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Have you ever sat in a meeting and wondered where the discussion was going or what was happening? Maybe the point being made seemed questionable, or the actions of others were divisive. It's frustrating and confusing when values are just words for marketing campaigns and corporate communications. A recent study found that only one in four employees strongly agree that they can apply their company's values daily. You've probably experienced this to some extent before, and maybe now you're in a leadership position. I'll tell you a secret: company values don't have to feel aspirational. Thriving cultures where employees can live out the organization's values are possible. They require an actionable understanding of company culture and the ability of leaders to transform values into daily actions. Here is what you need to know and do to set your company up with a thriving culture. Why a positive company culture makes a big difference Your company culture is the one thing that influences every aspect of your business. It directly impacts the overall success of your organization, employees, customers, and communities where you do business. An organization's underlying values influence employees' behaviors and decisions. Company culture is a shared pattern or system of beliefs, values, and behavioral norms. Stated simply, it's how things get done when no one is watching. Much has been written on the competitive advantage of a positive company culture. Research has directly linked the effects on financial performance, customer satisfaction, employee teamwork, team cohesion, employee motivation, employee retention, and employee engagement. Your company culture creates an internal and external brand identity that influences people's thoughts about your organization. A recent human capital trends study by Deloitte suggested that 95% of candidates believe culture is more important than compensation—also, companies with a positive culture experience 8x higher profitability than S&P 400 firms. No company is looking to stay the same year. As the world changes, people and businesses must change. Organizational culture is critical to innovation . Just as some organizational culture characteristics can support innovation, others can also inhibit innovation. An actionable measure of company culture Organizational culture is complex. But, defining the culture in measurable and actionable terms is essential for a thriving company culture. The concept of culture is often considered too abstract to address and is not well understood. A recent study found that only 12% of companies claim to have a program in place to define and improve culture. The organizational culture assessment instrument ( OCAI ) based on the Competing Values Framework is an actionable measure of company culture. The survey was adapted from work by Dr. Kim Cameron and Dr. Robert Quinn as part of their Competing Values Framework research at the University of Michigan. The study empirically concluded that a company's focus and flexibility moderate effectiveness. The Competing Values Framework identifies four fundamentally different cultures. Clan Culture creates a collaborative atmosphere like a family. This culture emphasizes the value of teamwork, participation, and a consensus decision-making style. Adhocracy Culture creates an energetic and entrepreneurial atmosphere. This culture stresses the importance of research and continuous improvement. Market Culture creates a competitive, fast-paced, results-oriented environment. This culture highlights coming in first. Hierarchy Culture is a top-down, formal, rule-based atmosphere. This culture emphasizes efficient, reliable, and cost-effective performance. Note: Adapted from Cameron and Quinn (2011). The framework enhances cultural understanding by simplifying the cultural description to only two fundamental dimensions: flexibility or stability and internal or external focus. The OCAI survey measures six aspects of the current and preferred organizational culture: Dominant characteristics describe the overall organization. Leadership style and how leadership competencies align to culture. Management of employees and the work situation. Organizational glue that holds everything together. Strategic emphases are the aspects of culture that guide strategy. Criteria for success determine the outcomes of an organization's culture. Instead of requiring companies to choose one ideal culture type, the survey and framework enable leaders to identify a preferred culture that uniquely aligns with current market trends and company strategic objectives. The survey highlights cultural congruence across teams. Evidence suggests that while cultural congruence is not a determinant of company success, incongruent organizations are much less effective. Congruence is the degree of alignment between current and preferred cultures along the six aspects of culture assessed. How to transform company values into company culture Individual change leads to organizational culture change. Different cultures have different needs for leadership competencies. Leaders should reflect on their leadership style before looking for ways to change the company. Consider how leadership habits align with your company values and the preferred culture. If you are looking for actionable and individualized feedback to enhance self-awareness of cultural strengths and opportunities, you will love using a 360-degree assessment customized to your needs. "Success is the sum of small efforts repeated day in and day out." Robert Collier After leadership has increased self-awareness, apply the following six culture levers to change how employees behave and perceive the company culture. Cutlure Lever # 1: What leaders pay attention to regularly. One of the most potent tools for leaders to shape culture is what they pay attention to regularly. What leaders choose to measure, reward, and control matters, and the opposite is also true. For example, suppose an organization wants to build an analytical orientation within the culture. In that case, a great starting point is to ask leaders what data they use to make decisions. By asking the question, you reinforce the importance of data-driven decision-making. Culture Lever # 2: How leaders react to critical incidents. Much can be revealed when a business or a leader faces a significant challenge. Mike Tyson said, "Everyone has a plan 'til they get punched in the face." These crucible moments in business are like a refining fire. It is the heightened emotional intensity that increases individual and organizational learning. For example, the recent global pandemic revealed much more about an organization's values than any about page on a website or company orientation ever would. Sodexo is one positive example of an organization that has demonstrated its commitment to employees even during a pandemic . Culture Lever # 3: How leaders allocate resources and control costs. Budgets reveal a lot about the organization's assumptions and beliefs. Resources include physical assets such as equipment, tools, and human resources. What gets resourced gets reinforced. Going back to the example of creating an analytical orientation, leaders should consider what tools and resources employees have available for data analytics. Culture Lever # 4: Deliberate role modeling and training. How leaders act and behave outside of training is more significant than what is said or demonstrated within leadership development events . Leaders looking to build an analytical cultural orientation would benefit by explaining to and showing the organization how they use data to make decisions on a routine basis. Culture Lever # 5: How leaders allocate rewards. Rewards and recognition come in many different forms. Also, what is considered a reward varies from person to person. What gets rewarded, how it gets rewarded, and what does not reinforce organizational culture. There are tangible rewards and social rewards. Simply saying thank you for presenting a decision using data analytics is a social reward. Culture Lever # 6: How leaders recruit, promote, and excommunicate. Who gets hired, promoted, and fired , and for what creates and reinforces organizational culture. Talent management decisions can be viewed as a more subtle nuance to culture change because decisions are influenced by explicitly stated criteria and unstated value priorities. A leader looking to influence an analytical cultural orientation would benefit from assessing the skill sets needed within the organization and then hiring based on those skills. Architecting a thriving company culture is time-consuming, but there is too much riding on it not to do something about it. As you get started, remember that organizations are likely to deny the need for change and become defensive at the suggestion of change. Organizational change creates anxiety for valid reasons. To overcome the barriers to change, the change leader needs to create a desire to survive and reduce learning anxiety by creating psychological safety . Leaders build psychological safety by demonstrating humility, selfless love, performance-based accountability, and vulnerability and consistently helping followers comprehend and accept the challenge. A plan on the front end will ensure desired results during execution. Sell the change within the company with a few concrete short stories, representing the best of the new culture and the necessity for change. Ensure a quick win is visible across the company. Be the change and turn your company values into action: Act! What is the real challenge ahead of you for a thriving company culture? References Bersin, J. (2015). Culture: Why it's the hottest topic in business today. Forbes. Bremer, M. (2019). How culture boosts performance. OCAI online. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing Cameron, K., Quinn, R., Degraff, J., & Thakor, A. (2006). Competing values leadership: Creating value in organizations. Clark. (2020). The 4 stages of psychological safety : defining the path to inclusion and innovation (First edition.). Berrett-Koehler Publishers, Incorporated. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Dvorak, N., & Nelson, B. (2016). Few employees believe in their company's values. Gallup Business Journal. Flamholtz, E. (2001). Corporate culture and the bottom line. European Management Journal. Vol. 19 (3). 268-275. Schein, E. H., & Schein, P. (2016). Organizational culture and leadership, 5th edition (5th ed.)

