In the first part of this article series, we explored the concept of the HR multiverse. This is the idea that in today’s volatile business landscape, employers must be working with HR to plan for multiple possible futures at once. With shifts like the recent U.S. tariffs disrupting global flows and introducing economic uncertainty, adaptability becomes a strategic necessity.

In this article, we take that idea further by asking: how do we ensure the people within our organisation are as agile as our business strategies?

One answer lies in the crucial choice between internal mobility and talent hoarding.

In uncertain times, it’s natural for managers to hold on to their top performers, but this protective instinct can backfire. When talent is hoarded, it can’t move to where it’s needed most, which results in stalling projects, slowing innovation, and ultimately undermining organizational flexibility.

According to a Lever report, 61% of employees say they’d consider leaving a company if there’s no clear path for internal movement. In addition to this, Gloat’s 2024 Talent Agility report found that 74% of HR managers are piloting internal gigs programs, while 63% of employees want visibility into lateral opportunities. Despite this, only 6% of companies believe they are achieving effective internal mobility.

So what’s holding them back?

In many cases, it’s culture. Traditional performance systems reward managers for keeping top talent, not for sharing it. Internal vacancies are often poorly advertised, and career development conversations tend to focus on upward movement, not lateral growth or project-based gigs.

But in the HR multiverse, talent needs to flow across functions, geographies, and different clusters of skill. Here are some ways employers can start making this shift:

• Build transparent talent maps that show employees where they could move, short-term or long-term.
• Train and reward managers for supporting mobility, not just retention.
• Reframe careers around experience and capability-building, not static ladders.
• Use skills intelligence platforms to match internal talent with emerging needs in real time.

Not only does this make the business more agile, it also boosts retention. And in unpredictable times such as these, giving employees internal options creates a sense of safety and purpose.

More than just a workforce strategy, internal mobility is a mindset with one root argument: movement is strength. Instead of locking talent down, employers need to unlock it, giving people opportunities to stretch, grow, and contribute in new ways, even as the business adapts.

As employers navigate the HR multiverse, they need to make sure that their talent can navigate it with them, and this is where OrgShakers can help. If you would like to discuss how we can help identify and optimize internal mobility opportunities in your workplace, please get in touch with us today!

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

The days of one-size-fits-all training are rapidly fading. In a world where skills become outdated in months—not years—organizations are turning to AI-powered learning and development (L&D) strategies to keep their teams sharp, agile, and future-ready. And the impact isn’t just incremental—it’s transformational.

Traditional L&D models have long relied on static content, mass webinars, and annual compliance training delivered uniformly across job roles and experience levels. But with the integration of AI, learning is becoming far more dynamic, intelligent, and personal. Adaptive learning systems now tailor content based on individual skill gaps, preferred learning styles, and career aspirations. Whether it’s a junior analyst needing support in core technical areas or a senior manager preparing for strategic leadership, AI ensures that every learning moment is relevant and impactful.

This evolution extends beyond personalization. AI-driven predictive analytics are helping organizations look ahead, forecasting which roles are most at risk of becoming obsolete, identifying skill gaps before they become business risks, and highlighting which individuals are ready for advancement or targeted development. This forward-looking capability shifts L&D from being a reactive cost center to a strategic growth engine—one that aligns tightly with organisational priorities and workforce planning.

Crucially, AI agents are now playing a hands-on role in learning delivery. These intelligent systems act as personalized learning coaches, recommending content based on performance and goals, setting development milestones, and offering well-timed nudges to encourage continuous microlearning. In many cases, AI agents go further—guiding individuals through simulated workplace scenarios such as conflict resolution, leadership challenges, or high-stakes decision-making. It’s immersive, immediate, and deeply relevant.

The business benefits are already clear. Organizations that embrace AI in their learning strategies are experiencing faster onboarding, improved engagement with training platforms, and stronger retention through continuous, self-directed development. But perhaps the greatest shift is in how employees themselves experience learning. No longer a mandatory tick-box exercise, learning becomes a personal growth journey—one that meets individuals where they are, and grows with them as their roles evolve.

