Whether you're the CEO or a frontline leader, financial performance is a measure of effectiveness. But how do you improve bottom-line performance amid economic uncertainty, a persistent talent crisis, and the reality that only 3 in 10 employees are engaged? One key is self-awareness. A study involving 486 companies found it moderated business success, and poor-performing businesses had 20% more leaders with blind spots. Unfortunately, self-awareness is rare in leadership. A global study found that 95% of leaders think they are self-aware, but only 10-15% met the criteria to be considered self-aware on essential leadership competencies related to empathy, trustworthiness, and leadership performance. When you can't see yourself objectively and don't accurately understand the perspectives of others, you can't make the transformational changes necessary for business growth. Here are two proven strategies to increase leadership self-awareness and the signs when it might be lacking. Why leadership self-awareness matters Recently the positive connection between self-awareness and improved company earnings was established by Korn Ferry. A study of 486 companies over 30 months found that organizations with a higher percentage of self-aware leaders outperformed organizations with a lower rate. Poor-performing businesses had 20 percent more leaders with blind spots than high-performing businesses. The importance of self-awareness for achieving success and significance is not new. The researched benefits of knowing yourself are numerous beyond improving a business's bottom line. Some of these include: higher quality leadership relationships improved self-control better decision-making enhanced life satisfaction.⁠ In today's increasingly complex and culturally-diverse workplace, leaders that are able to perceive, assess, and regulate their own and others' emotions accurately are able to better promote unity and team morale⁠. Studies have demonstrated that followers perceive leaders with a heightened emotional intelligence as being successful and effective leaders. Also, increased awareness may enable leaders to create shared emotional experiences that enhance personal and follower growth, well-being, and psychological safety. Leaders are better prepared to adapt appropriately when they possess a heightened self-awareness. Self-awareness in leadership It is natural to see the world from our unique point of view. We tell ourselves stories about our strengths and areas where we need to be better, as well as what is or is not good leadership. Leadership habits are shaped by past experiences and the words used to describe our actions. With good intentions, we set out to lead as best as possible. Then life happens, and for most of us, we realize we have blind spots and distortions that jeopardize our goals. “To know yourself, you must sacrifice the illusion that you already do.” Vironika Tugaleva Consider the passenger-side rearview mirror on a car. The required safety warning on the mirror states that objects in the mirror are closer than they appear. Also, these rear-view mirrors have blind spots. Distortions and blind spots can be hazardous to our well-being if what is seen and not seen is not interpreted within the proper context. Leaders can make bad decisions without understanding the wisdom of knowing their distortions and blind spots. How to become more self-aware The higher you move within any organization, the less objective and the less feedback you tend to receive. This makes knowing yourself even more critical and challenging. The last thing any leader needs in today's demanding workplace is someone or something telling them what they already know or what they perceive they want to hear. The better the quality of the feedback you receive, the better the decisions you can make. Leadership is a relationship, and it is vital to know what others think. When we only consider ourselves, we have an incomplete understanding. Self-Awareness Strategy #1: Leadership Assessment A 360 leadership assessment is a type of multi-rater instrument that collects feedback from multiple directions relative to the leader's position within an organization. Typically the questions in a 360 assessment are focused on leadership performance, skills, and contributions. While 360-degree feedback effectively improves leadership skills across all cultures, it is most effective in cultures with low power distance and individualistic values, such as Germany, the Netherlands, the United Kingdom, and the United States. “Look outside and you will see yourself. Look inside and you will find yourself.” Drew Gerald Self-Awareness Strategy #2: Executive Coaching Combined with leadership assessments, executive coaching helps reveal deep insights into areas that, with attention, lead to enhanced potential. Research supports that a coach's timely and appropriate use of leadership 360 assessments leads to improved self-awareness and organizational outcomes.⁠ Given that the ultimate goal of coaching is related to change within you, the process centers on using essential questions and client-centered critical thinking to invoke self-awareness and personal responsibility. Signs you might lack self-awareness Lacking self-awareness limits your specific ability to realize your professional and personal goals, like trying to navigate a ship without a sextant. Self-aware leaders are not naive about their accidental habits and are better positioned to develop life-changing leadership habits. Overestimating your ability can lead to negative consequences for your performance and the organization.⁠ Leaders who have a distorted view of their strengths and weaknesses usually cannot effectively regulate their emotions and behaviors. Research has demonstrated that the symptoms of a lack of self-awareness include negative consequences to your physical health, work performance, and social interactions. Signs of a lack of self-awareness include: Stalling career Lack of direction Absence of learning something new Surprised frequently by feedback from others Frequently make excuses Constantly firefighting and struggling with time management What is your real self-awareness challenge? Key summary points When you know yourself, you have the insight necessary to recognize leadership bad habits and make transformational changes that deliver proven results. Self-awareness means to know yourself so that you are able to see yourself objectively, you are aware of similarities and differences from others, and you understand the perspective from which you see others and the world. A study of 486 companies over 30 months demonstrated that organizations with a higher percentage of self-aware leaders outperformed organizations with a lower rate. Leaders can make bad decisions without understanding the wisdom of knowing their distortions and blind spots. The better the quality of the feedback you receive, the better the decisions you can make. Executive coaching combined with leadership 360 assessments help reveal deep insights into areas that, with attention, lead to enhanced potential. References Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70-88. Baldoni, J. (2013). Few executives are self-aware, but women have the edge. Harvard Business Review. Bratton, V. K., Dodd, N. G., & Brown, F. W. (2011). The impact of emotional intelligence on accuracy of self-awareness and leadership performance. Leadership & Organization Development Journal, 32(2), 127-149. Goldstein, G., Allen, D. N., & Deluca, J. (2019). Handbook of psychological assessment. Elsevier Science & Technology. Gorgens-Ekermans, G., & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate: Does emotional intelligence matter to effective leadership? SA Journal of Human Resource Management, 19(2), e1-e13. June, C. (2020). 10 signs you lack self-awareness. Psych2Go. Oltmanns, T. F., Gleason, M. E. J., Klonsky, E. D., & Turkheimer, E. (2005). Meta-perception for pathological personality traits: Do we know when others think that we are difficult? Consciousness and Cognition, 14(4), 739-751. Pekaar, K. A., Bakker, A. B., van der Linden, D., & Born, M. P. (2018). Self- and other-focused emotional intelligence: Development and validation of the Rotterdam emotional intelligence scale (REIS). Personality and Individual Differences, 120, 222-233. Wilson, T. D., & Gilbert, D. T. (2005). Affective forecasting: Knowing what to want. Current Directions in Psychological Science: A Journal of the American Psychological Society, 14(3), 131-134. Zes, D., & Landis, D. (2013). A better return on self-awareness. Korn Ferry Institute.

