The HCL Review Podcast

Managing Remote Direct Reports: Keys to Leading With Trust and Accountability, by Jonathan H. Westover PhD

Abstract: This article explores research-backed principles for effectively leading remote teams. As employee expectations and work styles have evolved with technological change and the COVID-19 pandemic, managing virtual employees presents unique challenges compared to in-office teams. Remote management requires a shift from traditional top-down styles to building trust through clear and frequent communication, transparent expectations, and mutual understanding. The article outlines specific strategies for maintaining personal connections from afar, including regularly scheduled one-on-ones, proactive status checks, bilateral feedback loops, and virtual social events. It also stresses the importance of objective metrics, detailed project briefs, and constructive performance reviews to ensure accountability. Overall, the article argues that adopting best practices for open communication, personal presence, and performance management can empower high-performing remote teams.

Closing the Divide: How Pay Transparency Drives Progress on Gender Pay Equity, by Jonathan H. Westover PhD

Abstract: Gender pay gaps persist as a stubborn workplace inequity despite decades of progress toward closing divides. As an organizational effectiveness consultant passionate about advancing fair treatment, this inconsistency struck the author as an issue warranting innovative solutions. This article explores the promising approach of mandated pay transparency policies, which require companies to publicly disclose information about employee compensation. Research indicates locations instituting disclosure rules see significant narrowing of gender pay differentials over time. Case studies of companies like Google and Anthropic also demonstrate how transparency motivates self-examination resolving subtle barriers driving differences. While challenges remain, transparency seems to cultivate accountability and merit-based cultures where qualifications alone determine rewards. As these laws continue spreading, their ability to reshape environments into ones of true equity, justice and inclusion will likely strengthen further.

The Modern Manager: Navigating a Complex Role in Today's Organizations, by Jonathan H. Westover PhD

Abstract: The role of the manager has become increasingly complex due to forces such as globalization, technology disruption, and changing worker expectations, requiring proficiency across strategic planning, leading others, communicating, developing talent, and other diverse hard and soft skills to navigate today's volatile business environment successfully. While leading organizations recognize high-quality managers as a strategic asset, attracting and developing top management talent presents ongoing challenges, as younger professionals are less interested in management careers due to workload demands, a skills gap exists between required competencies and what new or promoted managers possess, and traditional training methods often provide inadequate preparation, resulting in few managers being truly ready for senior roles. To address these issues, experts recommend a strategic, multifaceted approach including updating manager job profiles and career paths, establishing formal mentoring and coaching, deploying strategic stretch assignments, implementing blended leadership training programs, and utilizing 360-degree performance evaluations to gain competitive advantages in hiring, retention, and leadership development.

Futuring Your Strategy: An Unconventional Approach to Strategic Planning, by Jonathan H. Westover PhD

Abstract: This article proposes an alternative, future-focused approach to strategic planning inspired by practices in futures studies and strategic foresight. Traditional strategic planning tends to rely on analyzing past trends and current conditions, limiting creativity and adaptive capacity. In contrast, a futurist approach frames strategy around exploring preferable futures and identifying discontinuities, uncertainties, and low-probability events that could significantly impact the organization. Key concepts from futures research like scenario planning, environmental monitoring, expert interviews and wild card tracking are presented as ways to conduct more expansive and long-term environmental scanning. The stages of developing strategic options, plans, and ongoing adjustments are also discussed through a futurist lens. Examples from Bell Canada and Meyer Turku demonstrate how these concepts have been successfully applied in practice. By cultivating foresight skills and habits of continual exploration, adaptation and stakeholder collaboration, organizations can develop strategic plans more resilient to an unpredictable future.

Managing Overload: Tactics for Helping Leaders Combat Chronic Overwhelm, by Jonathan H. Westover PhD

Abstract: This article explores research-backed strategies for dealing with the chronic feelings of being overwhelmed that affect an estimated 75% of today's business professionals according to existing research. With overwhelm linked to negative consequences such as burnout, poor decision-making, and an inability to meet organizational goals, the article presents four key tactics drawn from research that leaders can use to better manage their workload and regain a sense of control. The strategies discussed include conducting an audit of current responsibilities to identify unnecessary tasks that can be cut, limited multitasking and interruptions through setting distraction-free periods allowing focus on priorities, empowering others through clear and appropriate delegation to reduce reliance on self, and instituting effective time management practices such as blocking out periods for priority work and batching related tasks. Case studies and findings are discussed for each approach. By adjusting perspectives and optimizing processes using evidence-based methods such as these, the article argues overwhelmed leaders can significantly reduce their chronic feelings of being overworked in support of both strong leadership performance and well-being within today's fast-paced business environment.

