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

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. Evidence from a large global study suggests that 72% of leaders report that they often feel used up at the end of the day, a 12% increase from two years prior. 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 and 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 is looking to stay the same, and pressure is a powerful change agent for leaders trying to accelerate change in the organization. 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 at the moment, it 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 with a bias toward action and making decisions for the right reasons help to 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 through the application of 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 it is impossible to train for every potential cross-cultural leadership situation. 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.

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

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

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, make change happen, and take the 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 team morale and the business suffer. Here is what leaders need to know about empowerment and five strategies to ignite a spark in others to achieve excellence. Why igniting the spark in others holds a 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 Well-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 connected emotionally with you. Actively listening is your ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and 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. A vision needs to be desired, beneficial to others, challenging, and visual to be considered compelling. 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 ability of the team 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 with an assessment to help you measure if 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 ability of the team to excel because of their differences rather than inspire them. Managerial practices and leadership are the primary drivers of if followers will voluntarily take charge. Servant leadership results in followers' willingness to set high standards, devotion to each other, and take 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.

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 leaders outside the executive leadership team. Evidence suggests that only 5% of employees understand 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 is what leaders need to know to be more inclusive in strategy development and how to overcome three common barriers. 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, and 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 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 Looking for weak signals that may not immediately affect the business. Strategic Thinking Leadership Competency #2: Visioning Clarifying the organization's shared purpose and dreams with group benefit. Strategic Thinking Leadership Competency #3: Reframing Challenging current assumptions and fresh thinking about future possibilities. Strategic Thinking Leadership Competency #4: Making Common Sense An intellectual process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating data. Strategic Thinking Leadership Competency #5: Systems Thinking A holistic way to investigate how different parts interrelate and contribute to specific potential outcomes. 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. 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 your 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 have varying degrees of effectiveness in supporting in-the-moment feedback, information sharing, communication cues, emotions, and message customization. It probably goes without needing scientific research 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 get better with 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 ideation, refinement, and development. 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. 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. For some leaders and in some business situations, the way forward is obvious. However, for those with Machiavellian personality tendencies, the best way forward is more complex. 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. The construct they built 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? Extreme levels of Machiavellianism, fortunately, are rare in the workplace. However, the flip side is that we all likely have some degree of Machiavellianism in our personality. 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 to 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 what Yoda told Luke that if you start down the dark path, it forever will dominate your destiny? Luckily, there is hope. The Big Five personality traits serve as the building blocks of personality. They are openness, conscientiousness, extraversion, agreeableness, and neuroticism. Research into these personality traits suggests it is possible to make changes through persistent interventions. There is no single right way to change your personality. Our behaviors are constantly evolving, from situation to situation and moment to moment. The following are six proven suggestions to counter 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, its helpful to use a qualified executive coach to help interpret and apply the learnings. 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 suggests that ethical leadership is a potential remedy for undesirable behaviors associated with Machiavellianism. Ethics include what is good and bad, along with moral duty and obligation. One of the ten characteristics of a Servant Leadership style is influence versus positional power. Organizations can benefit from adopting a servant leadership style. Here is a free Servant Leadership Style Checker to find out if you have a Servant Leadership style. Machiavellian Countermeasure #4: Reward and Recognition Systems Machiavellians are concerned with impression management. It can be both a conscious or subconscious process in which they attempt to influence the perceptions of others. Tightly aligning your company's reward and recognition systems with desired behaviors makes them more appealing and encourages team cohesion. Machiavellian Countermeasure #5: Training and Development Bringing out the best in all personality types includes training and development. Evidence suggests that development at critical career transition points is effective for influencing Machiavellian personality types. Investing in developing appropriate work expectations and behaviors helps organizations avoid costly mistakes. Machiavellian Countermeasure #6: Therapy For anyone concerned about having a significantly "high-Mach" personality or involved in their life, it is best to contact a mental health professional to get help with adequate coping mechanisms. There are a variety of therapies that can be helpful for people with the Machiavellian personality traits. So, what is your real leadership challenge? References: Christie, R., & Geis, F. (1970). Studies in Machiavellianism. Academic Press. 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.