Our world has changed, and the hybrid workplace with work-from-home opportunities is part of a new normal. For many of us, going to the "office" has taken on a new meaning. Companies that require employees to be on-site full-time are finding it harder to hire employees as competitors are offering flexibility. Technology enables individuals and teams to work collaboratively remotely. There is no need to ask if you should use virtual coaching. Instead, a better question is, how can you develop quality coaching relationships through technology? A quick Google search on the effectiveness of virtual coaching makes it appear as if virtual coaching is just as effective as face-to-face coaching. However, most of those articles are authored by virtual coaching organizations using their data. Here is what peer-reviewed research contributes to the discussion on the effectiveness of virtual coaching. What is virtual coaching? Virtual coaching is often used interchangeably with e-coaching, distance coaching, online coaching, and remote coaching. Like in-person coaching, there is a general lack of consensus on its meaning. Virtual coaching is a technology-facilitated partnership between a coach and client to maximize the clients' personal and professional potential. Virtual coaching can include asynchronous communications, such as email and text messaging through a virtual coaching app, and synchronous such as voice and video communications, that provide immediate feedback with a coach. Asynchronous - means not existing or happening at the same time Synchronous - means existing or occurring at the same time Independent researchers have concluded that, like in-person coaching, virtual coaching improves learning, goal achievement, and work-life balance. Evidence suggests that the primary benefits of virtual coaching are added convenience, service, and support over traditional face-to-face coaching. Virtual Coaching Benefit #1: Accessibility Accessibility is likely one of the most significant benefits associated with virtual coaching, especially for global organizations and times when offices need to close. Technology enables the coach and client to connect, whether in different places within the same building or worldwide. Also, a digital environment improves access to tools supporting goal setting, coaching preparation, and progress tracking. Virtual Coaching Benefit #2: Availability Virtual technology platforms enable the coach to be brought into just-in-time and rapid-response situations or situations like cross-cultural coaching goals. Also, both the coach and client benefit from the flexibility and administrative ease in scheduling. Virtual Coaching Benefit #3: Affordability You have probably heard it said that time is money. Affordability improves through reduced travel and associated time out of the office costs. Although these benefits are very advantageous, the research does not support replacing face-to-face coaching with virtual coaching. In reality, in-person and virtual coaching have pros and cons. What are the top challenges with virtual coaching? It probably goes without needing scientific research to recognize that face-to-face communication is the most effective medium of communication. In reality, many people have some hesitation or even resistance to using virtual coaching. Numerous studies have shown that different mediums of communication have varying degrees of effectiveness in supporting in-the-moment feedback, information sharing, communication cues, emotions, and customization of the message. Although evidence suggests that the challenges with the lack of multiple cues and sharing emotions could be moderated by a skilled virtual coach, it is best to look at each client's situation and needs uniquely rather than a one size fits all strategy. A key is assessing the coaching situation and context to determine the best use for virtual coaching. How to know if you are a good fit for virtual coaching Virtual coaching is not for everyone and is not a fit for every coaching goal. So how do you know if it is a good fit for you? Coaching clients using virtual coaching need to have the competence and confidence to be coached in a digital environment. Research indicates that virtual coaching requires a more significant commitment and accountability from the client. It is also best if you are self-confident with the use of the virtual coaching platform. Your personality plays a role in whether virtual coaching is a good fit. Multiple studies conclude that clients with a higher degree of extroversion have stronger preferences and success with face-to-face coaching versus virtual coaching. Your environment moderates the effectiveness of virtual coaching. Having a location free from distractions, dogs barking, and the temptation of multitasking improves coaching effectiveness. It is important to take an honest assessment of your motivation, desire, confidence, competence, access to technology, and environment to understand if you are a good fit for virtual coaching. Here is a free quiz you can use to help you discover if you are a good fit for virtual coaching. What makes for an excellent virtual coach? Coaching does not have to be face-to-face to be personalized and effective. Evidence suggests that virtual coaching and face-to-face coaching are equally effective when it's a good fit for you and the coach. Here are a few of the attributes you should consider when hiring a virtual coach: Virtual Coach Attribute #1: Qualification A good virtual coach is a trained and qualified coach. Coaching is a skill, and the International Coaching Federation (ICF) is a globally recognized association with evidence-based competency and code of ethics certification requirements. Virtual Coach Attribute #2: Education What the coach knows matters. Evidence suggests that an academic background in a field like psychology enhances executive coaching outcomes such as the client's self-awareness and leadership performance. Virtual Coach Attribute #3: Virtual Technology Competence Just like your fit matters, the technical competence of the coach moderates the effectiveness of virtual coaching. An excellent virtual coach has the ability to: Operate the tools and functions of collaborative technology. Effectively interact to perform a task or solve a problem using technology. Manage and provide support on how to use the technology and interact effectively. Select and organize virtual tools in a way that optimizes interaction and best supports activity management. The ability to dynamically design the environment based on emerging collaborative and cognitive requirements. References: Ahrend, G., Diamond, F., & Webber, P. G. (2010). Virtual coaching: Using technology to boost performance. Chief Learning Officer, 9,44–47. Berry, R. M., Ashby, J. S., Gnilka, P. B., & Matheny, K. B. (2011). A comparison of face-to-face and distance coaching practices: Coaches’ perceptions of the role of working alliance in problem resolution. Consulting Psychology Journal: Practice and Research, 63, 243–253. Charbonneau, M.A (2002). Participant self-perception about the cause of behavior change from a program of executive coaching. Unpublished doctoral dissertation, Alliant International University, Los Angeles, CA. Cornelius, C., Schumann, G., & Boos, M. (2009). Time and goal-management for junior researchers: Evaluation of online coaching. Organisationsberatung, Supervision, Coaching, 16, 54–65. Frazee, R.V. (2008). E-coaching in organizations. A study of features, practices, and determinants of use. Unpublished doctoral dissertation, San Diego University, USA Ghods, N. (2009). Distance coaching: The relationship between coach-client relationship, client satisfaction, and coaching outcomes. Unpublished doctoral dissertation, San Diego University, USA Hamilton, B. A., & Scandura, T. A. (2003). Implications for organizational learning and development in a wired world. Organizational Dynamics, 31 (4), 388–402. Hernez-Broome, G., Boyce, L. A., & Ely, K. (2009). The coaching relationship: A glimpse into the black box of coaching. In L. A. Boyce & G. Hernez-Broome (Chair), The client-coach relationship: Examining a critical component of successful coaching. Symposium conducted at the 24th Annual Conference of the Society for Industrial and Organizational Psychology, New Orleans, LA. Hernez-Broome, G. & Boyce, L.A. (2010). Advancing Executive Coaching : Setting the Course for Successful Leadership Coaching, edited by Gina Hernez-Broome, and Lisa A. Boyce, Center for Creative Leadership. Hubschman, B. G. (1996). The effect of mentoring electronic mail on student achievement and attitudes in a graduate course in education research (Doctoral dissertation, Florida International University, 1996). Dissertation Abstracts International, 57–08A , 3417. Newberry, B. (2001). Raising student social presence in online classes. World Conference on the WWW and Internet Proceedings, Orlando, FL: ED466611, 2–7. Pascal, A., Sass, M., & Gregory, J. B. (2015, January 12). I’m Only Human: The Role of Technology in Coaching. Consulting Psychology Journal: Practice and Research. Advance online publication. Sitkin, S., Sutcliffe, K., & Barrios -Choplin, J. (1992). A dual-capacity model of communication media choice in organizations. Human Communication Research, 18 (4), 563–598. Ting, S., & Hart, E. W. (2004). Formal coaching. In C. D. McCauley & E. Van Velsor (Eds.), The Center for Creative Leadership handbook of leadership development (pp. 116–150), San Francisco: Jossey-Bass. Trevino, L., Lengel R., & Daft R. (1987). Media symbolism, media richness, and media choice in organizations. Communications Research, 14 (5), 553–574. Wang, L., & Wentling, T. L. (2001, February–March). The relationship between distance coaching and the transfer of training. Paper presented at the Academy of Human Resource Development, Tulsa, OK.

