In every organisation, there’s a quiet powerhouse. They are not the loudest voice in the room. They are probably not in a leadership position. They do not wave their own flag. But they show up, day in and day out, and make things work.
These are the steady hands, the culture carriers, the ones who solve problems before they become visible. They may not be climbing the corporate ladder or asking for stretch assignments, but their contribution is invaluable.
Too often, they are overlooked when it comes to development.
We invest heavily in our leaders, as we should. Leadership drives vision, innovation, and performance. But what about the people who keep customers happy, step in when things wobble, and bring a positive tone to every meeting? The ones who welcome new team members, who remember birthdays, who remind us what good looks like when things get hectic?
They are the glue, and it is time we stopped taking them for granted.
Why They’re Essential
You cannot build a thriving culture without them. These are the people who:
Create stability and continuity, often carrying institutional knowledge leaders rely on.
Model your values by consistently behaving in ways that reflect what your organisation stands for.
Influence others informally, shaping how people feel about coming to work each day.
While high performers and future leaders are often offered development opportunities, steady contributors who may not want to lead others are just as deserving of growth.
Development Doesn’t Have to Mean Promotion
One of the myths of professional development is that it is only for people on a leadership track. Development is about value, not just velocity.
Investing in your steady contributors might mean:
Giving them ownership of a project that taps into their strengths.
Offering cross-training or upskilling in areas they are curious about.
Including them in team-wide development opportunities so they feel seen and appreciated.
Encouraging peer or reverse mentoring, drawing on the wisdom they already have.
When you offer meaningful development to these team members, you are investing in both their capability and their retention. You send a message that says: You matter here. We see you.
What Happens When You Don’t
When steady contributors feel invisible, they disengage quietly. They do not complain, they simply stop going the extra mile.
Or worse, they leave. And when they go, the ripple effect is felt across the team. The vibe shifts, morale dips, and you realise how much they were contributing to culture, not just outcomes.
In today’s climate, where turnover is costly and employee experience is a priority, this is a risk organisations cannot afford to ignore.
Recognise. Reward. Reinvest.
So how do you start?
Spot them. Look beyond the leadership pipeline and ask: Who shows up with consistency? Who helps others? Who makes this a better place to work?
Ask what they want. Do not assume everyone wants a promotion. A simple question like, “What would make your work more fulfilling?” goes a long way.
Offer tailored development. Strengths-based coaching, micro-learning, or job enrichment all signal growth without hierarchy.
Celebrate their impact. Recognition in town halls, newsletters, or team meetings reinforces their value and inspires others to follow their lead.
If you want a culture that attracts and retains good people, not just star performers or emerging leaders, invest in those who quietly hold your organisation together.
They might not be asking for attention, but they have earned it. Let’s make sure they know they are not forgotten.
Ever been trapped in a meeting that made you question all your life choices? You know the one. You show up on time (because you’re a responsible adult), but the host is late. Half the room (or Zoom) is distracted, secretly answering emails or perfecting their doodling skills. There’s no agenda—just a vague promise of “alignment”—which translates to an hour of rambling, side tangents, and at least one person using corporate jargon like “let’s circle back” or “boil the ocean.”
Then, just when you think it’s over, someone pipes up with, “I just have one quick thing…” and suddenly, you’ve lost another 15 minutes of your life you’ll never get back. The meeting ends with no decisions, no action items, and a promise to “revisit this in the next meeting.” Fantastic.
Sound familiar? Bad meetings don’t just waste time—they slowly erode workplace culture, one awkward silence at a time.
How Bad Meetings Poison Your Culture
1. They Murder Productivity
A pointless meeting is the office equivalent of a time-sucking black hole. Instead of doing actual work, employees are stuck listening to Steve from Finance go on another philosophical rant about spreadsheets. The more unnecessary meetings, the less people get done, and the more they resent the meeting overlords who keep scheduling them.
2. They Destroy Trust in Leadership
Nothing screams “We don’t know what we’re doing” quite like a meeting with no agenda, no outcomes, and no follow-up. When leaders constantly call meetings that feel like a waste of time, employees stop believing that their contributions matter. Worse, they start playing Meeting Bingo just to survive (if “let’s take this offline” gets said three more times, Kelly from HR wins).
3. They Make Inclusion a Joke
If every meeting is just the loudest voices talking over everyone else, it sends a clear message: Only certain opinions matter. When people don’t feel heard, they disengage. And the next time they do have a brilliant idea? They’ll save it for a company that actually listens.
4. They Turn Decision-Making Into a Never-Ending Soap Opera
Bad meeting culture thrives on endless discussions with no actual decisions. Everything needs one more meeting—and then another. Suddenly, what should have taken 10 minutes has dragged on for weeks. Meanwhile, your competitors have already launched, pivoted, and are sipping cocktails on a yacht somewhere.
Fixing the Meeting Madness
To prevent your workplace from becoming a graveyard of wasted hours:
Have a Clear Purpose – If you don’t know why you’re meeting, don’t. Just don’t.
Only Invite Necessary People – If they can contribute or make a decision, they’re in. If they’re just there to listen, send an email instead.
Make It Engaging – Set time limits, encourage participation, and ban corporate buzzword Olympics.
Use Tech Wisely – Not everything needs a meeting. Try Slack, Loom, or—radical idea—just send an email.
End with Action – No meeting should end without clear next steps. Otherwise, you’ll be back in the same room next week, having the same conversation, wondering how you got here.
At the end of the day, meetings should build culture, not kill it. So, the next time you’re about to schedule a meeting, ask yourself: Could this be an email? If the answer is yes, do the world a favour—press send and set everyone free.
Struggling with meeting overload and its impact on your team’s culture?Reach out to us for tailored strategies to enhance leadership effectiveness and foster a productive workplace environment.