We all have experienced a lack of motivation at work. It's not that something is too difficult, but we procrastinate. How do some employees seem to develop the motivation to change while others struggle to start or persevere? Intentions without actions are only aspirations. You can't be successful in life or work without motivation, yet finding it is a struggle in some situations. So, can you motivate yourself to do something you don't want to get a result you really do want? A significant amount of behavioral psychology evidence suggests that the Premack Principle provides the key to unlocking motivation. Psychology is the same whether starting a more challenging workout, an advanced leadership certificate, or an undesired task at home or work. Here are four steps you can take to develop more motivation when you find yourself or those you lead procrastinating. Why work motivation matters Developing motivation is crucial because it allows us to change, grow, innovate, achieve big goals, make plans, and enhance our engagement. As a leader, motivation is a catalyst for business growth and organizational effectiveness. "Action may not always bring happiness, but there is no happiness without action." William James Procrastination comes at a cost, and in this short video by Tim Urban, he explains the mind of a master procrastinator. Work motivation is the force within (intrinsic) and beyond (extrinsic) an employee to initiate work-related behaviors. The degree of an employee's motivation influences the intensity and duration of work behaviors. Evidence from numerous studies suggests that increased work motivation leads to the following: Improved performance Increased productivity Enhanced innovation and creativity Decreased absenteeism Decreased employee turnover Understanding motivation One of the earliest and most discussed models of motivation is Maslow's hierarchy of needs theory. Maslow suggested that physiological needs motivate employees. The requirements for food and water are at the most basic level, and self-actualization is at the highest level. Another early model from Herzberg suggested that work motivation is mainly influenced by challenge and reward reinforcement. Motivators increase job satisfaction, such as performance achievement, recognition, job status, and development. Hygiene Factors decrease job dissatisfaction, such as salary, working conditions, physical workspace, and supervisor quality. More recent studies have led to the categorization of work motivation into four categories: Positive-Negative. Positive motives include things perceived as pleasurable. Negative motives are those things perceived as punishment or fear. Intrinsic-Extrinsic. Intrinsic is doing something because it is inherently interesting or enjoyable, and extrinsic refers to doing something because it leads to a reward. Cognitive-Affective. Cognitive includes doing something for knowledge and mental or intellectual development, whereas affective is doing something for feelings or emotions. Economic-Moral. Economic motives are to achieve a goal associated with a fundamental need or support a desired standard of living. Moral motivation is to do something right or avoid doing something wrong. Evidence suggests that intrinsic motivation is more effective in the long term than extrinsic motivation. The Premack Principle is based on intrinsic motivation. What is the Premack Principle? The Premack Principle states that you will perform a less preferred (low probability) behavior to gain access to a more preferred (high probability) behavior. This might sound vaguely familiar if you are like me. I remember hearing my parents say that if you eat your vegetables, then you can have dessert. This principle explains how you can arrange contingencies to motivate yourself and others. However, the most significant leadership challenge often comes from accurately identifying the high-probability behavior. For example, you may enjoy reading versus watching a movie in your free time. But if you just finished reading a lengthy book, you may choose to go for a walk. Intrinsic motivation can change depending on the situation, how we feel, or what we have been doing. Here is a short video from leadership and behavior management expert Dr. Daniels on productivity and the Premack Principle. 4 Steps to develop more motivation at work Here are four steps to help you accurately implement the Premack Principle for yourself or others to develop more motivation in the workplace. Motivation Step 1: Make a list of what needs to get done. Start by creating a list of what needs to get done . Take about five minutes and write down everything you need to accomplish that is on your mind. When working with others, have them complete this task rather than attempting to guess. If implementing this principle with a new employee, it may help to have them use their job description. Motivation Step 2: Pinpoint the low-probability and high-probability behaviors. The more precisely you pinpoint a behavior leads to a more accurate and reliable behavior ranking. Rank the list from what you most like doing to what you least like doing. Get curious about what is motivating. When working with those you lead, you may find it helpful to create a structured reinforcement survey to learn about how employees spend their free time outside work. Although motivators are not always good reinforcers, they help enhance understanding. Motivation Step 3: Effectively communicate the contingency. Effective communication moderates implementation effectiveness and typically involves more than sending an email. The contingency refers to what follows a low-probability behavior to increase the probability of that behavior. Don't expect this to be obvious, and check for understanding. Motivation Step 4: Start at the bottom. Start with the item at the bottom of the list (low probability behavior) from step 2. When working up the list, each task becomes more desirable. Working down the list of tasks becomes more punishing. Studies have shown you will get two to three times more done by starting at the bottom of your list. One caveat is that if the bottom of your inventory is full of extreme drudgery, you will benefit by making the desired behavior the immediate following action for every third or fourth drudgery task. Motivation matters, especially for achieving big goals in life and work. As a leader, when you leverage the Premack Principle using the steps listed above, developing more motivation in others becomes easier. But let's be honest; we don't always get these steps right in the real world. It is essential to maintain a mindset of experimentation rather than simply success or failure. What is your real challenge with implementing the Premack Principle at work? References Daniels, A. C. (2000). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (New & updated.). New York: McGraw-Hill. Dalphonse, A. (2022). Premack principle: A guide to using the first/then rule. Master ABA. Fishbach, A. (2018). How to keep working when you're not feeling it. Harvard Business Review. Klatt, K. & Morris, E. (2001). The Premack principle, response deprivation, and establishing operations. The Behavior Analyst, 24(2), 173-180. Reed, C. (2022). The truth about motivating employees to be more productive. National Business Research Institute. Vo, T., Tuliao, K., & Chen, C. (2022). Work Motivation: The Roles of Individual Needs and Social Conditions. Behavioral sciences (Basel, Switzerland), 12(2), 49.