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

So, what can leaders do to gain a competitive advantage in a volatile, uncertain, complex, and ambiguous (VUCA) world? Current research suggests there is a significant benefit in focusing on individual and organizational virtues and character traits. In organizations, there is most often a disproportionate focus on the development of leadership behaviors when compared to the development of a leader's character and virtues. Most Human Resources (HR) departments have focused on embedding defined behavioral expectations into talent management processes to reinforce alignment. However, few have given little, if any, thought on the role of leadership character and virtues. Although not often discussed within organizations, character and virtues historically are accepted as having a significant influence on both individual and organizational performance. Ancient philosophers such as Plato, Aristotle, and Marcus Aurelius spent much time discussing virtues. They articulated that character and virtues determine what and how individuals think and apply competence in different situations. "The greatest virtues are those which are most useful to other persons." - Aristotle Why Virtues and Character Counts Many studies demonstrate the proven benefits associated with virtues and character in individuals and organizations. Fred Kiel conducted a study involving 84 CEOs from companies around the US to understand the connection between character and return on assets. They found that leaders rated high on the four-character dimensions of integrity, responsibility, forgiveness, and compassion had a return on assets of nearly five times those rated low. In a large-scale empirical study on the influence of virtues on employee and customer identification, distinctiveness, and satisfaction, Rosa Chun found significant positive correlations with all dimensions. In a study of over 232 firms by Carole Donada and colleagues, they surprisingly discovered that virtues had a more substantial positive significance on organizational performance than organizational management control systems. Pablo Ruiz- Palomino and colleagues conducted a study of 436 employees in the commercial banking and social economy to understand the impact of virtues and ethical culture. They found that virtues in an ethical culture positively influence the person to organization fit, job satisfaction, organizational commitment, and intent to stay. "Nearly all men can stand adversity, but if you want to test a man's character, give him power." -Abraham Lincoln Leadership Virtues and Character Explained Virtue is the English translation of the Greek word for excellence and the Latin word for human. Aristotle considered virtues a habit or disposition to think, act, or feel in the right way that is not deficient or in excess and toward a proper goal. Virtues are a part of an individuals' distinctive character. Gerard Seijts and colleagues established a modern character framework from over 2500 leaders that comprised 11 leadership qualities (see infographic below). When presented with a new or unknown situation, an individual's character will govern the actions taken. The modern reality of ambiguity is that most circumstances an individual will encounter are unexpected. Virtues and character are often considered complex and challenging topics to articulate and measure, contributing to minimizing their inclusion within the workplace. However, validated instruments to measure character and virtues 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. Gerard Seijts and colleagues found in their research that an organization can expect a yearly savings of up to 23% of an executive leader's annual salary when using the assessment for organizational placements. Like with the use of all assessments, an organization needs to consider the cost-benefit analysis. Special consideration needs to be given to the individual's scope of authority because the potential benefit is positively aligned with an increase in the scope of authority. A New Approach to Leadership Development Like competencies and behaviors, character and virtues can be developed and embedded within organizational processes for talent management. Also, like competency development, the development of virtues and character can have a variety of positive consequences for businesses. According to a neo-Aristotelian view of virtue and character development, an individual's development should include knowledge transfer, reasoning, and practice. Character development is primarily developed through role modeling, including feedback and reflection. Feedback is a gift; most people want more feedback on their performance. However, feedback on character gaps is not commonly provided, given the complexity of these types of conversations. Additionally, most leaders spend little to no time reflecting on character experiences because of ethical blind spots. Godfrey Owen, CEO of Brathay Trust, suggested that utilizing 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 experience. Research supports that organizations can incorporate character and virtue development into existing competency-based leadership development programs. It is not required for organizations to create separate leadership courses focused only on character and virtue development. An equal focus needs to be on both character and competence within organizations. To gain a competitive advantage in an uncertain world, leadership needs to move beyond a focus on leadership behaviors to include character and virtues. Given modern realities, no leader considers their business and thinks they do not want to change. Likewise, as leaders, we should expect a need to look at leading others differently, as well. It’s fair to assert that leading the same way and expecting different results is the definition of leadership insanity. Key Points Today's leaders are facing significant challenges amid high degrees of environmental turbulence. Developing leadership behaviors is essential but is not sufficient for today's challenges. Virtues and character provide an answer to meet the unknown challenges of the future. References Chun, R. (2017). Organizational Virtue and performance: An empirical study of customers and employees. Journal of Business Ethics, 146(4), 869-881. Donada, C., Mothe, C., Nogatchewsky, G., and de Campos Ribeiro, G. (2019). The respective effects of virtues and inter-organizational management control systems on relationship quality and performance: Virtues win. Journal of Business Ethics, 154(1), 211-228. Kiel, F. (2015). Return on character: The real reason leaders and their companies win. Boston, Massachusetts: Harvard Business Review Press. Ruiz-Palomino, P., Martínez-Cañas, R., & Fontrodona, J. (2013). Ethical culture and employee outcomes: The mediating role of person-organization fit. Journal of Business Ethics, 116(1), 173-188. Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence. Organizational Dynamics, 46(1), 30-39.

Eating that leftover jelly-filled donut or stopping at Taco Bell for a fourth meal on your way home from a long day at work will have consequences. Sometimes we are aware of how our bad habits impact us because we experience the immediate effect. Other times we have no idea of how our habits are negatively impacting ourselves and others. A habit is a practice or tendency that is hard to give up. We acquire habits through learning based on consequence reinforcement that can be considered either good or bad. Leadership bad habits can sometimes be rewarding, as the taste of a jelly-filled donut, or harmful as weight gained from eating too many donuts. The consequences of bad leadership habits vary and range from minor uncomfortable situations to those with organizational survival impacts. In leadership and life, it is easy to fall into bad habits. One helpful approach to breaking any bad habit is identifying the habit and replacing it with a new healthy habit. The following are my top seven leadership bad habits and some ideas for breaking them. Leadership Bad Habit #1. Using positional power. It is easy to fall into the trap that the only way to gain influence is to leverage positional power. I am the boss, so do as I say. Positional power is not always negative, but it can do great harm to any relationship if abused. Although positional power can prompt immediate action, it reduces others' motivation to give more than what is expected. When abused, it can lead to retaliation and the mindset of "when the cat is away; the mice will play." The result is that you may have people only doing what you direct when you are around. Abusing positional power prevents the realization of the full potential of what can be from motivating others to do more than what is expected. Breaking the habit: Adopt a servant leadership style. Research has shown that a servant leadership style improves workplace productivity, performance, and organizational results and increases discretionary effort. Start using positive reinforcement. Find followers making an approximation of the behaviors you want more of and reinforce them for those behaviors. Leadership Bad Habit #2. Attention deficit. Fostering innovation within an organization is an increasingly important leadership behavior. Identifying worthy ideas requires seeing new patterns in the data. However, in today's fast-paced digital workplace, staying focused can be very challenging as leaders rush from meeting to meeting. Avoiding distractions and focusing is essential to identifying new patterns. Breaking the habit: Keep a journal of problems that you find and ideas that you have. Using a journal helps you manage the negative impacts of rushing and role overload. Reflecting on the issues and innovative ideas written in the journal at a later time helps you recognize patterns and avoid cognitive errors caused by recency bias. Leadership Bad Habit #3. Do as I say, not as I do. Leadership is about influence. As a leader, you set expectations for the organization. Your actions speak louder than your words. When actions do not match what is said, it damages trust. Integrity moderates the degree of confidence in a relationship—the less honesty in the relationship, the less trust. No one wants to follow a leader that is not willing to follow their own advice. Breaking the habit: No radical advice on this one. Ask others to help you become aware of situations where you do not live up to what you ask of others. Leadership Bad Habit #4. Sending an email instead of talking. Written communication is not a substitute for speaking directly with someone. It probably goes without needing scientific research to understand that face-to-face communication is the most effective communication form. Sending emails and texts can be deceptive because you feel like you are communicating; however, a message sent does not mean a message received. When you send