When was the last time you heard thank you or sent a handwritten note? You might feel such moments are rare or nonexistent in the workplace. Most leaders feel trapped in the relentless pursuit of results, achieving the next goal. And a transactional leader considers a paycheck the best form of motivation. But what if I told you that acts of goodwill, often taken for granted, are not optional but essential to establishing your leadership credibility? Trust is not something to ignore. It has been shown to affect employee openness to change and, ultimately, moderate the outcome of change. Some of the most successful leaders and companies attribute their success to high-quality, trust-based relationships. Microsoft, for example, promotes that business value is achieved through trust, love, and loyalty. Being trustworthy takes credibility, which is not inherent to being a leader. You're not alone if you are concerned about not having enough time for goodwill. A key is to not see goodwill as optional but as necessary. To help you start, here is what you need to know about trust and goodwill. The leadership trust and credibility connection Trust-based leader-follower relationships are based on credibility, reliability, transparency (vulnerability), and humility (self-orientation). Credibility has rational and emotional aspects related to an individual's content expertise and personal presence. Reliability is based on the frequency of interactions with someone and the consistency for them to behave as expected. Transparency (vulnerability) requires being personal and the willingness to have a courageous conversation. Humility (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 with others. When you are an executive leader or own your own business, it is inevitable that at some point, you will experience a situation where you have responsibility for leading but don't have a deep understanding or technical expertise for the specific work. While these situations negatively impact your credibility, it doesn't necessarily mean you are not perceived as trustworthy. Evidence suggests that power and influence increase with a leader's perceived ability to possess and display knowledge and skill. A leader's ability to influence is directly affected by follower perceptions. The more credibility a leader has, the greater their influence and ability to lead. Research into credibility reveals that the leader's knowledge, competence, and goodwill are the primary drivers of followers' perceptions. A critical blind spot for many executives is the importance of their knowledge and technical competence in the areas they lead. Although leaders are not expected to be all-knowing and possess the competence to perform the tasks of every job in a company, a leader can enhance the perceptions of others through training, education, and experience. What is trustworthiness? Being considered a trustworthy leader is something that is earned. Without trust-based relationships, leaders and businesses can't succeed. Being trustworthy brings out the best in others and the workplace. Trust is a reliance on character, capability, or truth. Trustworthy synonyms include reliable, dependable, honest, and ethical. In the following video, Simon Sinek breaks down the impact of trust and being trustworthy as a leader. Do you have high-quality, trust-based relationships? Leaders who want to improve the quality of their relationships can measure their trustworthiness using the following free Relationship Trust Checker. Scores of 10-30 indicate a high degree of relationship trust, 5-10 indicate a moderate degree of relationship trust, and scores of 1-5 show a low degree of relationship trust. What is Leadership Goodwill? Evidence suggests leadership goodwill may be the most crucial element of credibility, especially among leader-follower relationships with frequent interactions. Most simply stated, goodwill is being authentically friendly and having their employees' best interests at heart. There are a couple of important nuances to clarify with the concept of being nice. First, building mutual goodwill is not trying to be popular but authentically caring for followers and the organization. Second, being friendly means being willing to have a difficult conversation and exit a colleague from a job where they are underperforming. "Your smile is a messenger of your goodwill." ~ Dale Carnegie Leaders display and create goodwill by being: friendly helpful cooperative and taking an interest in followers' well-being A leader can build their goodwill capacity by developing their emotional intelligence, helping followers, and spending time establishing high-quality relationships. Leader characteristics that support goodwill Several research studies demonstrate the benefits of a leader's inner game. A leader's behaviors or outer game are the actions a leader should take in a given situation. However, a leader's inner game characteristics influence whether a leader will take action. A leader's empathy, compassion, and selfless love are the inner game characteristics supportive of goodwill. Empathy is the ability to be aware of, feel, and take on the emotions of what another person is experiencing. Compassion is an empathic understanding with a desire to help another person. Selfless Love - to desire and put into action the will for the good of another ahead of your interest. 6 ways leaders can show goodwill Leaders can enhance goodwill with simple actions without having to expend much energy, such as: Saying thank you Sending a digital or handwritten thank-you note Asking questions to get to know your followers Using a reinforcement survey to learn what they find rewarding. A reinforcement survey is a series of questions to learn about activities and situations a follower finds reinforcing, such as hobbies and how employees spend their free time. Recognizing special dates such as birthdays and work anniversaries Scheduling one-to-one meetings and treating them to a drink of their choice Key Summary Points Being trustworthy takes credibility, which is not intrinsic to being a leader. Being credible is something that followers rationally and emotionally perceive. Trust-based leader-follower relationships are based on credibility, reliability, transparency, and humility. Research into credibility reveals that the leader's knowledge, competence, and goodwill are the primary drivers of followers' perceptions. Leadership goodwill may be the most crucial element of credibility, especially among leader-follower relationships with frequent interactions. Leaders display and create goodwill by being friendly, helpful, cooperative, and taking an interest in followers' well-being. Leaders can enhance goodwill with simple actions without having to expend much energy. References: Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance. Berrett Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hovland, C. I., Janis, I. L., & Kelley, H. H. (1953). Communication and persuasion: Psychological studies of opinion change. Yale University Press.Koehler Publishers, Incorporated. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. Free Press. Yukl, G. (2010. Leadership in organizations. (8th ed.) Pearson.

