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Widespread inequities exist in the United States based on race, sex, language, and other factors. Racism, classism, and sexism create environments where marginalized members of society are denied freedom from favoritism and bias . In-group favoritism and out-group bias lead to discrimination and a lack of diversity in organizations. This discrimination results from failure, one person at a time, one action at a time failure . Are the diversity and equity challenges in society a leadership responsibility? If so, how can leaders respond? Society's Diversity and Equity Challenge - Then and Now Fifty-two years ago, in 1968, civil unrest in the United States increased in what was labeled " Holy Week " due to Dr. Martin Luther King, JR's assassination. The Holy Week riots across 54 cities resulted in 43 men and women killed, approximately 3,500 people injured, and 27,000 arrests. At the time, it was the most significant wave of social unrest since the Civil War. Fast-forward to today. Between May and August 2020, there were 10,600 demonstration events and 570 riots or protests involving violence in the United States (see Figure 1). History has proven that riots are typically carried out by marginalized people to bring attention to societal problems. Note: Figure 1 adapted from Kishi, R. & Jones, S. (2020) Armed Conflict Location & Event Data Project (ACLED). Riots produce damage and anguish in affected communities. In 2004 the National Bureau of Economic Research examined the effect of the Holy Week riots. The bureau concluded the riots created lasting economic harm such as increased insurance premiums, increased police and fire protection costs, reduced availability of municipal bonds, closed retail operations, and a reduced tax base due to the departure of middle to high-income families from areas hardest hit by the riots. Leadership Responsibility Where does a leader's responsibility start and stop? Boundaries and role clarity are essential for leaders. Responsibility is a belief that you are the person to make things happen either because of your job or a drive within that compels you. The diversity business case is clear, including increased innovation, better decision making, increased talent pools, and establishing a broader customer base. The CEOs of 200 leading US organizations are taking responsibility for equity and diversity and promise to drive change in six key areas - employment, finance, education, health, housing, and criminal justice. However, creating better social, political, education, and economic systems alone will not produce healthy and safe communities free of inequities without leadership. How leaders approach leading others and the priorities they set determines if equity and diversity investments are realized. Leadership Style Matters Leadership scholars agree that the world desperately needs a new approach to leadership. People desire leaders that listen, demonstrate empathy, healing, persuasion, foresight, develop others, and build communities. These characteristics align with the servant leadership style and this kind of leader is counter to historical views on leadership through power. A servant leadership style produces healthy communities by serving others' needs. In describing the best test of a servant leader, Greenleaf presents an approach to leadership that provides alignment with what people desire and society needs. According to Greenleaf and Spears, the best test to identify a servant leader is if "those served grow as persons; become healthier, wiser, freer, more autonomous, more likely themselves to become servants," and if the least privileged in society benefit. Leadership Priorities Based on research, the moderating factor on realized diversity benefits is a shared organizational view of value-in-diversity. Boards and CEOs establish the corporate view of diversity and equity through their actions rather than their words. It's not the policies created or the talking point communications provided, but the talent pool diversity makeup and conversations with leaders that establish the organization’s view on diversity value. Unfortunately, too often, an organization's walk does not match its talk. When compensation scorecards are so complex that leaders concede in private that it is impossible to achieve every goal, then the priority of diversity and equity is not clearly communicated. Priorities matter. Adopting a servant leadership approach prioritizes others and creates healthy communities by serving others first and leading second. Society's diversity and equity challenges and needs will not be met by one leader or organization . However, leaders can make a difference by adopting a servant leadership style and establishing an organizational view of diversity value. To learn more about the servant leadership style check out this related article and for help with creating a culture of diversity and equity contact us . "Anyone can be great because anyone can be a servant." Dr. Martin L. King, Jr. References Blanchard, K., & Broadwell, R. (2018). Servant leadership in action (1st ed.) Berrett-Koehler Publishers. Cox, T. (1993). Cultural diversity in organizations: Theory, research & practice (1st ed.). San Francisco, Calif: Berrett-Koehler. Greenleaf, R. (2008) The servant as leader. The Greenleaf Center for Servant Leadership. Greenleaf, R. K., & Spears, L. C. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th anniversary ed.). Paulist Press. Greenwald, A. G., & Pettigrew, T. F. (2014). With malice toward none and charity for some: Ingroup favoritism enables discrimination. The American Psychologist, 69 (7), 669-684. doi:10.1037/a0036056 Guillaume, Y. R. F., Dawson, J. F., Otaye-Ebede, L., Woods, S. A., & West, M. A. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity? Journal of Organizational Behavior, 38 (2), 276-303. doi:10.1002/job.2040 Holdo, M., & Bengtsson, B. (2019). Marginalization and riots: A rationalistic explanation of urban unrest. Housing, Theory, and Society, , 1-18. doi:10.1080/14036096.2019.1578996 Kishi, R. & Jones, S. (2020). Demonstrations and political violence in America: New data for summer 2020 . Armed Conflict Location & Event Data Project (ACLED). Marina, B. L. H., & Fonteneau, D. Y. (2012). Servant leaders who picked up the broken glass. The Journal of Pan African Studies, 5 (2), 67-83. Sendjaya, S., & Pekerti, A. (2010). Servant leadership as antecedent of trust in organizations. Leadership & Organization Development Journal, 31 (7), 643-663. doi:10.1108/01437731011079673 Sivashanker, K., & Gandhi, T. K. (2020). Advancing safety and equity together. The New England Journal of Medicine, 382 (4), 301-303. doi:10.1056/NEJMp1911700 Spears, L. C. (1998). Servant-leadership. Executive Excellence, 15 (7), 11. Trompenaars, A., & Voerman, E. (2010). Servant-leadership across cultures: Harnessing the strength of the world's most powerful management philosophy . McGraw-Hill. Are you interested in better understanding your own leadership style? Contact Organizational Talent Consulting to learn more about a leadership style inventory assessment you can use to measure your preferred leadership style and receive individualized executive coaching.

