Exceptionally talented leaders are life-long learners. The most creative leaders are at the helm of the most successful organizations, constantly driving innovation and growth. Approximately 50% of annual US GDP growth is attributed to innovation by economists. Yet several studies suggest that disruptive innovation has declined since 1970. The wave of change driven by artificial intelligence and the evolving dynamics between employers and employees is reshaping the competitive landscape. Medal of Freedom recipient Eric Hoffer wisely noted, "In times of change, learners inherit the earth." Have you considered the skills you need to develop to stay ahead? Does your business strategy encompass the factors likely to shape the future? Here are three future-ready leadership traits, two ways to extend your strategic foresight, and one leadership habit to spark a brighter future for you and those you lead. Why being a life-long learner matters during times of change Most economists believe that a more efficient workforce leads to competitive advantage and lowers the costs of goods and services. As the world changes, people and businesses must change too. Advances in technology always attract attention because of their potential effect on employment. The scale and speed of advances in artificial intelligence and robotics have raised fears about the possibility of widespread job displacement in the near future because these advances are fundamentally different from previous technological advances. Employees with less education who handle routine tasks, such as cashiers or file clerks, are at the highest risk of job automation. Nevertheless, automation is expected to have broad impacts. Experts predict that between 9% and 47% of jobs might be automated in the future. You likely know someone who has personally experienced the impact of technology-assisted work or had their work replaced by innovation. Automation is everywhere and is a controversial employment topic. This video and news clip of an automated McDonald's went viral with people on both sides of the debate. Evidence suggests that more than 40% of the required skills in three-quarters of jobs have changed over the past three years, indicating that the future of the workplace involves change. Economists are mixed on the employment impact of automation. A recent MIT study revealed that wages in the U.S. have declined by 0.42%, and the employment-to-population ratio has declined by 0.2 percentage points for each robot added per 1,000 workers. None of this is to minimize the hardships experienced by displaced workers. However, robotics and AI may be simply another in a long A.I.ne of waves of innovation whose effects on employment will unfold at rates comparable to those in the past. Leadership and organizational development are essential investments in realizing your organization's potential and preparing the next generation. Becoming future-ready is a clear benefit for today's leaders. Falling behind in a fast-changing workplace is career-limiting and a competitive threat to your business. Although the amount of change today may feel overwhelming, it is essential to never give up on the person you can become. Check out this motivational video for some encouragement. 3 Future-ready leadership characteristics Leadership qualities are not something you are either born with or not. The following future characteristics may seem complex and challenging to articulate, much less measure. However, executive coaching and assessments offer deep insights into areas that, with attention, can lead to enhanced potential. When you think about the future of work and consider the leadership skills and qualities you will need technical and analytical skills will likely come to mind. According to a study by McKinsey & Company, you are justified in thinking this way . It is projected that by 2030, in the US and Europe, the time spent during a workweek on information technology and programming tasks will increase the most. While some skills will be less in demand, it is essential to consider the human leadership skills that remain in the technology-driven workplace. Leadership is a relationship, and technology is changing the relationship. Selfless love, humility, and data-driven decision-making are a few timeless leadership skills and qualities to enhance your leadership effectiveness: Leadership Characteristic #1: Selfless Love Without selfless love, the best of what might be is impossible for you and others. When leaders adopt a selfless love worldview, they desire to bring out the best in their followers by giving them the best of themselves . A couple of the most significant challenges leaders will continue to face in the future are retaining top talent and creating inclusive workplaces that bring out the best in all employees. Selfless love cultivates an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of our differences. Selfless love enhances organizational commitment, productivity, job performance, and emotional well-being. Leaders who emphasize selfless love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. Leadership Characteristic #2: Humility Humble leadership behaviors reduce costs and increase revenue. Humility is a demonstrated lever for sustainable company development, enhancing employee innovation, team empowerment, company performance, and self-improvement. After analyzing 1435 companies over forty years, leadership guru Jim Collins concluded that humility and professionalism are the most transformative executive leadership characteristics. Humble leaders recognize and are self-aware of their strengths and weaknesses. They appreciate others and believe that life is less about themselves and more about the greater good. Humble leaders walk the line between self-confidence and over-confidence. They can be both competitive and ambitious. Humble leaders are not weak and indecisive. Leadership Characteristic #3: Data-Driven Decision-Making Innovations enable businesses to make sense of the chaos and complexity in the world. Technology is creating massive amounts of data with the potential to create a competitive advantage or overwhelm and paralyze leaders. Data-driven decision-making has become somewhat of a buzzword as many leaders and organizations aim to be data-driven. It is when leaders use facts extracted from data and metrics to guide business decisions that support business goals rather than relying on experience, intuition, and stories alone. Data analytics provide leaders with new insights and understanding of how to transform their business. Using data enables organizations to optimize operations, reducing costs and increasing revenue. Cognitive and predictive analytics go one step further, allowing organizations to transform quickly during market changes. Embracing data-driven decision-making cuts through the haze that comes from relying on intuition. 2 Ways to Ignite Strategic Foresight The past few years have made it abundantly clear that no one can completely predict the future. Strategic foresight can offer some valuable insights when rethinking the future of leadership. “Skate to where the puck is going to be, not where it has been.” Wayne Gretzky Strategic foresight is a systemic view of change, considering all possible changes. It aims not to predict the future but to enable better decision-making and preparedness. Here are two practical steps to extend strategic foresight about what you will need to be able to do that you can’t yet do: Step 1: Get curious about potential challenges and opportunities facing your business over the next few years. Network with peers and colleagues. Do some of your investigating of business trends. It is easy to focus narrowly on the work and lose sight of where it is going. It is essential in this first step to avoid narrowing in on any potential trend too soon. You may find it helpful to use the strength , weakness, opportunity, and threat (SWOT) analysis to categorize the trends you identify. When doing this assessment, don’t be overly optimistic or pessimistic, but focus on what is likely: Consider what poses the greatest opportunity and risk for the business? Ask yourself, what strengths do I have that could be leveraged? Where do I need to improve to meet the challenges and opportunities identified? Step 2: Now, you are ready to focus and explore your shortlist of trends. Consider the impact and likelihood as you consider each point. Zero in on the more likely and critical challenges and opportunities. Ask yourself: What skills and qualities are needed by leaders to be ready for the potential challenges? What are the strengths I can leverage? Where is my real challenge? What trends and learning opportunities do I want to focus on? 1 Future-ready leadership habit Reflection is critical to build a brighter and better future for yourself and those you lead. Adequate reflection involves doubting, pausing, and being curious about the ordinary. Reflection improves critical thinking capacity . Critical thinking helps leaders navigate daily volatile, uncertain, complex, and ambiguous situations 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 required for businesses to grow, increase speed, and achieve sustainability. There is a saying in the military that if you fail to plan, you plan to fail. The following are some tips to embed reflection into your leadership habits. Journaling has been 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 habit, like a routine, before you leave the office for the day. Critical reflection should be a social process and is most successful when collaborative. Leaders need to understand how followers perceive their actions. Leadership books, articles, and assessments can enable you to examine a particular situation from different points of view, supporting critical reflection. Here is a bonus link to " The Five Best Resources ," an assembled collection of my top five favorite books from thought leaders on change management, coaching, culture, innovation and creativity, leadership style, servant leadership, and strategic planning. Conclusion: Are you a future-ready leader? In today’s fast-changing workplace, failing to consider what you need to be able to do that you can’t yet do puts you and your team at risk of being left behind. A good place to start is by getting curious about the challenges and opportunities you will face in the future and taking an honest assessment of your strengths and weaknesses. While technology and innovations are making some skills less in demand, human leadership skills will remain in the technology-driven workplace. Selfless love, humility, and data-driven decision-making are timeless leadership skills that enhance effectiveness. A habit of critical reflection unlocks a massive opportunity for you and your organization. It is achieved by developing the ability to doubt, pause, and be curious about the ordinary. So, as you think about the future, what do you need to commit to learning that you can’t yet do? References Acemoglu, D., & Restrepo, P. (2020). Robots and jobs: EvidenceU.S.rom US labor markets. Journal of Political Economy. BLS. (2022). Growth trends for selected occupations considered at risk from automation. Monthly Labor Review. Collins, J. C. (2001). Good to great: Why some companies make the leap--and others don't. HarperBusiness. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose . Organizational Talent Consulting. Ferris, R. (1988). How organizational love can improve leadership. Organizational Dynamics, 16 (4), 41-51. McKinsey Global Institute. (2016). Skill shift: Automation and the future of the workforce. McKinsey & Company. Mulinge, P. (2018). Altruism and altruistic love: Intrinsic motivation for servant-leadership. The International Journal of Servant-Leadership, 12 (1), 337-370.

