Leadership Optimization Archives

There has always been this outdated idea that in order to climb the ranks and come out on top you have to be ruthless, cutthroat, and manipulative. But in reality, there isn’t much evidence that supports this – one longitudinal study conducted over 14 years found that those who were selfish, aggressive, and manipulative were actually less likely to move up the ranks. It was those who were generous, kind, and agreeable who were more likely to be promoted to a position of power.

So how might they continue to be their authentic, kind self when in a position of authority? We can already see that kindness is by no means a symbol of weakness, but with a leadership role comes a certain expectation of having to make the hard decisions, delegate tasks, and maintain a sense of authority that some may feel gets diluted by a kind demeanour. The secret is not blurring the lines between kindness and friendship.

Kwame Christian – known for his work around compassionate curiosity – discusses how the best advice he was ever given was that to be successful, you need to be respected rather than liked. And this notion is particularly poignant when it comes to balancing kindness and authority in a way that leads to the respect of your peers rather than their affection.

Leaders have to actively be reinforcing professional boundaries with their team; you don’t have to be friends with the people who work for you to know them and what’s important to them, both in and outside the workplace. It’s about having and fostering that benevolent concern for your team in a respectful way.

As with many aspects of communication, it’s important to check your intention. Leaders should always be taking a step back when making a decision and think about why they are deciding this. This can be incredibly helpful when having to deliver difficult decisions or an undesired outcome to an employee, as it offers them an insight into why you have come to this conclusion and why it is a necessary one for the wider health of the company.

What I have personally found to be particularly effective in these instances is having an insight into the workstyle preferences of the people I am working with. Years ago, I had a boss who would frequently change her mind on the direction she wanted something to go in, which would require consistent reworking from me to the point that I once ended up on version 37 of the draft! Whilst this was frustrating, I now realize that if my boss and I had undergone a process like SurePeople’s psychometric assessment, I would have seen from her Prism profile what kind of a leader she was and how her decision-making process worked. Having that insight would have helped me better understand how to work with her needs, just as her having access to my own profile would give her an insight into how I worked best. Leaders who have access to tools such as Prism will find it much more manageable to have those more difficult conversations with their team members.

Overall, it can be a tricky thing to be a leader who is nice and kind but whose authority is still respected. That’s why I believe it’s best to steer away from the notion of being the leader who wants to be pals with everyone and instead focus more on being the leader who offers everyone respect and expects this back in return.

If you would like to discuss the executive coaching services that we offer, or if you would like to get a deeper understanding into the Prism psychometric profiling technology, please get in touch with me at anya@orgshakers.com

This month, we have grabbed ourselves a copy of Naz Beheshti’s Pause. Breathe. Choose. Become the CEO of Your Well-Being.

When you prioritize your career over your well-being, you ultimately end up damaging both. That’s why Naz has published a debut designed to help employees restructure their lives to ensure that they are focusing on their physical and mental well-being in order to be their best selves at work.

Naz, who is an executive wellness coach and has worked for more than 20 years at various Fortune 500 companies, shares insights from her experience and years of expertise to create a guide to well-being that anyone and everyone needs to read.

People should not be constantly longing for the weekend, but rather they need to rethink how they approach work and life – to do this, Naz has invented the MAP Method.

The MAP Method has three key components: mastery of mindfulness, the Seven A’s of resilience and stress-management, and promotion to the role of “CEO of your well-being.”

Mastery of Mindfulness – mindfulness is not passive but proactive. It helps individuals face challenges and embrace change, which is crucial in both personal life and career. Simple practices like meditating daily or adopting the ‘Pause. Breathe. Choose.’ method can help develop mindfulness, which can then be applied to everyday tasks, resulting in improved decision-making and relationships.

Seven A’s of Resilience and Stress-Management – Naz introduces the Seven A’s – “adopt, allocate, avoid, alter, adapt, accept, and attend” – to manage stress and improve adaptability. These strategies are designed to promote healthier choices and balance between work and personal life.

Promotion to CEO of Your Well-Being – leaders play a crucial role in setting good examples for their teams. Modelling behaviors like taking breaks, using wellness programs, and allowing employees flexible schedules contributes to a more balanced and productive workplace where a focus on well-being is not just normalized, it’s encouraged.

