The HCL Review Podcast

Fumbling the Baton: What Not to Do When Motivating Your Team, by Jonathan H. Westover PhD

Abstract: Recent research in organizational behavior and leadership provides critical insights into common managerial mistakes that undermine employee motivation. The article examines four key behaviors leaders should avoid: over-relying on extrinsic rewards, prioritizing threats and consequences over empowerment, micromanaging team activities, and neglecting personal and meaningful feedback. By replacing these demotivating practices with approaches grounded in intrinsic motivation theory – such as fostering workplace purpose, granting autonomy, and offering regular personalized guidance – leaders can cultivate engaged, innovative, and high-performing teams. Though simple in principle, these scientifically-backed best practices require constant self-awareness to implement effectively, but yield dividends in employee engagement, retention, and business success.

How to Tap Into Your Creative Genius at Work, by Jonathan H. Westover PhD

Abstract: This article explores five evidence-based practices for harnessing creativity to drive innovation within organizations. These include cultivating psychological safety, encouraging idea generation and sharing, embracing failures and learning from mistakes, challenging conventional wisdom, and developing a growth mindset culture. When implemented collectively, these approaches nurture an inclusive environment where employees feel empowered to take risks, experiment, and contribute novel solutions to complex problems. By role modeling these behaviors from leadership and institutionalizing them as organizational norms, companies can unlock the creative potential of their workforce and gain a competitive edge in today's fast-paced, disruptive business landscape.

The Power of Learning as a Learned Behavior: A Practical Guide for Continuous Improvement in Organizations, by Jonathan H. Westover PhD

Abstract: This paper explores how the ability to continuously learn and improve is a critical yet underutilized skill in both personal and professional contexts. It argues that learning is not an innate capability, but rather a learned behavior that must be intentionally developed through conscious effort and practice. The paper first defines organizational learning as the continual and collaborative process of using data and experience to enhance performance. It then examines the science of habit formation, showing how learning requires repetitive practice to become an automatic response. The paper outlines strategies for leaders to shape a learning-oriented organizational culture, such as aligning learning goals with key metrics, emphasizing hands-on practice and feedback, and modeling a growth mindset. Finally, it showcases Netflix as a case study in embedding learning at the core of an innovative, adaptive business. The paper concludes that in today's volatile environment, the only sustainable advantage is the ability to learn faster than competitors and continuously reinvent oneself, which requires deliberately cultivating learning as an organizational competency.

What Not to Do When You're Trying to Motivate Your Team, by Jonathan H. Westover PhD

Abstract: This article explores common mistakes leaders make when trying to motivate their teams and provides research-backed, practical alternatives. It discusses how a lack of clear communication, over-reliance on rewards and recognition over intrinsic motivation, the use of carrots and sticks, excessive focus on individual performance over team collaboration, and failure to recognize steady effort can all undermine employee motivation. Instead, the article advocates for leaders to foster intrinsic motivation through empowerment, autonomy, and fulfillment of psychological needs. It recommends strategies like transparent communication, meaningful rewards focused on growth and development, supporting team cohesion, and acknowledging incremental progress. The article concludes that a supportive work culture focused on learning, empowerment, and shared success is key to driving sustainable high performance and engagement from motivated teams.

Understanding the Real Reason Why So Many Managers Don't Know How to Manage, by Jonathan H. Westover PhD

Abstract: This article explores the underlying reasons why many managers struggle to effectively lead their teams, despite holding a managerial title. The key factors identified include a lack of formal management training, low self-awareness, failure to adopt a coaching mindset, and insufficient organizational support systems. The article recommends that organizations address these gaps by establishing managerial training standards, integrating self-awareness exercises, cultivating a coaching culture, and providing dedicated leadership development resources. Drawing on a case study of Hilton Hotels' successful people manager training program, the article concludes that prioritizing robust leadership development is critical for companies seeking to drive enhanced employee and customer outcomes in today's competitive talent landscape.