Almost two years ago, Australians were shaken by the news of two Sea World helicopters colliding mid-air, killing four people and seriously injuring several others. Just six months later, in July 2023, a similar, equally tragic incident off Lindeman Island, underscored the devastating impact of extreme fatigue and burnout. The MRH-90 Taipan helicopter crash, which led to the loss of four defence members—Captain Danniel Lyon, Lieutenant Maxwell Nugent, Warrant Officer Class 2 Joseph Laycock, and Corporal Alexander Naggs, once again shook the nation. The inquiry into the crash revealed the pilots were enduring “hazardous” levels of fatigue, likened to a blood alcohol level over the legal limit. The circumstances—sleeping in crowded tents with no air conditioning and frequent disruptions—left them physically and mentally exhausted.
These tragedies illustrate a broader issue in many workplaces: the reluctance or inability to say “no” to unrealistic expectations. For P&C professionals, particularly in Australia, it’s a poignant reminder of the perils of overworking employees and the urgency to tackle employee burnout, which, if left unaddressed, can lead to catastrophic outcomes.
Understanding Employee Burnout
Employee burnout is often the result of sustained, unaddressed stress and manifests as physical, emotional, and mental exhaustion. Common causes of burnout include:
Unmanageable Workload: Heavy workloads and impossible deadlines often create chronic stress and fatigue.
Lack of Control: Feeling powerless in one’s job can exacerbate stress and reduce satisfaction.
Insufficient Rewards: A lack of recognition or inadequate compensation can make employees feel undervalued.
Poor Work-Life Balance: The lines between work and home life blur, especially with remote work, leading to prolonged stress.
Lack of Social Support: Isolation and poor support from colleagues and supervisors can increase stress.
Unclear Job Expectations: Ambiguous roles and expectations can create confusion and elevate stress levels.
In the case of the Taipan helicopter crew, these factors were present in spades. Faced with a gruelling schedule and minimal rest, these defence members had no control over their demanding environment, suffered from insufficient support, and were subjected to severe job strain without adequate recovery.
The Impact of Burnout on Performance
The effects of burnout extend beyond individual well-being, affecting team morale, business performance, and overall productivity:
Decreased Productivity: Burned-out employees struggle to stay focused and efficient, affecting output quality.
Higher Turnover Rates: When employees are overwhelmed, they are more likely to resign, resulting in additional recruitment and training costs.
Increased Absenteeism: Burnout often leads to increased sick leave due to stress-related health issues.
Poor Mental Health: Chronic burnout can escalate into anxiety, depression, and other serious mental health concerns.
The Taipan helicopter case tragically exemplifies how severe burnout can impair critical decision-making abilities and physical performance, ultimately leading to fatal consequences. For P&C professionals, this should serve as a stark reminder that burnout can lead to far-reaching impacts on both safety and operational effectiveness.
Preventing Burnout: Creating a Culture That Allows “No”
To address burnout effectively, companies must implement proactive strategies that address the root causes rather than merely alleviating symptoms. Here are essential practices that can protect employee well-being and enhance workplace productivity:
Workload Management: Establish realistic expectations and allow employees to take breaks and recover. In the Taipan case, proper rest and recuperation periods might have helped mitigate fatigue.
Empowering Employees: Allow employees more control over their work and involve them in decision-making. Feeling empowered can reduce stress and promote job satisfaction.
Recognition and Rewards: Recognize and reward employees regularly. Simple acknowledgments can boost morale and motivate employees to perform their best.
Promoting Work-Life Balance: Encourage flexible work arrangements and ensure employees take time off. In the Taipan scenario, the impact of insufficient rest underscores the importance of allowing employees the space to recover.
Building Support Networks: A supportive workplace where colleagues and supervisors offer encouragement can reduce feelings of isolation and prevent burnout.
Clear Communication: Communicate roles, responsibilities, and expectations clearly to avoid ambiguity and related stress.
Mental Health Support: Provide access to counselling services and wellness programs to help employees manage stress effectively.
Shifting from a Culture of Compliance to a Culture of Compassion
For P&C professionals, the critical takeaway from the Taipan helicopter tragedy is the importance of a workplace culture that values employee welfare as much as productivity. Addressing burnout isn’t just a responsibility but an ethical imperative to protect employees’ well-being. Creating a culture that encourages saying “no” when demands are too high or conditions are unsafe can make the difference between thriving teams and tragic outcomes.
Final Thoughts
As the Taipan helicopter crash painfully demonstrates, ignoring or underestimating burnout can have fatal consequences. By addressing the root causes of burnout and empowering employees to set boundaries, we at Carole Cooper Consulting can help you prevent such tragedies in the future, fostering a safer and healthier workplace for all. Contact us now to learn more.
Artificial Intelligence (AI) has been a major topic of discussion in recent years, especially with the introduction of tools like ChatGPT that have accelerated its public adoption. However, according to Kim Trajer, COO at McCullough Robertson, AI is not a new concept. While AI has been around in various forms for years, it’s the rapid rise of Generative AI and tools like ChatGPT that has captured the public’s imagination.
In our recent interview, Trajer shared her thoughts on the rapid growth of AI, its potential impact on businesses, and its limitations. “The hype around AI, particularly ChatGPT, is something we’ve never seen before,” she noted, highlighting the speed at which the technology gained traction. “It took ChatGPT just two months to reach 100 million users, whereas the World Wide Web, when it was first introduced, took seven years to reach that milestone.”
Trajer pointed out that many industries, including agriculture and mining, have been using AI for years. However, the buzz around AI now stems from how accessible it has become, with free versions available to the public. This accessibility, combined with the constant release of new features, has brought AI to the forefront of business conversations. “It’s readily accessible to everyone, and new versions keep coming out,” she said.
AI as a Tool for Efficiency, Not a Replacement
Trajer emphasized that while AI is a powerful tool, it is not a magic solution to every business problem. For McCullough Robertson and many other businesses, AI has proven to be particularly useful for efficiency—especially in creating first drafts of content for documents, generating ideas, and automating repetitive tasks. But it’s important to remember, she said, that the technology is still far from perfect. “It hallucinates, it makes mistakes, and it depends on how you ask the question as to what sort of result you’re going to get,” Trajer noted.
