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

I wish I had more balance in my life. Sound familiar? Many leaders I speak with have tossed in the towel on managing work-life boundaries. However, the evidence is clear that poorly managed boundary expectations contribute to increased stress, an absence of joy, and broken relationships. Finding focus in today's distraction economy isn't just about where or when you work best but understanding how. Successful leaders know how they work best and consider the different needs of their team. This is not one time to follow the golden rule and treat your team as you would want to be treated. Managing work-life boundaries helps you and your team perform better and reduces feelings of busyness. Here are the four fundamental work-life boundary styles, a quiz to help you find your preferred style, and eight tips toward instantly improving your boundary management. Discover your preferred work-life boundary management style The following short survey can help you become more aware of your boundary management style. The survey measures how you perceive boundary control, manage interruptions, balance personal and professional, technology dependence, and time for yourself. Why it's time to establish better work-life boundary habits Healthy leader-follower relationships are based on trust and respect. Don't assume you know your team's boundary management styles. It is best to apply the platinum rule regarding work-life boundary management. Do unto others as they would want to be done. The following are some tips you can use with your team: Demonstrate respect by getting to know your team's boundary management styles. You may want your team to read this blog and use it as a topic for discussion in your next team meeting or one-to-one. Engage your team in a conversation about the organizational culture and their work-life boundary management style. Where is there alignment, and where are there opportunities to be better? Evidence from multiple studies reveals that blurred boundaries negatively impact the well-being of leaders and employees. When leaders fail to schedule priorities and expectations successfully, it often results in feelings of regret or distress. How leaders and employees manage boundaries has consequences on job satisfaction, organizational commitment, and business results. Leaders, followers, organizations, and communities benefit from healthy work-life boundary management habits. Personal Example: Early in my career, I had an opportunity to include my family in a Leadership 360 survey as part of a leadership development program I was taking through my work. My first reaction was to question the value I could get from an online survey about my work performance that involved my family. I knew my family loved me and felt we had open communication. I also debated sending it to my son, given his young age. However, wanting more feedback , I decided to go ahead and send my family the survey. Surprisingly, I learned about hidden strengths and blind spots important to my family . One survey comment I remember from my son was that his dad was always on his mobile device. Yes, it hurt to read that I had a blind spot about dropping the ball on a critical relationship. My first private response as I read the comment was defensive and to challenge the comment. The reality at the time was that my work responsibilities had expanded significantly. I went from site leadership responsibilities to having a team across multiple regions. Also, my young family was growing older and wanted more time from their dad. I failed to consider the impact of growing needs at home and the growing needs at work. Thankfully, my lack of boundary management awareness didn't cost me a relationship, and I could course-correct. I learned an important lesson. Just because you are not hearing concerns or seeing the negative impacts of mismanaging work-life boundaries doesn't mean everything is OK. 4 Boundary management styles Does work-life separation or integration lead to achieving balance? The answer is that it varies by individual. The better you understand your preferred boundary management style and the style of others, the better you can manage personal work-life boundaries and adapt your leadership to the needs of your team. There are four main work-life boundary styles: Integrators make themselves constantly available to work and life needs. Integrators enjoy the freedom of blending their work life and non-work life. They move back and forth between the two as needed. Taking a work call after dinner is OK for an integrator if they can also run an errand during work hours. Cyclers bounce back and forth between periods of solid separation and times of full integration. Separators divide their time and attention between either work or life needs. They set a hard line between personal and professional roles. When they are off the clock, they are done with work. They don't do well with after-work hours work and emails or calls. Hybrid role-first styles have a defined work- or life-first identity, allowing one identity to trump the other. This style can be integrators, cyclers, or separators with a specific hybrid. If you are a work-first hybrid, you will shift work hours or move family events to accommodate work. 8 Tips to better work-life boundary management Generally, individuals with low scores for boundary control are focused on life or work priorities rather than life and work priorities, and either success or significance is sacrificed. If you received a low score on the Work-Life Boundary Management Checker, taking the following suggestions could improve your low boundary control scores: Use separate devices for work and non-work activities. Turn off alerts from devices during periods. Use the Do Not Disturb option on your IOS device to silence notifications. Restrict access to work and non-work social media access at different times. Use physical space to create separation between activities. Many of us work from home, at least part of the time. To help keep work at work, use a separate location for work to the greatest extent possible. Block time in your calendar for work and non-work priorities Add time buffers to your calendar to create a transition between work and non-work activities. A commute builds a natural buffer. Create a regular check-in with an accountability partner for support, feedback, and encouragement. Hire an executive coach . Given that the ultimate goal of coaching is personal change, the process uses essential questions and client-centered critical thinking to invoke self-awareness and individual responsibility with work-life boundaries. Conclusion: Managing Work-Life Boundaries Taking a work-life separation or integration approach is not always the answer. However, not committing to managing personal and professional expectations leads to increased stress, feelings of busyness, a lack of joy, and broken relationships. Effective leaders manage personal work-life boundaries and lead in alignment with their team's needs. Let's discuss how our transformational executive coaching and organizational consulting solutions can help you achieve your goals. References: Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Foucreault, A., Ollier-Malaterre, A., & Ménard, J. (2018). Organizational culture and work-life integration: A barrier to employees' respite? International Journal of Human Resource Management, 29(16), 2378-2398. Kossek, E. E. (2016). Managing work-life boundaries in the digital age. Organizational Dynamics, 45(3), 258-270.

