Did you wake up this morning looking forward to work? Work plays a significant role in the lives of most Americans. In a large study over three years, Gallup sought to understand the emotional needs of engaged and committed employees. The most powerful question they found was about the future. Evidence suggests that 69% of employees who strongly agree their leaders make them feel enthusiastic about the future are engaged. Compared to only 1% of those who disagree are engaged. This is significant for leaders because there is a well-established positive connection between employee engagement and key performance outcomes . Given the uncertainty in the workplace, feeling enthusiastic about work might seem unrealistic. So, I'd like to make a case for hope. If you are a leader that purposefully builds hope, this article explains why you have made a smart decision. If you haven't considered it, this article will make the case for why it's crucial to build hopefulness and four practical steps to take – and the sooner, the better. "Everything that is done in the world is done by hope." Martin Luther Why hope matters in the workplace Evidence is clear that being hopeful translates to business results. Numerous studies have linked hope with many individual, team, and organizational benefits fundamental to growth: Increased revenue and decreased operating costs Improved employee retention Enhanced ability to deal with ambiguity Job satisfaction and organizational commitment Sustaining innovation during significant changes such as mergers and acquisitions Lower levels of stress Improved employee and team performance Increased organization citizenship behaviors Positive relationships In the following Tedx, Dr. Hellman explains the science and power of hope. What is hope? Hope is often considered an emotion and can be challenging to define. However, hope is both an emotion and a way of thinking. Hope Theory suggests that hopefulness is a human strength comprised of three distinct, interrelated components: Goals Thinking – identification of valuable goals Pathways Thinking –specific strategies to reach those goals Agency Thinking – motivation to apply strategies Concerning leadership, hope is a positive state that contributes to leaders and followers pursuing, expecting, and achieving organizational goals. Hope is not optimism. It is related but distinctly different. Hope emphasizes setting goals and following through on them to attain a positive future outcome. It is not self-esteem or self-efficacy thinking. Hope involves a belief that a goal is possible and the willpower to pursue it continuously. How hopeful are you? Hope plays a vital role in employees' well-being and facilitates change. Measuring hope can be especially beneficial as a pre-post measure for large-scale change initiatives . Levels of hope can vary dramatically depending on the person and the situation. People generally considered hopeful can still experience low levels of hope when facing significant stressors . The Adult State Hope Scale is a valid short survey that takes less than two minutes to complete and measures the degree of hope at the moment. Higher scores correlate to a more significant state of hopefulness. Respondents use an eight-point Likert agreement scale where one is definitely false, and eight is definitely true for each of the following six questions: If I should find myself in a jam, I could think of many ways to get out of it. At present, I am energetically pursuing my goals. There are lots of ways around any problem that I am facing now. Right now, I see myself as being pretty successful. I can think of many ways to reach my current goals. At this time, I am meeting the goals that I have set for myself. 4 Practical ways leaders build hope in others Effective leaders are organizational hope dealers. In a crisis-driven workplace, influential leaders engage followers in hopeful thinking to account for increased goal difficulty and effort. Although hope can not be taught, the following are four proven strategies leaders can use to build hope in the workplace: Hope Builder 1: Vision Articulating a compelling vision clarifies direction, inspires confidence and action, and coordinates efforts. Evidence suggests that a compelling vision is directly and positively related to creative performance. To be considered compelling, a vision needs to be desired, beneficial to others, challenging, and visual. Stories and metaphors are powerful ways to connect with others. How well followers can visualize the future is fundamental to hopefulness. "Developing a vision is an exercise of both the head and the heart, it takes some time, it always involves a group of people, and it is tough to do well." Kotter Hope Builder 2: Positive Reinforcement Make recognition a leadership habit. What happens to employees after doing their work has the most significant impact on influencing future behavior. Leaders can build hope by reinforcing the value of organizational goals to the employee and the organization through reward and recognition. Effective reward and recognition systems have five characteristics: Targeted toward specific behaviors Applied immediately or frequently Customized to what the individual values Focused on what is achieved and how it is achieved Present everyone with the same opportunity to receive a reward or recognition. "Bringing out the best in followers requires purposeful performance reinforcement rather than management of poor performance." Doolittle Hope Builder 3: Collaboration In a crisis, leaders can build hope by working with followers to identify alternative paths to achieve goals and reset priorities. Change imposed is change opposed. Leaders support collaboration with employees by active listening , providing frequent and open communication, and creating access to information. "Coming together is a beginning, staying together is progress, and working together is success." Henry Ford. Hope Builder 4: Coaching Coaching is partnering with followers in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. High-quality trust-based leader-follower coaching relationships build hope by creating new possibilities. Evidence suggests that 80% of people who receive coaching report increased self-confidence. Over 70% of coaching relationships result in improved work performance, relationships, and more effective communication skills. 86% of companies that provide coaching for employees report that they recouped their investment in coaching and more. Hope is more than a wishful way of thinking; it is a leadership habit. Although hope can not be explicitly taught, evidence suggests leaders can build hopefulness through a compelling vision, positive reinforcement, collaboration, and coaching. How can you actively build hope within others today? References Adams, V. H., Snyder, C. R., Rand, K. L., King, E. A., Sigman, D. R., & Pulvers, K. M. (2002). Hope in the workplace, in Giacolone, R. & Jurkiewicz, C. (Eds.), Workplace Spirituality and Organization Performance, NY: Sharpe. Brim, B. (2021). Strengths-based leadership: The 4 things followers need. Gallup. Daniels, A. (2016). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (3rd edition). McGraw-Hill. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gwinn, C. and Hellman, C. (2019) Hope Rising, How the Science of Hope Can Change Your Life. Morgan James Publishing Helland, M., & Winston, B. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies. Vol. 12 (2). Kirk, S., & Koeske, G. (1995). The fate of optimism: a longitudinal study of case leaders' hopefulness and subsequent morale. Research in Social Work Practice, 5, 47-61. Ludema, J. D., Wilmot, T. B., & Srivastva, S. (August, 1997). Organization hope: Reaffirming the constructive task of social and organizational inquiry. Human Relations, 50:8, 1015-1053. Luthans. F., & Jensen, S. M. (2003). Hope: A new positive strength for human resources development. Human Resources Development Review. Mukherjee, U. & Sharma, P. (2020). Hope at workplace: A review of the literature. International Journal of Psychosocial Rehabilitation, Vol. 24, Issue 06. Sitten, T., Mutonyi, B., & Lien, G. (2021). Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees. BMC Health Services Research. Snyder, & Snyder, C. R. (2000). Handbook of hope theory, measures, & applications . Academic. Snyder, Sympson, S., Ybasco, F., Borders, T., Babyak, M., & Higgins, R. (1996). Development and Validation of the State Hope Scale. Journal of Personality and Social Psychology , 70 (2), 321–335. White-Zappa, B (2001). Hopeful corporate citizenship: A quantitative and qualitative examination of the relationship between organizational hope, appreciative inquiry, and organizational citizenship behaviors. Dissertation Abstracts International, (UMI No. 3012630)

Have you ever overestimated your ability? I have. I've committed to projects and timelines to later wonder how I could be so off in the first place. It has taken me more than a few years to realize that my point of view is not always the best. Evidence suggests that poor-performing businesses have 20% more leaders with blind spots than high-performing businesses. A lack of self-awareness is hazardous to your career and organization's success. Feedback is the most effective way to gain awareness of hidden strengths and blind spots. However, more is not necessarily better. With a little effort, you can understand yourself better – and not regret it later – by keeping these three qualities in mind that differentiate between useful and useless feedback. Why self-awareness matters in leadership To know yourself means that you can see yourself objectively, you are aware of similarities and differences from others, and you understand the perspective from which you see others and the world. "To know thyself is the beginning of wisdom." Socrates Leadership is a relationship, and it is vital to know what others think. If you only consider your perspective, you have an incomplete picture. Like trying to navigate a ship on the open seas without a sextant or GPS, lacking self-awareness limits a leader’s ability to realize professional and personal goals. Self-aware leaders are not naive about their habits and are able to develop better habits. The importance of self-awareness is not new. However, a recent study of 486 companies demonstrated that the most self-aware leaders populate the best organizations. Poor-performing businesses had 20% more leaders with blind spots than high-performing businesses. Additional studies have linked greater self-awareness with: improved leadership relationships self-control better decision-making life satisfaction In today's increasingly complex and culturally