One of her favourite examples of using AI to boost efficiency came from a personal anecdote about writing a poem for a colleague’s 25-year work anniversary. “I’ve been working with this IT developer for 25 years, and I thought it would be fitting to use ChatGPT to help me write a poem for his anniversary speech. I fed it personal details, refined it four times, and after about 10 minutes, I had a poem that I read out at his lunch,” she shared. “When I wrote his 20-year speech, it probably took me a couple of hours, so you can see how much time it saved.”
Despite this, Trajer stressed that AI should be used as a tool to augment, rather than replace, human effort. “It’s great for a first draft, but it still requires human refinement. You can instruct it to make something shorter or avoid flowery language, but it can’t assess risk or provide nuanced legal advice.”
The Hype Cycle of AI in Business
In the interview, Trajer discussed the concept of the AI “hype cycle” using Gartner’s technology adoption model. This model charts the typical lifecycle of new technologies: first, there’s the excitement and promises, followed by disillusionment as people realize that the technology can’t meet all of their expectations. “We’re starting to go down that slope of disillusionment now, where the reality is setting in,” she explained. “A lot of law firms are realizing that while AI can be a useful tool, it also makes mistakes and can’t fully replace human expertise.”
She also referred to the “innovation by press release” phenomenon, where organizations rush to announce their use of AI without fully understanding its capabilities or limitations. “The Australian Financial Review was full of articles every day about law firms experimenting with AI,” Trajer said. “But now the reality is setting in, and firms are realizing AI can’t do everything we hoped.”
AI’s Impact on Jobs and Business Roles
One of the biggest concerns surrounding AI is its potential to replace human jobs. Trajer addressed this, particularly in relation to law firms, where there were initial fears that AI would replace junior lawyers or administrative staff. However, she doesn’t believe AI will lead to mass job losses anytime soon. “AI can make roles more efficient, but I don’t think it will eliminate many jobs entirely, except maybe in specific cases like call centers,” she said.
She gave the example of Telstra, which uses AI to handle routine customer queries. “With AI, call centers can handle more calls per shift, which may reduce the need for as many staff. But for most industries, including law, AI will assist rather than replace.”
What Trajer finds most promising is the potential for AI to remove the more monotonous aspects of jobs, allowing people to focus on more meaningful, creative work. “I hope it takes away the boring, monotonous tasks and adds value to people’s roles,” she said. This could create opportunities for workers to engage in more strategic and fulfilling tasks, particularly involving human interaction and connection.
The Importance of Strategy and Caution
Despite the excitement surrounding AI, Trajer advises caution when adopting new technologies. “At McCullough Robertson, we’re not about jumping into every shiny new tool just because it’s trendy,” she said. “We need to think about what problem we’re trying to solve and whether AI is the right solution for that.”
Her approach to AI is pragmatic and strategic. The firm has experimented with bots and apps using AI technology, but Trajer insists that AI should only be adopted if it aligns with a company’s broader business strategy. “We built some bots and other apps, but it’s all about understanding how these tools can support our existing goals, rather than letting the hype drive us.”
A Balanced Future
As AI continues to develop, Trajer is cautiously optimistic about its potential. She believes AI will continue to play an important role in business, but it’s essential to manage expectations. “AI is moving fast, and it’s definitely going to have an impact, but there are risks we need to be aware of and we need to manage.” she concluded. “And we need to be careful about its use, especially when it comes to regulation and the impact it might have on people’s well-being.”
In the end, for Trajer, the key to successful AI implementation lies in balancing technology with human expertise. “The key to innovation is people, not technology,” she said. It’s a sentiment that underscores the importance of strategy, caution, and human judgment in the age of AI.
For more insights, you can follow or connect with Kim on LinkedIn
Employee burnout has become a prevalent issue globally, affecting individual well-being, organisational productivity, and morale. While Australia didn’t experience the post-pandemic “Great Resignation” seen elsewhere, Melbourne University’s 2023 Future of Work Report tells us our workers are more burnt out than ever. It is a stark warning to employers of the employee attrition risk facing them if they don’t take steps to address the mental health challenges of their employees. In this article, we take a closer look at the causes of burnout and how Whole Brain® Thinking can assist with mental health in the workplace and drive employee engagement.
What is Employee Burnout, and How Can Employers Spot It?
Employee burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress and overwork. It often results from chronic workplace stressors, such as excessive workload, lack of control, and insufficient support. Poor mental health in the workplace can result in physical symptoms that include:
Fatigue: Feeling constantly tired, even after rest.
Insomnia: Difficulty falling asleep or staying asleep.
Headaches and other physical discomfort.
Weakened Immune System: Frequent illnesses due to stress.
There are also emotional signs of burnout, such as:
Cynicism and Detachment: Feeling distant from work and colleagues.
Reduced Accomplishment: A sense of inefficacy and decreased productivity.
Irritability and mood swings.
Lack of Motivation: Loss of enthusiasm for tasks.
Spotting employee burnout early allows organisations to intervene and support their workforce. P&C leadership should be on the lookout for the following behavioural clues of issues with mental health in the workplace:
Withdrawal: Employees isolating themselves from others.
Increased Absenteeism: Frequent sick days or time off.
Decreased Performance: Missed deadlines or poor quality work.
Neglecting Self-Care: Ignoring physical and mental health needs.
Reduced Employee Engagement: Lack of interest and reduced participation in workplace activities.
Applying Whole Brain® Thinking to Employee Mental Health
Mental health in the workplace requires a holistic approach that adequately accounts for the diversity of today’s workforce. Whole Brain® Thinking, based on the Herrmann Brain Dominance Instrument (HBDI), offers a robust framework to enhance mental health and prevent burnout by leveraging diversity and inclusion.
The model categorises the thinking styles and cognitive preferences into four quadrants: Analytical (A), Practical (B), Relational (C), and Experimental (D). Understanding and leveraging these different thinking styles can help organisations create supportive environments that promote mental well-being and resilience. We’ve applied the different thinking styles to the four major issues highlighted by Melbourne University’s research to demonstrate the richness leadership teams embracing diversity and inclusion can bring to problem-solving.