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.

Can a simple act of kindness from a leader transform workplace culture and drive exceptional performance? I had just started a new position in Nebraska. We left family back in Illinois, and a significant snowstorm was approaching. It dumped almost a foot of fresh snow on our house while I was out of town for work. My wife was stranded at home with a new baby, a three-year-old, and a dog. Without me knowing, my leader called my wife to offer to go to the store and pick up groceries in his truck. Although this took place over twenty years ago, I still get emotional thinking about this act of love by my leader. There is no serious debate that well-designed organizations with clear organizational strategies influence desired behaviors, culture, and performance. However, while organizational alignment is essential, it is not sufficient. Evidence suggests love brings out the best in how people think, act, and feel . Unfortunately, this four-letter word is rarely discussed in the workplace. But this is good news if you're a leader looking for a competitive advantage. Here are two practical ways leaders can bring love into the workplace culture and drive exceptional results. The benefits of love in the workplace The well-documented individual and organizational benefits of 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 bring 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 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 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 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! Aren't empathy and compassion just different words for love? Empathy, compassion, and 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 love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. How you can love those you lead The answer for bringing love into the workplace is not hiding in metrics or data within the business- but in your routine practices, you perform automatically in your daily life. A traditional transactional leadership style adopts a top-down view of an organization with the leader on the top. Transactional leadership is based on the belief that employees perform best: within a well-formed chain of command rewards and punishments motivate and 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. These servant leadership characteristics are tangible ways for a leader to bring 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 Are you a servant leader? Maybe you already understand the basic concepts but are unclear on how servant leadership differs from other contemporary leadership styles. The free Servant Leadership Style Checker answers these questions and provides your Servant Leadership Style Score. Take this free quiz to find out. How to cultivate love in the workplace Love may seem complex and challenging to articulate, much less measure ; however , validated measurement instruments exist. Like competencies and behaviors, love can be developed and embedded within organizational processes for talent management. Also, like competency development, developing love can have various positive consequences for businesses. Virtue and character development should include the following : knowledge transfer reasoning and practice. Selfless love is primarily developed through role modeling with intentional time for 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 conversations. Additionally, most people spend little to no time reflecting on selfless love 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 experience. Research supports that organizations can incorporate love development into existing competency development programs. It is not required for organizations to create separate programs focused only on character and virtue development. Great leaders love those they lead to gain a competitive advantage in an uncertain world. What is your real challenge to bringing love into the workplace? 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. Greenleaf, R. K., & Spears, L. C. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Lok, P., & Crawford, J. (2004). The effect of organizational culture and leadership style on job satisfaction and organizational 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. Patterson, K. (2003). Servant leadership: A theoretical model [PDF]. 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 Zachary, G. W. (2013). spiritual leadership: Investigating the effects of altruistic love on organizational commitment. International Journal of Arts & Sciences, 6 (2), 767.

Did you wake up this morning looking forward to work? Work plays a significant role in the lives of most Americans. In a large study over three years, Gallup sought to understand the emotional needs of engaged and committed employees. The most powerful question they found was about the future. Evidence suggests that 69% of employees who strongly agree their leaders make them feel enthusiastic about the future are engaged. Compared to only 1% of those who disagree are engaged. This is significant for leaders because there is a well-established positive connection between employee engagement and key performance outcomes . Given the uncertainty in the workplace, feeling enthusiastic about work might seem unrealistic. So, I'd like to make a case for hope. If you are a leader that purposefully builds hope, this article explains why you have made a smart decision. If you haven't considered it, this article will make the case for why it's crucial to build hopefulness and four practical steps to take – and the sooner, the better. "Everything that is done in the world is done by hope." Martin Luther Why hope matters in the workplace Evidence is clear that being hopeful translates to business results. Numerous studies have linked hope with many individual, team, and organizational benefits fundamental to growth: Increased revenue and decreased operating costs Improved employee retention Enhanced ability to deal with ambiguity Job satisfaction and organizational commitment Sustaining innovation during significant changes such as mergers and acquisitions Lower levels of stress Improved employee and team performance Increased organization citizenship behaviors Positive relationships In the following Tedx, Dr. Hellman explains the science and power of hope. What is hope? Hope is often considered an emotion and can be challenging to define. However, hope is both an emotion and a way of thinking. Hope Theory suggests that hopefulness is a human strength comprised of three distinct, interrelated components: Goals Thinking – identification of valuable goals Pathways Thinking –specific strategies to reach those goals Agency Thinking – motivation to