When it comes to what a comfortable indoor temperature is, I am frequently in a different hemisphere than my family. On visits, debates are almost guaranteed. The surprising thing is that although spirited and sometimes a little animated, they are actually civil. And we enjoy our time together even if it means sometimes, some of us are covered in blankets. Differences are increasingly common. Distrust breeds polarization. Evidence suggests that, on average, leaders  spend more than four hours a week dealing with conflict. But healthy, productive disagreement is rare. So, how can we learn to work with people with values or opinions different from ours? Here are four evidence-based strategies for staying civil on topics more sensitive and vital to your organization's success than the temperature. The cost of unproductive conflict The distinction between productive and unproductive conflict lies in the importance of the issue and the amount of energy you put into it. Productive conflict is the open exchange of conflicting or differing ideas. Both parties feel equally heard, respected, and unafraid to voice dissenting opinions to reach a mutually comfortable resolution. Even though conflict may be uncomfortable, it is productive to have ideas challenged so we can learn and grow. Non-productive conflict is an exchange of conflicting or differing ideas. People do not feel equally heard or respected and are afraid to voice dissenting opinions. It arises when the real issues are not discussed and attention is placed on trivial matters, resulting in the conflict escalating. According to a survey of 5,000 full-time employees in nine countries, 85% of employees deal with conflict regularly at work. The estimated impact of non-productive strife in America is well over $1.5 billion annually, not to mention the emotional and psychological costs on the workforce. Beyond employee productivity and well-being, a study of 2195 employees found that one in ten cases of conflict results in employee turnover. Of course, it is natural to want to minimize workplace conflict. 4 Strategies for staying civil Silence is expensive, and there is value in opposing opinions. Some of your best advice will likely come from those who see things differently. Don’t miss out on that because you must be correct or desire to avoid conflict. Here are four strategies for staying civil. Strategy #1: Listen and Suspend Judgement Becoming curious and listening without judgment allows you to discover mutual benefits. Listening leaves the other person feeling valued, affirmed, and emotionally connected to you. Being heard creates safety in the relationship and is foundational to trust. Listening eases tensions and makes productive conflict work where resentment exists. Although being listened to is not commonly experienced in the workforce, listening is a leadership habit that can be developed with practice. One of the most sincere forms of respect is actually listening to what another has to say. Bryant McGill Leaders are under pressure, and listening without judgment is not likely to happen in a rushed environment. The key is not to try and force a conversation into an arbitrarily scheduled time frame or the five minutes on your way to your next meeting. Allow the option to reschedule additional time as appropriate. It is easy to not be aware that you are sending unintended signals. Put your technology on mute. Get curious about what they are saying and their emotions. This is not the time to multitask. Be natural and use verbal and nonverbal cues, such as nodding your head or saying yes, to let them know you are engaged. Before sharing your thoughts and ideas, paraphrase critical points, like when playing catch with a ball. When the conversation is tossed to you, that is the time to put what you heard into your own words and use that to make sure you hear the key points correctly before taking the conversation in a different direction. Just toss the ball back. Strategy #2: Be Authentic and Vulnerable Being open and candid demonstrates caring and respect, creating safety within the relationship for uncomfortable conversations. Regardless of leadership level or amount of experience, all leaders struggle with the tension of being vulnerable or not. Others want to know you care in difficult conversations. However, concerns about managing perceptions often derail leaders from  showing vulnerability in the workplace . Guarding in difficult conversations promotes distrust. “People don't care how much you know until they know how much you care” Theodore Roosevelt Although leaders are expected to convey an image of competence, confidence, and power, followers already know you are not perfect. Being vulnerable as a leader under challenging conversations requires courage. Vulnerability involves the willingness to take risks that might end in failure or create the best of what might be in the organization. The following short video from Simon Sinek expands on the tension leaders face and how to show vulnerability in the workplace as a leader. Keep the conversation genuine, especially if it involves your mistakes. This does not mean sharing personal secrets. Being authentic pertains to both the logical rationale aspects of the conversation and your feelings about the other person and the conversation. This does not mean sharing deep personal secrets. It means metaphorically inviting the other person inside your house rather than making them stand outside talking from behind your screen door of image management. Strategy #3: Promote Trust-Based Relationships Trust unlocks the full potential of any relationship and business. When conflicts occur, it is essential to demonstrate a concern for integrating others' interests. Trust is built when everyone involved leaves a disagreement without negative feelings. Establishing trustworthiness in relationships requires demonstrating a high degree of credibility, reliability, intimacy, and humility. Credibility is the most frequently achieved attribute of trustworthiness. It has rational and emotional aspects related to an individual's expertise and personal presence. Reliability is based on the frequency of interactions with someone and the consistency of expected behavior. Intimacy requires a personal willingness to have a courageous conversation. This is one of the key differentiating attributes of trustworthiness. Humility relates to the amount of focus placed on oneself versus the emphasis placed on the other person. A high degree of self-orientation creates significant distrust from others. The following acrostic, created provides a helpful way to remember how to build and restore trust: T – Transparency R – Relationship U – Understanding S – Shared Success T – Testing Assumptions Strategy #4: Have a Plan Creating productive conflict requires psychological safety in the relationship and a healthy workplace culture dedicated to the workforce. Have a plan for how you will approach conflict in your workplace. Your plan should include answers to what, when, where, how, and why specific to the situation and those involved. Encourage everyone to take ownership in resolving non-productive workplace conflicts . Create a culture of accountability for productive conflict that starts with your leadership. As Gandhi said, "be the change you wish to see in the world." Provide training for your leaders and employees on how to deal with workplace conflict. Training on creating productive conflict and communication should go beyond initial onboarding training for new employees. The next time you start feeling the temperature of the conversation rising, remember a voiding conflict takes time and energy. Avoiding conflict will only make matters worse for you, those involved, and the impact on your company. Commit and act on these four strategies. I might be wrong, but I think you will like the results. References: Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93 (1), 170-188. Cabrera, A., & Unruh, G. (2012). Being global: How to think, act, and lead in a transformed world. H arvard Business Review Press. Chartered Institute for Personnel and Development. (2015). Getting under the skin of workplace conflict: Tracing the experiences of employees. Doolittle, J. (2023). Life-changing leadership habits:10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity. Free Press. Glaser, J. (2014). Conversational Intelligence: How great leaders build trust and get extraordinary results . New York: Bibliomotion, Inc. Hayes, J. (2008). Workplace conflict and how businesses can harness it to thrive. CPP Global Human Capital Report. ICF. (2020). 2020 ICF global coaching study: Executive summary. International Coaching Federation. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor . New York: Free Press. SHRM. (2021). Managing workplace conflict. Toolkits. The Myers-Briggs Company. (2022). Conflict at work: A research report.

Development is essential for leaders to thrive in today's turbulent marketplace. You're either growing or falling behind. Embracing l eadership assessment can build your capacity to navigate complex challenges and steer your team and organization to success . If you haven't already, you will want to try a 360-degree assessment. You might be surprised to learn that 360-degree surveys are used in over 85% of Fortune 500 companies. Feedback is the lifeblood of a high-performing team and self-aware leader. However, a stark reality is that employees receive significantly less constructive feedback as they move up in an organization. If you are looking for actionable and individualized leadership performance feedback from those who matter most, this is your game-changer. Here are the five keys to 360-degree assessment success. Why 360-degree assessment matters 360-degree leadership assessment has been around for over 25 years. Its uses in companies range from development and performance management to decision-making purposes such as compensation, promotions, and even downsizing initiatives. The term "360-degree" assessment is derived from where the rater feedback originates concerning the leader being assessed. Confidentiality is a foundational aspect of 360-degree leadership feedback. Responses are anonymously collected and grouped by the rater's association with the leader. Feedback collected measures the leader's performance on specific behaviors and provides insights into rater group perceptions. A company-wide or team view of 360-degree feedback provides talent management insights into organizational performance and culture. While 360-degree feedback effectively improves leadership skills across all cultures, evidence suggests it's most effective in cultures with low power distance and individualistic values, such as Germany, the Netherlands, the United Kingdom, and the United States. Many studies have linked the following benefits associated with 360-degree assessment at the individual and organizational levels: Individual leader value Self-awareness Improved leadership effectiveness Increased job satisfaction Role clarity Employee engagement Organizational Value Improved performance Improved role clarity Enhanced agility Decreased absenteeism Decreased employee turnover Although the benefits of 360-degree assessments are well documented, it is critically important that they are facilitated appropriately. Upfront work must be done to prevent potential negative issues, such as closed-mindedness, rater bias, individuals using the assessments to attack a leader, or a culture that avoids direct communication. 360 Assessment Key #1: KISS You probably have heard of the K.I.S.S. principle . If not , it means keep it simple, stupid! There is a tendency to try and measure everything when using a 360-degree assessment. While the idea is good for maximizing value, you must also consider rater fatigue and the cost of rater time. Maximize value by linking behaviors assessed to organizational values and leadership style . Then, keep it short and straightforward . 360 Assessment Key #2: Debriefing In addition to selecting the right questions for the leadership 360-degree assessment, choosing a qualified coach is equally important to help understand the results. If feedback is not used appropriately, it can lead to incorrect conclusions and potentially do more harm than good. Typically, the more education and qualifications a coach has, the better the interpretation you will receive, but education does not replace experience. Before starting, get recommendations and learn about the coach's character. Utilize a coach to debrief the feedback, delineate SMART goals, and serve as an accountability partner to follow through and maximize learning. 360 Assessment Key #3: Validity Promote valid feedback by thoughtfully considering raters selected to provide input. Too narrow a group increases the risks of blind spots. As a general guide, having at least 5-7 raters per group is good . The exceptions are with the leader of the individual being assessed, which is typically one person , and direct reports, which should include all. 360 Assessment Key #4: Education A lack of awareness and understanding creates confusion. Educate raters on its purpose before administering the assessment . This can be as simple as sending a memo to the raters explaining the assessment's who, what, and why. A good practice is to provide those being assessed with an opportunity for a conversation to ask questions and confirm their understanding. Remember the saying: Change imposed is change opposed. It would be best if you had buy-in to maximize the value of the assessment. 360 Assessment Key #5: Organization-wide Implementation A good practice is to deploy 360-degree assessments as part of an organization-wide leadership development strategy. This way, the company can get additional organizational benefits from aggregating feedback data to identify systemic opportunities and feedback on the organization's culture . Another advantage is that no one leader feels singled out. References: Baker, A., Perreault, D., Reid, A., & Blanchard, C. M. (2013). Feedback and organizations: Feedback is good, and a feedback-friendly culture is better. Canadian Psychology/Psychologie Canadienne, 54(4), 260-268. Bracken, D. W., & Rose, D. S. (2011). When does 360-degree feedback create behavior change? and how would we know it when it does? Journal of Business and Psychology, 26(2), 183-192. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose . Organizational Talent Consulting. Luthans, F., & Peterson, S. J. (2003). 360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42(3), 243-256. Shipper, F., Hoffman, R. C., & Rotondo, D. M. (2007). Does the 360 feedback process create actionable knowledge equally across cultures? Academy of Management Learning & Education, 6(1), 33-50. Thach, E.C. (2002). The impact of executive coaching and 360 feedback on leadership effectiveness. Leadership & organization Development Journal, 23(4), 205-214. Whitaker, B. G., & Levy, P. (2012). Linking feedback quality and goal orientation to feedback seeking and job performance.Human Performance, 25(2), 159-178. 8927

