Mergers and acquisitions (M&As) are key growth strategies for many organizations: entering new markets, acquiring new technologies, or leveraging scale and size. Culture is acutely critical during notable changes, such as M&As, which offer an opportunity for a renewed start on culture. When two organizations combine through mergers and acquisitions for economic reasons, it is doubtful that the two cultures will remain precisely the same. Sadly, evidence suggests that 50% to 85% of mergers fail to deliver on shareholder returns despite leadership's best intentions. The two cultures must harmonize to achieve the desired financial goals of the new organization and avoid a clash. Anyone who has endured an M&A knows how stressful it can be for everyone. The clashing of organizational culture is the most cited reason for failure. The leadership challenge is to figure out the best way to manage the formation of a blended new shared culture. Without intervention, it is most likely that a new culture will evolve, and the dominant culture will assimilate or reject members from the other culture. The best method to achieve the goals of the merger or acquisition is to identify the best parts of both cultures and create a new harmonized culture. This article explains the role of culture in M&As, cross-cultural issues, and the proven practices of creating a shared culture intentionally. How to read this white paper This white paper has six sections. All sections are essential to understanding the importance of creating a shared culture. The white paper starts with an explanation of culture and a summary of its role in organizations. It then discusses the challenges and proven steps to harmonize the two cultures. The white paper ends with a discussion of the significant benefits of creating a shared culture and a conclusion. This white paper explains why creating a shared culture when bringing two organizations together is essential. As designed, it presents a clear picture of the organizational culture and, ultimately, a leader’s role in leading culture harmonization for the merger or acquisition. Section 1: Understanding Organizational Culture Culture has been studied for years, resulting in many different models and definitions. Also, if ten employees are asked to define the company culture, there may be ten different answers. The concept of culture is abstract and not well understood. Organizational culture is complicated because it involves individuals, their interactions, teams, and the organization as a whole. A working technical definition of corporate culture is an often hidden shared pattern or system of beliefs, values, and behavioral norms. A simplified working definition of organizational culture is how things get done within the organization when no one is watching. Culture lives in the stories that are passed on from employee to employee. An organization’s culture reflects the various lessons it has learned through its history and incorporates the many behaviors and processes that have developed over time. Often, many elements of an organization’s culture are not visible to its employees. It is comparable to breathing. Breathing is essential to life but controlled unconsciously. Likewise, many elements of culture drop into the background and become automatic. However, highly visible and disruptive events like mergers and acquisitions can make cultural differences striking. Section 2: Understanding the local cultural context Today, many industries and organizations operate on a global scale. Understanding the dynamics of organizational and local cultural context is imperative for leaders in these organizations. Not understanding the impact of local culture on organizational culture can lead to grave miscalculations. Local culture is learned at the beginning stages of childhood and reinforced by local social, spiritual, economic, and education systems. It is held deeply and typically changes slowly over generations. It influences how employees perceive and judge the organization's and leaders' actions. Also, local culture affects employee communication both verbally and nonverbally. Organizational culture does not replace local culture. Therefore, leaders have the opportunity to harmonize local and organizational cultures. Leaders have to be experts in the paradox of local versus organizational culture. Most global organizations face significant issues related to the diversity of employee and customer interactions. One company in the casual dining industry that has navigated some of these issues well holds to company quality standards and values but allows local flexibility on its customer menu. For example, rice is a substitute for fries in Indonesia and roasted pork for hamburgers in Korea. Section 3: The role of culture in organizations Organizational culture impacts everything in business and plays a role at the individual, team, and organizational levels. The following is a short list of some of the critical roles of organizational culture by level: Individual Level Drive and reinforce profitable behaviors among employees. Shape employee interactions in the workplace. A healthy culture promotes employee trust , community, positive competition, and effective leader-follower relationships. Enhance individual commitment to the company within the workplace. Influence the leaders’ leadership style . Team Level Shape the structure, performance, capability, and effectiveness of teams. A healthy culture promotes productive conflict, team member participation, and team engagement. Organization Level Support the brand image with a unique identity to the market. Organizations become known by their culture. Provide policy guidance enabling the organization to bring out the best in each employee. Influence organizational design in support of the vision, mission, strategies, and critical priorities. Section 4: Cross-cultural issues in mergers and acquisitions Many studies have reported that the first reason for merger and acquisition failure is the lack of cultural integration. Even companies with strong organizational cultures may develop into dysfunctional organizational cultures after a merger without actions to harmonize the two cultures. Mergers and acquisitions create volatile, uncertain, complex, and ambiguous environments for those trying to integrate cultures. Additionally, in recent years, the push for a quick return on investments has impacted how cultures are integrated. This push leads to an organizational priority placed on financials, and creating a shared culture takes a back seat to financial needs. Also, as momentum builds, more people become involved, and it becomes more visible and harder to stop. Lack of cultural due diligence is often a problem. Usually, due diligence is conducted by lawyers and experts in finance or accounting rather than experts in understanding and diagnosing culture. Because culture is resilient and implicit, it is not susceptible to change. The staying power of culture is because it feels right and natural; cultural values imposed are opposed and seldom replace existing cultural elements. Employee communication is difficult during mergers and acquisitions. Both organizations struggle to know whom to communicate with and when to communicate, leaving employees in the dark about the merger and acquisition, amplifying the rumor mill, and fear among employees being left out. Communication is a skill that becomes critical for leaders during mergers and acquisitions. Listening becomes more complex as workloads increase. Awareness of employees' concerns and questions is crucial for knowing what to communicate. Employee retention is a challenge during mergers and acquisitions. Negative thoughts and beliefs about the change can result in employees leaving. Uncertainty, lack of job security, questions about leadership credibility and trust, and confusion frustrate employees. The added complexity of the merger and acquisition of the turnover creates distractions, making it harder to get the work done. Also, the turnover contributes to the loss of tribal knowledge about how to get things done. Global mergers and acquisitions can present challenges due to physical distance and time zone differences between employees. Language differences can also become cross-cultural issues in mergers and acquisitions and can create added costs for translations or misunderstandings. Additionally, variations in national culture can further complicate communication. M&A may create a sense of fear among employees because of the anticipated changes and known high failure rate. Perhaps it is the fear of the unknown or the fear of repeating a past failure. Employees from the announcement start to wonder how this change will impact them personally, such as redundancy of their position, changes in reporting structure, changes in responsibilities and their capabilities to meet the changes, and many more factors. Section 5: Proven steps to integrate culture The following are not expectations of a panacea that will guarantee success but practical and proven steps and tools a leader can take to face the challenges of cultural issues in mergers and acquisitions. The key is to engage in efforts to create a shared culture early in the merger and acquisition process rather than waiting for a culture clash to occur. Changing culture requires much more than creating and communicating a new company's catchphrase, vision, and mission statement. Successful mergers and acquisitions require more than integrating policies, organization charts, and systems that often get the most attention. Strategies need to include CEO sponsorship, reinforcement, communication, and specific action plans. Proactive and transparent communication can help build trust. A frequently asked question (FAQ) document to communicate answers to questions employees might have in advance of them being asked can help reduce fears and rumors. Creating a shared culture requires lots of involvement, input, ideas, teamwork, and commitment to take place. Culture During Mergers and Acquisitions The merger and acquisition process has three phases. First, the organization identifies a growth strategy in the pre-combination phase, and potential targets are selected. Due diligence begins, the executives negotiate the deal, and then it is legally approved by shareholders and regulators. Second, in the combination phase, action plans start to combine both companies. Third, in the post-combination phase, the shared culture begins to form and settle in. Creating a shared culture in mergers and acquisitions begins with the pre-combination phase to review potential targets and conduct due diligence. Once the company has selected a target for merger or acquisition, then the target’s culture should be discussed. Be discrete during the due diligence to allow for analysis. If not already defined, it is a good practice to assess the current state of the culture and identify the company’s strengths and weaknesses. Potential targets should be reviewed for known elements of the target’s external culture. Consider the target’s ability to adapt by evaluating their perceived customer focus, change resilience, mission, and vision. Also, it is vital to establish cultural goals along with economic growth goals. In the due diligence stage, creating the desired end state for the culture is critical. It is a target, not an absolute. Through the M&A, there may be issues or opportunities, and the goal is to adapt as they arise. While there are many ways to define the end state (see Defining the End State figure below), ranging from using one culture or another or transforming a new culture, perhaps the best option is to utilize the best of both companies, achieving synergy through harmonization. Blending the best of both cultures is often the most successful. Anticipate that most people will initially respond to the merger or acquisition with concern. During the pre-combination phase of the merger or acquisition, it is an excellent practice to be confidential with a small team to allow for as much work as possible before both organizations find out. More work done in advance allows for a quicker response and minimizes employee turnover risk. Expect that the process of working toward a shared culture will take time. Plan on the creation of a shared culture to take at least a year. Establishing a new culture is like pouring cement; it takes time to cure completely. Even after the initial work is done, do not let up. Don’t walk away. Define the End State Figure adapted from Marks, M. L., & Mirvis, P. H. (2011). A framework for the role of the human resource in managing culture in mergers and acquisitions. Human Resource Management, 50(6), 859-877. Conducting a current-state culture assessment of the newly merged or acquired company is essential during the merger or acquisition's combination phase. Do not accept comments that the two companies are exactly alike. The evaluation will surface strengths and weaknesses and identify any possible subcultures or areas of opportunity. Taking the time to assess both cultures allows for a better definition of the culture and behaviors necessary for teamwork and optimal performance. Engage in a discussion to create a shared understanding of the evaluation results and to discuss the implications of the current culture. This discussion helps clarify an approach to creating a shared culture. Next, choose what to harmonize, gaining agreement on keeping the best of both and focusing the efforts on areas with the most significant business impact. Lastly, create action plans to move the shared culture forward by prioritizing and developing specific action plans. It is essential to anticipate and plan for likely reactions from both companies’ employees. What leaders reinforce, either from positive reward and recognition or negative threats and punishment, will be done. Leaders at all levels play a vital role in the success of the M&A. When creating action plans, utilize the following primary and secondary actions and tools for leaders to embed the new culture : Primary Actions and Tools Pay attention to metrics that matter and provide regular updates Respond to organizational crises Resource allocation Training and development Rewards and recognition Selection, promotions, and terminations Manage change Secondary Actions and Tools Organization design Policies and procedures Rituals and events Workspaces Traditions and stories Vision and mission statements Remember that resistance is almost guaranteed with mergers and acquisitions, even when perceived as desirable. The disruption from resistance can derail or delay action plans. Make plans to respond to disruptions and quickly respond to questions, concerns, or rumors that surface from employees. During the post-combination phase of the merger or acquisition, sustaining the efforts to create a shared culture is crucial. A culture assessment should be repeated to measure the progress made in this process. The assessment results can also be used to develop new action plans to support and shift to the new shared culture and connect culture back to the economic goals of the merger or acquisition. Section 6: The benefits of creating a shared culture Mergers and acquisitions continue to be widespread forms of corporate economic growth strategies. The two years of 2020 and 2021 demonstrated that M&A activity is highly resilient and rebounds quickly from setbacks. In 2021, the overall value of worldwide mergers and acquisitions in business amounted to almost six trillion dollars . In 2023, the total deal value of global mergers and acquisitions (M&A) was $3.2 trillion. According to Forbes, financially successful companies have identified organizational culture as a critical factor in their success. Empirical evidence has also highlighted the importance of organizational culture in organizational performance. Ultimately, every organizational result is the direct contribution of an employee. In addition to organizational outcomes, research has linked culture to employee morale, commitment, health, productivity, and well-being. Conclusion Most mergers and acquisitions (50-85%) fail to be successful. So why do organizations pursue them? If successful, mergers and acquisitions can lead to tremendous organizational growth. Creating a shared culture is the best method for achieving merger and acquisition success. The proven actions and tools leaders can use to harmonize both cultures and avoid culture clashes outlined in this article do not guarantee success. Best practices are to consider the culture and take action at each phase of the merger or acquisition from pre-combination to post-combination. References Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (Third ed.). Doolittle, J. (2023). Life-Changing Leadership Habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Heffernan, M. (2012). Why Mergers Fail. Marks, M. L., & Mirvis, P. H. (2011). A framework for the human resources role in managing culture in mergers and acquisitions. Human Resource Management, 50(6), 859-877. M&A Community. (2024). Mergers and acquisitions examples: Major deals from the past seven years. Schein, E. H., & Schein, P. (2016). Organizational culture and leadership, 5th edition (5th ed.) John Wiley & Sons.