It’s important to note that AI is not replacing L&D professionals—it’s augmenting their capacity. With AI managing the heavy lifting—tracking progress, personalizing learning, and analyzing results—L&D teams are freed to focus on higher-value priorities such as leadership coaching, cultural transformation, and embedding behaviors that drive long-term performance.

As AI continues to advance, learning will increasingly become embedded in the flow of work—intuitive, data-informed, and seamlessly integrated into day-to-day experiences. In this new era, the question for organizations is not whether to adopt AI in their L&D strategy, but how quickly they can adapt to leverage its full potential.

For organizations ready to explore how AI can elevate their learning and development strategy, the team at OrgShakers would be happy to advise.

In today’s dynamic world of work, reducing turnover and improving employee retention remain top priorities for HR leaders.

But as the workforce evolves, so too must our strategies. One of the most promising approaches to retention is embracing the rise of non-linear career paths … or what some now call “squiggly careers”.

The term “squiggly career” was coined by Helen Tupper and Sarah Ellis in their book of the same name, to describe a career that rejects the rigid, upward-only corporate ladder in favor of a more flexible, exploratory journey. It’s a career full of change, challenge, and opportunity – where professionals are encouraged to grow in multiple directions, not just climb.

For HR professionals, this shift presents both a challenge and an opportunity: how can organizations retain top talent in a world where career paths are no longer straight lines?

The answer lies in creating “squiggle room” – intentional space within roles and organizations that allows employees to explore, evolve, and thrive without needing to leave.

Why Non-Linear Careers Are Gaining Ground

Several powerful trends are fueling the rise of squiggly careers:

• Longer Working Lives: With people potentially working into their 70s, the idea of staying in one role or industry for 40+ years is increasingly unrealistic – and uninspiring.
• Shifting Work Values: The pandemic reshaped how people view work. A Gartner survey found that 65% of employees now prioritize meaning, flexibility, and personal growth over traditional advancement.
• Rapid Workplace Evolution: As technology transforms industries, today’s in-demand skills may be obsolete tomorrow. This has led to a rise in skills-based hiring and greater openness to career switchers.

These shifts are especially pronounced among younger generations. One study found that Gen Z is 53% more likely to pursue an unconventional career path, showing far less anxiety about abandoning the traditional ladder.

The Business Case for Squiggle Room

From an employer’s perspective, encouraging squiggly careers might seem risky. After all, doesn’t that mean employees are more likely to leave?

In fact, the opposite is true.

When organizations create squiggle room – space for employees to explore new skills, take on different responsibilities, or even pivot within the company – they reduce the need for talent to look elsewhere. This approach not only boosts engagement but also builds a more resilient, adaptable workforce.

Here’s how squiggle room supports retention and performance:

1. Alignment with Purpose: Non-linear paths allow employees to align their work with their evolving values and interests. This alignment is critical for long-term satisfaction—especially when we spend over 90,000 hours of our lives working.
2. Growth Through Diverse Experiences: Encouraging employees to explore different functions or projects fosters richer development and cross-functional collaboration. It also helps build a workforce with broader, more versatile skill sets.
3. Resilience Through Adaptation: Life isn’t linear—and neither are careers. Whether it’s a health issue, caregiving responsibility, or a desire for change, squiggle room allows employees to adapt without exiting the organization.

How to Build Squiggle Room Into Your Culture

Creating a culture that supports squiggly careers doesn’t require a complete overhaul. Here are practical ways HR leaders can start:

• Encourage Job Crafting: Allow employees to shape their roles around their strengths and interests. This might mean adjusting responsibilities, exploring side projects, or integrating personal passions into their work.
• Support Internal Mobility: Make it easy for employees to move laterally, not just upward. Promote internal gigs, secondments, or cross-functional shadowing opportunities.
• Invest in Transferable Skills: Offer training in soft skills like communication, leadership, and problem-solving—skills that transcend roles and industries and empower employees to grow in multiple directions.
• Redefine Success: Move beyond traditional metrics like titles or tenure. Recognize and reward creativity, collaboration, and personal growth as valid markers of success.

A Culture That Welcomes the Squiggle

The data is clear: 54% of workers say they would leave a job if they didn’t feel they belonged. Squiggle room fosters a culture of inclusion—where people are valued not just for what they do, but for who they are and who they’re becoming.