Identifying and anticipating the unknown creates a competitive advantage when aligned with organizational change capability. Growing revenue amid uncertainty amplifies the need for organizations to make data-driven decisions. This past year, every organization's ability to respond to significant disruption was tested. A recent study on the economic impacts of COVID-19 found that small businesses were among the hardest hit. More than a third of small businesses in the United States' leisure and hospitality sector reported no financial transaction data for January-September 2020. Organizational Change Resilience is "the ability to respond productively to significant disruptive change and transform challenges into opportunities" (Witmer et al., 2016). A scientific study of 101 companies revealed that big data holds a key for helping organizations detect and respond to disruption. Descriptive data analytics improve sensing, and predictive data analytics enhance a company's ability to change and seize new opportunities. Descriptive Data Analytics: The interpretation of historical data to understand better changes in a business. Examples include social media usage and engagement, organizing survey results, and operational efficiency data trends. Predictive Data Analytics: uses historical data, statistical algorithms, and machine learning to identify the likelihood of future outcomes. Examples include predicting customer preferences based on past purchasing behaviors, predicting employee retention flight risk based on assessment data, and predicting workforce staffing levels based on seasonal trends. One theme with organizations that remain resilient amid change is sharing data with decision-makers openly. According to the International Organization for Standardization (ISO) on the principles and attributes of organizational resilience ( ISO 22316:2017 ), knowledge and information need to be: accessible, understandable, and adequate to support the organization's objectives; effectively shared to enable decision-making; recognized as a critical resource of the organization; created, retained, and applied through established systems and processes; shared in a timely manner with all relevant interested parties; applied in organizational learning. Although not easy to implement, data analytics investments provide competitive advantages by using data to foster growth and improve decision making. Organizational Culture An organization's ability to improve its organizational change resilience and data analytic decision making is connected to its culture. Organizational culture is "the basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and their overt behavior" (Schein, 2017). Organizations need to consider the role of people, processes, and company culture adoption and utilization when making investments into data analytics. Culture mediates analytical knowledge and big data analytics capability on firm performance. "Culture is more powerful than anything else in the organization," and often why good management ideas fail (Schneider, 2000). Often two cultural myths get in the way of companies advancing data analytics: Myth #1: Data is unique within a given company Myth #2: The application of statistical tools is unique to each company These myths contribute to analytical solutions in one company being ignored by another. In reality, cross-industry experience creates an advantage when it comes to data analytics. In reality, companies usually have more than enough industry-specific knowledge and underestimate the value of organizational talent analytic capability . We can partner with you to develop a customized solution to transform your organizational culture and build a more change resilient organization. Walk with us and build increased organizational resilience and a culture that fits the future of the business you need. Contact us to get started today. References: Bartlett, R. (2013). A practitioner's guide to data analytics : Using data analysis to improve your organization's decision making and strategy . McGraw-Hill. New York. Chetty, R., Friedman, J Hendren, N., Stepner, M., & Opportunity Insights Team (2020). The Economic Impacts of COVID-19: Evidence from a New Public Database Built Using Private Sector Data [PDF]. Ji-fan Ren, S., Fosso Wamba, S., Akter, S., Dubey, R., & Childe, S. J. (2017). Modeling quality dynamics, business value, and firm performance in a big data analytics environment. International Journal of Production Research, 55 (17), 5011-5026. doi:10.1080/00207543.2016.1154209 Schein, E. H. (2017). Organizational culture and leadership (5th ed.). Hoboken, New Jersey: John Wiley & Sons, Inc. Schneider, W. E. (2000). Why good management ideas fail. Strategy & Leadership, 28 (1), 24-29. doi:10.1108/10878570010336001 Upadhyay, P., & Kumar, A. (2020). The intermediating role of organizational culture and internal analytical knowledge between the capability of big data analytics and a firm’s performance. International Journal of Information Management, 52 , 102100. doi:10.1016/j.ijinfomgt.2020.102100 van Rijmenam, M., Erekhinskaya, T., Schweitzer, J., & Williams, M. (2019). Avoid being the turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty. Long Range Planning, 52 (5), 101841. doi:10.1016/j.lrp.2018.05.007 Witmer, H., Mellinger, M. S., Faculty of Culture and Society, Urban Studies (US), Malmö University, & Centre for Work-Life and Evaluation Studies (CTA). (2016). Organizational resilience: Nonprofit organizations' response to change. Work (Reading, Mass.), 54 (2), 255-265. doi:10.3233/WOR-162303 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 ).