Have you ever wrestled with the idea of being vulnerable in a conversation? Regardless of leadership level or amount of experience, most leaders struggle with the tension of being vulnerable or not. In difficult conversations, followers want to know you care about them. But concerns about managing perceptions often keep leaders from showing vulnerability. And when a leader is guarded in a difficult conversation, it promotes distrust. Although leaders are expected to convey an image of competence, confidence, and power, followers already know you are not perfect. Leaders have to learn to be comfortable without having all the information they want or need in difficult conversations. Being vulnerable requires courage and produces trust. If you find yourself accidentally avoiding vulnerability in difficult conversations, here are five proven strategies that will move you closer to your goal. Why Leadership Vulnerability Matters in the Workplace In a fast-paced digital workplace, leaders need empowered followers to take charge. But taking charge in a crisis can be risky. However, a recent study revealed that only 30% of employees see a reason to say something when they see something is wrong, and only 30% believe their opinion counts. Vulnerability in the workplace is found to enhance: trust collaboration innovation employee retention psychological safety and a feeling of connection that improves the quality of leader-follower relationships and employee performance The Power of Vulnerability As a leader, vulnerability involves taking risks that might end in failure or create the best of what might be in the organization. Often, the word "weakness" is considered a synonym for vulnerability. However, being vulnerable as a leader takes strong leadership and creates a significant amount of leadership power, confidence, and influence. Vulnerability is a courageous choice. In this short video, Simon Sinek expands on the tension leaders face and how to show vulnerability in the workplace as a leader. Leaning into vulnerability in a difficult conversation is best modeled by leaders first. When leaders model vulnerability in a conversation, it establishes trust and safety for followers. A display of vulnerability by the leader encourages followers, in turn, to take risks by being vulnerable. Vulnerability given is vulnerability received, leading to improved communication, productivity, and relationships. Followers want to see that their leader cares for them and is open to learning. Here is a Ted Talk by Brene Brown discussing The Power of Vulnerability: A re You Being Vulnerable in Difficult Conversations? To identify your tendency—to be vulnerable in difficult conversations —take the following free five-question quiz and receive your vulnerability leadership score. If you'd like to level up your leadership vulnerability after completing this quiz, consider asking others to give you feedback on how vulnerable you are in difficult conversations using these same questions. How to Be Vulnerable in a Difficult Conversation While there is no one complete checklist of actions you can take to show vulnerability. The following five s trategies are compiled from proven research on mastering difficult conversations: Vulnerability Strategy #1: Be transparent Keep the conversation open and genuine. This does not mean sharing personal secrets. It means metaphorically that you invite those you are speaking with into the front door of your house rather than making them stand on the doorstep and talk with you from behind your screen door of image management. Being transparent pertains to both the logical rationale aspects of the conversation and your feelings about the other person and the conversation. Keeping the conversation open and genuine is essential for fostering meaningful connections and building trust. When we talk about openness, it goes beyond just the words we speak; it encompasses a willingness to share thoughts, ideas, and emotions authentically. This authenticity is not about revealing deeply personal secrets but rather about being real and vulnerable in a way that invites others to do the same. Imagine a conversation as a doorway to your inner world. By keeping it open, you allow others to step inside and see a more authentic version of yourself. This openness creates a space for genuine interactions, free from the constraints of image management and superficiality. It's about inviting others into your metaphorical house, where they can see the real you, rather than keeping them at a distance behind the facade of a screen door. Transparency in communication involves not only conveying the logical aspects of your thoughts but also sharing your emotional responses honestly. It means being open about your feelings towards the other person and the topic of conversation. By being transparent, you create a foundation of trust and understanding that can lead to more meaningful and fulfilling interactions. Vulnerability Strategy #2: Put others first Entering a difficult conversation with the sole intention of coming out as the victor or providing the perfect answer often results in a breakdown of effective communication. It is crucial to realize that prioritizing the needs and perspectives of others does not diminish your own value or importance. Rather, it reflects a deep sense of empathy and respect for the individuals involved. By approaching such conversations with a genuine desire to comprehend the other person's viewpoint before asserting your own, you create a foundation for meaningful dialogue and mutual understanding. Actively listening to their words, emotions, and underlying concerns allows you to identify their true needs and concerns, fostering a more productive and harmonious exchange of ideas. Vulnerability Strategy #3: Demonstrate selfless love Selfless love, as the act of willing the good of another person, encompasses a profound sense of altruism and care that goes beyond mere words. Embodying selfless love in challenging conversations requires a deep level of self-awareness. This self-awareness enables individuals to approach interactions with clarity, understanding their own emotions, biases, and intentions, thus fostering a more authentic and empathetic exchange. In the realm of difficult conversations, the essence of selfless love shines through in the form of empathy and compassion. Empathy plays a crucial role in fostering genuine connections by allowing individuals to truly listen and comprehend the emotions and perspectives of others. Through empathy, one can bridge the gap of understanding and create a space for mutual respect and dialogue. Compassion, another pillar of selfless love, propels individuals to take meaningful actions that benefit others. In the context of challenging discussions, compassion motivates individuals to prioritize the well-being and feelings of the other person, steering the conversation toward a more constructive and positive outcome. By acting with compassion, individuals demonstrate a genuine commitment to the welfare and growth of those they engage with, fostering trust and fostering deeper connections. Vulnerability Strategy #4: Take action Difficult conversations can have significant repercussions if left unaddressed. The cost of neglecting such conversations extends beyond just the immediate situation and can impact relationships, team dynamics, and even personal well-being. When approaching a difficult conversation, it is crucial to consider various aspects such as the nature of the issue (what), the appropriate setting for the discussion (where), the manner in which it will be approached (how), and the timing of the conversation (when). Achieving a balance between thorough preparation and timely action is essential. While it is important to gather relevant information and plan for the discussion, excessive preparation can sometimes lead to a state of inertia where the conversation is continuously postponed in anticipation of more data or a better moment. This tendency towards procrastination can hinder progress and allow the issue to escalate further. By acknowledging the importance of addressing difficult conversations promptly and thoughtfully, individuals can navigate such situations more effectively. Proactive communication, coupled with a willingness to engage in uncomfortable discussions, can lead to resolutions that are constructive and beneficial for all parties involved. It is through these challenging conversations that growth, understanding, and stronger relationships can emerge. Vulnerability Strategy #5: Ask for feedback Vulnerability is a profound aspect of human experience that involves acknowledging one's weaknesses and limitations, yet also signifies a willingness to learn and grow. It is the courage to expose oneself to the uncertainties and risks that come with opening up to new perspectives and insights. When we find ourselves in challenging conversations where feedback is crucial, it is important to approach them with a sense of humility and openness. Seeking feedback should be seen as a valuable gift that can provide us with valuable insights and opportunities for personal development. In such situations, it is essential to recognize that effective communication is a two-way street. Listening attentively to the feedback being provided is just as important as expressing your own thoughts and feelings. By being receptive to what others have to say, we create a space for meaningful dialogue and mutual understanding to take place. When delivering difficult messages that may be met with resistance or discomfort, it is advisable to be direct and concise in your communication. By clearly articulating your message and offering to discuss it further at a later time, you allow the other person the opportunity to process the information at their own pace. This approach enables them to engage with the message both intellectually and emotionally, fostering a more constructive and empathetic exchange of ideas. Key Summary Points: Regardless of leadership level or amount of experience, all leaders struggle with the tension of being vulnerable or not. Leadership vulnerability involves the willingness to take risks that might end in failure or create the best of what might be in the organization. Vulnerability is a courageous choice. When leaders model vulnerability in a conversation, it establishes trust and safety for followers. Be transparent, put followers first, demonstrate selfless love, take action, and ask for feedback. What is your leadership vulnerability challenge? References: Edelman. (2023). Edelman trust barometer: Navigating a polarized world. Grenny, J., Patterson, K., McMillan, R., Switzler, A., & Gregory, E. (2021). Crucial conversations . McGraw-Hill Education. Patterson, K., (2005). Crucial confrontations: Tools for resolving broken promises, violated expectations, and bad behavior. McGraw-Hill. TEDTalks: Brene Brown—The power of vulnerability (2010). TED.