an email in place of a face-to-face conversation, you minimize your influence potential and, ultimately, the relationship. Breaking the habit: Prioritize meetings with those you lead. Establish a regular meeting schedule to make space for time to talk face-to-face. If you are unsure where to begin or question if it is possible, I recommend reading about the model presented by Patrick Lencioni in Death by Meeting. Leadership Bad Habit #5. Employee training as "the" solution. Not all issues involving employees require training. Unfortunately, many leaders hold an assumption that any productivity or behavioral problem can be solved with training. It is often perceived as a relatively quick and cheap, easy way to show visible action and document resolution to a problem. Training is a practical solution for knowledge and skills needs. However, training is often not the only or best solution. You can improve employee productivity, job satisfaction, and overall performance by not using training as a blanket solution to every workplace problem. Breaking the habit: Before recommending training, conduct a root cause analysis to understand all the potential contributing factors. Talk with employees to find out what would help them most. Gilbert's behavior engineering model provides an excellent framework for investigating potential causes. Leadership Bad Habit #6. Keeping secret the company strategy. Strategic planning involves strategic thinking, acting, and influencing. Unfortunately, current research reveals that 95% of employees are unaware of or do not understand their organization's strategy. The difference between a realized strategy and a created strategy puts the organization at risk. Also, assuming you have all the answers puts your organization's survival at risk. Breaking the habit: Involve others and practice empathy, energy, humility, and strategic foresight. Listen to employees to understand their needs, motivations, and concerns that any strategy can produce. This will lead to better strategic thinking, acting, and influence. Leadership Bad Habit #7. Nearsighted business focus. Focusing on the near team is easy and immediately rewarding. However, an organization focused only on the immediate is gambling with their future. One of the most significant downfalls of strategic planning is the failure to consider future changes. No one would argue that that the modern workplace is predictable. However, organizations desperately need leaders to adopt an approach to strategic planning that can account for the volatility, uncertainty, and complexity in the marketplace. Breaking the habit: Introduce scenario planning as a decision-making tool to explore and understand the variety of potential issues impacting the organization. Teach employees strategic foresight skills such as the futures wheel. Leadership Bad Habit or Addiction? Bad habits can lead to addictions and can be difficult to break. How is it that we can know something is bad for us and still do it? We know eating that jelly-filled donut is likely not a good idea when we are trying to lose weight. We know telling our followers to do something we are not willing to do is not a good idea. So why do we keep doing it? And how do we stop? Wanting to change is a good start, and learning new skills is a good idea. Anyone who has tried to exercise more, lose weight, or permanently change any long-standing habit knows it can be hard. Likely no one book, training event, or coaching session will produce lasting behavior change. That does not mean these are not helpful or important; it just means they need to be incorporated into a systemic change process. If you are interested in getting help to make a change, we would love to help. References: Abraham, S. (2005). Stretching strategic thinking. Strategy & Leadership, 33(5), 5-12. Chermack, T. (2011). Scenario planning in organizations: How to create, use, and assess scenarios. Berrett-Koehler Publishers, Inc. Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press. Hernez-Broome, G., Boyce, L. A., & Ely, K. (2009). The coaching relationship: A glimpse into the black box of coaching. In L. A. Boyce & G. Hernez-Broome (Chair), The client-coach relationship: Examining a critical component of successful coaching. Symposium conducted at the 24th Annual Conference of the Society for Industrial and Organizational Psychology, New Orleans, LA. 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. Patterson, K. (2003, October 16). Servant-leadership: A theoretical model [PDF]. Regent University School of Leadership Studies Servant-leadership Research Roundtable.

Given the increase in anxiety and division in the world today, the chances for conflict at work have increased. Despite best intentions, sometimes different personalities, heavy workloads, lack of respect, and cultural differences can lead to non-productive conflicts with coworkers or customers. According to a survey by CPP Inc of 5,000 full-time employees in nine countries, 85% of employees deal with conflict at work. This same study found that US workers spend more than 2.5 hours per week in a conflict. The estimated impact of non-productive conflict in America is well over $1.5 billion annually, not to mention the emotional and psychological costs on the workforce. Beyond employee productivity and wellbeing, a study by the Chartered Institute for Personnel and Development of 2195 UK employees found that one in ten cases of conflict results in employee turnover. Of course, it is natural to want to minimize workplace conflict. Still, it is necessary to manage conflict and realize that productive conflict can have many positive outcomes. When you hear the word conflict, do you have mostly positive or negative feelings? Many people tend to have negative feelings associated with the word. However, conflict is not necessarily referring to aggressive confrontations or arguments. Conflict could mean a heated argument or a simple difference of opinion. The distinction lies in the importance of the issue and the amount of energy you put into it. Conflict is not a sign of failure, but when it is avoided or ignored, we make it something worse. Productive conflict is an open exchange of conflicting or differing ideas. Parties feel equally heard, respected, and unafraid to voice dissenting opinions to reach a mutually comfortable resolution. Even though conflict may be uncomfortable, it is productive to have ideas challenged so we can learn and grow. Non-productive conflict is an exchange of conflicting or differing ideas. Parties do not feel equally heard, respected, and afraid to voice dissenting opinions. Non-productive conflict arises when the real issues are not discussed, and attention is placed on trivial matters resulting in the conflict escalating. Productive conflict requires a healthy workplace culture and a strong commitment and dedication from everyone within the workplace. Conflict impacts more than just those that recognize the conflict. It is easy to miss the hidden cost of non-productive conflict in the workforce and the company's performance. Also, it is important to realize that our reactions to conflict can result in either positive or negative consequences. 3 Tips for Avoiding Non-Productive Conflict in the Workplace When it comes to productive conflict, understanding what NOT to do is just as important as understanding what to do. The following are some tips to keep you from mismanaging conflict at work: Don't wait around and do nothing. If a conflict is left unresolved, it will escalate over time with win-lose outcomes. Don't let your bias drive your solution to the issue. We all have biases, and it is essential to reflect on the situation and people involved before moving to solutions. Don't approach workplace conflict without a plan. As the saying goes, if you fail to plan, you plan to fail. Take time to prepare a productive conflict approach, so you are not just reacting without thinking. 3 Tips for Productive Conflict in the Workplace As we mentioned earlier, successfully creating productive conflict requires a healthy workplace culture and the dedication and commitment of the workforce. Invest the energy when times are tough. Avoiding conflict also takes time and energy. Avoiding conflict will only make matters worse for you, those involved, and the impact on your company. Commit and act. Like rapids in a river, there will be a time of conflict and calm. Both are natural and healthy for every workplace. The following are three tips for what you should do: Have a plan for how you are going to approach conflict in your workplace. Your plan should include answers to what, when, where, how, and why specific to the situation and those involved. Provide training for your leaders and employees on how to deal with workplace conflict. Training on creating productive conflict and communication should go beyond initial onboarding training for new employees. Be sure that everyone takes ownership in resolving non-productive workplace conflict. Create a culture of accountability for productive conflict that starts with your leadership. As Gandhi said, "be the change you wish to see in the world." How to Develop Your Productive Conflict Skills One of my favorite tools for assessing an individual's expectations and desires in conflict situations is the Thomas-Killman Conflict Mode Instrument (TKI). It is quick to complete and easy to understand for teams and individuals at any organizational level. The instrument describes behavior along the axes of assertiveness to satisfy personal concerns and cooperativeness to meet the other person's concerns. Using the TKI helps team members get to know each other and identify potential challenges and strategies to manage conflict constructively before a conflict arises. The TKI model describes five types of conflict and the methods for successfully managing conflict: (1) competing, (2) collaborating, (3) compromising, (4) avoiding, and (5) accommodating. Note: Conflict model adapted from Thomas (1992). Remember that disagreements do not have to be divisive and what you choose to do or not do will largely determine if you achieve productive conflict. Key Points Productive conflict competence is a must, and it contributes to organizational effectiveness. A non-productive conflict will likely escalate if not managed, and the time to intervene is when the conflict arises. While non-productive conflict can have negative consequences, productive conflict is a force for positive change and more inclusive workplaces when managed successfully. References: Chartered Institute for Personnel and Development. (2015). Getting under the skin of workplace conflict: Tracing the experiences of employees. Hayes, J. (2008). Workplace conflict and how businesses can harness it to thrive. CPP Global Human Capital Report. SHRM. (2021). Managing workplace conflict. Toolkits. Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.