diverse workplace, leaders who are able to perceive, assess, and regulate their own and others' emotions accurately can better leverage diversity and create team cohesion⁠. Evidence also suggests that leaders with a lack of self-awareness are more likely to be unable to regulate their emotions and behaviors effectively, contributing to poor physical health, work performance, and social interactions. The difference between useful and useless feedback The difference between useful and useless feedback is its reliability, validity, and fairness. Key 1: Feedback Reliability Reliable feedback has a high probability that the same actions lead to the same feedback in the future. When feedback lacks reliability, it creates confusion and can slow your development. Reliability is important because it helps reveal key themes for improvement. Reliability helps you focus, especially when using structured feedback tools like 360 surveys that increase the amount of feedback you receive. It may be tempting to try to put development plans in place for every piece of feedback, but you will see the most growth in building better habits when you pick one small change and then gradually improve. Key 2: Feedback Validity Feedback based on a deep understanding is most valid. Validity relates to the extent to which the feedback takes into consideration the subject matter expertise of the topic, your situation, and the context. The validity of the feedback is crucial because it directly affects the quality of any insights or conclusions that you can draw. When you use feedback that is inaccurate or incomplete, the conclusions you make will be unreliable and potentially misleading. Poor validity can lead to faulty decision-making , inaccurate predictions, and, ultimately, wasted time and resources. Key 3: Feedback Fairness Feedback bias happens when personal experiences shape the feedback. We all have bias, and likewise, all forms of feedback have some degree of bias. The greater the bias, the less useful and fair the feedback. I like asking my mom for feedback, but I must realize that she has a vested interest in being my mom. Likewise, the higher you ascend within your organization, the more challenging it becomes to receive fair feedback. When you receive feedback, it is important to test it for reliability, validity, and fairness. Ask yourself: How consistent and dependable is the feedback? How logical is the feedback and factually informed is the source of the feedback? How impartial and free from bias is the feedback? Rather than responding with a yes or no, score each question using a scale of one to ten. A rating of one is not at all, and ten is to a great extent. To become more self-aware, it is best to get curious, embrace the variability of feedback as a path to improvement, take the valuable parts of the feedback, and disregard the rest. “Look outside, and you will see yourself. Look inside, and you will find yourself.” Drew Gerald Discover Your Leadership Habits “If you think adventure is dangerous, try routine. It’s lethal.” Paolo Coelho The greatest threat to your career and business success is the routine practices performed automatically in daily life. My hypothesis is that leadership habits are life-changing. It is easy to get the need for better habits in theory, but in practice still fall into unintentional patterns and accidental habits. We don’t set out to develop bad habits. We don’t need to just want it more. While you may be aware of some leadership habits, there are likely others that you are completely unaware of - those accidental habits that go unnoticed but significantly impact your leadership effectiveness. Part of the answer is greater awareness of proven principles. That is why I wrote Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. If you want access to the latest research and practical tools to help you get better every day, pick up your ebook or print copy on Amazon or anywhere you buy books. To help you uncover these life-changing leadership habits, I've created the leadership accidental habit assessment (AHA). By taking this free survey, you'll gain valuable insights into your leadership and identify areas for improvement. Take the assessment now and start your journey to becoming a more effective and self-aware leader. What is your real self-awareness challenge? References Bratton, V., Dodd, N., & Brown, F. (2011). The impact of emotional intelligence on the accuracy of self-awareness and leadership performance. Leadership & Organization Development Journal, 32(2), 127-149. Brickhouse, Thomas C.; Smith, Nicholas D. (1994). Plato's Socrates. Oxford University Press. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit and Purpose. Organizational Talent Consulting. Goldstein, G., Allen, D. N., & Deluca, J. (2019). Handbook of psychological assessment. Elsevier Science & Technology. Oltmanns, T., Gleason, M., Klonsky, E., & Turkheimer, E. (2005). Meta-perception for pathological personality traits: Do we know when others think that we are difficult? Consciousness and Cognition, 14(4), 739-751. Pekaar, K., Bakker, A. B., van der Linden, D., & Born, M. (2018). Self- and other-focused emotional intelligence: Development and validation of the Rotterdam emotional intelligence scale (REIS). Personality and Individual Differences, 120, 222-233. Wilson, T., & Gilbert, D. (2005). Affective forecasting: Knowing what to want. Current Directions in Psychological Science: A Journal of the American Psychological Society, 14(3), 131-134. Zes, D., & Landis, D. (2013). A better return on self-awareness. Korn Ferry Institute .

We can all agree nothing is certain except death and taxes. Is it time for executives and teams to say goodbye to strategic planning? Annual off-site meetings to change dates on unsuccessful strategies don't make sense. One of the most significant downfalls of contemporary strategic planning is the failure to account for a growing uncertainty in a fast-paced, generative AI environment. I am not suggesting leaders give up on strategic planning and accept gambling on their company’s future. I'm suggesting that a new approach is desperately needed. As the world changes, businesses and leaders must change too. Organizations and leaders need to evolve strategic thinking and planning approaches to go beyond what is already understood. So, how can organizations and teams account for uncertainty and make progress on what matters? This is where the good news comes in. Here is a practical strategic planning method that can push your organization and team toward positive actions. Scenario Planning: A flexible strategic planning method Scenario planning helps organizations focus on likely and critical external elements impacting the business and think creatively about their situation. The benefits of scenario planning are changed thinking, informed narratives or stories about possible futures, improved decision-making about the future, and enhanced organizational learning and imagination. Scenario planning is a decision-making tool for exploring and understanding various issues impacting your business. Since you cannot predict the future, both learning and preparation are essential. The goal is for leadership teams to become more informed by broadening ideas about what multiple futures might bring. Scenario planning involves identifying a specific set of uncertainties and different realities of what might happen in the future. Wind tunneling is a metaphor for the basic concept. Scenario planning allows the organization to be tested in various turbulent times. As with any strategic planning process, you must carefully consider identifying vital internal stakeholders. It helps to have inclusive representation from a cross-section of departments, functions, and subject matter expertise. The most threatening competitor leadership teams face is themself. The typical approach to scenario planning involves the following eight steps: Identify a focus question: When selecting a question, it needs to help focus on the uncertainty you want to prepare. For example, you could ask, “How may generative AI affect our organization, what should we do, and when? Identify critical environmental factors: This is where you brainstorm anything related to your focus question happening in your surrounding environment. Identify driving forces: These underlying forces could shape your focal question. Using a Futures Wheel aligned with the STEEP (Societal, Technological, Economic, Ecological, or Political/Legal) framework can help brainstorm these forces. Rank critical uncertainties: Scenario planning is often more qualitative than quantitative, and it is easy to be influenced by optimism bias. Ranking helps avoid cognitive errors in scenario planning. Choose the central theme: These are the most uncertain and essential driving forces selected from the ranking in the prior step. Develop scenarios: This step can be sped up by selecting already developed scenarios. If you decide to build your scenarios, you should aim for four. This is a good number because it provides a variety of plausible futures. Examine the implications of the scenarios: This is where the team assesses the current state using tools like a SWOT analysis to identify impacts and potential adjustments to your strategy. Identify ways to monitor changes: Monitoring helps account for risks and opportunities in your strategic planning. Start by identifying what signals movement in each driver and scenario. Leaders facing environmental conditions like today without scenario planning will likely either stop strategic planning and only operate in the short term or take too much risk and gamble on one specific future. How can your organization move beyond what is already known and evolve your strategic planning approach? References: Chermack, T. (2011). Scenario planning in organizations: How to create, use, and assess scenarios. Berrett-Koehler Publishers, Inc. Cornish, E. (2005). Futuring: The exploration of the future (First Paperback ed.). World Future Society. Lewis, K., (2019). Preparing for the 2030 labor market. HR Magazine. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Ludwig, L., Giesecke, J.,& Walton, L. (2010), Scenario planning: a tool for academic health sciences libraries. Health Information & Libraries Journal, 27: 28-36. Lund, S., Manyika, J., Segel, L., Dua, A., Hancock, B., Rutherford, S., and Macon, B. (2019). The future of work in America: People and places, today and tomorrow. McKinsey & Company . Nugent, T. (2020). 9 trends that will shape business education in 2020. Business Because . Tibbs, H. (2000). Making the future visible: Psychology, scenarios, and strategy. Global Business Network .

