Many leaders achieve their goals and even increase company revenue. But in a world of fast-paced change and complexity, businesses need employees who will proactively engage in problem-solving, drive change, and take initiative to innovate. To create a competitive advantage, leaders need a committed team that can take charge. However, challenging the status quo in most organizations is risky. If a leader doesn't know how to empower others well, evidence suggests that team morale and the business suffer. Discover the secrets to fostering empowerment and ignite a spark in your team to achieve excellence with these five strategies. Why igniting the spark in others holds the key to achieving excellence The word empowerment has come in and out of favor with leadership. Sadly, a common, overly simplified misconception of empowerment is that leaders give away power. Empowerment is the promotion of the skills, knowledge, and confidence necessary to take charge. Recently, empowerment has started to gain renewed acceptance within executive leadership circles, and for good reasons. Leaders need committed employees. “As we look ahead into the next century, leaders will be those who empower others.” Bill Gates Empowerment shapes feelings and actions that enhance others' intrinsic motivation. Leaders cannot control every situation and outcome, and followers with intrinsic motivation persist during complex and ambiguous work. They learn from failure rather than giving up. Evidence suggests a positive link between higher levels of employee intrinsic motivation and work productivity. It is a moderating factor in employee engagement. There is abundant research to support that empowering others creates improved: Team effectiveness Work satisfaction Shared identity W ell-being Autonomy Control Self-management Confidence When leaders encourage followers to take the initiative with tasks such as making decisions, it increases psychological ownership, leading to a sense of responsibility and positive workplace behaviors.⁠ 5 Strategies to empower others for excellence Although there is limited research into the most effective means for a leader to empower others, your leadership plays a key role. Managerial practices and leadership are the primary drivers of if followers voluntarily take charge. You can encourage others to take charge by applying good active listening skills, asking for input, and delegating authority. Empowerment Strategy #1: Active Listening Being truly heard is rare in the workplace. Listening leaves your team feeling valued, affirmed, and emotionally connected to you. Active listening is the ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. When you listen, you are available to the other person. The following video from Simon Sinek is about creating an environment where the other person feels heard. Empowerment Strategy #2: Leading with Questions Questions grounded in curiosity create influence. Not all questions are equal. For example, if you ask followers why are they behind schedule? You will likely get a defensive response rather than a solution. If you ask, what key things need to happen for you to achieve the goal? You will encourage followers to apply critical thinking to identify a solution. Learning to ask the right question instead of always having the answer benefits you, your team, and the organization. Leaders who ask questions become better listeners and gain deeper insights into how to bring out the best in others and guide the organization. Followers asked questions develop greater self-awareness, self-confidence, and empowerment. Empowerment Strategy #3: Delegating Authority Caught between the pressure of urgent and important work demands, delegating is often one leadership approach that gets cut. One of the more complex and essential things for a leader is going from doing to leading. Giving up authority and responsibility can seem counterintuitive to leadership. Spending a little time and effort upfront to consider the task, situation, employee, communication, and leadership support is crucial to delegating effectively. 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 Empowerment Strategy #4: Vision Articulating a compelling vision clarifies direction, inspires confidence and action, and coordinates efforts. Evidence suggests that a compelling vision is directly and positively related to creative performance. To be considered compelling, a vision needs to be desired, beneficial to others, challenging, and visual. Stories and metaphors are powerful ways to connect with others. Developing a vision is an exercise of both the head and the heart, it takes some time, it always involves a group of people, and it is tough to do well. Kotter, Leading Change Empowerment Strategy #5: Servant Leadership Leading from a follower's first point of view, such as servant leadership , results in a willingness to take charge, set high standards, and a devotion to each other. Trust, love, and belonging unlock the teams ability to excel because of their differences rather than in spite of them. The following short video from leadership guru 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, are you a servant leader? 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 To learn more about servant leadership , check out this article, which includes an assessment to help you determine whether your current leadership style aligns with servant leadership and the ten leadership characteristics. What is your real empowerment challenge? Key Summary Points: Leaders need followers who take charge to create a competitive advantage Changing and challenging the status quo is risky in most organizations Empowerment shapes feelings and actions that enhance followers' intrinsic motivation. There is abundant research on the benefits of team effectiveness, work satisfaction, shared identity, and well-being that result from empowering followers. Trust, love, and belonging unlock the team's ability to excel because of their differences rather than inspire them. Managerial practices and leadership are the primary drivers of whether followers will voluntarily take charge. Servant leadership results in followers' willingness to set high standards, devotion to one another, and taking charge. References: Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Edelmann, C. M., Boen, F., & Fransen, K. (2020). The power of empowerment: Predictors and benefits of shared leadership in organizations. Frontiers in Psychology, 11 , 582894-582894. Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press. Leavy, B. (2020). The dynamics of empowering leader-follower relationships. Strategy & Leadership, 48 (6), 27-33. doi:http://dx.doi.org/10.1108/SL-09-2020-0125 Li, S., He, W., Yam, K. C., & Long, L. (2015). When and why empowering leadership increases followers' taking charge: A multilevel examination in china. Asia Pacific Journal of Management, 32 (3), 645-670.