1. Enhancing Workplace Safety and Inclusivity
MU’s report reveals that many Australians perceive their work environments as unsafe, with discrimination affecting women, Aboriginal and Torres Strait Islanders, caregivers, and people living with chronic illnesses. Professor Leah Ruppanner, one of the authors and a gender inequality expert, cautions against assuming caregivers are exclusively women. She says caregiving men are also exhausted, subject to discrimination and at risk of attrition. Workplaces need to evolve to cater for this diversity and inclusion.
Applying Whole Brain® Thinking to workplace safety might look something like this:
Quadrant A (Analytical Thinking): Use data-driven insights to identify patterns of discrimination and unsafe practices (psychological and physical). Implement rigorous safety protocols and regular audits to ensure compliance and address any identified issues promptly.
Quadrant B (Practical Thinking): Develop clear, actionable policies and procedures to create a safe and inclusive workplace. Ensure all employees are trained on these protocols and understand the steps to report safety or discrimination concerns.
Quadrant C (Relational Thinking): Foster a supportive and inclusive culture by promoting empathy, emotional intelligence, and active listening. Create safe spaces for open dialogue where employees can voice their concerns without fear of retaliation.
Quadrant D (Experimental Thinking): Encourage innovative solutions to enhance workplace safety. Implement creative initiatives like anonymous reporting apps or virtual reality training for safety procedures to engage employees in new ways.
2. Addressing Employee Well-Being
Australian workers report greater exhaustion and stress post-pandemic, particularly those with additional responsibilities outside of work. Caregivers were particularly hard hit during the pandemic with school closures and reduced access to services. But now, MU’s research shows they’re still working harder than they did pre-pandemic.
We can apply Whole Brain® Thinking employee well-being as follows:
Quadrant A (Analytical Thinking): Utilise data to monitor employee well-being indicators, such as absenteeism, productivity, and employee engagement. Implement evidence-based wellness programs that address physical, mental, and emotional health.
Quadrant B (Practical Thinking): Develop structured support systems, such as flexible working hours, remote work options, and clear work-life boundaries, to help employees manage their responsibilities effectively.
Quadrant C (Relational Thinking): Promote a culture of care and support. Implement regular check-ins, peer support programs, and mental health resources to ensure employees feel valued and supported.
Quadrant D (Experimental Thinking): Innovate wellness initiatives by offering creative outlets such as mindfulness sessions, team-building activities, and opportunities for employees to pursue personal interests and hobbies.
3. Mitigating the Risk of Employee Attrition
Prime-aged workers are experiencing exhaustion, lack of motivation, and difficulty concentrating due to non-work responsibilities. Young (18-34 years) and middle-aged (35-54 years) workers were disproportionately affected by the pandemic compared to their older colleagues (aged 55 and over), MU’s study has found. Over 30% of prime-aged workers contemplate quitting compared to 20% of older workers. The study also revealed the number of workers with chronic illnesses has increased to 38% from 32% in 2021, possibly as a result of Long COVID and the mental impact of working through the pandemic. 40% of these report wanting to quit, and almost 75% say their jobs make them sicker.
A Whole Brain® Thinking approach to retention might involve the following:
Quadrant A (Analytical Thinking): Conduct thorough analyses to identify critical factors contributing to employee turnover. Use this data to develop targeted retention strategies.
Quadrant B (Practical Thinking): Implement practical solutions such as mentorship programs, career development opportunities, and clear pathways for advancement to keep employees motivated and engaged.
Quadrant C (Relational Thinking): Foster a supportive and inclusive work environment that values work-life balance. Recognise and address the unique needs of employees with additional responsibilities outside of work.
Quadrant D (Experimental Thinking): Create an engaging, stimulating work environment that encourages creativity and innovation. Provide opportunities for employees to work on exciting projects that align with their passions and interests.
4. Preparing for the Future of Work
According to MU’s research, Australian workers are largely unprepared for future workplace challenges driven by automation and artificial intelligence. Most Australians either underestimate the adaptation required or overestimate their ability to deal with such change. And 20% will only adopt new technology if forced to do so. Employers must facilitate inclusive technology use as part of their retention strategies or risk further deterioration of their employees’ well-being and attrition.
A Whole Brain® Thinking approach to future preparedness might involve:
Quadrant A (Analytical Thinking): Provide data-driven insights into future trends and necessary skills. Offer training programs focused on analytical and technical skills essential for navigating automation and AI advancements.
Quadrant B (Practical Thinking): Develop practical training programs and resources that equip employees with the skills to adapt to new technologies. Ensure these programs are accessible and relevant to all employees.
Quadrant C (Relational Thinking): Foster a learning culture that values continuous improvement and adaptability. Encourage collaboration and knowledge-sharing among employees to build a resilient and agile workforce.
Quadrant D (Experimental Thinking): Promote innovation and experimentation by encouraging employees to explore new ideas and technologies. Create opportunities for employees to engage in creative problem-solving and design-thinking workshops.
Conclusion
Applying Whole Brain® Thinking to the challenges identified in the State of the Future of Work Report can significantly enhance workplace well-being, safety, and preparedness. By leveraging diverse cognitive preferences, organisations can create supportive, inclusive, and innovative work environments that address the unique needs of their employees and prepare them for future challenges.
At Carole Cooper Consulting, our HR consulting team specialises in implementing Whole Brain® Thinking strategies to foster healthy, resilient workplaces. To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following customised programs designed to enhance workplace mental health, prevent burnout, and bolster preparedness:
Several studies have identified employee engagement as a critical success factor for organisations. And it makes perfect sense – when employees feel valued and enjoy their work and colleagues, they’ll go the extra mile. But, with increasingly diverse workforces, how can employers tap into what appeals to different individuals to create environments that work for everyone?
The Herrmann Whole Brain® Thinking model offers organisations a means to understand and leverage neurodiversity in the workplace. It promotes diversity, inclusion and belonging, facilitates effective communication and collaboration, and provides opportunities for professional development. By leveraging the benefits of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. As Michael Morgan, CEO of Herrmann Asia says, “It’s taking the Whole Brain® Model that sits behind the HBDI® and using that as a lens to look at the world.”
