The HCL Review Podcast

Collaborating with People You Don't Like, by Jonathan H. Westover PhD

Abstract: Collaborating effectively with colleagues we don't particularly enjoy working with is a common challenge in organizational settings. However, research in fields such as organizational psychology and communication studies has identified a number of evidence-based strategies that can help navigate these interpersonal dynamics and foster more productive collaborations. This research brief explores key principles backed by scholarly literature, including cultivating empathy and understanding, adopting a growth mindset, establishing clear boundaries and expectations, and aligning around shared goals and mutual gains. Drawing on real-world examples from the author's consulting experience, the brief provides a practical, research-grounded approach for successfully collaborating with people we don't like. By applying these principles with flexibility and creativity, organizations can improve teamwork, productivity, and overall success, even in the face of challenging interpersonal relationships.

Rallying the Reluctant: Practical Strategies for Leading the Unmotivated, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can reignite motivation and engagement among their employees. It first examines common causes of diminished workplace drive, including role ambiguity, lack of autonomy, insufficient performance feedback, social isolation, and skills-role mismatches. The article then presents evidence-based guidance and real-world examples to help leaders address these underlying issues. Strategies include clarifying job responsibilities, empowering shared decision-making, providing meaningful feedback, cultivating collaborative cultures, and aligning employee skills with challenging work. By understanding the roots of disengagement and applying these practical solutions, the article argues that leaders can spark enthusiasm across their organizations, enabling high performance through an engaged, thriving workforce.

Understanding Blind Spots: How to Effectively Work with People Who Aren't Self-Aware, by Jonathan H. Westover PhD

Abstract: The article explores the challenges posed by individuals who lack self-awareness in organizational settings. Self-awareness, the ability to accurately perceive oneself and understand how one's behavior impacts others, is a valuable asset in the workplace. However, people who lack this self-awareness can struggle with behaviors that reduce productivity, damage team dynamics, and negatively impact organizational culture. The article provides specific recommendations for effectively working with self-unaware individuals, including setting clear expectations, providing objective feedback, focusing on shared goals rather than personalities, and leading with empathy and compassion. By employing these research-backed strategies, the article suggests that organizations can overcome the hurdles posed by self-unaware colleagues and foster cooperation and success despite varying levels of self-reflection within a team.

Scaling for Success: Organizing for Rapid Growth, by Jonathan H. Westover PhD

Abstract: The article examines the critical elements leaders must address to successfully scale a startup company without losing control or efficiency. As a startup grows rapidly, it must evolve its organizational structure, processes, and culture to support expansion. The article outlines key strategies, including departmentalization to gain focus and specialization, implementing strong communication channels to prevent silos, aligning hiring with strategic goals, streamlining the hiring process, and cultivating a values-driven culture that is maintained through rapid growth. It also emphasizes the need to continually refine the organization, such as iterating department models and enabling internal mobility, to sustain strategic alignment and agility. Drawing on research and industry examples, the article provides a comprehensive framework for how startups can structure their operations to maximize the opportunities of scaling while mitigating the risks of uncontrolled growth.

How to Build a Culture of Ownership, by Jonathan H. Westover PhD

Abstract: The article explores how leadership can foster a strong organizational culture where employees feel a true sense of ownership and investment in the company's vision and success. It defines an "ownership culture" as one where all individuals feel personally accountable and act with an entrepreneurial mindset. Research shows organizations with high employee ownership have greater productivity, profitability, stability, and long-term viability. The article outlines key strategies for cultivating this culture, including involving employees in decision-making, implementing compensation structures that reward shared success, communicating an inspiring collective purpose, providing development opportunities, and demonstrating ownership through leadership actions. Ultimately, the article argues that building a culture of employee ownership is crucial for long-term organizational success and sustainability, and provides a roadmap for how companies can work towards this goal.

Tackling Unconscious Biases: A Practical Guide for Organizational Success, by Jonathan H. Westover PhD

Abstract: This article explores the profound impact of unconscious biases on workplace dynamics and organizational performance. It delves into the nuances of these implicit prejudices, provides strategies for uncovering and counteracting them, and highlights practical applications across various industries. The article emphasizes that understanding and addressing unconscious biases has become a critical skill for leaders and employees in today's diverse and complex business environment. By the end, readers will be equipped with a comprehensive understanding of this crucial topic and a toolbox of actionable insights to drive positive change within their own workplaces.

Dealing with a Toxic Top Performer: Addressing Difficult Behavior While Maintaining Productivity, by Jonathan H. Westover PhD

Abstract: This article explores research-based strategies for leaders to address problematic interpersonal behavior exhibited by top-performing employees. While high performance often comes with increased responsibilities, stress, and a sense of entitlement, these factors do not excuse toxic conduct that undermines team cohesion and morale. The article outlines common drivers of such behavior, including burnout, perfectionism, and lack of accountability. It then provides best practices for directly addressing the issue, such as choosing the right timing, focusing on the impact rather than intent, and collaborating on solutions. Key elements of effective improvement plans are discussed, including clear expectations, skill-building, and accountability checks. Finally, the article emphasizes the importance of maintaining productivity by affirming strengths, delegating impactful work, and cultivating a psychologically safe culture where leaders model empathy and openness. The goal is to reshape problematic behavior while retaining the valuable contributions of high performers.

Aligning Your Choices with Your Values for a Meaningful Life, by Jonathan H. Westover PhD

Abstract: This article explores the transformative power of values-driven decision-making, drawing insights from positive psychology, organizational behavior, and personal development. It examines practical strategies and real-world examples to help you navigate the journey of aligning your choices with your core values, ultimately unlocking your full potential and achieving a life of greater significance. The key is to clearly identify your values, intentionally incorporate them into your decision-making, align your work with your values, and foster a values-driven organizational culture – all of which can lead to a profound sense of purpose, fulfillment, and impact.

Balancing Technology and Human Connection: Navigating the Modern Workplace, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can effectively leverage both technological tools and human touchpoints to maximize employee and organizational performance in today's hybrid workplace. While digital advancements have radically transformed where, when, and how work is done, the human element remains integral to organizational success. The article discusses how leaders must thoughtfully navigate the increased digitization of work to mitigate potential drawbacks on employee well-being, performance, and engagement. By bridging physical-digital divides and facilitating meaningful interpersonal connections, leaders can cultivate an engaged and productive workforce adapted to the demands of modern work while retaining its human character. Drawing on examples from diverse industries, the article outlines specific approaches for integrating technology and human experiences to upskill employees, prioritize personal care in healthcare, and foster collaborative innovation in creative fields. The conclusion emphasizes that effective leadership in a tech-enabled world requires mastering both technical and interpersonal competencies to guide organizations through disruption while preserving the human bonds that inspire great achievements.

You Don’t Have to Be the Best at Everything at Work, by Jonathan H. Westover PhD

Abstract: This article argues that organizational leaders do not need to be perfect across the board or the absolute best in their field. Rather, focusing on key strengths while empowering teams and fostering collaboration allows leaders and employees to maximize their potential and achieve organizational goals effectively. The article discusses how identifying both strengths and weaknesses is important for self-awareness and leadership development. It highlights how high-performing teams comprised of diverse individuals with complementary skillsets can outperform reliance on a single person's limited capabilities. The essay provides industry examples of leaders who have acknowledged their limitations to build exceptional teams. It emphasizes the importance of maintaining a growth mindset and continuous learning to adapt strengths over time. The conclusion outlines how effective leaders who play to their strengths and empower specialized teams can establish thriving organizations primed for sustainable success.