As a South African person of colour who grew up during apartheid, I’ve experienced firsthand the complex realities of living with deep-rooted divisions—and I’ve also witnessed the growth that can come from facing them head-on. South Africa is frequently still spotlighted for its racial tensions, but what’s less noticed is how much the country has matured in dealing with diversity. Our journey hasn’t been easy, and our wounds are still healing, but those difficult experiences have taught us valuable lessons about working together across differences. Now, as countries around the world increasingly confront issues of diversity and inclusion, I believe South Africa’s painful past can offer useful insights for navigating these challenging, often uncomfortable realities. Here are five insights about navigating diversity in the workplace that go beyond what HR manuals typically cover:
1.Be Ready for Unintentional Missteps—They’re Part of the Learning Curve
When people from different backgrounds work together, it’s almost guaranteed that misunderstandings, assumptions, or microaggressions will happen. These moments can be jarring, but they’re often unintentional, rooted in biases people may not even realize they have. Instead of responding defensively or ignoring it, consider framing these moments as chances for a deeper conversation. Authentic diversity involves honest dialogue about what’s hurtful or alienating without immediately assuming malice.
2.Recognize the Subtle “Saviour Complex”
Some people feel compelled to help or “save” those they see as disadvantaged, which can come off as patronizing, even if it’s well-intentioned. For example, offering excessive help or “fixing” someone else’s work without being asked can send the message that you don’t think they’re capable. Instead, practice active listening—people often know what they need and appreciate being treated as capable and autonomous. Recognizing when your “help” may be more about how it makes you feel than the other person’s needs can be a game-changer.
3. Understand That “Everyone Has a Story”—But Don’t Assume They Want to Be the Spokesperson for It
While embracing diversity often involves acknowledging people’s unique stories, it’s essential not to reduce individuals to the stereotypes or labels associated with their identity. Not everyone wishes to be the “representative” of their particular group, and it can be exploitative, invasive, and stressful to make the one “different” employee responsible for educating their colleagues. This burden of being the go-to for questions or insights on cultural matters can lead to them feeling overly visible, exposed, or even tokenized. They may feel unfairly pressured to make themselves vulnerable in ways others aren’t expected to. Instead, encourage a culture of shared learning where everyone is responsible for educating themselves and supporting each other, rather than leaning on individuals to represent an entire group.
4. Practice Checking Your Assumptions Before Jumping to Conclusions
It’s easy to feel offended, slighted, or confused by others’ behaviours that differ from what you’re used to. For instance, you may see someone’s directness as rude or their silence as indifference. But remember, these behaviours often stem from cultural norms rather than intent to offend. Before reacting, try to step back and consider whether the behaviour could reflect different values, norms, or communication styles. This simple step can save countless misunderstandings.
5. Know That Diversity Means Constantly Adjusting—It’s Not One-and-Done
Living and working in a diverse environment means continuously learning and re-learning. You’ll have to adjust as new people join, different values emerge, and situations evolve. Sometimes you may feel frustrated, challenged, or even embarrassed by what you don’t know. Accepting that discomfort and humility are part of the experience is crucial. True inclusivity is not about “fixing” biases in one go—it’s a mindset of being open, adaptable, and patient with both yourself and others as you navigate a changing landscape.
Navigating diversity can be messy, but hopefully these insights can help make it a transformative experience rather than just a superficial exercise.
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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
At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and enjoy this exploration of experiences, challenges, insights and advice.
Kim Trajer, a seasoned professional with 30 years of experience at McCullough Robertson, describes herself as curious, optimistic, and organized. These three traits have shaped her approach to work and life. “I’m always thinking about whether there’s a better way to do something,” she explains, emphasizing her curiosity. This drive for improvement has fuelled her career, especially in the legal industry, where change is often met with resistance. Her optimism has helped her remain patient and persistent while navigating resistance to change: “Being optimistic that … there is a better way of doing things, and we will get there,” she says. Lastly, her organization is crucial in managing the various tasks and challenges of her role. Kim jokes that OneNote is her “good friend,” enabling her to keep track of her to-do lists, manage stress, and focus on both the big picture and the details.