Well-being is at the forefront of many employees’ minds, but it can be difficult to know how to prioritize it whilst also chasing career progression opportunities.

Naz’s book aims to help employees understand how to focus on personal growth, turn pain into learning experiences, and connect with others in order to lead meaningful lives. After all, balancing career goals with well-being creates a more fulfilling life and work environment, ultimately benefiting both the individual and the business.

If you would like to discuss how we can help implement sustainable and effective well-being strategies in your company, please get in touch with us today. Or, you can book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

In the meantime, if you want to grab your own copy of Pause. Breathe. Choose. then head over here for the US and here for the UK.

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with FOUR successful powered flights in the space of just one hour!

In 2020 Mo Farah set a world record by running 21,330 meters in 60 minutes. That’s an average speed of over 13 mph, which is faster than most of us can run if we sprint just 100 meters. He just maintained that pace for a whole hour – try that on your next fun run!

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork’.

What we see here is that while sixty minutes might not seem that long – the length of a team meeting, a workout at the gym, or an episode of your favorite podcast – it can also be incredibly productive and even transformative.

At OrgShakers, we believe in The Power of the Hour … 60-minutes where leaders can bounce around ideas, receive expert advice, or get the objective feedback they need to start something incredible. After all, every successful business we’ve come to know started with an idea – and someone who was willing to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK offers a one-hour, private and confidential online consultation with one of our experienced HR professionals. It’s perfect for those moments when you need advice to tackle a new challenge, to test and refine your HR strategy, or simply to try out new ideas to see what resonates.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

You can accomplish remarkable things in just sixty minutes.

In 1969, Neil Armstrong’s first steps and initial exploration on the moon took about an hour.

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork.

At OrgShakers, we champion The Power of the Hour … 60 minutes where leaders can brainstorm, gain expert insights, or get the unbiased feedback needed to spark something extraordinary. After all, every major breakthrough began with an idea and someone ready to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

As we look to 2025, enlightened organizations will be planning to invest in enhancing the capabilities of their senior leaders.

Why now?

Because across multiple areas of business, opportunities are emerging to gain significant competitive and commercial advantage – and smart companies know that seizing these opportunities means shaking things up: Appointing new leaders. Building new teams. Giving existing teams important new goals and objectives. Enabling and empowering executives to think and act differently. Strengthening working relationships across the senior leadership group.

And for these changes to be successfully implemented, the development of key executives is vital.

At the same time, cost management is at the forefront of the C-suite’s agenda, which is why we have created the Executive Action Series – a leadership development program which is laser-focused on the five areas that will create the greatest return on investment:

1. Customer Experience

Customers are the fuel that keeps the fire burning for organizations, and so 2025 needs to be all about driving customer experience. This means personalized marketing that delivers what someone needs when they need it, an easy setup and installation, and efficient problem resolution. The idea is that companies will be creating business strategies that promote a sense of individuality and value for each customer, making their experience unique to them and putting their specific needs at the forefront.

2. Generative AI

A recent survey from Access Partnership discovered that 93% of employers expect to use generative AI in the workplace in the next five years. While the presence of AI isn’t necessarily new, generative AI has opened up a whole new realm of possibilities for organizations, and is seemingly the harbinger for the age of working smart. But in order to optimize its uses, business leaders need to have a deep understanding of generative AI to unlock its full potential.

3. Remote and Hybrid Working

The tug-of-war between employers issuing ‘return to office’ mandates and employees wanting flexible working arrangements has been going on since lockdown ended. But aside from flexibility being a strategy for attracting talent, the digitalization of the working world has seen the barriers of place and time evaporate, allowing organizations to gain access to the best talent on a global scale. Hybrid and remote work, if managed successfully, can play a huge role in a business’ economic strategy.

4. Skills-Based Hiring

Employers have increasingly relaxed their need for qualifications in favor of skills, aptitude, and attitude. Skills-based hiring continues to gain momentum, and by identifying areas where this can be woven into business strategy, employers will catalyze social mobility and foster a more diverse workforce.

5. Resilience

An organization that can foster resilience is going to be best prepared for disruptive events that can happen at any given moment (economic downturns, cyber-attacks, global pandemics, etc.). Having the knowledge to recognize, predict, and mitigate risk will be fundamental to the health and sustainability of a business.