Remember being a kid? Campaigning to play a favorite position or pick your friends to be on your team. As kids, the motivation to lead often was purely selfish. In the workplace, this same motivation can be devastating. Evidence suggests that self-centered and manipulative leaders increase counterproductive behavior. Authentic leadership doesn't come from a title. Exceptional leaders put their team and its mission first. There are many well-documented stories about extraordinary self-sacrifice that change the world. But, not all acts of self-sacrifice positively impact leaders in the workplace. Here are two practical ways leaders can tap into the paradoxical power of self-sacrifice and elevate people, profit, and purpose. Why self-sacrifice matters in leadership There is no single definition of what is leadership. However, there is broad agreement that leadership involves the influence of followers toward turning vision into reality. Maybe not too surprisingly, research suggests that self-sacrificing leaders are more influential than self-serving leaders. Leadership self-sacrifice in the workplace is demonstrated to enhance: Intentions to reciprocate the leader's behavior Feelings of team belonging Intentions to give Cooperative behaviors Follower performance Willingness to change Self-Sacrifice is the giving up of one's own interests or wishes in order to help others or advance a cause. Acts of self-sacrifice are inspiring. Many stories of modern w orld changers involve a common theme of tremendous self-sacrifice. Martin Luther King Jr. and Mother Teresa represent a couple of these leaders. Martin Luther King Jr. was central to the American civil rights movement. He faced numerous threats to his life and ultimately was assassinated in 1968. His message and his sacrifices galvanized the civil rights movement, leading to significant legislative and social changes in the United States. Mother Teresa, also known as Saint Teresa of Calcutta, served the poorest in India. She founded a religious congregation that aids those in need, including the sick and orphaned. Despite extreme personal sacrifice and criticism for her commitment, she stayed focused until she died in 1997. As of 1979, she had helped over two million sick, including nearly fifty thousand lepers treated by mobile dispensaries and special clinics. But, not all acts of self-sacrifice in the workplace result in a positive impact. Those most influential involve self-sacrifice that conveys the leader can be trusted to act in a way that benefits the team and its mission. In the following video, Simon Sinek discusses the power of self-sacrifice within an organization. It's inspired by Marine Corps General Flynn's account of why senior officers in the military eat last. Self-Sacrifice Strategy #1: Establish Goals that Benefit Your Team and Organization A leader's performance management goals should clearly emphasize a direct benefit for their team and its mission. Too often, leadership goals narrowly focus on the leader's direct contribution to the organization. The key is the use of the word "and." Leadership goals need to go beyond driving individual performance and include their team. Here are a few high-level goal examples that focusd on the leader, team, and organization. Create a culture of inclusion in the organizational unit I lead - an environment where every employee feels valued and has opportunities to contribute and grow. Collaborate with followers to establish robust development plans, provide appropriate support (time, resources), and monitor progress to facilitate the achievement of plans. Provide followers with regular coaching and timely feedback. Recognize the strong performance of employees I lead through financial and non-financial means, both formally and informally . Be open and honest in communications and cascade business information in a timely manner to my team. President Obama speaking of Medal of Honor recipient Captain Groberg said, "on his very worst day, he managed to summon his very best. That's the nature of courage — not being unafraid but confronting fear and danger and performing in a selfless fashion. He showed his guts, he showed his training; how he would put it all on the line for his teammates." Self-Sacrifice Strategy #2: Cultivate Belonging According to Gallup, two in ten employees rate their mental health as fair to poor. Depression, anxiety, and suicide are common mental health conditions associated with lacking a sense of belonging. Leaders can cultivate high-quality relationships and belonging by developing enhanced self-awareness , asking followers questions grounded in genuine curiosity, offering help, and showing appreciation. Start using these five questions taken from Michael Bungay Stainers' book The Coaching Habit in your next one-to-one meeting: What’s on Your Mind? What’s the real challenge here for you? The spotlight shifts from the problem to the person wrestling with the problem. It invites learning and growth. And what else? (AWE) The recipient hears, keep going. What do you want? This shifts the discussion to consideration of the desired future state. What was most helpful for you? People learn best when given space to reflect on what just happened. Ask them. Leadership self-sacrifice can positively influence follower behaviors, performance, and the willingness to change in ways necessary to thrive in today's complex workplace environment. What ideas do you have for demonstrating self-sacrifice that communicates your commitment to the team and its mission for the greater good? References Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Gallup. (2022). State of the global workplace 2022 report. Gallup.; Best Christian Workplace Survey 2022. Hoogervorst, Niek (2012). When do leaders sacrifice? The effects of sense of power on leader self-sacrifice. The focus quarterly (1048-9843), 23 (5), p. 883. Shin, J., & Shin, H. (2022). The effect of self-sacrifice leadership on social capital and job performance in hotels. Sustainability, 14 (9), 5509. Van Knippenberg, B. M., & van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality. Journal of Applied Psychology, 90, 25-37.

Every leader wants to be successful. But sometimes, the results achieved come at the cost of character. Civil rights leader Martin Luther King Jr. suggested that the most dangerous person is likely gifted with reason but no morals. A blind passion for results damages a leader's reputation and the organization. Evidence from workplace studies on the benefits of character suggests that leaders with high character scores outperform others on company key performance metrics. Leadership behaviors guide actions, but a leader's character determines how and if the leader acts. Great leadership is a combination of competence, character, and commitment. Here are three practical steps to help develop your character strength and how you can ace your next character test. Why is leadership character important to success? Leadership creates moments not defined by policy or procedures—situations where leaders have to choose between right and right. Every day, you make character decisions, consciously or unconsciously, such as between speed or quality and long-term or short-term results. The impact of these decisions either reinforces your team's desired or undesired thoughts, feelings, and behaviors. Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate, only love can do that. Martin Luther King, Jr. In a two-year study of executive leaders and their organizations, CEOs who scored high on aspects of character had an average return on assets (ROA) of 9.35%, in contrast to CEOs with low ratings, with a ROA of 1.93%. Leadership character is shown to align the leader-follower relationship, increasing both leader and follower productivity, effectiveness, and creativity. Leadership character plays a vital role in unifying a team. Followers will give more when they respect the leader's character. A focus on helping others is essential to providing effective strategic leadership. Also, character helps leaders navigate change more effectively. What is Leadership Character? Leadership character is doing the right thing for the right reasons and with the right feelings. It is the inner game of leadership. While leadership behaviors are observable, a leader's inner game quietly controls the leader's behaviors. Character is the unique combination of internalized beliefs and moral habits that motivates and shapes how that you relate to others. Fred Kiel Evidence suggests that there are four universal leadership character principles: Integrity – Being honest, acting consistently with principles, standing up for what is right, and keeping promises. Responsibility – Owning personal decisions, admitting mistakes, and showing concern for the common good. Forgiveness – Letting go of self and others' mistakes, focused on what is right versus only what is wrong. Compassion – Empathizing with others, empowering others, actively caring for others, and committing to others' growth. A leader's character determines how knowledge, skills, and abilities are applied. Leadership decisions are often based on values, worldviews, and past experiences. Your past, even as a child, has shaped your current perception of what is right or wrong. Family members, friends, religious leaders, and the community where you live and work reinforce your character. How to Measure and Assess Your Leadership Character Although character can seem complex to understand, it can be reliably defined and measured. Character does not need to be considered subjective. In fact, the more self-aware you are of your character strengths and those of your team, the better you can lead. VIA Character Strength Survey The VIA Character Strength Survey is a validated instrument for assessing character strengths. It has been completed by over 15 million people globally, and all of the scales have satisfactory reliability (> 0.70 alphas). The free VIA Character Strength Survey provides insights into your 24-character strengths in rank order. Character strengths are values in action or positive thinking, feeling, and behaving traits that benefit the leader and others. For more information regarding the VIA Character Strengths Survey, visit www.viacharacter.org . Accidental Habit Assessment Few leaders seek to develop bad habits. Everyone I know strives for good habits. That is why this quiz is labeled the Accidental Habit Assessment (AHA). It helps you uncover possible leadership bad habits that are keeping you from getting the most out of life and work. The free quiz includes a customized report and guide that will provide you with an "aha" moment as you reflect on your leadership to understand your strengths and accidental habits needing improvement. You can also use the report as a personalized reading plan to access researched and field-tested leadership resources and transformational tools in the book Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose . 3 Practical steps to develop leadership character in your company Intelligence plus character—that is the goal of true education. Martin Luther King, Jr. Most leadership development programs focus on building competence, and the leader's character is often left out. A lack of attention to character harms both the leader and the organization's performance. Character Development Step #1: Making the invisible visible The conversation of leadership character development in the workplace is lacking and needs to be raised to the same level as developing leadership competence. The desired goal is to increase character development investments, not replace them. Start with clarifying leadership inner game and outer game expectations: What should leaders do? You might already have these leadership behaviors defined in performance reviews or leadership competency models. What kind of leaders should they be? If you are unsure where to begin, research-based books and articles like those mentioned and cited in this post can be great resources. Character Development Step #2: Make it experiential Leadership character development should involve challenging simulation experiences that involve everyday decisions between right and right. These experiences should also include time for guided reflection with each participant. Additionally, the development should include teaching leaders specific habits for dealing with challenging issues. Character Development Step #3: Assessment and coaching Character development is a process, not an event. A proven way to develop character is to combine self-assessment with executive coaching. The combination of enhanced self-awareness and a thought-provoking, creative executive coaching program inspires transformation and growth. How You Can Ace Your Next Character Test Choosing between what is best for yourself or what is best for others creates very different outcomes for you and your business. Leadership character matters, and it is difficult to regain trust once lost. Acing your next character test is possible by being deliberate and persevering. The ultimate measure of a man is not where he stands in moments of convenience and comfort, but where he stands at times of challenge and controversy. Martin Luther King, Jr. Passing a test of character begins with knowing your non-negotiables. You will do your best when you have a clear picture of what leading with character looks like for you. List your leadership inner game and outer game principles. Then, expand on each of these by writing a brief, vivid description of how each principle guides you in a given situation. Surround yourself with accountability partners. Share the list of principles you have defined and invite people close enough to know you well to hold you accountable if you start to get off track. The influence of others is powerful on performance. Leaders tend to become more isolated the higher they move in a company, and the role of a coach and mentor becomes even more critical. Making the next right choice in a test of character is simply making the next right choice. You build leadership character like you build physical endurance. Training helps create character muscle memory, making the right decision automatically. Attend a leadership development program that focuses on both the inner and outer game of leadership. Key Summary Points Great leadership is a combination of competence, character, and commitment. Character is an individual’s unique combination of internalized beliefs and moral habits that motivates and shapes how that individual relates to others. Leadership character is shown to align the leader-follower relationship, increasing both leader and follower productivity, effectiveness, and creativity. Leadership character can be measured, and feedback can be provided through executive coaching as part of a leadership development process that targets the leader's inner and outer game. Character development needs to be raised within organizations to the same level as leadership competencies. Striving for better habits is a competitive advantage available to any leader looking for a powerful point of differentiation. Our transformational executive coaching, leadership development, and organizational consulting help you achieve your goals and get more out of life and work. References: Badaracco, J. (1997). Defining moments: When managers must choose between right and right . Boston, Mass: Harvard Business School Press. Beerel, A. (1997). The strategic planner as prophet and leader: a case study concerning a leading seminary illustrates the new planning skills required. Leadership & Organization Development Journal . 18 (3) pp. 136 -144. Claar, V.V., Jackson, L.L., & TenHaken, V.R. (2014). Are Servant Leaders Born or Made? Servant Leadership Theory & Practice, Vol. 1, Issue 1, 46-52. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose . Organizational Talent Consulting. Kiel, F. (2015). Return on character: The real reason leaders and their companies win. Harvard Business Review. Kim, J.H., Keck, P., McMahon, M.C., Vo, A., Gonzalez, R., Lee, D.H., Barbir, L., & Maree, K. (2018). Strengths based rehabilitation assessment: Adapted Inventory of Virtues and Strengths. Work: Journal of Prevention, Assessment & Rehabilitation, 61(3), 421-435. doi:10.3233/WOR-182807 Kim, J. H., Reid, C. A., McMahon, B., Gonzalez, R., Lee, D. H., & Keck, P. (2016). Measuring the virtues and character traits of rehabilitation clients: The adapted inventory of virtues and strengths. Journal of Occupational Rehabilitation, 26 (1), 32-44. doi:10.1007/s10926-015-9619-9 Norzailan, Z., Othman, R. B., & Ishizaki, H. (2016). Strategic leadership competencies: What is it and how to develop it? Industrial and Commercial Training, 48 (8), 394-399. doi:10.1108/ICT-04-2016-0020 Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence. Organizational Dynamics, 46 (1), 30-39. doi:10.1016/j.orgdyn.2017.02.001

When you think about outstanding military leaders, commanders like Winston Churchill and inspiring orators like Martin Luther King Jr. come to mind. These leaders accomplished incredible feats against the odds. But like leaders in any successful business, they require the commitment and hard work of others to achieve their goals. In 1941, the US established the first intelligence agency led by General William "Wild Bill" Donovan. The agency aimed to coordinate intelligence and conduct counterespionage to destroy an enemy from the inside. Their missions trusted small teams to perform heroic acts of sabotage and train resistance fighters. General Donovan published the Simple Sabotage Field Manual with the ominous instruction not to allow the manual to fall into unauthorized hands. If it is true that teams and organizations can be destroyed from the inside. One of the most important things a leader can do is reverse engineer these now-declassified sabotage tactics. Here are three especially compelling saboteur tactics and countermeasures you can use to bring out the best in your team. How to motivate saboteurs (or your team) Wild Bill suggested that engaging others to commit acts of sabotage requires motivation. As stated bluntly in the manual, "purposeful stupidity is contrary to human nature." The manual emphasizes the need to provide the saboteur pressure, assurance, and information. Here are the three motivation tactics identified in the manual that lead to destruction and the leadership countermeasures busy leaders can successfully use. Motivation Tactic #1: Make it Personal The average citizen likely has no reason for sabotage. Make it personal by specifically connecting acts of sabotage with personal gains, show how the saboteur is part of a larger organization, and assign responsibilities for sabotage. Leadership Practices to Make It Personal As a leader, answering "what's in it for me" is one of the best motivation tools in your arsenal for implementing change. The answer to this question ensures others in the organization know the benefits and not just what is changing. When followers recognize how their actions connect to the larger vision, it leads to engagement by creating a sense of belonging. Social Identity Theory suggests that we share identity with individuals we associate with. As a result, followers are more likely to trust those individuals than individuals and groups with whom they do not share an identity. Are you assigning work effectively, also known as delegating? Research has found that effective delegation improves job satisfaction, performance, intrinsic motivation, confidence, and career development. It is thought that delegation signals trust and support from the leader to the delegate, resulting in increased follower effort and performance. Additionally, effective delegation improves the employee's perception of the leader's performance. If you want to do a few small things right, do them yourself. If you want to do great things and make an impact, learn to delegate. – John C. Maxwell Motivation Tactic #2: Provide Encouragement Saboteurs need to believe they are acting in self-defense by committing acts of destruction. Also, the use of humor can ease tension and reduce fear. Leadership Practices to Encourage Your Team There are many good reasons why leaders should think twice before using humor at work. However, evidence suggests that humor during times of crisis significantly improves employee engagement and organizational performance. Much of the positive influence of humor is due to a biochemical response. Laughing reduces cortisol levels, which have a calming effect, increases endorphins, creating a runner's high, and increases oxytocin, which creates warm feelings toward others. The recipe for getting humor right at work includes: knowing your audience keeping it positive keeping the topic close to you and not others understanding yourself and potential blindspots associated with your natural style In this TEDx, Karyn Buxman expands on the science of humor. Motivation Tactic #3: Minimize Risk Bad news spreads quickly. The number of opportunities and degree of perceived risk limit the effectiveness and efficiency of a saboteur. Leadership Practices to Minimize Performance Risk Observe and eliminate or modify the desired behavior's negative, immediate, inevitable consequences when possible. If followers are required to work in a freezer, you can provide warming jackets to reduce the adverse effects of the cold. After you attempt to reinforce the desired behavior, observe if performance improves. If not, learn and adjust. The ABC model, also known as the three-contingency performance management model, provides a foundational understanding of why people do or do not perform a given behavior. The "A" stands for those things that prompt desired behavior (antecedents). The "B" stands for the desired behavior. The "C" stands for consequences. The consequences that the employee experiences after or during the behavior have the most significant impact on performance . Specific suggestions for sabotage (or leaders) Clear expectations improve a team's understanding of goals and create organizational alignment. The Simple Sabotage Field Manual identified several specific techniques for different types of targets. The following is a selection of tactics identified in the manual specifically for managers and supervisors. Demand it in writing Ask endless questions and use long messages Make objections when possible Do everything possible to create delays Don't provide the team with new tools and resources Demand the most expensive tools and resources and complain if you don't get them Complete unimportant tasks first and give the essential functions to the least skilled team member Insist on perfection and accept defective work Give incomplete or misleading instructions when training new employees Reward poor performance Go to conferences and meetings to avoid getting the work done Create duplicate files Create policies and procedures for everything The leadership countermeasure to deploy for these simple sabotage suggestions is to use this list as a checklist to reflect on your leadership habits. Then, commit to doing the opposite. In addition to individual reflection, you can capture some additional benefits by reviewing this list with your team to identify if they see any of these acts of sabotage within the team or company. You may have laughed nervously and shuddered a little as you recognized some of these tactics and tendencies in your leadership or where you work. The countermeasures for the sabotage tactics that General Donovan made indispensable to intelligence officers can make you a leader indispensable to your team and company. How does the Simple Sabotage Field Manual inspire you as you think about your unique position and opportunities? References Aaker, J., & Bagdonas, N. (2021). How to be funny at work. Harvard Business Review. Chevrier, S., & Viegas-Pires, M. (2013). Delegating effectively across cultures. Journal of World Business: JWB, 48(3), 431-439. Daniels, A. C., & Daniels, J. E. (2006). Performance management: Changing behavior that drives organizational effectiveness. Performance Management Publications. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Drescher, G. (2017). Delegation outcomes: Perceptions of leaders and followers' satisfaction. Journal of Managerial Psychology, 32(1), 2-15. Joiner, T. A., & Leveson, L. (2015). Effective delegation among Hong Kong Chinese male managers: The mediating effects of LMX. Leadership & Organization Development Journal, 36(6), 728-743. United States. Office of Strategic Services. (1944). Simple Sabotage Field Manual . Project Gutenberg. Yukl, G. and Fu, P. (1999), "Determinants of delegation and consultation by managers ," Journal of Organizational Behaviour, Vol. 20 No. 2, pp. 219-232.