Kim’s career began after completing her Commerce Law degree. She worked her way up through McCullough Robertson, starting in the Gold Coast office, handling various roles from property and wills to commercial work. Early on, she discovered her interest in superannuation law and shifted to the Brisbane office, where she dove into commercial transactions. Her career truly took shape when she started her Master’s in Taxation, a challenging five-year, part-time program she completed just before starting a family.
Working part-time with limited technology posed its own challenges, particularly in the complex field of tax law. “I would take a wheelie suitcase full of paper files to work from home,” Kim recalls, highlighting the difficulties of managing demanding commercial work without modern tools. Eventually, she transitioned to knowledge management, where she and a colleague revamped all of the firm’s legal precedents and documents during a major rebrand.
This period sparked her interest in risk management and innovation. Through these projects, she began to understand how system integration and effective processes could enhance a law firm’s operations. “I started realizing the benefits of innovation,” she says, recalling the time when the firm collaborated with a Professor from UQ Business School to develop an innovation strategy for the firm. It was this shift from the practice of law to the business of law that made Kim realize where her true passion lay. She enjoyed working on strategy development, AI projects, and community partnerships, all of which she continues to oversee as COO of McCullough Robertson—a role she’s held for eight years.
Looking back on her career, Kim acknowledges that not every step was planned. “I had no plan for that sort of very jungle gym kind of career,” she admits. Instead, she credits the opportunities given to her by the firm’s partners and her willingness to embrace roles that challenged her. While some partners were highly supportive, others were not as receptive. “I work for 58 partners, each with different personalities, driving their own agendas,” she says. However, Kim has learned a great deal from those who didn’t support her, seeing these interactions as opportunities for growth.
When asked about her leadership approach, Kim emphasizes the importance of focusing on the outcomes and why they matter to the business. Lawyers, she explains, are trained to “pick holes” in ideas, so she prepares for that and uses data to back up her points. By addressing client feedback and financial data, she is able to present a compelling case for change, always linking it back to the firm’s broader strategy. She believes in making change palatable by showing lawyers “what’s in it for them” and slowing down the process to ensure a smoother transition. “The rollout of something is never the end … if you slow down and take a bit longer to do it, you often get a better outcome in a shorter time frame,” she explains.
Balancing her professional and personal life has been an evolving process for Kim, who is a mother, wife, and executive. “There was certainly an era when we did think we could have it all, all at once,” she reflects, admitting that it took time for her to learn that balance wasn’t always achievable. She now values taking breaks and disconnecting from work on weekends. “I used to work every weekend,” she recalls, but over time, she realized the importance of rest for maintaining efficiency and well-being.
Her children, now between the ages of 16 and 22, are more self-sufficient but still need her in various ways, which she tries to balance with her professional responsibilities. She also focuses on health and self-care, making time for activities that give her joy, like gardening, cooking, and walks by the water. “If you can do all of that … the challenges at work are not so big, and you actually manage to get more done,” she notes.
Kim concludes by sharing a piece of wisdom that comes with experience: perfection is not always necessary. “If you make a mistake, it can be fixed,” she says, encouraging others to adopt a more flexible mindset as they navigate their own careers and personal lives.
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:
At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and listen or read along while they share their experiences, challenges, insights and advice.
KYLIE PAATSCH INTERVIEW
“I believe everything rises and falls with leadership.
If you can’t get that right the rest won’t work as well as it could.”
From Banking to Travel, Kylie Paatsch has never been afraid to take the plunge when it comes to new opportunities and challenges. Her passion for coaching individuals and teams has taken her through multiple levels of management, forging the path to her own business Kylie Paatsch Leadership
Carole recently caught up with Kylie to discuss her biggest challenges in business, including breaking down stereotypes as a working and travelling mother, navigating the business world with ADHD, along with Kylie’s invaluable leadership tips.