Ambiguity is no longer an occasional condition of work; it is now embedded in how most organizations operate. Yet the greatest risk is not uncertainty itself, but the persistence of ambiguity in roles, priorities, and decision-making authority. When expectations are unclear, organizations do not simply slow down—they fragment. Accountability diffuses, priorities diverge, and effort increases without corresponding impact. Role ambiguity is one of the most preventable sources of organizational strain. When individuals are unclear about what they own, how success is evaluated, or whose decisions take precedence, stress rises, and performance degrades. Whether being asked to do more with less or reporting to a new leader, when employees feel unsure how to prioritize their work, it increases stress. Evidence from a global study by Gallup revealed that 49% of leaders and 42% of non-managers are struggling with anxiety at work.  This is not a resilience failure on the part of employees; it is an architectural failure in how work is designed and governed. Without a reliable mechanism for clarifying roles and responsibilities, ambiguity compounds quietly, increasing execution risk and avoidable error across the business. The costly effects of not dealing with workplace ambiguity As the world changes, businesses and individuals must change too. Organizational change s increase the opportunity for role ambiguity and workplace stress. Role ambiguity is described as one employee's understanding of their job or organizational objectives being different from another's, leading to an unproductive workplace conflict or wasted efforts. Poor communications, unclear policies, or a general lack of workplace relationships are typical sources of role ambiguity. Several studies have demonstrated that role ambiguity has significant negative personal and workplace results. One such study within the Big Four Public Accounting Firms showed that organizational role ambiguity led to: decreased performance increased work stress increased employee turnover In this study, role ambiguity significantly increased anxiety and physical and psychological stress at an individual level. Role ambiguity increases non-productive conflict and employee burnout even when a team has good working relationships. How to deal with ambiguity A RACI matrix is a simple and powerful tool for effectively dealing with role ambiguity. I have used this tool at the organization, team, and individual levels, enhancing role clarity, improved workload balance, and improved decision-making. RACI is an acronym for responsible, accountable, consult with, and informed. Each letter represents the roles and degree of involvement for a given organizational role or task: R esponsible: Who is ultimately responsible for doing the task? A ccountable: Who is the decision-maker accountable for ensuring that the job is successfully completed? C onsult with: Who needs to know the details and requirements so they can provide meaningful input to the task I nformed: Who needs to be kept aware of task updates? An essential part of organizational consulting is helping individuals and teams gain clarity during change and dealing with role ambiguity created by the changes. Applying a RACI template to a given change initiative is not intended to replace a robust change management plan. Instead, this tool raises awareness and understanding to support change. 4 Steps to create a powerful RACI Matrix Here are four steps to creating a RACI matrix for dealing with role ambiguity. RACI Creation Step 1: Select a team As with most initiatives, selecting the right team members to be involved is essential to creating the most value. A critical quality step is to engage those closest to the work in creating the RACI. Additionally, you will want to include the manager and potentially the executive sponsor for the role. RACI Creation Step 2: Identify tasks associated with the target role Start with a high-level outline. A job description can be a good starting point. Then, go back and break down the tasks into subtasks. For example, you could argue that an essential task for a knowledge worker is to turn on their computer. However, is it worthwhile to clarify who is responsible for this activity? This likely goes without saying. Getting too granular too early in creating the RACI can paralyze the team and overcomplicate the work. RACI Creation Step 3: Align groups and individuals with RACI designations Review each task and identify the individual or group associated with each RACI designation. At this step, there will likely be differences of opinion. It is crucial to surface these differences and pursue consensus. A common cause of the differences can come from differences of opinion on what is meant by definitions such as responsible vs. accountable. To help the team work through the differences, it is a good practice to write down the definitions and have them available to the team. RACI Creation Step 4: Walk the matrix After you create the RACI matrix, it is helpful to have those involved simulate a task and confirm with each responsible group that their level of involvement is appropriate and that no groups or essential details were left out. It is easy to forget tasks when building these in a meeting. It's like taking the same route to work every day and forgetting the railroad tracks or stoplights you pass. When conflict is associated with ambiguity, consider using an external facilitator. Establishing trust and clarifying expectations are essential starting points for achieving a valuable outcome. The following short video provides a good overview and example of using a RACI matrix. RACI Matrix example I am a fan of the Disney+ Star Wars series The Mandalorian. In the table below, I have used some key season one episode events to explain the RACI Matrix. "This is the way." Role ambiguity rarely resolves itself. Left unaddressed, it becomes embedded in how decisions are made, how work is prioritized, and how accountability is avoided. Over time, leaders compensate for the lack of clarity through personal effort, informal influence, or escalation—none of which scale. The practical question for senior leaders is not whether ambiguity exists, but where it is no longer acceptable. That requires making role expectations, decision rights, and ownership explicit—especially during periods of change. If ambiguity is showing up as repeated friction, stalled decisions, or uneven execution, it is time to examine the underlying design of roles and authority. Clarifying these conditions is a leadership act. Addressing them deliberately is how organizations restore coherence and reduce unnecessary strain. References: Amiruddin, A. (2019). The mediating effect of work stress on the influence of time pressure, work-family conflict, and role ambiguity on audit quality reduction behavior. International Journal of Law and Management, 61(2), 434-454. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. McCormak, N. (2013). Managing burnout in the workplace: A guide for information professionals. Science Direct. Chandos Publishing. Wigert, B., & Pendell, R. (2023). 6 Trends Leaders Need to Navigate This Year. Gallup Workplace.