Facing Microaggressions Head-On: Effective Strategies for Addressing Subtle Bias in the Workplace, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for constructively addressing microaggressions, which are subtle verbal, nonverbal, or environmental slights that communicate hostile or derogatory messages to marginalized groups in the workplace. Microaggressions undermine diversity and inclusion efforts and have negative consequences for targets' well-being and companies' productivity and legal liability. The article defines common types of microaggressions and explains why they are important to address. It then outlines factors targets should consider when deciding whether and how to respond, and provides research-backed strategies such as respectfully educating the aggressor, describing personal impact, inquiring about intent, addressing systemic issues, setting boundaries, or removing oneself from the situation. Examples are given of how different strategies could be applied in healthcare, technology, education, non-profit and government contexts. The conclusion emphasizes that addressing microaggressions requires both individual interpersonal skills and organizational support through policies and training.

Losing Your Best: How Poor Leadership Can Drive Top Talent Away, by Jonathan H. Westover PhD

Abstract: This article discusses how leadership behaviors can inadvertently undermine employee engagement and drive top performers to seek new opportunities. It identifies five areas where leaders commonly fall short: lack of recognition and praise for good work, insufficient meaningful feedback, unclear career growth opportunities, poor work-life balance expectations, and deficient company-wide communication. For each area, research is presented on its importance for retention followed by an illustrative example of an employee who departed due to that specific deficiency. The article advocates for leaders to adopt strategies like regular praise, ongoing development-focused feedback, transparent career roadmaps, flexibility that respects personal well-being, and consistent messaging. When leaders make intentional efforts to strengthen these human aspects of work, it nurtures an environment where high-performing talent is motivated to stay committed to the organization long-term.

The Heart of the Matter: Compassionate Leadership in Unfeeling Environments, by Jonathan H. Westover PhD

Abstract: This article explores how compassionate leadership can thrive even within organizations primarily focused on results and profits. It defines compassionate leadership as understanding employees holistically and building trusting relationships. While compassion can clash with short-term, numbers-driven cultures, the article outlines strategies compassionate managers can use. These include developing emotional intelligence, leading by example, refining metrics beyond outputs, establishing compassionate processes, and cultivating social support. Specific industry examples show compassionate leadership in healthcare, higher education, and tech startups. The article concludes that cultivating emotional intelligence and holistic wellbeing metrics can help shift mindsets to recognize sustainable success depends on sustainable, cared-for workforces. Compassion makes both cultural and business sense by valuing people fully within demanding work environments.

Making Time to Innovate: Strategies for Encouraging Creativity Within Your Busy Team, by Jonathan H. Westover PhD

Abstract: This article explores strategies for encouraging innovation among busy employees and teams. As work demands continue intensifying, managers face pressure to maximize productivity while also driving organizational growth through creative problem-solving and idea generation. However, the brief argues innovation need not come at the expense of delivering daily results. Drawing from academic literature and case studies across industries, five evidence-backed practices are presented for helping individuals develop innovative thinking habits even in packed schedules: allocating regular protected time for ideation sessions; infusing meetings with creative exercises; assigning short-term "innovation homework"; encouraging experimental approaches to ideas; and streamlining unnecessary meetings. Real-world examples demonstrate how companies have successfully integrated these strategies to spark new solutions and fuel business success, even for their busiest teams.

The Challenge of Creating and Sustaining Innovative Cultures, by Jonathan H. Westover PhD

Abstract: This article examines the challenges of developing an innovative culture within organizations based on academic research and examples from diverse industries. While innovation is recognized as strategically important, the research finds that truly innovative cultures do not emerge from top-down mandates alone but rather develop organically over time through deliberate leadership choices and employee experiences. Key attributes of innovative cultures identified include tolerance for failure, decentralized decision-making, cross-functional collaboration, long-term orientation, recognition and rewards, and leadership that role models risk-taking behaviors. However, the article also discusses the hard realities leaders face in establishing these attributes in practice, such as resistance to change, sacrificing short-term goals, difficulties measuring innovation efforts, lack of role modeling by leaders, and insufficient resources. The article then analyzes strategies successfully used by companies like 3M, Netflix, Amazon, Intuit and Toyota to overcome barriers, emphasizing the critical role of organizational culture deliberately nurtured over the long run.