apply strategies Concerning leadership, hope is a positive state that contributes to leaders and followers pursuing, expecting, and achieving organizational goals. Hope is not optimism. It is related but distinctly different. Hope emphasizes setting goals and following through on them to attain a positive future outcome. It is not self-esteem or self-efficacy thinking. Hope involves a belief that a goal is possible and the willpower to pursue it continuously. How hopeful are you? Hope plays a vital role in employees' well-being and facilitates change. Measuring hope can be especially beneficial as a pre-post measure for large-scale change initiatives . Levels of hope can vary dramatically depending on the person and the situation. People generally considered hopeful can still experience low levels of hope when facing significant stressors . The Adult State Hope Scale is a valid short survey that takes less than two minutes to complete and measures the degree of hope at the moment. Higher scores correlate to a more significant state of hopefulness. Respondents use an eight-point Likert agreement scale where one is definitely false, and eight is definitely true for each of the following six questions: If I should find myself in a jam, I could think of many ways to get out of it. At present, I am energetically pursuing my goals. There are lots of ways around any problem that I am facing now. Right now, I see myself as being pretty successful. I can think of many ways to reach my current goals. At this time, I am meeting the goals that I have set for myself. 4 Practical ways leaders build hope in others Effective leaders are organizational hope dealers. In a crisis-driven workplace, influential leaders engage followers in hopeful thinking to account for increased goal difficulty and effort. Although hope can not be taught, the following are four proven strategies leaders can use to build hope in the workplace: Hope Builder 1: Vision Articulating a compelling vision clarifies direction, inspires confidence and action, and coordinates efforts. Evidence suggests that a compelling vision is directly and positively related to creative performance. To be considered compelling, a vision needs to be desired, beneficial to others, challenging, and visual. Stories and metaphors are powerful ways to connect with others. How well followers can visualize the future is fundamental to hopefulness. "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 Hope Builder 2: Positive Reinforcement Make recognition a leadership habit. What happens to employees after doing their work has the most significant impact on influencing future behavior. Leaders can build hope by reinforcing the value of organizational goals to the employee and the organization through reward and recognition. Effective reward and recognition systems have five characteristics: Targeted toward specific behaviors Applied immediately or frequently Customized to what the individual values Focused on what is achieved and how it is achieved Present everyone with the same opportunity to receive a reward or recognition. "Bringing out the best in followers requires purposeful performance reinforcement rather than management of poor performance." Doolittle Hope Builder 3: Collaboration In a crisis, leaders can build hope by working with followers to identify alternative paths to achieve goals and reset priorities. Change imposed is change opposed. Leaders support collaboration with employees by active listening , providing frequent and open communication, and creating access to information. "Coming together is a beginning, staying together is progress, and working together is success." Henry Ford. Hope Builder 4: Coaching Coaching is partnering with followers in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. High-quality trust-based leader-follower coaching relationships build hope by creating new possibilities. Evidence suggests that 80% of people who receive coaching report increased self-confidence. Over 70% of coaching relationships result in improved work performance, relationships, and more effective communication skills. 86% of companies that provide coaching for employees report that they recouped their investment in coaching and more. Hope is more than a wishful way of thinking; it is a leadership habit. Although hope can not be explicitly taught, evidence suggests leaders can build hopefulness through a compelling vision, positive reinforcement, collaboration, and coaching. How can you actively build hope within others today? References Adams, V. H., Snyder, C. R., Rand, K. L., King, E. A., Sigman, D. R., & Pulvers, K. M. (2002). Hope in the workplace, in Giacolone, R. & Jurkiewicz, C. (Eds.), Workplace Spirituality and Organization Performance, NY: Sharpe. Brim, B. (2021). Strengths-based leadership: The 4 things followers need. Gallup. Daniels, A. (2016). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (3rd edition). McGraw-Hill. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Gwinn, C. and Hellman, C. (2019) Hope Rising, How the Science of Hope Can Change Your Life. Morgan James Publishing Helland, M., & Winston, B. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies. Vol. 12 (2). Kirk, S., & Koeske, G. (1995). The fate of optimism: a longitudinal study of case leaders' hopefulness and subsequent morale. Research in Social Work Practice, 5, 47-61. Ludema, J. D., Wilmot, T. B., & Srivastva, S. (August, 1997). Organization hope: Reaffirming the constructive task of social and organizational inquiry. Human Relations, 50:8, 1015-1053. Luthans. F., & Jensen, S. M. (2003). Hope: A new positive strength for human resources development. Human Resources Development Review. Mukherjee, U. & Sharma, P. (2020). Hope at workplace: A review of the literature. International Journal of Psychosocial Rehabilitation, Vol. 24, Issue 06. Sitten, T., Mutonyi, B., & Lien, G. (2021). Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees. BMC Health Services Research. Snyder, & Snyder, C. R. (2000). Handbook of hope theory, measures, & applications . Academic. Snyder, Sympson, S., Ybasco, F., Borders, T., Babyak, M., & Higgins, R. (1996). Development and Validation of the State Hope Scale. Journal of Personality and Social Psychology , 70 (2), 321–335. White-Zappa, B (2001). Hopeful corporate citizenship: A quantitative and qualitative examination of the relationship between organizational hope, appreciative inquiry, and organizational citizenship behaviors. Dissertation Abstracts International, (UMI No. 3012630)

