Blog

A toxic workplace can make even the best job feel like a nightmare. When negativity takes over, it creates serious problems that affect everyone involved. Lower Productivity and Performance - When employees feel stressed, unappreciated, or constantly criticized, their work quality drops. People spend more time worrying about drama than focusing on their tasks. This means projects take longer to finish, and the company's overall results suffer. Workers who feel beaten down simply can't give their best effort. High Employee Turnover - Nobody wants to stay in a place where they feel miserable. Toxic environments cause good employees to quit and look for better opportunities elsewhere. This creates a costly cycle where companies constantly need to hire and train new people. The remaining staff gets overworked trying to cover for those who left. Mental Health Problems - Toxic workplaces take a real toll on people's well-being. Employees often experience increased stress, anxiety, and even depression. This doesn't just hurt them at work – it affects their personal lives too. When people dread going to work every day, it impacts their relationships and overall happiness. To consider whether your culture might be toxic and what you can do about it, click here to learn about 8 Signs of a Toxic Culture and suggestions for overcoming the negativity.  Having a positive workplace culture isn't just nice to have – it's essential for success. What action could you take to create a healthier workplace culture?

Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform. Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success.  Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities. By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results. 👉 For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.

In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.  The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.

Let’s talk straight—leadership development isn’t just a “nice to have.” It’s the engine behind real economic progress. John Kotter, a world-renowned voice in leadership and change, made it clear: organizations don’t rise or fall on products alone—they succeed because of how well they lead through change. When leaders know how to cast vision, inspire action, and adapt quickly, the ripple effect is huge. Teams become more engaged. Strategy gets implemented faster. Resistance turns into momentum. And yes—revenue and results improve.  Kotter’s work shows that companies with strong leadership navigate uncertainty better and capture more market share during tough times. Why? Because effective leaders create clarity in the chaos. They don’t just manage—they lead change with purpose. If we want to strengthen our teams, our organizations, and even our communities, we have to prioritize leadership development. Not later—now. Because when leadership improves, so does everything else. That’s not just theory. That’s proven strategy. Click here to view the document: Better Leader = Better Bottom Lines and see why investing in leadership pays off. Let’s build leaders who build better futures.

In today's global workplace, the rise of remote work presents a paradox: while fully remote employees often report higher work engagement, they are less likely to thrive in their overall lives compared to their hybrid or on-site peers. According to Gallup's latest findings, 31% of fully remote workers feel engaged at work, surpassing hybrid and on-site counterparts. This higher engagement stems from the autonomy remote work offers, allowing individuals to leverage their strengths and achieve a productive flow. However, the flip side reveals a stark reality: remote workers also experience higher levels of distress, including feelings of anger, sadness, and loneliness. Despite their engagement at work, they struggle with the emotional toll of isolation and the absence of social interactions that on-site and hybrid work environments naturally provide.  These insights underscore the importance of balancing engagement with overall wellbeing. While autonomy boosts engagement, it can also lead to stress without proper boundaries. Addressing these challenges is crucial for fostering a workforce that is not only engaged but also thriving in both work and life. By prioritizing social connections and providing support for mental wellbeing, organizations can create a remote work environment where employees feel both productive and fulfilled.

Starting a first job is exciting—but it can also be overwhelming. For many young professionals, self-leadership doesn’t come easily right away, and that’s not a reflection of intelligence or motivation. Instead, it’s the result of a mix of biological, educational, and social factors that employers need to understand. 1. The Brain Is Still Under Construction Let’s start with biology. The prefrontal cortex , which handles planning, prioritizing, and self-regulation, continues to develop into a person’s mid-twenties. That means young professionals are often still building the mental wiring needed for independent decision-making. 2. School Prepared Them for Structure, Not Ambiguity Most educational systems are built around standardized testing and structured learning environments . Students are trained to follow clear rubrics and respond to well-defined expectations. But the modern workplace often requires people to operate in gray areas —to take initiative and figure things out without much guidance. That’s a big adjustment for someone fresh out of school. 3. Parenting Styles Play a Role Many young adults grew up under the watchful eyes of “helicopter” or “snowplow” parents —well-meaning guardians who hovered or cleared obstacles from their paths. While these styles may reduce stress in the short term, they can unintentionally limit the development of autonomous decision-making and risk-taking . The result? Lower self-efficacy and a tendency to hesitate in unfamiliar or challenging situations at work. 4. Technology Has Changed Problem-Solving We live in an era of instant answers. When a problem comes up, it’s second nature to Google it or ask ChatGPT. While this can be efficient, it also means that many young professionals haven’t had as much practice with internal problem-solving strategies —like critical thinking, trial and error, or strategic patience. What Employers Can Do The key takeaway: this is about inexperience, not a lack of potential . With the right approach, employers can help young professionals grow into strong, self-led contributors. Here’s how: Set crystal-clear expectations from day one Provide thorough onboarding and training Start with close supervision , then gradually reduce it as they gain confidence Offer regular, structured feedback Encourage self-reflection and ownership Pair them with mentors who model professional self-leadership A Helpful Framework: Situational Leadership II® One tool that’s especially helpful here is Ken Blanchard’s Situational Leadership II® model . It outlines four stages of leadership support—from directing, to coaching, to supporting, to delegating. It’s a great roadmap for helping a new employee grow from needing guidance to performing independently. The Payoff With intentional support, most young professionals develop workplace autonomy within 12 to 18 months . They just need time, guidance, and the chance to stretch their wings. Final Thought: If you're leading early-career professionals, your role isn't just to manage—they're looking to you to help them grow. Be patient. Be clear. And remember, self-leadership is a skill that develops over time—with the right leader, it can flourish.