Why Employee Engagement Matters
A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Comparing top- and bottom-quartile business units and teams, they found those with engaged employees had the following differences in business outcomes:
81% less absenteeism
18% higher turnover for high-turnover organisations
43% higher turnover for low-turnover organisations
28% less shrinkage (theft)
64% fewer safety incidents (accidents)
41% fewer quality defects
10% higher customer loyalty/engagement
18% higher productivity (sales)
23% higher profitability
Additionally, Gallup’s research confirmed that engaged employees were less likely to look for work elsewhere, thereby improving retention rates. Interestingly, while a further study in 2022 found that global engagement had increased to a record 23%, they found that half of all employees were still either actively or passively looking for new work opportunities. This later study quantified engagement as having almost four times the influence on employee stress as work location. We at Carole Cooper Consultingbelieve leaders cannot afford to ignore that.
What is Whole Brain® Thinking?
The Herrmann Whole Brain® Thinking model was developed by William “Ned” Herrmann while he was responsible for management education at General Electric. According to the model, individuals have different thinking preferences, which dictate how they process information and their preference for tasks and work environments. Herrmann then developed the Herrmann Brain Dominance Instrument® (HBDI®) as a system to measure and describe people’s thinking preferences or cognitive styles.
The HBDI categorises individuals into four quadrants: A (blue quadrant), B (green quadrant), C (red quadrant), and D (yellow quadrant). Leveraging the full range of these thinking preferences is essential to optimise individual and team performance.
Quadrant A: Analytical thinking — Individuals who prefer this quadrant are logical, fact-focused, and tend to analyse information critically. They excel in problem-solving and structured tasks.
Quadrant B: Practical thinking — individuals who prefer this quadrant value application and practicality. They are action-oriented, prefer to focus on solutions and excel in hands-on tasks.
Quadrant C: Relational thinking — Individuals who prefer this quadrant value interpersonal relationships, emotional intelligence, and collaboration. They excel in team settings and thrive in social interactions.
Quadrant D: Experimental thinking—Individuals who prefer this quadrant are intuitive, creative, and innovative. They thrive in environments where they can explore possibilities and envision future outcomes.
Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement using a seven-pronged approach. These are just a few of the benefits of Whole Brain® Thinking.
1 | Aligning Work with Thinking Preferences
Individuals almost always have a dominant thinking preference, but they may still be capable of subjugating their natural preference to fit a prevailing culture. They might not even know they are doing it, and as a result, they experience extreme frustration and unhappiness. It’s therefore essential to perform Brain Dominance Assessments, i.e. HBDI assessments, under the guidance of a Herrmann-certified practitioner, such as Carole Cooper Consulting.
By understanding team members’ thinking preferences, we can help organisations align tasks and responsibilities based on individual strengths, fostering a sense of purpose and engagement. For example, individuals who prefer quadrant A thinking may excel in analytical tasks, such as data analysis or financial modelling. Individuals who prefer quadrant C thinking may thrive in team settings and collaborative projects because of their high emotional intelligence.
Providing individuals with opportunities to work on tasks in settings that suit their preferred thinking mode will enhance their engagement and job satisfaction. Over time, this approach can create a workplace culture that values and leverages its employees’ diverse strengths, enhancing both engagement and performance.
2 | Creating Diverse and Inclusive Teams
Research by the Boston Consulting Group has found that diverse teams are almost twice as innovative as non-diverse teams. By embracing diversity, Carole Cooper Consulting helps organisations tap into a broader range of ideas and viewpoints, leading to more creativity, innovation, and better decision-making. But experienced leaders will know that getting people with different perspectives, backgrounds, values, and skills to work together isn’t easy.
Whole Brain® Thinking can be instrumental in supporting Diversity, Equity, and Inclusion (DEI) initiatives and building diverse teams in several ways:
Understanding Cognitive Diversity: HBDI assessments provide insights into individuals’ thinking preferences and cognitive styles. By understanding the diversity of thought within a team or organisation, leaders can leverage the perspectives offered by neurodiversity in the workplace to solve complex problems and make more inclusive decisions. This understanding promotes the emotional intelligence necessary to value and integrate diverse ways of thinking, not just demographic diversity.
Breaking Down Communication Barriers:Whole Brain® Thinking encourages individuals to recognise and appreciate different communication styles and preferences. HBDI workshops can lead to more effective communication and collaboration across diverse teams as members become more adept at expressing themselves in ways that resonate with others who may think differently.
Enhancing Problem-Solving Abilities: Diversity in thought processes can lead to more innovative and creative solutions to challenges. When teams reflect neurodiversity in the workplace, bringing together individuals with diverse cognitive preferences, they can approach problems from multiple angles, leading to creativity and innovation that results in richer and more robust solutions.
Creating Inclusive Work Environments: DEI initiatives aim to create environments where all individuals feel valued and included. Whole Brain® Thinking can support these efforts by fostering an environment where individuals are encouraged to express their unique perspectives without fear of judgment. This can help mitigate biases and create a culture where everyone’s contributions are respected.
Improving Employee Engagement and Retention: When employees feel that their unique perspectives are valued and their voices are heard, they are more likely to be engaged and committed to their work. By embracing cognitive diversity through Whole Brain® Thinking, organisations can create an inclusive culture where all employees feel respected and supported, increasing employee satisfaction and retention.
By embracing cognitive diversity, organisations can position themselves for long-term success in an increasingly complex and interconnected world through increased team effectiveness. Additionally, diverse teams can provide a richer learning experience, promoting personal and professional growth for employees.
3 | Effective Communication
Effective communication is vital for employee engagement, high-performing teams, and high-performing organisations. In fact, lack of communication is the #1 complaint we receive from team members. Clear and transparent communication ensures employees understand their roles, goals, and expectations. It also creates a sense of trust and openness, enabling employees to voice their opinions and concerns without fear of reprisal.
