? My phone does nothing in the meeting. It's just present. And it's not taking notes. It's not doing anything to benefit the situation, so it doesn't need to come with me everywhere. I'm like, "I'm not going to get in an emergency situation between here and the meeting room, so it's going to be okay." And, if I do, someone else has a phone on them, they can make the call.
Mariel McAlister:
Yeah. It's hard because we live in the age of connectivity, right? And so, Apple Watches, I actually had to stop wearing them because I was getting buzzes on my wrist that I was visually looking at every time I got an email or a text message or whatever notification. And, so for me, that just didn't make sense for my productivity. I know that they can be helpful in certain situations. But, in terms of being productive, if you can limit those distractions, you're going to be way better off. I really think that, if you can learn to handle distractions gracefully, it'll be a skill that you'll carry with you no matter what you do.
Aly Sharp:
Yeah. I would say, because I've been wearing a watch like a... What is it called? I guess, like a fitness watch or a smartwatch, there we go. Oh, my goodness. I swear, I feel buzzes when I'm not wearing it. And that is honestly more freaky to me than anything else. I'm like, "It's great that it's tracking my runs and my sleep, but why does it feel like it's on when it's not?" That's definitely something we're going to be struggling with, at least, I think, with my generation who relies so much on especially... They always talk about the difference in generations holding up a phone with your hand to your ear. Typically, Millennials will do the index finger and the thumb, but, now, Gen Z is just putting their palm up to their face.
First of all, who's holding an iPhone like that? Or if it's something like a smartphone, who's holding a phone like that? It's just so weird how our generations have morphed to technology and how it has become. It is so useful to use in times of time management. Outlook lets you mute. Slack lets you mute. You can put everything on hold and focus on a task even though you have access to those instant messaging, connect with all of your co-workers. Maybe somebody asks you a question. You don't have to answer them right away unless they say it's urgent.
I always say that to my friends or my teammates. Right now especially, we're a little shorthanded. I'll send them a message and be like, "You do not have to answer right now. You actually don't because I can tell you're stressed. I can hear you sighing behind me. So if you want to just wait, that's totally fine." And, on a similar vein, taking breaks is essential for maintaining productivity and preventing burnout which, of course, is all the rage these days, unfortunately. Can you share your approach to scheduling and taking breaks and why you believe it's important for students and professionals alike?
Mariel McAlister:
I am a big believer that small breaks are essential for success. It's not just about working hard, right? You have to learn how to work smart. I schedule and utilize small breaks throughout my day, whether it's just a quick walk if I'm going to the coffee machine, just stepping away from my computer. And that allows me to reset my brain and come back sharper and more focused. So, for students, remember that productivity isn't about constant hustle. If you burn out, you're doing more harm than good. Breaks are your way of recharging. And find the best routine that works for you. I may need a break every five hours, but someone else might need one every hour in order to reset their brain and come back fresher. So, typically, my most productive and efficient time is after returning from a break.
Aly Sharp:
Yeah. You mentioned you start your day early. Did you have that moment where you determined that you were more productive in the morning not just because your team was coming in and everyone was raring to go all at the same time? But is there a time of day where you have found that you are more productive?
Mariel McAlister:
Well, for me, because I do work in an office setting, it's usually when nobody is here. That's what I prefer. It's part of the reason I come in early or I stay late on some days. I find that to be the most efficient time. I do have a lot of responsibilities at my company, and so, if my door is open, it invites that interruption even if I'm right in the middle of something. So I try to be really cognizant of the psychological impacts of being available or appearing to be available versus the appearance of being unavailable when I'm working on something that I really need that focused energy on.
Aly Sharp:
Yeah. I also get in early for the same reason. I'm like, "I need to be able to get through my emails that came in after I left yesterday," and I can't. I get there before anyone else on my team, so I'm the only one there in the section. And, as soon as one of them shows up, I'm like, "Okay. Let's talk. It's time to talk." I've been here for an hour by myself, and they're like, "Can you just let me get settled first?" So I have to work on that and not being the distraction in the workplace. This conversation is helping me realize, even though I'm ready for a break, I will walk around our floor and stop by my colleagues and my friends just to be like, "Hey," just to check in, whatever, and I have to realize that they might not be ready for a break especially one where I'm just there to talk and not think about work because it's my break. I will definitely be more mindful of that in the coming weeks before we go fully remote.