The Executive Action Series is divided into five modules that are spread across the corporate calendar. Each module covers the theory behind best practices, and then brings these to life through a combination of case studies, real-world scenarios, and visits to organizations where these practices can be experienced first-hand. Participants will also hear directly from world-class subject matter experts, as well as collaborating with other leaders in their organization.

Each module will help equip leaders with a variety of new tools and knowledge that will create resilience and sustainability for the future:

Module #1: Leadership Portrait

We use comprehensive diagnostics, alongside personal and team reflection, to gain actionable insights into individual leadership brand and enhance contributions to team effectiveness. We also consider how the ensuing levels of trust allow leaders to leverage differences of opinions for enhanced outcomes.

Module #2: Shaping Strategy Through Customers, Diversity & AI

Together, we examine the impact on strategy of three levers that the research above identifies as critical to current success: customer experience, workforce diversity, and generative AI. Further, we introduce world-class thought leaders to facilitate discussions about key issues that will be important to future success.

Module #3: Activating Strategy

At this stage, we explore a range of powerful tools for activating strategy through operations, including effective leadership of large-scale change and the impact of operational choices on customer experience. We also introduce the concept of the Program Acceleration Office as a best practice for optimizing a portfolio of projects.

Module #4: Winning Through Talent

Knowing that 46% of CEOs have Talent in their Top-3 immediate priorities, we explore the evolution of the workplace and the talent strategies that will help us win the war for talent. What can senior leaders do to enable the recruitment, development, and retention of the right people across the right organization?

Module #5: Sustaining and Evolving a Resilient Strategy

To sustain success, we must smooth out the peaks and troughs that are typical of ongoing change. We explore the latest methods of building strength and flexibility throughout the organization to cultivate resilience across your workforce, your culture, and your strategy, and to help weather turbulent business cycles.

To ensure skills and insights gained from the program are applied when executives return to the workplace, Program Guides will provide virtual facilitation between modules and encourage ongoing collaboration through small group peer support coaching.

If you would like to discuss the Executive Action Series in more detail, please get in touch with us via gordon.robinson@orgshakers.com or anya@orgshakers.com

As we continue to navigate new technologies and advancements in AI, it can be challenging for employers to keep up with the rules of the working world when the rules are always changing. That’s why this month we’re recommending Gary A. Bolles’s The Next Rules of Work: The Mindset, Skillset and Toolset to Lead Your Organization Through Uncertainty.

Gary is the Chair for the Future of Work with Singularity University and a Partner in strategy consulting firm Charette, LLC. As a globally recognized expert on the future of work, he regularly consults with C-suite leaders of global companies, labor and education leaders from Brazil to Canada, and global non-profits.

This vast amount of experience and expertise has been channelled into his latest book, which acts as a guide for employers to thrive in the modern economy where the rules of work are changing almost as fast as people can learn them.

‘Old rules’ have long dominated modern companies – under this ethos, bosses embraced the idea of presenteeism and the basic hierarchical structure that leaders called the shots and workers obeyed. But the new way of working is shedding these old rules, and in its place the ‘Next Rules’ are emerging.

Those companies embracing these new rules are following a new mindset. Managers are not the source of all knowledge, but rather the guides who help workers achieve their goals and flow in the right direction. It’s about embracing innovation, creative thinking, and autonomy to result in a workplace that is fluid enough that it can take change in its stride whilst still growing in an upwards direction.

However, change has always been a tough pill to swallow, for employers and employees alike. But if employers are proactive about change and creating and implementing strategies to mitigate change fatigue, then those businesses can thrive under the new rules of work.

Gary’s book captures the notion of change and the mindsets that are needed to thrive from it expertly, pooling his own knowledge with psychological data and analytics to create a guide that all employers should read if they want their organization to not just survive, but thrive in a contemporary working world.

If you would like to discuss how we can help you strengthen your change management strategies, please get in touch with us today.

And in the meantime, make sure you grab a copy of The Next Rules of Work – you can purchase it here in the UK and here in the US.

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with their FOUR successful sustained human flights. All four of these happened in the space of just one hour!