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.

It is easy for a leader to kill motivation and respect within a team. A lack of attention or emotional connection and you are perceived as being aloof. Too much attention in the day-to-day, and the team feels a loss of autonomy and control. Research suggests that mismatched management reduces morale, trust, and productivity and increases employee turnover. Partnering for performance is one way to develop self-reliant achievers and avoid micro-managing your team. It is a high ROI investment into your success and business growth. Here are three keys to effectively partnering for performance. What is mismatched management? Mismatched management occurs when leaders micro-manage and take away decision-making from capable and committed followers or macro-manage and fail to provide enough direction. Micro-management is a hard habit to break. It is described as an overly hands-on approach when leaders don't delegate, overcommunicate, or manage with excessive control and attention to detail. This leadership style often stems from believing that the leader knows best and the stakes are high. Leaders who trust their follower's competence and commitment are less likely to micromanage. Self-determination theory (SDT) suggests that intrinsic work motivation stems from the psychological needs of employees to possess autonomy, mastery, and purpose. When leaders micro-manage, it demotivates followers by increasing feelings of loss of control. Here is a humorous example of micro-management from the movie Office Space. Macro-management is a hands-off approach when leaders don't get involved and provide too little coaching and support for their team. This style of leadership is described as laissez-faire. Which loosely translated from French, means "let it be." Macro-management often stems from misreading the needs of followers and placing trust in followers based on assumptions rather than mutual understanding. When leaders abandon followers, team members experience feelings of confusion and frustration. What is partnering for performance? In today's complex and ambiguous workplace, leaders must excel in managing and leading to achieve success and significance. Excelling in management does not happen without intentional focus and striving for something greater. "Your role as a leader is even more important than you might imagine. You have the power to help people become winners." — Ken Blanchard⁠ A saying made famous by American football coach Vince Lombardi is that excellence is achieved in the pursuit of perfection. To excel at management requires a clear vision of the ideal and hard work toward performing at the highest level possible. Partnering is about agreeing on what you and your team need from each other as you work together toward shared goals. It focuses on doing things right and managing routine complexity in day-to-day activities. A leader's ability to engage and retain their team is essential for excelling in management. When leaders appropriately partner for performance, it leads to an improved discretionary effort, trust, and intent to stay outcomes. Key #1: High-Quality Relationships Partnering with followers begins with developing high-quality relationships. These relationships unlock the potential to understand better the stated and unstated needs of followers and the given situation. Leaders with high-quality relationships are more likely to match their management approach with the follower's needs and give their people the space they need to succeed and learn. A common theme in the research on building or restoring trust in a relationship is to be transparent in your discussions. Ironically, the most robust trust occurs when we can disagree and leave the conversation without negative feelings. The goal is to create safety by being open and candid to demonstrate caring and respect. This intimacy requires being personal and the willingness to have an uncomfortable conversation. Next, focus on building the relationship. As a leader, this requires you to step back and discuss what works for others and you. Creating a shared idea of success is the goal. The "your way or the highway" leadership style does not work to build or restore trust in relationships. It is essential to understand both the context and perspectives of others and emphasize the other person. Lastly, do not judge too quickly. Learn to test assumptions about a follower's commitment and capability and try to see the world from their point of view. Key #2: Diagnosis Figuring out the follower's task competence level and commitment requires communication and trust-based relationships. Without a complete picture of the needs of followers, it is difficult to get the correct level of attention, leading to followers' feelings of micro- or macro-management. High-quality trust-based relationships create the opportunity for feedback to understand if a leader's understanding is accurate and, as needed, how to align their leadership style. There are four attributes to diagnose competence and commitment. What is the specific goal or task in question? How strong are the follower's demonstrated or transferable task knowledge and skills? How motivated is the follower toward the task? How confident is the follower about the task? Key #3: Agility Once leaders appropriately understand the follower's needs, they must be agile with their approach to the proper level of support, motivation, and direction needed. Followers with less task maturity need guidance; followers with more significant experience and commitment need more supporting behaviors. A common fallacy is that followers need the level of direction and support the leader required when they were doing the task or that a one-size fits all approach works. The best practice is to apply the Platinum Rule. Do for others as they would want to have done for them. Partnering for performance is one way to get the performance you need. What is your real partnering for performance challenge? References: Blanchard, K. (2007). Heart of a Leader: Insights on the Art of Influence. David C. Cook Publishing Company. Glaser, J. (2014). Conversational Intelligence: How great leaders build trust and get extraordinary results. New York: Bibliomotion, Inc. Leavy, B. (2020). The dynamics of empowering leader/follower relationships. Strategy & Leadership, 48(6), 27-33. Zigarmi, D., & Roberts, T. P. (2017). A test of three basic assumptions of situational leadership® II model and their implications for HRD practitioners. European Journal of Training and Development, 41(3), 241-260.