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

Leadership creates pressure. In the Netflix series The Playbook, Doc Rivers shares the philosophy that inspired the Boston Celtics to a championship and his response to racism while being the Los Angeles Clippers head coach. One valuable lesson he shares for leaders to consider is a mindset that "pressure is a privilege." What is the alternative to leadership pressure? No productive conflict? No aligned goals? No board meetings? No difficult customers? As an executive coach, I spend a lot of time speaking with leaders. One common theme is the immense pressure they are under. It is easy for leaders to become quickly overwhelmed by the increasingly complex and fast-paced digital business environment. Stress is a serious issue facing leaders. A recent extensive global study of CEOs and C-suite executives suggests that 56% are burned out, a 52% increase from the prior year. Leading successful organizations creates personal and professional situations that result in increased stress. It seems logical to think of pressure as a negative and something to be avoided, but as a leader, should you? Here are three reasons to embrace the leadership journey, including the pressure it brings, and four tips for making better decisions under pressure. "A soft, easy life is not worth living if it impairs the fiber of brain and heart and muscle. We must dare to be great, and we must realize that greatness is the fruit of toil and sacrifice and high courage." Theodore Roosevelt Reason #1: Pressure Accelerates Change One reason to embrace pressure is that pressure accelerates change, and leadership is about change. In the book Leading Change, renowned change management thought leader John Kotter identified that overcoming complacency to change requires a sense of urgency. Leaders in a fast-changing world need to be influential in articulating their vision and, paradoxically, at the same time, be open to changes as the idea needs to change due to the world's turbulence. Leading change creates pressure and stressful situations. While too little or too much stress creates anxiety and health problems, research at UC Berkeley demonstrated that some stress improves performance and health. Pressure influences leaders and organizations to move in new directions and reject the status quo. No organization wants to stay the same, and pressure is a powerful change agent for leaders who want to accelerate change. Reason #2: Pressure Creates Learning Leaders and organizations need to learn at a pace consistent with change. They need to perpetually learn because the future is unpredictable. You are either ripe and rotting or green and growing. But shouldn't the learning process be as free from stress as possible? A foundational research study on learning discovered that an element of struggle significantly improves long-term retention. While pressure can slow the learning rate temporarily, it also improves long-term retention and application transfer. Pressure creates desirable difficulty and enhances the learning opportunity and the opportunity for personal and professional growth . "Usually, if you have tremendous pressure, it’s because an opportunity comes along. Give me the ball. Give me the problem to solve. Let’s figure this out. Let’s go." Billie Jean King Reason #3: Pressure Creates Purpose High-pressure situations reveal more about who you are than the specific skills you possess. The unfortunate reality is that it often takes the pressure of a crisis to break away from the day-to-day. Pressure creates a reason to challenge assumptions about our purpose or the organization's purpose. There is no better life lived than a life lived on purpose. Studies have demonstrated that leading with purpose results in higher personal satisfaction, performance, innovation, and economic growth. "Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater." — Viktor Frankl How to Make Your Best Decision Under Pressure How you approach decisions while under pressure makes a difference in the outcome for you and those you lead. Here are four tips to help you make your best decision: Decision-Making Tip #1: Visualize the desired outcome. Athletes are trained to visualize themselves successfully achieving their goals before events. Numerous scientific studies link creative visualization to improved performance, goal achievement, and stress management. Research supports that creative practice boosts our confidence and competence. Check out this short video from an Olympic athlete on the power an use of mental imagery. Decision-Making Tip #2: Be curious. Asking questions helps reveal alternative scenarios. The field of strategic foresight offers some great tools for assisting leaders with seeing around the corners, which can lead to feeling more competent and confident about your decision. The Futures Wheel, STEEPLE, and scenario planning are a few tools that can help leaders and organizations break free from a fixed mindset. Decision-Making Tip #3: Don't get stuck on stupid. One of my favorite leadership quotes comes from a military commander serving after Hurricane Katrina destroyed New Orleans. At the time, the community was paralyzed and lacked direction. In an interview, the commander said he didn't know what specific time frames looked like but could guarantee the recovery operations would not be stuck on stupid. Leaders who are biased toward action and make decisions for the right reasons help overcome the fear of failure that comes with the pressure of the situation. Decision-Making Tip #4: Avoid isolation. Most leaders indicate that their organization does not provide the support needed to help them manage the increasing levels of stress they face. A leadership coach facilitates experimentation and self-discovery by applying what is discussed during the coaching conversation. Skillful executive coaching enables you to "dance in the present moment" and take the actions necessary for what matters to you. Modern organizations are like pressure cookers. Great leadership serves as a pressure control valve. When needed, releasing pressure to prevent catastrophic disasters and increasing organizational pressure when it's too low to maximize performance. The reality of a volatile work environment is that training for every potential cross-cultural leadership situation is impossible. As a leader, you are asked questions that have no known answer. Seeing the pressure of leadership as a privilege can help you enjoy the journey. References: Bjork, E. L., & Bjork, R. A. (2011). Making things hard on yourself, but in a good way: Creating desirable difficulties to enhance learning. Campbell, M., Baltes, J.I., Martin, A., & Meddings, K. (2019). The stress of leadership. Center for Creative Leadership. DDI. 2023 Global Leadership Forecast. Development Dimensions International. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Ekeocha, T. (2015). The effects of visualization and guided imagery in sports performance Kotter, J. P. (2012). Leading change . Harvard Business Review Press. Ottesen, K. (2019). Tennis icon Billie Jean King on fighting for equal pay for women: Pressure is a privilege. The Washington Post. Pomerantz (Eds.) & FABBS Foundation, Psychology and the real world: Essays illustrating fundamental contributions to society (p. 56–64). Worth Publishers. Powell, A. (2018). When science meets mindfulness. The Harvard Gazette. Quinn, R. E., & Thakor, A. V. (2019). The economics of higher purpose: Eight counterintuitive steps for creating a purpose-driven organization . Berrett-Koehler Publishers, Incorporated. Sanders, R. (2013). Researchers find out why some stress is good for you. Berkley News.

Great leaders dream of a better future – from business sustainability to growing future leaders, increasing speed to market, or operating with greater purpose. To turn dreams into workplace realities, leaders set strategies. Unfortunately, many organizations keep strategic plans a secret and don't involve others outside the executive leadership team. Evidence suggests that only 5% of employees grasp their company's strategy. This is alarming, given that a direct positive correlation exists between employee commitment to strategy and employee involvement in strategy development. It is hard to argue that being more inclusive is a bad idea. But how inclusive should your strategic thinking and planning be? Here are the strategic thinking competencies leaders need to develop and a plan to foster employee commitment and overcome workplace obstacles to inclusivity. Benefits of Inclusive Strategic Thinking and Planning A strategy is simply a plan of action to achieve a stated goal. A business strategy aims to align followers and teams toward achieving a shared goal from the company's vision. The best strategies in business meet the following four criteria: Developed inclusive of followers, Focus on helping others for the greater good, Account for mixed future realities, Are implemented. “Leadership is the capacity to translate vision into reality” — William Bennis In this short video, Gary Hamel discusses why leaders must shift their roles from authors to editors and why traditional strategic planning must die. Leaders must comprehend various complex situations. Strategic thinking uses critical thinking to consider the fundamental business drivers and challenges specific to an organization. It is about awareness of what could be and the foresight to help the organization be successful. The following video breaks down the difference between strategic planning and strategic thinking. Leveraging diversity enhances strategic thinking, creativity, engagement, and strategy quality. Although achieving complete transparency and involving every possible stakeholder is likely not feasible, there is high value for inclusive leaders and organizations. Research has demonstrated a direct positive correlation between individual commitment to strategy and involvement in strategy development. Inclusive strategic thinking impacts the organization's bottom line, leading to a leader's success and significance. When leaders solicit ideas from others outside the traditionally involved management team, it improves the creativity of the ideas and reinforces that leaders value employees. Creative ideas that reflect the customer's stated and unstated needs likely will come from those with no stake in the status quo and closest to the customer. Being transparent with access to strategic input and processes enhances follower outputs. When the employees responsible for implementing strategic plans are the same employees contributing, there is increased awareness, engagement, buy-in⁠, and firm performance. 