In 2022, Filippo Ganna cycled 56.8km in one hour setting a new world record. To achieve this, he sustained an average speed of over 35mph for a full 60-minutes. Try matching that at your next spinning class!

And, today, it’s estimated that Jeff Bezos will be earing around $3.5 million an hour.
(So, Jeff, if you read the whole of this article it will have taken up just $120,000 of your valuable time which I’m sure you’ll agree is great value!)

What we are seeing here is that although 60-minites may seem like a relatively short amount of time – the length of a lunch break, the time it takes to travel home, the duration of an episode of TV – it’s also possible for an hour to be highly productive … and maybe even groundbreaking.

That’s why we have launched our brand-new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK is a one-hour, private and confidential online consultation with one of our seasoned HR professionals. It offers instant advice and is designed specifically for those times when you need help figuring out how to overcome a challenge, when you need advice on your HR processes, or if you simply just want a sounding board for new ideas to see what sticks.

With years of first-hand corporate experience on a global scale, our team can advise you on any HR question you may have, whether that be the day-to-day tactical challenges or a complex strategic issue.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

By Anya Clitheroe and Gordon Robinson

As the pace of change continues to increase, forward-looking organizations will be planning to invest in enhancing the capabilities of their senior leadership teams.

Why now? Because across multiple areas of business, opportunities are emerging to gain significant competitive and commercial advantage – and smart companies know that investing in the development of their key executives is vital if they are to successfully seize these opportunities.

At the same time, cost management is at the forefront of the C-suite’s agenda, which is why OrgShakers has created the Executive Action Series – a leadership development program which is laser-focused on supporting your senior leaders and executives with their strategic goals in the face of five emerging business challenges:

1. Customer Experience

Customers are the fuel that keep the fire burning for organizations, so the future needs to be all about driving customer experience. This means personalized marketing that only requires a simple approach for putting it to good use which will deliver what someone needs when they need it, as well as efficient problem resolution. The idea is that companies will be creating business strategy that promotes a sense of individuality and value for each customer, making their experience unique to them and putting their specific needs at the forefront.

2. Generative AI

A recent survey from Access Partnership discovered that 93% of employers expect to use generative AI in the workplace in the next five years. While the presence of AI isn’t necessarily new, generative AI has opened up a whole new realm of possibilities for organizations, and is seemingly the harbinger for the age of working smart. But in order to optimize its uses, business leaders need a deep understanding of how generative AI will support and enable their business strategy to unlock its full potential.

3. Remote and Hybrid Working

The tug-of-war between employers issuing ‘return to office’ mandates and employees wanting flexible working arrangements has been going on since lockdown ended. But aside from flexibility being a strategy for attracting talent, the digitalisation of the working world has seen the barriers of place and time evaporate, allowing organizations to gain access to the best talent on a global scale. Hybrid and remote work, if managed successfully, can play a huge role in a business’ economic strategy.

4. Skills-Based Hiring

Employers have increasingly relaxed their need for qualifications in favor of skills, aptitude, and attitude. Skills-based hiring continues to gain momentum, and by identifying areas where this can be woven into business strategy, employers will catalyse social mobility and foster a more diverse workforce.

5. Resilience

An organization that can foster both organizational and individual resilience is going to be best prepared for disruptive events that can happen at any given moment (economic downturns, cyber-attacks, global pandemics, etc). Having the knowledge to recognize, predict, and mitigate risk will be fundamental to the health and sustainability of a business.

The Series is divided into five modules that are spread across the corporate calendar. Each module covers the theory behind best practices, and then brings these to life through a combination of facilitated conversation and group coaching paired with case studies, real-world scenarios, and visits to organizations where these practices can be experienced first-hand. Participants will also hear directly from world-class subject matter experts, as well as collaborating with other leaders in their organization.

Executive Action Series

Each module will help equip leaders with a variety of new tools and knowledge that will yield resilience and sustainability for the future:

Module #1: Leadership Portrait

We use comprehensive diagnostics, alongside personal and team reflection, to gain deep, meaningful insights into individual leadership brand and enhance contributions to team effectiveness. We will also consider how the ensuing levels of trust allow leaders to leverage differences of opinions for enhanced outcomes.