And it’s not just for the non-linear thinkers. Even those on a traditional path benefit from a culture that accommodates life’s inevitable twists and turns—whether it’s raising a family, managing health, or simply seeking balance.

Final Thoughts

In a world of rapid change and extended careers, the ability to adapt, pivot, and reinvent isn’t just a nice-to-have—it’s essential. By embracing squiggly careers and building squiggle room into your organization, you’re not just retaining talent. You’re empowering people to grow with you, not away from you.

The future of work isn’t linear. It’s squiggly—and that’s a good thing!

To discuss how we can help you create a squiggly culture in your workplace to improve retention rates, please get in touch with us.

The role of HR has never been more prominent. Battling the likes of a global pandemic, the ever present threat of burnout, and the emergence of a ‘quiet quitting’ mindset are just a few examples of the storm that HR has been weathering these past few years – and yet, just when it seems all hope is lost, HR proves it is immortal in the face of adversity.

This is why this month we have chosen to read Marc S. Miller’s book Immortal HR: The Death and Resurrection of Ms H. (Harriet) R. (Rose) Job.

Marc S. Miller is a well-known HR and HR Technology consultant, keynote speaker, lecturer, and author. He is considered by clients, cohorts and peers to be an industry insider and exceptional thought leader, known for his New York style, fun, creativity and attitude.

And this certainly comes across in his book, as Marc introduces us to the fictional character of Harriet Rose Job (also known as HR Job), whom some readers may already be familiar with. In his previous book, The Death of HR: Who Killed H. (Harriet) R. (Rose) Job?, Marc depicted HR Job as being done away with by her organization for being an ‘obstacle to progress’ and ‘non-strategic’.

However, in his latest book, HR Job experiences a resurrection, prompted by the challenges of the COVID-19 pandemic – who, in this story, is aptly personified as Ms Connie Vid. This crisis thrust HR into a central role, requiring rapid adaption to support remote working, ensure employee wellbeing, and implement new policies.

The book goes on to introduce us to a smattering of other familiar characters as it follows HR Job’s transformation. These include Mr. Tali Managementi (Talent Management), Mr. Bebe Boomer (Baby Boomers), Mr. Mel Lenial (Millennials), Ms. Jennifer Zee (Gen Z), Mr. Gene Exer (Gen X), Mr. Chet G. Petee (ChatGPT), and Ms. Anna Lytics (Analytics). Together, they navigate the complexities of introduced by the pandemic, leading HR Job onto the path to immortality.

Marc combines this storytelling component with over 400 pages of commentary, research, opinions, forecasts, fun facts, and cartoons from HR and various HR technology leaders to bring his HR allegory to life.

This book is an absolute must-read for those employers who want to gain a deeper understanding of the current state and future possibilities of HR so that its capabilities can be fully utilized as a strategic business partner.

If you would like to discuss how we can offer fractional or full time HR support to your company, please get in touch with us today!

And in the meantime, be sure to grab a copy of Immortal HR – you can purchase it here in the US and here in the UK.

Pride Month is not only a celebration, it’s also a powerful reminder of how far we have come and how much promise lies ahead.

Many organizations now celebrate inclusivity with vibrant campaigns and visible support for the LGBTQ+ community…but the real opportunity for transformation lies beyond the rainbow bunting: it’s in the boardroom.

Authentic LGBTQ+ representation in leadership isn’t just about visibility – it’s about empowering influence. When leadership teams reflect the diversity of their workforce and wider society, inclusion becomes a core value rather than a campaign.

While only 0.4% of Fortune 500 CEOs currently identify as LGBTQ+, and nearly half of LGBTQ+ employees remain closeted at work, this gap presents a powerful opening for progress.

With approximately 7% of the U.S. adult population identifying as LGBTQ+, there is enormous untapped potential to elevate new voices into senior roles.

One of the keys to unlocking this talent is recognizing the unique strengths and experiences LGBTQ+ professionals bring. Many have honed adaptability, empathy, and resilience, which are all essential qualities for modern leadership. Yet, many still feel pressure to downplay their identities in professional settings.

Organizations have the chance to shift this narrative.