What sets a data-driven organization apart? Evidence suggests better revenue and customer value. Data-driven organizations are better equipped to make decisions and take the right actions. Today's generative AI is driving a data revolution. Recent evidence suggests that the percentage of data-driven organizations has recently doubled, an increase greater than at any time before. But, unlocking the full potential of what is possible with data analytics requires a talent strategy tightly aligned with your company's strategy. Executives with the right analytics infrastructure and the right talent in the right place have a significant competitive advantage. To avoid falling behind and making costly mistakes, here are two essential talent strategy steps you need to take now. Talent Strategy Step #1: Identify the right analytical skill sets After establishing your data analytics strategy that is tightly aligned with the organization's mission and culture, you need to determine the roles and the knowledge, skills, and abilities of the talent most critical to meeting the needs. Analytical skills include more than the obvious need for technical competence with applications for modeling, forecasting, and statistical analysis, such as SPSS, R, and Python. Analytical skill sets also need to include: negotiating consulting communication developing others quantitative analysis Also, organizations need analytical leadership at every level, not just in the CTO or IT department. In data-driven organizations, leaders need to: Develop the analytical capabilities of your team Set strategy with analytic performance metrics Seek out and exploit quick wins for analytics Possess a passion for data analytics Take a long-term view of analytics Grow their analytical networks Work across the business Leaders and employees with the right skills are shaping the future of the workplace. There is a high demand for employees with data analytics skills, and it is very challenging to source, recruit, and retain those who possess these analytical attributes. The World Economic Forum suggests that as technology utilization increases, the in-demand skills across jobs will continue to shift over the next five to ten years. The table below shows the expected employee skills from 2015 to 2030. Having the right talent strategy begins with getting clear on the analytical skills your organization needs to support its culture and data analytics strategy so you can effectively source and develop the best and most creative talent. Talent Strategy Step #2: Align your analytical organization An organization's culture and having enough of the right talent with the right skills in the right places is essential. Architecting culture is an essential activity for leaders. Having an analytical orientation within the organization's culture is vital to building a successful analytical organization. An organization's perceived value associated with analytics directly influences decisions on the best way to align analytical resources across the business. The following are six high-impact and low-cost culture levers leaders can pull to build an analytical cutlure orientation. Cutlure Lever #1 : What leaders pay attention to regularly. This is one of the most potent mechanisms every leader has in your company. What leaders choose to measure, reward, and control matters, and the opposite is also true. For example, a great starting point is to ask leaders what data they use to make decisions. By asking the question, you reinforce the importance of data-driven decision-making. Culture Lever #2 : How leaders react to critical incidents. Much can be revealed when a business or a leader faces a significant challenge. Mike Tyson said, "Everyone has a plan 'til they get punched in the face." These crucible moments in business are like a refining fire. It is the heightened emotional intensity that increases individual and organizational learning. Culture Lever #3 : How leaders allocate resources and control costs. Budgets reveal a lot about the organization's assumptions and beliefs. Resources include physical assets such as equipment, tools, and human resources. What gets resourced gets reinforced. Leaders should consider what tools and resources employees have available for data analytics. Culture Lever #4 : Deliberate role modeling and training. How  leaders act and behave outside of training is more significant than what is said or demonstrated within leadership development events . Leaders looking to build an analytical cultural orientation would benefit by explaining to and showing the organization how they use data to make decisions on a routine basis. Culture Lever #5 : How leaders allocate rewards. Rewards and recognition come in many different forms. Also, what is considered a reward varies from person to person. What gets rewarded, how it gets rewarded, and what does not reinforce organizational culture. There are tangible rewards and social rewards. Simply saying thank you for presenting a decision using data analytics is a social reward. Culture Lever #6 : How leaders recruit, promote, and excommunicate.   Who gets hired, promoted, and fired , and for what creates and reinforces organizational culture. Talent management decisions can be viewed as a more subtle nuance to culture change because decisions are influenced by explicitly stated criteria and unstated value priorities. A leader looking to influence an analytical cultural orientation would benefit from assessing the skill sets needed within the organization and then hiring based on those skills. Having a critical mass of analytical talent across the organization creates a tipping point. The following is a simple tool you can use to perform an organizational evaluation. You can then use the results of this evaluation to set hiring, development, and succession planning activities in support of your strategy. The evaluation involves counting the number of analytical talent resources across your organization and assessing their depth of analytical capability within three categories of tasks: Level 1: capable of workbench, standard reports, and alerts Level 2: capable of multidimensional analysis, analytical applications, and data visualization Level 3: capable of what-if planning, predictive modeling, and statistical analysis Note: This example is adapted from Davenport et al. (2010). It uses a talent competence scale rating from basic to advanced. Once you can visualize the organization's analytical talent structure, capacity, and capability, leveraging talent strengths and addressing opportunities is easier. The organizational design challenge is placing the analytical resources close enough to the business to focus on the most critical initiatives while still enabling mutual learning across the analytical resources. This organizational design decision needs to consider the organization's analytical culture orientation and maturity. References: Abina, A., Salaj, A., Cestnik, B., Karalič, A., Ogrinc, M., Lukman, R., & Zidansek, A. (2024). Challenging 21st-Century Competencies for STEM Students: Companies’ Vision in Slovenia and Norway in the Light of Global Initiatives for Competencies Development. Sustainability. 16. 1295. 10.3390/su16031295. Bughin, J., Hazan, E., Lund, S., Daholstrom, P., Wiesinger, A., & Subramaniam, A. (2018, May 23). Skill shift: Automation and the future of the workforce. McKinsey Global Institute. Davenport, T. H., Harris, J. G., & Morison, R. (2010). Analytics at work: Smarter decisions, better results . Harvard Business Press. MA. Deloitte. (2019). Deloitte survey: Analytics and data-driven culture help companies outperform business goals in the age of with’. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Grossman, R. L., & Siegel, K. P. (2014). Organizational models for big data and analytics. Journal of Organization Design (Aarhus), 3 (1), 20-25. Indeed.com. (2020, November 23). Analytical skills: definitions and examples. Indeed Career Guide. Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). Jossey-Bass. Tambe, P. (2014). Big data investment, skills, and firm value. Management Science, 60 (6), 1452-1469. Wallace, D. (2022). How Data Maturity and Product Analytics Improve Digital Experiences and Business Outcomes. IDC Research.