Are you looking to level up innovation and creativity in your business to produce a competitive advantage? Maybe you're skeptical of whether it is possible to develop your team and believe you should hire for it. It's the debate of nature versus nurture. A common argument presented in support of team development is that if people were born with creativity, we would observe more consistency in creativity among team members. Evidence suggests an individual's behavioral drives and abilities activate creativity within a positive company culture. Cognitive skills, personality traits, work habits, and social and environmental variables affect innovation and creativity. Here are five low-cost and high-impact steps leaders can take to improve their team's innovation and creativity. Why talent development matters As the world changes, people and businesses must change too. Your team's development needs to keep pace with workplace changes, or you risk falling behind. Evidence from a large-scale study revealed that training and development positively affected innovative performance by building employee competence and organizational commitment. Leaders need to consider the employee's desired knowledge, skills, and abilities, the desired organizational culture, and the workplace climate. However, evidence has also revealed that the training program does not produce the desired competitive advantage if employee capability development becomes the goal. Leaders seeking to develop innovative and creative teams should take a results-based focus versus an activity-based approach. What are the right innovation behaviors to hire for and develop? Enhancing an employee's self-leadership capability improves self-awareness, inspiring experimentation with new ways to solve existing challenges. The following behaviors are linked to activating workplace creativity and innovation and are ideal to look for when hiring and reinforcing in training programs: Idea generation: The desire to try new things, a preference for original thinking, and finding solutions for existing problems. Idea search: Collaborating with others for new ideas and an interest in how things are done in other organizations. Idea communication: Persuading others toward new ideas and showing others the positive sides of new thinking. Implementation starting activities: Developing project plans to launch new ideas, secure funding for innovation, and search for new technologies to support implementation. Involving others: Seeking others to find solutions to problems and involve decision-makers. Overcoming obstacles: Not giving up on new ways of doing things and persistence. Innovation outputs: Being successful with implementing new ideas and improving processes valuable to the organization What are low-cost and high-impact steps leaders can take to foster innovation and creativity? Organizations searching for efficiency tend to hire and promote employees who conform to group norms and encourage unity. According to US Department of Labor statistics from 2017, 47% of the workforce in the United States is women. Yet, only 22% are in c-suite positions. Companies have historically viewed differences as detrimental. But, the benefits of leveraging diversity within organizations include more viewpoints, new ideas, and reimagined solutions. “A homogenous workforce limits the range of a company's innovation capabilities." Gary Oster Organizational culture consists of artifacts, values, and underlying assumptions: Artifacts: These are the things you can see, feel, or hear in the workplace. Examples include what is displayed, office layouts, uniforms, identification badges, and what is discussed and not discussed. Espoused Values: What you are told and beliefs that you can use to make decisions. Examples include a company's vision and values or mission statement. They are explicitly stated official philosophies about the company. Basic Assumptions: These things go without saying or are taken for granted. Examples could include speaking up in meetings, holding a door for someone, smiling, or greeting someone by name when walking down the hall. High Impact Step #1: Recruit and Retain Who gets hired, promoted , and fired, and for what, creates and reinforces your organization's culture. Talent management decisions can be viewed as a more subtle nuance to culture change because they are influenced by explicitly stated criteria and unstated value priorities. A job candidate is more than just a list of experiences, education, and references presented on paper. To better understand their suitability for a position, it's essential to evaluate their behavioral drives and cognitive abilities (the head), as well as their values and interests (the heart), alongside their knowledge, skills, and experience (the briefcase). We typically examine a resume to determine a person's knowledge, skills, and experience. The information you can gain from the Predictive Index Behavioral Assessment provides the rest of the picture. Care to see how this might work in your context with a 5-minute assessment? We can unpack the results together, and I’ll show you how it reduces unwanted attrition and mis-hires and helps leadership. Worse case, you learn something about yourself. High Impact Step #2: Leadership Style Several well-researched employee and company benefits, such as creativity, are associated with  servant leadership . Evidence suggests that a servant leadership style improves employee productivity and creativity. Employees are more likely to provide constructive criticism and engage in productive conflict without fear of exclusion or retaliation, which is an environment in which employees can be creative. High Impact Step #3: Define Desired Results This is one of the most potent mechanisms leaders have available. What leaders choose to systematically measure, reward, and control matters, and the opposite is also true. Define desired results in terms of explicit business goals and innovative behaviors. High Impact Step #4: Leverage Data Leverage data analytics and empirical testing to discover and communicate what works quickly. Rewards and recognition come in many different forms. Also, what is considered a reward varies from person to person. Both what gets rewarded and how it gets rewarded and what does not get rewarded reinforces organizational culture. There are tangible rewards and social rewards. Simply saying thank you for presenting a decision using data analytics is a social reward. High Impact Step #5: Embrace Interesting Failure Much can be revealed when a business or a leader faces a significant challenge. These crucible moments are like a refining fire. It is the heightened emotional intensity that increases individual and organizational learning. Innovation and creativity will challenge the status quo, which is risky in most organizations. How a leader responds to interesting failure will reinforce if the team will take risks in the future. References: Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45 (2), 357-376. DeWolf, M. (2017). 12 Stats about working women. U.S. Department of Labor. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose . Organizational Talent Consulting. Ghosh, K. (2015). Developing organizational creativity and innovation: Toward a model of self-leadership, employee creativity, creativity climate, and workplace innovative orientation. Management Research Review, 38 (11), 1126-1148. Lukes, M., & Stephan, U. (2017). Measuring employee innovation: A review of existing scales and the development of the innovative behavior and innovation support inventories across cultures. International Journal of Entrepreneurial Behaviour & Research, 23 (1), 136-158. Oster, G. W. (2011). The light prize: Perspectives on Christian innovation . Positive Signs Media. Schaffer, R. H., & Thomson, H. A. (1992). Successful change programs begin with results. Harvard Business Review, 70 (1), 80-89.

Years ago, I led an executive search for a top leadership position in a fast-paced, results-driven business. After the interviews, the hiring team complimented the candidate's strategic decision-making, innovative ideas, strong work habits, and organizational commitment. But, the CEO and hiring team expressed concerns about the candidate's lack of executive presence. These kinds of comments are not unusual. They were voicing that being intelligent and committed is not enough to be effective as a strategic leader. To advance your career, you need to be clear on the stated and unstated expectations of leaders. Here are the ten characteristics of executive presence, how to know if you are maximizing your executive presence, and three tips for developing an authentic executive presence. Why does executive presence matter? Like leadership, presence can be a difficult concept to define. There is limited peer-reviewed research on the topic and an obvious tension in the literature about whether executive presence is more than impression management. When asked to provide a meaningful description of executive presence, most employees say, "I will know it when I see it." When considering the concept of executive presence, comparing it with leadership power and influence can be helpful. Executive presence has formal and informal aspects, and it can be applied for good and bad purposes. Perception is not reality, but making an impression is inevitable. Executive presence is not inherent to who you are, but rather, it is a perception of others. Perceptions can be based on impressions formed during brief interactions like a passing hallway conversation and evaluations of actions based on many observations over time. “You never get a second chance to make a first impression” Will Rogers Evidence suggests that 89% of leaders and managers believe executive presence helps you get ahead, and 78% think a weak presence holds you back. Also, executive presence was considered to impact leadership success directly. There is always an opportunity to make an excellent, not-so-great, or wrong impression. 10 Characteristics of Executive Presence The foundational attributes of executive presence are described as gravitas, communication, and appearance. Evidence suggests the following are ten key characteristics that contribute to your degree of executive presence: Reputation from current or previous roles and impressive accomplishments, awards, or networks with others perceived to be important. Nonverbal communication and physical appearance. Projected confidence, such as being calm and demonstrating self-control in high-pressure situations. Clear leadership communication, voice modulation when speaking, and speaking up to be heard. Interpersonal skills that engage others, such as being charming and friendly. Consistent interpersonal integrity. Behaving consistently with personal moral values. Intellect and expertise that results in excellent judgment and wisdom. Outcome-oriented, such as being results-driven, flexible, committed to following through, and delivering results through others. Using power to enforce compliance. How do you know if you are maximizing your executive presence? Like the rearview mirror on the passenger side of a car, it is dangerous not to realize that your perspective is somewhat affected by your point of view and that your brain is on autopilot. Consider how you would answer the following questions by thinking back over the past month using a scale of never, sometimes, or always: Do you state your purpose when you meet with others? Do you explain why your point of view is different and valuable? Do you listen to and connect with others? Are you aware of your body language and physical appearance? Do you bring energy to your discussions? Are you using phrases like "it's my position" instead of "I think?" Do others know your values, and do you walk the talk? Are you vulnerable and assertive during challenging conversations? Do you control your emotional responses when situations become tense? Do you look for opportunities to leverage and grow your network? If you would answer never or sometimes to any of these questions, you are likely missing opportunities to strengthen your executive presence. How to build an authentic executive presence You are not born with executive presence. And you don't have to fake it. Here are three tips for creating an authentic executive presence. Executive Presence Tip #1: Build Your Emotional Intelligence Your emotional intelligence is comprised of your degree of self-awareness, self-management, motivation, empathy, and interpersonal skills. Practice identifying, evaluating, and expressing your emotions. Also, work on recognizing and responding to the feelings of others. Executive Presence Tip #2: Get Feedback It is not uncommon to have hidden strengths and blind spots. Identify five people who know you well and would be comfortable giving you constructive feedback. Using the questions from above, ask them to rate how well you are doing. Working with an executive coach and using a 360-degree survey can help you overcome some common barriers to getting good feedback. Executive Presence Tip #3: Spend Time in Reflection Effective reflection involves doubting, pausing, and being curious about the ordinary. Use a journaling app like Day One to capture your thoughts, feelings, successes, and frustrations. This approach has been demonstrated to be incredibly impactful in improving new skills. For example, when building any habit, start small and tie it to an existing practice, like your routine, before leaving work for the day. Use the questions in this article to be the focal point of your reflection. Remember to take a balanced approach to both strengths and weaknesses. "If you change the way you look at things, the things you look at change." Wayne Dyer Key Summary Points Executive presence can help you enhance and maximize your career success. Executive presence is not something inherent to who you are, but rather, it is a perception of others. It is not uncommon to have hidden strengths and blind spots relative to your executive presence characteristics. You are not born with executive presence. Emotional intelligence, feedback, and critical reflection are three tools to develop an authentic executive presence. What are your executive presence hidden strengths or blind spots? References Bates, S. (2016). All the leader you can be: The science of achieving extraordinary executive presence. McGraw-Hill. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Dagley, G., & Gaskin, C. (2014). Understanding executive presence: Perspectives of business professionals. Counseling Psychology Journal . 66(3). pp. 197-211. Shirey, M. (2013). Executive presence for strategic influence. The Journal of Nursing Administration. 43(7/8). Pp. 373-376.