5 Key Leadership Strategic Thinking Leadership Competencies A leader's ability to question and make connections between ideas and evaluate options improves strategic thinking. Here are five strategic thinking leadership competencies that are often underdeveloped: Strategic Thinking Leadership Competency #1: Scanning When searching for weak signals, businesses are essentially delving into the realm of potential disruptions and opportunities that may not be readily apparent. These signals are often subtle, emerging trends or environmental changes that could significantly impact the future. By actively seeking out these weak signals, organizations can gain a competitive edge by being better prepared to adapt and respond to evolving market conditions. Strategic Thinking Leadership Competency #2: Visioning Clarifying the organization's shared purpose and dreams with group benefit is crucial in fostering a strong sense of unity and direction among team members. By clearly defining the common goals and aspirations that everyone is working towards, individuals within the organization can align their efforts and work collaboratively towards a shared vision. This process not only helps in creating a sense of belonging and camaraderie but also enhances motivation and engagement among employees. A culture of teamwork and cooperation can be cultivated by emphasizing the group benefit that comes from pursuing the organization's shared purpose and dreams. Strategic Thinking Leadership Competency #3: Reframing Encouraging a shift in perspective by questioning established beliefs and exploring innovative ideas for what lies ahead. Challenging current assumptions opens the door to new opportunities and unexpected solutions. Embracing fresh thinking allows us to break free from conventional boundaries and envision a future filled with exciting possibilities. It is through this process of reevaluation and creativity that we pave the way for progress and growth, sparking a journey toward a more dynamic and promising tomorrow. Strategic Thinking Leadership Competency #4: Making Common Sense An intellectual process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating data. It involves a series of cognitive activities that require critical thinking and problem-solving skills. Conceptualizing is the ability to form abstract ideas or mental representations based on the information. Applying involves applying these concepts or using them in real-world situations to achieve a specific goal or outcome. Analyzing requires breaking down complex information into smaller parts to understand their meaning and significance. Synthesizing involves combining different elements or ideas to create a coherent whole or new understanding. Evaluating is assessing the data's validity, relevance, or quality and the conclusions drawn from it. Strategic Thinking Leadership Competency #5: Systems Thinking This methodology involves considering the whole system rather than individual parts in isolation. By examining how different elements interact and influence each other, researchers can comprehensively understand the underlying dynamics at play. A holistic approach encourages researchers to consider the broader context in which these interactions occur. Factors such as environmental influences, historical background, and cultural norms can all significantly shape outcomes. By incorporating these external elements into the analysis, a more nuanced and accurate understanding of the interrelationships between different parts can be achieved. Various psychometric leadership assessments can measure an executive's strategic and critical thinking capability. The Watson Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment based on recognizing assumptions, evaluating arguments, and drawing conclusions. For more information on the Watson-Glaser critical thinking appraisal, visit www.talentlens.com. In addition to measurement, leaders looking to improve strategic thinking skills need time for deliberate practice and coaching feedback to shape strategic thinking habits beyond motivation and commitment. Partnering with a qualified executive coach is proven to improve strategic thinking skills. How to be Inclusive with Strategic Planning and Thinking Before taking an inclusive approach to strategic planning and thinking, senior leadership needs to agree on the process, participating stakeholders, and the organization's business vision, values, and mission. For larger hybrid organizations , it will likely be helpful to first place participants into groups based on their planned involvement, such as crowd, selected crowd, business leadership, and strategic planning decisions team. Finding a user-friendly system for all stakeholders is vital when choosing strategic planning technology. A generic, inclusive strategic planning process engages others in ideation, refinement, and development. Ideation. The first step is to listen . Stakeholders are invited to submit ideas using a planning platform. It is crucial to select a technology readily accessible and use multiple forms of communication to encourage participation in the strategic planning process. Refinement. Ideas are tagged and compared through comparison sorts. Stakeholders are invited to prioritize the ideas submitted using pre-identified criteria such as culture alignment, cost, quality, and timeliness. This phase also includes a checkpoint for leaders to ask for more information and accept, revise, or reject ideas. The use of scores makes it easier to filter ideas. Development. After collecting and refining the ideas, it is time to transform them into a strategic plan. Stakeholders from each part of the business are asked to take the refined strategy and create a detailed plan. A strategic plan typically includes a vision statement, mission statement, goals, objectives, tactics and measures, and a review timeframe. How to Overcome 3 Inclusive Strategic Planning and Thinking Barriers Advances in technology enable a more inclusive, timely, and less costly approach. However, an inclusive approach has some potential drawbacks to address rather than ignore, such as bias, agility, and communication effectiveness. Strategic Planning & Thinking Barrier #1: Bias When being inclusive, leaders must avoid potential bias toward certain stakeholder groups. There is no need to go through the work of being inclusive only to have a process that devalues different inputs based on a tendency toward a particular group's feedback. Approaches that promote anonymity of feedback are demonstrated to reduce bias and not negatively impact output buy-in. Strategic Planning & Thinking Barrier #2: Agility Leaders need to pay attention to time and effort when being inclusive. It is easy to be less agile and get caught in analysis paralysis when being inclusive. Solid project management processes can help leaders avoid the trap of over-analysis. Strategic Planning & Thinking Barrier #3: Communication Effectiveness Thoughtfully incorporating technology has many positive impacts, but that does not mean it is without challenges. Numerous research studies have shown that different communication mediums effectively support in-the-moment feedback, information sharing, communication cues, emotions, and message customization. Scientific research probably does not need to be conducted to understand that face-to-face communication is the most effective type of communication. Schedule a meeting with us today if you need help creating compelling and inclusive strategic plans. With a flexible, systematic, and proven method, you can establish robust strategic plans that transform your business to achieve success and significance. Key Summary Points It is hard to argue that being more inclusive is a bad leadership habit. A business strategy aims to align followers and teams toward achieving a shared goal from the company's vision. The best strategies are developed inclusive of followers, focus on helping others for the greater good, account for mixed future realities, and are implemented. A leader's ability to question and make connections between ideas and evaluate options improves strategic thinking. Making common sense requires critical thinking skills. Various psychometric leadership assessments can measure an executive's critical thinking capability. The Watson Glaser Critical Thinking Appraisal (WGCTA) is a valid leadership assessment based on recognizing assumptions, evaluating arguments, and drawing conclusions. Leaders looking to improve their strategic thinking skills need time for deliberate practice and coaching feedback to shape strategic thinking habits beyond motivation and commitment. A generic, inclusive strategic planning process includes engaging others in creativity, refinement, and development. Advances in technology enable a more inclusive, timely, and less costly approach. However, an inclusive approach has some potential drawbacks that must be addressed rather than ignored, such as bias, agility, and communication effectiveness. References: Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People (West Linn, Or.), 30(4), 832-852. https://doi.org/10.1108/ITP-12-2015-0310 Bennis, W. G. (2008). Leadership is the capacity to translate vision into reality. Journal of Property Management, 73 (5), 13. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hughes, R. L., Beatty, K. M., & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in your organization's enduring success. John Wiley & Sons, Incorporated. Kaplan RS, Norton DP. The office of strategy management. Harv Bus Rev. 2005 Oct;83(10):72-80 Nwachukwu, C. E., Chladkova, H., & Olatunji, F. (2018). The relationship between employee commitment to strategy implementation and employee satisfaction. Trends Economics and Management, 12(31), 46-56. doi:10.13164/trends.2018.31.45