Our world has changed, and the hybrid workplace with work-from-home opportunities is part of a new normal. For many of us, going to the "office" has taken on a new meaning. Companies that require employees to be on-site full-time are finding it harder to hire employees as competitors are offering flexibility. Technology enables individuals and teams to work collaboratively remotely. There is no need to ask if you should use virtual coaching. Instead, a better question is, how can you develop quality coaching relationships through technology? A quick Google search on the effectiveness of virtual coaching makes it appear as if virtual coaching is just as effective as face-to-face coaching. However, most of those articles are authored by virtual coaching organizations using their data. Here is what peer-reviewed research contributes to the discussion on the effectiveness of virtual coaching. What is virtual coaching? Virtual coaching is often used interchangeably with e-coaching, distance coaching, online coaching, and remote coaching. Like in-person coaching, there is a general lack of consensus on its meaning. Virtual coaching is a technology-facilitated partnership between a coach and client to maximize the clients' personal and professional potential. Virtual coaching can include asynchronous communications, such as email and text messaging through a virtual coaching app, and synchronous such as voice and video communications, that provide immediate feedback with a coach. Asynchronous - means not existing or happening at the same time Synchronous - means existing or occurring at the same time Independent researchers have concluded that, like in-person coaching , virtual coaching improves learning, goal achievement, and work-life balance. Evidence suggests that the primary benefits of virtual coaching are added convenience, service, and support over traditional face-to-face coaching. Virtual Coaching Benefit #1: Accessibility Accessibility is likely one of the most significant benefits associated with virtual coaching, especially for global organizations and times when offices need to close. Technology enables the coach and client to connect, whether in different places within the same building or worldwide. Also, a digital environment improves access to tools supporting goal setting, coaching preparation, and progress tracking. Virtual Coaching Benefit #2: Availability Virtual technology platforms enable the coach to be brought into just-in-time and rapid-response situations or situations like cross-cultural coaching goals. Also, both the coach and client benefit from the flexibility and administrative ease in scheduling. Virtual Coaching Benefit #3: Affordability You have probably heard it said that time is money. Affordability improves through reduced travel and associated time out of the office costs. Although these benefits are very advantageous, the research does not support replacing face-to-face coaching with virtual coaching. In reality, in-person and virtual coaching have pros and cons. What are the top challenges with virtual coaching? It probably goes without needing scientific research to recognize that face-to-face communication is the most effective medium of communication. In reality, many people have some hesitation or even resistance to using virtual coaching. Numerous studies have shown that different mediums of communication have varying degrees of effectiveness in supporting in-the-moment feedback, information sharing, communication cues, emotions, and customization of the message. Although evidence suggests that the challenges with the lack of multiple cues and sharing emotions could be moderated by a skilled virtual coach, it is best to look at each client's situation and needs uniquely rather than a one size fits all strategy. A key is assessing the coaching situation and context to determine the best use for virtual coaching. How to know if you are a good fit for virtual coaching Virtual coaching is not for everyone and is not a fit for every coaching goal. So how do you know if it is a good fit for you? Coaching clients using virtual coaching need to have the competence and confidence to be coached in a digital environment. Research indicates that virtual coaching requires a more significant commitment and accountability from the client. It is also best if you are self-confident with the use of the virtual coaching platform. Your personality plays a role in whether virtual coaching is a good fit. Multiple studies conclude that clients with a higher degree of extroversion have stronger preferences and success with face-to-face coaching versus virtual coaching. Your environment moderates the effectiveness of virtual coaching. Having a location free from distractions, dogs barking, and the temptation of multitasking improves coaching effectiveness. It is important to take an honest assessment of your motivation, desire, confidence, competence, access to technology, and environment to understand if you are a good fit for virtual coaching. Here is a free quiz you can use to help you discover if you are a good fit for virtual coaching. What makes for an excellent virtual coach? Coaching does not have to be face-to-face to be personalized and effective. Evidence suggests that virtual coaching and face-to-face coaching are equally effective when it's a good fit for you and the coach. Here are a few of the attributes you should consider when hiring a virtual coach: Virtual Coach Attribute #1: Qualification A good virtual coach is a trained and qualified coach. Coaching is a skill, and the International Coaching Federation ( ICF ) is a globally recognized association with evidence-based competency and code of ethics certification requirements. Virtual Coach Attribute #2: Education What the coach knows matters. Evidence suggests that an academic background in a field like psychology enhances executive coaching outcomes such as the client's self-awareness and leadership performance. Virtual Coach Attribute #3: Virtual Technology Competence Just like your fit matters, the technical competence of the coach moderates the effectiveness of virtual coaching. An excellent virtual coach has the ability to: Operate the tools and functions of collaborative technology. Effectively interact to perform a task or solve a problem using technology. Manage and provide support on how to use the technology and interact effectively. Select and organize virtual tools in a way that optimizes interaction and best supports activity management. The ability to dynamically design the environment based on emerging collaborative and cognitive requirements. References: Ahrend, G., Diamond, F., & Webber, P. G. (2010). Virtual coaching: Using technology to boost performance. Chief Learning Officer, 9,44–47. Berry, R. M., Ashby, J. S., Gnilka, P. B., & Matheny, K. B. (2011). A comparison of face-to-face and distance coaching practices: Coaches’ perceptions of the role of working alliance in problem resolution. Consulting Psychology Journal: Practice and Research, 63, 243–253. Charbonneau, M.A (2002). Participant self-perception about the cause of behavior change from a program of executive coaching. Unpublished doctoral dissertation, Alliant International University, Los Angeles, CA. Cornelius, C., Schumann, G., & Boos, M. (2009). Time and goal-management for junior researchers: Evaluation of online coaching. Organisationsberatung, Supervision, Coaching, 16, 54–65. Frazee, R.V. (2008). E-coaching in organizations. A study of features, practices, and determinants of use. Unpublished doctoral dissertation, San Diego University, USA Ghods, N. (2009). Distance coaching: The relationship between coach-client relationship, client satisfaction, and coaching outcomes. Unpublished doctoral dissertation, San Diego University, USA Hamilton, B. A., & Scandura, T. A. (2003). Implications for organizational learning and development in a wired world. Organizational Dynamics, 31 (4), 388–402. Hernez-Broome, G., Boyce, L. A., & Ely, K. (2009). The coaching relationship: A glimpse into the black box of coaching. In L. A. Boyce & G. Hernez-Broome (Chair), The client-coach relationship: Examining a critical component of successful coaching. Symposium conducted at the 24th Annual Conference of the Society for Industrial and Organizational Psychology, New Orleans, LA. Hernez-Broome, G. & Boyce, L.A. (2010). Advancing Executive Coaching : Setting the Course for Successful Leadership Coaching , edited by Gina Hernez-Broome, and Lisa A. Boyce, Center for Creative Leadership. Hubschman, B. G. (1996). The effect of mentoring electronic mail on student achievement and attitudes in a graduate course in education research (Doctoral dissertation, Florida International University, 1996). Dissertation Abstracts International, 57–08A , 3417. Newberry, B. (2001). Raising student social presence in online classes. World Conference on the WWW and Internet Proceedings, Orlando, FL: ED466611, 2–7. Pascal, A., Sass, M., & Gregory, J. B. (2015, January 12). I’m Only Human: The Role of Technology in Coaching. Consulting Psychology Journal: Practice and Research. Advance online publication. Sitkin, S., Sutcliffe, K., & Barrios -Choplin, J. (1992). A dual-capacity model of communication media choice in organizations. Human Communication Research, 18 (4), 563–598. Ting, S., & Hart, E. W. (2004). Formal coaching. In C. D. McCauley & E. Van Velsor (Eds.), The Center for Creative Leadership handbook of leadership development (pp. 116–150), San Francisco: Jossey-Bass. Trevino, L., Lengel R., & Daft R. (1987). Media symbolism, media richness, and media choice in organizations. Communications Research, 14 (5), 553–574. Wang, L., & Wentling, T. L. (2001, February–March). The relationship between distance coaching and the transfer of training. Paper presented at the Academy of Human Resource Development, Tulsa, OK.

Strong character is foundational to outstanding leadership. No amount of education, experience, persuasiveness, charm, or results can make up for a leader's lack of character strength. Now and then, you hear about a leader failing big due to a lack of character. This principle was brought into sharp focus on an investigative podcast. It was about the rise and fall of a large, rapidly growing multi-million dollar non-profit. In six weeks, it went from being the third most prominent organization in its segment with $31MM in assets to not existing. How is it possible? At the heart of this question is why character trumps charisma. Here is what you need to know about charismatic leadership and a character strength that can supercharge your ability to perform. Why Leadership Character Matters A leader's knowledge, skills, and attributes define what should be done in a given situation, but the leader's character governs what will be do ne . In a study of executive leaders and their organizations over two years, CEOs who scored high on aspects of character had an average return on assets (ROA) of 9.35%, in contrast to CEOs with low ratings who had a ROA of 1.93%. Leadership character is shown to align the leader-follower relationship, increasing both leader and follower productivity, effectiveness, and creativity. Leadership character is vital in unifying a team and creating team cohesion. Followers actively support a leader who is effective and ethical and actively oppose a leader who is ineffective and unethical. What is charismatic leadership? Charismatic leaders can bring about tremendous positive change and unleash destruction on an organization. When discussing leadership and charismatic leaders, Martin Luther King, Jr. and Churchill are often brought up as examples of having positively impacted the world. If the conversation goes on long enough, examples of leaders and events like the murder of millions of people by Stalin and Hitler are used as sad reminders of the potential dark side of charismatic leaders. “Charisma can make a person stand out for a moment, but character sets a person apart for a lifetime .” – John C. Maxwell The charisma of charismatic leaders doesn't come from a place of positional power but from the perceptions followers hold of the leader. Charismatic leadership creates immense inspiration and dedication within followers to give extra effort. Charismatic leadership is influence applied to a follower's emotional involvement and commitment. Charismatic leaders tend to emerge from difficult times, offering solutions and hope. Their early successes, combined with a strong sense of self-confidence, assertiveness, and ambition, create the perception of extraordinary in the eyes of their followers. Charismatic leaders also tend to be polarizing, creating loyal followers or enemies. The strong sense of awe among followers tends to limit new ideas and critical feedback given to the leader. Charismatic leaders tend to take all the credit for success and blame others when things go wrong, alienating those who need help. This all-eyes-on-me approach creates enemies when the leader lacks a moral compass or strays too far from cultural norms . Charismatic leaders are skilled communicators and able to connect with followers on a deep, emotional level. Here is a speech from Winston Churchill, best known for being the prime minister of England during World War ll. What is leadership character strength? Leadership character is often taken for granted and considered hard to define and measure. Good leadership habits involve a combination of competence, commitment to challenging work, and character. Character is commonly described as a unique combination of personal traits, beliefs, and habits that motivate and guide how you relate to others. Having character strength is doing the right thing, for the right motives, and with the right feelings. Often, decisions between right and wrong are reactions made without contemplation because they come from our values, worldview, and past experiences. “Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate, only love can do that.” Martin Luther King, Jr. Our history, even as children, shapes our perception of the right thing. Our family, friends, religious leaders, and our community reinforce our morality. Universal leadership character principles include: Integrity – Being honest, acting consistently with principles, standing up for what is right, and keeping promises. Responsibility – Owning personal decisions, admitting mistakes, and showing concern for the common good. Forgiveness – Letting go of self and others' mistakes, focused on what is right versus only what is wrong. Compassion – Empathizing with others, empowering others , actively caring for others, and committing to others' growth. A leader's character influences both individual and organizational performance. Character determines how competencies are applied, shaping how decisions get implemented. Here is a short discussion with Simon Sinek and retired Navy Seal Commander Rich Diviney about the importance of character and how to measure a person's character. Conclusion: Why Character Trumps Charisma Charismatic leadership is powerful, creating immense inspiration and dedication within followers to go the extra mile. However, it can unleash destruction on an organization when moral character is absent within the leader. If you are curious about the podcast that inspired this article, it was The Rise and Fall of Mars Hill. At the root of this story was an influential and domineering leader with a weak character. Leadership power was the drug that produced a domineering and influential leader who achieved great success by the numbers but, in the end, also a culture of toxicity and an organizational disaster. Leadership character strength is doing the right thing, for the right motives, and with the right emotions. Great leaders are influential and take responsibility for their followers and the business. They dare to make personal sacrifices so others can gain. Are you relying more on your character or charisma to lead? References: Badaracco, J. (1997). Defining moments: When managers must choose between right and right. Harvard Business School Press. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Kiel, F. (2015). Return on character: The real reason leaders and their companies win. Harvard Business Review Press. Sosik, J. & Jung, D. (2018). Full range leadership development; Pathways for people, profit, and planet. Routledge.