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

Have you ever sat in a meeting and wondered where the discussion was going or what was happening? Maybe the point being made seemed questionable, or the actions of others were divisive. It's frustrating and confusing when values are just words for marketing campaigns and corporate communications. A recent study found that only one in four employees strongly agree that they can apply their company's values daily. You've probably experienced this to some extent before, and maybe now you're in a leadership position. I'll tell you a secret: company values don't have to feel aspirational. Thriving cultures where employees can live out the organization's values are possible. They require an actionable understanding of company culture and the ability of leaders to transform values into daily actions. Here is what you need to know and do to set your company up with a thriving culture. Why a positive company culture makes a big difference Your company culture is the one thing that influences every aspect of your business. It directly impacts the overall success of your organization, employees, customers, and communities where you do business. An organization's underlying values influence employees' behaviors and decisions. Company culture is a shared pattern or system of beliefs, values, and behavioral norms. Stated simply, it's how things get done when no one is watching. Much has been written on the competitive advantage of a positive company culture. Research has directly linked the effects on financial performance, customer satisfaction, employee teamwork, team cohesion, employee motivation, employee retention, and employee engagement. Your company culture creates an internal and external brand identity that influences people's thoughts about your organization. A recent human capital trends study by Deloitte suggested that 95% of candidates believe culture is more important than compensation—also, companies with a positive culture experience 8x higher profitability than S&P 400 firms. No company is looking to stay the same year. As the world changes, people and businesses must change. Organizational culture is critical to innovation . Just as some organizational culture characteristics can support innovation, others can also inhibit innovation. An actionable measure of company culture Organizational culture is complex. But, defining the culture in measurable and actionable terms is essential for a thriving company culture. The concept of culture is often considered too abstract to address and is not well understood. A recent study found that only 12% of companies claim to have a program in place to define and improve culture. The organizational culture assessment instrument ( OCAI ) based on the Competing Values Framework is an actionable measure of company culture. The survey was adapted from work by Dr. Kim Cameron and Dr. Robert Quinn as part of their Competing Values Framework research at the University of Michigan. The study empirically concluded that a company's focus and flexibility moderate effectiveness. The Competing Values Framework identifies four fundamentally different cultures. Clan Culture creates a collaborative atmosphere like a family. This culture emphasizes the value of teamwork, participation, and a consensus decision-making style. Adhocracy Culture creates an energetic and entrepreneurial atmosphere. This culture stresses the importance of research and continuous improvement. Market Culture creates a competitive, fast-paced, results-oriented environment. This culture highlights coming in first. Hierarchy Culture is a top-down, formal, rule-based atmosphere. This culture emphasizes efficient, reliable, and cost-effective performance. Note: Adapted from Cameron and Quinn (2011). The framework enhances cultural understanding by simplifying the cultural description to only two fundamental dimensions: flexibility or stability and internal or external focus. The OCAI survey measures six aspects of the current and preferred organizational culture: Dominant characteristics describe the overall organization. Leadership style and how leadership competencies align to culture. Management of employees and the work situation. Organizational glue that holds everything together. Strategic emphases are the aspects of culture that guide strategy. Criteria for success determine the outcomes of an organization's culture. Instead of requiring companies to choose one ideal culture type, the survey and framework enable leaders to identify a preferred culture that uniquely aligns with current market trends and company strategic objectives. The survey highlights cultural congruence across teams. Evidence suggests that while cultural congruence is not a determinant of company success, incongruent organizations are much less effective. Congruence is the degree of alignment between current and preferred cultures along the six aspects of culture assessed. How to transform company values into company culture Individual change leads to organizational culture change. Different cultures have different needs for leadership competencies. Leaders should reflect on their leadership style before looking for ways to change the company. Consider how leadership habits align with your company values and the preferred culture. If you are looking for actionable and individualized feedback to enhance self-awareness of cultural strengths and opportunities, you will love using a 360-degree assessment customized to your needs. "Success is the sum of small efforts repeated day in and day out." Robert Collier After leadership has increased self-awareness, apply the following six culture levers to change how employees behave and perceive the company culture. Cutlure Lever #1: What leaders pay attention to regularly. One of the most potent tools for leaders to shape culture is what they pay attention to regularly. What leaders choose to measure, reward, and control matters, and the opposite is also true. For example, suppose an organization wants to build an analytical orientation within the culture. In that case, 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. For example, the recent global pandemic revealed much more about an organization's values than any about page on a website or company orientation ever would. Sodexo is one positive example of an organization that has demonstrated its commitment to employees even during a pandemic . 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. Going back to the example of creating an analytical orientation, 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. Architecting a thriving company culture is time-consuming, but there is too much riding on it not to do something about it. As you get started, remember that organizations are likely to deny the need for change and become defensive at the suggestion of change. Organizational change creates anxiety for valid reasons. To overcome the barriers to change, the change leader needs to create a desire to survive and reduce learning anxiety by creating psychological safety . Leaders build psychological safety by demonstrating humility, selfless love, performance-based accountability, and vulnerability and consistently helping followers comprehend and accept the challenge. A plan on the front end will ensure desired results during execution. Sell the change within the company with a few concrete short stories, representing the best of the new culture and the necessity for change. Ensure a quick win is visible across the company. Be the change and turn your company values into action: Act! What is the real challenge ahead of you for a thriving company culture? References Bersin, J. (2015). Culture: Why it's the hottest topic in business today. Forbes. Bremer, M. (2019). How culture boosts performance. OCAI online. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing Cameron, K., Quinn, R., Degraff, J., & Thakor, A. (2006). Competing values leadership: Creating value in organizations. Clark. (2020). The 4 stages of psychological safety : defining the path to inclusion and innovation (First edition.). Berrett-Koehler Publishers, Incorporated. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Dvorak, N., & Nelson, B. (2016). Few employees believe in their company's values. Gallup Business Journal. Flamholtz, E. (2001). Corporate culture and the bottom line. European Management Journal. Vol. 19 (3). 268-275. Schein, E. H., & Schein, P. (2016). Organizational culture and leadership, 5th edition (5th ed.)