What makes certain leaders excel in the workplace while others struggle? Have you ever wondered if you were capable of getting more out of life and work? In the Netflix series Medal of Honor, inspiring stories of impossible bravery are recreated from sworn accounts and battlefield forensics. You quickly learn combat is not something great, and recipients of the nation's highest recognition don't set it as a goal. But these heroic lessons from the worst day of life reveal an unexpected leadership lesson. It's a leadership mindset and skillset for how to become a better leader than you thought possible. Selfless love changes everyone and everything The contemporary workplace needs a different kind of leader. Rates of stress, anxiety, sadness, and anger are trending up. In a recent survey, Gallup found that 57% of US employees feel stressed daily. In speaking with frontline to c-suite leaders across various industries, one common theme is that the new normal is crisis-driven. In the series trailer, Medal of Honor recipient Army Capt. Florent Groberg says , "One thing you will learn a lot about in combat is love." The stories in the series remind us of what has been done for our country and what is possible when leaders embrace selfless love . Selflessness means being more concerned with the needs and desires of others than with your needs. And one of the best definitions I have come across for love in the workplace context comes from St. Thomas Aquinas. "To love is to will the good of the other." St. Thomas Aquinas Selfless love is a radically different paradigm from a transactional worldview of the workplace. Without selfless love in the workplace, the best of what might be is impossible Selfless love creates remarkable courage that overcomes the fear of failure. Selfless love unlocks the leader's and their team's potential to deliver amazing results. Overcoming the fear of failure No organization is looking to stay the same year over year. Fostering innovation within an organization is an increasingly important leadership behavior for every business. Innovation and failure are interconnected, where one produces the other. Failure is not always bad, but an unhealthy fear of failure puts results at risk. Fear minimizes experimentation and risk-taking, which impact innovation and change. The greater the fear of failure, the more likely an individual or organization will avoid taking necessary risks. "On his very worst day, he managed to summon his very best. That's the nature of courage — not being unafraid but confronting fear and danger and performing in a selfless fashion. He showed his guts, he showed his training; how he would put it all on the line for his teammates." President Obama speaking of Medal of Honor recipient Captain Groberg Selfless love creates remarkable courage that overcomes fear. When leaders practice selfless love, it creates safety where followers are more willing to take risks and be open to failures. Selfless love does not imply that leaders ignore the fear of failure. Instead, they recognize the negative influence of fear and use it as an advantage. Delivering Results and Maximizing Performance Potential Too often, employees are treated like light bulbs, considered disposable. When they aren't working well, leaders look to replace them. Disposable employees aren't committed to the business, and a failure to maximize employee performance is a costly mistake. Selfless love unlocks potential in the leader and their team, delivering amazing results and business growth. Selfless love makes a better workplace and improves outcomes. It increases leader and follower commitment, increasing intrinsic motivation that amplifies workforce alignment and business strategy benefits. Evidence suggests that increased employee intrinsic motivation causes people to achieve better business results. In addition to increased productivity of expected behavior, selfless love impacts an employee's discretionary effort , also known as organizational citizenship behavior (OCB). Discretionary effort is considered the penultimate type of performance in organizations. OCB is when employees contribute to an organization beyond their formal job requirements. There's nothing stronger than the heart of a volunteer. "— General James Doolittle, Medal of Honor Recipient An emerging leadership style for the new normal Evidence suggests that only 43% of employees indicate a positive team climate at work, only 30% see a reason to say something when they see something is wrong, and only 30% believe their opinion counts. This distrust breeds polarization in society and the workplace. There are many red flags that the workplace is in trouble. Gallups Global Workplace report found evidence suggesting that 2 in 10 employees consider their mental health fair or poor, 3 in 10 are engaged at work, and 5 in 10 are only doing the minimum required at work. Effective leadership makes a difference in the results you achieve and the life you live. The costs of poor leadership often show up in the workplace disguised as low employee engagement, a lack of team cohesion and collaboration, high employee turnover, and failed execution. Leaders must continually transform and adapt or fall behind. Striving for better habits is a competitive advantage available to any leader looking for a powerful point of differentiation. Servant Leadership is a distinctly different emerging leadership style described by the attribute of selfless love. A servant leader serves others first. The benefits of servant leadership extend beyond reducing costs and improving performance to include employee retention, intrinsic motivation, and discretionary effort. The following short video from leadership expert Ken Blanchard provides some thoughts on the power of servant leadership in today's workplace. Robert Greenleaf is attributed by most as the founder of servant leadership, described a servant leader as a servant first and used the following test to answer the question, what's servant leadership? The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived. ~Greenleaf & Spears Are you a Servant Leader? Take this free quiz to learn if your leadership style aligns with servant leadership. If you’re like most leaders, you’re running from meeting to meeting and working at a breakneck pace to manage your business and help those around you be successful. You’ve probably neglected to invest in your development more than once and wish you had a meaningful development plan to help you and your business grow and lead at a higher level. I invite you to check out our Servant Leadership Development Program . I challenge you to apply selfless love as a leader in the workplace and see your business results improve. W hat about your leadership style needs to change to get more out of life and work? Key Summary Points Selfless love changes everyone and everything Selfless love creates courage and overcomes the fear of failure Selfless love unlocks potential in the leader and the organization Selfless love delivers amazing business results The world needs a different kind of leader. Selfless love is rare. References Becchetti, L., Castriota, S., & Tortia, E. C. (2013). Productivity, wages, and intrinsic motivations. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose . Organizational Talent Consulting. Gallup Workplace. (2021). State of the global workforce. Gallup. Greenleaf, R. K., & Spears, L. C. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Mulinge, P. (2018). ALTRUISM AND ALTRUISTIC LOVE: Intrinsic motivation for servant-leadership. The International Journal of Servant-Leadership, 12(1), 337-370. Patterson, K. (2003, October 16). Servant leadership: A theoretical model [PDF]. Shu, C. (2015). The impact of intrinsic motivation on the effectiveness of leadership style towards work engagement.

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