Uncertainty doesn’t just test leaders—it exposes them. It reveals whether espoused values are operationalized or merely aspirational. And right now, most organizations are struggling to withstand the pressure. Gallup reports that only 3 in 10 employees are engaged, with more than half quietly quitting. McKinsey data shows that less than half of employees experience a positive workplace climate, and just 38% believe their company truly prioritizes people over profits. The leadership lesson? Style without structure is a risk. As leaders attempt to adapt to a more diverse, demanding, and disrupted workplace, many are shifting styles—moving toward more servant, transformational, authentic, or spiritual models. But here’s the danger: when leadership style evolves without clearly defined decision rights, authority boundaries, and accountability mechanisms, it doesn't inspire—it destabilizes. Execution stalls. Authority blurs. Teams stop acting and start interpreting. Over time, that erodes trust, clarity, and performance. Leadership style is never neutral. Without a system-level anchor, it becomes a liability—amplifying risk instead of resilience. As the adage goes: what got you here won’t get you there. Leadership in today’s world requires more than adaptation—it requires integration. Understanding how different leadership styles interact with organizational systems is essential for avoiding unintended consequences and building enduring impact. Here’s what you need to know about the motivations, characteristics, and system-level risks of four emerging leadership styles—and why self-aware leaders must go beyond style to build structure. A reimagined business purpose Did you hear? The purpose of business changed. The Business Roundtable, made up of 181 prominent US CEOs, has recently restated the purpose of a corporation. The purpose of business is "investing in employees, delivering value to customers, dealing ethically with suppliers and supporting outside communities." Fitzgerald While attention-grabbing, it's not too shocking, given that value creation comes from serving multiple stakeholders. Here is a short video discussing the change and its merits. It is not new for the Business Roundtable to suggest that investing in employees and communities is essential to generating shareholder value. However, because words matter, they decided that the current language was inconsistent with how CEOs strive to run modern businesses. The change has generated some debate. In response, members have clarified that the new purpose statement is not abandoning capitalism but a call to action to ensure benefits are shared. The desire is to encourage boards to focus better on creating long-term value by serving investors, employees, communities, suppliers, and customers. Why your leadership style matters I am a scientist by training, and my hypothesis is that leadership habits are life-changing. Effective leadership  affects the personal and professional results you achieve and the quality of your life. The costs of poor leadership often manifest in the workplace as low employee engagement, a lack of team cohesion and collaboration, high employee turnover, and failed execution. Good leadership can make a success out of a weak plan, but ineffective leadership can destroy a business with a great strategic plan. According to Jim Collins in the book Good to Great, a review of 1,435 companies studied over more than forty years revealed that leadership effectiveness accounts for up to 6.9 times greater returns than market averages. Emerging Leadership Theories and Styles Leadership style reflects a leader’s inner game (values, virtues, and motivations) and outer game (behaviors and habits). In today’s evolving workplace, four emerging 21st-century leadership styles—servant leadership, transformational leadership, authentic leadership, and spiritual leadership—are gaining attention for their people-centered, purpose-driven promise. Yet as organizations seek to adopt these styles, few recognize the potential liabilities when leadership behavior shifts ahead of system alignment. Leadership style, while influential, is never neutral. Without shared operating frameworks—defined decision rights, clear authority boundaries, and accountability systems—style alone introduces organizational risk. The comparisons below highlight the unique motivations of each style—and the systemic vulnerabilities that arise when these styles are not anchored in structure and discipline. Comparing Servant Leadership and Transformational Leadership While similar to servant leadership, the central focus of transformational leadership is organizational benefit, while servant leadership's primary focus is serving others (see Table 1). System-Level Risk:  Servant leadership assumes authority, clarity, and stable accountability. When roles are ambiguous, this style can unintentionally diffuse responsibility, delaying decisions and weakening ownership. Transformational leadership assumes the leader can set direction and drive momentum. But without execution discipline, it can spark vision without results—leading to initiative fatigue instead of transformation. Comparing Servant Leadership and Authentic Leadership In contrast to servant leadership, authentic leadership focuses on the leader being who they were created to be. Authentic leadership and servant leadership share similarities of leading with the heart and humility. However, the critical difference between these two leadership styles is the difference in the leader's focus (see Table 2). System-Level Risk: Authentic leadership assumes a governance structure that frames transparency. In its absence, authenticity may appear subjective or inconsistent—creating confusion instead of cohesion. Comparing Servant Leadership and Spiritual Leadership While spiritual leadership and servant leadership share the most similarities among the four leadership styles, they are distinctly different. Spiritual leadership focuses on motivating, which is very different from servant leadership. Both spiritual leadership and servant leadership styles share the characteristics of love, vision, and altruism (see Table 3). System-Level Risk: Spiritual leadership presumes that purpose enhances—rather than replaces—formal authority systems. Without execution clarity, it risks prioritizing meaning over performance, blurring consequence and accountability. Servant leadership begins with the decision to serve first. Transformational leadership taps into deeper motivations to advance collective goals. Authentic leadership insists on inner alignment and transparency. Spiritual leadership calls for meaning and shared identity. Each has the potential to elevate culture and performance—but only when embedded within a system that supports clarity, consistency, and execution. The world desperately needs a new approach to leadership. Leadership styles are not choices in isolation. Leadership systems either absorb that change — or amplify its risk. The question is whether your organization has made that distinction explicit. This is often where leadership system conversations begin. Are you ready to better understand your leadership style and maximize your potential? Take our Leadership Style Inventory assessment. Leaders discover their preferred leadership style through forced-choice responses to various real-world leadership scenarios. You'll receive a personalized one-page report that will give you a new understanding of your leadership style. Engage in a powerful virtual or in-person executive coaching partnership. Our executive coaching programs are tailored to address your leadership goals and development needs. In addition to the leadership style inventory, coaching consists of a pre/post leadership 360 survey to reveal blind spots and hidden strengths and measure your growth. A typical program includes nine to twelve coaching sessions. Apply your new leadership insights. Now, it's time to use what you have learned to maximize your leadership potential and get more out of life and work. References: Bennis, W. G. (1959). Leadership theory and administrative behavior: The problem of authority. Administrative Science Quarterly, 4 (3), 259- 301. Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies , 7(3), 18-40. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Fitzgerald, M. (2019). The CEOs of nearly 200 companies said shareholder value is no longer their primary objective. CNBC Markets. Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14 (6), 693-727. George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value John Wiley & Sons. Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press. Northouse, P. (2016). Leadership: Theory and practice seventh edition. Sage. Patterson, K. (2003, October 16). Servant-leadership: A theoretical model [PDF]. Regent University School of Leadership Studies Servant-leadership Research Roundtable.