Carole Cooper Consulting leverages Whole Brain® Thinking to help organisations communicate more effectively and engage employees. By understanding team members’ cognitive preferences, leaders can tailor their communication strategies to resonate with diverse audiences. For example, individuals with a preference for analytical thinking may prefer data-driven communication, while those with a preference for relational thinking may respond better to stories and anecdotes.
By incorporating insights from Whole Brain® Thinking, leaders can encourage employees to adapt their communication styles to better connect with colleagues who may think differently. Effective communication is essential for problem-solving so that all employees can contribute their ideas and perspectives and problems can be approached from multiple angles. When diverse voices are heard and valued, a more inclusive and equitable work environment is created.
Whole Brain® Thinking also encourages leaders to solicit feedback and input from all team members, creating a sense of ownership and empowerment. This can increase employee satisfaction, motivation, and commitment to organisational goals.
4 | Professional Development and Growth Opportunities
This study published in Frontiers in Psychology exposed the positive relationship between providing growth opportunities and enhancing employee engagement. Employees are more likely to be engaged when they have professional development and growth opportunities. We can use Whole Brain® Thinking to enhance professional development and growth opportunities for individuals within organisations in the following ways:
Identifying Strengths and Development Areas: By understanding their strengths and areas for development, employees and their managers can make more informed decisions about their professional development goals and focus areas.
Tailoring Learning and Development Initiatives: Knowing employees’ cognitive preferences allows tailored learning and development initiatives that meet individual needs. For example, individuals with a preference for analytical thinking may benefit from data analysis training, while those with a preference for relational thinking may excel in interpersonal skills workshops.
Promoting Cross-Training and Skill Diversification: We can leverage Whole Brain® Thinking by promoting cross-training initiatives that allow employees to learn from colleagues with diverse cognitive preferences. This not only enhances individual skill diversification but also fosters collaboration, team effectiveness and knowledge-sharing across teams.
Facilitating Career Progression: Employees who actively engage in Whole Brain® Thinking and embrace diverse perspectives are better positioned for career advancement. By demonstrating their ability to adapt to different situations and collaborate effectively with colleagues, individuals can stand out as valuable contributors within their organisations.
Creating a Culture of Continuous Learning: Organisations that promote Whole Brain® Thinking foster a culture of continuous learning and improvement, where employees are encouraged to take ownership of their professional development journey. This not only benefits individual employees’ creativity and innovation but also contributes to the organisation’s overall success and resilience.
5 | Recognition and Rewards
Recognition and rewards are powerful motivators that can significantly enhance employee engagement. When employees feel appreciated and rewarded for their contributions, they are more likely to be engaged and committed to the organisation. Whole Brain® Thinking can help organisations set meaningful rewards and recognition systems that promote employee engagement by considering their workforce’s diverse preferences and motivations. Here’s how:
Understanding Individual Motivations: Organisations can tailor their rewards and recognition systems to align with employees’ preferences by understanding what drives each individual. For example, individuals who prefer analytical thinking may value rewards based on objective metrics and performance indicators, while those who prefer relational thinking may appreciate recognition for their contributions to team collaboration and cohesion.
Offering Varied Incentives:Whole Brain® Thinking encourages organisations to offer a variety of incentives that appeal to different cognitive preferences. This ensures that rewards and recognition programs are inclusive and resonate with all employees. For example, organisations may offer monetary bonuses for achieving specific targets, public recognition for outstanding teamwork, and professional development and growth opportunities.
Promoting Team-Based Recognition:Whole Brain® Thinking emphasises the importance of collaboration and teamwork. Organisations can leverage this by incorporating team-based recognition initiatives into their rewards programs. By recognising and rewarding teams for their collective achievements, organisations foster a culture of collaboration and mutual support, leading to higher levels of team effectiveness, employee engagement and satisfaction.
Encouraging Peer-to-Peer Recognition:Whole Brain® Thinking encourages employees to appreciate and value their colleagues’ contributions. Peer-to-peer recognition programs where employees can nominate and acknowledge their peers for their contributions can harness this. Peer-to-peer recognition not only fosters a sense of camaraderie and teamwork but also promotes a culture of appreciation and gratitude.
Providing Opportunities for Personal Growth: Whole Brain® Thinking emphasises the importance of personal growth and development. Organisations can enhance their rewards and recognition systems by offering opportunities for employees to pursue their interests, develop new skills, and advance their careers. This may include funding for further education and training, mentorship programs, or leadership development initiatives.
6 | Supportive Leadership Practices
Leaders play a pivotal role in fostering employee engagement. Supportive leadership practices, such as regular feedback, coaching, and mentoring, create a nurturing environment where employees feel supported and empowered. Whole Brain® Thinking allows leaders to adapt their support to individuals based on their cognitive preferences. This encourages autonomy and decision-making, allowing employees to take ownership of their work and contribute to the organisation’s success. By delegating responsibilities and trusting employees to make decisions, managers can foster a sense of ownership and empowerment, enhancing engagement.
7 | Aligning Organisational Values and Culture
The alignment of organisational values and culture is crucial for employee engagement. When employees feel that their personal values and beliefs align with those of the organisation, they are more likely to be engaged and committed. Whole Brain® Thinking can be instrumental in aligning organisational values and culture by:
Identifying Core Values:Whole Brain® Thinking assessments can help organisations identify their core values by understanding their employees’ preferences and priorities. By considering diverse perspectives, organisations can develop values that resonate with all workforce members, promoting a sense of belonging and shared purpose.
Communicating Values Effectively:Whole Brain® Thinking encourages organisations to communicate their values in ways that resonate with diverse audiences. For example, organisations can use a combination of analytical data, emotional appeals, storytelling, and collaborative discussions to convey their values and foster buy-in from employees with different cognitive preferences.
Embedding Values in Organisational Practices:Whole Brain® Thinking can help organisations embed their values in various aspects of organisational practices, including decision-making processes, performance evaluations, and employee development initiatives. By aligning organisational practices with core values, organisations can reinforce desired behaviours and promote a culture of integrity, accountability, and respect.