The reality of a hybrid workforce with geographically dispersed employees is not going away. The modern hybrid workplace includes a combination of time spent in the office and working remotely. The pandemic has touched every part of our lives and has dramatically changed the way people work and the workplace. Even though many of us crave the return of in-person social connections in the office, many of us have become accustomed to the flexibility that comes with a work-from-home environment. Returning to old office routines seems less likely for many organizations. According to a McKinsey & Company global survey across nine countries, it is estimated that based on an analysis of the work, up to 20 percent of an organization's workforce could work remotely three to five days a week. Combined with the allure of shorter commutes and increased time with family, this research points to a workforce looking for something different. A study of 2300 employees across ten industries and from a wide range of seniority levels, roles, and ages in the U.S. found that 52 percent surveyed prefer a hybrid workplace. Leading by example is essential to effective leadership, and a do as I say, not as I do approach doesn't work, but how can a leader effectively lead by example in a hybrid workforce environment? Would you follow you? Why leading by example is powerful? Those already in leadership and those currently aspiring to lead can benefit by understanding how to model the way. The behaviors of leaders trigger behaviors in followers. A peer-reviewed study of culturally diverse leaders working across different organizations found that modeling the behaviors leaders want from followers significantly impacts the behaviors of followers. Influential leaders align their actions with their values. Modeling the way is all about going first and setting a daily example of commitment. Leading by example begins with clarifying your values and then letting your values guide your actions. Consider the question, would you follow you? We prefer to follow leaders who listen actively, help us succeed, and demonstrate compassion. Understanding your values and aligning your behaviors While leadership behaviors prescribe what a leader should do, a leader's values will influence what a leader will do. Good leadership involves a combination of competence, character, and commitment to challenging work. Values and character are often not discussed within human resource development departments. However, for many years they have been perceived to be foundational to good leadership. Values do not need to be considered subjective and can be measured. To understand your values better, the VIA Character Strength Survey is a valuable tool for defining a leader's values. The free VIA Character Strength Survey provides insights into your 24-character strengths in rank order. Character strengths are values in action or positive traits for thinking, feeling, and behaving that benefit the leader and others. The VIA has been completed by over 15 million people globally, and all of the scales have satisfactory reliability (> 0.70 alphas). Combining the understanding of your values with a 360-degree assessment and coaching feedback can improve self-awareness and increase leadership effectiveness. A study of 1,035 middle managers revealed that leaders could avoid derailing by developing self-awareness and leadership competencies. Implementing a leadership 360 assessment process promotes becoming more situationally aware of a leader's behaviors and the perceptions others have about the leader's behavior. 360-degree leadership assessment has been around for over 25 years. While 360-degree feedback effectively improves leadership skills across all cultures, it is most effective in cultures with low power distance and individualistic values such as Germany, the Netherlands, the United Kingdom, and the United States. 360-degree assessment refers to an organizational chart view from where the rater feedback originates concerning the leader being assessed. Confidentiality is a foundational aspect of 360-degree leadership feedback. Responses are anonymously collected and grouped by the rater's association with the leader. The feedback collected is aligned to measure the degree of the leader's performance on each behavior and group perception. At the organizational talent level, the 360-degree assessment provides input into the team and organizational performance and corporate culture. Modeling the way with virtual employees The virtual workplace requires enhanced communication to overcome the real challenges of geographical distance. It is easier to be mindful in a conventional meeting than when you are meeting remotely. Leaders need to focus on being present and leading with purpose when interacting with remote employees. In my experience, it is easier for people to become distracted in a work-from-home environment. Cats, Amazon deliveries, and customers at the coffee shop can easily distract employees working remotely. Also, numerous research studies have shown that different communication mediums have varying degrees of effectiveness with supporting in-the-moment feedback, information sharing, communication cues, conveying emotions, and customizing the message. The following are a few tips to help you model the way with a hybrid workforce: Visualize. Being mindful and leading with purpose begins with visualizing yourself leading the way you want to lead. When meeting in the office, it is easy to focus on being present and purposeful. During virtual meetings, visualize yourself in the other person's physical presence. Minimize distractions. Be aware that multitasking can be disastrous. Try to eliminate your distractions when meeting with others virtually. Turn off devices not being used during the meeting and, at a minimum, turn off notifications. Find a quiet place in a controlled environment to conduct your meetings. Take notes. Try using a journal to jot down a summary of what is being said during meetings. This will help prevent your mind from wandering during the conversation and focus on understanding. Listen empathetically. Because we are less aware of social cues in a virtual meeting, it is helpful to track how much time you are talking versus listening. Try to identify the emotions behind what others are saying and check for understanding. Select a strength. Leverage your understanding of your values and choose one that you would like to understand better and develop. Ahead of the meeting, give thought to ways you can express the character strength with others. Then give it a try and track how it goes. Avoid distance bias. Unconsciously favoring in-office employees can create unintended consequences for individual employees, teams, and the whole organization. Check out this article for further reading on treating remote employees fairly in a hybrid workplace. What's the real challenge you face with leading by example in a hybrid workplace? If you have organizational or leadership development needs you cannot solve independently, we're ready to partner with you to craft a solution specific to your organization's context and challenges. Getting started is as easy as visiting www.organizationaltalent.com or contacting us via email info@organizationaltalent.com. References: Anderson, R. & Adams, W. (2016). Mastering leadership: An integrated framework for breakthrough performance and extraordinary business results. John Wiley & Sons, Inc. Conley, R. (2020). 12 new habits for leading in a virtual environment. The Ken Blanchard Companies. Ergeneli, A., Gohar, R., & Temirbekova, Z. (2007). Transformational leadership: Its relationship to culture value dimensions. International Journal of Intercultural Relations, 31(6): 703-724. Hernez-Broome, G. & Boyce, L.A. (2010). Advancing Executive Coaching: Setting the Course for Successful Leadership Coaching, edited by Gina Hernez-Broome, and Lisa A. Boyce, Center for Creative Leadership. Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (Fourth ed.). Jossey-Bass. Lund, S., Manyika, J., Madgavkar, A. & Smit, S. (2020). What's next for remote work. An analysis of 2,000 tasks, 800 jobs, and nine countries. McKinsey Global Institute. Malakyan, P.G. (2014). Followership in leadership studies: A case of leader-follower trade approach. Journal of Leadership Studies, 7(4): 6-22. Newberry, B. (2001). Raising student social presence in online classes. World Conference on the WWW and Internet Proceedings, Orlando, FL: ED466611, 2–7. Sitkin, S., Sutcliffe, K., & Barrios -Choplin, J. (1992). A dual-capacity model of communication media choice in organizations. Human Communication Research, 18 (4), 563–598. Thach, E. C. (2002). The impact of executive coaching and 360 feedback on leadership effectiveness. Leadership & Organization Development Journal, 23(4), 205-214. Trevino, L., Lengel R., & Daft R. (1987). Media symbolism, media richness, and media choice in organizations. Communications Research, 14 (5), 553–574. VIA Institute on Character (2021). Character strengths survey.