Hit play to listen to the podcast below, this is one you won’t want to miss!
GET TO KNOW KYLIE IN HER OWN WORDS
Curious is one description of me that always comes up. I’m also playful by nature. Being purposeful is also really important to me. There needs to be some sort of impact, outcome or being connected to something.
CAREER PATH
When I left school I went straight into the Banking and Finance industry. I actually studied it for a while. I didn’t love it but it was easy to find work in that industry and good for career progression. I didn’t enjoy working in that field so I went travelling and eventually decided I wanted a career in the travel industry.
I worked in the industry for a really long time and ended up in leadership positions through Flight Centre. I’m truely grateful for the opportunities I had through Flight Centre. The organisation suited my personality and the way I approach things. Some people walk slowly to the edge where as I tend to jump straight of the cliff, hit the water and then wonder what I’ve done! Flight Centre was wonderful because they took the approach of “you’ll be ready for that next thing now” when I thought I wasn’t really ready. I worked my way through team leader, general manager and then the national leader. About 3-4 months before covid hit I took the plunge and went out on my own. Both my parents had their own businesses and there was always something there that I wanted to have a go at running my own business. I finally took the leap. It’s been a bit over 4 years since I’ve had my own business and it has gone so quickly!
CAREER CHALLENGES
I am neurodivergent with ADHD. In the banking industry and even now on my own I have a different way of processing information, learning and being engaged and that can be a little challenging. Being out on my own in my own business it’s great because I can make it work for me. When you work within an organisation it can be challenging because you have to work how they choose to operate. I’m really proud that I’ve been able to work my way around this throughout my career.
Being a female and really wanting to progress in my career, there’s so many challenges that have come from this. Even recently in my own business, when I put proposals in and I’m up against males who may not have the experience that I do and they still get the job. This can be a little disheartening at times.
Breaking down some of the stereotypes as a working mother has also been challenging. With my previous role I was on a plane travelling at least 3 out of the 4 weeks and my husband and I juggled this with our twin boys. People would ask how I could leave my kids and how selfish I was to have a career. My kids are now 16 and very grounded, confident, well rounded young men. It was a big challenge navigating those stereotypes and knowing that you’re being judged. People would ask “how is my husband coping?” while I was away, and that was also insulting to him. If the roles were reversed it wouldn’t be an issue.
MANAGING WORK-LIFE BALANCE
I got better at work life balance over the years. Early on I wasn’t so great at it and I had a pattern of working really hard, juggling lots of things and then hitting burn out. This became a pattern for quite some time. I had a bit of a life changing moment. I fainted in front of a group of 140 leaders one time overseas and one time at home as a result of burnout. It blew up into a panic attack and that was a big wakeup call to take care of myself first or I would be no good to my teams, my husband or myself! This was really a turning point for me and I started to work on finding that balance. I now like to look at it in terms of priorities and broke my life up into 4 areas – myself, my family, my work and other. I would allocate what percentage of time I was prepared to spend on each of those areas. I started to be really intentional with that which led me to coming up with a daily routine I’ve been practicing for 14 years – meditation, breath work and yoga everyday along with some cardio. This also helps with my ADHD.
HOW KYLIE MAKES A DIFFERENCE
I like to say that I specialise in leadership, teams and culture. I work a lot in corporate. My clients have been varied including large organisations such as Qantas and the Commonwealth Bank. I also work with small and medium businesses and I like the variety. I run a lot of leadership development programs and a lot with executive teams – high performing successful teams. They are 3 areas that I’m passionate about. I believe everything rises and falls with leadership. If you can’t get that right the rest doesn’t work as well as it could. Leadership is a craft I’ve been involved in for 2 decades and having worked at virtually every level of leadership, I know what it’s like to work in someone else’s shoes. That’s a unique position to be in.