Have you ever overestimated your ability? I have. I've committed to projects and timelines to later wonder how I could be so off in the first place. It has taken me more than a few years to realize that my point of view is not always the best. Evidence suggests that poor-performing businesses have 20% more leaders with blind spots than high-performing businesses. A lack of self-awareness is hazardous to your career and organization's success. Feedback is the most effective way to gain awareness of hidden strengths and blind spots. However, more is not necessarily better. With a little effort, you can understand yourself better – and not regret it later – by keeping these three qualities in mind that differentiate between useful and useless feedback. Why self-awareness matters in leadership To know yourself means that you can 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. "To know thyself is the beginning of wisdom." Socrates Leadership is a relationship, and it is vital to know what others think. If you only consider your perspective, you have an incomplete picture. Like trying to navigate a ship on the open seas without a sextant or GPS, lacking self-awareness limits a leader’s ability to realize professional and personal goals. Self-aware leaders are not naive about their habits and are able to develop better habits. The importance of self-awareness is not new. However, a recent study of 486 companies demonstrated that the most self-aware leaders populate the best organizations. Poor-performing businesses had 20% more leaders with blind spots than high-performing businesses. Additional studies have linked greater self-awareness with: improved leadership relationships self-control better decision-making life satisfaction In today's increasingly complex and culturally diverse workplace, leaders who are able to perceive, assess, and regulate their own and others' emotions accurately can better leverage diversity and create team cohesion⁠. Evidence also suggests that leaders with a lack of self-awareness are more likely to be unable to regulate their emotions and behaviors effectively, contributing to poor physical health, work performance, and social interactions. The difference between useful and useless feedback The difference between useful and useless feedback is its reliability, validity, and fairness. Key 1: Feedback Reliability Reliable feedback has a high probability that the same actions lead to the same feedback in the future. When feedback lacks reliability, it creates confusion and can slow your development. Reliability is important because it helps reveal key themes for improvement. Reliability helps you focus, especially when using structured feedback tools like 360 surveys that increase the amount of feedback you receive. It may be tempting to try to put development plans in place for every piece of feedback, but you will see the most growth in building better habits when you pick one small change and then gradually improve. Key 2: Feedback Validity Feedback based on a deep understanding is most valid. Validity relates to the extent to which the feedback takes into consideration the subject matter expertise of the topic, your situation, and the context. The validity of the feedback is crucial because it directly affects the quality of any insights or conclusions that you can draw. When you use feedback that is inaccurate or incomplete, the conclusions you make will be unreliable and potentially misleading. Poor validity can lead to faulty decision-making , inaccurate predictions, and, ultimately, wasted time and resources. Key 3: Feedback Fairness Feedback bias happens when personal experiences shape the feedback. We all have bias, and likewise, all forms of feedback have some degree of bias. The greater the bias, the less useful and fair the feedback. I like asking my mom for feedback, but I must realize that she has a vested interest in being my mom. Likewise, the higher you ascend within your organization, the more challenging it becomes to receive fair feedback. When you receive feedback, it is important to test it for reliability, validity, and fairness. Ask yourself: How consistent and dependable is the feedback? How logical is the feedback and factually informed is the source of the feedback? How impartial and free from bias is the feedback? Rather than responding with a yes or no, score each question using a scale of one to ten. A rating of one is not at all, and ten is to a great extent. To become more self-aware, it is best to get curious, embrace the variability of feedback as a path to improvement, take the valuable parts of the feedback, and disregard the rest. “Look outside, and you will see yourself. Look inside, and you will find yourself.” Drew Gerald Discover Your Leadership Habits “If you think adventure is dangerous, try routine. It’s lethal.” Paolo Coelho The greatest threat to your career and business success is the routine practices performed automatically in daily life. My hypothesis is that leadership habits are life-changing. It is easy to get the need for better habits in theory, but in practice still fall into unintentional patterns and accidental habits. We don’t set out to develop bad habits. We don’t need to just want it more. While you may be aware of some leadership habits, there are likely others that you are completely unaware of - those accidental habits that go unnoticed but significantly impact your leadership effectiveness. Part of the answer is greater awareness of proven principles. That is why I wrote Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. If you want access to the latest research and practical tools to help you get better every day, pick up your ebook or print copy on Amazon or anywhere you buy books. To help you uncover these life-changing leadership habits, I've created the leadership accidental habit assessment (AHA). By taking this free survey, you'll gain valuable insights into your leadership and identify areas for improvement. Take the assessment now and start your journey to becoming a more effective and self-aware leader. What is your real self-awareness challenge? References Bratton, V., Dodd, N., & Brown, F. (2011). The impact of emotional intelligence on the accuracy of self-awareness and leadership performance. Leadership & Organization Development Journal, 32(2), 127-149. Brickhouse, Thomas C.; Smith, Nicholas D. (1994). Plato's Socrates. Oxford University Press. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit and Purpose. Organizational Talent Consulting. Goldstein, G., Allen, D. N., & Deluca, J. (2019). Handbook of psychological assessment. Elsevier Science & Technology. Oltmanns, T., Gleason, M., Klonsky, E., & 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., Bakker, A. B., van der Linden, D., & Born, M. (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., & Gilbert, D. (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 .