Caught between the pressure of urgent and important work demands, delegating is often one leadership approach to get cut. Yet one of the top five reasons high potential employees leave their current employer is for an exciting career development opportunity. What if effectively delegating is the very thing executive leaders need to master now more than ever to win in the marketplace? Effective executive leadership involves effective delegation. Executive leaders that maximize their purpose approach delegating with intention and a win-win mindset. Carefully considering the task, situation, employee capacity and capability, communication, and leadership support are essential to delegating, so that sticks. What Delegation Is and Is Not One of the more complex and essential things for a leader to do is go from doing to leading. Giving up authority and responsibility can seem counterintuitive to leadership. Effectively delegating increases work-related discretion and the authority for an employee to make decisions without consulting with you for pre-approval. Effective delegation is a dynamic two-way process that involves the transfer of responsibility and authority from the leader to a willing delegate. Effective delegation is not assigning a task or decision to an unwilling employee. Giving a direct report the responsibility without the authority does not work. Not having the authority to act results in wasted time and frustration for both you and the employee. Why Delegating is Important Research has found that effective delegation improves job satisfaction, responsibility, performance, intrinsic motivation, confidence, and career development. It is thought that delegation signals trust and support from the leader to the delegate, resulting in increased follower effort and performance. Additionally, effective delegation improves the employee perception of the leader's performance. If you want to do a few small things right, do them yourself. If you want to do great things and make an impact, learn to delegate. – John C. Maxwell Organizational Culture and Relationships Matter Research has demonstrated that your relationship quality with the employee and the organization's culture moderate the effectiveness of delegating. High levels of trust in high-quality leader-follower relationships enhance the positive outcomes of delegating. Likewise, if your relationship is weak with the delegate, the outcome is at risk. Hierarchical organization structures typically found in high-power distance cultures limit the positive effects of delegation on performance. High power distance relates to the lack of balance in power between the leader and follower. In traditional high power distance national cultures found in countries such as China or Japan, the leader has a much higher degree of power than the employee. 5 Steps to Delegating Effectively Effective delegation can be challenging. Spending a little time and effort upfront to consider the task, situation, employee, communication, and leadership support is crucial to delegate effectively. Use the following five-step checklist to improve your delegating skills. Step 1. Consider and decide if you should delegate. Delegating during crises with critical benefits or harm to the organization is not appropriate. Determine if delegating will help you use your time better or potentially develop others for succession or similar future work. Circumstances with tight timelines with severe or long-term consequences do not allow for mistakes or coaching for development. Step 2. Decide to whom you will delegate the decision or task. Consider if they have the experience, knowledge, skills, tools, resources, and willingness needed to succeed. Delegating to an employee that is overloaded can lead to costly mistakes. When using delegation for development, consider how to best support the delegate's development. Step 3. Clearly communicate what you are delegating, timelines, outcome expectations, and why you are delegating. Write it down and discuss it with the delegate to make sure they accept. Clarify if you will keep some of the elements of the task or decision yourself. Explain the reasons for why you are delegating and why you chose them. Discuss the tools and resources available and as appropriate development coaching. Step 4. Communicate with others. Decide what critical relationships are involved in this work and make sure they know what and to whom you have delegated the task or decision. Step 5. Provide feedback, incentives, and consequences. Monitor performance and provide corrective and appreciative input along the way, so the delegate knows how they are doing. Then evaluate their performance and let them know how they did. Doing a task for the first time and not knowing how you are doing is frustrating. Key Summary Points: Executive leaders that maximize their purpose approach delegating with intention and a win-win mindset. Giving a direct report the responsibility without the authority does not work. Effective delegation improves job satisfaction, responsibility, performance, intrinsic motivation, confidence, and career development. High levels of trust in high-quality leader-follower relationships enhance the positive outcomes of delegating. Hierarchical organization structures typically found in high-power distance cultures limit the positive effects of delegation on performance. Spending a little time and effort upfront to consider the task, situation, employee, communication, and leadership support is crucial to delegate effectively. If you want to architect a positive culture or need an executive coach, we're ready to partner with you to craft a solution specific to your organization's context and challenges. Getting started is as easy as visiting www.organizationaltalent.com or contacting us via email info@organizationaltalent.com. Organizational Talent Consulting utilizes proven, simple, and transformational personal and organizational development solutions to help our clients learn, change, and apply tools in ways that benefit their unique needs and corporate culture. References: Chevrier, S., & Viegas-Pires, M. (2013). Delegating effectively across cultures. Journal of World Business: JWB, 48(3), 431-439. https://doi.org/10.1016/j.jwb.2012.07.026 Drescher, G. (2017). Delegation outcomes: Perceptions of leaders and followers’ satisfaction. Journal of Managerial Psychology, 32(1), 2-15. Joiner, T. A., & Leveson, L. (2015). Effective delegation among hong kong Chinese male managers: The mediating effects of LMX. Leadership & Organization Development Journal, 36(6), 728-743. Yukl, G. and Fu, P. (1999), “Determinants of delegation and consultation by managers”, Journal of Organizational Behaviour, Vol. 20 No. 2, pp. 219-232.