What if your key to unlocking the best of what can be lies in moments of reflection on what was? As we begin this new year, I encourage you to spend some quiet time reflecting on this past year's unseen hurdles, the habits you reshaped, and what matters most. Evidence suggests that critical reflection on personal experiences unlocks learning, leading to better judgment and decision-making. The past year may have left you hesitant or feeling dreadful about an uncertain future. But you have to let go of the life you’re familiar with and take the risk to live the life you dream about. Framing the opportunity for this new year can move you and others out of their comfort zone and toward the best of what might be. Here is what you need to know about critical reflection and four steps to bring out your best in the new year. Why critical reflection matters Reflection is a powerful leadership tool. The ability to question personal and organizational assumptions and beliefs taken for granted enables leaders to learn from experiences. Effective reflection involves doubting, pausing, and being curious about the ordinary. The practice of critical reflection provides a path to deeper understanding. It enables leaders to elevate the significance of day-to-day experiences for personal and organizational growth. Critical reflection forces leaders to consider underlying causes for results. Critical reflection can create personal discomfort and internal conflict as you wrestle with favorable self-perceptions. However, leaders risk repeating bad decisions that could prove disastrous without considering alternate viewpoints. Biases are present in all leaders. Leadership is recognizing and leveraging the gap between stimulus and response to make a choice rather than make a knee-jerk reaction. When leaders become aware of unconscious biases, they gain various insights from seeing situations from different points of view. Reflection is essential for becoming aware of biases and making better choices. "Between stimulus and response, there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom." Viktor Frankyl Reflection improves critical thinking capacity. Critical thinking helps leaders navigate volatile, uncertain, complex, and ambiguous situations common in every business. It is the ability to use cognitive skills and strategies to increase the probability of the desired outcome when problem-solving. Critical thinking for executive leadership is fundamental to business growth, increased speed, and sustainability. Here is a short video from Simon Sinek on his perspective on the value of pursuing critical self-reflection. How to integrate critical reflection into your leadership habits There is a saying in the military that if you fail to plan, you plan to fail. Here are three strategies for integrating critical reflection into your leadership habits in the new year. Critical Reflection Strategy #1: Journal Use a journaling app like Day One to capture your thoughts, feelings, successes, and frustrations. This approach is demonstrated to be incredibly impactful on leader-follower relationships, clarity of purpose, and improving new skills. Like building any habit, start small and tie it to an existing practice, like your routine, before you leave the office for the day. Critical Reflection Strategy #2: Solicit Follower Feedback Critical reflection should be a social process and is proven to be most successful when collaborative. Leaders need to understand how followers perceive their actions. Using a leadership 360 assessment  is one proven tool to improve critical reflection. These assessments typically gather feedback from their leader, peers, and direct reports allowing comparisons between themselves and others. This is one leadership assessment you need to be using. If you are not familiar with Leadership 360, you might want to sign up for my next free webinar on A Leaders Guide to 360-Degree Assessment . Critical Reflection Strategy #3: Discover New Ideas Books, articles, and assessments on leadership can enable leaders to examine a particular situation from a new point of view, supporting critical reflection. Thought leadership grounded in research provides leaders with proven solutions that can be applied and short cycle the learning process. If you are not a skilled speed reader, you may be surprised to know that you can learn how to read a book in an hour. Like any skill, there are tips and tricks to increase your speed and retention. Here is a bonus link to an assembled collection of my top five personal favorite books from thought leaders on the topics of change management, coaching, culture, innovation and creativity, leadership style, servant leadership, and strategic planning. Your inner game silently controls your outer game. Behaviors determine how and what should be done; our values and virtues determine what will be done in any given situation. In addition to the strategies for the how and what of critical reflection, it is important to consider the degree to which you demonstrate open-mindedness, responsibility, and wholeheartedness. These leadership attributes moderate the application of critical reflection: Open-mindedness.  The desire to listen to other points of view and recognize that even the most strongly held beliefs may be questioned. Open-minded leaders have very few ideas that cannot be changed. Responsibility.  The desire to pursue truth and apply it in day-to-day situations. Wholeheartedness. A sincere attitude toward the critical evaluation of themselves and others. A resolute commitment to make necessary changes and overcome a fear of failure. Four steps to bring out your best this year What sets apart the most successful leaders you know? I suggest self-awareness, how they look at the world, deliberateness, and their ability to learn and persevere. Too often, leaders and leadership teams spend too much time on the how and not enough on what. Especially as the new year begins in an attempt to avoid wasting time, it's tempting to jump immediately into action planning and rely on a past understanding of 'what' is important. While execution is essential, framing the opportunity is fundamental to bringing out your best. Here are four steps to reframe your mindset for the new year: Mindset Shift Step #1: Discovering your strengths. Shifting your mindset begins with focusing on the best of what is. Every leader has strengths. Unfortunately, most leaders tend to minimize their need to focus on their strengths and rely on addressing weaknesses. Having a strengths focus is not about ignoring weaknesses but prioritizing, pursuing, and leveraging strengths to bring out your best. A practical way to get started discovering your strengths is using strength-based assessments. The VIA Character Strengths Survey and the Clifton StrengthsFinder Assessment are two of the most scientifically backed and relatively low-cost strength-based quantitative evaluations. These assessments can be completed online and provide development recommendations and support materials. For more information regarding the VIA Character Strengths Survey, visit www.viacharacter.org . For more information regarding the CliftonStrengths Assessment, visit www.gallup.com/cliftonstrengths . Mindset Shift Step #2: Dreaming about your future. Spend some time considering what you want out of life and work. The following are a few appreciative questions to help you get started: What would you wish for if you had three wishes to improve your success and significance in the new year dramatically? (and no, you cannot wish for more wishes) Imagine it is five or ten years from today, and everything you had wished for and hoped for has come true. What would you see and hear? Describe the changes in people, work, places, etc. Describe what you have done to make these changes possible. What if it is five or ten years from today, and you have done nothing? Describe what this kind of life is like. Compare this version with your dream version of your life and use this learning to clarify what is at stake. As you encounter obstacles to achieving your dream, being explicit will help you make better decisions in the moment. Mindset Shift Step #3: Design what should be. Write it down. When you write down a dream, it turns into a description. A study by Dr. Gail Matthews found that the simple act of writing down goals and dreams significantly improved success. Take the answers to your questions in step two and create action-oriented design statements of a few sentences that focus on each key theme. Mindset Shift Step #4: Break it down into steps. You next need to break down your dream statements into steps. Design statements might have some overlap with actions for making the dream a reality: Brainstorm ideas with others about the specific things that can be accomplished now and those that can be achieved soon. Consider the various strategies and their timing. Not everything needs to happen now, and not everything should be put off until next year. After you have the dream broken down into steps, you will want to write down targets, goals, strategies, and potential action items to achieve the different aspects of the dream. “The hardest thing to do is leaving your comfort zone. But you have to let go of the life you’re familiar with and take the risk to live the life you dream about.” T. Arigo Shifting our mindset allows new perspectives and presents a never-ending opportunity to grow and achieve new heights in life and work. An effective executive coach will challenge assumptions and encourage, stretch, and challenge you. If you have questions about getting started with executive coaching, let's talk. What is your real New Year challenge? Key summary points Critical reflection on personal experiences unlocks new learnings, leading to improved decision-making and better judgment. The ability to learn through reflection and shift your mindset will bring out your best in the new year. Critical reflection can create personal discomfort and internal conflict as you wrestle with favorable self-perceptions. Open-mindedness, responsibility, and wholeheartedness are three good leadership attributes essential to critical reflection. Too often, leaders and leadership teams spend too much time on the how and not enough on what. While execution is essential, framing the opportunity determines success and significance. References: Densten, I. L., & Gray, J. H. (2001). Leadership development and reflection: What is the connection? International Journal of Educational Management, 15(3), 119-124. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Gardner, S. & Albee, D. (2015). Study focuses on strategies for achieving goals, resolutions. Dominican University of California. Rath, T. (2007). StrengthsFinder 2.0, Gallup Press.