Calling yourself a leader is easy. It’s leading in ways that others feel included, are able to take risks, and speak up without fear that it is hard. A recent McKinsey global survey makes this truth glaringly obvious. Evidence suggests that most leaders believe their workplace is psychologically safe. However, only 43% of employees indicate a positive team climate at work, only 30% see a reason to say something when they see something is wrong, and only 30% believe their opinion counts. Some leaders are more prepared to challenge their assumptions and accept this reality than others. In a fast-paced digital workplace, leaders accept silence and high employee turnover on their team as variables outside their direct influence. And, of course, the workplace is volatile and complex. Leaders must stay laser-focused on delivering results and being responsive or risk falling behind. But a daily focus on what is urgent and important traps leaders in bad habits that rarely pay off. Here is a survey to measure the level of psychological safety on your team and five actions to battle the myth of a psychologically safe workplace. Benefits of a psychologically safe workplace We all share a need to belong. Psychological safety is a condition when you feel included, able to learn, contribute, and provide critical feedback without fear of being embarrassed, excluded, or penalized. There are four levels of psychological safety: Psychological Safety Level #1 Inclusion Safety. We are constantly dividing the world between them and us. Inclusion safety creates a shared identity so that others are viewed as being in the same group. Psychological Safety Level #2 Learner Safety. This is feeling safe enough to experiment, ask questions, and fail as part of the learning process. Psychological Safety Level #3 Contributor Safety. Is participating as an active, full-fledged member of the team supported by autonomy and encouragement. Psychological Safety Level #4 Challenger Safety. This is the last stage at which others can provide constructive criticism and engage in productive conflict without fear of exclusion or retaliation. It is the stage at which individuals can innovate. Evidence suggests that psychological safety leads to reduced costs and increased profitability from: Increased innovation and quicker time-to-market Ability to learn from mistakes and increased efficiency Increased health and safety reporting and decreased risk Higher employee engagement and lower employee turnover and absenteeism Improved company brand reputation and ability to recruit Psychological Safety Myth Buster #1: Gain Perspective If you don’t know where you are going, any road will get you there. While the most important action is taking the first step toward improvement, creating a burning platform for change provides the motivation to take the first step. A great way to gain perspective into psychological safety is by getting curious. You can use the following questions in a one-to-one meeting or as an anonymous pulse survey with a team. I would suggest asking for responses in the form of a rating scale versus simply yes or no. Q1. I feel a sense of belonging within my team. Q2. I am myself at work. Q3. I am comfortable asking my leader about my work. Q4. I am comfortable asking my peers for help when needed. Q5. I offer advice to my peers. Q6. I go above and beyond my job expectations. Q7. I am comfortable suggesting ways of getting work done better. Q8. I speak up without fear of retaliation. Psychological Safety Myth Buster #2: Embrace Vulnerability There is no one complete checklist of actions that leaders can take to show vulnerability in every situation. However, you can use the following behaviors derived from research and a short survey to determine your tendency to be vulnerable in difficult conversations. Being yourself in difficult conversations. Being transparent in conversations. Taking risks and accepting uncertainty in difficult conversations. Share your emotions with others in difficult conversations. In this short video, Simon Sinek expands on the tension leaders face and how to show vulnerability in the workplace as a leader. Psychological Safety Myth Buster #3: Express Appreciation Expressing appreciation is a positive consequence and builds psychological safety. The following tips will help you get off to a great start with recognition and avoid costly mistakes: Effective recognition is connected to profitable behaviors and is specific about what is praised. Don't recognize the ordinary, so when you appreciate the excellent, it is meaningful. The golden rule does not apply, so consider the platinum rule: do unto others as they would want to be done unto them. An excellent way to get to know how someone feels about recognition is to listen and observe what they like doing with their time away from work. Rewarding the wrong behavior can have unintended consequences. For example, a distribution company rewarded employees for on-time performance and inadvertently encouraged risk-taking and unsafe practices. The leadership of an organization was pleased that the number of employees with active development plans had increased until an audit revealed that only 20% were well-written plans. Start each day by focusing on an area of your business. Keep a list of when you find excellent performance and recognize an employee to track your progress. Effectively using employee recognition brings out the best in employees and boosts retention and psychological safety. Psychological Safety Myth Buster Activity #4: Participatory Decision-Making How you make decisions moderates the degree of psychological safety on your team. The key is to use the appropriate decision-making style for the situation. Recognizing that the more participatory decision-making styles you can use will build psychological safety. The model consists of 5 different styles, each with different levels of leader involvement. As you move down the list, employee involvement grows, and leader involvement diminishes. Decide/Command: The leader makes the decision without consultation. Consult Individually: The leader makes the decision after obtaining advice and involvement from an individual who has relevant knowledge or who is a key stakeholder. Consult Group: The leader makes the decision after obtaining advice and involvement from others who have relevant knowledge or will be impacted by the decision. Facilitate: A decision is made by the group, with the leader directly facilitating the process. Delegate: A decision is made by the group without directly involving the leader in the decision process. Psychological Safety Myth Buster Activity #5: Avoid Blame Leaders who are willing to learn and avoid blame listen well. Here are some phrases you can use that will either keep the conversation going positively or likely kill psychological safety. Positive Phrases: Keep talking Keep going I am glad you brought that up How can we build on that That’s an interesting idea Let's try it Conversation Killers: The problem with that is It’s not a bad idea, but You haven’t considered We’ve tried it before You don’t understand the problem Has anyone else ever tried that What challenges are you facing leading in ways that create psychological safety? What is the cost to you and your business if you throw in the towel on psychological safety? References Clark. (2020). The 4 stages of psychological safety : defining the path to inclusion and innovation (First edition.). Berrett-Koehler Publishers, Incorporated. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Edmondson, A. & Hugander, P. (2021). 4 Steps to boost psychological safety at your workplace. Harvard Business Review. Wood, W., Tam, L., & Witt, M. G. (2005). Changing circumstances, disrupting habits. Journal of Personality and Social Psychology, 88(6), 918-933. https://doi.org/10.1037/0022-3514.88.6.918

Let's face it. Those you lead already know you are not perfect. It may be a minor shortcoming that is a blind spot, or it could be a leadership habit impacting those you lead or the company's financial results. When you become self-aware of accidental bad habits, the only real decision is between choice and change. Change always begins with a choice. It is one thing to recognize the need for change and another to be entirely willing to act. Striving for better habits is a competitive advantage for any leader and business looking for a powerful point of differentiation. If you choose to create better leadership habits – here is what you need to know based on the latest research and six proven tips to get you moving in your best direction. "The chains of habit are too weak to be felt until they are too strong to be broken." – Samuel Johnson⁠ Myth-Busting: It takes 21 days to form a habit Habits are routines, patterns, or practices performed regularly. A common myth is that it takes 21 days to break a habit. Evidence from Dr. Maxwell Maltz's 1960 book 'Psycho-cybernetics' is believed to have led to this myth. The number of times you complete a healthy habit before it becomes a habit can vary substantially by the person and the situation. One study concluded it typically ranges from 18-254 days of consistency. The key is repetition, and eventually, it will become a habit. Habits (good or bad) are often enjoyable and automatic Often, our brain works against us when we try to build better habits by reinforcing our bad habits. Some of these habits produce pleasure and release dopamine as a reward. We are wired for repetition and doing things automatically. This creates advantages for mindless tasks and makes changing habits harder. Good intentions are not enough to break habits. However, leaders are not doomed to live with certain habits. You can change and reorient your behavior. You can build self-control, making standing firm while trying to change easier. After you begin with a choice, these tips will keep you moving in your best direction: Better Habits Tip #1: Know Your Why Living daily without a vision for the future is not a great approach if you want to make the most of your life. Success and significance are not accidents and will require being deliberate and persevering. Starting with the end in mind goes far beyond knowing what habit you want to create. It requires considering why and what outcome you want from your personal and professional investment of time and energy. To answer this question, you have to factor in the impact you will have on others, what you stand for, and how you want to show up daily. Ikigai (e-key-guy) is a Japanese concept that refers to your direction or purpose in life, providing fulfillment, satisfaction, and a sense of meaning. The literal translation consists of two words, 'iki' meaning to live and 'gai' meaning reason. Evidence suggests that the positive psychological effects of Ikigai include professional success, well-being, and physical benefits such as longevity of life. A study of over 40,000 adults found that men and women with Ikigai had a decreased risk for death from external causes. Better Habits Tip #2: Get a Plan You may have heard the saying that if you fail to plan, you plan to fail. There is not a one-size-fits-all plan template. However, a good development plan, at a minimum, should include your why, making it easy, making it automatic, planning for accountability, and falling forward. Also, writing down your goals is associated with goal success. Evidence suggests you are 1.2X to 1.4X more likely to accomplish goals when they are vivid and explicit versus when they are not. If you want to take the easy route, you can take the free Accidental Habit Assessment, pick up a copy of my book Life-Changing Leadership Habits, or schedule a 20-minute call, and we can put a plan together specific to your needs. Better Habits Tip #3: Make it Easy It's about consistency over intensity. Don't try to make too many changes at once. Make it easy. Pick one easy change and gradually increase the difficulty when creating a new habit. Multiple changes at once make creating a new habit more difficult. For example, if your goal is to create a healthy habit of appreciative thinking. Rather than starting with implementing an appreciative inquiry summit or redesigning your organization's approach to strategic planning, pick one appreciative question to incorporate into existing one-to-one meetings. Keeping it simple to start allows you to build on success. Better Habits Tip #4: Make it Automatic Habit stacking is a proven approach to starting and making a new habit automatic. Habit stacking involves connecting new habits with existing habits to make them memorable. For example, suppose you are looking to create a habit of saying thank you to your team. In that case, you could benefit from connecting it with another behavior you already have formed. For example, if you walk through your facility daily to check production status, you could start using that time to catch your team doing something valuable and immediately say thank you. Pairing new habits with existing routines makes the new habit more memorable and establishes automaticity. Better Habits Tip #5: Get an Accountability Partner Life was not meant to be done alone. Too often, we fail to consider leveraging accountability to help us create a new healthy habit. Being accountable to ourselves and someone we trust is proven to help you create a new habit. Conducting check-in meetings with an accountability partner to increase your motivation. We all tend to do better when someone is watching, even if that someone is you. Daily reflection and considering improvement opportunities establish personal accountability and a continuous improvement mindset. Better Habits Tip #6: Fail Forward No, I didn't just say to fail—plan for falling forward and not backward. When you first learned to walk, you fell more than you walked. You are human, and failure only comes with giving up. Being consistent is essential for creating a new habit and not being perfect. Develop a plan for getting back on track when you fall. It's not that you expect to fail but thinking ahead about how you will get back up rather than being perfect. Creating new habits is not a game of all or nothing. The steps described are not an exhaustive list of every potential action you will need to overcome every challenge you may encounter when creating new leadership habits. Instead, these steps help you with the more common situations and significant difficulties you may encounter. "Virtues are formed in man by his doing the actions ... The good of man is a working of the soul in the way of excellence in a complete life.” Aristotle, The Nicomachean Ethics You can develop better leadership habits with a bit of planning. Like hiking, the first step is being entirely willing to make a change. References Clear, J. (2018). Atomic habits: An easy and proven way to build good habits and break bad ones. Avery. Cleo, G., Glasziou, P., Beller, E., Isenring, E., & Rae, T. (2019). Habit-based interventions for weight loss maintenance in adults with overweight and obesity: a randomized controlled trial. International Journal of Obesity, 43(2), 374-383. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Garcia, H. & Miralles, F. (2018). Ikigai: The Japanese secret to a long and happy life. Penguin Life. Lally, P., van Jaarsveld, Cornelia H., Potts, H., & Wardle, J. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40(6), 998-1009. Murphy, M. (2010). HARD goals: The secret to getting from where you are to where you want to be. McGraw Hill.