Many leaders believe that their team's performance is tied to their personal and professional success, but few actually are bringing out the best in their employees on a daily basis. Too often, leaders treat employees like light bulbs. When they aren't working well leaders look to replace them. In today's volatile and complex employee-driven marketplace, a failure to maximize employee performance is a costly mistake. Perhaps you've set out to improve employee performance but then quickly got absorbed into other tasks. Or maybe you've attempted to start being more consistent with reinforcing employee performance, but now your employees are working remotely, and you have lost momentum. If so, you are not alone. Without the right tools, maximizing employee performance is one of the more problematic habits to establish. Your workplace is perfectly designed to get the results you are achieving. Performance reinforcement can be daunting for leaders, from not having the time to feeling lost about where to begin. But you can change that. There is a tremendous value that comes from getting intentional about reinforcing employee performance. It doesn't have to be a complicated performance management process that involves a form from human resources. Tips and Tools to Improve Employee Performance The following tips and tools will get you started down the right path. 1. Understanding employee performance. You don't need to have to be a subject matter expert in performance management. Still, you need to understand the basics and realize that there is a science to employee performance. The ABC model, also known as the three-contingency performance management model, provides a foundational understanding of performance. The "A" standards for those things that prompt desired behavior (antecedents). You probably guessed the "B" stands for the desired behavior. The "C" stands for consequences that have the most significant impact on an employee's performance. Consequences can be positive or negative as experienced by the employee. Consequences that the employee experiences after (within a few seconds of performing) or during the behavior have the greatest impact on the employee's behavior. 2. Get to know your employees. Here is a not-so-shocking revelation. Employees are not all the same. What one employee chooses to do with their time and money outside of work is likely different from how another spends their time and money. Get curious about what your employees find motivating. Although motivators are not always good reinforcers, it is helpful to understand. You may find it helpful to create a reinforcement survey for your team or incorporate some intentional time with your direct reports to learn about their life outside of work. 3. Analyze the consequences of the work. Don't assume what is positive or negative to you is positive or negative to your employees. Pick a behavior you need to improve. Find out what prompts exist already for the desired behavior as well as the consequences your employees experience when performing the desired behavior. If you are wondering why an employee would do something that appears to have negative consequences, there are likely positive, certain, and immediate consequences associated with the undesired behavior. I call this the jelly donut effect. Jelly donuts are not helpful for improving weight loss and cholesterol. However, they taste great, and that is one positive immediate certain reason people who need to lose weight and control their cholesterol choose to eat jelly donuts. The following video from The Big Bang Theory is a more light-hearted look at the role of positive and negative consequences and their influence on behavior. 4. Observe, learn, and adjust. When possible, observe and eliminate or modify the negative, immediate, certain consequences associated with the desired behavior. If employees that prefer warmth have to work in a freezer, you can provide warming jackets to reduce the negative of the cold. If you have employees that like to watch Friends reruns, you can surprise them by giving them a year of episodes when they perform the desired behavior. After you attempt to reinforce the behavior, observe if performance improves for the desired behavior. If not, learn and adjust. Positive and negative consequences sit on separate sides of a scale. When you apply enough consequences one way or the other, you will see a change in performance. As you get intentional with applying reinforcement to improve employee performance, keep in mind the following three rules: It’s best to apply positive reinforcement for the desired behavior than negative reinforcement for the undesired behaviors in most situations. Reinforcement is not about what you would want but what others would want. Adults prefer variety, and it is essential to provide variety with reinforcement. Over time even those things we love can lose their value/desire. For many leaders, improving team performance can be challenging and complicated. But it doesn't have to be. By incorporating these tips, you can learn to look at performance improvement as an experiment that can take as little as a few minutes each day. Applying some structure can help you gain the most traction with the least effort when you are pulled in multiple directions and have numerous meetings. The benefits you will reap are both personal and professional as you help others grow and succeed. Which tip do you need to work on now? Do you have an employee performance challenge you are unable to solve on your own? If you are interested in learning more about this topic I would recommend you read Bringing Out The Best In People by Aubrey Daniels. If you are looking for executive coaching or need organizational performance consulting, we're ready to partner with you to craft a solution specific to your organization's context and challenges. Getting started is as easy as visiting www.organizationaltalent.com or contacting us via email info@organizationaltalent.com. Organizational Talent Consulting utilizes proven, simple, and transformational personal and organizational development solutions to help our clients learn, change, and apply tools in ways that benefit their unique needs and corporate culture. References: Daniels, A. C., & Daniels, J. E. (2006). Performance management: Changing behavior that drives organizational effectiveness. Atlanta, Ga: Performance Management Publications.

In today's fast-paced digital economy, it is easy to find yourself always connected and always at work. Additionally, the recent pandemic lockdowns have led to increased workdays, according to a study published by the National Bureau of Economic Relations. The global survey of 3.1 million people in more than 21,000 businesses found that the workday length has increased recently by 8% or about 48.5 minutes. Like me, you have likely experienced moments when you have realized that spending more time working will not lead to better results. In economics, this is described as the principle of diminishing returns. In any production system, there is a point when increasing the quantity of your input while keeping all other inputs constant yields progressively smaller results. The fallacy of thinking that many of us find ourselves in is that when work demands increase, we have to work harder and longer to achieve improved results. In reality, we are less efficient, make more mistakes, and are less engaged when we do not get any downtime to recharge. Is there another way? If so, how can we shift our thinking and prevent overwork? Shifting Our Thinking Overwork's well-researched impacts include emotional exhaustion, stress, burnout, and sometimes Karoshi (Japanese for death from overwork). This list likely doesn't surprise you because you have already experienced some of these effects or know someone that has. There is simply no easy answer for how to shift our own thinking about working longer. However, the following are a few strategies worth trying: Reflection: Make time to reflect daily. Ask yourself, is it true? Do you need to work longer or smarter? Your mind is a muscle and shifting your thinking can begin by putting 10-minutes into your calendar each day for a time to reflect. Trusted Advisors: Recruit a personal board of trusted advisors made up of experts in your work area, strong supporters of you, thoughtful critics of your ideas, and networkers. These individuals will be able to provide perspective and insights based on their skills and backgrounds. They can help cultivate new perspectives on challenges you are facing. Life was not to be spent alone and it is helpful to get outside input. Hire an Executive Coach: We all experience the effect of not seeing the forest because of the trees. A coach provides a unique perspective gained by coming alongside you, partnering in a thought-provoking and creative process that inspires you to maximize your personal and professional potential. Investing in ourselves or as Covey explained in his seventh habit "sharpening the saw" is to preserve the greatest resource we have. When working on your mindset it is essential to keep the focus on continued progress, versus perfection. Take a Break Although taking short breaks may not have the same benefit as an extended vacation, the reality is that shorter "within-day" breaks can lead to significant benefits. In a recent study on the role of breaks, researchers discovered that individuals who took breaks to do something they enjoyed experienced increased energy, better health, job satisfaction, improved performance, and reduced burnout rates. The research concluded that having a choice on what to do during the break and the predictability of the break schedule are significant factors in moderating the associated benefits. Here are five tips for incorporating breaks into your day: Take a break with someone else, accountability helps when starting a new behavior. Plan to take short breaks throughout your day and place the time into your calendar. Shorter work periods help to eliminate distractions and increase concentration. One approach is to work for 25 minutes, take a short 5-minute break then after four repetitions, take a 30-minute break. Another approach is to work for 52 minutes, then break for 17 minutes throughout the day. Use your breaks to do something you enjoy; you are more likely to commit to doing something you find fun. Keep track of how the breaks make you feel, positive consequences influence future behaviors. Use wearable devices to prompt you to take a break. While your entrepreneurial mindset may be telling you to keep pushing, in reality going slower in the short run can lead to significant gains psychologically and physiologically in the long run. If you are considering an executive coach, we can partner with you to develop the right thinking. Contact us to schedule to begin your journey. References: Covey, S. R. (1989). The seven habits of highly effective people: Restoring the character ethic. Simon and Schuster. DeFilippis, E., Impink, M., Singell, M., Polzer, J. & Sadun, R. (2020). Collaborating during Coronavirus: The impact of COVID-19 on the nature of work. National Bureau of Economic Research. https://www.nber.org/papers/w27612 Hunter, E. M., & Wu, C. (2016). Give me a better break: Choosing workday break activities to maximize resource recovery. Journal of Applied Psychology, 101(2), 302–311. Randolph, S. A. (2016). The Importance of Employee Breaks. Workplace Health & Safety, 64(7), 344–344. Sugumar Mariappanadar & Ina Aust (2017) The Dark Side of Overwork: An Empirical Evidence of Social Harm of Work from a Sustainable HRM Perspective, International Studies of Management & Organization, 47:4, 372-387 Zhu, Z., Kuykendall, L., & Zhang, X. (2019). The impact of within‐day work breaks on daily recovery processes: An event‐based pre‐/post‐experience sampling study. Journal of Occupational and Organizational Psychology, 92(1), 191-211.