Without selfless love in the workplace, the best of what might be is impossible to achieve. Stop and think about the implications of that statement for a moment. There is no serious debate that well-designed organizations with clear organizational strategies influence desired behaviors, culture, and performance. Numerous studies identify failure as often tied to misalignment between the organization and its operational environment. However, while organizational alignment is essential, it is not sufficient. Selfless love brings out the best in how people think, act, and feel. If you want to start embracing selfless love in the workplace, you’ll need to start tapping into these four keys today. The benefits of selfless love in the workplace The well-documented individual and organizational benefits of selfless love include: Intrinsic motivation Increased creativity Discretionary effort Better workplace climate Enhanced employee capacity Enhanced leader-follower alignment Two complex challenges leaders face today are attracting and retaining top talent and creating inclusive workplaces that brings out the best in all employees. Diversity in the world and workplace is increasing. Globalization and technological advances are projected to continue to increase workgroup diversity. This increase in diversity can have many positive workplace effects, such as enhanced performance, creativity, innovation, and decision quality. However, workplace practices rooted in favoritism are costly, leading to increased relational conflict and a lack of team cohesion. In-group favoritism results in actions that favor one group. When leaders demonstrate selfless love, they cultivate an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of in-group and out-group differences. All you have to do is drive down any street or walk through your local retail district to see the signs for help wanted and understand the challenge of attracting and retaining the best and brightest employees. Organizational commitment is a term used to identify an individual with a particular company. Research has directly connected higher levels of organizational commitment with lower employee turnover rates. Studies have demonstrated that selfless love enhances organizational commitment. The following short video from leadership guru Ken Blanchard provides some thoughts on the power of servant leadership in today's workplace. What is selfless love? Selflessness is being more concerned with the needs and desires of others than with your needs. And one of the best definitions I have come across for love in the workplace comes from St. Thomas Aquinas. "To love is to will the good of the other." St. Thomas Aquinas Selfless love in the workplace is to desire and put into action the will for the good of another ahead of your interest. It is a radically different paradigm from a transactional worldview of the workplace. If you have nine minutes, the following video captures the essence of the meaning behind the definition used by St. Thomas Aquinas. Although the video does not use a workplace example, the intent of willing the good of the other is shown. The following poem called "Outwitted" by Edwin Markham captures the belief that selfless love creates a radical sense of belonging for everyone: He drew a circle that shut me out—Heretic, rebel, a thing to flout. But Love and I had the wit to win: We drew a circle that took him in! Are empathy and compassion different from selfless love? Empathy, compassion, and selfless love are interrelated, but distinct differences exist. Empathy is the ability to be aware of, feel, and take on the emotions of what another person is experiencing. Empathy plays a vital role in moderating the effects of workplace conflict. Research has linked empathy with forgiveness and healing relationships. The following is a short video from Brene Brown that explains empathy and its value within the workplace. Compassion is an empathic understanding with a desire to help another person. Recent studies into the benefits of compassion at work link it to improved job performance, mental health, and leader-follower relationships. Although having awareness (empathy) and a desire to help (compassion) is essential, the world needs leaders who put the will for the good of others ahead of their interest. Leaders who emphasize selfless love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. Tapping into selfless love Selfless love is not just something you are either born with or not. You can apply these four keys to cultivate selfless love in the workplace. Key #1: Measurement Selfless love is not just something you are either born with or not. Selfless love may seem complex and challenging to articulate, much less measure; however, validated measurement instruments exist. Muel Kaptein introduced and validated the Corporate Ethical Virtues Model, which measures virtues at the organizational level. Vincent Ng and colleagues expanded on the