Module #2: Shaping Strategy Through Customers, Diversity & AI

Together, we examine the impact on strategy of three levers that the research above identifies as critical to current success: customer experience, workforce diversity, and harnessing the power of AI. In addition, we’ll introduce world-class thought leaders to facilitate discussions about key issues that will be important to future success.

Module #3: Activating Strategy

At this stage, we explore a range of powerful tools for activating strategy through operations, including effective leadership of large-scale change and the impact of operational choices on customer experience. We will also introduce the concept of the Program Acceleration Office as a best practice for optimizing a portfolio of projects.

Module #4: Winning Through Talent

Knowing that 46% of CEOs have Talent in their Top-3 immediate priorities, we will explore the evolution of the workplace and the talent strategies that will help us win the war for talent. What can senior leaders do to enable the recruitment, development, and retention of the right people across the right organization?

Module #5: Sustaining and Evolving a Resilient Strategy

To sustain success, we must smooth out the peaks and troughs that are typical of ongoing change. We will explore the latest methods of building strength and flexibility throughout the organization to cultivate resilience across your workforce, your culture, and your strategy, and help weather turbulent business cycles.

To ensure skills and insights gained from the Series are applied when executives return to the workplace, Coaches will provide virtual facilitation between modules and encourage ongoing collaboration through small group peer support coaching.

If you would like to discuss the Executive Action Series in more detail, please get in touch with us via anya@orgshakers.com or gordon.robinson@orgshakers.com or reach out to us through our website.

During our Inspiring Inclusion Webinar, panellist Kelli Hammersmith read an excerpt of David Brooks’s How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen. This inspired us to choose David’s book as this month’s reading recommendation.

David is an Opinion columnist for The New York Times, as well as being the author of several books. With his specialism being centred around political, social, and cultural trends, he has poured his years of expertise into this fantastic book, which explores the true and unkempt value of understanding people on a deeper level. As he himself observes, “The older I get, the more I come to the certainty that there is one skill at the centre of any healthy family, company, classroom, community or nation: the ability to see each other, to know other people, to make them feel valued, heard and understood.”

However, despite the importance of this skill, many of us can often fall short in truly understanding and valuing one another. The book is therefore driven by a series of questions which David endeavours to supply the answers to: what kind of attention should one cast on others? What conversations are vital to truly knowing a person? Which aspects of a person’s history deserve attention?

The answers to these questions are all drawn from various research from the fields of psychology and neuroscience, as well as the worlds of theatre, history, and education – interwoven with David’s own personal experiences and trademark sense of curiosity. This allows the book to act as a helpful and practical guide to fostering deeper connections at home, at work, and throughout our lives.

It is for this reason why we believe that this book is a must read for HR professionals and leaders alike. Our roles require us to understand the fundamentals of being human – it’s in the name! – and David expertly conveys not just how to ensure you are seeing and valuing the people around you, but also why it’s so important to be doing so.

If you would like to discuss how we can help coach your leaders to better understand the art of seeing their employees deeply, please get in touch with us today.

And in the meantime, make sure you grab a copy of How to Know a Person – you can purchase it here in the UK and here in the US.

British department store Marks & Spencer’s was one of the latest large companies to announce that they were adopting a co-leadership structure. They now position themselves alongside such names as Salesforce, Netflix, and Goldman Sachs in this venture – and this has rekindled the debate over whether more organizations should consider a co-CEO format.

A recent study of 87 public companies with co-CEOs were found to produce more value for shareholders than their sole-CEO peers. Co-leaders generated an average annual shareholder return of 9.5% – significantly better than the 6.9% average for each company’s relevant index.

The study also found that co-CEO tenure was basically the same as sole-CEO tenure; about five years on average.

Despite these promising statistics, when we asked our followers on LinkedIn if they thought co-CEOs are a good idea, the results were divided nearly down the middle: 57% of respondents said no and 42% said yes.

Let’s explore some of the promising aspects of co-leadership, as well as some of the potential drawbacks.