What does it take to foster organizational commitment in an uncertain world? Marginal commitment might be the new normal, but that doesn’t mean it has to be your reality. As industries worldwide face increasing instability, businesses justify layoffs and downsizing with, “It’s not personal, it’s business.” In response, employees in a stable, low-unemployment economy say, “It’s not personal. I have to make difficult decisions for my family and career.” This dynamic exposes a critical truth for leaders: a committed team is no longer just a competitive advantage—it’s the foundation for navigating uncertainty and thriving. Weak leaders may deflect blame onto employees for their lack of commitment, but exceptional leaders take ownership and know that building loyalty is their responsibility. Here are three powerful accelerators to foster organizational commitment, maximize business value, and position your company as uber-attractive to employees. Why Organizational Commitment Matters Organizational commitment benefits employees, teams, and their companies. Evidence links higher levels of organizational commitment with: Increased employee productivity Increased revenue Increased employee retention Decreased operating costs Decreased absenteeism In addition to increasing expected behavior, organizational commitment unlocks discretionary effort. Evidence suggests that committed employees are more likely to contribute in unexpected ways. Discretionary effort or organizational citizenship behavior is considered the ultimate type of performance. For example, two employees walking down a hall see a piece of paper on the floor, but only one employee stops to pick it up. Even though it is neither an employee's job nor responsibility. When an employee goes beyond what is expected for the benefit of your organization without being asked, that is discretionary effort. What is Organizational Commitment? Organizational commitment is employee dedication, which results in their intent to stay with their current organization. The Three-Component Model is one of the most popular ways to describe organizational commitment. This framework suggests there are three distinct types of organizational commitment: Affective commitment: An employee's emotional attachment toward the organization. Continuance commitment: An employee's belief that leaving the organization would be too costly (golden handcuffs). Normative commitment: An employee's feeling of obligation to stay because it is the right thing to do. Recognizing that the degree of commitment depends on multiple factors the individual defines is essential. For example, consider an employee working for a family-run business with a strong culture and attractive long-term incentives. In this situation, the employee would likely have affective commitment, being happy about staying in the company, but also continuance commitment because they don't want to give up the long-term benefits that the job provides. Finally, given the nature of the job, the individual would feel an obligation to the family, which would lead to normative commitment. What influences organizational commitment? Research has identified various factors that affect the direction and strength of organizational commitment, such as: Job satisfaction Have you ever wondered if your job is right for you? Job satisfaction is your positive or negative feelings and emotions toward your work. When employees commit more to their organization, they are more likely to experience a greater sense of job satisfaction. Studies have demonstrated that satisfied employees are more productive, have higher retention rates, increase company revenue, and lower costs. Employee Empowerment Many leaders can achieve their goals and even increase company revenue. But, in a world of constant change, organizations and leaders need employees who proactively engage in problem-solving, change, innovation, and challenging the status quo. Senior leaders need followers who take charge to create a competitive advantage. Evidence suggests a positive correlation between employee emotional and psychological empowerment , job satisfaction, and organizational commitment. Workplace Stress Role ambiguity and conflict are two typical workplace stressors linked to employee burnout. Role ambiguity refers to unclear roles and responsibilities, while role conflict means starting your day feeling you cannot win. Research suggests that organizational commitment moderates workplace stressors. When leaders build organizational commitment within the workforce, workplace stressors have a lesser effect on employee stress levels and burnout. Organizational Commitment Accelerators Here are a few practical steps leaders can take today to accelerate organizational commitment within their team without breaking the bank. Accelerator 1: Leadership style How you lead matters. Compelling evidence indicates that how you lead moderates organizational commitment and results. For example, Laissez-faire leadership has a negative correlation with organizational commitment. Laissez-faire leadership is where leaders let employees do as they wish. I also call these country club leaders. They want everyone to like them, so they avoid difficult conversations. Servant leadership is an example of a leadership style that increases leader and follower commitment, yielding increased intrinsic motivation that amplifies workforce alignment and business strategy benefits. Servant leaders serve others. When employees feel supported by leadership, it significantly enhances organizational commitment. Humility is a core characteristic of a servant leader. You can show humility and vulnerability in challenging conversations by: Being transparent: Keep the conversation genuine, especially when it involves your mistakes. This does not mean sharing personal secrets. Asking for feedback and being willing to learn: Vulnerability is about being weak to defend your point of view and desiring to listen and learn something new. Putting followers first: It is not about winning or having the best answer but caring so much about followers and the desired outcome of the conversation that you are willing to risk failing. Demonstrating selfless love: Selfless love is to will the good of another. As a leader, being vulnerable in a difficult conversation requires showing self-awareness, empathy, and compassion rather than speaking from positional power. Taking action. Difficult conversations are costly when neglected. After you check your motivation, vision, and paradigm for effect, you will want to consider the conversation's what, where, how, and when. Take this free leadership style quiz to identify your tendency to be a servant leader. Accelerator 2: Organizational Culture A recent study suggests organizational culture is the most potent driver behind the Great Resignation. No leader strives to create a toxic culture . However, when a gap exists between perceived and stated values, the employee's organizational commitment suffers. Especially when the disconnect involves values that are people-oriented or ethical behavior, you can architect a positive company culture that accelerates organizational commitment by: Being the change: Demonstrate good behavior and ask for feedback from followers about what you do that bothers them. 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. Architecting a positive culture: Hire and fire employees to create and reinforce the desired company culture. Share stories about how followers should respond in different situations and the costs when they don't. Reinforce and communicate the importance of trust and teamwork—reward employees who live the desired culture. Accelerator 3: Development Opportunities Opportunities to participate in training improve skills, job performance, feelings of self-worth, and affective commitment to the organization. Development doesn't have to take the form of sending an employee to an expensive conference to accelerate organizational commitment. Simply letting employees practice and try new tasks or take reasonable risks and make decisions positively affects organizational commitment. Here are a few additional lower-cost, high-impact development opportunities : Coaching : Use existing coaching relationships to provide employee development feedback. Coaching with a development focus leads to improved morale and overall productivity. Social media: Integrating social media and networking into ongoing development is an inexpensive means of supporting employee development. Employee Networks: These networks create an inclusive environment, allowing people from diverse backgrounds to collaborate toward mastery. Mentoring: Mentoring creates a reciprocal and collaborative relationship that improves employee performance, sense of value, retention, and internal career progression. Depending on your situation, these organizational commitment accelerators may be the most important, or you may need to work on others. Building organizational commitment takes time, but taking steps in this direction is good for everyone—you, your employees, and your customers. What is your real organizational commitment challenge? References Ahmad, & Oranye, N. (2010). Empowerment, job satisfaction and organizational commitment: a comparative analysis of nurses working in Malaysia and England. Journal of Nursing Management , 18 (5), 582–591. Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International journal of training and development , 14 (4), 309-322. Caillier, J. G. (2013). Satisfaction With Work-Life Benefits and Organizational Commitment/Job Involvement: Is There a Connection? Review of Public Personnel Administration , 33 (4), 340–364. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. King, R., Sethi, V. The moderating effect of organizational commitment on burnout in information systems professionals. Eur J Inf Syst 6, 86–96 (1997). Meyer, J.P., & Allen, N.J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage Ortega-Parra, & Ángel Sastre-Castillo, M. (2013). Impact of perceived corporate culture on organizational commitment. Management Decision , 51 (5), 1071–1083. Ramdani Bayu Putra, & Hasmaynelis Fitri. (2021). The Effects of Mediating Job Satisfaction on Organizational Citizenship Behaviors with Servant Leadership and Human Relations as Antecedent Variables. Andalas Management Review , 5 (1). Walumbwa, F., Hartnell, C., & Oke, A. (2010). Servant-leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95 (3).