COACHING AS A LEADER VS COMMANDING AS A LEADER
I am really passionate about leaders taking a coaching like approach to their leadership. When you take this approach you have this mind set that is about being curious, helping people learn, develop and grow. Taking a group or individual from where they are now, to where the could be should be or want to be. Come into with kindness, curiousity and empathy. But also calling out limits and barriers that get in the way. Asking lots of really great questions that help solve problems. It’s a collaborative style of leadership. Post Covid things are so different. Some people want to return to work, some don’t. We now have 5 generations working in the workforce all operating differently. It’s a much more empowering and autonomous way to lead others. That is what newer generations coming in want. It’s a really nice balance to leadership.
TIPS FOR EMERGING LEADERS
In order to lead or coach someone you’ve got to be really clear on what is important to you, what you stand for and what style you want to bring. It’s difficult to lead, coach and develop others unless you know this. When you’re clear on that, other people trust you and you trust yourself.
Don’t wait for it to happen. Be really proactive and seek mentors. Having your own personal board. Imagine a boardroom table with individuals who will help you with different areas of your business or leadership.
POSITIVE RESULTS ON THIS STYLE OF LEADERSHIP
This leadership style has shown proven increases in engagement, and recent surveys I’ve completed have increased engagement by 10%.
People feel seen, heard and understood so it’s natural they’ll see more productivity and results. From my own personal experience and looking at myself before and after this approach, I’ve doubled the results I was able to achieve with my teams. It can take a little longer with profitability results but the increase will be sustainable. It also has a flow on affect from leaders to teams through to their customers.
BIGGEST SOURCE OF MOTIVATION
People! I get inspired and engaged when I’m around people. This is something I realised more that ever during covid.
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:
At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and watch or read along while they share their experiences, challenges, insights and advice.
MELISSA RIEDY INTERVIEW
“Always believe you a braver than you believe, stronger than you seem and smarter than you think”
As Founder and Director of SMR Health Solutions, Mel Riedy comes with 20+ years of experience in the healthcare industry and is passionate about ensuring that healthcare continues to improve patient outcomes and experiences through delivery of innovative services.
Her determination, persistence and belief in herself has allowed her to grow and evolve from a registered nurse to working with a global healthcare provider and eventually paved the way to her consulting business, where she supports organisations and individuals through change management to ultimately reach their goals and aspirations.
Hit play or read below to learn more about Mel’s thriving business, professional challenges as a working mother and her take on Australia’s Healthcare System.
Melissa Riedy Interview from Carole Cooper on Vimeo.
GET TO KNOW MEL
I’m determined and persistent and don’t shy away from difficult situations. Just because something is difficult it doesn’t mean it can’t or shouldn’t be done. If I truly believe in something, I find a way to achieve it.
Being able to trust people in my life is important to me, it sets the foundation of a great relationship, both personal and professional.
I was a bit of a wild child in my youth. Not knowing who I was and not having a lot of guidance, I was trying to find my way and got caught up in the wrong crowds. It took me a long time to find out who I was through self development and mentors. Now I’m my authentic self.
CAREER PROGRESSION
My early career started as registered nurse. My best friend was studying so I did it too. A pivotal moment for me was when I was faced with scenario where someone was having a cardiac arrest and I felt really ill equipped. I froze and didn’t know what to do. From that moment I wanted to make sure it never happened again so I decided to go down the career path of cardiology. I love everything about cardiology and ended up completing 2 master degrees in advanced cardiovascular nursing.
I worked in the public system for 9 years, which was really taxing on my mind and body as it involved a lot of shift work. I was approached by a Global organisation that make stents/pacemakers/equipment and ended up working for them for 12 years, which was an amazing experience. They were a large corporate organisation and I gained so much experience from clinical to sales and marketing.
While I was working in corporate, I had a phone call that my brother had a cardiac arrest and we didn’t know if he was going to survive. Only 10% of people out of hospital survive cardiac arrest. It made me question – what do I actually want to do with my life? I had to really stop and think about what I needed to do for myself and my family.
I decided to leave the corporate world and started my own consulting/contracting business. I’d been in healthcare for approximately 20 years and over that time I’d seen a lot of projects started and not completed or weren’t started at all because there wasn’t anyone with the right skills available to run the project. I’m passionate about people reaching their goals and aspirations, and that’s how I came to the decision to go out on my own.