Inspired by the research of Linda Hill, Harvard Business School

Having strong core values is like giving your company a compass. These values guide decisions, shape culture, and help everyone work toward the same goals. When employees connect with these values, both they and the company benefit in many ways. First, core values create a sense of unity. When everyone follows the same principles, teamwork becomes easier. People understand what matters and why certain choices are made. This shared understanding builds trust among coworkers. Core values also make decision-making simpler. When facing tough choices, employees can ask, "Does this align with our values?" This creates consistency across the organization and helps avoid confusion. For employees, connecting with company values brings greater job satisfaction. Working for an organization whose principles match your own feels meaningful. You're not just earning a paycheck—you're contributing to something you believe in. If your organization doesn’t have core values, or you have values on paper that are no longer relevant, click here for a tool to help you identify values that express your business principles. Companies with clear values tend to attract people who naturally fit their culture. This leads to stronger teams, less turnover, and better performance. When new hires already share your values, they adapt more quickly and stay longer.  Finally, strong core values build customer trust. When a company consistently lives its values, people notice. This authenticity creates loyalty that advertising alone cannot buy.

Ever wonder why some companies consistently outperform their competitors? According to Ram Charan's "Leaders at All Levels," the secret often lies in their approach to leadership development. Think about it: when organizations invest in developing leaders at every level, they're not just checking a box for HR—they're directly fueling their economic engine. Charan says that leadership talent is actually the biggest constraint on business growth worldwide. Too many companies treat leadership development as a nice-to-have program rather than a strategic necessity. But those who get it right create a continuous chain reaction of leadership excellence throughout their organization, resulting in measurable business advantages. The most successful companies don't just develop executives at the top. They identify potential leaders early, move them through increasingly challenging assignments, and ensure they gain the necessary skills to drive performance at every level. In today's competitive landscape, your leadership pipeline isn't just about succession planning—it's about creating the sustainable competitive advantage that drives superior business results and economic performance right now.

A toxic workplace can make even the best job feel like a nightmare. When negativity takes over, it creates serious problems that affect everyone involved. Lower Productivity and Performance - When employees feel stressed, unappreciated, or constantly criticized, their work quality drops. People spend more time worrying about drama than focusing on their tasks. This means projects take longer to finish, and the company's overall results suffer. Workers who feel beaten down simply can't give their best effort. High Employee Turnover - Nobody wants to stay in a place where they feel miserable. Toxic environments cause good employees to quit and look for better opportunities elsewhere. This creates a costly cycle where companies constantly need to hire and train new people. The remaining staff gets overworked trying to cover for those who left. Mental Health Problems - Toxic workplaces take a real toll on people's well-being. Employees often experience increased stress, anxiety, and even depression. This doesn't just hurt them at work – it affects their personal lives too. When people dread going to work every day, it impacts their relationships and overall happiness. To consider whether your culture might be toxic and what you can do about it, click here to learn about 8 Signs of a Toxic Culture and suggestions for overcoming the negativity.  Having a positive workplace culture isn't just nice to have – it's essential for success. What action could you take to create a healthier workplace culture?

Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform. Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success.  Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities. By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results. 👉 For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.

In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.  The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.

Let’s talk straight—leadership development isn’t just a “nice to have.” It’s the engine behind real economic progress. John Kotter, a world-renowned voice in leadership and change, made it clear: organizations don’t rise or fall on products alone—they succeed because of how well they lead through change. When leaders know how to cast vision, inspire action, and adapt quickly, the ripple effect is huge. Teams become more engaged. Strategy gets implemented faster. Resistance turns into momentum. And yes—revenue and results improve.  Kotter’s work shows that companies with strong leadership navigate uncertainty better and capture more market share during tough times. Why? Because effective leaders create clarity in the chaos. They don’t just manage—they lead change with purpose. If we want to strengthen our teams, our organizations, and even our communities, we have to prioritize leadership development. Not later—now. Because when leadership improves, so does everything else. That’s not just theory. That’s proven strategy. Click here to view the document: Better Leader = Better Bottom Lines and see why investing in leadership pays off. Let’s build leaders who build better futures.