Comprehensive Inventory of Virtuous Instantiations of Character instrument by creating a valid multidimensional forced-choice individual character instrument. The Leadership Character Insights Assessment measures an individual's character through self-assessment or 360-degree assessment using behavioral anchors. The Values In Action (VIA) Survey is a free, 15-minute self-assessment that helps discover your greatest strengths. Key #2: Development Like leadership behaviors, selfless love can be developed. Evidence suggests that development specific to selfless love should include knowledge transfer, reasoning, and practice elements. Development primarily takes place through role modeling with intentional time for feedback. However, feedback on character gaps is not commonly provided in the workplace, given the complexity of these conversations. Evidence suggests that organizations can incorporate selfless love development into existing competency development programs. It is not required for organizations to create separate programs focused only on character and virtue development. Key #3: Reflection Most leaders spend little to no time reflecting on character experiences because of blind spots. A dedicated and skillful executive coach can improve character feedback and purposeful character reflection. Numerous studies have found that dedicated mentors can also support character development by openly reflecting on insights gained from their experience. Key #4: Leadership Style Servant leadership characteristics are practical ways for a leader to bring selfless love into the workplace: Listening to self and others Showing empathy Healing self and others Being aware Persuasion and not coercion Conceptual thinking, not linear thinking Applying strategic foresight Stewardship of other's needs Commitment to the development of others Building community Conversely, a traditional transactional leadership style adopts a top-down view of an organization with the leader at the top. Transactional leadership is based on the belief that employees perform best: Within a well-formed chain of command Rewards and punishments motivate Following the leader's directives is the employee's primary goal Transactional leaders give employees something they want in exchange for getting something they want. This leadership style adopts a mental model that workers are not self-motivated and require structure, instruction, and monitoring to achieve organizational goals correctly and on time. In stark contrast, when adopting a selfless love worldview, the leader desires to bring out the best in their followers by giving them the best of themself. A servant leadership style aligns well with selfless love. Key Points: Selfless love in the workplace is to desire and put into action the will for the good of another ahead of your interests. When leaders demonstrate selfless love, they establish an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of in-group and out-group differences. Selfless love enhances organizational commitment, productivity, job performance, and emotional well-being. Leaders who emphasize selfless love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. To gain a competitive advantage in an uncertain world, leadership needs to move beyond cultivating organizational strategy, design, and behaviors to include selfless love. References: Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Ferris, R. (1988). How organizational love can improve leadership. Organizational Dynamics, 16(4), 41-51. Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835-862. Kaptein, M. (2008). Developing and testing a measure for the ethical culture of organizations: The corporate ethical virtues model. Journal of Organizational Behavior, 29(7), 923-947. Lok, P., & Crawford, J. (2004). The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison. The Journal of Management Development, 23(4), 321-338. Mulinge, P. (2018). Altruism and altruistic love: Intrinsic motivation for servant-leadership. The International Journal of Servant-Leadership, 12(1), 337-370. Ng, V., Lee, P., Ho, M. R., Kuykendall, L., Stark, S., & Tay, L. (2020). The development and validation of a multidimensional forced-choice format character measure: Testing the Thurstonian IRT approach. Journal of Personality Assessment, 1-14. Ran, Y., Liu, Q., Cheng, Q., & Zhang, Y. (2021). Implicit-explicit power motives congruence and forgiveness in the workplace conflict: The mediating role of empathy. The International Journal of Conflict Management, 32(3), 445-468. Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence. Organizational Dynamics, 46(1), 30-39. doi:10.1016/j.orgdyn.2017.02.001 Van Knippenberg, D., De Dreu, Carsten K. W, & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(6), 1008-1022. Zachary, G. W. (2013). Spiritual leadership: Investigating the effects of altruistic love on organizational commitment. International Journal of Arts & Sciences, 6(2), 767.

