The HCL Review Podcast

Overcoming Feelings of Being Stuck: Strategies for Moving Your Career Forward, by Jonathan H. Westover PhD

Abstract: It is inevitable that at some point in our careers, most professionals will experience feelings of being stuck, whether due to a lack of growth opportunities, unsupportive management, unclear responsibilities, or unfulfilling work that fails to engage talents and interests long-term. However, sticking with the status quo will only prolong negative feelings, so it is important to understand common reasons for getting stuck, like a lack of ongoing development limiting skills growth, ambiguity around career paths and advancement requirements, repetitive or unchallenging tasks lacking meaning, unsupportive managers who do not provide feedback, coaching or sponsorship, and rigid organizational structures and policies that hinder agility and autonomy. Research has shown taking ownership through proactive strategies can overcome even deeply entrenched sticking points. To address a lack of growth, prioritizing continuous self-directed learning through establishing annual skill-building goals and volunteering for special assignments expands competencies and pathways. Clarity on career direction comes from creating a professional development plan outlining short and long-term SMART goals, required skills, and action items to attain the next level. For unchallenging work, employees should advocate for job enrichment through leveraging strengths in more stimulating, complex and impactful tasks. An unsupportive manager can be offset by developing alternative mentor and sponsor relationships within the organization and externally. When faced with bureaucracy, cultivating an entrepreneurial mindset focused on self-generated projects, autonomy, initiative, and collaboration keeps professionals solution-oriented. Overall, continuous learning, deliberate career management, leveraging strengths, building support systems, and resourceful entrepreneurialism empower stuck individuals to identify fulfillment and advancement opportunities regardless of external constraints. Maintaining a growth mindset focused on solutions rather than complaints ensures no career need remain permanently stalled.   
 

How Great Coaches Ask, Listen, and Empathize: Keys to Effective Leadership Development, by Jonathan H. Westover PhD

Abstract: This article explores the research behind effective coaching methods and provides examples for how leaders can apply these techniques to better develop others. It examines the key tools of great coaches: asking thoughtful open-ended questions, actively listening without judgment, and connecting through empathy. The piece outlines research demonstrating how open questions promote deeper reflection compared to closed ones. Coaches strategically use inquiry to help coachees gain self-awareness and new perspectives. Examples of powerful questions are provided. Additionally, the article discusses how active listening, such as paraphrasing and mirroring, builds rapport and surfaces insights. Empathy is identified as the top competency of elite coaches, as it validates emotions and fosters intrinsic motivation. Specific leadership applications are given for healthcare, technology, and education to illustrate how questioning, listening, and empathy can accelerate growth across industries when developing employees.

Managing Performance Through Accountability, by Jonathan H. Westover PhD

Abstract: This article provides a step-by-step guide for holding people accountable in the workplace in a meaningful way that supports performance improvement and builds trust between managers and direct reports. Drawing from scholarly literature and the author's 15+ years of management consulting experience, key best practices are outlined for establishing clear performance expectations, monitoring progress through ongoing feedback, addressing performance gaps respectfully, and leading accountability discussions with empathy. Specific strategies are presented for setting behaviorally-specific goals jointly with employees, tracking metrics over time, providing balanced constructive feedback regularly, diagnosing root causes of issues versus blame, and focusing on solutions rather than past mistakes. Empirical research is cited throughout demonstrating the interpersonal and business benefits of accountability when applied judiciously through transparency, mutual understanding and genuine care for individuals' development. The article aims to help managers successfully navigate this important yet delicate aspect of people leadership.

Breaking Down Workplace Barriers for Women of Color, by Jonathan H. Westover PhD

Abstract: This article discusses the unique challenges faced by women of color in the workplace and provides recommendations for organizations to address barriers they face. Research shows women of color report higher rates of feeling excluded and experiencing subtle discrimination. Key barriers include a lack of role models, feelings of isolation and tokenism, and unconscious biases. While diversity of women and minorities has increased individually, intersectional challenges for women of color persist. The article argues organizations must implement inclusive policies, such as hiring and promotion goals for women of color, unconscious bias training, and employee resource groups. Leadership must play a role through advocacy, sponsorship programs, and accountability. Case studies at Intel, Boston Consulting Group, and Citigroup that focused on developing women of color into leadership roles show promising results, such as increased representation. While more data is still needed, these initial efforts demonstrate that purposefully confronting intersectional barriers through targeted initiatives can generate real progress toward genuine workplace inclusion.

The Power of Silence: How Taking Pauses Can Enhance Communication, Creativity and Productivity, by Jonathan H. Westover PhD

Abstract: This paper explores the cognitive, creative and well-being benefits of incorporating more silence into daily life and work. Drawing from over a decade of consulting experience and a comprehensive review of neuroscientific and psychological literature, the brief makes the case that silence enhances key functions like problem-solving, focus, memory formation and divergent thinking. Studies demonstrate how even brief periods without external stimulation lower stress levels and improve mood. Intermixed periods of silence allow for mental incubation that sparks insight and the "Aha!" moments of creativity. Examples are then provided of how high-performing organizations across industries like IDEO, Atlassian, Ernst & Young and Google have maximized productivity, innovation and collaboration simply by strategically protecting pockets of quiet time. The research synthesis and case examples collectively argue that leadership which champions mindful moments of stillness will see transformative communication quality and long-term success.

