#peopleandculture

  • Employee Experience, Human Resources, Leadership

    7 Ways Whole Brain® Thinking Can Improve Employee Engagement 

    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 Consulting believe 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. 

     

    Whole Brain Thinking Model

     

     

    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:  

    • Individual HBDI assessments 
    • HBDI team workshops 
    • HBDI-led training and development initiatives 
    • HBDI-led organisational structuring 
    • HBDI-led coaching 
  • Employee Experience, Leadership

    3 Ways You Should Be Using Storytelling to Impact Your Organisation

    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.  

  • Employee Experience, Human Resources, Leadership

    Not Structured for Innovation? Then Don’t Expect it to Happen!

    Nothing excites me more than trying something new with a team of bright, creative minds. But that doesn’t happen by accident…  

    Just having creative people come up with ideas isn’t enough. Studies of Kodak’s demise have shown there was no shortage of either in that organisation. But Kodak’s leadership lacked the discipline and direction to steer innovation in the right direction. And in the end, they failed to embrace digital technology on time. 

    Creativity and innovation are often associated with spontaneity. So it’s counter-intuitive that promoting novel thought requires extensive discipline and planning. Google, for one, understands this. Its 20% Policy allows employees to spend 20% of their time on creative pursuits unrelated to their work. However, they must have a clear vision and objective, allowing for guidance and evaluation. 

     Here are three innovation initiatives to consider; 

    1. Form a Creativity Plan – This includes creating goals for the kind of innovation you want to foster, how to achieve it, and who will work on it. Need some workshopping prompts? I love how the UN links the campaign to achieving the Sustainable Development Goals (SDGs).  
    1. Foster supportive Organisational Culture – Are you fostering an environment where employees feel safe to express their creativity fully? Review your performance and incentive policies to ensure they encourage unconventional thinking and view errors as part of the creative process. Get employees engaged with town halls dedicated to innovation.  
    1. Invest in Training – Programs that teach creativity, problem-solving and decision-making skills are critical for innovation. They will equip employees with the skills and knowledge to generate fresh perspectives. And direct them to new, innovative ideas. 

    Remember, if you’re not structured for innovation, it won’t happen!

  • Leadership

    Confidence Isn’t Always Competence – The Power of Humble Leadership

    “I hope I leave New Zealanders with a belief that you can be kind but strong, empathetic but decisive, optimistic but focused. And that you can be your own kind of leader—one who knows when it’s time to go.” Humble words from a woman who attracted global admiration. I know I’m not alone in reflecting on Jacinda Ardern’s legacy.

    Humility is often cited as a desirable leadership trait. In fact, it’s an attribute of Level 5 leaders in Jim Collins’ “Good to Great”. He regards it as impossible to shift to sustained excellence without it. But how actively do we recruit for humility? Or consciously build it into leadership development programmes?

    Ardern Has Normalised “Feminine Competencies” in Leadership

    I recently listed normalising diversity as one of my key focus areas for 2023. And, rightly or wrongly, we tend to assign skill sets to genders. Ardern’s leadership style incorporated many traditionally “feminine competencies”. By so doing, she has normalised these traits in the leadership arena. She’s proven concepts like kindness and empathy are not incompatible with competence.

    We desperately need more role models who bring alternative and complementary skills to the table. So often, women are encouraged to “lean in” at work. But this risks steering them into the same old, well-worn leadership tracks. And we should be aiming for more.

    Firstly, mimicry of typically “masculine competencies” seldom reflects authentically. And it usually leaves women feeling alienated, even traumatised. Finally, it denies our organisations (male colleagues included) access to a broader leadership toolkit.

    These are some of my tips for changing the gender status quo of leadership competencies.

    Tip #1: Don’t Mistake Confidence for Competence

    We can be blinded by charisma if we’re too lazy to evaluate talent. We mistake arrogance for strength and confidence for competence. Yet, research shows women are more hesitant to acknowledge their competence and accomplishments. We need to factor this into our P&C processes.