In today's global workplace, the rise of remote work presents a paradox: while fully remote employees often report higher work engagement, they are less likely to thrive in their overall lives compared to their hybrid or on-site peers. According to Gallup's latest findings, 31% of fully remote workers feel engaged at work, surpassing hybrid and on-site counterparts. This higher engagement stems from the autonomy remote work offers, allowing individuals to leverage their strengths and achieve a productive flow. However, the flip side reveals a stark reality: remote workers also experience higher levels of distress, including feelings of anger, sadness, and loneliness. Despite their engagement at work, they struggle with the emotional toll of isolation and the absence of social interactions that on-site and hybrid work environments naturally provide.  These insights underscore the importance of balancing engagement with overall wellbeing. While autonomy boosts engagement, it can also lead to stress without proper boundaries. Addressing these challenges is crucial for fostering a workforce that is not only engaged but also thriving in both work and life. By prioritizing social connections and providing support for mental wellbeing, organizations can create a remote work environment where employees feel both productive and fulfilled.

Starting a first job is exciting—but it can also be overwhelming. For many young professionals, self-leadership doesn’t come easily right away, and that’s not a reflection of intelligence or motivation. Instead, it’s the result of a mix of biological, educational, and social factors that employers need to understand. 1. The Brain Is Still Under Construction Let’s start with biology. The prefrontal cortex , which handles planning, prioritizing, and self-regulation, continues to develop into a person’s mid-twenties. That means young professionals are often still building the mental wiring needed for independent decision-making. 2. School Prepared Them for Structure, Not Ambiguity Most educational systems are built around standardized testing and structured learning environments . Students are trained to follow clear rubrics and respond to well-defined expectations. But the modern workplace often requires people to operate in gray areas —to take initiative and figure things out without much guidance. That’s a big adjustment for someone fresh out of school. 3. Parenting Styles Play a Role Many young adults grew up under the watchful eyes of “helicopter” or “snowplow” parents —well-meaning guardians who hovered or cleared obstacles from their paths. While these styles may reduce stress in the short term, they can unintentionally limit the development of autonomous decision-making and risk-taking . The result? Lower self-efficacy and a tendency to hesitate in unfamiliar or challenging situations at work. 4. Technology Has Changed Problem-Solving We live in an era of instant answers. When a problem comes up, it’s second nature to Google it or ask ChatGPT. While this can be efficient, it also means that many young professionals haven’t had as much practice with internal problem-solving strategies —like critical thinking, trial and error, or strategic patience. What Employers Can Do The key takeaway: this is about inexperience, not a lack of potential . With the right approach, employers can help young professionals grow into strong, self-led contributors. Here’s how: Set crystal-clear expectations from day one Provide thorough onboarding and training Start with close supervision , then gradually reduce it as they gain confidence Offer regular, structured feedback Encourage self-reflection and ownership Pair them with mentors who model professional self-leadership A Helpful Framework: Situational Leadership II® One tool that’s especially helpful here is Ken Blanchard’s Situational Leadership II® model . It outlines four stages of leadership support—from directing, to coaching, to supporting, to delegating. It’s a great roadmap for helping a new employee grow from needing guidance to performing independently. The Payoff With intentional support, most young professionals develop workplace autonomy within 12 to 18 months . They just need time, guidance, and the chance to stretch their wings. Final Thought: If you're leading early-career professionals, your role isn't just to manage—they're looking to you to help them grow. Be patient. Be clear. And remember, self-leadership is a skill that develops over time—with the right leader, it can flourish.

Inspired by the research of Linda Hill, Harvard Business School

Having strong core values is like giving your company a compass. These values guide decisions, shape culture, and help everyone work toward the same goals. When employees connect with these values, both they and the company benefit in many ways. First, core values create a sense of unity. When everyone follows the same principles, teamwork becomes easier. People understand what matters and why certain choices are made. This shared understanding builds trust among coworkers. Core values also make decision-making simpler. When facing tough choices, employees can ask, "Does this align with our values?" This creates consistency across the organization and helps avoid confusion. For employees, connecting with company values brings greater job satisfaction. Working for an organization whose principles match your own feels meaningful. You're not just earning a paycheck—you're contributing to something you believe in. If your organization doesn’t have core values, or you have values on paper that are no longer relevant, click here for a tool to help you identify values that express your business principles. Companies with clear values tend to attract people who naturally fit their culture. This leads to stronger teams, less turnover, and better performance. When new hires already share your values, they adapt more quickly and stay longer.  Finally, strong core values build customer trust. When a company consistently lives its values, people notice. This authenticity creates loyalty that advertising alone cannot buy.

Ever wonder why some companies consistently outperform their competitors? According to Ram Charan's "Leaders at All Levels," the secret often lies in their approach to leadership development. Think about it: when organizations invest in developing leaders at every level, they're not just checking a box for HR—they're directly fueling their economic engine. Charan says that leadership talent is actually the biggest constraint on business growth worldwide. Too many companies treat leadership development as a nice-to-have program rather than a strategic necessity. But those who get it right create a continuous chain reaction of leadership excellence throughout their organization, resulting in measurable business advantages. The most successful companies don't just develop executives at the top. They identify potential leaders early, move them through increasingly challenging assignments, and ensure they gain the necessary skills to drive performance at every level. In today's competitive landscape, your leadership pipeline isn't just about succession planning—it's about creating the sustainable competitive advantage that drives superior business results and economic performance right now.