The HCL Review Podcast

Is Your Emotional Intelligence Authentic, or Self-Serving?, by Jonathan H. Westover PhD

Abstract: This article explores the distinction between authentic and self-serving applications of emotional intelligence (EI) in leadership. While EI refers to the ability to understand and manage emotions, leaders utilize this competency in different ways - some authentically to connect with others, others more manipulatively for self-gain. The research presented finds authentic EI fosters high-trust, collaborative cultures and performance through empathizing with stakeholders, while self-serving EI breeds toxicity and disengagement. Examples of leaders demonstrating authentic EI through care, vulnerability and accountability are provided, such as Tim Cook and Brené Brown, contrasted with examples of self-interested leaders like Adam Neumann and Elizabeth Holmes who undermined culture. The article offers recommendations for developing authentic EI through self-reflection, active listening, generous feedback and genuine interest in others. Overall, leaders are advised to consider whether their EI stems from integrity or self-interest, as authentic application anchored in understanding people empowers thriving organizational cultures.

Equipping Your Emerging Leaders: Strategies for Preparing New Managers and Supervisors, by Jonathan H. Westover PhD

Abstract: Effective preparation and support of first-time leaders is critical for individual and organizational success yet often lacking in many companies. This article outlines evidence-based strategies for equipping emerging supervisors and managers drawn from consulting experience and academic literature. Recommendations are provided for frontloading support through pre-promotion exposure, structured onboarding and action learning. Sustainable practices include leadership circles, rotational coaching and sequenced skill-building. The article advocates for visible executive buy-in and advocacy to validate new leader development as strategic. Practical examples demonstrate applications across industries. When implemented systematically with committed resources, the outlined approaches establish an environment empowering novice leaders from day one to continuously grow capabilities and maximize performance in their roles.

Getting Acceptance for Tough Decisions, by Jonathan H. Westover PhD

Abstract: This article discusses research-based strategies that organizational leaders can use to effectively implement unpopular decisions and gain acceptance of necessary changes from employees and stakeholders. It outlines the importance of clear communication to explain the rationale and context behind tough choices. Leaders must be transparent in their decision-making process and involve stakeholders to address concerns and build ownership of outcomes. Addressing the negative emotions that arise and exploring alternative options or ways to mitigate impacts can help address psychological and practical issues. Enlisting champions and coalitions of supporters to reinforce the reasoning for decisions can boost consensus. Continued communication on outcomes and progress reinforces that the difficult period was necessary. Ultimately, navigating tough times requires combining these communication strategies with empathetic and honest leadership that cultivates trust and shared commitment to organizational goals and vision despite short-term hardship.

Beyond Metrics: Measuring What Truly Drives Success At Work, by Jonathan H. Westover PhD

Abstract: This article explores the limitations of traditional performance metrics commonly used in organizations and proposes alternative approaches for measuring what truly drives success in the modern workplace. It is argued that an overreliance on narrowly quantitative targets can distort priorities, undermine employee well-being and job satisfaction, dilute customer focus, and even encourage unethical behaviors. While metrics provide useful data, a more holistic view is needed to account for important qualitative factors linked to engagement, collaboration, innovation and outcomes. The article then outlines methods for systematically measuring soft skills and intangible attributes through surveys, interviews, feedback discussions, and job design analysis. Practical examples are also provided of leading companies that have operationalized blended quantitative-qualitative systems focusing more on people than numbers alone. A multifaceted, outcomes-based model is advocated for building high performance sustainably over the long term.

What's Draining Your Workplace Energy and Joy? Identifying and Addressing Sources of Unhappiness to Boost Productivity and Morale, by Jonathan H. Westover PhD

Abstract: This article explores the major factors that contribute to employee unhappiness and low engagement based on organizational behavior theory and empirical research. It identifies unclear role expectations, lack of autonomy, poor leadership, and unhealthy workplace cultures as key sources of job dissatisfaction. Research shows only 30% of workers worldwide feel engaged in their jobs, indicating widespread unhappiness comes at a cost to both individual well-being and organizational performance. The article outlines specific strategies organizations can implement to address each issue, such as providing detailed job descriptions, setting clear performance goals, empowering employees with control and input, developing effective leadership skills, and fostering a positive values-driven culture. Additional considerations like workload concerns, growth opportunities, recognition programs, and coworker relations are also discussed. By understanding why jobs so often fail to inspire and implementing targeted improvement initiatives, leaders can systematically transform work into a fulfilling experience that maximizes employee potential and engagement. This enhances organizational competitiveness by differentiating companies as employers of choice.