I know we go fully remote for the holidays, and I'm certain, my friends, while they'll miss me, they will also be grateful that I'm not popping up a little groundhog to say, like, "What you're doing?" That's one of the benefits to being in... I know it's like... I call it a cube farm, but the way that we can all see each other, and especially on my team, and this has helped with our managing distractions, we have little lights on each of our cubes to say, if we're available or in a meeting or trying to focus." Mine's been on yellow all week because I am trying so hard to get stuff done for the next coming weeks. But I do know that we respect, if it's on red, don't talk to that person. Now, do I forget to change it to red when I'm on a call and then people walk up to me and they're like, "Are you on a call?" I'm like, "I am. So sorry about that." It does give that psychological effect of like, oh, I shouldn't talk to them or, oh, green, I'm good to go.
And we talked in the intro about your three lovely children. We know that balancing work and personal life can be a challenge, so what lessons can our listeners learn from your experience in maintaining work-life balance?
Mariel McAlister:
So this one is huge for me. I do have three beautiful babies and lots of responsibilities outside of work. So my advice is don't fall into the trap of thinking that perfect balance exists. With three young kids, my schedule is pretty packed, but I've learned to embrace imperfection. A number one tip is be fully present. I heard a quote years and years ago that has always stuck with me, and it says, "Be where your feet are." When I'm working, I'm all in. When I'm with my family, I try to shut off work and focus on them.
I don't strive for perfect balance. I strive more for rhythm. Some days, work may take more of my time. Other days, my family will need me more. And that's okay, and it's okay for that to be okay. So, as long as you're clear on your priorities, you'll find a way to make it all work. And find a company that understands your priorities, and that will make finding your rhythm that much easier.
Aly Sharp:
Yeah, and talking about that, having that kind of flexibility to be where your feet are, but also be able to switch on a dime, I know your kids are probably in school, so you might get a call from the nurse or the principal or whatever, but how did you go about having that conversation with your employer, whether that was in the interview process or as you were getting started to be like, "Hey, this is a boundary of mine. Is this going to work?"
Mariel McAlister:
Yeah. Great question. It's an evolving process. Right? It's an ongoing conversation. My teams know I'm willing to work late hours if that means I need to be out on Friday morning for a field trip. And that's my boundary that I've established is, hey, for any event or doctor's appointment that I'm needed for my kids, that is my boundary. I will be there. And so working around that and figuring out how to make it work in the schedule, it's not always easy, but we've always been able to find that balance at the organization that I work for. Hear me when I say that that's not often. Right? I'm very blessed. It's part of the reason I've been with the company, I've been with for 11 years. It's because I do have that flexibility and they understand that my family is my top priority and always will be.
Aly Sharp:
Yeah. I think, as the workplace continues to evolve, being, I don't want to say, like, lenient with working parents, but just more understanding that things are going to come up. I know we've been doing parenting for, I don't know, however long the humans have been here, and it's just... I just think back because I was raised by a single mom who worked 40 minutes away or whatever. And, granted we are rule followers to our core and we do not like to cause problems, so there are probably many days where I did not go to the nurse because I did not want to have them bother her. But I knew that, if I needed to stay home from school, she was able to make that accommodation or she would unfortunately have to find... My grandparents would have to come over because she couldn't miss work. So I like that we have seen changes in the workplace where working parents can be like, "I'm so sorry. I need to leave right this moment." And they're like, "All right, go do it."
Your family should honestly be prioritized from the company's perspective as well because, if they're not well, then you're not going to do well. I think that's a really cool change that we've been seeing. And I hope that it continues to evolve. I know that probably working from home wasn't so awesome during the pandemic because your kids were probably like, "Why can't we hang out? Why are you working?"