Many leaders believe that their team's performance is tied to their personal and professional success, but few actually are bringing out the best in their employees on a daily basis. Too often, leaders treat employees like light bulbs. When they aren't working well leaders look to replace them. In today's volatile and complex employee-driven marketplace, a failure to maximize employee performance is a costly mistake. Perhaps you've set out to improve employee performance but then quickly got absorbed into other tasks. Or maybe you've attempted to start being more consistent with reinforcing employee performance, but now your employees are working remotely , and you have lost momentum. If so, you are not alone. Without the right tools, maximizing employee performance is one of the more problematic habits to establish. Your workplace is perfectly designed to get the results you are achieving. Performance reinforcement can be daunting for leaders, from not having the time to feeling lost about where to begin. But you can change that. There is a tremendous value that comes from getting intentional about reinforcing employee performance. It doesn't have to be a complicated performance management process that involves a form from human resources. Tips and Tools to Improve Employee Performance The following tips and tools will get you started down the right path. 1. Understanding employee performance. You don't need to have to be a subject matter expert in performance management. Still, you need to understand the basics and realize that there is a science to employee performance. The ABC model, also known as the three-contingency performance management model, provides a foundational understanding of performance. The "A" standards for those things that prompt desired behavior (antecedents). You probably guessed the "B" stands for the desired behavior. The "C" stands for consequences that have the most significant impact on an employee's performance. Consequences can be positive or negative as experienced by the employee. Consequences that the employee experiences after (within a few seconds of performing) or during the behavior have the greatest impact on the employee's behavior. 2. Get to know your employees. Here is a not-so-shocking revelation. Employees are not all the same. What one employee chooses to do with their time and money outside of work is likely different from how another spends their time and money. Get curious about what your employees find motivating. Although motivators are not always good reinforcers, it is helpful to understand. You may find it helpful to create a reinforcement survey for your team or incorporate some intentional time with your direct reports to learn about their life outside of work. 3. Analyze the consequences of the work. Don't assume what is positive or negative to you is positive or negative to your employees. Pick a behavior you need to improve. Find out what prompts exist already for the desired behavior as well as the consequences your employees experience when performing the desired behavior. If you are wondering why an employee would do something that appears to have negative consequences, there are likely positive, certain, and immediate consequences associated with the undesired behavior. I call this the jelly donut effect. Jelly donuts are not helpful for improving weight loss and cholesterol. However, they taste great, and that is one positive immediate certain reason people who need to lose weight and control their cholesterol choose to eat jelly donuts. The following video from The Big Bang Theory is a more light-hearted look at the role of positive and negative consequences and their influence on behavior. 4. Observe, learn, and adjust. When possible, observe and eliminate or modify the negative, immediate, certain consequences associated with the desired behavior. If employees that prefer warmth have to work in a freezer, you can provide warming jackets to reduce the negative of the cold. If you have employees that like to watch Friends reruns, you can surprise them by giving them a year of episodes when they perform the desired behavior. After you attempt to reinforce the behavior, observe if performance improves for the desired behavior. If not, learn and adjust. Positive and negative consequences sit on separate sides of a scale. When you apply enough consequences one way or the other, you will see a change in performance. As you get intentional with applying reinforcement to improve employee performance, keep in mind the following three rules: It’s best to apply positive reinforcement for the desired behavior than negative reinforcement for the undesired behaviors in most situations. Reinforcement is not about what you would want but what others would want. Adults prefer variety, and it is essential to provide variety with reinforcement. Over time even those things we love can lose their value/desire. For many leaders, improving team performance can be challenging and complicated. But it doesn't have to be. By incorporating these tips, you can learn to look at performance improvement as an experiment that can take as little as a few minutes each day. Applying some structure can help you gain the most traction with the least effort when you are pulled in multiple directions and have numerous meetings. The benefits you will reap are both personal and professional as you help others grow and succeed. Which tip do you need to work on now? Do you have an employee performance challenge you are unable to solve on your own? If you are interested in learning more about this topic I would recommend you read Bringing Out The Best In People by Aubrey Daniels. If you are looking for executive coaching or need organizational performance consulting, we're ready to partner with you to craft a solution specific to your organization's context and challenges. Getting started is as easy as visiting www.organizationaltalent.com or contacting us via email info@organizationaltalent.com. Organizational Talent Consulting utilizes proven, simple, and transformational personal and organizational development solutions to help our clients learn, change, and apply tools in ways that benefit their unique needs and corporate culture. References: Daniels, A. C., & Daniels, J. E. (2006). Performance management: Changing behavior that drives organizational effectiveness. Atlanta, Ga: Performance Management Publications.