The advances in technology within the workplace are revolutionizing Human Resources (HR) and creating many exciting new opportunities. Technology is collecting massive amounts of data with the potential to create a competitive advantage. As the world changes, people and businesses must change too. There is a growing need to focus on using analytics within human resources (HR) to hire top talent and achieve diversity , equity, and inclusion (DE&I). CEOs and boards recognize they need to have the right people with the right skills in the right jobs to gain a competitive advantage and are championing these changes. Data analytics is changing the HR game and improving organizational talent decision making. "It is logical to expect that the better we manage our talent, the better an organization will be at achieving its mission" (Mayo, 2018). Changing the Game Leading HR organizations are using descriptive, predictive, and prescriptive people analytics. Unfortunately, many organizations have inequities in their hiring and compensation processes. HR is using analytics to understand pay-equity attributes such as tenure, location, experiences, and skills so organizations can make better compensation decisions. Additionally, studies support that when HR applies people analytics to identify low and high performers' skills and attributes, leaders tend to make unbiased decisions in talent acquisition processes. Blockchain is a disruptive technology trend with promising new opportunities for HR functions. The secure decentralized network verification created through blockchain simplifies hiring, performance management, and total rewards. For example, blockchain is being used to: verify applicants' backgrounds in the hiring process streamline verification of external credentials for performance management simplify international compensation in local currencies eliminating the use of a go-between improve workforce competency through learning and development. In the constrained resource reality within Human Resources departments, the apparent benefits of improved efficiency and reduced costs attract many leaders to consider the use of technology for automation. However, before investing in automation, HR leaders need to consider if perceived or real diminished service levels will offset the value of automation for employees, key stakeholders, and customers. Sometimes in the excitement of looking ahead to future possibilities associated with innovation, it is easy to underestimate and forget to consider the full range of potential reactions. In Olaf's words from the movie Frozen, advancing technology can be both our savior and our doom without proper change management. Cultural Considerations It takes more than selecting the right technology investment to realize a positive return on investment from analytics. Investments in people analytics have underperformed primarily due to HR organizations' failure to change their operating model, data architecture, and user experience. Organizations need to consider company culture , processes, and people's role to maximize an organization's investment into data analytics. We can partner with you to develop a customized solution to transform your organizational culture and build a more change resilient organization. Walk with us and build increased organizational resilience and a culture that fits the future of the business you need. Contact us to get started today. References: Bartlett, R. (2013). A practitioners guide to data analytics : Using data analysis to improve your organizations decision-making and strategy . McGraw-Hill. New York. Fachrunnisa, O., & Hussain, F. K. (2020). Blockchain-based human resource management practices for mitigating skills and competencies gap in workforce. International Journal of Engineering Business Management, 12 doi:10.1177/1847979020966400 Intelligent HQ. (2018). Using blockchain in human resources . London: Newstex. Kaji, J., Hurley, B., Gangopadhyay, N., Bhat, R., & Khan, A. (2019). Leading the social enterprise: Reinvent with a human focus [PDF]. Deloitte Development, LLC. Marler, J. H., & Fisher, S. L. (2017). Making HR technology decisions: A strategic perspective (First ed.). New York, New York (222 East 46th Street, New York, NY 10017): Business Expert Press. Mayo, A. (2018). Applying HR analytics to talent management. Strategic HR Review, 17 (5), 247-254. doi:10.1108/SHR-08-2018-0072 Noack, B. (2019). Big data analytics in human resource management: Automated decision-making processes, predictive hiring algorithms, and cutting-edge workplace surveillance technologies. Psychosociological Issues in Human Resource Management, 7 (2), 37-42. doi:10.22381/PIHRM7120196 Oster, G. (2009). Listening to Luddites: Innovation antibodies and corporate success. Review of International Comparative Management. vol. 10(4), pages 647-667, October. Upadhyay, P., & Kumar, A. (2020). The intermediating role of organizational culture and internal analytical knowledge between the capability of big data analytics and a firm’s performance. International Journal of Information Management, 52 , 102100. doi:10.1016/j.ijinfomgt.2020.102100 Zielinski, D. (2019). People analytics software is changing the HR game . SHRM HR Magazine. Upcoming Webinar Series We know you are going to love these complementary leadership and professional development events! Organizational Talent Consulting’s webinar content is developed to help leaders meet today's complex workforce and digital challenges. Our free live webinars deliver superior leadership development based on the latest research with no travel costs. Participants interact directly in question and answer discussions with subject matter experts and authors on crucial topics to enhance expertise. Webinars are recorded and shared with participants for convenient on-demand access after the live event. Topics include leadership, strategic planning, coaching, change management, and more ( register and learn more ). About the Author: Jeff's knowledge and expertise include leadership development, coaching, and workforce strategies to achieve influence and grow organizations. Jeff Doolittle is the founder of Organizational Talent Consulting in Grand Rapids, MI. He can be reached at info@organizationaltalent.com or by calling (616) 803-9020. Visit https://www.organizationaltalent.com/executive-coaching to learn more about executive coaching services provided.

Change is certain. Getting it right isn’t. Whenever leaders introduce bold change, creating workforce desire and understanding are vital. Without these two things, any change investment will amount to nothing more than pushback and anxiety. Large-scale artificial intelligence models like ChatGPT and Stable Diffusion are reshaping the workplace and world. A quick look at the Stanford University AI index provides several data points confirming the rapid expansion of AI and its broad implications. There are many reasons for excitement and concern. Navigating your company’s introduction to AI well could ensure growth in the future. But, poorly navigating the workforce transformation could cost your company significantly. No pressure, right? Here are three steps toward getting the people side of your company's AI deployment right. Why your AI workforce introduction matters A new workplace relationship between employees and machines is being created through AI. The value of AI comes from automating and augmenting the way work gets done. The changes created by AI range from enhancing the image from your iPhone camera to using AI to rebuild our trust in the internet by exposing deep fake images and videos. AI is being used in healthcare to improve the prediction of future medical issues in patients to save lives by bringing AI in behind humans to make them better at what matters most. Some of the many ways different business functions could begin utilizing generative AI in the workplace now are: Marketing and sales functions - writing sales copy and creating product user guides. Operations - improving customer service and identifying production errors and defects. Engineering - writing code and generating data tables with contextual information. Legal - drafting legal documents and answering questions from large amounts of legal documentation. Human Resources - creating interview questions for candidate assessment and self-serve support. Communications - creating presentations and employee communications. The introduction of AI in the workplace is resulting in new jobs. Have you heard about the new hot tech job, AI Prompt Engineer, that can pay up to $335,000 annually without an engineering degree? This position helps companies build context around their AI language model by understanding user needs and creating custom prompts that improve the user experience. Given these benefits, there are reasons for excitement but also for concern. A recent global survey revealed that only 35% of respondents in the US agree that products and services using AI have more benefits than drawbacks. There is a growing interest and concern with ethics associated with AI models. Also, there are fears that job automation will worsen job loss and income inequality. Deploying artificial intelligence has the potential to dramatically transform your company with improved results and harm it if the workforce introduction is not handled well. Whether it is the visible impact of an unanticipated departure of an employee or the more devastating hidden impact of a disengaged employee collecting a paycheck and creating