“The promise given was a necessity of the past: the word broken is a necessity of the present.” Taken from lessons in history and life experiences, Niccolò Machiavelli wrote these words in The Prince, published over 550 years ago. The message is clear: the end justifies the means. These words might seem harsh, but they are not surprising. They reveal the tension that can exist in business between profit and people. Is cheating to achieve favorable results part of doing business? Should managers exploit others to achieve goals? These are not uncommon leadership dilemmas. And are situations that your company or you might be navigating. The way forward is obvious for some leaders. However, the best way forward is more complex for those with Machiavellian personality tendencies. The best place to start is by weighing the good and bad of Machiavellianism in the workplace. The good and bad of Machiavellianism in the workplace “The lion cannot protect himself from traps, and the fox cannot defend himself from wolves. One must therefore be a fox to recognize traps and a lion to frighten wolves.” Machiavelli Machiavellianism refers to a manipulative personality trait. The personality is cunning and calculating, believing that the end justifies the means, regardless of how ruthless or moral. Psychologists Christie and Geis studied the thought processes and actions behind individuals who manipulated others and were the first to define this personality trait as Machiavellianism. Their construct was based on personality traits displayed in the characters of Machiavelli’s literary work The Prince. In this book, Niccolò Machiavelli described how leaders must manipulate and use power through any means necessary to achieve their goals. He presented that people cannot be trusted to do what is needed because they typically lack the experience and motivation or have biases and prejudice toward doing what is needed. Here is a short video about What “Machiavellian” really means. Despite the negative connotations of Machiavellian leadership, sometimes its admired, and the presence of this personality trait is found in all kinds of businesses and at all levels. Interestingly, research into Machiavellianism leadership suggests both highly damaging implications along with some surprisingly positive outcomes for individuals and entire organizations: The Good: Able to retain social control during difficult and chaotic situations, strategic foresight and planning, lower operating costs, high task orientation, not impulsive, gets work done by others, able to be competitive and cooperative. The Bad: Unethical behavior, moral ambiguity, lying, revenge, threats, fraud, cheating, emotional abuse, lack of trust in others, excessive politics, theft, and paying for kickbacks. Although research reveals some good business outcomes of Machiavellian leadership, an overwhelming number of studies demonstrate this kind of manipulative leadership hurts leadership performance. The impacts of lower-quality leader-follower relationships negatively influence performance, company culture, and results. Do you have Machiavellian tendencies? Fortunately, extreme levels of Machiavellianism are rare in the workplace. However, we all likely have some degree of Machiavellianism in our personalities. The Mach-IV is a 20-question inventory that assesses your Machiavellianism tendencies. This site provides your Machiavellian score and a graph showing how you compare to others taking the assessment. The higher your score on the Mach-IV, the more Machiavellianism. If you score 60 out of 100 or higher on the MACH-IV, you are considered a “high-Mach.” If you score below 60 out of 100, you are considered a “low-mach.” High Mach tendencies: Business goal-oriented and calculated when interacting with others. Taken to the extreme, they are highly focused on winning and willing to use any and all means possible. Low Mach tendencies: Believe everyone has a good and bad side. They tend to be more people-oriented and empathic in their interaction with others. Taken to the extreme, "low-Machs" can be passive, highly agreeable, and socially inept. What do you do when you find Machiavellianism in the workplace? “There is no other way to guard yourself against flattery than by making men understand that telling you the truth will not offend you” Machiavelli, The Prince Can you change your personality? Or is it true that Yoda told Luke that if you start down the dark path, it will forever dominate your destiny? Luckily, there is hope. The Big Five personality traits serve as the building blocks of personality: openness, conscientiousness, extraversion, agreeableness, and neuroticism. Research into these personality traits suggests it is possible to change them through persistent interventions. There is no single right way to change personality. Behaviors constantly evolve from situation to situation and moment to moment. The following are six proven countermeasures for Machiavellian behaviors in the workplace. Machiavellian Countermeasure #1: Executive Assessments The higher you move within an organization, the less objective the feedback you tend to receive; however, it becomes more critical personally and professionally. Executive assessments can provide deep insights into areas that, with attention, lead to enhanced potential. When selecting an assessment, using a qualified executive coach to help interpret and apply the learnings is crucial. Machiavellian Countermeasure #2: Executive Coaching There are many benefits of executive coaching . 80% of people who receive coaching report increased self-confidence. Over 70% benefit from improved work performance, relationships, and more effective communication skills. 86% of companies report recouping their investment in coaching and more. Machiavellian Countermeasure #3: Leadership Style Research in organizational behavior has illuminated the importance of ethical leadership in addressing and mitigating undesirable behaviors often associated with Machiavellianism. Ethical leadership, as a concept, encompasses a wide array of principles and values that guide individuals in making decisions that are not only morally sound but also beneficial for the greater good. It involves considerations of right and wrong and a sense of moral duty and obligation towards others. One particular leadership style that has gained attention for its ethical underpinnings is Servant Leadership. This approach emphasizes influence over positional power, focusing on the well-being and growth of others rather than asserting authority through hierarchy. By prioritizing the needs of their followers and empowering them to reach their full potential, servant leaders create a positive and nurturing work environment that fosters trust, collaboration, and innovation. Organizations that embrace a servant leadership style stand to reap numerous benefits. Leaders can inspire greater employee engagement, loyalty, and productivity by cultivating a culture of empathy, humility, and service. Furthermore, emphasizing ethical decision-making and social responsibility can enhance the organization's reputation, increasing stakeholder trust and support. Machiavellian Countermeasure #4: Reward and Recognition Systems Tightly aligning your company's reward and recognition systems with desired behaviors is crucial in fostering a positive work environment. When incentives are directly linked to the behaviors and values the organization wishes to promote, employees are more likely to be motivated to align their actions with these expectations. This enhances individual performance and cultivates a sense of unity and collaboration within the team, as everyone works towards common goals and shared rewards. Machiavellian Countermeasure #5: Training and Development Training and development play a crucial role in honing the skills and abilities of individuals across various personality types. Research indicates that providing targeted development opportunities during significant career transitions can significantly impact individuals with Machiavellian personality traits. By investing in tailored programs that focus on shaping work expectations and behaviors, organizations can effectively steer these individuals toward more constructive and beneficial outcomes. Such initiatives not only enhance individual performance but also contribute to a positive organizational culture, ultimately leading to reduced risks of potential errors and financial losses. Machiavellian Countermeasure #6: Therapy A "high-Mach" personality can present unique challenges in various aspects of life, including relationships, work environments, and personal well-being. Individuals with Machiavellian traits often exhibit manipulation, deceit, and a lack of empathy. These behaviors can lead to difficulties in forming and maintaining healthy relationships and challenges in navigating social interactions effectively. Seeking support from a mental health professional can be instrumental in developing coping mechanisms to manage these traits and their impact on daily life. Therapy can provide individuals with the tools and strategies needed to address underlying issues, improve self-awareness, and cultivate healthier ways of relating to others. Some therapeutic approaches that may benefit individuals with Machiavellian personality traits include cognitive-behavioral therapy (CBT), which can help identify and change negative thought patterns and behaviors. Additionally, dialectical behavior therapy (DBT) may be useful in developing skills for emotional regulation and interpersonal effectiveness. By working with a mental health professional, individuals with high-Mach personalities can gain insight into their behaviors, learn how to navigate social situations more effectively and cultivate healthier relationships based on trust, honesty, and empathy. Seeking help is a proactive step towards personal growth and well-being for those grappling with the challenges associated with Machiavellian traits. So, what is your real leadership challenge? References: Christie, R., & Geis, F. (1970). Studies in Machiavellianism. Academic Press. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Kumar, D. (2019). Good, bad, ugly: Exploring the Machiavellian power dynamics of leadership in medical education. Journal of advances in medical education & professionalism, 7(1), 42–46. Page, N., Bergner, S., & Wills, S. (2017). Who empathizes with Machiavellian or Narcissistic leaders? Harvard Business Review. Rehman, U., & Shahnawaz, M. (2021). Machiavellianism and task-orientated leadership: the moderating effect of job autonomy. Leadersh Educ Personal Interdiscip J 3, 79–85. Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128 (1), 119-131.