We can all agree nothing is certain except death and taxes. Is it time for executives and teams to say goodbye to strategic planning? Annual off-site meetings to change dates on unsuccessful strategies don't make sense. One of the most significant downfalls of contemporary strategic planning is the failure to account for a growing uncertainty in a fast-paced, generative AI environment. I am not suggesting leaders give up on strategic planning and accept gambling on their company’s future. I'm suggesting that a new approach is desperately needed. As the world changes, businesses and leaders must change too. Organizations and leaders need to evolve strategic thinking and planning approaches to go beyond what is already understood. So, how can organizations and teams account for uncertainty and make progress on what matters? This is where the good news comes in. Here is a practical strategic planning method that can push your organization and team toward positive actions. Scenario Planning: A flexible strategic planning method Scenario planning helps organizations focus on likely and critical external elements impacting the business and think creatively about their situation. The benefits of scenario planning are changed thinking, informed narratives or stories about possible futures, improved decision-making about the future, and enhanced organizational learning and imagination. Scenario planning is a decision-making tool for exploring and understanding various issues impacting your business. Since you cannot predict the future, both learning and preparation are essential. The goal is for leadership teams to become more informed by broadening ideas about what multiple futures might bring. Scenario planning involves identifying a specific set of uncertainties and different realities of what might happen in the future. Wind tunneling is a metaphor for the basic concept. Scenario planning allows the organization to be tested in various turbulent times. As with any strategic planning process, you must carefully consider identifying vital internal stakeholders. It helps to have inclusive representation from a cross-section of departments, functions, and subject matter expertise. The most threatening competitor leadership teams face is themself. The typical approach to scenario planning involves the following eight steps: Identify a focus question: When selecting a question, it needs to help focus on the uncertainty you want to prepare. For example, you could ask, “How may generative AI affect our organization, what should we do, and when? Identify critical environmental factors: This is where you brainstorm anything related to your focus question happening in your surrounding environment. Identify driving forces: These underlying forces could shape your focal question. Using a Futures Wheel aligned with the STEEP (Societal, Technological, Economic, Ecological, or Political/Legal) framework can help brainstorm these forces. Rank critical uncertainties: Scenario planning is often more qualitative than quantitative, and it is easy to be influenced by optimism bias. Ranking helps avoid cognitive errors in scenario planning. Choose the central theme: These are the most uncertain and essential driving forces selected from the ranking in the prior step. Develop scenarios: This step can be sped up by selecting already developed scenarios. If you decide to build your scenarios, you should aim for four. This is a good number because it provides a variety of plausible futures. Examine the implications of the scenarios: This is where the team assesses the current state using tools like a SWOT analysis to identify impacts and potential adjustments to your strategy. Identify ways to monitor changes: Monitoring helps account for risks and opportunities in your strategic planning. Start by identifying what signals movement in each driver and scenario. Leaders facing environmental conditions like today without scenario planning will likely either stop strategic planning and only operate in the short term or take too much risk and gamble on one specific future. How can your organization move beyond what is already known and evolve your strategic planning approach? References: Chermack, T. (2011). Scenario planning in organizations: How to create, use, and assess scenarios. Berrett-Koehler Publishers, Inc. Cornish, E. (2005). Futuring: The exploration of the future (First Paperback ed.). World Future Society. Lewis, K., (2019). Preparing for the 2030 labor market. HR Magazine. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Ludwig, L., Giesecke, J.,& Walton, L. (2010), Scenario planning: a tool for academic health sciences libraries. Health Information & Libraries Journal, 27: 28-36. Lund, S., Manyika, J., Segel, L., Dua, A., Hancock, B., Rutherford, S., and Macon, B. (2019). The future of work in America: People and places, today and tomorrow. McKinsey & Company . Nugent, T. (2020). 9 trends that will shape business education in 2020. Business Because . Tibbs, H. (2000). Making the future visible: Psychology, scenarios, and strategy. Global Business Network .

Remember being a kid? Campaigning to play a favorite position or pick your friends to be on your team. As kids, the motivation to lead often was purely selfish. In the workplace, this same motivation can be devastating. Evidence suggests that self-centered and manipulative leaders increase counterproductive behavior. Authentic leadership doesn't come from a title. Exceptional leaders put their team and its mission first. There are many well-documented stories about extraordinary self-sacrifice that change the world. But, not all acts of self-sacrifice positively impact leaders in the workplace. Here are two practical ways leaders can tap into the paradoxical power of self-sacrifice and elevate people, profit, and purpose. Why self-sacrifice matters in leadership There is no single definition of what is leadership. However, there is broad agreement that leadership involves the influence of followers toward turning vision into reality. Maybe not too surprisingly, research suggests that self-sacrificing leaders are more influential than self-serving leaders. Leadership self-sacrifice in the workplace is demonstrated to enhance: Intentions to reciprocate the leader's behavior Feelings of team belonging Intentions to give Cooperative behaviors Follower performance Willingness to change Self-Sacrifice is the giving up of one's own interests or wishes in order to help others or advance a cause. Acts of self-sacrifice are inspiring. Many stories of modern w orld changers involve a common theme of tremendous self-sacrifice. Martin Luther King Jr. and Mother Teresa represent a couple of these leaders. Martin Luther King Jr. was central to the American civil rights movement. He faced numerous threats to his life and ultimately was assassinated in 1968. His message and his sacrifices galvanized the civil rights movement, leading to significant legislative and social changes in the United States. Mother Teresa, also known as Saint Teresa of Calcutta, served the poorest in India. She founded a religious