    Twenty years ago, Dunning and Ehrlinger’s work exposed a significant gender confidence gap. Their study found no difference in actual performance between genders. However, in self-assessing, men were routinely over-generous. Whereas women habitually underestimated themselves.

    Even when men know their limitations, it doesn’t dent their confidence. Hewlett-Packard released reviews of its personnel records that demonstrated this. It found men applied for positions when they met just 60% of the criteria. But their female colleagues only applied if they met 100%.

    A Possible Intervention: As part of our D&I strategy at Flight Centre, all senior positions were required to have a 50/50 gender ratio of applicants. If this didn’t occur naturally, the leader concerned had to ‘hunt’ to fill the gap. Additionally, our three-person interview panels had to have at least one woman. It was a policy that required me to hold my ground on more than one occasion. Especially in the beginning, when men were often awarded the positions because they applied for it. But the process resulted in more women being interviewed. That helped showcase talent across the business. And in the end, this led to more women in senior leadership positions.

    Tip #2: Self-Awareness Trumps Self-Belief

    Interestingly, the confidence gap between men and women narrows with age. Zenger Folkman’s research shows the disparity disappears in the mid-40s. And after 60, women overtake men. (Rightly so, when women were measured as more effective in 84% of leadership competencies!)

    When we believe we already know the answers, we shut down discourse. Women’s early lack of confidence may help them develop valuable leadership capabilities. They may be more willing to seek and act on feedback. Thus, they are more likely to admit mistakes and apologise. And more likely to accept input and alternatives to their solutions. Such behaviour develops remarkable resilience over time. But it also helps includes others, giving them opportunities to shine.

    Inclusive environments where employees feel valued generate returns for their organisations. In an international Catalyst survey (including Australia), workers report being;

    1. More innovative, the more included they feel. And,
    2. More willing to assist colleagues and achieve workplace goals.

     A Possible Intervention: There’s another gap often apparent in organisations. The misalignment between what Boards and Executive teams believe their culture to be versus the reality their people experience. I’m a big proponent of culture audits. They can be a valuable exercise to pinpoint areas of intervention. And to select those that will yield the best return on investment.

    I once worked with a Board that placed high importance on innovation. It was included in the company’s values. And significant incentives were in place to promote it. Yet, the pace of innovation had slowed significantly.

    A culture audit quickly uncovered that employees didn’t feel safe making mistakes experimenting. There was such emphasis on success, they inferred failure would be ridiculed. Making the process and failures leading to the eventual successes visible helped change that. Furthermore, it led to discussions that generated improvements to the products being showcased—and strengthened inter-departmental relationships. It became more evident that each contributed valuable different skills and perspectives.

    Tip #3: Reward Altruism, Not Self-Promotion

    Humble leadership is also characterised by altruism – selfless concern for the greater good. Altruism is the opposite of personality disorders such as narcissism and psychopathy. But ironically, many of our leaders exhibit traits more aligned with these pathologies.

    Narcissist self-interest and lack of empathy can be responsible for catastrophic corporate failures—for example, the Enron scandal of 2001. But pseudo-humility can also create a toxic environment in the workplace. This is when leaders purport to be humble but are really acting in their own interests. Our P&C processes must be able to discern the difference.

    A meta-analysis led by Yale concludes that both intuitively and deliberately, women act more altruistically than men. Even those women that identify themselves as having more traditionally masculine traits such as dominance, power and independence. But the analysis also points out that women are expected to be more altruistic than men. And that society punishes them if they’re not. So imagine if we demanded altruism from all our leaders.

     A Possible Intervention: We get what we measure. We can’t build a culture of altruism and still measure performance traditionally. So review your incentive structure through an “altruism lens”. Ensure there is recognition for decisions that serve broadly and long-term. And that people aren’t inadvertently penalised for not exhibiting self-promoting behaviour.