Have you ever fallen into a power trap? You assign a project, and if quickly questioned, your first response is a cop-out version of "because I said so." I know I have, and it doesn't feel good. As a leader, I am not a micromanager. But, when faced with a demanding deadline, I must consciously remind myself to slow down and listen instead of resorting to authority or policies when questioned. Leadership is about selfless influence, not coercion. When you project authority, you get compliance. And evidence suggests it comes with a hidden cost. You also get disengagement, reduced organizational commitment, and resentment. Leadership influence can be an elusive skill to grasp. Follow these seven proven strategies to avoid getting leadership influence wrong. The cost of leadership coercion Coercion is an authoritarian leadership approach that uses positional power to control employees. This short clip from the movie Office Space offers a light-hearted look at how coercive leadership can manifest in the workplace. A lack of ability to inspire influence often results in desperate leaders relying on positional power to get work done. While coercive leadership can appear effective in the short term, it leads to severe personal and professional consequences. Evidence suggests that coercive leadership reduces: Organizational commitment Employee motivation Trust and respect Productivity and profitability Employee retention How to inspire and create leadership influence Influence is the ability to change followers' thoughts, feelings, or behaviors. When asked to change, followers have two basic questions. Can I do what is being asked? And do I want to do what I am being asked? The following strategies move beyond coercion Influence Strategy #1: Live in Balance Before you can create influence, you need to be living in balance . Research has demonstrated that when leaders feel exhausted or in psychological distress, they are more likely to rely on coercion. Achieving balance with self-care is an individual path. However, relationships, rest, and work environment significantly influence physical, mental, emotional, and spiritual health. It ultimately doesn't matter where you start, but that you do start. Influence Strategy #2: Be Authentic Be open about your values and beliefs. Leaders must be clear about what is important and spend time sharing with their followers. Those words aligned with the leader's actions create authenticity in the leader-follower relationship. It is essential to provide additional channels for open communications in addition to the usual one-to-one and open-door meetings. Share results, responsibilities, ideas, opportunities for improvement, company information, and expectations clearly with everyone. Influence Strategy #3: Be Trustworthy Set expectations about the importance of trusting each other. Trust is fundamental to relationships . Providing help to followers before it is asked is one-way leaders can role model the importance of trust. A widely accepted evidence-based understanding of trust is the perception of the leader's ability, purpose, integrity, and self-orientation. Ability – the skills, competencies, and characteristics within a specific area. Purpose – moral obligations and responsibility to demonstrate concern for others' interests. Integrity – the follow through on promises in a manner that is acceptable by others. Self-orientation - the ability to consider others' opinions, act with self-awareness, and lead with humility builds trust. Influence Strategy #4: Create Shared Purpose Instill a sense of purpose in the team. Leaders who emphasize the why of the work enable teams to persist and believe even when the work becomes difficult. Ask others why they chose to work here and what they valued about the company before joining. Follow up by checking in with them to see if this is what they have and are experiencing on the team. Here is an excellent explanation of the power of purpose ("why") by Simon Sinek. Influence Strategy #5: Make Moral Decisions The following are four ways leaders can demonstrate moral decision-making: 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 – Pursuing excellence and letting go of self and others' mistakes, focused on what is right versus only wrong. Compassion – Empathizing with others, empowering, actively caring for others, and committing to others' growth. Intelligence plus character—that is the goal of true education. Martin Luther King, Jr. Influence Strategy #6: Create Teamwork Embrace teamwork. Adopt an approach where each team player is a needed part of the overall team and important to the project's success. Establish a compelling direction for the team. Teamwork can not be inspired without an understanding of where the team is headed. Create a team structure that is aligned with your team's strategies and goals. Clarify team member roles and responsibilities. Reward and recognize behaviors that support teamwork. C ommunicate the importance of teamwork regularly. Here is a short TedEx presentation on the attributes of an ideal team player. Influence Strategy #7: Adopt An Appreciative Mindset Champion the best of what can be. Adopt an appreciative mindset . It is not about ignoring weaknesses; instead, it is about prioritizing and pursuing understanding, reinforcing, and leveraging the best of what can be. Leadership influence is enhanced when leaders recognize and advance ideas that leverage the best of what is within the team. Individuals and teams move in the direction that is repeatedly discussed, and questions are asked. The answer to enhancing leadership influence is not hiding in data but in the daily behavior patterns. What is the real challenge with enhancing your leadership influence? References: Byrne, A., Dionisi, A., Barling, J., Akers, A., Robertson, J., Lys, R., Wylie, J., & Dupré, K. (2014). The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors. The Leadership Quarterly, 25 (2), 344-357. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Sosik, J., & Jung, D. (2018). Full range leadership development: Pathways for people, profit, and planet (2nd ed.). Routledge. Patterson, K., Grenny, J., Maxfield, D., McMillan, R., & Switzler, A. (2000). Influencer . McGraw-Hill Professional Publishing.