congregation that aids those in need, including the sick and orphaned. Despite extreme personal sacrifice and criticism for her commitment, she stayed focused until she died in 1997. As of 1979, she had helped over two million sick, including nearly fifty thousand lepers treated by mobile dispensaries and special clinics. But, not all acts of self-sacrifice in the workplace result in a positive impact. Those most influential involve self-sacrifice that conveys the leader can be trusted to act in a way that benefits the team and its mission. In the following video, Simon Sinek discusses the power of self-sacrifice within an organization. It's inspired by Marine Corps General Flynn's account of why senior officers in the military eat last. Self-Sacrifice Strategy #1: Establish Goals that Benefit Your Team and Organization A leader's performance management goals should clearly emphasize a direct benefit for their team and its mission. Too often, leadership goals narrowly focus on the leader's direct contribution to the organization. The key is the use of the word "and." Leadership goals need to go beyond driving individual performance and include their team. Here are a few high-level goal examples that focusd on the leader, team, and organization. Create a culture of inclusion in the organizational unit I lead - an environment where every employee feels valued and has opportunities to contribute and grow. Collaborate with followers to establish robust development plans, provide appropriate support (time, resources), and monitor progress to facilitate the achievement of plans. Provide followers with regular coaching and timely feedback. Recognize the strong performance of employees I lead through financial and non-financial means, both formally and informally . Be open and honest in communications and cascade business information in a timely manner to my team. President Obama speaking of Medal of Honor recipient Captain Groberg said, "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." Self-Sacrifice Strategy #2: Cultivate Belonging According to Gallup, two in ten employees rate their mental health as fair to poor. Depression, anxiety, and suicide are common mental health conditions associated with lacking a sense of belonging. Leaders can cultivate high-quality relationships and belonging by developing enhanced self-awareness , asking followers questions grounded in genuine curiosity, offering help, and showing appreciation. Start using these five questions taken from Michael Bungay Stainers' book The Coaching Habit in your next one-to-one meeting: What’s on Your Mind? What’s the real challenge here for you? The spotlight shifts from the problem to the person wrestling with the problem. It invites learning and growth. And what else? (AWE) The recipient hears, keep going. What do you want? This shifts the discussion to consideration of the desired future state. What was most helpful for you? People learn best when given space to reflect on what just happened. Ask them. Leadership self-sacrifice can positively influence follower behaviors, performance, and the willingness to change in ways necessary to thrive in today's complex workplace environment. What ideas do you have for demonstrating self-sacrifice that communicates your commitment to the team and its mission for the greater good? References Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Gallup. (2022). State of the global workplace 2022 report. Gallup.; Best Christian Workplace Survey 2022. Hoogervorst, Niek (2012). When do leaders sacrifice? The effects of sense of power on leader self-sacrifice. The focus quarterly (1048-9843), 23 (5), p. 883. Shin, J., & Shin, H. (2022). The effect of self-sacrifice leadership on social capital and job performance in hotels. Sustainability, 14 (9), 5509. Van Knippenberg, B. M., & van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality. Journal of Applied Psychology, 90, 25-37.

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

Strong character is foundational to outstanding leadership. No amount of education, experience, persuasiveness, charm, or results can make up for a leader's lack of character strength. Now and then, you hear about a leader failing big due to a lack of character. This principle was brought into sharp focus on an investigative podcast. It was about the rise and fall of a large, rapidly growing multi-million dollar non-profit. In six weeks, it went from being the third most prominent organization in its segment with $31MM in assets to not existing. How is it possible? At the heart of this question is why character trumps charisma. Here is what you need to know about charismatic leadership and a character strength that can supercharge your ability to perform. Why Leadership Character Matters A leader's knowledge, skills, and attributes define what should be done in a given situation, but the leader's character governs what will be do ne . In a study of executive leaders and their organizations over two years, CEOs who scored high on aspects of character had an average return on assets (ROA) of 9.35%, in contrast to CEOs with low ratings who had a ROA of 1.93%. Leadership character is shown to align the leader-follower relationship, increasing both leader and follower productivity, effectiveness, and creativity. Leadership character is vital in unifying a team and creating team cohesion. Followers actively support a leader who is effective and ethical and actively oppose a leader who is ineffective and unethical. What is charismatic leadership? Charismatic leaders can bring about tremendous positive change and unleash destruction on an organization. When discussing leadership and charismatic leaders, Martin Luther King, Jr. and Churchill are often brought up as examples of having positively impacted the world. If the conversation goes on long enough, examples of leaders and events like the murder of millions of people by Stalin and Hitler are used as sad reminders of the potential dark side of charismatic leaders. “Charisma can make a person stand out for a moment, but character sets a person apart for a lifetime .” – John C. Maxwell The charisma of charismatic leaders doesn't come from a place of positional power but from the perceptions followers hold of the leader. Charismatic leadership creates immense inspiration and dedication within followers to give extra effort. Charismatic leadership is influence applied to a follower's emotional involvement and commitment. Charismatic leaders tend to emerge from difficult times, offering solutions and hope. Their early successes, combined with a strong sense of self-confidence, assertiveness, and ambition, create the perception of extraordinary in the eyes of their followers. Charismatic leaders also tend to be polarizing, creating loyal followers or enemies. The strong sense of awe among followers tends to limit new ideas and critical feedback given to the leader. Charismatic leaders tend to take all the credit for success and blame others when things go wrong, alienating those who need help. This all-eyes-on-me approach creates enemies when the leader lacks