Mariel McAlister:
I had a kindergartner, and a pre-kindergartner, and an infant during COVID while I worked remotely from home. That's why I say it's an evolving conversation, because it changes as your kids get older. You have different needs. You may have high school students that are now playing sports and they have sports games at five o'clock. They have leave by 4:30 to get there. But, for those on the call that maybe are interested in HR or you're an emerging professional, seek to help make that change happen that you are talking about. I do still find folks that are very rigid in their time-off policies, and I love to see the forward-thinking HR professionals that are coming into the workforce that are truly trying to change that.
Aly Sharp:
And I will say, just because we're talking about rigid time-off policies, SHRM, actually, we have open leave, which is amazing. I don't know how I will ever deal with another leave policy after this, but I will say... and we also just... Because, sometimes, the perception is like, oh, people take advantage of open leave or people forget to take open leave, which is also true. I've noticed I will go months without a day off just because I forget that I can take a day off whenever I want with proper notice to my boss. But I think it is, they just recently published a study is what I was getting at, that people on open leave only take typically, on average, two days more off than people with the typical 14-day policy.
And I thought that was crazy. I mean, I have definitely gone over that. But I was told to so, because I'm the kind of person where, if I don't need to be off, I won't take off. If there's not a doctor's appointment or a trip that I'm taking, I'm not going to take off to just sit at home even though sometimes you do need that time. And I don't recommend using my mentality, but, if I can be working, I'd work. We work from home on Mondays and Fridays already, so I don't have that boundary where it's like, "Oh, I can't bring work home," because I already do. So, if I'm taking off, I may as well just work. I don't know. Maybe that's not the best mindset, but I think it's really particular to our situation at SHRM and why I am like, "Yeah, I'll just take time off whenever."
Mariel McAlister:
I can relate. I'm really passionate about not just HR, but our business in general and the people that work for us, and so I probably don't take nearly as much time off as I should, but it's because I love it. Right? There are days when I'm like, "I just mentally cannot do this today," and I'm blessed that I can say, "Hey, guys, I got to tap out for the day. I'm going to work from home. I going to work remotely," or, yeah, I may go sit outside and work outside at my farm. So I'm blessed to have a company that, similar to SHRM, allows that opportunity for us to decide when we need a break.
Aly Sharp:
And I will say we have a balcony at our headquarters, and taking lunch there is so nice with our weird weather right now. It's supposed to be 80 degrees today, and it has been the past two days, but sitting out there and getting a group of all my friends from across the organization together, and we just sit and chat and don't think about doing work for that period of time and just getting fresh air, it's easy to get really bogged down and sit and get your work done. But that's also not great, long term, for your mental health. You got to get up and experience the fresh air, even taking a lap if you don't have a balcony. And you can work in that time through your time management skills to be like, "Okay, give me 15 minutes every three hours because I'll still take a lap around the office."
Do everything in your power. I try and say this especially being so new to my career and already implementing these. It's like do everything you can to promote your mental health at the beginning of your career because we have to do this for a very long time. And I do have those crises quite frequently where I'm like, "No way. I have to do this for 40 more years?" But it's better to take care of yourself now and instill good boundaries so that you're not 30 years in and you feel like you're going to die because work is making you so stressed or whatever.
So that's just my soapbox for the day. We'll get back on topic now. But, finally, beyond time management, what leadership tools or strategies such as Lean Six Sigma or DiSC you find invaluable in aligning teams and assuring they thrive? How can students incorporate them into their own professional toolkit?
Mariel McAlister:
So Lean Six Sigma and DiSC are two of my go-tos. Six Sigma helps me streamline all of my processes and cut out unnecessary steps, making sure that our teams are working efficiently, so I spend a lot of time working on creating efficiencies in our workplace. And then DiSC, on the other hand, helps with understanding personalities, how people communicate, how they prefer to work. So, these tools, the combination of the tools, allow me to get the best out of my team and our teams by aligning tasks with individual strengths.