The last thing an executive needs in today's demanding workplace is someone or something telling them what they already know. The higher you move within any organization, the less objective the feedback you tend to receive; however, it becomes more critical personally and professionally. The better the quality of the feedback you receive, the better the decisions you can make. Evidence suggests that executive coaching combined with assessment provides deep insights into areas that, with attention, lead to improved personal and organizational outcomes. Are you getting the feedback you really  need? The medical model can be a helpful analogy for understanding why executive assessments are important. Consider your last visit to the doctor. You weren't going to the doctor to be told what you already knew, but you needed answers or help with something you couldn't answer alone. You were likely going to the doctor as a reaction to something not being right or proactively to uncover something before it became a problem (or possibly because someone you care about told you to go). At the doctor's visit, the assessments likely started with subjective questions, then progressed to more objective measures to pinpoint where additional review or attention might be helpful. Potentially, the doctor then ordered the use of advanced targeted assessments that required a specialist's technical interpretation. As in the medical analogy, executive assessments come in various formats and provide subjective and objective feedback. They have different degrees of sophistication and require other qualifications, certifications, or degrees of interpretation, like the difference between a thermometer and magnetic resonance imaging (MRI). Also, many assessments combined can take longer to complete and reveal more insightful information than any single assessment alone. When Is The Best Time To Use Executive Assessments? The best time to use an executive assessment is typically around transition points in your career or at any time when you are looking for additional objective feedback. You should avoid using an evaluation if you don't want input that may contradict your perspective, don't have the time to do anything with the feedback, or feel confident you already know everything you need. As for how frequently you should use an assessment, each instrument tends to have different periods when it is helpful to repeat. The rationale is that some attributes that are measured are more fixed. Think about the difference between our shoe size and weight. While our shoe size tends not to change frequently once we become adults, our weight will fluctuate throughout our lifetime. Some items measured, such as stress, tend to change frequently because most stress drivers are situational. Types of Executive Assessments Not all executive assessments are created equal. What is essential to understand when considering different types of assessments is the following: degree of reliability (i.e., consistency) validity (i.e., the accuracy of interpretation) fairness (i.e., equivalence across different populations) type of feedback (group norms or self-reported) education requirements to interpret the results No one categorization system exists for executive assessments. I developed the following framework to help categorize the different types of assessments: Type 1 Assessments: 360 Surveys As the name implies, 360 surveys are tools for collecting feedback from multiple directions relative to the executive's position about an executive's leadership performance, skills, and contributions. To learn more about 360 evaluation, check out this article on " 1 Leadership Tool You Need to Try " or join an upcoming complimentary leadership development webinar . Type 2 Assessments: Diagnostics These tools typically have less reliability, validity, or fairness and do not require specialized interpretation training. They may or may not provide norm comparisons versus self-reporting. Normally, you only need to read a book or whitepaper to make sense of the evaluation. Type 3 Assessments: Assessments These assessments have normed feedback and may or may not be validated. Typically, assessments require some formal training to interpret. Type 4 Assessments: Clinical Assessments These assessments or tests have proven to meet reliability, validity, and fairness standards. Interpretation of these types of assessments requires advanced education in clinical psychology. Note: If a provider of any of these tools claims their assessment achieves perfect reliability, I tend to walk away. Either they don't know their research studies, their research is not extensive enough, or they are overselling. What do Executive Assessments Measure? There are numerous executive assessments, and more are constantly added. If you have ever wondered about answers to any of the following questions, there are assessments that can help reveal answers: What are my leadership habits? How can I better connect with others? What are my strengths, and how can I better leverage them? How can I reduce my stress? Does my approach to leadership match my preferred leadership style? How do I approach conflict, and how can I make conflict work better? Does my approach bring out the best in others? What are my blind spots? How can I make better decisions? How do I bring out the best in people? How to Select an Executive Assessment When considering which assessment to use and when to use it, there are many situational factors to consider in addition to what the assessment measures and its reliability, validity, and fairness, such as: organizational culture cost and budget time and availability of the executive the precision of feedback needed the coach's qualifications The following table provides a few popular executive assessments I use and what is measured: Assessment / Diagnostic What is Measured Choices Measures of Learning Agility comprised four areas: mental agility, people agility (i.e., will people follow), change agility (i.e., ability to take the heat and lead change), and results agility (i.e., drive and presence). Conflict Modes  Measures a person's preferred approach to dealing with conflict and their tendency towards other alternatives when their dominant style(s) doesn't get the results they desire.  Predictive Index The Predictive Index (PI) measures a person's personality characteristics and cognitive ability to help predict how well they will fit into an organization or job. The PI Behavioral Assessment measures four behavioral drives: Dominance, the drive to influence people and events; extraversion, the drive to interact socially with others; patience, the drive for consistency and stability; and Formality, the drive to conform to rules and structure. The PI Cognitive Assessment measures reasoning and comprehension of words, constructive thinking, and logical reasoning ability. Hogan Challenge Measures 11 common dysfunctional patterns of interpersonal behavior. To evaluate how a person will perform during times of stress and conditions of uncertainty. To aid personal development by identifying behavior patterns that may be derailing tendencies. To inform leaders preparing for or undergoing significant change, for individuals experiencing performance issues, and for leaders whose personality characteristics interfere with their performance. Interpersonal Measurement and Group Effectiveness Measures core traits that transcend personality within an interpersonal and organizational context: cooperation, risk, nervous energy, mental toughness, perceived capability, perceived self-worth, work incentive, rule orientation, organizational compliance, skepticism, curiosity, creative mode, work approach, motivation, organizational dependency, relationship focus, interpersonal style, assertiveness. Management Set-Point Assessment Measures where a person falls on a spectrum from a victim through Servant Leadership, identifying their preferred and recessive mode or styles of exerting leadership influence and how mature they are in these approaches. NEO-PI-R A measure of the Five-Factor Model (FFM) provides a systematic assessment of emotional, interpersonal, experiential, attitudinal, and motivational styles—a detailed personality description that can be a valuable resource for various professionals. Strengths Finders To identify a person’s top five strengths from a list of 32 strengths based on Gallup research.  Also, it provides strategies for applying strengths. Watson-Glaser Measures an individual’s ability to think critically. It helps assess an individual’s ability to reason, think analytically, and draw inferences. To determine the extent to which one can: Discriminate among degrees of truth or falsity of inferences drawn from given data; Recognize unstated assumptions or presuppositions in given statements or assertions; Determine whether certain conclusions necessarily follow from information in given statements or premises; Weigh the evidence and decide if generalizations or findings based on the provided data are warranted; Distinguish between solid and relevant arguments and those that are weak and irrelevant to a particular question at issue. Workplace Stress Profile Measures a person's response to 10 different organizationally induced stressors: inter-role distance, role stagnation, role expectations conflict, role erosion, role overload, role isolation, personal inadequacy, self-role conflict, role ambiguity, and resource inadequacy. The patterns in the stress scores reveal precisely where to intervene to focus healthy stress for positive results. In addition to selecting the right assessment at the right time and for the right reason, selecting a qualified  coach  is equally important for understanding the results. If feedback is not used appropriately, it can lead to incorrect conclusions and potentially do more harm than good. Typically, the more education and qualification you have, the better the interpretation you will receive, but education is not a replacement for experience. Be sure to get recommendations and learn about the coach's character before getting started. If you enjoyed this article, you might also enjoy reading about “ What is Executive Coaching ?” References: Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29 (1), 70-88. Athanasopoulou, A., & Dopson, S. (2015). Developing leaders by executive coaching: Practice and evidence (First ed.) . 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 .

More than a few things have recently changed, and experts can agree that the world and workplace will remain turbulent into the future. We all likely need to make some changes now or will soon. Like rapids in a river, change is a natural and healthy part of growing your business. As the world changes, leaders and companies must change too. No CEO brags about the status quo. But, change imposed is often opposed. Making change work in a way that brings out the best in your organization is a leadership skill that is more important now than ever. Here is a simple four-step positive, strength-based framework to leading change that can breathe new life into your team. 70% of all organizational change initiatives fail. Really? A widely held perception is that most workplace changes fail. McKinsey and Company surveyed over 1,500 executives on their perceptions of change. They concluded that most changes fail because only a third of the executives in the study indicated that changes were entirely or, for the most part, successful. No matter your perception of change, the reality of a fast-moving economy and complex business environment makes the "change problem" increasingly difficult to execute well. Change is complex, whether broad or incremental. Like running a successful race, the work begins well before the first steps of the race and before the visible aspects of a change take place. In his book Leading Change, Kotter suggested that these initial steps are required to set the stage and loosen up the system. If organizations move too quickly or out of order, they get into trouble, leading to faulty decisions and wasted efforts. A positive strengths-based approach to change Too often, change processes begin with what is wrong. While it is imperative to fix problems, if you never spend time talking with others about what is possible, you miss the opportunity to engage in inspiring work that connects to purpose. A constant focus on what is wrong not only diverts attention from the best of what can be, but it's draining. Consider a scenario where one employee always asks what is wrong and complains about needed fixes. Another asks about the best of what is possible. Both conversations can lead to improvements, but focusing on what is wrong misses capturing the potential of what is possible. What if the leader reframes a need for change? From a negative to a positive? Instead of  reducing employee turnover, to  retaining your best employees Instead of  improving customer satisfaction, to  creating loyal brand advocates Instead of  improving quality, to  delivering exceptional customer experiences From problem to opportunity? Instead of  addressing a declining market share, to  identifying new growth opportunities and expanding into new markets Instead of  resolving conflicts within the team, to  building a cohesive and high-performing team culture Instead of  overcoming a skills gap, to  investing in employee development and upskilling From a challenge to a transformation? Instead of  dealing with a leadership crisis, to  embarking on a journey of organizational transformation Instead of  facing a major setback, to  learning from the experience and emerging stronger Instead of  dealing with resistance to change, to  engaging employees in the change process and building buy-in Appreciative Inquiry is an approach to change management that fosters positive transformation. It can be used in one-to-one coaching sessions, with teams to create strategic plans , or in companywide large-scale change initiatives. The fundamental assumptions of the Appreciate Inquiry process are that: People are more confident to make changes building on the best of the past Individuals, teams, and organizations move in the direction discussed In every person, team, or organization, something is good and works Questions create influence Words shape worlds Like other change management processes, this process starts with identifying the right team of core stakeholders to identify the focal point. The Appreciative Inquiry change management approach is a four "D" change management process. Use this link to download a one-page overview of Appreciative Inquiry. Appreciative Inquiry Step #1: Discovery Once the focal point for the change initiative is identified, it begins with finding the best of what is already within the business. Traditional change management processes often begin by asking people to think about and discuss gaps and weaknesses. While this approach has been used successfully, it is not without risks. Asking what is wrong can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change. One of my favorite appreciative questions to use at this step is: What would you wish for if you had three wishes to improve your organization's health and vitality dramatically? (and no, you cannot wish for more wishes) Appreciative Inquiry Step #2: Dream After interviews are conducted, and the feedback is analyzed from the discovery step, the team phrases the vision and images of the dream into aspiration statements. The dream (or vision) step is about collaborating on the best of what can be. The outcomes from the discovery step are shared, and members of the change team co-create aspirational statements about the ideal future. Note: Some organizations dislike the idea of dreaming. In these organizations, I will substitute the word vision, which conveys a similar meaning and keeps people from getting hung up on the word. Appreciative Inquiry Step #3: Design The design step is about establishing creative strategies to move from what is to what can be. Actionable organizational design elements are identified, critical internal ad external relationships are identified, and action-oriented design statements are created. Design statement example: Our customers expect and deserve timely service and expertise. Our organization has a state-of-the-art, world-recognized knowledge management and customer care system to support our capability to make on-the-spot, informed decisions necessary to meet all of our customers' individual needs. Appreciative Inquiry Step #4: Destiny The Destiny Phase is the final stage in Appreciative Inquiry, where the organization takes action to implement the vision and goals created in the previous phases. It's a time of execution, celebration, and ongoing learning. In this phase, organizations review their goals and action steps to ensure they remain aligned with the vision and values. They then execute the strategies and initiatives developed in the Design phase with a focus on excellence and continuous improvement. The Destiny Phase emphasizes adaptability and flexibility. Organizations should be open to revising strategies and plans as circumstances change or new opportunities arise. This phase aims to establish an appreciative culture that supports the ongoing implementation of the vision. The Destiny Phase is not merely the end of the Appreciative Inquiry process; it is the beginning of a new era for the organization, characterized by a positive and appreciative culture that drives continuous improvement and innovation. How is Appreciative Inquiry different from other popular change management approaches? Traditional organizational transformation or problem-solving techniques often ask people to consider and discuss gaps, weaknesses, and problems in the current system or organization. While these approaches have been used successfully in many settings, they are not without risks. Problem-solving techniques can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change. In contrast, AI focuses on the positive and builds on strengths to shape the future. Like other organizational transformation approaches, AI begins by framing the issue(s) and collecting data. However, unlike most other methods, AI provides a mechanism for framing problems and collecting data in an appreciative rather than a critical manner. While it is helpful to learn from mistakes, it is equally beneficial to learn from and carry forward victories and best practices. References: Cooperrider, D. & Whitney, D. (1999). Appreciative inquiry: Collaborating for change . Berrett-Kohler Publishing. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Rosenzweig, J. & Van Tiem, D. (2007) An appreciative view of human performance technology. Performance Improvement . Tasler, N. (2017). Stop using the excuse “organizational change is hard” . Harvard Business Review .