Evidence-based trends indicate that trust in leadership is declining. Two commonly underdeveloped leadership skills are the ability to have uncomfortable conversations and conversations that explore "what if" scenarios. Both of these skills are crucial to building trust. Leadership is accomplished through relationships, and distrust does not have to be considered the end of a relationship. The challenge of shifting a relationship from distrust to trust is the opportunity to make a difference. Consider the following example. It is a high stakes meeting where the decisions being considered will determine the future of the company's survival. People are suggesting innovative ideas that are challenging other teams' structures and budgets. Some people begin getting angry at each other, rarely are the new ideas building on the others. Some of your peers in the meeting are retreating to silence amid the chaos. Everyone wants to help the business survive, and under the pressure of time, ideas are thought of and shared out loud. At that moment, you have and share an idea that could change the company's direction; however, one person in the meeting begins critiquing your concept. No one supports your opinion verbally, and you immediately feel a wave of emotion go over you. You begin to feel self-conscious and betrayed. Sound familiar? Unfortunately, this is not an uncommon situation. Chemical Reactions to Trust and Distrust In the above example, when we feel fear and distrust, cortisol, catecholamine, testosterone, and norepinephrine levels in our blood increase within 0.07 seconds. This chemical reaction triggers the wave of emotion, producing stress and fight or flight, limiting creative thinking, and increasing aggression. In different conversations, when we feel a sense of trust, oxytocin levels increase in our body, which leads to feelings of well-being. These different chemical reactions influence thoughts and feelings, which shape beliefs and ultimately drive behaviors and actions in conversations (see Figure 1). How to Build and Restore Trust If leadership conversations first take place at a chemical level, is it possible to shift our perspective? Is it possible to restore trust in relationships where there is distrust? "Distrust is not the absence of trust" (Glaser, 2014). Ironically, the most robust trust occurs when we can disagree and leave the conversation without negative feelings. A common theme in the research on building and restoring trust is to be transparent in your discussions. The goal is to create safety by being open and candid to demonstrate caring and respect. This intimacy requires being personal and the willingness to have an uncomfortable conversation. Next, focus on building a relationship with the other person. As a leader, this requires you to step back and discuss what works for others and you. Creating a shared idea of success is the goal. The "your way or the highway" leadership style does not work to build or restore trust in relationships. It is essential to understand both the context and perspectives of others and emphasize the other person. Lastly, do not judge too quickly. Learn to test assumptions and try to see the world as the other person does. The following acrostic, created by Glaser (2014), provides a helpful way to remember how to build and restore trust: T – Transparency R – Relationship U – Understanding S – Shared Success T – Testing Assumptions Research supports that we create stories about people as being adversaries or friends. When we repeatedly label someone as distrustful or an adversary, we will shift from not only experiencing pain from the relationship with that person, but we tend to seek out revenge. Moving from distrust to trust provides many personal and organizational benefits, such as increasing information exchange, resulting in improved leadership effectiveness and efficiency. If you have questions on trust or getting started with individual and corporate development, we would like to help (contact us). Also, you might enjoy reading about Leadership Skills at Full Speed and Sodexo. References: Covey, S. R. (2006). The speed of trust: The one thing that changes everything. New York: Free Press. Glaser, J. (2014). Conversational Intelligence: How great leaders build trust and get extraordinary results. New York: Bibliomotion, Inc. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. New York: Free Press. Upcoming Webinar Series We know you are going to love these complementary leadership and professional development events! Organizational Talent Consulting’s webinar content is developed to help leaders meet today's complex workforce and digital challenges. Our free live webinars deliver superior leadership development based on the latest research with no travel costs. Participants interact directly in question-and-answer discussions with subject matter experts and authors on crucial topics to enhance expertise. Webinars are recorded and shared with participants for convenient on-demand access after the live event. Topics include leadership, strategic planning, coaching, change management, and more (register and learn more).

Most leaders want more out of life and work. Leadership expert Simon Sinek describes working hard for something we don't care about stress and working hard for something we love passion. In his poem, The Voiceless, Oliver Wendell Holmes concluded that many of us will go to our graves with our music still inside and unplayed. Before you can unlock a better future, you have to know what it looks like. Taking an "I will know it when I see it" approach will not help you get in front of the busyness of life as a leader or persevere when life throws you a curveball. Why Knowing Your Purpose Matters Evidence suggests that the positive psychological effects of knowing your purpose include professional success, well-being, reduced stress, and physical benefits such as longevity. A research study of over 40,000 adults found that both men and women with a clarity of purpose had a decreased risk for death from external causes. Once you understand where you are going, you are better positioned to know when to say no and when to say yes. The clarity that knowing your purpose creates is a competitive advantage for individuals and organizations. Purpose leads to personal engagement, which energizes the leader and their team amid complexity and volatility. 2 Powerful Questions for A Better Future Simply living day to day without a vision for the future is not a great approach if you want to make the most of your life. Success and significance are not accidents and will require being deliberate and persevering. Ask yourself the following two powerful questions: What do I want to be remembered for in life and at work? Starting with the end in mind goes far beyond knowing what you love or desire. This question requires considering why and what outcome you want from your personal and professional investment of time and energy. To answer this question, you have to factor in the impact you will have on others, what you stand for, and how you want to show up daily. What does personal and professional success look like this year and over the next five years? We are bombarded with images of what success should look like. Images such as vacationing at a luxurious resort, buying a dream house, or driving a new car are images likely floating around your mind when you think about success. Also, our answers to this question are influenced by our culture and upbringing. When thinking about the answer to this question consider the following types of success: material, emotional, intellectual, spiritual, physical, commercial, organizational, environmental, time, and team. The following answers come from recent interviews I conducted for my new book, "Breaking 10 Leadership Bad Habits." I spoke with successful high-potential directors, executives, and businesses owners to understand how they measure success and significance. Hopefully, their responses will inspire you to consider these questions: being able to chart my course faith family financial and business metrics employee engagement joy of living If you want to unlock a better future, now it is your turn to answer the questions and the following steps can help you get started. Finding Your Purpose A serious threat to achieving success and significance is not being deliberate. Use these steps to get the most out of these two powerful questions. Schedule some time in your calendar to reflect for ten minutes on each question. Discovering your answers can be challenging in a world full of suggestions for what success and significance should be. Ask yourself each question and journal what comes to mind. Don't filter. Just write it down. Journaling is often an underutilized tool. It is simply not enough to reflect. To gain traction, you need to be able to come back at a later time and reflect on your answers. If you aren't in the habit of journaling, you may like the structure and ease of the Day One app. Find a few people that know you well, that you trust, and will be encouraging of your exploration. Ask them how they would answer the questions for you. Consider hiring an executive coach. Some leaders become anxious with introspection. An effective executive coach will challenge assumptions and views and encourage, stretch, and challenge you. Coaching is a thought-provoking and creative process that inspires clients to maximize their personal and professional potential. Finding an individual leadership purpose can be challenging in a world full of powerful and influential advice about what is success and significance. Reflect on what you heard. Consider themes rather than specific points shared and, as needed, edit or delete points you journaled. Likely your answers to these four powerful questions will evolve. Yearly, repeating these steps will help keep you moving in the best direction. Are you feeling stalled in your current role? Have you faced challenges without the success you had hoped for? Do you want to switch careers? Are you unsure how to focus on your personal development? Do you want to live your best life? If you said yes to any of these questions, you might want to hire an executive coach to help. Let's talk about how we can help you achieve your goals with transformational executive coaching and organizational solutions that work. References: Hollensbe, E., Wookey, C., Hickey, L., & George, G. (2014). Organizations with purpose. Academy of Management Journal, 57(5), 1227-1234. https://doi.org/10.5465/amj.2014.4005 Holmes, O. (1891). The autocrat of the breakfast table: Every man his own Boswell. Mifflin Schippers, M., & Ziegler, N. (2019). Life crafting as a way to find purpose and meaning in life. Frontiers in Psychology, 10, 2778-2778. Sinek, S. [@simonsinek]. (2012, Feb. 28). Working hard for something we don't care about is called stress; working hard for something we love is called passion. Twitter.