The HCL Review Podcast

Working with Difficult Colleagues: Strategies for Managing Conflict and Maintaining Productivity, with Jonathan H. Westover PhD

Abstract: This article explores research-backed strategies for effectively managing workplace conflicts and collaborating productively even with difficult or disliked coworkers. While interpersonal disputes are inevitable in team environments where personalities and work styles differ, the research shows proper handling of conflicts can spark innovation, while improper addressing can breed toxicity. The article presents a framework for constructively channeling conflicts through establishing clear boundaries, addressing disagreements calmly and respectfully, avoiding personal criticisms, discreetly addressing issues to shield others, and upholding civility and professionalism at all times. Real-world examples from hospital administrators, project managers, and nonprofit CEOs illustrate applying these strategies in navigating philosophical divides and personality clashes. The conclusion is that with strategic relationship management focused on issue-solving over blaming, and principles-based leadership, leaders can work productively despite challenges from certain colleagues.

Making your Mission and Vision Statements Work: How to Align Words with Actions, by Jonathan H. Westover PhD

Abstract: Effective mission and vision statements are crucial tools for guiding organizational strategy and culture. However, statements often fail to fully translate from words on paper into concrete actions and outcomes. This article examines why mission and vision statements commonly fall short of their potential and provides a research-backed framework for ensuring true alignment across all levels of an organization. Through exploring common pitfalls like lack of employee buy-in and generic language, the brief outlines best practices for leadership, socialization of staff, and strategic integration of principles into operations. Tangible tactics are discussed, such as involving employees in crafting statements, continuous training and recognition programs, and tying resource allocation to mission-driven goals. Real-world company examples demonstrate successful application. When diligently executed, comprehensive alignment allows mission and vision to permeate daily work and transform organizational performance into a sustainable competitive advantage.

When Creativity Stalls: Maintaining Innovation Under Pressure, by Jonathan H. Westover PhD

Abstract: This article examines the relationship between stress and creativity in the workplace and provides practical recommendations for how leaders can support innovative thinking among stressed employees. Considerable research has shown that moderate stress can enhance cognitive functioning while excessive, prolonged stress hinders creative processes like “associative thinking” by redirecting resources toward more routine thinking. Specific strategies are recommended to help teams manage stress without compromising innovation, drawn from evidence-based practices employed by leading companies in high-pressure industries. These include scheduling regular breaks, remodeling physical spaces, incorporating mindfulness activities, hosting team-building events, and promoting a strengths-based approach to development. When leaders implement stress-relieving techniques grounded in positive psychology, mindfulness, movement, social support and growth mindsets, they can maintain organizational creativity even amid workplace pressures.

Strategies for Career Readiness in the Age of General Artificial Intelligence, with Jonathan H. Westover PhD

Abstract: As artificial intelligence and automation continue to rapidly transform work and skills requirements, preparing both current and future workers for careers in this evolving landscape is imperative. This practitioner-focused research brief explores strategies for developing career readiness in the age of advancing technologies like general AI. Through a review of relevant literature on forecasting AI's labor market impacts and in-demand future skills, key competencies are identified that complement human strengths versus automatable tasks. These include social-emotional abilities, creative and analytical problem-solving, and digital/technical fluency. The brief then outlines evidence-based approaches for cultivating these skills throughout education and careers, such as embedding complementary skills training, investing in lifelong learning pathways, leveraging mentoring, and fostering a growth mindset. Practical organizational examples demonstrate how leading companies are proactively implementing such strategies. The brief concludes that a focus on essential human capabilities empowered by technology portends continued meaningful work and career prosperity.

The 6 Biggest Mistakes Leaders Make When Motivating Employees, with Jonathan H. Westover PhD

Abstract: This article examines key factors that demotivate employees based on research in organizational psychology and leadership theory. It identifies a lack of feedback and praise, unclear or misaligned goals, limited autonomy and decision-making power, insufficient opportunities for skills development and growth, unrealistic workload expectations, and poor communication as universal demotivators across organizational contexts. Specific examples from the automotive industry illustrate how these issues negatively impact motivation. The article maintains that while individualized approaches are needed, certain demotivating behaviors should be avoided, such as not providing regular performance feedback or recognition. It advocates for goal setting, autonomy-enhancing problem solving, targeted skills training programs, reasonable workload calibration, and transparent communication as evidence-based ways to meaningfully boost employee engagement. The conclusion reiterates that leadership equipped with motivation science can focus on empowering rather than discouraging employees through these best practices.