    Altruism is closely associated with EQ. But, do your leaders have the tools to understand themselves and relate well to others? If not, how can they make decisions that benefit everyone? EQ assessments are a powerful way to increase self-awareness. And an excellent way to better understand your team or organisation.

    A Final Word on Empathy and Trust

    Occasionally I meet individuals who genuinely struggle with the concept of empathy. (Mostly men, but not exclusively so.) It’s something I promise can be improved with will and effort. But if this describes you, I’d like to suggest you lead with trust.

    Humble leaders accept they can’t understand everything. Believe people when they tell you their situation. Trust them to know what they need. Then do your best to provide it.

  • News

    Lessons from the Fed – Work on Strengths to Achieve Greatness

    What a fabulous weekend of tennis. It was particularly satisfying to see two such powerful women compete in the final. As a player myself, I find the talent and discipline of these young professionals so inspiring.

    But something impressed me even more than Sabalenka’s serve. That’s her acknowledgement of her team. “We’ve been through a lot of downs last year. We worked so hard. You guys deserve this trophy; it’s more about you than about me,” she said.

    It’s tempting to think of singles tennis as purely individual success. But we’re getting increased exposure to the teams behind the greats (with a little help from Netflix). So, what lessons can we take from the courts to the workplace?

    Tip #1: Play to Your Strengths

    “Working on your weaknesses may make you a complete player, but it will never make you dangerous,” says “the Fed”. I took this photo of the great Roger Federer in 2020. Watching him live is an experience I’ll cherish forever. And his advice to play to one’s strengths is top of my list.

    When we apply this subtle shift in focus within our organizations, we benefit enormously. First, allow employees to develop their strengths instead of focusing on their weaknesses. And soon, your teams will be comprised of members who bring diversity and passion to their work.

    Tip #2: Natural Strengths Give You Energy

    Marcus Buckingham defines strengths as those things that give us strength. And not what others tell us we’re good at. This approach means we’re the only ones who can decide our strengths. And better yet, we all have strengths.

    I’ve found my strength and passion in helping organizations and individuals realize their full potential. It’s what gets me up in the morning. And it gives me as much pleasure as my (recreational) tennis. So contact me if you want to know how we can inject some strengths-based thinking into your company.

  • Culture

    7 Key Strategies to Supercharge Your People & Culture

    No matter the time of year, reviewing your People & Culture Strategy is a valuable opportunity to pause, reflect, and reset. The way people work is shifting — and so are the expectations employees have around leadership, support, inclusion and purpose. These seven priorities provide a clear starting point for building a people-first strategy that’s grounded in real impact.

    1. Let Data Shape, Not Just Support, Your Strategy

    It’s no longer enough to run the occasional engagement survey and call it a listening strategy. Data-informed decision-making is essential to ensure People & Culture work is responsive and relevant. But it only works when the data is consistent, purposeful and used to drive real change.

    When employee feedback is ignored or left unexplained, trust erodes. Recent studies show a wide perception gap between HR teams and employees on whether feedback leads to action. This kind of disconnect can undermine even the best cultural intentions.

    Start here:
    Use short, repeatable pulse surveys that measure key themes over time, like psychological safety, clarity of expectations, or team dynamics. Keep questions consistent so you can track movement and trends. Just as important as collecting feedback is what you do with it. Share insights openly, take visible action where possible, and always close the loop. Employees notice when their voice leads to change, and when it doesn’t.

    2. Redefine Productivity for a Modern Workplace

    The shift to hybrid and remote work has reshaped the meaning of productivity. In many organisations, legacy thinking still links performance to visibility such as being online, attending meetings or answering emails quickly. But these signals don’t always correlate with meaningful output or long-term value.

    Leaders are grappling with how to measure productivity when they can’t physically observe their teams. Meanwhile, many employees feel trusted and effective working remotely, but disconnected from decision-making processes or unclear expectations.