So, what can leaders do to gain a competitive advantage in a volatile, uncertain, complex, and ambiguous (VUCA) world? Current research suggests there is a significant benefit in focusing on individual and organizational virtues and character traits. In organizations, there is most often a disproportionate focus on the development of leadership behaviors when compared to the development of a leader's character and virtues. Most Human Resources (HR) departments have focused on embedding defined behavioral expectations into talent management processes to reinforce alignment. However, few have given little, if any, thought on the role of leadership character and virtues. Although not often discussed within organizations, character and virtues historically are accepted as having a significant influence on both individual and organizational performance. Ancient philosophers such as Plato, Aristotle, and Marcus Aurelius spent much time discussing virtues. They articulated that character and virtues determine what and how individuals think and apply competence in different situations. "The greatest virtues are those which are most useful to other persons." - Aristotle Why Virtues and Character Counts Many studies demonstrate the proven benefits associated with virtues and character in individuals and organizations. Fred Kiel conducted a study involving 84 CEOs from companies around the US to understand the connection between character and return on assets. They found that leaders rated high on the four-character dimensions of integrity, responsibility, forgiveness, and compassion had a return on assets of nearly five times those rated low. In a large-scale empirical study on the influence of virtues on employee and customer identification, distinctiveness, and satisfaction, Rosa Chun found significant positive correlations with all dimensions. In a study of over 232 firms by Carole Donada and colleagues, they surprisingly discovered that virtues had a more substantial positive significance on organizational performance than organizational management control systems. Pablo Ruiz- Palomino and colleagues conducted a study of 436 employees in the commercial banking and social economy to understand the impact of virtues and ethical culture. They found that virtues in an ethical culture positively influence the person to organization fit, job satisfaction, organizational commitment, and intent to stay. "Nearly all men can stand adversity, but if you want to test a man's character, give him power." -Abraham Lincoln Leadership Virtues and Character Explained Virtue is the English translation of the Greek word for excellence and the Latin word for human. Aristotle considered virtues a habit or disposition to think, act, or feel in the right way that is not deficient or in excess and toward a proper goal. Virtues are a part of an individuals' distinctive character. Gerard Seijts and colleagues established a modern character framework from over 2500 leaders that comprised 11 leadership qualities (see infographic below). When presented with a new or unknown situation, an individual's character will govern the actions taken. The modern reality of ambiguity is that most circumstances an individual will encounter are unexpected. Virtues and character are often considered complex and challenging topics to articulate and measure, contributing to minimizing their inclusion within the workplace. However, validated instruments to measure character and virtues exist. Muel Kaptein introduced and validated the Corporate Ethical Virtues Model, which measures virtues at the organizational level. Vincent Ng and colleagues expanded on the Comprehensive Inventory of Virtuous Instantiations of Character instrument by creating a valid multidimensional forced-choice individual character instrument. The Leadership Character Insights Assessment measures an individual's character through self-assessment or 360-degree assessment using behavioral anchors. Gerard Seijts and colleagues found in their research that an organization can expect a yearly savings of up to 23% of an executive leader's annual salary when using the assessment for organizational placements. Like with the use of all assessments, an organization needs to consider the cost-benefit analysis. Special consideration needs to be given to the individual's scope of authority because the potential benefit is positively aligned with an increase in the scope of authority. A New Approach to Leadership Development Like competencies and behaviors, character and virtues can be developed and embedded within organizational processes for talent management. Also, like competency development, the development of virtues and character can have a variety of positive consequences for businesses. According to a neo-Aristotelian view of virtue and character development, an individual's development should include knowledge transfer, reasoning, and practice. Character development is primarily developed through role modeling, including feedback and reflection. Feedback is a gift; most people want more feedback on their performance. However, feedback on character gaps is not commonly provided, given the complexity of these types of conversations. Additionally, most leaders spend little to no time reflecting on character experiences because of ethical blind spots. Godfrey Owen, CEO of Brathay Trust, suggested that utilizing a dedicated and skillful executive coach can improve character feedback and purposeful character reflection. Numerous studies have found that dedicated mentors can also support character development by openly reflecting on insights gained from experience. Research supports that organizations can incorporate character and virtue development into existing competency-based leadership development programs. It is not required for organizations to create separate leadership courses focused only on character and virtue development. An equal focus needs to be on both character and competence within organizations. To gain a competitive advantage in an uncertain world, leadership needs to move beyond a focus on leadership behaviors to include character and virtues. Given modern realities, no leader considers their business and thinks they do not want to change. Likewise, as leaders, we should expect a need to look at leading others differently, as well. It’s fair to assert that leading the same way and expecting different results is the definition of leadership insanity. Key Points Today's leaders are facing significant challenges amid high degrees of environmental turbulence. Developing leadership behaviors is essential but is not sufficient for today's challenges. Virtues and character provide an answer to meet the unknown challenges of the future. References Chun, R. (2017). Organizational Virtue and performance: An empirical study of customers and employees. Journal of Business Ethics, 146(4), 869-881. Donada, C., Mothe, C., Nogatchewsky, G., and de Campos Ribeiro, G. (2019). The respective effects of virtues and inter-organizational management control systems on relationship quality and performance: Virtues win. Journal of Business Ethics, 154(1), 211-228. Kiel, F. (2015). Return on character: The real reason leaders and their companies win. Boston, Massachusetts: Harvard Business Review Press. Ruiz-Palomino, P., Martínez-Cañas, R., & Fontrodona, J. (2013). Ethical culture and employee outcomes: The mediating role of person-organization fit. Journal of Business Ethics, 116(1), 173-188. Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence. Organizational Dynamics, 46(1), 30-39.