Behavioral science proves it: your world is perfectly designed for the results you are getting. Leaders who want to achieve ambitious goals need to be able to change people or change people. Unfortunately, a challenging talent marketplace gripping every business is often delaying timely people changes that matter. Leaders feel trapped between tolerating performance below expectations or having the employees to deliver results. When you accept poor performance, everyone pays the price. It affects team effectiveness, talent retention, company culture, growth prospects, financial stability, innovation, and, ultimately, your leadership credibility. Making difficult decisions in leadership can't be escaped. But you can strive for better leadership habits that bring out the best in your team, and you can refuse to tolerate poor performance. Here is one practical performance improvement tool and four leadership habits proven to elevate people, profit, and purpose. Isn't poor performance better than a critical role vacancy? Right? Employee labor costs are often among the most significant budget line items. The benefits of effective performance management are well documented beyond the obvious benefit of increasing revenue. Effectively applying performance reinforcement leads to increased organizational citizenship behavior (OCB). Also known as discretionary effort, OCB is performance management's "Holy Grail." It cracks the code to the full potential of a team and organization. Evidence links effective performance management with positive individual and organizational outcomes such as increased productivity, decreased employee turnover intentions , reduced absenteeism, improved operational efficiency, reduced costs, and improved customer satisfaction. Performance is contagious. Tolerating poor performance reinforces poor performance. Failing to bring out an employee's best undervalues your team. When performance falls below the standards of the job, the employee, team, and organization suffer. A study revealed that underperforming employees comprise more than 15% of organizations. Reduced productivity, inferior products and services, and team morale issues stem from tolerating poor performance in the workplace. Are you accidentally tolerating poor performance? Below are four common and dangerous accidental habits leaders develop in a company culture that tolerates poor performance. If you recognize one or more of these symptoms of  tolerating poor performance, now is the time to take action. Accidental Habit #1: Don't let performers know how they are performing. Too often, leaders avoid providing feedback on performance. Providing clear expectations and giving feedback are essential for employees to achieve high-performance levels. Sadly, the lack of this feedback is a common challenge for poor performers and high performers. Leaders often don't feel equipped to provide specific feedback or lack the will to have a difficult conversation about an employee's performance. Avoiding a difficult conversation often worsens the situation for the employee and the leader. Accidental Habit #2: Design and provide tools without input from performers. Time constraints and an overreliance on past understanding are often behind the faulty decision-making why leaders don't solicit employee input from followers. Employees cannot perform at high levels without the proper staffing, equipment, or budget. Accidental Habit #3: Pay poor performers the same as good ones. Leaders pulled in multiple directions often lack direct performance observation and performance documentation to quantify the difference between the top and bottom performers. The result is often that poor performance gets rewarded equally with high-performance levels. Accidental Habit #4: Don't develop team members. Sometimes, leaders don't invest in coaching and developing employees out of fear that developed employees will find another job. In a fast-paced digital marketplace, training investments must match the pace of change so that employees remain current and capable. How to avoid tolerating poor performance Just stop it! Ok, that's probably not the most helpful advice. One of my favorite Bob Newhart skits presents this oversimplified advice for a client seeking help. If you need to laugh before jumping to real advice, here is the video. To avoid tolerating poor performance, it is helpful first to understand the factors that influence performance. Psychologist and founder of the field of human performance technology, Thomas Gilbert, argued that environmental and individual are the two fundamental performance factors influencing our behavior. Environmental Factors : Factors that the leader controls Individual Factors : Factors that the performer controls He identified that the primary environmental factors are information, tools, resources, and incentives. And identified that skills, knowledge, capacity, and motivation are the primary individual factors. These six factors are described below in the Behavior Engineering Model. You can apply the model like a checklist to understand where to optimize performance and uncover what followers need most to improve their performance on any given task. When using this model to diagnose opportunities for improvement, a simple way to get started is to ask employees in team meetings or one-to-one: Which of the six factors would help them immediately improve their performance? When asking this question, be prepared to be surprised and follow up with probing questions such as: What is the real challenge? Or What else? In my application for the Behavioral Engineering Model, I have polled hundreds of employees across many different industries, and the most frequently selected performance improvement factor needed is information and feedback, followed by tools and resources. The only exception that I have found is with new hires, who often choose skills and knowledge. Four life-changing leadership habits Leaders who avoid tolerating poor performance tend to have the following good leadership habits: Leadership Habit #1: Provide timely feedback for high performance Timely feedback is not once a year or a month. Performance feedback is best when given as close to being in the moment as possible. Leadership Habit #2: Ask for input before making decisions that impact others Remember, those closest to tasks have unique insights, and likely, many changes have occurred since the last time you performed the task. Leadership Habit #3: Provide incentives for good performance Compensation for the work is not enough. The rewards and incentives you provide can be as simple as saying thank you. Leadership Habit #4: Invest in developing followers Career development is frequently one of the top reasons employees leave their current jobs. Find out what employees need to help them achieve higher performance levels and provide opportunities to learn and grow in those areas. One of the best ways to avoid tolerating poor performance is to create an environment that brings out the best in followers. The Behavioral Engineering Model can help you take action and make changes in ways that matter most. Accidental leadership habits and ineffective leadership approaches are not destiny, and all leaders need to continually develop at a pace consistent with the change in the leader's world. If you want to learn more ways to maximize performance, you will want to check out my book, Life-Changing Leadership Habits. Are those you lead growing, serving others, and prepared to surpass you? References: Daniels, A., & Daniels, J. (2006). Performance management: Changing behavior that drives organizational effectiveness. Performance Management Publications. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gallup. (2023). Global engagement survey. Gilbert, T. (1978). Human competence: Engineering worthy performance. McGraw-Hill. Faragher, J. (2006). Employers lose 32m a year, tolerating poor performance. Personnel Today , 1. Plump, C. (2010). Dealing with problem employees: A legal guide for employers. Business Horizons , 53(6), 607-618.

Employees want more meaningful and purposeful work. Few experience happiness or commitment in the workplace. Research indicates that only two in ten U.S. employees are satisfied with their place of work. Despite this, 71% of executives recognize an engaged workforce is critical to a company's success. You're not alone if you are on a quest for the perfect career or feel stuck in a rut. A recent study found that nearly three in ten employees are looking for a new job in the new year. However, the best solution for many may not be found in switching positions or companies . There's a saying that if you don't know where you're going, any road will take you there. Discovering purpose and meaning at work begins with a clear picture of what it looks like rather than simply thinking, "Anything but this." Here is what you need to know about an ancient Japanese concept called ikigai and three steps to finding purpose and meaning at work. Starting with the end in mind matters Career fulfillment and satisfaction are found in balancing your passions, skills, and interests. It is a positive response to an actual or felt satisfaction of needs, desires, or aspirations. Athletes are trained to visualize themselves successfully achieving their goals before events. Numerous scientific studies link creative visualization (the ability to start with the end in mind) to improved performance, goal achievement, and stress management. Research supports that beginning with the end in mind through creative practice boosts your confidence and competence. Here is a short video on the concept of mental imagery used by athletes. Ikigai ( e -key-guy ) is a Japanese concept dating back to 794 AD that refers to your direction or purpose in life, providing fulfillment, satisfaction, and a sense of meaning. The literal translation consists of two words, 'iki' meaning to live and 'gai' meaning reason. Evidence suggests that the positive psychological effects of ikigai include: professional success well-being academic success physical benefits such as longevity of life Evidence from a study of over 40,000 adults found that both men and women with ikigai had a decreased risk of death from external causes. Visualizing your ikigai/career fulfillment Clarifying your ikigai unlocks the ability to visualize success (career fulfillment and satisfaction). Here is a short video on the meaning of ikigai. The key to understanding your professional ikigai is to explore the following four questions: What do you love to do? What does the world need? What can you get paid for? What are your strengths? The intersection points of these four questions help you clarify your passion (love and good at), mission (love and world needs), vocation (world needs and paid for), and profession (paid for and good at). The busyness of a fast-paced digital world has a way of keeping us from achieving our life's goals. Although this concept may appear straightforward, the value lies in the hard work of uncovering your answers to each of the four questions. Here are three steps to clarify your picture of career fulfillment: Finding Purpose and Meaning Step #1: Ask Yourself This is a potentially obvious point, but crucial. Planning is often the most significant barrier to reflection. You get too busy or distracted and move on to the next thing before reflecting. It doesn't have to be long, but I recommend scheduling at least 20 minutes in a quiet place. Then, ask yourself each question and journal what comes to your mind. Don't filter. Just write it down. Remember that discovering your answers to these questions is a journey rather than a one-time process. Finding Purpose and Meaning Step #2: Ask Others Find a few people who know you well, that you trust, and will be encouraging. Ask them how they would answer the questions for you. Consider hiring an executive coach . An effective executive coach will challenge assumptions and views and encourage, stretch, and challenge you. Coaching is a thought-provoking and creative process that inspires clients to maximize their personal and professional potential. Finding Purpose and Meaning Step #3: Reflect Reflect on what you heard. Consider themes rather than specific points shared and, as needed, edit or delete points you journaled. Once you understand your ikigai well, you can use the four questions and a simple Likert rating scale, where one is low, and five is high, to score every professional opportunity you might be considering along with your current work. The higher the score, the higher the alignment with your ikigai. References: Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Garcia, H. & Miralles, F. (2018). Ikigai: The Japanese secret to a long and happy life. Penguin Life. Personio (2021). Counting the cost: How businesses risk a post-pandemic talent drain. Schippers, M., & Ziegler, N. (2019). Life crafting is a way to find purpose and meaning in life. Frontiers in Psychology, 10 , 2778-2778. Tanno, K., Sakata, K., Ohsawa, M., Onoda, T., Itai, K., Yaegashi, Y., Tamakoshi, A., for JACC Study Group, & JACC Study Group. (2009). Associations of ikigai as a positive psychological factor with all-cause mortality and cause-specific mortality among middle-aged and elderly Japanese people: Findings from the Japan collaborative cohort study. Journal of Psychosomatic Research, 67 (1), 67-75. U.S. Bureau of Labor Statistics. (2021). Job openings and labor turnover summary. Economic News Release.