Being honestly heard is rare in the workplace. Rushing from meeting to meeting leaves leaders feeling trapped with little time. Most conversations hardly ever get the space to go below the surface with a focus on words rather than their meaning. And the hybrid workplace has not helped. In a digital environment, leaders receive less context and fewer cues due to technology limitations. Alarmingly, McKinsey & Co. seems to have found a leadership blindspot. A recent global survey suggests that most executives believe their workplaces are inclusive, but only 30% of employees believe their opinions count. Listening is a gift that every leader can give. Being heard leaves your team feeling valued, affirmed, and emotionally connected to you. Listening enhances relationships, eases tensions, and builds trust. Here is a quiz you can give your team to test your listening skills and how busy leaders can overcome active listening barriers. Why does active listening matter? The skill of active listening is the most effective form of listening. Its benefits are well-documented in the workplace. Evidence suggests that active listening builds trust, improves the quality of relationships, and creates a positive work environment. Employees who feel heard feel better about their work and their leader. Improved relationships reduce stress . Active listening is a skill that leaders cannot outsource. Listening to your team's and customers' implicit and explicit needs and wants leads to used and valued innovations. Also, evidence suggests that improved perceptions of respect mediate an environment for joint problem-solving and creativity. 3 Active listening skills Actively listening is your ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and insight. When practicing active listening, you are available to the other person. Suspending judgment can be tricky for leaders who are pressed for time. Leaders are used to fixing problems quickly, so slowing down can be challenging. The goal of active listening is to hear the other person. Try to understand before you try to be understood. Listening does not mean agreement. One of the most sincere forms of respect is actually listening to what another has to say. Bryant McGill Clarifying involves asking open-ended, probing, and clarifying questions. A good starting question is to ask, what's on your mind? And follow it up by asking, and what else? You might be amazed at what you learn. Actively listening doesn't mean only listening and asking questions. But it is best to share your thoughts, ideas, feelings, and suggestions after you believe you have heard the other person. The part many leaders struggle with is empathic listening. However, statements like, "You aren't the only one feeling that way," or "I felt similarly," help to connect emotionally with followers. The following short video from Simon Sinek is about creating an environment where the other person feels heard. Active Listening Skill #1: Verbal Listening Active verbal listening comprises paraphrasing, reflecting feelings, assumption checking, and questioning skills. The words you use matter. Research comparing verbal and nonverbal active listening skills demonstrated that speaking skills are more critical for improving outcomes than nonverbal skills. Active Listening Skill #2: Nonverbal Listening Active nonverbal listening refers to your body language. Eye contact, leaning forward, and an open body position all provide cues of affirmation. Avoid checking your phone, leaning back in your chair, and crossing your arms. Whether intended or not, these are all cues you are not actively listening to the employee. Active Listening Skill #2: Empathic Listening Active empathic listening combines verbal and nonverbal listening skills with empathy. Leaders practice this listening by sensing the explicit and implicit feelings being communicated. It is vital to innovation and maintaining close relationships. 2 Ways to overcome active listening barriers The use of paraphrasing with metaphors and paying attention by slowing down are helpful tips for overcoming common barriers to listening. Active Listening Tip #1: Paraphrasing with Metaphors Like playing catch with a ball, when the conversation is tossed to you, you should put what you heard into your own words (paraphrase) and use that to make sure you hear the key points correctly. A metaphor is a phrase that conveys something typically abstract through a symbolic image with shared understanding. As the saying goes, a picture is worth a thousand words. Metaphors help create connections. For example, when attempting to clarify, you could state, "It is like driving in the fog at night," instead of asking, "Are you confused?" Active Listening Tip #2: Paying Attention by Slowing Down It is easy not to be aware that you are sending unintended signals that you are in a hurry. Put your technology on mute. Get curious about what they are saying and their emotions. This is not the time to multitask. Be natural and use verbal and nonverbal cues, such as nodding your head or saying yes, to let them know you are engaged. Active listening does not typically happen in a rushed environment. The key is not to try to force a conversation into an arbitrarily scheduled time frame. Allow the option to reschedule additional time as appropriate. Take this active listening quiz When you can't see yourself objectively and don't accurately understand the perspectives of others, you can't make the transformational changes necessary for business growth. Evidence suggests that despite being very important to employees, employees' perceptions of their leader's listening skills are very low. This is significant because perceptions are proven to influence actions. When employees don't perceive they will be heard, they will unlikely continue to speak up. Here are a few statements adapted from the research by Longweni and Kroon (2018) developed to solicit feedback from direct reports. You should adjust the wording for different audiences, such as your peers, customers, and leaders. As designed, they are appropriate for use in a formal leadership 360 survey or anonymous pulse survey. I would suggest using a seven-point Likert scale from 1- strongly disagree to 7- strongly agree. My leader can sense how I feel without me having to say how I am feeling. My leader reads my non-verbal messages when we are in a conversation. My leader reflects on my emotions to let me know that they understand how I am feeling. My leader calms me down when I become angry by reflecting on my feelings. My leader restates my words to make sure that they understand me correctly. My leader makes sure to know what I am saying in a conflict situation. My leader does not justify their actions when I complain about something they have done wrong. My leader does not get angry or defensive when corrected. How to encourage others to use active listening Everyone has been in a situation where they don't feel heard. The next time you encounter that situation, here are a few strategies you can use to try and help bring about the change you want to see in others: Find common ground. Whether you are getting to know a person or engaging an executive on a complicated topic, starting with something you share in common can help create interest. Be a role model. Being the change you want to see in the world is a powerful tool for influencing change in the workplace. Don't be the one wanting to be listened to but unwilling to hear yourself. Look in the mirror and assess your skills honestly before fixing someone else. Let them know. Often, it is not a lack of desire as to why someone is not using active listening skills. If you decide to provide this feedback, you want to use an "I" statement, such as I don't feel like you are hearing me. How to develop active listening skills If you are ready to invest some energy into developing your active listening skills, the following strategies are compiled from various studies on active listening. Daily reflection. Reflect and assess daily how you are doing. Reflect on specific conversations to identify what went well and what still needs improvement. Specifically, focus on how well you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. Find a mentor or accountability partner . A mentor should be someone that is a skilled active listener. This person can role model and help ask good reflective questions to help you learn. Find an accountability partner . An accountability partner can also be someone working on building their active listening skills, or they could already be skilled. The key is that they can observe and catch you using or not applying active listening skills. Focus. Consciously focus on building active listening skills rather than expecting to learn these skills while focusing on another competency. Experiential practice. You can build active listening skills with training, like physical endurance and strength. Use blended experiential methods that require learning by doing. Active listening is influenced by the context of the conversation and cues that are best understood by doing. Don't just rely on reading about active listening. Key Summary Points: Actively listening to employees leaves them feeling valued, affirmed, and connected emotionally with you. Listening eases tensions and makes productive conflict work where resentment exists. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. Active Empathic Listening is vital to innovation and maintaining close relationships. The benefits of active listening are well-documented for building trust and improving relationships and the work environment. A study of employee perceptions of their leader's listening skills revealed it was the lowest-rated competency despite being very important to employees. Using metaphors, slowing down, paying attention, and paraphrasing key points are helpful tips when practicing active listening. Being the change you want to see in the world is a powerful tool for influencing change in the workplace. You can build active listening skills with practice, like building physical endurance and strength. References: Bodie, G., Vickery, A., Cannava, K., Jones, S. (2015). The role of "active listening" in informal helping conversations: Impact on perceptions of listener helpfulness, sensitivity, and supportiveness and discloser emotional improvement. Western Journal of Communication ;79(2):151-173. Center for Creative Leadership. (2019). Active listening: Improve your ability to listen and lead, second edition, 2nd edition . Center for Creative Leadership. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gearhart, C., Bodie, G. (2011). Active-empathic listening as a general social skill: Evidence from bivariate and canonical correlations. Communication Reports ;24:86-98. Jahromi, V., Tabatabaee, S., Abdar, Z., & Rajabi, M. (2016). Active listening: The key of successful communication in hospital managers. Electronic physician , 8 (3), 2123–2128. Kourmousi, N., Kounenou, K., Yotsidi, V., Xythali, V., Merakou, K., Barbouni, A., & Koutras, V. (2018). Personal and job factors are associated with teachers' active listening and active empathic listening. Social Sciences, 7 (7) Longweni, M., & Kroon, J. (2018). Managers' listening skills, feedback skills, and ability to deal with interference: A subordinate perspective. Acta Commercii, 18 (1), 1-12.