a moral compass or strays too far from cultural norms . Charismatic leaders are skilled communicators and able to connect with followers on a deep, emotional level. Here is a speech from Winston Churchill, best known for being the prime minister of England during World War ll. What is leadership character strength? Leadership character is often taken for granted and considered hard to define and measure. Good leadership habits involve a combination of competence, commitment to challenging work, and character. Character is commonly described as a unique combination of personal traits, beliefs, and habits that motivate and guide how you relate to others. Having character strength is doing the right thing, for the right motives, and with the right feelings. Often, decisions between right and wrong are reactions made without contemplation because they come from our values, worldview, and past experiences. “Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate, only love can do that.” Martin Luther King, Jr. Our history, even as children, shapes our perception of the right thing. Our family, friends, religious leaders, and our community reinforce our morality. Universal leadership character principles include: Integrity – Being honest, acting consistently with principles, standing up for what is right, and keeping promises. Responsibility – Owning personal decisions, admitting mistakes, and showing concern for the common good. Forgiveness – Letting go of self and others' mistakes, focused on what is right versus only what is wrong. Compassion – Empathizing with others, empowering others , actively caring for others, and committing to others' growth. A leader's character influences both individual and organizational performance. Character determines how competencies are applied, shaping how decisions get implemented. Here is a short discussion with Simon Sinek and retired Navy Seal Commander Rich Diviney about the importance of character and how to measure a person's character. Conclusion: Why Character Trumps Charisma Charismatic leadership is powerful, creating immense inspiration and dedication within followers to go the extra mile. However, it can unleash destruction on an organization when moral character is absent within the leader. If you are curious about the podcast that inspired this article, it was The Rise and Fall of Mars Hill. At the root of this story was an influential and domineering leader with a weak character. Leadership power was the drug that produced a domineering and influential leader who achieved great success by the numbers but, in the end, also a culture of toxicity and an organizational disaster. Leadership character strength is doing the right thing, for the right motives, and with the right emotions. Great leaders are influential and take responsibility for their followers and the business. They dare to make personal sacrifices so others can gain. Are you relying more on your character or charisma to lead? References: Badaracco, J. (1997). Defining moments: When managers must choose between right and right. Harvard Business School Press. Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Kiel, F. (2015). Return on character: The real reason leaders and their companies win. Harvard Business Review Press. Sosik, J. & Jung, D. (2018). Full range leadership development; Pathways for people, profit, and planet. Routledge.

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

What if your key to unlocking the best of what can be lies in moments of reflection on what was? As we begin this new year, I encourage you to spend some quiet time reflecting on this past year's unseen hurdles, the habits you reshaped, and what matters most. Evidence suggests that critical reflection on personal experiences unlocks learning, leading to better judgment and decision-making. The past year may have left you hesitant or feeling dreadful about an uncertain future. But you have to let go of the life you’re familiar with and take the risk to live the life you dream about. Framing the opportunity for this new year can move you and others out of their comfort zone and toward the best of what might be. Here is what you need to know about critical reflection and four steps to bring out your best in the new year. Why critical reflection matters Reflection is a powerful leadership tool. The ability to question personal and organizational assumptions and beliefs taken for granted enables leaders to learn from experiences. Effective reflection involves doubting, pausing, and being curious about the ordinary. The practice of critical reflection provides a path to deeper understanding. It enables leaders to elevate the significance of day-to-day experiences for personal and organizational growth. Critical reflection forces leaders to consider underlying causes for results. Critical reflection can create personal discomfort and internal conflict as you wrestle with favorable self-perceptions. However, leaders risk repeating bad decisions that could prove disastrous without considering alternate viewpoints. Biases are present in all leaders. Leadership is recognizing and leveraging the gap between stimulus and response to make a choice rather than make a knee-jerk reaction. When leaders become aware of unconscious biases, they gain various insights from seeing situations from different points of view. Reflection is essential for becoming aware of biases and making better choices. "Between stimulus and response, there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom." Viktor Frankyl Reflection improves critical thinking capacity. Critical thinking helps leaders navigate volatile, uncertain, complex, and ambiguous situations common in every business. It is the ability to use cognitive skills and strategies to increase the probability of the desired outcome when problem-solving. Critical thinking for executive leadership is fundamental to business growth, increased speed, and sustainability. Here is a short video from Simon Sinek on his perspective on the value of pursuing critical self-reflection. How to integrate critical reflection into your leadership habits There is a saying in the military that if you fail to plan, you plan to fail. Here are three strategies for integrating critical reflection into your leadership habits in the new year. Critical Reflection Strategy #1: Journal Use a journaling app like Day One to capture your thoughts, feelings, successes, and frustrations. This approach is demonstrated to be incredibly impactful on leader-follower relationships, clarity of purpose, and improving new skills. Like building any habit, start small and tie it to an existing practice, like your routine, before you leave the office for the day. Critical Reflection Strategy #2: Solicit Follower Feedback Critical reflection should be a social process and is proven to be most successful when collaborative. Leaders need to understand how followers perceive their actions. Using a leadership 360 assessment  is one proven tool to improve critical reflection. These assessments typically gather feedback from their leader, peers, and direct