Promoting Inclusive Leadership:Whole Brain® Thinking encourages inclusive leadership practices that value and leverage diverse perspectives. Leaders who embrace Whole Brain® Thinking are more likely to solicit input from all team members, consider multiple viewpoints when making decisions, and foster a culture of open communication and collaboration. This promotes trust, transparency, and empowerment within the organisation.
Facilitating Cultural Change:Whole Brain® Thinking can help organisations navigate cultural change by understanding how different cognitive preferences may influence resistance or acceptance of change initiatives. By addressing potential barriers and leveraging diverse perspectives, organisations can facilitate cultural change efforts more effectively and ensure alignment with core values and strategic objectives.
Building a Resilient Culture:Whole Brain® Thinking promotes adaptability, emotional intelligence, and flexibility, which are essential for building a resilient organisational culture. By embracing diverse perspectives and encouraging experimentation and innovation, organisations can navigate challenges and seize opportunities more effectively, reinforcing their core values and driving sustainable growth.
Conclusion
Employee engagement is a critical factor in the success of organisations. By leveraging the concept of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. Understanding the individual preferences of employees, promoting diversity and inclusion, facilitating effective communication and collaboration, providing professional development opportunities, recognising and rewarding achievements, fostering supportive leadership practices, and aligning organisational values and culture are key strategies to enhance employee engagement.
By implementing these strategies, organisations can create a culture of engagement where employees feel valued, empowered, and inspired to contribute their best to the organisation’s success.
To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following:
Do we need an annual reminder to do something we should be doing every day?
Looking at the results of the first State of the Nation Report into social connection, from Ending Loneliness Together, yes. One in three Australians feel lonely, and one in six report severe, debilitating loneliness. And the demographics are frightening – people aged between 18-24 and 45-54 are the most likely to feel lonely. These are people actively in the workforce, interacting with others daily.
Striking the right balance between being approachable and maintaining authority can be challenging, yet it’s essential for cultivating a thriving workplace culture. And a healthy society.
Leadership isn’t about creating the illusion of a family. It’s about recognizing employees as real people and integral parts of a community in a way that’s authentic to you. So consider the following:
1. **The Engager**: If you’re naturally outgoing and enjoy interacting with your team, prioritize small group discussions or informal coffee breaks where everyone has a chance to share updates, ideas, or even personal stories. This approach fosters camaraderie and builds trust organically.
2. **The Listener**: For leaders who excel in listening, schedule regular one-on-one check-ins with team members. These sessions provide a safe space for employees to express concerns, share achievements, and feel valued individually.
3. **The Facilitator**: As a facilitator, leverage team-building activities or collaborative projects that encourage cross-departmental interactions. Whether it’s a volunteer initiative or a creative brainstorming session, these opportunities promote teamwork and solidarity.
4. **The Mentor**: Embrace mentorship programs where seasoned employees can guide and support newer team members. Mentorship enhances professional development and fosters a sense of belonging and mentor-mentee bond.
5. **The Advocate**: As an advocate for employee well-being, prioritize initiatives that promote work-life balance and mental health awareness. Encourage breaks, offer flexible scheduling options, and provide access to resources that support holistic wellness.
Remember, authentic appreciation doesn’t require grand gestures or elaborate events. It’s about fostering genuine connections through everyday interactions, human to human, beyond hierarchical boundaries.
Let’s commit to building cultures of care and compassion, not just on designated appreciation days but every single day.
A colleague forwarded me this SU webinar, and I finally watched it in the holidays. Women need men in their corner in the fight for gender equality, but allyship is a nuanced role.
Prof Ozbilgin’s thoughts on the subject really resonated with me, and I thought I’d share some of them here.
1. We must stop putting individuals (i.e. men) on the spot and prioritise the systems that perpetuate patriarchy. We need to consider the intersectionality of institutions because institutions provide different outcomes for individuals based on race, gender, etc. None of us wake up and think, “I’m a woman” – we are forced into that awareness when we come into contact with institutions that make it salient, that denigrate our gender.
2. We must beware of the saviour complex – women don’t need saving; systems need changing. Often, men think bringing women under their wing provides them equality and opportunity – but that’s not the aim of allyship. This kind of relationship is very patronising for the women, and it makes other men feel an unfair game is being played. Instead, show allyship to a cause and change the systems women return to in their organisations instead of saving individual women.
3. Men need to practice reverse allyship, i.e., where the ally applies critical listening to women’s concerns and reversely translates them to organisational design. So, allies became co-designers of organisational design instead of male allies who are showing a trust deficit to women by putting them through hoops such as education, mentoring and other “fixing practices”.
I’ve had mixed results from reverse mentoring in the past. Admittedly, that was pairing up mentors and mentees from different generations. I’d love to hear your thoughts over on my LinkedIn Page.
– To my male followers in leadership positions, how does the idea sit with you?
– To the ladies, does the term “fixing practices” ring true? Do you feel reverse mentoring stands a chance?
A few months back, a frustrated employee asked me, “Why do they feel it’s okay to give me a bad manager?”
Isn’t that a compelling question?
As leaders, we have high expectations of employees. But how consciously do we think about the culture we create for them by appointing people to management positions they’re not equipped for? And how willing are we to address the unhappiness they cause, especially when they’re otherwise getting results?
I’m introducing a #ceopledge to our executive coaching curriculum this year. The idea comes from a post by BrettFox, whose fabulous (abbreviated) example is as follows.
I, your CEO, pledge to:
1. Be fair.
I know it’s annoying when someone gets preferential treatment. Due to different perspectives or even different conditions, it might not always be possible (or desirable) to always treat everyone exactly the same way. But I will do everything I can to be fair.
2. Be transparent.
You have a right to know what’s happening in the company because you depend on us for your livelihood. I will tell you everything (except the stuff that, for lots of reasons, has to remain confidential).
3. Provide a healthy workplace.
A bad work environment steeped in fear doesn’t allow you or us to thrive. We want the workplace to be an enjoyable place to be. (This doesn’t mean we don’t have high expectations for you, too.)
4. Not allow mediocrity into the organization.
Our standards are really high, that’s why we enjoy working with you. It’s demoralizing working with people that aren’t carrying their weight. I will address non-performance when I see it.