There are some things we don't enjoy and don't do well. Most executives secretly tell me strategic leadership falls into this category for them. And the evidence suggests they are not alone. A recent global study revealed that 90% of organizations are struggling to adapt quickly to market changes, and nearly half report poor coordination and ineffective strategic execution. One of the most difficult mindsets to change is a self-limiting belief that your current reality reflects your future reality. Just like death and taxes, change is not only possible but inevitable. Even passions and proficiency can change over time. A surprising truth is that you can actually learn to love being strategic, even if you don't understand it or enjoy it now. Strategic leadership creates organizational value by capitalizing on trends. Here is what you need to know to overcome self-doubt, unlock the strategic potential of your organization, and boost your career. Challenges arising from the absence of organizational strategy Research shows that only five percent of employees truly understand their company's strategy. When employees feel left out, they are less likely to support the company's goals, leading to disengagement and confusion about the company's direction. This lack of inclusion in strategic planning can lead to lower quality and creativity in the company's strategies and can contribute to a toxic culture that values certain groups or levels within the organization over others. Three separate studies conducted by Zenger Folkman revealed that a leader's ability to think strategically is linked to career advancement. These studies, involving over 1300 leaders, found a significant correlation between executive leaders' promotions and their strategic thinking abilities. Leaders who lack strategic thinking skills may struggle to align themselves and influence others, making it challenging to achieve success in both personal and professional endeavors. Focusing solely on immediate tasks can lead to falling behind, especially in a highly competitive market. “Leadership is the capacity to translate vision into reality.” William Bennis 5 key strategic leadership competencies Leaders must be able to navigate complex scenarios and a growing ambiguity. Critical thinking is essential for evaluating the core business factors and obstacles unique to a particular organization. It involves recognizing potential outcomes and having the foresight to guide both employees and the organization toward success. Strategic thinking is a crucial aspect of effective leadership, encompassing five key competencies that are often overlooked and not fully developed within organizational leadership: Scanning: This involves actively looking for subtle signals that may not seem significant at the moment but could have a profound impact on the business in the future. It requires a keen eye for detail and the ability to anticipate potential changes before they become apparent. Visioning: Clarifying the organization's shared purpose and aspirations is essential for creating a cohesive and motivated team. Leaders must articulate a compelling vision that inspires others to work towards common goals, fostering a sense of unity and direction. Reframing: This competency involves challenging existing assumptions and encouraging fresh perspectives on future possibilities. By questioning conventional wisdom and embracing innovative ideas, leaders can unlock new opportunities and drive transformative change within the organization. Making sense: Engaging in a rigorous intellectual process of conceptualizing, applying, analyzing, synthesizing, and evaluating data is critical for effective decision-making. Leaders must possess strong analytical skills to make sense of complex information and draw meaningful insights to inform strategic choices. Systems thinking: Adopting a holistic approach to understanding how different components within a system interact and influence outcomes is essential for effective leadership. By recognizing the interconnectedness of various elements, leaders can identify leverage points and design interventions that yield desired results while minimizing unintended consequences. The following video breaks down the often confused difference between strategic planning and strategic thinking. Enhancing your strategic leadership proficiency and passion in 4 steps We often dread tasks because we are not proficient. We feel slow or inefficient. The first three steps below cover practical ways you can improve your strategic thinking proficiency. Leaders pressed for time don't like doing things that make them feel incompetent. Improving your proficiency will go a long way to increasing your passion for strategic leadership. Step 1: Listening. Start by noticing your strategic thinking proficiency and identify areas where you want to grow. Listen to yourself. Making sense requires critical thinking skills. Various psychometric leadership assessments can measure an executive's critical thinking capability. The Watson Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment based on recognizing assumptions, evaluating arguments, and drawing conclusions. For more information on the Watson-Glaser critical thinking appraisal, visit www.talentlens.com . Life was not meant to be done alone. Too often, busy leaders fail to pause and consider how to leverage others to develop new habits . Whenever trying to create a new leadership habit, you can benefit significantly from deliberate practice and coaching feedback. Partnering with a qualified executive coach is proven to improve strategic leadership. Step 2: Being far-sighted Failure to consider future environmental changes can negatively impact your organization's ability to respond quickly to shifting markets. Leaders do not have to accept gambling with the company's future or rely only on reactionary planning approaches. Future-ready leaders can avoid costly mistakes by seeing what could be instead of constantly reacting at the last minute. Being far-sighted utilizes practices from the field of strategic foresight . Strategic foresight involves looking beyond current experiences and scanning the horizon. This helps leaders identify signs of emerging trends in the margins to prepare for the future. Strategic foresight is a way of thinking critically, engaging, discovering, and acting. Strategic foresight aims not to predict the future but to enable better decision-making and preparedness. It is a systemic view of change, considering the likely and possible realities. The use of predictive and prescriptive analytics promises improved strategic foresight . Step 3: Being inclusive. Leveraging multiple perspectives enhances strategic thinking , creativity, engagement, and strategy quality. Although achieving complete transparency and involving every possible stakeholder is questionably feasible, there is high value for inclusive leaders and organizations. Before taking an inclusive approach to strategic thinking, senior leadership should come to an agreement on the process, participating stakeholders, and the organization's business vision, values, and mission. A generic, inclusive strategic thinking process typically engages others in ideation, refinement, and development. Step 4: Reframing your MVP. Words shape worlds. Before starting something you know you don't like doing, it's important to attempt to reframe your MVP: Motivation. Is your motivation about checking a box? Or is your motivation about making a difference? Reasons for strategic leadership matter. It is less likely that your efforts will lead to positive changes without a positive reason behind the change. Vision. How do you see the result of strategic thinking going? Is it leading to the best of what might? Or is what you see a list of all the things that could go wrong? When you anticipate a positive step in the journey, it provides a sense of purpose and direction to inspire your best and achieve success. Perspective. When the lens through which you perceive strategic thinking is off, your results will turn out poorly. Is your paradigm for strategic thinking that it will provide the best foundation for a healthy culture for your team, lead to business growth, and enhance your effectiveness? Or is your paradigm that it is best to avoid strategic thinking because you need to manage your image, and things will change anyway? Not all work will become desirable. That's normal. It's healthy to learn to accept the things we can not change. That's when you want to explore delegation or work redesign based on strengths. But as you practice, you'll likely notice how you think about strategic leadership will change. So, what is your real strategic leadership challenge? References: Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People (West Linn, Or.), 30(4), 832-852. Bartell, R. (2011). Before the call: The communication playbook. Hudson House. Bennis, W. G. (2008). Leadership is the capacity to translate vision into reality. Journal of Property Management, 73 (5), 13. Doolittle, J. (2023). Life-Changing Leadership: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Folkman, Z. (2021). Strategic thinking: The pathway to the top. Forbes. Hughes, R., Beatty, K., & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in your organization's enduring success. John Wiley & Sons, Incorporated. Kaplan RS, Norton DP. The office of strategy management. Harv Bus Rev. 2005 Oct;83(10):72-80 Nwachukwu, C. E., Chladkova, H., & Olatunji, F. (2018). The relationship between employee commitment to strategy implementation and employee satisfaction. Trends Economics and Management , 12(31), 46-56.