By fostering cultures where authenticity is not just accepted but championed, employers can create environments where LGBTQ+ professionals feel empowered to lead as their whole selves. Cultural transformation – not just policy – is the foundation.

Rethinking how leadership potential is identified is another area ripe for innovation. Traditional pipelines often rely on informal networks and subjective criteria, which can unintentionally sideline diverse candidates. By reassessing these processes with inclusion in mind, businesses can widen access and support emerging LGBTQ+ talent.

Even in inclusive environments, some LGBTQ+ groups face distinct challenges. But this awareness opens the door for targeted support and leadership development tailored to their experiences. The goal is not to place the burden of representation on any one person, but to ensure diverse voices are heard and valued at the top.

Genuine LGBTQ+ leadership is not a symbolic gesture, it’s a strategic asset. Studies consistently show that diverse executive teams are more innovative and financially successful. Inclusive leadership drives better decisions, stronger cultures, and greater business impact.

So how can organizations turn intention into impact?

Here are some practical steps to build momentum:

• Audit Promotion Pathways – spot where promising talent stalls and intervene early with support.
• Champion Queer Mentorship – create mentorship and sponsorship opportunities with senior leaders, both LGBTQ+ and allies.
• Celebrate Queer Leadership – share stories of LGBTQ+ leaders in internal communications and industry events.
• Redefine ‘Executive Presence’ – expand leadership norms beyond traditional models to embrace authenticity and difference.
• Enhance DEI Metrics – encourage self-identification, respect privacy, and use this data to track and accelerate progress.

The future of leadership is diverse, and inclusive C-suites are better equipped to respond to today’s challenges with empathy and agility.

This Pride Month, let’s not only celebrate progress – let’s accelerate it. By championing LGBTQ+ representation at the highest levels, C-suite professionals can unlock innovation, deepen belonging, and lead with purpose.

If you’re ready to transform your leadership culture and build a more inclusive future, then get in touch with us today!

For centuries, the concept of a “job” – a defined set of responsibilities assigned to an individual – has shaped how organizations operate, how work is allocated, and how employees are managed. However, the traditional job structure is becoming increasingly obsolete as technological advancements, globalization, and shifting workforce dynamics accelerate the pace of change. Organizations are now recognizing the need for a more fluid and adaptable approach to work – one that prioritizes skills over rigid job descriptions.

Why the Traditional Job Model is No Longer Enough

Historically, jobs have been the foundation for every aspect of workforce management -from hiring and compensation to career progression and performance evaluation. However, this standardized, function-driven approach is now proving to be a hindrance to agility, innovation, and inclusivity. By confining workers to predefined tasks within hierarchical structures, organizations limit their ability to quickly adapt to evolving business needs and capitalize on the full potential of their workforce.

Research indicates that while organizations acknowledge the benefits of a skills-based approach, there is still a significant readiness gap – only 20% of employers feel fully prepared to transition away from job-based work models. Additionally, legacy mindsets remain a major obstacle, with 46% of companies citing traditional practices as the main barrier to adopting skills-based work strategies.

The Skills-Based Organization: A New Operating Model

To meet the demands of a rapidly changing business landscape, organizations are shifting toward a skills-based operating model. This transformation involves moving away from viewing employees as “job holders” performing predefined tasks and instead recognizing them as dynamic individuals with unique and evolving skill sets.

HR professionals will play a crucial role in leading this shift by redefining how work is allocated and ensuring that skills – not job titles – drive workforce decisions. This requires:

• Breaking Down Work into Tasks or Projects: Work should be deconstructed into individual tasks or broader challenges to be solved, allowing workers to contribute based on their specific skills.
• Integrating Human Skills, AI, and Automation: Organizations must determine the optimal combination of human capability, artificial intelligence, and automation to achieve desired outcomes efficiently.
• Redefining Workforce Engagement Models: Employment models should become more flexible, incorporating freelancers, alliances, and project-based work to align with business needs.
• Allowing Skill Flow Over Fixed Structures: Instead of rigid hierarchies, employees should be encouraged to fluidly move to work that matches their skills, interests, and aspirations.

The Expanding Definition of Skills

A key pillar of the skills-based organization is recognizing that skills extend beyond technical competencies. While hard skills such as coding, data analysis, and accounting remain essential, human capabilities – including emotional intelligence, critical thinking, and leadership – are equally vital. Moreover, organizations must embrace potential – the latent abilities and adjacent skills that can be developed to foster future success.