problems in the organization. With today’s highly competitive employee-driven market, you cannot afford to make a mistake that negatively impacts your employment value proposition. Here are three practical steps you can take to get your company’s people side of AI-related change started off right: Workforce AI Introduction Step 1: Create a vision statement for AI in your company. Starting with the end in mind is a significant first step. Get ahead of questions and concerns with transparency and authenticity. Update your company vision. An ideal future state for your organization should include improved results and relationships. Change is an opportunity for the growth of your business and team. As a leader, establishing a shared vision of a bold future is vital . Here is an example from Microsoft on how they cast a balanced vision for AI: Microsoft is a technology company whose mission is to empower every person and every organization on the planet to achieve more. We strive to create local opportunity, growth, and impact in every country around the world. Our strategy is to build best-in-class platforms and productivity services for an intelligent cloud and an intelligent edge infused with artificial intelligence. Workforce Introduction Step 2: Engage your employees in meaningful conversations about AI. Being guarded promotes distrust. Start the AI conversation with employees. Plan a team meeting with company leadership to discuss: What is AI? What does the future of AI look like? What is the potential company use and vision for AI? In this meeting, listen to both verbal and nonverbal communication. Your goal is to uncover the differences, commonalities, hopes, and fears of your team. These meetings are the beginning of a dialogue that engages those impacted by the change in the discussion on the change; toward that bold future. To follow up on these meetings, capture the conversation and share key points. Likely these conversations will identify future topics. Most likely, you won't feel fully prepared with having all the information wanted or needed to have this conversation. 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 requires courage. Vulnerability in the workplace enhances trust, collaboration, innovation, employee retention, and a feeling of connection that improves the quality of leader-follower relationships and employee performance. The following short video from Simon Sinek expands on the tension leaders face and how to show vulnerability in the workplace as a leader. Workforce Introduction Step 3: Conduct a strategic workforce planning session. One way to rise above the talent challenge is with workforce planning. Identify the roles that will be strategic, operational, and supporting for introducing AI to your company. Next, consider the various roles and needs to identify what talent you can develop internally and what expertise you will need to attract into your company. Lastly, based on the gap and competencies required to grow internally, develop a plan for employee development according to the different roles. Demand for AI-related skills is growing fast. Labor analytic data revealed that AI job postings increased significantly in the US, especially in California, Texas, and New York. Employers in the US are increasingly looking for workers with AI skills. Every industry (except one) increased AI-related postings year over year, even those that are not directly associated with AI. Every AI-related skill category grew in 2022, with Python being the most requested AI skill. Projections are that 97 million jobs involving AI will be created in the next three years. The discovery of fire by Neanderthals was life-giving. The control of fire was the cultural turning point that led to life-altering innovation. Likewise, today, the invention of AI is giving life to new organizations and jobs. The future of AI is controlling its deployment and introduction in your company. What's your real workforce AI deployment challenge? References: Beckett, E. (2023). The 2023 Stanford AI Index: Demand for AI skills continues climbing. Chui, E, Roberts, R., and Yee, L. (2022). Generative AI is here: How tools like ChatGPT could change your business. McKinsey. Edelman. (2022). Trust in technology. Gebrekal, T. (2022). What worries the world. IPSOS. Maslej, N., Fattorini, N., Brynjolfsson, E., Etchemendy, J., Ligett, K., Lyons, T., Manyika, J., Ngo, H., Niebles, J., Parli, V., Shoham, Y., Wald, R., Clark, J., and Perrault, R. (2023). The AI Index 2023 Annual Report. The Institute for Human-Centered AI, Stanford University.

Technology is collecting a deluge of information that has the potential to make or break any organization. In a 2019 Gartner survey of HR leaders, only 21% believe their organizations effectively use talent analytics to make better decisions. To extract value from the vast amount of available information and thrive in the reality of everyday chaos, organizations must face two significant challenges. The first challenge involves gathering, processing, and warehousing high-volume, high-speed, and highly diverse data sets. The second challenge is managing the sheer volume of information mined from the data. If not done well, organizations can get buried in the data missing the opportunity presented. "Analytics-based decision making is essential for making big decisions and thousands of little ones." Bartlet, 2013 Talent Data Analytics Strategy If you have a talent strategy , the data analytics journey begins for many organizations with moving from bad data to high-quality data. This involves working to clean existing data and restructure the data into a format aligned with the talent strategy. Based on my personal experience, this step can be costly and sometimes involve moving two steps back for every single step upward. It is easy to feel like the journey is not worth the challenge, but you will love the view when you complete this first step. The next part of the journey then involves figuring out how to get clean data into the hands of decision-makers to be analyzed and used in a timely manner. The journey's final leg typically involves developing or hiring data science expertise for advanced analysis and tools such as R, Python, and SPSS. Taking these steps can unlock a competitive talent advantage and lead to transforming the work, the worker, and the workplace. Unlocking Competitive Advantage There are many creative examples of how descriptive, predictive, and prescriptive data analytics create a competitive advantage through performance improvements, efficiency, better management decisions, and increased revenue. One company used the competing values framework and operational performance descriptive analytics from 250 firms to identify which operational practices best benefit specific corporate cultures. In another example, a company used insights to ensure the right talent is placed in the right jobs and ensure optimal workforce planning levels to provide outstanding customer experience. Another company used health and wellness data to deliver preventative care avoiding spending millions of dollars on urgent care costs. The trick to creating a competitive advantage through organizational talent data analytics is to discern what is needed from what is wanted. If you need help getting started with a talent strategy or data analytics strategy, we can help. Use the following link to contact us: Link . References: Bartlett, R. (2013). A practitioners guide to data analytics: Using data analysis to improve your organizations decision making and strategy . McGraw-Hill. New York. El-Khalil, R. (2015). Simulation analysis for managing and improving productivity: A case study of an automotive company. Journal of Manufacturing Technology Management, 26 (1), 36-56. doi:10.1108/JMTM-03-2013-0024 Gambi, L. D. N., Boer, H., Gerolamo, M. C., Jørgensen, F., & Carpinetti, L. C. R. (2015). The relationship between organizational culture and quality techniques, and its impact on operational performance. International Journal of Operations & Production Management, 35 (10), 1460-1484. doi:10.1108/IJOPM-12-2013-0563 Ledet, E., McNulty, K., Morales, D., & Shandell, M. (2020). How to be great at people analytics. McKinsey & Company. https://www.mckinsey.com/business-functions/organization/our-insights/how-to-be-great-at-people-analytics Upcoming Webinar Series We know you are going to love these complementary leadership and professional development events! Organizational Talent Consulting’s webinar content is developed to help leaders meet today's complex workforce and digital challenges. Our free live webinars deliver superior leadership development based on the latest research with no travel costs. Participants interact directly in question and answer discussions with subject matter experts and authors on crucial topics to enhance expertise. Webinars are recorded and shared with participants for convenient on-demand access after the live event. Topics include leadership, strategic planning, coaching, change management, and more ( register and learn more ). About the Author: Jeff's knowledge and expertise include leadership development, coaching, and workforce strategies to achieve influence and grow organizations. Jeff Doolittle is the founder of Organizational Talent Consulting in Grand Rapids, MI. He can be reached at info@organizationaltalent.com or by calling (616) 803-9020. Visit https://www.organizationaltalent.com/executive-coaching to learn more about executive coaching services provided.