If you are like most people, you're facing unprecedented levels of daily stress. Working harder than ever before has become the norm. While we can point fingers at staffing levels, remote work, and rapid technological upheavals, there's a deeper issue at play. The pursuit of happiness has morphed into over-scheduled calendars, feelings of inadequacy, and dwindling time for real relationships. Businesses can't afford to ignore the holistic impact of workplace stress. It's not just about those under stress - evidence suggests it's a trillion-dollar problem affecting all of us. The complexity can be overwhelming, creating uncertainty about the best course of action. What's the answer? Here are ten often hidden workplace stressors and one game-changing step every leader can take to create a healthier and better workplace. Why you need a workplace stress reduction strategy Managing long-term stress can lower your risk for conditions like heart disease, obesity, high blood pressure, and depression. According to a study by the Mayo Clinic, the personal and organizational side-effects of executives experiencing long-term stress and burnout include: broken relationships substance abuse depression decreased customer satisfaction reduced productivity increased employee turnover Employees are stressed out. A global study of 14,800 knowledge workers across 25 countries revealed: 49% of leaders and 42% of non-managers are struggling with anxiety 74% of those surveyed are looking to company leadership for help dealing with workplace stress. The costs of workplace stress and burnout are severe for individuals and organizations. Manufacturing organizations like General Motors report spending more on healthcare than they do on raw materials for their products. A recent study to quantify the costs of workplace stress 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. Here is a recent TedTalk on the surprising cost of workplace stress. Also, we are more connected to each other than we may recognize, and stress is an emotional contagion. Evidence suggests that co-workers can spread stress within a workgroup. For example, someone on your team who is feeling down enters a meeting. Within a few minutes, the entire team's emotions  begin to mimic their behaviors and non-verbal expressions. The following short NPR video discusses how emotions are contagious. The American Association of Psychology polled more than 1500 employees in the US and found: 87% believe their employer can take action to improve their mental health 59% experienced adverse impacts of work-related stress 44% intend to leave their current company in the next year 21% had a hard time focusing at work “Oh, you hate your job? Why didn’t you say so? There’s a support group for that. It’s called everybody.” George Carlin Workplace stressors There is a long and rich history of research into workplace factors with the potential to create stress for leaders. Here is a list of ten common stressors: Role Ambiguity— A common stressor in the workplace is unclear roles and responsibilities. Whether being asked to do more with less or reporting to a new leader, when leaders feel inefficient and are unsure how to prioritize their work, it creates stress. Self-doubt— Questioning your knowledge, skills, and abilities can result in feelings of being a fraud. Being assigned a task for the first time and not hearing any feedback can amplify these feelings and create anxiety. Organizational Culture Misalignment – A lack of alignment or conflict between the company and personal values. Mergers and acquisitions can be a common source of this stress. For example, when a company values rapid decision-making, and the leader prefers strategic thinking, it can add misalignment stress. Expectations Conflict— Starting your day feeling like you cannot win is not good. When leaders are handed a scorecard that can't be executed with the current team's capabilities, it creates stress. Role Overload - This type of stress occurs when you are given too much to do and expected to deliver it on time and with high quality. It is unrealistic and stressful. Inadequate Resources - A lack of staff, tools, materials, equipment, information, and other resources needed to complete the job. When budgets are reduced, investments are delayed, and expectations are not adjusted, it is common to feel stressed from a lack of resources. Work-Life Boundary Mismanagement— In the distraction economy, many  leaders have given up on managing work-life boundaries . However, evidence suggests that not committing to managing personal and professional expectations increases stress. Stalled Career -  Dissatisfaction with career growth opportunities and a lack of hope for a better future. Role potential stress can lead to increased turnover and decreased workplace effort. Isolation - When you are alone and feel disconnected from others, you can feel you lack the support needed to succeed. The opposite is team cohesion. This is when members are committed to one another and collectively to a task, mission, or cause. Underemployment – Feeling like you have more to offer than the company currently asks of you. Career transitions, reorganizations, and outsourcing job responsibilities can leave leaders stressed from wanting more out of their work. How gratitude makes a difference Grateful leaders experience less stress, and expressing gratitude helps both the giver and the receiver. Gratitude is a positive emotion that balances a negative mindset . Many studies link gratitude with improved health, increased happiness, and decreased anxiety and depression. An interesting recent study found that those who wrote gratitude letters showed greater activation in their brain's medial prefrontal cortex when they experienced gratitude in the fMRI scanner three months later. This evidence indicates that simply expressing gratitude may have lasting positive effects on your brain. Similar to the saying, you are what you eat. If you allow only negative thoughts and feelings into your life, it is harmful to your well-being. Consider the negative emotion of envy. It is impossible to be both envious and grateful at the same time. Gratitude helps create a barrier to negative thoughts and feelings. The following short video explains some of the science behind why gratitude matters. Feeling appreciated is linked to well-being and employee performance.  A study involving over 1700 working adults revealed that those who feel valued by their leader are likelier to report higher levels of physical and mental health, engagement, satisfaction, and motivation than those who do not. What is gratitude? 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. Gratitude consists of an affirmation of goodness and a source outside of ourselves. Gratitude involves both the ability to acknowledge the good in your life and feeling a sense of thankfulness. Empathy, kindness, and love  are closely related to the virtue of gratitude. Take the following six-question survey to determine and benchmark your likelihood of experiencing gratitude. The following video is from Robert Emmons, the creator of the survey. In it, he addresses what gratitude means. Getting Started Step #1: Cultivating Your Attitude of Gratitude Cultivating an attitude of gratitude is something we can all do and is a healthy leadership habit. The best way to get started is to make gathering and giving gratitude easy and gradually increase the practice. Gratefulness.io  is an app that makes getting started easy. I have used it for a few years and found it effective in cultivating an attitude of gratefulness. 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 scrolling through my journal very encouraging, and it also serves as a way for me to track my progress. Stop. Look. Go.  The following video explains how to get started practicing gratitude. It begins by getting quiet, looking through our senses, and then taking the opportunity presented. If you are feeling stuck about how to get started or have tried to cultivate an attitude of gratitude, executive coaching can help. Coaches work with their clients to foster a mindset shift and implement practical strategies toward meaningful goals, including gratitude-related ones. Through thought-provoking partnerships, coaches guide clients to reflect on achievements and strengths while deepening awareness and appreciation. Getting Started Step #2: Expressing Gratitude to Others Giving gratitude reduces your stress, makes you happier, and improves relationships. 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 showing appreciation will multiply the positive effects on your emotions. Simply send a thank you note or, better yet, deliver it and say thank you in person. Here is a simple template from Mental Health America. So, what is the real workplace stress challenge for you and your organization? References: APA. (2021). Facing compounding stressors, many American workers plan to change jobs in coming year. American Psychological Association. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gallup. (2022). State of the global workplace 2022 report. Gallup. Harms, Zhang, J., & Perrewé, P. L. (2020). Entrepreneurial and small business stressors, experienced stress, and well being . Emerald Publishing Limited. Joshi. (2005). Stress from burnout to balance . Response Books. Williams, N. (2016). Top ten types of workplace stress. Bartell and Bartell.