In today's fast-paced digital economy, it is easy to find yourself always connected and always at work. Additionally, the recent pandemic lockdowns have led to increased workdays, according to a study published by the National Bureau of Economic Relations. The global survey of 3.1 million people in more than 21,000 businesses found that the workday length has increased recently by 8% or about 48.5 minutes. Like me, you have likely experienced moments when you have realized that spending more time working will not lead to better results. In economics, this is described as the principle of diminishing returns. In any production system, there is a point when increasing the quantity of your input while keeping all other inputs constant yields progressively smaller results. The fallacy of thinking that many of us find ourselves in is that when work demands increase, we have to work harder and longer to achieve improved results. In reality, we are less efficient, make more mistakes, and are less engaged when we do not get any downtime to recharge. Is there another way? If so, how can we shift our thinking and prevent overwork? Shifting Our Thinking Overwork's well-researched impacts include emotional exhaustion, stress, burnout, and sometimes Karoshi (Japanese for death from overwork). This list likely doesn't surprise you because you have already experienced some of these effects or know someone that has. There is simply no easy answer for how to shift our own thinking about working longer. However, the following are a few strategies worth trying: Reflection: Make time to reflect daily. Ask yourself, is it true? Do you need to work longer or smarter? Your mind is a muscle and shifting your thinking can begin by putting 10-minutes into your calendar each day for a time to reflect. Trusted Advisors: Recruit a personal board of trusted advisors made up of experts in your work area, strong supporters of you, thoughtful critics of your ideas, and networkers. These individuals will be able to provide perspective and insights based on their skills and backgrounds. They can help cultivate new perspectives on challenges you are facing. Life was not to be spent alone and it is helpful to get outside input. Hire an Executive Coach: We all experience the effect of not seeing the forest because of the trees. A coach provides a unique perspective gained by coming alongside you, partnering in a thought-provoking and creative process that inspires you to maximize your personal and professional potential. Investing in ourselves or as Covey explained in his seventh habit "sharpening the saw" is to preserve the greatest resource we have. When working on your mindset it is essential to keep the focus on continued progress, versus perfection. Take a Break Although taking short breaks may not have the same benefit as an extended vacation, the reality is that shorter "within-day" breaks can lead to significant benefits. In a recent study on the role of breaks, researchers discovered that individuals who took breaks to do something they enjoyed experienced increased energy, better health, job satisfaction, improved performance, and reduced burnout rates. The research concluded that having a choice on what to do during the break and the predictability of the break schedule are significant factors in moderating the associated benefits. Here are five tips for incorporating breaks into your day: Take a break with someone else, accountability helps when starting a new behavior. Plan to take short breaks throughout your day and place the time into your calendar. Shorter work periods help to eliminate distractions and increase concentration. One approach is to work for 25 minutes, take a short 5-minute break then after four repetitions, take a 30-minute break. Another approach is to work for 52 minutes, then break for 17 minutes throughout the day. Use your breaks to do something you enjoy; you are more likely to commit to doing something you find fun. Keep track of how the breaks make you feel, positive consequences influence future behaviors. Use wearable devices to prompt you to take a break. While your entrepreneurial mindset may be telling you to keep pushing, in reality going slower in the short run can lead to significant gains psychologically and physiologically in the long run. If you are considering an executive coach, we can partner with you to develop the right thinking. Contact us to schedule to begin your journey. References: Covey, S. R. (1989). The seven habits of highly effective people: Restoring the character ethic. Simon and Schuster. DeFilippis, E., Impink, M., Singell, M., Polzer, J. & Sadun, R. (2020). Collaborating during Coronavirus: The impact of COVID-19 on the nature of work. National Bureau of Economic Research. https://www.nber.org/papers/w27612 Hunter, E. M., & Wu, C. (2016). Give me a better break: Choosing workday break activities to maximize resource recovery. Journal of Applied Psychology, 101(2), 302–311. Randolph, S. A. (2016). The Importance of Employee Breaks. Workplace Health & Safety, 64(7), 344–344. Sugumar Mariappanadar & Ina Aust (2017) The Dark Side of Overwork: An Empirical Evidence of Social Harm of Work from a Sustainable HRM Perspective, International Studies of Management & Organization, 47:4, 372-387 Zhu, Z., Kuykendall, L., & Zhang, X. (2019). The impact of within‐day work breaks on daily recovery processes: An event‐based pre‐/post‐experience sampling study. Journal of Occupational and Organizational Psychology, 92(1), 191-211.

Evidence-based trends indicate that trust in leadership is declining. Two commonly underdeveloped leadership skills are the ability to have uncomfortable conversations and conversations that explore "what if" scenarios. Both of these skills are crucial to building trust. Leadership is accomplished through relationships, and distrust does not have to be considered the end of a relationship. The challenge of shifting a relationship from distrust to trust is the opportunity to make a difference. Consider the following example. It is a high stakes meeting where the decisions being considered will determine the future of the company's survival. People are suggesting innovative ideas that are challenging other teams' structures and budgets. Some people begin getting angry at each other, rarely are the new ideas building on the others. Some of your peers in the meeting are retreating to silence amid the chaos. Everyone wants to help the business survive, and under the pressure of time, ideas are thought of and shared out loud. At that moment, you have and share an idea that could change the company's direction; however, one person in the meeting begins critiquing your concept. No one supports your opinion verbally, and you immediately feel a wave of emotion go over you. You begin to feel self-conscious and betrayed. Sound familiar? Unfortunately, this is not an uncommon situation. Chemical Reactions to Trust and Distrust In the above example, when we feel fear and distrust, cortisol, catecholamine, testosterone, and norepinephrine levels in our blood increase within 0.07 seconds. This chemical reaction triggers the wave of emotion, producing stress and fight or flight, limiting creative thinking, and increasing aggression. In different conversations, when we feel a sense of trust, oxytocin levels increase in our body, which leads to feelings of well-being. These different chemical reactions influence thoughts and feelings, which shape beliefs and ultimately drive behaviors and actions in conversations (see Figure 1). How to Build and Restore Trust If leadership conversations first take place at a chemical level, is it possible to shift our perspective? Is it possible to restore trust in relationships where there is distrust? "Distrust is not the absence of trust" (Glaser, 2014). Ironically, the most robust trust occurs when we can disagree and leave the conversation without negative feelings. A common theme in the research on building and restoring trust is to be transparent in your discussions. The goal is to create safety by being open and candid to demonstrate caring and respect. This intimacy requires being personal and the willingness to have an uncomfortable conversation. Next, focus on building a relationship with the other person. As a leader, this requires you to step back and discuss what works for others and you. Creating a shared idea of success is the goal. The "your way or the highway" leadership style does not work to build or restore trust in relationships. It is essential to understand both the context and perspectives of others and emphasize the other person. Lastly, do not judge too quickly. Learn to test assumptions and try to see the world as the other person does. The following acrostic, created by Glaser (2014), provides a helpful way to remember how to build and restore trust: T – Transparency R – Relationship U – Understanding S – Shared Success T – Testing Assumptions Research supports that we create stories about people as being adversaries or friends. When we repeatedly label someone as distrustful or an adversary, we will shift from not only experiencing pain from the relationship with that person, but we tend to seek out revenge. Moving from distrust to trust provides many personal and organizational benefits, such as increasing information exchange, resulting in improved leadership effectiveness and efficiency. If you have questions on trust or getting started with individual and corporate development, we would like to help (contact us). Also, you might enjoy reading about Leadership Skills at Full Speed and Sodexo. References: Covey, S. R. (2006). The speed of trust: The one thing that changes everything. New York: Free Press. Glaser, J. (2014). Conversational Intelligence: How great leaders build trust and get extraordinary results. New York: Bibliomotion, Inc. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. New York: Free Press. Upcoming Webinar Series We know you are going to love these complementary leadership and professional development events! Organizational Talent Consulting’s webinar content is developed to help leaders meet today's complex workforce and digital challenges. Our free live webinars deliver superior leadership development based on the latest research with no travel costs. Participants interact directly in question-and-answer discussions with subject matter experts and authors on crucial topics to enhance expertise. Webinars are recorded and shared with participants for convenient on-demand access after the live event. Topics include leadership, strategic planning, coaching, change management, and more (register and learn more).

We often think "yes" is the key to achieving big goals. But, Elon Musk would disagree. When this polarizing CEO and entrepreneur considers the reasons for his success, he credits actively seeking out and carefully listening to negative feedback. Although sometimes painful, Elon doesn't avoid it but encourages anyone to tell him what they don't like. His real motivator is to learn how to make products and services awesome. One of the greatest gifts any leader can receive is the rare gift of being told what is critical to improvement. It is also one of the greatest gifts you can give others. Unfortunately, negative feedback is rare when stakes in the workplace are high. To achieve success and significance in life and work, leaders need to trade what is comfortable for what is uncomfortable. Here are eight tips for encouraging others to give you the critical feedback necessary to learn, grow, and achieve big goals. Why Critical Feedback Matters It's hard to get better when you don't it's needed. Evidence suggests that leaders who cannot accept negative feedback have a higher probability of failing. Also, seeking and listening to critical feedback presents an opportunity for leaders to demonstrate openness to change and value others. The best leaders ask more frequently and more people for critical feedback. Evidence from a study spanning more than ten years and over 50,000 executive leaders revealed that leaders who ask for feedback are significantly more effective than those that don't. Research has demonstrated that leaders scoring in the bottom 10% in willingness to ask for feedback ranked in the bottom quartile of leadership effectiveness. But, those leaders scoring in the top 10% of willingness to ask for feedback ranked in the top quartile of leadership effectiveness. The least effective leaders are the most unwilling to seek the truth. Also, evidence suggests that the leader's degree of commitment to a goal moderates the strength and direction of the outcome from feedback. Negative feedback motivates committed leaders to make progress toward achieving their goals. However, the degree of commitment to a goal determines how likely leaders will persevere after receiving the feedback. "You don't learn anything from success, but you learn a lot from your failures." Gwynne Shotwell, President of SpaceX How to Encourage Critical Feedback Begin with an open mind. You likely don't have as open of a mind about your big goals as you think. If you disagree with this statement, there is your proof. Start with an assumption that you likely don't know everything you need to know and that you have something to learn. Planting a seed of doubt can help you to become curious. Assume positive intent. Negative feedback can reflect a desire of others to help you improve. Start with a mental paradigm that feedback is an opportunity to build deeper relationships. Although positive intent may not always be the driving force for the feedback, you can occasionally get great critical feedback even from enemies. Actively listen. Receiving critical feedback is not the same as listening. Actively listening is your ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. When you are practicing active listening, you are available to the other person. Verbal, nonverbal, and empathic listening are important skills for truly hearing negative feedback. Ask. The higher your position in the organization, the longer you have been working toward the goal, or the higher the stakes for you and the person giving the feedback, the less likely you will receive positive or negative feedback unless you ask directly. It is important to ask what they don't like, not what they do. Questions grounded in curiosity create awareness and leadership influence. Create safety. It is not enough to schedule a meeting or focus group, leaders need to be vulnerable. Knowledgeable well-meaning people often are reluctant to be wrong or offend the leader. You can create safety by demonstrating humility. If followers perceive you know everything, they are less likely to tell you what you need to hear. Create a learning environment where raising questions and concerns are celebrated. Let others know that failure is a natural part of innovation and promote failing small and learning fast. Consider readiness. Sometimes you or your team may not be emotionally able to give or receive critical feedback. Assess and as needed adjust the timing rather than trying to force a conversation that is not ready. Make it requested, not required. People giving the feedback should not feel it is required. Forced feedback is often not very helpful. Say thank you. Accept the feedback like a gift, even when the gift isn't what you were hoping to receive. At the moment, the best thing you can do is say thank you. Don't challenge or minimize critical feedback. How to Embrace Discomfort from Negative Feedback Encouraging negative feedback is in your reach, but you might have to learn to become more comfortable with the uncomfortable. Each of us has different thresholds for the discomfort that comes with negative feedback. You can make embracing the discomfort easier regardless of your natural comfort level by starting with those you trust. Also, when you ask for negative feedback: acknowledge that all kinds of people have all sorts of opinions stay curious don't make critical feedback personal identify the discomfort as a natural path to your success Conclusion When you lean into critical feedback in an uncertain and complex world, you can learn, grow, and achieve big goals. Leaders unable to accept negative feedback are proven to be more likely to fail. Leaders can encourage negative feedback by having an open mind, assuming positive intent, actively listening, asking others, creating safety, considering readiness, making it voluntary, and saying thank you. What is the real challenge for you to give and receive negative feedback? References: Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons, Incorporated. Folkman, J. (2006). The power of feedback: 35 Principles for turning feedback from others into personal and professional change. Wiley. Papasava, A. (2017). Embracing negative feedback for effective leadership. The Journal for Quality and Participation. 40(3), 20-22. Zenger, J. & Folkman, J. (2013). Overcoming Feedback Phobia: Take the First Step. Harvard Business Review.