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

The warning reads: "Objects in the mirror are closer than they appear." While driving, you likely don't think twice about it as you have probably seen and read this warning hundreds of times. It's a realistic warning about the dangers that can come from a distorted point of view. We see the world through a lens shaped and molded by culture and our experiences. Are you aware of your performance management blind spots? In a complex and fast-paced workplace, leaders need to be able to recognize and avoid the performance management pitfalls that come from common organizational dysfunctions and cognitive biases. Why recognizing performance management blind spots matters Cognitive neuroscience research over the past few decades confirms that our biases are normal and flawed. Many decisions we make, especially those about people, are heavily influenced by our cognitive biases. Research has also demonstrated that noticing cognitive biases takes intention and awareness. Left unchallenged cognitive biases result in inaccurate views of performance. These blind spots have invisible yet powerful effects on our lives and those we lead. The following popular video demonstrates the impact of blind spots. Watch the video of two separate groups passing a basketball and count how many times the white team passes the ball. Recognizing cognitive biases requires deep self-awareness . Generally, leaders find it challenging to achieve a higher level of awareness because they spend much of the workday rushing from meeting to meeting, having too much to get done, or taking shortcuts with decision-making for the sake of time. Setting clear expectations and providing fair, honest, and timely performance feedback is essential for bringing out the best in people. A lack of feedback can either launch or shortcut a career. Also, most leaders recognize that their followers are the company's greatest asset. Every result is the direct contribution of someone, somewhere, doing something. Effective performance management has broad personal and organizational implications requiring leaders to account for the powerful impact of cognitive biases and organizational dysfunctions. How to recognize cognitive biases Everyone experiences automatic thoughts triggered by the environment and emotions. These shortcuts are often highly believable. Sometimes these subconscious algorithms are helpful. Like when I saw a wild grizzly bear this summer, I knew to stay in the car at a safe distance because it could attack. However, unlike our computers, none of us are entirely logical. Sometimes these automatic ways of thinking reflect inaccurate judgments in processing. These errors are described as cognitive bias, an assumption that is skewed. Sometimes we might jump to the worst conclusion for a meeting or blame ourselves for things that were not our fault. Here are a few of the more common assumptions that lead to performance management cognitive biases: Positive and Negative Stereotypes : Past performance is how performance is always going to be. These broad generalizations and assumptions can be negative performance presumptions, such as incompetence in one area or another or presuming a lack of character or trustworthiness . The stereotypes can also be favorable performance presumptions, such that the leader doesn't follow up on performance or always blames others and the environment for poor performance. Recency Effect : When the last few weeks or current event influence perceptions of how performance is for the entire evaluation period. Halo or Horns Effect : A strength or weakness in one area shifts perceptions of how performance is in all areas. Employees are given the benefit of the doubt, success is assumed, or employees are put in a box, and failure is assumed. All or Nothing : Performance is either one extreme or the other for aspects of performance. Feedback on one part of performance influences how all performance is viewed. One exceptional strength or weakness seeps into ratings across different areas. Elitism : Individuals are perceived as superior or inferior to others because of certain aspects such as longevity with the company, degrees held, previous positions, or visible characteristics seen through a positive or negative filter. Jumping to Conclusions : Rushing to give numerical scores for a speed advantage rather than wasting time considering performance as a whole. Scoring generates a number; therefore, it must be rational and objective, right? This data closes minds to new or contradictory evidence. Contrast Effect : A leader compares performance only to the last person evaluated instead of performance standards in a series of evaluations. Attribution Error : A leader interprets the performance of others based on beliefs and opinions rather than rational facts. The following Cognitive Bias Codex graphic identifies over 180 identified cognitive biases: How to recognize organizational dysfunctions There is no perfect leader, and there is no perfect organization. It is best to consider them works in progress. Organizational dysfunctions are systemic and affect every leader and follower in the organization. A fast-paced digital and complex workplace creates situations that can impair leadership perceptions making them more vulnerable to cognitive biases and developing bad habits. Common organizational dysfunctions include: Absence of feedback culture: Organizational culture is the one thing that impacts everything. Performance management requires fair, balanced, and honest feedback to be effective. Workplace cultures that can't accept interesting failure or have high leader-follower power distance create barriers for leaders to receive and give feedback. Role overload : Doing more with less and working leader roles keeps leaders rushing from meeting to meeting and spending enough thoughtful time soliciting and providing meaningful feedback. Lack of training: Organizations wanting to reduce costs cut performance management training investments and make a flawed assumption that every leader knows how to handle performance management. Lack of process: To avoid having one more process or a policy that no one follows, companies avoid establishing the criteria between what is preferred versus required performance management standards. Lack of monitoring and accountability: No updates or companywide reporting to create check-ins and organizational alignment on performance standards. Lack of continuous improvement: No after-action reviews with leaders and employees on the performance management processes to understand what is working and is not. Leaders are left to re-create the wheel repeatedly. 3 Helpful Performance Management Thinking Habits The first step is becoming aware that you, like everyone, experience automatic thoughts that, if left unchallenged, can profoundly impact your leadership and those you lead. Next, here are three helpful performance management thinking habits: Reflection is a powerful tool for helping you create helpful thinking habits. Consider the list of cognitive biases and organizational dysfunctions. Do you recognize yourself or your workplace in any of these? Examine the evidence for and against your thoughts in each performance management situation. What is the evidence for believing that your thoughts are true? It is easy to create reasons why a thought you hold is true, but you may find it helpful to get help from others on why a particular view might not always be accurate. Conduct performance calibration meetings. Invite peers and your leader to review and critique your performance reviews before they are finalized. This can help you rationally consider the evidence for or against a perception you hold. You may find it helpful to ask them to play the "devil's advocate" so they know it is OK to challenge your thinking. So what is your cognitive bias or organizational dysfunction challenge? References Kahneman, D., & Egan, P. (2011). Thinking, fast and slow. Farrar, Straus and Giroux. Korteling, J. E., Brouwer, A. M., & Toet, A. (2018). A Neural Network Framework for Cognitive Bias. Frontiers in psychology , 9 , 1561. Moody, J. (2015). Rising above cognitive errors: Improving searches, evaluations, and decision making. CreateSpace Independent Publishing Platform. Rachman, S., & Shafran, R. (1999). Cognitive distortions: Thought–action fusion. Clinical Psychology & Psychotherapy: An International Journal of Theory & Practice , 6(2), 80-85. Whalley, M. (2019). Cognitive distortions: An introduction to how CBT describes unhelpful ways of thinking. Psychology Tools.