reports allowing comparisons between themselves and others. This is one leadership assessment you need to be using. If you are not familiar with Leadership 360, you might want to sign up for my next free webinar on A Leaders Guide to 360-Degree Assessment . Critical Reflection Strategy #3: Discover New Ideas Books, articles, and assessments on leadership can enable leaders to examine a particular situation from a new point of view, supporting critical reflection. Thought leadership grounded in research provides leaders with proven solutions that can be applied and short cycle the learning process. If you are not a skilled speed reader, you may be surprised to know that you can learn how to read a book in an hour. Like any skill, there are tips and tricks to increase your speed and retention. Here is a bonus link to an assembled collection of my top five personal favorite books from thought leaders on the topics of change management, coaching, culture, innovation and creativity, leadership style, servant leadership, and strategic planning. Your inner game silently controls your outer game. Behaviors determine how and what should be done; our values and virtues determine what will be done in any given situation. In addition to the strategies for the how and what of critical reflection, it is important to consider the degree to which you demonstrate open-mindedness, responsibility, and wholeheartedness. These leadership attributes moderate the application of critical reflection: Open-mindedness.  The desire to listen to other points of view and recognize that even the most strongly held beliefs may be questioned. Open-minded leaders have very few ideas that cannot be changed. Responsibility.  The desire to pursue truth and apply it in day-to-day situations. Wholeheartedness. A sincere attitude toward the critical evaluation of themselves and others. A resolute commitment to make necessary changes and overcome a fear of failure. Four steps to bring out your best this year What sets apart the most successful leaders you know? I suggest self-awareness, how they look at the world, deliberateness, and their ability to learn and persevere. Too often, leaders and leadership teams spend too much time on the how and not enough on what. Especially as the new year begins in an attempt to avoid wasting time, it's tempting to jump immediately into action planning and rely on a past understanding of 'what' is important. While execution is essential, framing the opportunity is fundamental to bringing out your best. Here are four steps to reframe your mindset for the new year: Mindset Shift Step #1: Discovering your strengths. Shifting your mindset begins with focusing on the best of what is. Every leader has strengths. Unfortunately, most leaders tend to minimize their need to focus on their strengths and rely on addressing weaknesses. Having a strengths focus is not about ignoring weaknesses but prioritizing, pursuing, and leveraging strengths to bring out your best. A practical way to get started discovering your strengths is using strength-based assessments. The VIA Character Strengths Survey and the Clifton StrengthsFinder Assessment are two of the most scientifically backed and relatively low-cost strength-based quantitative evaluations. These assessments can be completed online and provide development recommendations and support materials. For more information regarding the VIA Character Strengths Survey, visit www.viacharacter.org . For more information regarding the CliftonStrengths Assessment, visit www.gallup.com/cliftonstrengths . Mindset Shift Step #2: Dreaming about your future. Spend some time considering what you want out of life and work. The following are a few appreciative questions to help you get started: What would you wish for if you had three wishes to improve your success and significance in the new year dramatically? (and no, you cannot wish for more wishes) Imagine it is five or ten years from today, and everything you had wished for and hoped for has come true. What would you see and hear? Describe the changes in people, work, places, etc. Describe what you have done to make these changes possible. What if it is five or ten years from today, and you have done nothing? Describe what this kind of life is like. Compare this version with your dream version of your life and use this learning to clarify what is at stake. As you encounter obstacles to achieving your dream, being explicit will help you make better decisions in the moment. Mindset Shift Step #3: Design what should be. Write it down. When you write down a dream, it turns into a description. A study by Dr. Gail Matthews found that the simple act of writing down goals and dreams significantly improved success. Take the answers to your questions in step two and create action-oriented design statements of a few sentences that focus on each key theme. Mindset Shift Step #4: Break it down into steps. You next need to break down your dream statements into steps. Design statements might have some overlap with actions for making the dream a reality: Brainstorm ideas with others about the specific things that can be accomplished now and those that can be achieved soon. Consider the various strategies and their timing. Not everything needs to happen now, and not everything should be put off until next year. After you have the dream broken down into steps, you will want to write down targets, goals, strategies, and potential action items to achieve the different aspects of the dream. “The hardest thing to do is leaving your comfort zone. But you have to let go of the life you’re familiar with and take the risk to live the life you dream about.” T. Arigo Shifting our mindset allows new perspectives and presents a never-ending opportunity to grow and achieve new heights in life and work. An effective executive coach will challenge assumptions and encourage, stretch, and challenge you. If you have questions about getting started with executive coaching, let's talk. What is your real New Year challenge? Key summary points Critical reflection on personal experiences unlocks new learnings, leading to improved decision-making and better judgment. The ability to learn through reflection and shift your mindset will bring out your best in the new year. Critical reflection can create personal discomfort and internal conflict as you wrestle with favorable self-perceptions. Open-mindedness, responsibility, and wholeheartedness are three good leadership attributes essential to critical reflection. Too often, leaders and leadership teams spend too much time on the how and not enough on what. While execution is essential, framing the opportunity determines success and significance. References: Densten, I. L., & Gray, J. H. (2001). Leadership development and reflection: What is the connection? International Journal of Educational Management, 15(3), 119-124. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. Gardner, S. & Albee, D. (2015). Study focuses on strategies for achieving goals, resolutions. Dominican University of California. Rath, T. (2007). StrengthsFinder 2.0, Gallup Press.