    Start here:
    Rethink what successful work looks like in your context. Move away from monitoring hours and toward measuring impact, progress and shared outcomes. Redesign roles if needed to allow for flexibility and autonomy. Revisit collaboration rhythms and tools to ensure alignment without overload. Your People & Culture Strategy should help guide the business through these structural shifts and not just react to them.

    3. Reimagine the Employee Experience

    Employees today are asking deeper questions about the role of work in their lives. They want more than a list of perks or a polished employer brand. They’re looking for workplaces that see them as whole people and back that up through daily experience.

    This means the employee experience must go beyond onboarding or performance reviews.  It needs to reflect how people feel day to day about their manager, their growth, their wellbeing and their sense of purpose. I think rituals are so important here.

    Start here:
    Start by mapping the full employee lifecycle and identifying key experience moments. Where are the pain points? Where are the opportunities to personalise or humanise interactions? Consider how your organisation’s values show up in policies, team rituals and communication. A strong People & Culture Strategy centres the real experience of working at your company, not just the version written in handbooks.

    4. Respond to the Cost-of-Living Pressure

    Financial stress has a real and measurable impact on engagement, health and performance. Even for employees on decent salaries, the rising cost of living continues to erode stability and focus. For People & Culture teams, ignoring this context risks seeming out of touch or uncaring.

    There’s no one-size-fits-all solution. What matters is recognising the stress and responding in ways that are both practical and empathetic. Support doesn’t have to be expensive to be meaningful, but it does need to be intentional.

    Start here:
    Talk to employees about what’s making life harder. It might be fuel, food, childcare, rent or unexpected medical costs. From there, explore options that make sense for your business: flexible work locations, discounted transport, cost-of-living stipends, or access to financial education tools. A modern People & Culture Strategy considers the broader context people are living in.

    5. Make Inclusion the Everyday Standard

    Diversity, equity and inclusion cannot live in a separate strategy. They must be embedded throughout the People & Culture Strategy, and visible across recruitment, development, promotion and culture-building. Anything less risks performative action that does little to change actual experiences.

    Inclusion is not just about who’s in the room. It’s about whose voice is heard, who feels safe to speak, and who sees themselves reflected in leadership and decision-making.

    Start here:
    Audit your systems and language. Who is your process designed for? Who gets the benefit of the doubt? What behaviours are rewarded? Focus on making inclusion a day-to-day norm — not just part of some campaign or celebration week. When diversity becomes part of how decisions are made and how teams operate, it creates lasting cultural shift.

    6. Build for Circularity and Sustainability

    Sustainability is no longer just a business operations issue. It’s a people issue too. As the circular economy gains traction, People & Culture teams must help prepare the workforce for new types of roles, skills and mindsets.

    The shift includes more than technical training. It requires a rethink of performance expectations, collaboration structures and long-term workforce planning. Employees need to see how their work contributes to sustainability goals in tangible ways.

    Start here:
    Begin with awareness. Help teams understand what circular thinking is and why it matters. Then look at where your current systems could support or block sustainable behaviours, beginning with how projects are scoped to how success is measured. The most future-ready People & Culture strategies are those that connect sustainability to the everyday decisions people make at work.

    7. Engage with Intention, Not Habit

    In the post-pandemic world, habits have changed but expectations haven’t always caught up. Many organisations are still stuck between reacting to change and trying to return to “normal.” The next frontier of People & Culture is about conscious engagement — knowing why you’re doing something, not just doing it out of habit.

    Meaningful engagement is not about more communication or more meetings. It’s about making space for the right conversations at the right time, and building a culture where people feel seen, understood and involved.

    Start here:
    Define what intentional engagement looks like in your organisation. Where are you over-communicating without impact? Where are you under-communicating on things that matter? Equip leaders with tools to hold real, purposeful conversations, especially during change, challenge or uncertainty. Culture is built conversation by conversation, and strategy must support that.

    Final Thought

    A People & Culture Strategy doesn’t need to be perfect, but it does need to be alive. These seven priorities can help guide your thinking, spark discussion and align your efforts with what people actually need to do their best work.