As businesses adopt this new framework, “skills” will become shorthand for defining workers as multidimensional individuals, each possessing a unique blend of strengths, passions, and motivations. This approach not only enhances workforce agility but also fosters a more equitable, human-centric work experience.

HR’s Role in the Transformation

HR leaders must spearhead the transition from traditional job structures to skills-based organizations by educating executives, challenging outdated mindsets, and implementing new workforce strategies. By embracing this shift, companies can better align talent with work, improve employee satisfaction, and drive innovation – all while preparing for the future of work.

The end of jobs doesn’t mean the end of work; rather, it represents a new beginning – one where individuals are empowered to maximize their potential and contribute meaningfully based on their unique abilities. The time for HR to lead this evolution is now.

A brand-new study recently discovered that those employees who are ‘workaholics’ are more likely to become disengaged with their moral values. This got us thinking about how being a workaholic – whilst outwardly presenting as a super engaged and committed employee – actually has detrimental effects on overall productivity and wellbeing – so much so that it apparently throws off one’s moral compass, too. That’s why this month we have grabbed a copy of Malissa Clark’s latest book, Never Not Working: Why the Always-On Culture is Bad for Business–and How to Fix It.

Dr Malissa Clark is an associate professor of industrial-organizational psychology at the University of Georgia, and her research has particularly focused around workaholism, burnout, employee wellbeing, and organizational culture. Widely published in academic journals, Malissa has become a leading voice in the conversation around workplace mental health, and her first book, Never Not Working, translates her years of academic insights into accessible, actionable guidance.

In her book, Malissa starts by examining the toxic rise of workaholism in today’s professional world – where long hours and constant availability are not only normalized but celebrated. She argues that this ‘always-on’ culture is not a mark of dedication or success, but a harmful and unsustainable approach that damages individuals, teams, and entire organizations.

The book creates a clear distinction between healthy work engagement (feeling energized and fulfilled by work) and workaholism, which is defined by an uncontrollable inner compulsion to work excessively and obsessively. Malissa draws on over a decade of empirical research to show how workaholism is linked to burnout, anxiety, strained relationships, and reduced productivity, debunking the myth that more work automatically leads to better outcomes.

The book also goes on to address the systemic and cultural drivers of overwork: from glorified ‘hustle culture’ and performative busyness to poor leadership and the spread of technology that blurs the line between professional and personal life. She explores how these patterns have been intensified by the pandemic, remote work, and economic pressures.

Rather than simply critiquing the current state of affairs, Malissa offers a practical framework for change. She provides tools for leaders to recognize unhealthy behaviors in themselves and their teams, and she outlines steps organizations can take to shift away from overwork, such as setting boundaries, promoting recovery time, and measuring success based on output rather than hours being logged.

Ultimately, Never Not Working is a call to reimagine what productivity and success look like in the 21st century, arguing that sustainable work is not only better for employees, but better for business overall.

If you would like to discuss how we can help train your leaders and middle managers to identify the signs of workaholism, please get in touch with us today!

And in the meantime, be sure to grab yourself a copy of Never Not Working – it can be purchased here in the US and here in the UK.

The corporate world can at times be guilty of adhering to traditional (and, dare we say, outdated!) bureaucratic systems that prioritize control and efficiency at the expense of creativity and motivation.

Well, to challenge this issue, we grabbed ourselves a copy of Gary Hamel’s and Michele Zanini’s book, Humanocracy: Creating Organizations as Amazing as the People Inside Them.

Gary Hamel is known as one of the most influential and iconoclastic business thinkers of our time who has worked with leading companies across the globe. He is the co-founder of Management Lab which is designed to help the world’s largest and most successful companies accelerate the pace of their management innovation. His co-author Michele Zanini is also co-founder of Management Lab, whose own ideas are fuelled by his years of on-the-ground research on the limits of traditional management and how successful companies can overcome these obstacles.

Pooling their vast experience and knowledge, Gary and Michele created Humanocracy in which they propose companies make a radical shift that would see employees given greater autonomy, decision-making power, and opportunities for growth. This approach acts as the blueprint for creating organizations that are as inspired and ingenious as the human beings inside of them.