Benefits of co-leadership:

Shared Workload – the most notable benefit of having co-leadership is the ability to share the workload of a role that continues to become increasingly overwhelming. This is evidenced by the fact that 82% of CEOs experienced exhaustion indicative of burnout, and 96% felt their mental health had declined. By splitting the load, this helps mitigate the very real risk of CEO burnout.
Diverse Perspectives – by combining different backgrounds, experiences, and viewpoints, decision-making can become much more well-rounded and creative. This also aids in addressing more complex problems that require innovative solutions. As the old adage goes, two heads are better than one!
Complementary Skillsets – being in a leadership role requires a vast skillset, and there are a number of different leadership styles. Installing dual leadership can effectively bridge different styles and skillsets so the leaders complement each other through their individual areas of expertise. For example, one leader may be great in strategic planning while the other excels in execution.
Resilience – another noteworthy co-CEO benefit is leadership continuity and stability for the team even when one CEO is absent, making the organization more resilient in the face of substantial change or crises.

Potential drawbacks of co-leadership:

Power Struggles – one of the biggest potential drawbacks of co-leadership is the potential power struggle that may ensue. The world of work is accustomed to hierarchical working and there can be growing pains when this norm is challenged. One result can be co-leaders falling into the trap of having one considered the ‘main’ leader. For co-leadership to truly work, the leaders have to be entirely equal in their standing. This challenge can be further exacerbated by employees on the team, who may play each leader off the other – not dissimilar to how a child may challenge authority by asking two parents the same request in the hopes that one will say yes.
Slower Decision-Making – co-leadership runs the risk of decisions being made a bit slower as they are made together. Even though the decisions will likely be assessed and thought through more thoroughly, this process can be time consuming.
Inconsistent Messaging – if leaders are not completely aligned, conflicting messages may be given to the team, causing unnecessary confusion, and potentially damaging the trust employees have in their leaders.
Relationship Compatibility – the effectiveness of co-leadership relies on the quality of the co-leader relationship. If this relationship deteriorates for whatever reason, it can have a spiralling negative impact on the entire organization.

As seen above, there are a number of ways co-leadership can lend to the success of an organization, and also a number of ways it could stunt this success. Context plays a key factor in deciding whether or not co-leadership is the right move for your business. For start-ups and smaller companies, as well as companies going through significant changes or mergers, co-leadership can be a fantastic tool to help these processes go smoothly.

It’s important to be able to recognize when co-leadership could be effective; a company may benefit from using the co-leadership structure at a certain point of development, but it may not be as beneficial later down the line.

I believe proper preparation is fundamental in mitigating potential co-leadership drawbacks. At the beginning of a co-leadership endeavor, both leaders can increase their success and effectiveness by having a dedicated coach to help them address workplace tension, optimize their skills, and complement each other rather than tread on each other’s toes. This same notion applies to the team as well. Offering them group coaching around what to expect and how to navigate being led by co-leaders can help avoid that ‘playing parents off each other’ scenario.

If you would like to discuss how we can help identify areas where co-leadership would be beneficial and support this implementation, please get in touch with me at amanda@orgshakers.com

It’s not a far cry to assume that positivity is a positive thing…but is it always?

There is a lot of research to show that being happy and positive at work leads to better productivity. The famous study from Oxford University is commonly cited after discovering that employees are 13% more productive when happier. Meanwhile, a different report found that positivity in the workplace had a significant impact on employee wellbeing, productivity, and organizational performance.

However, positivity can only lead to productivity if it is grounded in realism, otherwise it can very quickly slip into toxic positivity.

Leaders exhibit traits of toxic positivity when they convince themselves that acting happy and being blindly positive will help change the outcome to a situation that is near-impossible to fix. No matter how bad or stressful the situation, or how difficult the circumstances, they will keep on smiling and tell their teams they ‘won’t take no for an answer’ and to ‘persevere’ – placing the responsibility on their team to attempt to survive in a broken and dysfunctional environment without addressing the underlying issues in the first place.