For students, learning these frameworks early on can be a game changer. They help you see the bigger picture. Whether you're managing a group project or collaborating, dive into your DiSC profile and learn more about yourself. There's a lot of free options out there where you can study your personality type, your communication style. Dive into those things, and know that up front before you jump into the workforce so that you can communicate those needs to the organization that you're going to. Look for ways to apply these thought processes now even in small situations. The more you practice, the more natural they become. That's definitely been the case for me. And these tools aren't just about managing tasks, they're about leading people, which I believe is the key to thriving in any role that you're in the workplace.
Aly Sharp:
So, with these tools, I know you mentioned you use them on your team, but does your company implement them across the organization?
Mariel McAlister:
Yes. Absolutely. We have an internal training process where we actually use a tool called Performance Profiles Indicator, PPI. It helps us understand why people are the way that they are or why they think the way that they do, and how they can communicate across the different types. It's so frustrating when you find somebody and you're like, "Man, we are completely opposite, but we have been put on a team together and we have to figure out a way to make this efficient and not a cumbersome process." And so those tools allow us to go to those individuals and say, "Hey, here's some tips on communicating with Joe," just as an example. "Here's what Joe likes to do, and here's how Joe prefers communication. You keep calling him on the cell phone. And he absolutely hates to talk on the phone. He wants that written communication to know, hey, this is what I expect. Hey, Joe, here's what I need." Right?
Aly Sharp:
Mm-hmm.
Mariel McAlister:
Everybody in their expectations for communication are different. A lot of times, we assume that people will communicate with us the way that we like to be communicated with. Well, how do they know? They're communicating with you the way that they prefer most times.
Aly Sharp:
Yeah, and I will definitely say I'm a full "get it in writing" kind of gal especially because my memory is so horrific. I will probably, after we wrap this call, I'm going to be like, "What did she even say?" It is so bad. Luckily, I can listen to it whenever I want. But there are times where I get out of a meeting and I'm like, "I have to take notes." There's no way, if I don't take notes, if I'm just sitting there or if I'm doing something else on my computer, I'm not going to retain anything.
And so I think that's also where that focus and limiting-distractions thing comes in. You don't need to be checking your email when you're in a meeting. I know it's so hard not to especially with your laptop right in front of you. But I also have colleagues who won't even bring their laptops to meetings. They'll just bring their pen and paper, and they're like, "This is all I need." I'm like, "Maybe I should start doing that." But if I get up and I'm about to finish a task and I'm like, "Oh, shoot, I got to run to a meeting." I'm like, "Oh, I just finished the meeting." What is that? Why do we do that?
Mariel McAlister:
Well, we actually have a policy, if you will. At the beginning of our meetings, if it's an important meeting and we're actually trying to dig into things, we go face down on phones, laptops closed, face down on phones. It limits the ability for something to pop in. Anybody can take an hour out of their day to dedicate to whatever the topic is that you're discussing in that meeting. Right? None of us are so busy that we can't put everything away, turn off the distractions for 30 minutes, an hour, two hours, whatever it is. And so, for us, that's what really helps us especially because, when you pull those teams together, a lot of the folks in the room have different responsibilities. We might have an operations person that has plant responsibility, commercial responsibility, HR, our president, right? And so being on that common ground of, "Hey, we're all here. We're all in. We're all here. We're ready to work," that, too, has a psychological impact when you see that.
Aly Sharp:
Yeah, and I would also say, if it's important enough to have a meeting, you should probably be paying attention because anything can be an email or a direct message, but I think... Wow. I feel like I've learned a lot, and I'm very grateful that I can listen to this podcast after it comes out so I can remind myself of this wonderful conversation especially when I work from home. But thank you so much for joining me today for this conversation. That's going to do it for our episode today.
Mariel McAlister:
Awesome.
Aly Sharp:
This is a reminder for our listeners, that this podcast is approved to provide 0.5 PDCs towards the SHRM-CP or SHRM-SCP recertification. After listening, you may enter this activity ID into your SHRM activity portal. It's 25-QC6TY. Please note, this activity ID will expire on November 12th, 2025.
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