The Next Wave of Employee Value Proposition: Fostering Hope in Times of Uncertainty, by Jonathan H. Westover PhD

Abstract: The global pandemic has posed unprecedented challenges for organizations, leading to decreased employee morale, increased stress, and disrupted routines. As business landscapes stabilize, forward-thinking leaders recognize an opportunity to rebuild workforce frameworks with a refreshed employee value proposition (EVP) centered on cultivating hope. Research has established hope as a valuable psychological resource linked to positive organizational outcomes, including increased job satisfaction, commitment, and performance. By auditing existing EVP components, articulating a renewed vision focused on fostering hope, and implementing supporting policies and leadership development, organizations can reinvigorate individuals and companies for a post-pandemic future of promise. Promising industry examples from healthcare and education demonstrate how prioritizing hope cultivation can help stabilize workforces experiencing sustained pressures.

Assessing Organizational Fit: Determining if a Company's Culture Aligns with Your Values, by Jonathan H. Westover PhD

Abstract: This article explores how achieving strong alignment between an individual's personal values and priorities and an organization's cultural norms and priorities is crucial for workplace happiness, well-being, and career success. It outlines research-based methods for assessing organizational culture fit, including reflecting on one's own motivations and preferences, and evaluating cultural cues across key domains like innovation, collaboration, work-life integration, and rewards. The article illustrates these principles through contrasting tech company examples, and emphasizes that cultural fit is an ongoing commitment requiring continual communication and adjustment from both employees and organizations. By diligently evaluating cultural alignment using diverse assessment methods, individuals and companies can maximize the likelihood of a successful, fulfilling, and enduring match.

Building a Culture Where All Can Thrive, by Jonathan H. Westover PhD

Abstract: In today's complex business environment, organizations require leadership that cultivates a culture where employees are empowered, engaged, and able to give their best. This paper argues that building such an enabling culture is not just morally right, but also strategically wise, as it allows organizations to attract and retain top talent, boost performance and innovation, and ensure long-term sustainability. The key building blocks of an enabling culture include psychological safety, belonging and inclusion, and purpose and meaning. Examples from leading companies demonstrate how these principles can be put into practice, fostering employee well-being and holistic human growth alongside financial success. As the future of work evolves, the most innovative organizations will prioritize human welfare and development alongside profits, creating a competitive advantage through an engaged and purpose-driven workforce.

From Local to Global: Leading an International Workforce, by Jonathan H. Westover PhD

Abstract: The article explores the unique challenges and effective strategies for leading an international workforce across cultural, regulatory, and practical differences. Drawing from academic research and industry case studies, it highlights the importance of cultural intelligence, clear communication, consistent yet adaptable policies, and participative decision-making. Successful organizations develop a strong yet flexible organizational culture, empower local leadership, and leverage technology to foster collaboration and mutual understanding. By establishing this foundation, leaders can unite a geographically diverse workforce behind a shared global vision and harness the competitive advantages of an international team. The article provides a framework for organizations seeking to expand operations across borders and effectively manage their growing global talent pool.

The Future of HR Education, by Jonathan H. Westover PhD

Abstract: As the business landscape rapidly evolves, the human resources (HR) field is undergoing a profound transformation, requiring strategic and innovative HR professionals to address unprecedented organizational challenges. However, traditional HR education has struggled to keep pace with the changing demands of the modern workplace. This research brief explores the future of HR education, examining key trends, emerging best practices, and the critical skills needed for HR professionals to thrive, including the integration of emerging technologies, emphasis on strategic and business-oriented thinking, and the development of interpersonal and emotional intelligence competencies. The article also discusses innovative teaching and learning approaches, such as experiential and project-based learning, technology-enabled instruction, interdisciplinary collaboration, and continuous professional development, which are shaping the future of HR education and equipping the next generation of HR leaders to drive organizational success.