Building trust is increasingly challenging and vital for executive leadership teams. Distrust in society is breeding polarization. Evidence suggests less than a third of employees are willing to help, live near, or work alongside someone who disagrees with their point of view on things that matter. Trust is the currency of any business and holds a company together during change. CEOs and top management teams are expected to be visionary change catalysts. However, many leaders privately question whether it's possible to be considered trustworthy during change events, given the decline in employee confidence. The good news is that you can rebuild trust after it is broken, but only if you manage what you say and do well. Here are proven strategies to build high-quality trust-based relationships and a quiz to gauge your trustworthiness. Why executive leadership trust matters "The reliance on the character, ability, strength, or truth of someone or something." Merriam-Webster.com Numerous studies demonstrate that leadership is a critical determinant of successful organizations and change. Regardless of whether a change is department-specific or company-wide, it benefits from executive engagement. Executive leadership teams provide vision, establish strategy, prepare the corporate culture for change, and motivate employees to change. This is important because trust has been shown to mediate employee openness to change and, ultimately, the outcome of change. When trust is present, organizations navigate and manage change with improved outcomes. Change events heighten emotional responses, making communicating effectively challenging for the most skilled leaders. How to build trust with your communication A boss-subordinate relationship and transactional leadership style are not helpful when trying to build trust. The most effective leaders are transparent and vulnerable and demonstrate caring and respect for others. There are two common themes that emerge from the research on building trust; transparency and relationships. To communicate effectively, leaders need to understand the context and perspectives of others and avoid jumping to conclusions too quickly. In the book, Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results, Judith Glaser provides a helpful way to remember these attributes: T – Transparency R – Relationship U – Understanding S – Shared success T – Testing assumptions Establishing trust during change requires building rapport, inviting and responding to emotions, and explaining the change event clearly and concisely. Communications that create openness to change and build trust include: Communication Trust Builder #1: Vision The idealized goal for the organization to achieve in the future. Communication during change events should link to organizational values and provide enough detail so employees see the roadmap and benefits of the change. The goal is to create positive attitudes toward change and support for change. Communication Trust Builder #2: Energy Demonstrating personal excitement. An executive leader's positive emotions and mood are contagious. Research has shown that leadership communication that enables followers to experience positive emotions enhances happiness and well-being. In return, the improved positive emotions of followers increase employee motivation, cooperation, and support for change. Communication Trust Builder #3: Support Executive leaders demonstrate support by providing encouragement, reassurance, listening, and sharing feelings. Research has found that when individuals receive help, they are more receptive and willing to cooperate with change. How to be a trustworthy leader Trust takes place between two people and is earned. Successful businesses are built upon relationships. In his book Trust: The Social Virtues and the Creation of Prosperity, Francis Fukuyama presented that business would not be productive without trust. The International Coaching Federation has identified six behaviors essential for building trust-based relationships: Show genuine concern for the other person's welfare and future. Continuously demonstrate personal integrity, honesty, and sincerity. Establish clear agreements and keep promises. Demonstrate respect for other's perceptions, learning styles, and personal being. Provide ongoing support for and champion new behaviors and actions, including risk-taking and fear of failure. Ask permission to coach others in sensitive, new areas. Leadership trustworthiness comes from four essential attributes of the leader: Leadership Trustworthiness Attribute #1: Credibility Credibility is the most frequently achieved attribute of trustworthiness. However, having the title of leader does not always equate to being perceived as credible. Credibility has rational and emotional aspects related to an individual's expertise and personal presence . Leadership Trustworthiness Attribute #2: Reliability Reliability is based on the frequency of interactions with someone and the consistency of expected behavior. Saying what you are doing, doing what you say, and saying what you did matter for building reliability. Leadership Trustworthiness Attribute #3: Intimacy Intimacy requires your willingness to be vulnerable and have a courageous conversation when needed. This is one of the key differentiating attributes of trustworthiness. Leadership Trustworthiness Attribute #4: Self-Orientation Self-orientation 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. Self-orientation is linked to the leader's conscientiousness, agreeableness, and openness to experience personality traits. The attributes of trustworthiness (see Figure 1) can be placed into the following equation to measure your trustworthiness. Are you a trustworthy leader? High-quality relationships are high-trust relationships. Evidence suggests that improved workplace relationships increase individual and organizational productivity and profitability. The Relationship Trust Checker is a free quiz you can use to gauge your level of trust in a relationship and identify opportunities to improve your trustworthiness. "The unexamined life is not worth living." Socrates Ready to take the next step? Effective leadership affects the results you achieve and the life you live. Leaders must continually transform and adapt or fall behind. Striving for better habits is a competitive advantage for any leader looking for a powerful point of differentiation. Upskill your leadership with our development approach that is grounded in evidence from the fields of behavioral psychology and neuroscience - and helps leaders to successfully apply the servant leadership skillsets and mindsets that bring out the best in their teams to achieve strategic goals. References: Bono, J., & Ilies, R. (2006). Charisma, positive emotions, and mood contagion. The Leadership Quarterly, 17 (4), pp. 317-334. 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. (2016). Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results. Routledge. Men, L. R., Yue, C. A., & Liu, Y. (2020). Vision, passion, and care: the impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46 (3). Kanfer, R., & Ackerman, P. (1989). Motivation and cognitive abilities: An integrative aptitude-treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74 , pp. 657-690. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor . Free Press. Shamir, B., House, R., Arthur, M. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4 (4), pp. 577-594 Wanberg, C., & Banas, J. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85 (1), pp. 132-142,

Most leaders are not getting the feedback they want and need. Evidence suggests that eight out of ten employees feel their leader has an undiscussable flaw. You have the vision to be a great leader and grow your business. But, no matter how often or how directly you ask others for feedback, your request gets ignored or is focused on your strengths. Frequently, when critical feedback is provided to executives, it is too little and too late. The unfortunate truth is that there are many rational reasons why employees are less likely to discuss constructive feedback with a leader as they move up in an organization. Developing these seven constructive feedback habits helps you increase revenue and avoid costly mistakes by getting the performance and strategic feedback no one wants to give. Why Performance and Strategic Feedback Matters Silence is expensive. Continuously learning and improving is critical for any organization and leader. The operational complexities associated with disruptive changes in the workplace make the importance of leadership habits increasingly vital. The benefits associated with receiving feedback are well documented. Evidence from a study spanning more than ten years and over 50,000 executive leaders revealed that l eaders who ask for feedback are significantly more effective than those who don't. In a global study of more than 100 workplace improvement strategies, fair and accurate informal feedback had the most significant positive impact on employee performance and engagement. The evidence suggests that feedback improves workplace performance by up to 39%. Feedback improves decision-making and creates a better environment for innovation. Understanding the implicit and explicit needs and wants of followers and customers leads to creativity and decisions that are valued. The common hierarchical design in organizations naturally reduces the closeness of workplace relationships for executives. Receiving and acting on feedback from followers improves relationships. Improved relationships minimize workplace stress and improve perceptions of respect and trust . Drama in the workplace is on the rise. Feedback allows for productive conflict and helps minimize the risk of avoiding conflict that leads to workplace strife. A workplace with a strong feedback culture makes leaders and followers more comfortable with difficult conversations . "Feedback is the