According to their data, the critical building blocks for achieving a humanocracy are:

• Dismantling Bureaucracy – reducing unnecessary layers of management to enable more agility.
• Empowering Employees – giving individuals more control over their work and decision-making.
• Meritocracy Over Hierarchy – rewarding contributions rather than status.
• Encouraging Experimentation – fostering a culture where employees are encouraged to innovate.
• Customer-Centric Thinking – aligning operations with customer needs rather than internal politics.

Humanocracy acts as an insightful and compelling critique of traditional management structures, offering a bold vision for the future of work. Hamel and Zanini effectively illustrate how bureaucratic red tape inhibits creativity and how companies that embrace decentralization and employee empowerment can unlock greater levels of engagement, adaptability, and success in an economy where the pace of change is ever-increasing.

If you would like to discuss how we can help build a humanocracy in your workplace that creates space for innovation and creativity, please get in touch with us today!

And in the meantime, grab yourself a copy of Humanocracy here in the US and here in the UK.

This month, we’ve been reading Vijay Pendakur’s debut book, The Alchemy of Talent: Leading Teams to Peak Performance.

A global talent and culture leader, Vijay has seen the very real effects that change fatigue has had on employees after years of what has felt like constant disruption and uncertainty. In this book, he pools his vast amount of leadership experience and draws from extensive research in behavioral science and organizational psychology to create this comprehensive guide that delves into building high-performing teams in today’s dynamic business environment.

Central to the book is the concept of ‘productive friction’ – the idea that diverse and complex teams, when managed effectively, can generate superior solutions and drive peak performance.

To harness this potential, Vijay introduces three key ‘talent catalysts’:

1. Psychological Safety – creating an environment where team members feel safe to take risks, voice their opinions, and admit mistakes without fear of retribution.
2. Belonging – fostering a sense of inclusion where individuals feel valued and integral to the team’s success.
3. Connection – encouraging strong interpersonal relationships that enhance collaboration and trust amongst team members.

Each catalyst is explored in dedicated chapters, beginning with real-world anecdotes from Vijay’s professional experiences. These narratives illustrate the practical application of each concept, followed by sections on understanding (‘knowing it’), identifying (‘spotting it’), and implementing (‘doing it’) the catalyst within one’s team. This structured approach provides leaders with clear guidance on how to transform these theoretical insights into tangible, effective practices.

The book also addresses the challenges posed by modern work settings, such as remote and hybrid models, which can impede traditional team dynamics. Vijay emphasizes the importance of adapting leadership practices to maintain the rituals that promote cohesion and productive interactions, even in virtual spaces.

And in addition to the core content, The Alchemy of Talent includes reflection prompts, illustrative graphics, and practical exercises designed to help leaders internalize and apply the concepts discussed. The emphasis on aligning leadership models with individual strengths and the strategic integration of diversity and inclusion efforts reinforces the book’s relevance in today’s dynamic organizational landscapes.

Overall, Vijay’s work serves as a vital resource for leaders aiming to navigate the complexities of team dynamics and drive their teams toward exceptional performance.

If you would like to discuss how we can help your teams achieve sustained success through our team coaching services, please get in touch with us today.

And in the meantime, be sure to grab a copy of The Alchemy of Talent – you can purchase a copy here in the US and here in the UK.

The theme of bettering ourselves is prominent as we head into a new year. Many of us endeavour to make changes to ourselves and our lifestyles, often spurred on by a new year’s resolution or two. But how do we increase the chance that our resolutions will stick around past January? How can we avoid the February fizzle?

Good news: we know something about managing change from our work lives and those best practices can help us with the changes we want to make outside of the office. When you think about it, rolling out a new performance management system or reworking an internal communications strategy can be straightforward, as they rely on the more technical aspects of change. We create new processes, document new procedures, and train teams on what to do differently.

But when it comes to mindset shifts – getting people to think differently – the challenge is greater. Changing a mindset goes beyond altering the way we do things – we have to alter the way we perceive the world around us, and this requires time, intention, and effort. Adapting a few best practices from change management can help:

• Set a clear objective and definition of success

Ask yourself: Why am I trying to adopt this new mindset? What do I hope to achieve? Perhaps you want to develop a more growth-oriented outlook or become more patient in your leadership style. Without a clear objective, it’s difficult to measure progress or stay motivated.