Empty stadiums at the 2020 Olympics provide a fascinating glimpse into the profound impact of others' presence on workplace performance, productivity, and profitability. According to the US Bureau of Labor Statistics, 12.7% of full-time employees are now working from home, while 28.2% are working a hybrid model. Empty offices are no longer a rarity. Social facilitation sheds light on the subtle ways the presence of others impacts performance and why an Olympic athlete would cite a lack of an audience for dropping out of an event. The presence of others is a psychological lever that can optimize your performance in the workplace. When you put the ideas of social facilitation to work, you give yourself and your team a greater opportunity to achieve higher levels of performance and career success. Whether you are a team leader with remote employees or work remotely, here is what you need to know about social facilitation and a few tips to bring out your best. Why Understanding Social Facilitation Matters Social facilitation is a psychological concept relating to the tendency for the influence of others to improve a person’s performance on a task. This concept was first described in a study of bicyclist's racing performance in 1898. The researcher noticed that when racing against others, athletes performed better than those racing only against their times. Social facilitation is defined as improvement in performance induced by the real, implied, or imagined presence of others. Social facilitation is thought to impact: the drive to perform the ability to focus while performing the anxiety and desire to impress others. Social facilitation has two types of effects on the performer: Co-action effects because others are doing the same task Audience effects because you are doing something in front of others. Evidence suggests three nuances that impact social facilitation: The presence of others negatively influences employee performance on complex and challenging tasks, as defined by the performer. The presence of others positively influences employee performance when confidence is high for the task. The presence of others negatively affects employee performance when the performer has lower confidence levels. Proximity, the number of others, and the degree to which others are supportive play a role in influencing performance positively or negatively. One of my first not-so-fun memories associated with the social facilitation audience effect came from an experience I had when I was eight. My parent's desire to develop a music appreciation led them to make me take one year of piano lessons. I remember I was assigned to play "Doo-Dad Boogie" for my first piano recital. While this sheet music is elementary, it was challenging for a first-year piano student. I was terrified at the recital even though I was only playing for a few parents and other students in the living room of my piano teacher. This experience taught me that I played better in private. Later in high school, I first connected with the positive influence of the social facilitation co-action effect. I was never a great student. Most of the time, I was a quiet C student. However, when more intelligent students surrounded me, I recognized that I tended to push myself harder and do better than in lower-level courses. This stood out because I anticipated doing worse in the higher-level courses. As in my life, the influence of others is not always positive. The opposite of social facilitation is called social loafing. Social loafing happens when others influence someone to put in less effort than working alone. The reality is that performance is contagious. Others can influence performance for the better and the worse. Implications for Leaders of Hybrid Teams & Remote Employees So, what implications can leaders and senior management take away from the concept of social facilitation and the lessons of the 2020 Olympic games? It might be surprising to know, but your performance is not just dependent on you. Also, your team's performance isn’t just about them. Leaving employees alone is not helpful for them or the organization's bottom line. As a word of caution, social facilitation is not a license to micromanage employees. I don't know anyone who enjoys being told what to do when they can do what needs to be done. Understanding the influence of others can help you improve your performance and the performance of those you lead. The Joyless Workplace? Some have labeled the Tokyo Olympics as the "joyless games" due to the lack of family and friends in the seats to cheer and celebrate. Even though the absence of a crowd is apparent, if you only look at the faces of Olympic gold winners, it is hard to recognize the difference between these games from any others. Cardboard cutouts in the stadium piped in crowd noise and extra encouragement from coaches and teammates were used to fill a void. According to the athletes themselves, fans have an emotional effect on the games and can increase the energy of those winning or inspire those falling behind to dig deeper. In the following interview with two former Olympic athletes, they provide perspective on the impact of empty stands on the athletes' performance. 5 Social Facilitation Tips for Leaders The reality of a hybrid workforce with geographically dispersed employees is not going away. The following are five tips for applying the social facilitation research to leading geographically dispersed teams: Leadership Social Facilitation Tip #1: Presence Matters Leaders need to be present with employees. Although technology has limitations compared to physical proximity, research supports that a digital presence influences social facilitation effects. Frontline leaders and senior management should establish strategies to be present and check in with employees. Conduct regular check-in meetings to increase your presence and feedback. Leadership Social Facilitation Tip #2: Goals Matter More Research has identified that having clear performance goals improves employee performance in addition to social facilitation. Setting goals with employees (not for employees) with performance anchors is essential, especially in a digital environment. Use goal-setting as an opportunity to empower your team. Leadership Social Facilitation Tip #3: Recognition Makes a Difference After establishing clear goals of what performance is worthy, you need to show you notice and care. Use a reinforcement survey to find out what motivates each employee. Then, use those learnings to recognize excellent performance when observed. Don't wait until the end of the year. Leadership Social Facilitation Tip #4: Teamwork Makes the Dream Work When the task is simple or well-known, you can increase performance by introducing an audience. Consider opportunities for pairing up team members doing the same job. Also, make it a point to show up virtually on your team's projects. Leadership Social Facilitation Tip #5: Keep Your Virtual Door Open Create opportunities to socialize and build personal relationships virtually. The digital environment creates some challenges. However, there are many potentially novel ideas for online remote employees. 3 Social Facilitation Tips for Remote Employees Here are three tips for anyone who finds themselves working out of their basement and looking for ways to improve their performance: Employee Social Facilitation Tip #1: Practice Should be Private Work toward becoming fluent with a task before performing in front of others. As your fluency increases, task difficulty will decrease, and others will positively reinforce your performance. At this point, start to make your performance visible to others to leverage the positive effects of social facilitation. Invite your leader to join in on a virtual project meeting or ask to pair up with someone on an assignment. Employee Social Facilitation Tip #2: Be Thoughtful of Whom You Invite to Practice Surround yourself with supportive people as you are learning complex tasks. An unsupported audience harms complex task performance. Employee Social Facilitation Tip #3: Leverage Ambient Noise Moderate levels of ambient noise enhance creative cognition by mimicking the presence of others. Being hyper-focused on a task can limit creativity. Check out coffitivity.com, which replicates the coffee shop when you can’t be at one. If your career is stalling, you need a plan to boost your career . Hiring a coach focused on your career goals leads to improved performance. Coaching keeps you feeling challenged versus being worried about what's next. Additionally, an executive coach increases your blind spot awareness. Getting started is as easy as visiting www.organizationaltalent.com or contacting us via email at info@organizationaltalent.com to learn more about our executive coaching and organizational consulting services. References: Aiello, J.R., & Douthitt, E.A. ( 2001). Social facilitation theory from Triplett to electronic performance monitoring. Group Dynamics, 5(3), 163-180. Feinberg, J. M. & Aiello, J. R. (2006). Social Facilitation: A Test of Competing Theories. Journal of Applied Social Psychology 36(5), 1087-1109. Mehta, R., Zhu, R., & Cheema, A. (2012). Is Noise Always Bad? Exploring the Effects of Ambient Noise on Creative Cognition. Journal of Consumer Research, 39 (4), 784-799. doi:10.1086/665048 Murayama K, Elliot AJ. The competition-performance relation: a meta-analytic review and test of the opposing processes model of competition and performance. Psychological Bulletin . 2012;138(6):1035-1070. doi:10.1037/a0028324 Rafaeli S, Rafaeli S, Noy A. Correspondence (September). European Journal of Information Systems. 2002;11(3):196-207.