breakfast of champions." Ken Blanchard You may have heard the saying, Ignorance is bliss. I know I have used that saying more than once. However, being unaware of your bad leadership habits or overestimating your leadership skills is not bliss as a leader. Lacking self-awareness limits a leader's ability to realize professional and personal goals, like trying to navigate a ship without a compass. Self-aware leaders are not naive about bad habits and can develop healthy ones. The higher you move within any organization, the less objective and general feedback you receive. Limited self-awareness prevents an accurate assessment of leadership competence and strategic plans. The Dunning-Kruger effect is a relatively common cognitive bias in which people with little self-awareness overestimate their knowledge or ability in a specific area. 7 Good Feedback Habits The more constructive feedback you receive, the more practical decisions you can make that grow your career and business. The following are seven proven strategies to overcome various barriers to getting the feedback no one wants to give. Feedback Habit #1: Ask and act Make feedback a regular part of your schedule, give examples, and ask specific open-ended questions. Simply asking if you have any feedback is too vague, and you will have more success when your question includes some context. Such as, do you feel your ideas are being heard? Or how could we improve our one-to-one meetings? The more regular you make getting feedback, the less risky it will become (if you handle it well). Not taking action on the feedback you receive is one way to make sure you won't get the feedback you need in the future. Taking action doesn't always mean exactly fixing what was asked. Sometimes, you need to manage expectations by letting them know what you can or can not do. When you do take action, you always want to let others know why you are taking action. Help explicitly connect your steps back to the feedback provided. Feedback Habit #2: Be the change you want to see If you want feedback, you should lead by example. When possible, be transparent and share the tough constructive feedback others have raised and how you work to improve. Also, when providing balanced feedback, let others know what they are doing is right. Giving others feedback creates reciprocity. “We must be the change we wish to see in the world” Gahndi Feedback Habit #3: Actively listen Actively listening is your ability to hear and improve mutual understanding. Receiving feedback is not a synonym for listening. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. When practicing active listening, you are available to the other person. Verbal, nonverbal, and empathic listening are a few active listening skills. Feedback Habit #4: Cultivate a community As in life, leadership is better within a community. Asking for feedback is a sign of strength and not weakness. Like a pyramid, most organizational charts narrow at the top, providing few opportunities for a role-based community. As leaders move up the corporate ladder, the healthy habit of enhancing community requires more intentional effort. Peer advisory groups, communities of practice, and affinity groups are increasingly popular leadership communities to leverage for feedback. Feedback Habit #5: Practice open strategic planning Employees are often motivated by giving feedback when they see that it impacts senior leader behaviors and company actions. Unfortunately, most organizations keep their strategies a secret . On average, 95% of employees don't know or understand their organization's strategies. Feedback Habit #6: Say thank you Your world is perfectly designed for the results you are getting—your reactions to feedback in actions and words matter. Increasing the frequency of behavior requires providing positive reinforcement to overcome the negative consequences of the behavior. Simply saying thank you can be a meaningful way to reinforce giving feedback positively. Feedback Habit #7: Engage a coach Coaching provides you with clear and direct feedback. It moves you closer to your future, assessing where you are currently and your goals for the future and exploring and discovering the steps to get to your desired future. The ultimate goal is a change (e.g., behavioral, attitudinal, or motivational) you want to make. Key Points: Getting the Feedback No One Wants to Give For many reasons, leaders are likely not receiving the constructive feedback essential to growing their careers and businesses. The best leaders ask more people and more frequently for feedback. Chances are that you are not receiving the performance and strategic feedback you want and need. However, the proven strategies outlined in this article help you to overcome the various barriers and get the input no one wants to give. References: Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Grenny, J. & Maxfield, B. (2019). How leaders can ask for the feedback no one want to give them. Harvard Business Review. Kaplan, R. (2011). Top executives need feedback-here's how they can get it. McKinsey Quarterly. Kaplan, R., Norton, D. (2005). The office of strategy management. Harvard Business Review. 83(10):72-80 Kruger, J. & Dunning, D. (1999). Unskilled and unaware of it: How difficulties in recognizing ones own incompetence lead to inflated self-assessments. Journal of Personality and Social Psychology. Toegel, G. & Barsoux, J. (2019). Its time to tackle your team's undiscussable. MIT Sloan Management Review. Zenger, J. & Folkman, J. (2013). Overcoming Feedback Phobia: Take the First Step. Harvard Business Review. Zumaeta, J. (2018). Lonely at the top: How do senior leaders navigate the need to belong? Journal of Leadership & Organizational Studies.

Accountability is a frustrating topic for many leaders and business owners. Despite careful hiring practices, well-designed employment policies, and even digital monitoring, accountability remains puzzling. Why do some employees take accountability for their actions and others don't? When it's lacking, company performance and culture suffer. When done right, accountability leads to better outcomes. Holding others accountable isn't easy, but it significantly impacts your leadership and business results. An organizational culture of accountability is architected. It doesn't just happen. Here are five psychological levers for leaders to create workplace accountability, along with a quiz to help you understand if your company or team has a healthy culture of accountability. Why employee accountability matters A recent CEO benchmarking report found that nearly one in five CEOs surveyed identified holding others accountable as their greatest weakness, and almost as many struggled with letting go of underperformers. Holding employees accountable is difficult for leaders, even when they are responsible to others for business results. Employee accountability - an expectation that an employee may be called on to explain an action or inaction to others with the belief of a consequence based on an evaluation. Employees ignore, deny, blame, and play the victim in a toxic culture without accountability. Evidence from various studies links employee accountability to: Job satisfaction Motivation Stress Ethical behavior Job performance Discretionary effort “When people feel accountable and included, it is more fun.” – Alan Mulally 5 Psychological levers of accountability Researchers have found that in the workplace, these five psychological dimensions drive accountability: Accountability Lever 1: Attribution When others know who did it—the more personal, explicit, and unambiguous a task, the greater the attribution accountability. When employees expect their actions and decisions can or might be linked directly to them, and leaders know their name, they are more likely to take accountability. Evidence suggests clear standards and expectations increase attribution accountability. Make job descriptions and performance expectations more explicit. Idea: Develop meaningful relationships with your team members. Accountability Lever 2: Observation In a culture of observation accountability, employees expect their behaviors and judgments to be observed by their leader, peers, followers, and others. As the audience size increases, employees' observation accountability increases because they feel more likely to be observed. Idea: Emphasize transparency and increase the visibility of individual work. “The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.” – Patrick Lencioni. Accountability Lever 3: Evaluation Feedback is provided for actions and judgments, and the ability exists to be compared to others. Employees who expect performance to be meaningfully reviewed feel more evaluation accountability. Additionally, when the evaluation outcomes are variable, it increases evaluation accountability. Idea: Reviewer status increases evaluation accountability. Include a second level (i.e., the leader's leader) review of formal performance evaluations. Accountability Lever 4: Obligation Having to explain an action or the way a decision is made and its effect on the well-being of others. Employees who expect to answer for their actions feel an increased obligation accountability. Idea: Reporting to multiple leaders or customers increases obligation accountability. Use performance calibration meetings with other leaders at the same level to increase visibility to talent across the organization and performance visibility. Accountability Lever 5: Consequential Employees working in effective accountability systems expect their actions to be linked to good or bad consequences. Consequences and rewards involve extrinsic (ex., earning a bonus or avoiding a negative) and intrinsic attributes (ex., personal satisfaction or enjoyment). According to equity theory, employees are motivated when rewards are fair as compared to others. Idea: Involve employees in defining rewards and recognition systems and defining levels