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 leaders 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. Good 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. Good 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 Good 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. Good 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. Good 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. Good 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. Good 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 Leaders are likely not receiving the constructive feedback essential to growing their careers and businesses for many reasons. 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.

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 is what holds a business together during change. CEOs and top management teams are expected to be visionary change catalysts in a fast-paced digital marketplace. However, privately many leaders question if it is possible to be considered trustworthy during change, 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 you can use 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 an intent focus on 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 demonstrated that leadership communication that enables followers to experience positive emotions results in enhanced happiness and well-being. In return, the enhanced positive emotions of followers increase employee motivation, cooperation, and support for change. Communication Trust Builder #3: Support Providing encouragement, reassurance, listening, and sharing feelings are ways executive leaders demonstrate support. Research has found that when individuals receive help, they are more receptive and show greater willingness 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 those involving 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. Assigning values to each of the trustworthiness attributes and placing them into a trust equation creates a way for you to measure your trustworthiness in each of your relationships (see Figure 1). 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 makes a difference in 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 available to 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,

More than a few things have recently changed, and one thing that experts can agree on is that the world and workplace will remain turbulent in the future. We all will likely need to make some changes soon. Like rapids in a river, change is a natural and necessary part of growing your business. As the world changes, leaders and businesses must change too. No company would brag about its status quo and sameness compared to when it began. But, change imposed is often change opposed. Being able to make change work is one of those leadership skills that are more important now than ever. Here is a four-step positive, strength-based approach to leading change that can bring new life to your team and business. Do 70% of all organizational change initiatives really fail? A common perception is that most changes in the workplace fail. Mckinsey and Company surveyed over 1,500 executives on their perceptions of change and concluded that most changes fail because only a third of the executives in the study indicated that changes were completely or mostly successful. No matter your perception of change, the reality of a fast-moving economy and complex business environment makes the "change problem" increasingly difficult. Change is complex, whether broad or incremental. Like running a successful marathon, the work begins well before the first steps of the race and before the visible aspects of a change take place. Kotter, in his book Leading Change, suggested that these initial steps are required to set the stage and loosen up the system. If organizations move too quickly or out of order, they get into trouble, leading to faulty decisions and wasted efforts. A positive strengths-based approach to change Too often, change processes begin with what is wrong. While it is imperative to fix problems, if you never spend time talking with others about what is possible, you miss the opportunity to engage in work that is inspiring and connects to purpose. A constant focus on what is wrong not only diverts attention from what can be but is draining. Consider a scenario where one employee is always asking about what is wrong and needs to be fixed. Another is asking about the best of what is possible. Both conversations can lead to improvements, but focusing on what is wrong leaves misses the potential of what is possible. What if instead of beginning with the problem, a change initiative reframes the problems as a possibility? For example, reducing employee turnover or customer complaints is replaced with increasing retention of your best employees and creating an exceptional customer experience. Appreciative Inquiry is an approach to change management that fosters positive transformation. It can be used in one-to-one coaching sessions, with teams to create strategic plans, or in companywide large-scale change initiatives. The fundamental assumptions of the Appreciate Inquiry process are that: People are more confident to make changes building on the best of the past Individuals, teams, and organizations move in the direction discussed In every person, team, or organization, something is good and works Questions create influence Words shape worlds Like other change management processes, this process starts with identifying the right team of core stakeholders to identify the focal point. The Appreciative Inquiry change management approach is described as a four "D" change management process: Appreciative Inquiry Step #1: Discovery Once the focal point for the change initiative is identified, it begins with finding the best of what is already within the business. Traditional change management processes often begin by asking people to think about and discuss gaps and weaknesses. While this approach has been used successfully, it is not without risks. Asking what is wrong can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change. One of my favorite appreciative questions to use at this step is: What would you wish for if you had three wishes to improve your organization's health and vitality dramatically? (and no, you cannot wish for more wishes) Appreciative Inquiry Step #2: Dream After interviews are conducted, and the feedback is analyzed from the discovery step, the team phrases the vision and images of the dream into aspiration statements. The dream (or vision) step is about collaborating on the best of what can be. The outcomes from the discovery step are shared, and members of the change team co-create aspirational statements about the ideal future. Appreciative Inquiry Step #3: Design The design step is about establishing creative strategies that will move from what is to what can be. Actionable organizational design elements are identified, key internal ad external relationships are identified, and action-oriented design statements are created. Appreciative Inquiry Step #4: Destiny In the destiny phase, goals and action steps are reviewed to ensure the changes are incorporated into everyday life. The last step is about executing the design strategies with excellence and revising them as needed. It is about concluding the process and the beginning of an ongoing appreciative learning culture. How is Appreciative Inquiry different from other popular change management approaches? Traditional organizational transformation or problem-solving techniques often ask people to think about and discuss gaps, weaknesses, and problems in the current system or organization. While these approaches have been used successfully in many settings, they are not without risks. Problem-solving techniques can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change. In contrast, AI focuses on the positive and looks to build on strengths to shape the future. Like other organizational transformation approaches, AI begins with framing the issue(s) and data collection. However, unlike most other methods, AI provides a mechanism through which problems can be framed, and data can be collected in an appreciative rather than a critical manner. While it is helpful to learn from mistakes, learning from and carrying forward victories and best practices is equally beneficial. References: Cooperrider, D. & Whitney, D. (1999). Appreciative inquiry: Collaborating for change. Berrett-Kohler Publishing. Rosenzweig, J. & Van Tiem, D. (2007) An appreciative view of human performance technology. Performance Improvement. Tasler, N. (2017). Stop using the excuse “organizational change is hard”. Harvard Business Review.