It's likely to happen. Those words you were determined never to say come out of your mouth. And immediately, you think to yourself. I really do sound like my parents! Is that good or bad? It only makes sense that the leader you become in the workplace is influenced to some extent by your experiences and those you admire. Not surprisingly, evidence suggests that personality traits and virtues also significantly influence behavior, especially when you have the freedom to make choices. Let's get clear on what this means. Self-understanding is essential to breaking leadership bad habits. And the bad habits of leadership that we have all witnessed or engaged in are not destiny. An inside-out approach to leadership development is essential for breaking bad habits. Here are four attributes quietly influencing how you lead and practical steps to enhance self-awareness. Attribute 1: Leadership personality traits and habits Clear connections between habits and leadership personality traits exist. A leadership study across many different business sectors found that follower perceptions of leader personality significantly correlate to leader behaviors that moderate organizational engagement and performance. The most widely accepted trait framework is the Five-Factor Model. It presents that openness, conscientiousness, extraversion, agreeableness, and neuroticism as the building blocks of personality. These factors are a causal force on patterns of thought, feelings, and actions. The American Psychology Association describes the five factors as: Openness - Open to new experiences from a visual, cultural, or intellectual perspective. Conscientiousness - Reliable, efficient, responsible, and hardworking. Extraversion - Talkative, outgoing, sociable, and openly expressive. Agreeableness - Cooperative and unselfish. Neuroticism - A lack of emotional predictability and a tendency to struggle with emotions like anxiety. Personality assessments combined with executive coaching are an excellent way to get subjective and objective feedback on personality traits and leadership habits. However, not all assessments that measure personality are equal. In addition to understanding the cost and time involved, it is crucial to consider the assessments: Degree of reliability (i.e., consistency) Validity (i.e., the accuracy of interpretation) Fairness (i.e., equivalence across different populations) Type of feedback (group norms or self-reported) Education requirements to interpret the results There are many different aspects of personality and trait assessments. Here are four examples: 16PF (PSI Services): The 16PF Questionnaire assesses global and primary factors. Global Factors: Extraversion, anxiety, tough-mindedness, independence, and self-control. Primary Factors: Warmth, reasoning, emotional stability, dominance, liveliness, rule-consciousness, social boldness, sensitivity, vigilance, abstractedness, privateness, apprehension, openness to change, self-reliance, perfectionism, and tension. DISC Temperament Inventory (Wiley): Measures a person's temperament, the foundation on which personality forms. The DISC measures dominant and recessive temperaments, including driving, influencing, stabilizing, and conscientiousness. Hogan Challenge (Hogan): Measures 11 common dysfunctional patterns of interpersonal behavior. To evaluate how a person will perform during times of stress and conditions of uncertainty. To aid personal development by identifying behavior patterns that may be derailing tendencies. To inform leaders preparing for or undergoing significant change, for individuals experiencing performance issues, and for leaders whose personality characteristics interfere with their performance. Personality Vector Analysis (Bartell & Bartell): A snapshot of personality, current growth/development, and vector/valence, measuring a person's natural influence through a task/output approach or a people/process orientation. Very useful in building synergistic teams. Attribute 2: Leadership virtues, character, and habits A leader's virtues and values are foundational attributes to effective leadership. Aristotle considered virtues a habit or disposition to think, act, or feel in the right way that is not deficient or in excess and toward a good goal. Virtues are a part of an individual's distinctive character that influences personal values. In a study involving 2,000 manufacturing companies, researchers discovered that a leader's character had a more significant positive impact on organizational performance and quality than management control processes. Using an assessment like the Character Strengths Survey from the VIA Institute is an excellent place to build self-awareness about your assumptions and beliefs. The VIA has been completed by over 15 million people globally, and all scales have satisfactory reliability. The free version of the VIA Character Strength Survey provides insights into character strengths which are described as: Values in action or positive traits for thinking Feeling Behaving that benefit the leader and others Attribute 3: Leadership experiences and habits Past events shape the experiences you have today. The positive and negative consequences associated with these past events have the most significant impact on influencing your future behavior. Consequences increase or decrease patterns of behavior, creating habits. Consequences from events you observe also influence your attitude and actions. According to self-perception theory, you infer a response when put in a new situation. This is why when you are served a meal and see other people's reactions to taking a bite can become anxious to take a bite. Here are a few questions to improve your self-understanding of the experiences and observations influencing your leadership: What do you like about the way you have been led? What leadership mistakes would you not want to repeat? Who is a leader you have admired? Why? Attribute 4: Leadership purpose and habits Any path you take will get you where you are going if you don't know where you are going. A serious threat to achieving success and significance is not being deliberate about your purpose. Living without a vision for the future is not a great approach if you want to make the most of your life and avoid repeating bad habits. Ask yourself the following two powerful questions: What do I want to be remembered for in life and at work? Starting with the end in mind goes far beyond knowing what you love or desire. This question requires considering why and what outcome you want from your personal and professional investment of time and energy. To answer this question, you have to factor in the impact you will have on others, what you stand for, and how you want to show up daily. What does personal and professional success look like this year and over the next five years? We are bombarded with images of what success should be. Images such as vacationing at a luxurious resort, buying a dream house, or driving a new car are images likely floating around your mind when you think about success. Also, our answers to this question are influenced by our culture and upbringing. When thinking about the answer to this question, consider the following types of success: material, emotional, intellectual, spiritual, physical, commercial, organizational, environmental, time, and team. You can get the most out of these questions by taking these steps. Schedule some time in your calendar to reflect for ten minutes on each question. Discovering your answers can be challenging in a world full of suggestions for what success and significance should be. Ask yourself each question and journal what comes to mind. Don't filter. Just write it down. Journaling is often an underutilized tool. It is simply not enough to reflect. To gain traction, you need to be able to come back at a later time and reflect on your answers. If you aren't in the habit of journaling, you may like the structure and ease of the Day One app. Find a few people that know you well, that you trust, and will be encouraging of your exploration. Ask them how they would answer the questions for you. Consider hiring an executive coach. Some leaders become anxious with introspection. An effective executive coach will challenge assumptions and views and encourage, stretch, and challenge you. Coaching is a thought-provoking and creative process that inspires clients to maximize their personal and professional potential. Finding an individual leadership purpose can be challenging in a world full of powerful and influential advice about what success and significance look like. Reflect on what you heard. Consider themes rather than specific points shared and, as needed, edit or delete points you journaled. Conclusion: Leadership bad habits don't have to be your destiny Self-understanding is essential to breaking leadership bad habits. The bad habits of leadership that we have all witnessed or engaged in are not destiny. Striving for better habits is a competitive advantage available to any leader looking for a powerful point of differentiation. Through a better understanding of personality traits, virtues, experiences, and purpose, you can get in front of the busyness of life as a leader and better persevere when life throws you a curveball. What accidental leadership habit do you want to avoid, and what is your real challenge? References: American Psychological Association. (n.d.). APA Dictionary of Psychology. American Psychological Association. Retrieved January 17, 2022, from https://dictionary.apa.org/ Daniels, A., & Daniels, J. (2006). Performance management: Changing behavior that drives organizational effectiveness. Performance Management Publications. Egan, V., & Parmar, R. (2013). Dirty habits? online pornography use, personality, obsessionality, and compulsivity. Journal of Sex & Marital Therapy, 39(5), 394-409. Judge, T., & Zapata, C. (2015). The person-situation debate revisited: Effect of situation strength and trait activation on the validity of the big five personality traits in predicting job performance. Academy of Management Journal, 58(4), 1149-1179. Langford, P., Dougall, C., & Parkes, L. (2017). Measuring leader behaviour: Evidence for a "big five" model of leadership. Leadership & Organization Development Journal, 38(1), 126-144. McCrae, R., & John, O. (1992). An introduction to the five-factor model and its applications. Journal of Personality, 60(2), 175-215.