In change management, we establish clear success criteria and milestones. When managing your own mindset shift, it helps to do the same: define what successful change means to you. Is it when you instinctively approach challenges with curiosity instead of frustration? Or when your team starts to notice and appreciate your more open-minded approach? Defining success helps keep you focused and provides a sense of achievement along the way.

• Prepare your stakeholders and create accountability with supportive partners

Every mindset shift has a ripple effect on those around us—whether it’s our colleagues, friends, or family. Ask yourself: Who are my ‘stakeholders’ in this change? How might my new mindset affect them, and how might they react? Providing some ‘advance notice’ to those affected can help manage expectations and foster support.

Accountability partners can dramatically increase the likelihood of a successful mindset shift. Just as we engage sponsors and champions in organizational change efforts, we can enlist trusted colleagues or friends to act as our personal support network. These individuals can provide encouragement, offer feedback, and help hold us accountable.

• Build in some structure

In the workplace, we implement policies and tools to support technical change, so think about how this can be adapted for personal mindset shifts: structural changes might include setting up reminders, scheduling regular check-ins with your accountability partners, or keeping a journal to track progress and reflect on lessons learned. These reinforcements create an environment conducive to lasting change.

• Be kind and patient with yourself

Finally, be realistic and kind to yourself. Organizational change takes time, and so does personal transformation. Don’t expect an overnight shift. Set realistic expectations for how long it might take for your new mindset to become second nature and remember that setbacks are part of the process…the key is to keep moving forward, one step at a time.

You may be thinking: “Best practices from work?  Really?” This approach may feel like overkill, but it is great way to demonstrate respect for your efforts through good planning. Applying proven change management principles to personal change increases the likelihood that your new mindset will take hold, and come February, those changes will be here to stay.

If you would like to discuss how we can help you build or strengthen a change management mindset, please get in touch with me at gordon.robinson@orgshakers.com or via our website.

In today’s fast-paced, rapidly changing professional world, time is a precious commodity.

Balancing tight schedules and demanding workloads with the need for continuous personal development is a challenge that employees in high-demand roles face on a daily basis.

This is where microlearning can be a game-changer.

Microlearning is an innovative approach to education in corporate training. This method of learning delivers short, targeted learning sessions that help employees acquire new skills without lengthy time commitments.

For example, an employer using microlearning techniques might divide their training content into concise, manageable segments, each focusing on a specific skill or topic. These sessions will typically last a few minutes, and can take various formats such as videos, quizzes, or brief articles.

This approach aligns perfectly with busy schedules, offering employees the flexibility to learn during breaks or between tasks, ultimately improving their skillset in a succinct and digestible way.

So, how can employers start building microlearning strategies into their training programs?

• Set Clear Goals – define the specific skills or knowledge areas you want to develop within your team. By doing so, this allows you to set clear goals for what knowledge you want your employees to ascertain and ensures that your resources for achieving this are targeted and concise.
• Select Learning Formats – when selecting the format that these training programs are delivered in, consider what will suit your workforce best. This could be quizzes, flashcards, book summaries, or videos, or a mix of resources so that employees can choose which format best suits their way of microlearning.
• Leverage Tools – there are many applications available that promote the use of microlearning and make it easily accessible which employers can leverage. Headway is a great example of this, as the app offers daily microlearning’s and condensed book summaries that can help employees learn succinctly.

However, it’s one thing to introduce microlearning techniques to your teams, but employers must also be committed to continuously gauge the success of the microlearning initiatives being used in order to continue to reap the benefits of increased knowledge, innovation, and productivity.

To do this, employers should be monitoring participation rates and general enthusiasm for microlearning programs (especially if using an app, as engagement with it can be measured easily). As well as this, consider conducting assessments to evaluate how well employees apply what they have learned, and be consistently gathering input from employees on how effective they believe the content is and what might make it more effective for them.

If you would like to discuss how we can help implement microlearning strategies into your training initiatives, please get in touch with us today!