Leading Like a Coach: A Research-Based Approach to Bringing Out the Best in Your Team, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can apply principles of coaching to fuel greater employee engagement, development and performance. Drawing from both consulting experience and scholarly literature, core tenets of coach-like leadership are examined, including empowering others through questioning rather than directives, believing in employees' potential and providing ongoing stretch opportunities and feedback. Case studies illustrate how large organizations across industries have successfully scaled coaching frameworks to energize workforces and boost business results. The article culminates by outlining five essential coaching practices leaders can start integrating immediately, such as scheduling regular one-on-ones, collaboratively setting stretch goals, providing consistent feedback and recognizing contributions. Adopting even some of these strategies can help leaders unleash extraordinary potential in their people and organizations.

How to Turn Your Enemies into Collaborators at Work, by Jonathan H. Westover PhD

Abstract: This article outlines research-backed strategies for leaders to transform opponents in the workplace into allies through cooperative engagement and compromise. It discusses the importance of understanding different perspectives before taking action, in order to gain insight into motivations and build trust. Leaders should then refocus discussions around shared interests like profitability, employee well-being and organizational success that both sides want to achieve. Building personal connections through casual interactions helps humanize opponents. Validating opposing views through restating concerns and acknowledging weaknesses preserves opponents' dignity. Finding areas of common ground and brainstorming compromise options that incorporate all perspectives can then build consensus. Leaders must relinquish aspects of favored positions graciously and follow through on agreements to solidify new allies invested in mutual success. The article provides case studies of organizations that successfully navigated adversarial dynamics through open-minded, relationship-focused strategies like roundtables, joint problem-solving initiatives and emphasis on shared goals.

Trusting Employees to Deliver Results in Times of Change, by Jonathan H. Westover PhD

Abstract: Trusting Employees to Deliver Results in Times of Change explores the research foundation showing that building trust is key to empowering high performance, especially during periods of organizational change and uncertainty. Drawing from literature in psychology, management, and organizational behavior, the article discusses factors that contribute to developing organizational trust, with a focus on the pivotal role of managers as "trust anchors." Practical strategies are provided for fostering trust through transparent communication, participative decision-making, skill development support, and empowering teams with autonomy. The article also shares examples from the retail banking and technology industries to illustrate how trust-based approaches aided successful navigations of major transformations. The conclusion reinforces that trusting employees to problem-solve enables engagement and results, even amid disruption.

Why Do We Try to Dodge Difficult Decisions?, by Jonathan H. Westover PhD

Abstract: This article explores why leaders often try to avoid or delay making difficult decisions, and provides strategies for overcoming hesitancy. Common reasons for avoidance include the desire to maintain superficial harmony, fear of being wrong, and prioritizing personal comfort. However, the article argues that decision-making is a core leadership responsibility, and avoidance does more harm than good over the long run. A systematic decision process is recommended to replace fear and groupthink with diligent analysis. Key steps include clearly defining problems, gathering diverse input, establishing evaluation criteria, brainstorming options, objectively weighing pros and cons, piloting top options, following through on implementation, and reviewing outcomes. While uncomfortable in the short term, facing challenges directly can strengthen leadership and empower sound determinations that further organizational goals. With practice, leaders gain confidence in their ability to handle uncertainties through a disciplined decision-making framework.

Designing for Resilience: Principles for Building Organizational Adaptability, by Jonathan H. Westover PhD

Abstract: Organizational disruptions from events like the COVID-19 pandemic have demonstrated the importance of resilience - an organization's ability to anticipate risks, maintain core functions during crises, and adapt successfully. This article outlines eight design principles that research indicates can help build resilience into an organization's structures, systems, culture and operations. Drawing from literature in fields like organizational development, crisis leadership and strategic management, the principles focus on distributing leadership and information sharing; promoting flexible, modular designs; ensuring redundancy of critical resources; cultivating a learning culture; maintaining flexible funding and resources; conducting scenario planning and training; fostering strategic partnerships; and taking an adaptive approach to goals. The principles are grounded in academic research but presented through the lens of a practitioner's consulting experience. The article also discusses practical strategies for applying the resilience design framework to assess risks, strengthen crisis response capabilities, and nurture continuous organizational learning and adaptation.