The Human Side of Generative AI: Creating a Path to Productivity, by Jonathan H. Westover PhD

Abstract: The rapid rise of generative artificial intelligence (AI) presents both opportunities and challenges for organizations. While generative AI offers transformative potential to boost productivity through new forms of data creation, its implementation also brings significant human impacts that require thoughtful leadership. This article explores the human side of generative AI from both theoretical and practical perspectives, focusing on change management, people-centered design, and responsible implementation. Key areas include managing cognitive, emotional, and behavioral responses to AI-driven change, as well as fostering cultures of transparency, learning, and accountability. The article highlights best practices such as early stakeholder involvement, iterative evaluation, and robust governance to ensure generative AI aligns with human needs and ethical standards. Case studies, including Anthropic’s AI safety efforts, illustrate how leaders can promote responsible innovation by integrating human-centered practices throughout the technology lifecycle. By proactively addressing the human dimensions of AI adoption, organizations can achieve sustainable productivity gains while maintaining trust, well-being, and ethical integrity.
 

The Untapped Potential of Mature Talent: Making the Business Case for an Aging Workforce, by Jonathan H. Westover PhD

Abstract: This article argues that organizations should embrace hiring and retaining older workers due to the many benefits they provide. It dispels common myths that skills and abilities necessarily decline with age by reviewing research showing cognitive abilities remain strong into one's 60s and experience can offset physical declines. The article then presents five key advantages of older workers: they excel at soft skills like leadership and problem-solving; have lower turnover rates which save on training costs; can mentor younger employees and transfer institutional knowledge; bring diversity of perspectives that fuels innovation; and through experience, are able to offset potential physical job limitations. Industry examples from sectors like pharmaceuticals, consumer goods, consulting and retail are given. Overall, the article makes the case that an age-diverse workforce maximizes talent if organizations adopt policies like flexible work arrangements, ongoing skills training, leadership promoting inclusion, and fair performance reviews.

Trust in the Workplace: Understanding How our Brains Make Decisions to Build Effective Organizational Leadership, by Jonathan H. Westover PhD

Abstract: This article examines the neurological bases of trust and how an awareness of unconscious trust processes can help leaders foster trusting relationships and high-performing teams. On a basic level, the brain's socioemotional circuitry generates rapid, automatic trust judgments when assessing new people or situations. Regions like the amygdala, insula, and orbitofrontal cortex evaluate factors like similarity, attractiveness, emotional expressions, body language, and facial features to determine trustworthiness outside of conscious control. While these reflexive processes conferred an evolutionary advantage, they can misfire or introduce biases in modern contexts if not guided by higher-level reasoning. The article discusses how implicit biases around these factors can impact trust dynamics. It also outlines techniques leaders can use to strategically manage first impressions and behaviors over time - through consistency, competency, care, and relationship building - to establish trust at both implicit and explicit levels. Understanding the interplay between conscious and unconscious trust judgments allows for optimizing organizational culture.

Creating Connection: Building a Culture of Belonging in the Workplace, by Jonathan H. Westover PhD

Abstract: This article explores how organizational leaders can cultivate a culture of connection where employees feel a strong sense of belonging by discussing the importance of social bonds for both individual well-being and organizational success based on research evidence showing that loneliness and lack of social connection are linked to poorer physical and mental health as well as lower performance, productivity and creativity at work, while socially-connected workplaces outperform those characterized by disconnect. The article provides strategies for leaders to promote meaningful social bonds by emphasizing the need to intentionally create an inclusive culture through implementing diversity, equity and inclusion initiatives to foster a sense of belonging for all employees, cultivating compassion by establishing formal and informal support systems that demonstrate care for employees' wellness, and facilitating shared experiences through community-building activities and social events that help employees connect on a personal level beyond just work tasks. Exemplar companies that comprehensively implement these types of initiatives through programs promoting unusually strong employee collaboration, retention, morale and organizational success are shown to benefit from nurturing social bonds so that when these bonds are cultivated, both individuals and their workplaces can thrive.

Moving Beyond Surface-Level Diversity: Strategies for Embedding Inclusion Through Organizational Change, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for organizations to achieve meaningful diversity, equity, and inclusion by embedding it into their culture and operations. Despite commitments to increasing representation, superficial diversity efforts often fail due to social and cognitive forces that privilege homogeneity. Research shows people disproportionately bond with similar others, reinforcing familiar norms through homophilous networks. Unconscious biases also affect judgments and decision-making. To disrupt these status quo dynamics, the article recommends strategic approaches like cultivating allyship programs, adjusting hiring to recruit more diverse candidates, and periodically reshuffling teams and assignments. Specific tactics then help operationalize the strategies, such as rotating discussants in meetings and pairing executives with employees of different backgrounds for job shadowing. Case studies of companies like AB InBev and Verizon demonstrate how tailored tactics allow enacting strategic diversity approaches in hands-on ways. Leaders must recognize dynamics undermining equity and take proactive long-term steps through deliberate strategies and oversight.