Accountability is a frustrating topic for many leaders and business owners. Despite careful hiring practices, well-designed employment policies, and even digital monitoring, accountability remains puzzling. Why do some employees take accountability for their actions and others don't? When it's lacking, company performance and culture suffer. When done right, accountability leads to better outcomes. Holding others accountable isn't easy, but it significantly impacts your leadership and business results. An organizational culture of accountability is architected. It doesn't just happen. Here are five psychological levers for leaders to create workplace accountability, along with a quiz to help you understand if your company or team has a healthy culture of accountability. Why employee accountability matters A recent CEO benchmarking report found that nearly one in five CEOs surveyed identified holding others accountable as their greatest weakness, and almost as many struggled with letting go of underperformers. Holding employees accountable is difficult for leaders, even when they are responsible to others for business results. Employee accountability - an expectation that an employee may be called on to explain an action or inaction to others with the belief of a consequence based on an evaluation. Employees ignore, deny, blame, and play the victim in a toxic culture without accountability. Evidence from various studies links employee accountability to: Job satisfaction Motivation Stress Ethical behavior Job performance Discretionary effort “When people feel accountable and included, it is more fun.” – Alan Mulally The Five Leadership Levers That Determine Whether Accountability Shows Up — or Disappears Researchers have found that in the workplace, these five psychological dimensions drive accountability: Accountability Lever 1: Attribution When others know who did it—the more personal, explicit, and unambiguous a task, the greater the attribution accountability. When employees expect their actions and decisions can or might be linked directly to them, and leaders know their name, they are more likely to take accountability. Evidence suggests clear standards and expectations increase attribution accountability. Make job descriptions and performance expectations more explicit. Idea: Develop meaningful relationships with your team members. Accountability Lever 2: Observation In a culture of observation accountability, employees expect their behaviors and judgments to be observed by their leader, peers, followers, and others. As the audience size increases, employees' observation accountability increases because they feel more likely to be observed. Idea: Emphasize transparency and increase the visibility of individual work. “The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.” – Patrick Lencioni. Accountability Lever 3: Evaluation Feedback is provided for actions and judgments, and the ability exists to be compared to others. Employees who expect performance to be meaningfully reviewed feel more evaluation accountability. Additionally, when the evaluation outcomes are variable, it increases evaluation accountability. Idea: Reviewer status increases evaluation accountability. Include a second level (i.e., the leader's leader) review of formal performance evaluations. Accountability Lever 4: Obligation Having to explain an action or the way a decision is made and its effect on the well-being of others. Employees who expect to answer for their actions feel an increased obligation accountability. Idea: Reporting to multiple leaders or customers increases obligation accountability. Use performance calibration meetings with other leaders at the same level to increase visibility to talent across the organization and performance visibility. Accountability Lever 5: Consequential Employees working in effective accountability systems expect their actions to be linked to good or bad consequences. Consequences and rewards involve extrinsic (ex., earning a bonus or avoiding a negative) and intrinsic attributes (ex., personal satisfaction or enjoyment). According to equity theory, employees are motivated when rewards are fair as compared to others. Idea: Involve employees in defining rewards and recognition systems and defining levels of expectation for tasks. "When we fail to set boundaries and hold people accountable, we feel used and mistreated. This is why we sometimes attack who they are, which is far more hurtful than addressing a behavior or a choice." Brené Brown Does your company or team have a culture of accountability? The following validated survey by Han and Perry can be used by leaders to better understand employee accountability within a team or across an organization. Have employees anonymously indicate their degree of agreement or disagreement with the following statements using a seven-point scale from 1 (strongly disagree) to 7 (strongly agree). What I do is noticed by others in my organization. If I make a mistake, I will be caught. I am constantly watched to see if I follow my organization's policies and procedures. Anyone outside my organization can tell whether I'm doing well. My errors can be easily spotted outside my organization. People outside my organization are interested in my job performance. The outcomes of my work are rigorously evaluated. My work efforts are rigorously evaluated. I expect to receive frequent feedback from my supervisor. I could not quickly avoid making a false statement to justify my performance. I am constantly required to follow strict organizational policies or procedures. I am not allowed to make excuses to avoid blame in my organization. If I perform well, I will be rewarded. Reasonable effort on my part will ultimately be rewarded. If I do my job well, my organization will benefit from it. Each question aligns with one of the five levers of accountability. The higher the score, the higher the dimension of accountability. Attribution Accountability (Q1-3) Observation Accountability (Q4-6) Evaluation Accountability (Q7-9) Obligation Accountability (Q10-12) Consequential Accountability (Q13-15) Consider using this survey before and after taking steps to improve the team and organizational accountability. Measurement improves focus and tracks progress over time. When accountability issues show up repeatedly, they are almost never fixed by asking people to “try harder.” Accountability is shaped by what leaders consistently reinforce — through clarity, visibility, expectations, and consequences — especially when results are under pressure. Holding employees accountable isn't easy, but it significantly impacts your leadership and business results. Where might your leadership team be unintentionally weakening accountability — not through intent, but through what you tolerate, inspect, or model? References Connors, R., Smith, T., & Hickman, C. (2010). The Oz Principle: Getting results through individual and organizational accountability. Prentice Hall. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Han, Y., & Perry, J. (2020). Conceptual bases of employee accountability: A psychological approach, perspectives on public management and governance , 3:4, 288–304 Han, Y., & Perry, J. (2020). Employee accountability: development of a multidimensional scale, International Public Management Journal, 23:2, 224-251. Howard, S. (2019). Holding employees accountable: where most leaders fail. Predictive Index.