5. Give you the freedom to be creative.
I know you have ideas for improving the company, new products, and new systems. I will ensure you are heard.
6. Continue teaching and training you.
We have an obligation to you and our company to give you the tools to succeed. We need you to have the skills necessary to help us grow.
7. Pay you a fair wage.
We understand we need to be competitive to retain you. We don’t want you looking for a new job. It’s costly to replace great people like you. We also pledge to rectify any salary inequities that occur.
8. Promote from within whenever possible.
You’re ambitious, and you want to continue growing. We know you and like working with you. There’s nothing more gratifying than being able to promote you.
9. Not to tolerate jerks.
Yes, we know about the really smart person you are working with. He’s brilliant, but he’s causing great harm to the company despite all his skills. We know that, and we’ll address it.
Storytelling has been with us since the beginning of humankind. Narrative is one of the most powerful tools we have to inspire, teach and connect with others. But in my experience, it needs to be better utilised by P&C leaders. We tend to favour more easily measurable activities. Numbers and statistics have their place, of course. But they don’t captivate and engage an audience like a good story does. So how can we use storytelling in business to better effect in our organisations?
Storytelling Affects Our Brain Chemistry
Firstly, it’s helpful to understand why oral storytelling remains relevant in today’s world. Many of us will remember childhood stories narrated by those who cared most for us. In my family, we fondly remember my mom’s frequent response, “Now that’s another story”. And today, biological studies provide us with an explanation for why we have this connection.
Research shows that stories activate listeners’ brains’ auditory and left temporal (language) cortices. In some cases, our brain activity actively mirrors that of the storyteller. In a fashion, we share their experiences and emotions – the “surrogate experience”. Furthermore, we are prompted to secrete oxytocin, the bonding hormone.
These chemical reactions are what motivate us to care about the people involved. In the workplace, this translates to greater empathy and compassion for our colleagues. It makes us more willing to work with them and display other positive social behaviour.
The following are three suggestions for incorporating storytelling into your P&C leadership practice.
1. Use Your Story to Lead with Impact
Consider some of the people you admire and wish to emulate. Are there any who won your admiration without sharing their story? I think you’ll find they’re in the minority.
A personal story explaining your “why” can take your audience on an emotional journey. Allowing others to connect with us at this level empowers and inspires them to act as we would. However, learning how to share our stories takes preparation and practice.
International storytelling workshop facilitator Robyn Shumer shares these steps;
Step 1: Create a strong and engaging opening.
It’s essential to engage your audience right from the start. For example, an opener that shocks or surprises can do the trick. Or try asking a question that will hook them, such as “Can you imagine…”.
Step 2: Gather content.
Research your content. Use sticky notes to collect and organize the concepts.
Step 3: Eliminate the noise.
Review your concepts and cherry-pick the key elements. Eliminate unnecessary “noise” that may distract from the message you want to deliver.
Step 4: Incorporate multi-sensory augmentation.
Draw your listeners in by appealing to all their senses. Describe what things look, feel, sound, and taste like.
Step 5: Consider your end.
What do you want your listeners to do with your story? For it to have an impact, make sure they understand the “call to action”.
2. Create Organisational Storytellers
Organisational storytelling is an invaluable tool in building and sustaining company culture. It captures the critical events and decisions that impact people and makes your culture unique. And in doing so, it informs internal and external stakeholders who you are.
Increasingly, prospective employees are looking beyond the official company line. The popularity of platforms like Glassdoor points to this. P&C leaders need to help cultivate organisational stories that attract desirable talent. And have an ear to the ground for developing stories that indicate intervention is required.
A compelling, consistent, representative organisational story must be compiled from multiple perspectives. You should gather contributions from different departments and all levels of the organisation. In doing so, consider the following;
Active listening
Active listening means listening without judgement and preconceptions. For example, are employees relating different stories to those told by leadership? Why? What’s keeping those stories alive?
Active communication
Step away from passive communication tools like email. We naturally use stories when we converse face to face.
Active forums
Create the space, time and opportunity for organisational storytelling to emerge. Storytelling town halls, for example, can be better than static stories recorded on a company intranet.
3. Empowering Others to Tell Their Stories
Stories offer a powerful way of perspective sharing. As a universal human experience, they can be particularly valuable in addressing diversity. For example, a 2014 study by Lindsey, King, Helb and Levine found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.”
It used to be considered unprofessional to share personal stories at work. This is changing, however. Storytelling for business is fast becoming an important part of our toolkit. Personal stories can help explain our context. Like why we may think and respond differently from others. Or explain activities that don’t always make sense to our colleagues.
Everybody has a story, but we often don’t consider our stories valuable. To help people share their stories, Rezvani and Gordon, recommend the following;
Establish A Beginner’s Mindset
Forget what you think you know about the storyteller and actively listen.
Offer Empathy and Warmth
Receive stories with empathy and warmth regardless of whether or not you can relate to their experiences.
Don’t “Over-Verify”
Never demand that storytellers provide evidence to support their stories. And don’t expect them to answer questions – ask permission for follow-up and respect the reply.
Express Thanks
Always make a point of thanking people for sharing their stories.
Check-in
No one should feel pressured to share their story. And when they choose to do so, they should trust those they share it with. Continually check-in that the space you’ve created is psychologically safe.
A Final Note on Story Stewardship
In her “Atlas of the Heart”, Brené Brown introduces the concept of story stewardship. It’s the practice of honouring the value of stories – our own, as much as those of others. She cautions us against telling our story before we’re ready to own it. In Brown’s view, we only truly own our story when our well-being is not dependent on the listener’s response.
We dishonour the stories shared with us when we tap out or take over. Tapping out when we’re disinterested or feeling uncomfortable shuts down the storyteller. Even the subtlest body language can provide feedback that their story is unwelcome. And when we overly identify with a story or don’t believe the storyteller, we risk taking over their narrative. By imposing our perception of events, we diminish the storyteller’s experience.
Storytelling can be a valuable arrow in the P&C quiver. Contact me if you’d like to understand more about making it part of your leadership practice.