No leader strives to create a toxic culture. It's a liability. Just its mention can stir up negative emotions within those with experience. Evidence from an MIT Sloan study suggests a toxic workplace is the most potent driver behind the more than 50 million workers who quit their jobs recently. Employees and leaders are trying to avoid toxic cultures at all costs. But when present, there is no escaping, even if working remotely. It is easy to understand a toxic culture is bad for business. But often, it's much less clear for leaders to distinguish between a characteristic of the culture that is just irritating and one that is so dreadful that it makes the culture toxic. For example, a cash-strapped healthcare system hired a new doctor – let's call him Dr. Strange – who was considered the best surgeon to lead a new, highly competitive, and lucrative service line. During a surgery, Dr. Strange slapped a nurse's hand in the operating room out of frustration. Although not always as ruthless and obvious in the workplace, toxicity often forces leaders to wrestle with the question, is tolerating the behavior worth the cost of dealing with the bad behavior? A positive company culture is a competitive advantage and force multiplier. Here are five signs you have a toxic culture and two steps every leader can take to detox the cutlure. Why Leaders Need to be Concerned About a Toxic Culture Culture is the one thing that influences everything in your business. It directly impacts your success, your employee's success, your customers, and the communities where you operate. Your organization's underlying cultural values influence employee behaviors and decisions. A recent study by MIT Sloan into the factors driving the great resignation identified that toxic company culture is a more reliable predictor of voluntary turnover than how employees assess their compensation. Surprised? Evidence from this study suggests that a toxic organizational culture is more than ten times stronger at influencing employee attrition than what you are paying your employees. There are negative consequences when employees are treated rudely or blamed for things over which they have no control. A survey of 800 leaders and employees across 17 industries revealed the following reactions to a lack of civil treatment in the workplace: 48% decreased effort 66% lower quality work performed 78% less organizational commitment 63% lost work time avoiding the offender 80% lost work time worrying about how they were treated The side effects of a toxic culture extend beyond the workplace. Evidence suggests that negative consequences create a harmful ripple effect. Employees working in a toxic workplace report experiencing decreased well-being and increased work-family conflict. Does Your Company Culture Show Signs of a Toxic Culture? Company culture is a complex topic because it involves individuals, their interactions, teams, and the organization. A toxic culture is characterized by harassment, bullying, insulting leadership, threatening behaviors, and incivility directly linked to workplace stress . There are many different opinions on the attributes of a toxic culture. Analysis by MIT Sloan revealed that the five most pervasive characteristics of cultures that are toxic and not just irritating: Toxic Sign #1: Lack of Consideration, Courtesy, and Dignity Feeling disrespected can deeply affect an employee's perception of their workplace environment and their overall satisfaction within the corporate culture. When individuals feel valued and respected, they are more likely to be engaged, motivated, and committed to their work. Respect in the workplace goes beyond mere politeness; it involves creating an inclusive and supportive atmosphere where all voices are heard and considered. Encouraging employees to contribute their ideas and perspectives not only fosters a sense of belonging but also leads to innovation and creativity within the organization. When individuals feel that their opinions matter and are taken into account, they are more likely to be invested in the success of the company. Moreover, actively listening to others before expressing one's own viewpoint demonstrates empathy and understanding, which are essential components of a respectful and collaborative work environment. Toxic Sign #2: Lack of Inclusion This sign highlights the issue of companies failing to embrace diversity and inclusivity. The notion of an "us and them" mentality within the workplace is particularly concerning, as it signifies a deep-rooted division among employees. Such division not only hampers collaboration and teamwork but also creates a toxic work environment where individuals feel marginalized and undervalued. Toxic Sign #3: Unethical and Dishonest Behavior In addition to engaging in unethical behaviors such as cheating, being shady, lying, and misleading, it is crucial to highlight the importance of upholding regulatory compliance and safety standards within the workplace. By adhering to these guidelines, not only are employees protected from potential harm and hazards, but the overall well-being and efficiency of the organization are also safeguarded. Regulatory compliance ensures that the company operates within the legal boundaries of governing bodies, promoting transparency, accountability, and trustworthiness. Similarly, upholding safety standards not only mitigates risks and prevents accidents but also fosters a culture of care and respect for employees' welfare. By incorporating these elements into the workplace, organizations can create a positive and secure environment that prioritizes both ethical conduct and the well-being of their workforce. Toxic Sign #4: Ruthlessness and Backstabbing These behaviors, characterized by a lack of teamwork and collaboration, represent a significant barrier to productivity and team dynamics. Instead of working together towards a common goal, individuals engaging in such actions actively undermine their colleagues and disrupt the harmony within the team. This deliberate sabotage not only damages relationships but also erodes trust and creates a toxic work environment. By throwing their peers under the bus, individuals shift blame and avoid taking responsibility for their own actions. This behavior not only damages the reputation of the person being targeted but also reflects poorly on the individual engaging in such tactics. The repercussions of these actions can be far-reaching, leading to decreased morale, increased conflict, and a breakdown of communication within the team. Effective teamwork and collaboration are essential for achieving success in any organization. When team members engage in sabotage and betrayal, it undermines the foundation of trust that is necessary for a cohesive and productive team. Addressing these behaviors requires open communication, setting clear expectations, and fostering a culture of respect and accountability among team members. By promoting a positive and supportive work environment, teams can overcome these challenges and work together towards shared goals. Toxic Sign #5: Harassing and Bullying Yelling, physical and verbal abuse, as well as condescending comments and treatment, create an atmosphere of fear and negativity. Such behaviors can lead to a breakdown in communication, erode trust among individuals, and ultimately harm relationships. It's important to address these issues promptly and effectively to foster a safe and respectful environment for all individuals involved. Additionally, exploring the underlying reasons for such behaviors and implementing strategies for conflict resolution and emotional regulation can help mitigate the impact of hostility in interpersonal interactions. Culture Detox Step #1: Define Your Company Culture Defining your company or team culture in measurable and actionable terms can feel overwhelming, but it is extremely helpful for creating and sustaining positive change. The concept of culture is often considered too abstract and poorly understood. The Competing Values Framework is an actionable measure and framework for defining your company culture. It 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. A culture survey aligned with the Competing Values Framework can define the alignment of the current culture with the preferred organizational culture. "Feedback is the breakfast of champions." Blanchard Culture Detox Step #2: Be the Change Gandhi said, "Be the change you want to see in the world." Often, accidental bad leadership habits trickle down and become acceptable behaviors. A recent study found that only 12% of companies claim to have a program in place to define and improve culture. Every leader can model good behavior and ask for feedback from followers . Enhance your self-awareness of your leadership habits. Evaluate the ethical consequences of your decisions and create an open-door policy allowing employees to provide input where their voices and concerns can be heard. Then, actively architect and manage the workplace culture . Hire and fire employees to create and reinforce the desired company culture. Teach leaders and employees through stories about how they should respond in different situations and the costs of tolerating toxicity. Reinforce and communicate the importance of trust and teamwork. Reward employees who live the desired culture. Measure company results and alignment with the preferred company culture. References Doolittle, J. (2023) Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hickok, H. (2021). Why toxic workplace cultures follow you home. BBC. Porath, C. & Pearson, C. (2013). The price of incivility. Harvard Business Review. Priesemuth, M. Times up for toxic workplaces. Harvard Business Review. Priesmuth, M. & Schminke, M. (2017). Helping thy neighbor? Prosocial reactions to observed abusive supervision in the workplace. Journal of Management. Schein, P. (2017). Organizational culture and leadership (5th ed). Wiley. Sull, D., Sull, C., & Zweig, B. (2022). Toxic culture is driving the great resignation. MIT Sloan Management Review. Sull, D., Sull, C., & Zweig, B. (2022). Why every leader needs to worry about toxic culture. MIT Sloan Management Review. Van Rooij, B. & Fine, A. (2018). Toxic corporate culture: Assessing organizational processes of deviancy. Administrative Sciences. Wang, Z., Zaman, S., Rasool, S. F., Zaman, Q. U., & Amin, A. (2020). Exploring the relationships between a toxic workplace environment, workplace stress, and project success with the moderating effect of organizational support. Risk management and healthcare policy, 13, 1055–1067.

One of the greatest leadership challenges during organizational change is making the invisible visible. Many leaders underestimate this. They focus on flawless execution. To remain competitive, companies must avoid costly mistakes. But emphasizing implementation without creating a sense of urgency can create change resistance and confusion, causing people to give up before they start. These leaders underestimate the organizational inertia needed to achieve big results. Any organization can move forward with small incremental changes, but building for the future in today's rapidly evolving environment means making bold changes. Here is one practical tool busy leaders can use to keep their pulse on what matters most during major organizational change. Why you need an organizational change framework Benjamin Franklin suggested that the only certainty in life is death and taxes. I would add change. As the world changes, leaders and businesses must change, too. Too often, organizational change management is simply a series of communications in which executives or project managers inform the business that change is coming. Leading change is more than communicating its features, advantages, and benefits. Adopting an organizational change framework helps you and others manage the people side of change and create organizational inertia. Culture is one thing that influences everything in your organization. An organization's culture is composed of norms of behavior and shared values. Employees and leaders do not reinforce behaviors they do not value. A leader alone can create the organizational inertia needed to change without followers, not even the CEO. In my experience, the critical success factors are finding a framework structure simple enough to be understood by others and staying flexible in your approach. I have two organizational change frameworks I frequently use when working with leaders to implement bold change . And I like that you don't have to be an organizational development expert to understand and apply these two frameworks. Kotter's eight-step change management model provides an easy-to-follow roadmap for change managers. The eight steps are sequential, and Kotter suggests that skipping steps leads to failure. Create a sense of urgency Assemble the guiding team Develop a compelling vision Create a communication plan Develop and implement the plan Evaluate results and impact Generate and celebrate early wins Don't let up! I recommend reading Leading Change by Kotter for a more technical understanding of these steps . If  you prefer a more fabled approach, consider reading Our Iceberg is Melting by Kotter. ProSci's ADKAR model is a go-to change framework. It is short and to the point. A – awareness of the change D – a desire to participate and support the change K – knowledge of how to change A – ability to implement the desired skills and behaviors R – reinforcement to sustain the change To learn more about the ADKAR model, I recommend reading ADKAR: A model for change in business, government, and our community by Hiatt. Keeping your pulse on what matters most during organizational change Busy leaders can miss subtle signs of confusion, resistance, anxiety, frustration, or retreat during change. A pulse check helps change leaders make the invisible visible. Collecting structured feedback aligned with a change framework helps leaders stay connected with those impacted by the change. A pulse check can help identify potential barriers to change so leaders can bring out the best in their followers throughout the change. Pulse checks can collect this feedback in many different ways. Asking questions in one-to-one or team meetings is a great way to create a conversation. Also, an anonymous organizational survey can help awareness of concerns without fear of consequences. 10 Question organizational change pulse check The added benefit of using a structured survey is the ability to monitor trends and assess the effectiveness of interventions to help remove barriers. The following 10 statements align with the Kotter and ADKAR change frameworks. When administering these in a survey format, I suggest asking participants to respond by ranking each statement on a scale from strongly agree to strongly disagree. I understand why I need to change and the impact on my job. I know the business case for change. The right people are in the correct positions to support the change. I am aligned with the change vision. My peers are on board with the change. The organization has shared goals aligned with the change vision. I have the knowledge, skills, and ability to successfully perform in new ways aligned with the change. I understand how to achieve quick wins and have the support needed. Leadership is committed to the change. I receive rewards and recognition for behaviors aligned with supporting the change. The goal of a pulse survey is not to achieve a perfect score but to identify hidden strengths or blind spots so you can best lead the change. You should repeat and adjust the questions over time. When consistently receiving strongly agreed-upon responses, you know it's time to change the questions. A key to success with survey feedback is listening to understand the why behind the responses by engaging in a two-way conversation and acting on what you learn. What is the real change management challenge for you? References Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research. Kotter, J. (2018). Leading Change. Harvard Business Review Press