Could gratitude be a secret weapon to transform your stress-filled workplace? In tough times, negativity can spread like wildfire, leaving your team living for the weekend. Emotions are social contagions. Minor issues escalate quickly to critical concerns. After a while, compounded complexity and stress harm performance and employee well-being. Today's employees are looking to leaders for more help. Evidence suggests that 72% of leaders feel used up at the end of their day, a significant increase from two years prior. This is where the power of gratitude makes all the difference. Often forgotten in tough times, gratitude can restore a positive mindset, acting as a positive social contagion. Discover how you can make gratitude your leadership superpower with these three practical tips. Why gratitude matters Gratitude is a positive emotion that brings balance to a negative mindset . Many studies link gratitude with positive personal benefits, such as: Improved health Increased happiness Decreased anxiety Decreased depression Likewise, evidence suggests that feeling appreciated is linked to well-being and employee performance. Those who feel valued by their leader are more likely to report higher levels of: Physical and mental health Engagement Job satisfaction Intrinsic motivation Here is a short video that explains the science behind why gratitude matters. If you immerse yourself in the daily news, the future of work appears dire – supply chain constraints, geopolitical conflict, inflation, and historic labor shortages are projected to persist. Employees are stressed out, and the costs of workplace stress and burnout are high . To quantify workplace stress costs , a recent study found that workplace stressors in the United States account for more than 120,000 deaths per year and approximately 5-8% of annual healthcare costs. The Mayo Clinic found that the personal and organizational side effects of stress include: broken relationships substance abuse depression decreased customer satisfaction reduced productivity increased employee turnover Stress is an emotional contagion. Research has demonstrated that co-workers can spread stress within a workgroup. For example, someone on your team who feels down enters a meeting. Within a few minutes, the entire team's emotions mimic their behaviors and non-verbal expressions. The following short NPR video discusses how emotions like stress are contagious. What does leadership gratitude look like? According to the American Psychological Association, gratitude is a sense of thankfulness and happiness in response to receiving a gift, either a tangible benefit given by someone or a fortunate happenstance. "Gratitude is not only the greatest of virtues but the parent of all the others." – Cicero. As a leader, the practice of gratitude consists of affirming the goodness of others. A habit of gratitude involves acknowledging the good and feeling thankful. While distinctly different, empathy, kindness, and love are closely related to the virtue of gratitude. Effective leadership is more than making someone do something. It is about the selfless influence of others and the ability to bring out the best in others. Here is a good video from gratitude expert Robert Emmons addressing gratitude. We can all cultivate an attitude of gratitude. Evidence suggests that it is best to start by making gathering and giving gratitude easy. Here are three tips for building a habit of gratitude. Gratitude Habit Tip #1: Stop. Look. Go. The following video presents how practicing gratitude begins by getting quiet, looking through our senses, and then taking the opportunity presented. Gratitude Habit Tip #2: Make it easy When building a habit it is consistency and not intensity. Have you got an app for that? Gratefulness.io is a tool that makes getting started easy. I have used this tool for a few years and found it helpful for building an attitude of gratitude. The app will send you a simple daily prompt asking you about what you are grateful for, and it stores your responses in a private online journal. What you record can be as simple as what comes to your mind or a purposeful reflection on something good that happened that day and why you felt good. I find the reminders Gratefulness.io sends of what I was grateful for from my journal very encouraging , and a way for me to track over time. Gratitude Habit Tip #3: Give it away Giving gratitude makes you happier. After listing what you are grateful for each day, take a few moments to practice giving gratitude. Not only will reflecting and journaling what you are thankful for make you happier but giving appreciation will multiply the positive effects on your emotions. Simply send a thank you note or, better yet, deliver the thank you note or say thank you in person. How important do you think gratitude is for you and your team as you look ahead to what experts suggest will be another challenging new year, and what is the real gratitude challenge for you? References: Adecco. (2021). Resetting normal: Defining the new era of work 2021 [PDF]. The Adecco Group. APA. (2012). APA survey finds feeling valued at work linked to well-being and performance. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate, people, profit, and purpose. Organizational Talent Consulting. Goh, J., Pfeffer, J., & Zenios, S. (2016). The relationship between workplace stressors and mortality and health costs in the United States [PDF]. Management Science. Harvard Medical School. (2021). Giving thanks can make you happier. Harvard Health Publishing. McCullough, M. E., Emmons, R. A., & Tsang, J. (2002). The grateful disposition: A conceptual and empirical topography. Journal of Personality and Social Psychology, 82 (1), 112-127. The Gratefulness Team. (2021). What is Gratitude? A Network for Grateful Living

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). 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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. 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