PROFESSIONAL CHALLENGES
I like to share my opinion. I have a voice and if I truly believe in something I like to share my voice. Sometimes that opinion differs from the leaders in the room and that hasn’t always worked well for me. I think it’s really important for everyone to have a voice and have thinking diversity within an organisation. Even though it has been challenging, I think it’s actually a strength that I bring to the environment.
Being a working mum has also been challenging. When I had my first child I came back to work 12 months after having her, working part time. There was a promotion opportunity but my boss said I couldn’t be considered because I only work part time. That broke me because I’d already given a fair chunk of my time to the organisation. If I didn’t believe I could do it working part time I never would have put my hand up for the job. I had another boss come in who saw my strengths and potential and when I did take on that promotion I was managing the biggest account in Australia. I was really proud of myself for meeting my sales targets. I turned something negative into positive and proved to myself and others that I could do it.
MENTORS
I’ve been fortunate to have various mentors across my career. I’ve always had someone guiding me, whether they realised they were mentoring me or not. The time and experience these people have given to me has helped me step outside my comfort zone. I’ve learned over the years that to grow you need to step outside your comfort zone. I’ve always had these people pushing me to strive for my goals and to believe in myself and my abilities. There’s been times in my life when I haven’t believed in myself and held myself back because I didn’t think I was good enough to do something, but these mentors have always made me stop and realise that I need to believe in myself and to not be afraid. No one likes to do something that makes them feel uncomfortable but we need to embrace that feeling and take risks. Someone said to me years ago to trust my instincts. I now regularly use my instincts to guide me in the right direction.
WORK-LIFE BALANCE
I’m a routine oriented person, especially with the children. I like to have a routine, mapping out my days and weeks. Obviously it doesn’t always go to plan, but as long as I have the majority mapped out it’s easy to tick off the boxes as we go. I always make time for myself, and this is something I’ve learned over the years. I didn’t always make time for myself but I’ve had some challenges with my health over the past couple of years and it’s made me realise that you can’t pour from an empty cup. So I need to make sure I fill my own cup first to ensure I’m the best version of myself for everyone around me. Exercising, meditating and breaks from the kids help create time for me and ensure I have a full cup.
HOW MEL MAKES A DIFFERENCE
My business provides people with the support they need to bring their ideas and visions to life. The majority of my clients are in healthcare as this is my biggest network, but it can vary. I sit down with my clients to uncover what it is that they need help with, from planning and executing a strategy to supporting teams through change management. Every day is different.
I strongly believe in change if it’s for the benefit of an individual, organisation or system. I don’t believe we should continue doing things a certain way just because it’s always been done that way. If there’s a way we can improve efficiencies then we should look at ways we can create change. A lot of people shy away from change because it’s hard and often not everyone is on the same page at the same time. It’s really important to interact with the organisation and individuals to involve them in any kind of change journey. They will be more invested in the change if they’re involved. A lot of people fear their job and worry they may be made redundant, but it’s often just about making better use of their time.
MEL’S OPINION ON HEALTHCARE IN AUSTRALIA
This is something I’m extremely passionate about. I strongly believe if we continue to follow traditional ways of how we deliver healthcare we aren’t going to see positive changes in outcomes. The Australian Healthcare system is really buckling under the pressure of an ageing population. A lot of people are leaving the healthcare workforce but coming back in as patients so there’s a lot of pressure on healthcare workers now and stress on the healthcare system, with waiting lists of up to 2 years to see a specialist. We really need to do something different so that we can improve access to healthcare for everyone.
There are so many digital solutions out there for different aspects of the healthcare system, freeing up hospital and GP settings for people who actually need them and can’t receive their care at home. To change this, we also need to change how things are funded. If you introduce a service that’s not funded, it won’t get used. We need to come together to figure out how we can collaborate as a group to figure this out collectively.
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.