of expectation for tasks. "When we fail to set boundaries and hold people accountable, we feel used and mistreated. This is why we sometimes attack who they are, which is far more hurtful than addressing a behavior or a choice." Brené Brown Does your company or team have a culture of accountability? The following validated survey by Han and Perry can be used by leaders to better understand employee accountability within a team or across an organization. Have employees anonymously indicate their degree of agreement or disagreement with the following statements using a seven-point scale from 1 (strongly disagree) to 7 (strongly agree). What I do is noticed by others in my organization. If I make a mistake, I will be caught. I am constantly watched to see if I follow my organization's policies and procedures. Anyone outside my organization can tell whether I'm doing well. My errors can be easily spotted outside my organization. People outside my organization are interested in my job performance. The outcomes of my work are rigorously evaluated. My work efforts are rigorously evaluated. I expect to receive frequent feedback from my supervisor. I could not quickly avoid making a false statement to justify my performance. I am constantly required to follow strict organizational policies or procedures. I am not allowed to make excuses to avoid blame in my organization. If I perform well, I will be rewarded. Reasonable effort on my part will ultimately be rewarded. If I do my job well, my organization will benefit from it. Each question aligns with one of the five levers of accountability. The higher the score, the higher the dimension of accountability. Attribution Accountability (Q1-3) Observation Accountability (Q4-6) Evaluation Accountability (Q7-9) Obligation Accountability (Q10-12) Consequential Accountability (Q13-15) Consider using this survey before and after taking steps to improve the team and organizational accountability. Measurement improves focus and tracks progress over time. Holding employees accountable isn't easy, but it significantly impacts your leadership and business results. What is your real challenge in building a culture of employee accountability? References Connors, R., Smith, T., & Hickman, C. (2010). The Oz Principle: Getting results through individual and organizational accountability. Prentice Hall. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Han, Y., & Perry, J. (2020). Conceptual bases of employee accountability: A psychological approach, perspectives on public management and governance , 3:4, 288–304 Han, Y., & Perry, J. (2020). Employee accountability: development of a multidimensional scale, International Public Management Journal, 23:2, 224-251. Howard, S. (2019). Holding employees accountable: where most leaders fail. Predictive Index.

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

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

I inherently trust most people and can quickly distrust others. Why? For the same reasons as you. To avoid something terrible from happening. Deciding whether to trust someone or not is an essential life skill. Putting faith in the wrong someone or something is costly. Increasingly, leaders face the challenge of overcoming an inherent distrust in leadership. A recent global trust study discovered that less than one in three people are willing to help those with whom they disagree. Only 20% are willing to work with those they disagree with. Being trustworthy is a life-changing leadership habit. Evidence suggests that distrust tends to be for the same reasons when it exists. That is actually good news for leaders. It means diagnosing and fixing many of the trust challenges you face is relatively simple. Here are the four common leadership trust killers, plus the fixes to build trust. Why trust matters Trust is the currency of business relationships, and an absence of trust can bankrupt the organization and its employees. At an individual level, a lack of trust contributes to feelings of: Frustration Rejection Stress Anxiety Depression When we experience feelings of distrust, our body responds immediately at a bio-chemical level within less than a second. Cortisol, catecholamine, testosterone, and norepinephrine levels in our blood increase rapidly. This chemical cocktail triggers a wave of emotions, producing feelings of stress, aggression, and a need for fight or flight. In conversations, when experiencing a sense of trust, our body produces a hormone called oxytocin. Oxytocin is also known as the "love hormone." It is oxytocin that increases feelings of well-being. Feelings of trust and distrust influence thoughts and feelings at a chemical level, which shape our beliefs and ultimately drive behaviors and actions in conversations (see Figure 1). An absence of trust or the presence of distrust at the organizational level undermines the business's goals and interests and the engagement and organizational commitment of employees. When leaders in an organization are unable to trust, the organization is less likely to innovate and take risks, holding back the organization's performance and productivity. Trust Killer #1: Lack of Credibility Credibility is the most frequently achieved attribute of trustworthiness. It has rational and emotional aspects of an individual's expertise and presence. Daily actions and routines can either create or destroy credibility. As a leader ascends within an organization, the distance from the frontline increases, threatening the leader's credibility about the work. A common threat for leaders, especially those in executive positions, is a desire to move too quickly. When leaders make decisions without listening or think a paycheck is enough of a thank you, it diminishes leadership credibility. Admitting what you don't know, being curious about the business, saying thank you, and being empathetic and cooperative are ways to build credibility. Trust Killer #2: Lack of Reliability Reliability is an unwritten expectation of leaders. Reliability is based on the frequency of interactions with someone and the consistency of expected behavior. Leaders who say they will do something but fail to follow through or do something different are perceived as unreliable. For example, leaders who discuss the importance of following procedures in one meeting and then critique followers in the following meeting for not taking innovative approaches to solving problems are considered unreliable. Poor communication , a lack of follow-through, chasing every shiny object, inability to say no, or being unpredictable diminish leadership reliability. Likewise, when what is said is done, clear priorities are established, and leaders show up authentically, creating reliability. Trust Killer #3: Lack of Transparency Transparency requires a personal willingness to have difficult conversations. This is one of the key differentiating attributes of trustworthiness. W hen leaders lack transparency, it fuels suspicion and rumors in the workplace. A lack of transparency increases misinterpretations, causing misunderstanding, distrust, follower uncertainty, and anxiety. Being guarded, telling a 'white lie,' sharing too much, and being manipulative create a lack of transparency. A lack of transparency can come from a leader's failure to act or, worse, their intentional actions. When leaders purposefully withhold information to manipulate a situation, it creates a toxic culture and is a sign of a dark personality type called Machiavellianism . Being open, honest with the good and the bad, sharing timeline-relevant information, and serving followers are practical ways for leaders to be transparent. Trust Killer #4: Lack of Humility 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. An absence of humility is often considered narcissism , characterized by a highly self-involved personality and a fragile ego susceptible to the faintest criticism. When leaders have an inflated self-view, believe they are superior, prefer personal recognition, or reject negative feedback, they diminish trust. Likewise, when leaders have an honest self-view, believe in the team's greater good, prefer shared recognition, and view critical feedback as a path to a better future, they are perceived as humble and enhancing trust. How to measure your relationship trust Everyone can benefit from reflecting on the essential attributes of trust. Measuring your trustworthiness provides helpful, structured insights that can improve your personal and professional success and significance. Assigning values to each of the four attributes of trust and placing them into the following trust equation allows for a personal measurement of your relationship's trustworthiness. Trustworthiness = (Credibility + Reliability + Transparency) / Humility Below is a short quiz you can use to assess the trust level of any of your relationships. As you take the quiz, your relationship trust index is calculated. You can use this score to gauge your level of trust in your relationship. What's the real leadership trust challenge for you? References Brender-Ilan, Y., & Sheaffer, Z. (2019). How do self-efficacy, narcissism, and autonomy mediate the link between destructive leadership and counterproductive work behavior. Asia Pacific Management Review, 24(3), 212-222. Bono, J., & Ilies, R. (2006). Charisma, positive emotions, and mood contagion. The Leadership Quarterly, 17 (4), pp. 317-334. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Edelman. (2023). Edelman trust barometer: Navigating a polarized world. Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity . Free Press. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor . Free Press. Men, R. & Bowen, S. (2016). Excellence in internal communication management. Business Expert Press. Nevicka, B., Ten Velden, F., De Hoogh, A., & Van Vianen, A. (2011). Reality at odds with perceptions: Narcissistic leaders and group performance. Psychological Science. 22(10):1259-1264.