This is why it’s important to strike a balance and ensure that positivity is grounded in reality. In order to do this, there are two main points of focus for leaders to consider:

Transparency – when it comes to strategizing and decision making, it’s important to keep the inclusion of your team at the heart of this process. If a leader is smiling through the pain and expecting their team to find solutions to problems that don’t have them, it will ultimately lead to discontent and disengagement, while the problem still persists. Instead, be honest with your team members, keep them informed and in the loop, and invite them to share their insights into creating a path forward. This inclusion and honesty is much more likely to earn the respect of your peers as a leader, and creates the space for realistic discussions which are fundamental to sustaining healthy positive attitudes.
Psychological Safety – another crucial element that leaders need to ensure they have is a psychologically safe environment. Team members will only feel they can truly be honest about their insights if they feel psychologically safe, so it’s important to be building psychological safety into your workplace culture. This significantly helps to mitigate the risk of a leader slipping into toxically positive habits, as team members will feel they can openly communicate their concerns and address issues where they may have been overlooked in favor of ‘powering through’.

If leaders are actively fostering transparency and psychological safety, this will create a fertile working environment for growth and innovation to take place, while mitigating the risk of becoming toxically positive. This balance will keep positivity grounded, and result in a team that feel valued and are fully engaged with the organization’s goals.

To discuss how we can help build psychological safety and inclusion strategies into your workplace culture, and help coach leaders on how to avoid the slippery slope of toxic positivity, please get in touch with me at marty@orgshakers.com

Election fever is currently a global phenomenon. European and Indian elections have already taken place – with UK, French, and US Presidential elections now in full cry. And at a time when politics is becoming increasingly polarized, probably the only thing we can all agree on is that almost everyone will have an opinion on this topic!

It was only last week that I overheard a heated debate outside my local supermarket, and it got me thinking about the fact that as we edge closer to voting day, tensions are likely to heat up in all aspects of life – including the workplace.

However, if employers are proactively addressing conflicts stemming from political differences and promoting open communication and mutual understanding, they can help maintain a respectful and inclusive work environment for all employees throughout this period and beyond.

So, what can help in managing colleagues within a business when their political views are not aligned, and their point of view is strong?

Respect Differences – encourage an environment of mutual respect and tolerance for diverse opinions. Remind your team that it’s okay to have different political views as long as they are expressed respectfully.
Focus on Common Goals – remind colleagues of the shared goals and values that bring your team together. Encourage everyone to focus on work-related objectives rather than engaging in political debates that may lead to conflict.
Set Clear Boundaries – make it clear that political discussions should not interfere with work productivity or create a hostile work environment. Outline guidelines for discussing sensitive topics in a professional manner in a designated neutral space if they feel the need to do so (and this should be outside of work).
Lead by Example – as a manager, demonstrate respect for differing opinions and maintain a neutral stance in political discussions. Avoid expressing your own political views in the workplace to prevent bias.
Encourage Open Dialogue – ensure you have a psychologically safe space for colleagues to express their concerns or feelings about the political climate. Encourage constructive conversations that promote understanding and empathy.
Provide Support – if tensions escalate or conflicts arise due to political differences, step in to mediate and provide support to help resolve the situation. A neutral third party, such as a manager or HR representative, can facilitate these discussions.
Promote Diversity and Inclusion – emphasise the value of diversity in the workplace and the importance of creating an inclusive environment where all voices are heard and respected, regardless of political beliefs.
Encourage Respectful Communication – remind employees to engage in respectful dialogue and to listen to each other’s viewpoints without resorting to personal attacks or heated arguments.
Provide Training – offer training on conflict resolution and communication skills to help employees navigate disagreements constructively. This can empower them to address conflicts in a positive and collaborative manner.
Reinforce Company Values – remind employees of the company’s values and policies that promote diversity, inclusion, and mutual respect. Emphasize the importance of maintaining a positive work environment free of discrimination or harassment.
Address Inappropriate Behaviour – political discussions that lead to harassment, discrimination, or other inappropriate behaviour should be addressed promptly according to company policies and procedures. Employees should understand that such behaviour is not tolerated in the workplace.
HR Support – if conflicts persist or escalate, encourage employees and managers to ask the HR department to provide guidance and support in resolving the issues. Highlight how we can offer interventions, mediation services, and additional resources to address workplace conflicts effectively.

Navigating the tensions that politics can bring, as well as the stresses that accompany it, requires an approach that is both proactive and compassionate. By ensuring that company values remain promoted, as well as a culture of respect and belonging, employers will be able to effectively support their people and avoid any blows to productivity and engagement.

To discuss how we can help weave inclusion and belonging into your company culture, please get in touch with me at therese@orgshakers.com