The world needs leaders that aspire to create a better tomorrow. Just as no one is perfect, no organization is perfect, and no organizational culture is perfect. Organizations, like all other natural systems, head toward a state of randomness over time. Stated another way: if leaders are not continually investing in making the business better, it's declining. It is not about change but survival. Organizational culture is everyone's responsibility, and leaders play a central role in influencing and reinforcing the desired culture. Leaders need to be able to operate within and upon the business. Today, many leaders are asking how they can change their organizations culture. Although culture change is challenging, making changes doesn't require considerable investments or a team of people colocated in the same office building. Here are six practical culture change strategies for leaders to move your company closer to your goal. Why Organizational Culture is Important Organizational culture is the one thing that influences every aspect of your business. It directly impacts the overall success of your organization, your people, your customers, and your communities. The underlying values of an organization influence the behaviors of employees and their decisions. Much has been written on the impact of culture on business effectiveness. Scholarly research has directly linked the effects on customer satisfaction, employee teamwork, cohesion, and employee involvement. Organizational culture creates an internal and external brand identity that influences what and how people think about your organization. Organizational culture is also key to unlocking innovation . Just as some organizational culture characteristics can support innovation, others can also inhibit innovation. For example, a hierarchical organizational culture type has been proven to decrease an organization's ability to innovate. What is Organizational Culture? If you are looking for a good discussion topic at an upcoming meeting, take some time to ask those attending how they would describe your company's culture. You will likely hear many different perspectives on what culture is and is not. The word culture gets used differently by different people at different times. Edgar Schein is considered to be one of the most influential contemporary thought leaders on organizational culture, and below is his organizational culture definition: "a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems." It is easy to focus on the visible things that describe an organization's culture. However, an organizational culture framework consists of artifacts, values, and underlying assumptions: Artifacts: These are the things you can see, feel, or hear in the workplace. Examples include what is displayed, office layouts, uniforms, identification badges, and what is discussed and not discussed. Espoused Values: What you are told and beliefs you can use to make decisions. Examples include a company's vision and values or mission statement. They are explicitly stated official philosophies about the company. Basic Assumptions: These things go without saying or are taken for granted. Examples could include speaking up in meetings, holding a door for someone, smiling, or greeting someone by name when walking down the hall. 3 Strong Organizational Culture Examples Organizations with strong organizational cultures are defined by having their culture deeply rooted in how they operate. The following three companies are frequently recognized for their organizational culture. Southwest Airlines operates within an industry routinely made fun of for its poor customer service; however, it is known for the opposite. Employees at Southwest can do what is needed to make customers happy, and as a result, their customers are loyal. Zappos is an organization that has tightly connected its culture with its hiring practices. Zappos offers new hires $2000 to quit if they feel the job is not the right fit for them within the first week of employment. Check out this Zappos organizational culture video: Keeping culture strong becomes more challenging as the organization grows. Google has faced many challenges on its path to becoming the 5th most valuable company by market capitalization in the world. Businesses have to reinvent themselves to grow and adapt to changes. Google is known for being unique and leveraging data everywhere. Google uses people analytics not just for feedback but also for organizational culture analysis. Explore Google  Project Aristotle   to discover how data drives improvements in teamwork. 6 Culture Change Strategies The following six proven leadership strategies can change employees' behavior and what they think, feel, and perceive. Culture Change Strategy #1: What leaders pay attention to regularly Your attention is one of the most potent mechanisms for culture change that leaders always have available. What leaders choose to systematically measure, reward systematically, 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 or reward leaders for making data-driven decisions. Culture Change Strategy #2: How leaders react to critical incidents When a business or a leader faces a significant challenge, much can be revealed. These crucible moments are like refining fires. The heightened emotional intensity 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 demonstrating its commitment to employees through leadership's pandemic response . Culture Change Strategy #3: How leaders allocate resources and control costs Follow the money. Budgets reveal a lot about the organization's assumptions and beliefs. Additionally, resources include physical assets such as equipment and tools, as well as 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 Change Strategy #4: Deliberate role modeling and training How leaders act and behave outside training is more significant than what is said or demonstrated in training 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 Change Strategy #5: How leaders allocate rewards Rewards and recognition come in many different forms. What is considered a reward varies from person to person. What gets rewarded, how it gets rewarded, and what does not get rewarded 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 Change Strategy #6: How leaders recruit, promote, and fire Who gets hired, promoted , and fired, and for what, creates and reinforces your organization's culture. Talent management decisions can be viewed as a more subtle nuance to culture change because they are influenced by explicitly stated criteria and unstated value priorities. A 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. How Do You Overcome Culture Change Resistance? Organizations are likely to deny the need for change and become defensive at the suggestion of change. If leaders are not attentive to the resistance, they can be under estimate the change needed. Just mentioning the word change creates anxiety. Creating momentum within the organizations around the desire to survive and thrive reduces learning anxiety by creating psychological safety. Psychological safety is when you feel included, able to learn, contribute, and provide critical feedback without fear of being embarrassed, excluded, or penalized. Leaders increase psychological safety by consistently helping followers comprehend and accept the challenge. A critical takeaway observation from the six strategies for change is that they are about the leader's habits rather than a one-and-done culture change intervention. Also, these strategies tap into critical drivers of organizational change: The inspiration of employees. The involvement is of everyone as much as possible. The internalization of the change. As the world changes, people and organizations must change too. We partner with clients to cultivate desired organizational cultures so that they can thrive. Our approach to culture change starts with creating consensus on the current and preferred culture characteristics using a proven organizational culture framework and assessment. We identify stories about the best of what is and can be. We apply strategic foresight principles to wind tunnel the preferred culture against trends and possible market influences. We clarify the preferred cultural identity, values, knowledge, behaviors, and environment. We establish strategic plans that address organizational culture priorities, blockages, and solutions. We assess and develop leadership competencies to reinforce the preferred organizational culture. Contact us to discuss how we can partner to create a pathway toward your desired future. References: Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. The Journal of Product Innovation Management, 30 (4), 763-781. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (Third ed.). San Francisco, CA: Jossey-Bass. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gregory, B. T., Harris, S. G., Armenakis, A. A., & Shook, C. L. (2009). Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes. Journal of Business Research, 62 (7), 673-679. Nieminen, L., Biermeier-Hanson, B., & Denison, D. (2013). Aligning leadership and organizational culture: The leader-culture fit framework for coaching organizational leaders. Consulting Psychology Journal: Practice and Research, 65 (3), 177-198. Pater, R. (2015). Advanced culture change leadership. Professional Safety, 60 (9), 24. Schein, E. H., & Schein, P. (2016). Organizational culture and leadership, 5th edition (5th ed.) John Wiley & Sons.