Beyond Command and Control: Empowering Leaders Build Capability and Drive Innovation, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can empower employees to drive innovation, build capability, and achieve greater organizational success. It examines the research on effective leadership approaches that consistently outperform "command and control" styles. Specifically, the author argues leadership is not about exerting top-down control but rather developing talent from within, granting autonomous work to teams, and fostering psychological safety. The article reviews case studies of companies that instituted empowering practices like radical promotions from within, autonomous project teams, and removing rank from creative meetings. It then discusses how empowering leaders act as coaches to develop strengths while advocating for employees. Finally, the article provides practical recommendations for implementing empowerment principles, including starting with pilot programs, communicating philosophy clearly, and shifting incentives away from micromanagement toward creative problem-solving. Overall, the research presented makes the case that empowering others through capability-building, autonomy, and safety represents the hallmark of truly transformational leadership that drives engagement and competitive advantage.

AI and Trust in Organizations, by Jonathan H. Westover PhD

Abstract: As the use of artificial intelligence (AI) expands in both society and organizations, building and maintaining trust in AI systems is becoming increasingly important. While AI promises benefits like improved efficiency and data-driven decision making, concerns are growing around a lack of transparency, accountability, fairness and control over how data is collected and used. This erosion of trust poses a threat to the widespread adoption of AI. However, the article argues that organizations have an opportunity to proactively build trust through transparent, accountable and fair development and application of AI. Drawing from research findings, it outlines strategies for providing transparency into AI systems and decision making, ensuring accountability in development and deployment, and engaging stakeholders. If implemented, these practices can help alleviate fears, demonstrate a commitment to responsible and ethical use of AI, and gain greater public acceptance and adoption of the technology's potential benefits.

Translating HR Impact to Business Impact, by Jonathan H. Westover PhD

Abstract: Translating HR Impact to Business Impact: A Practitioner's Guide focuses on providing human resources (HR) professionals with practical strategies and recommendations for demonstrating how HR activities and initiatives translate into meaningful business outcomes and value. Through drawing on years of consulting experience, academic literature, and real-world organizational examples, the article outlines a step-by-step framework for aligning HR priorities with strategic business goals, establishing causal links between people investments and performance through research, defining HR and business-level key performance indicators, partnering with finance on return-on-investment measurement, and effectively communicating impact through compelling case studies and storytelling. The goal is to help HR professionals earn a greater strategic role by rigorously measuring and clearly illustrating how people-focused strategies and interventions meaningfully contribute to organizational metrics valued by senior leaders.

From Skill Development to Skill Duration: Three Strategies for Cultivating a Culture of Learning in Your Organization, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for leaders to foster a culture of continuous learning within their organizations. It establishes that learning is a learned behavior that must be developed over time through reinforcement and environment. Left to chance, companies will not cultivate an effective learning culture. The article then presents three key steps leaders can take: make learning part of daily work through reflection sessions, identifying teachable moments, and recognizing achievements; support ongoing skill development with resources, peer learning, and skills gap assessments; and lead by example through participation in learning activities, promoting experimentation, and developing adaptability in hiring and coaching. It provides an example of implementing these strategies at a financial services firm and the positive outcomes it achieved. The conclusion emphasizes the integral role of leaders in socializing learning as a habit and competitive advantage through intentional culture design. A culture of continuous learning will help organizations adapt to future challenges.

Becoming a True Partner: How HR Leaders Can Earn a Seat at the Leadership Table, with Jonathan H. Westover PhD

Abstract: As the role of the chief human resources officer continues to evolve, gaining full acceptance as a peer and strategic partner to other C-suite executives remains a challenge for many HR leaders. This article outlines proven strategies for HR to earn a respected seat at the leadership table. Through analyzing academic research and real-world company examples, key recommendations are provided. HR must demonstrate strategic alignment by directly linking people initiatives to overall business goals. Equally important is providing insightful counsel on ambiguous issues through empathetic listening and probing questions. Effective communication and influence skills are also essential to bring others along on strategic changes. Supplementing internal expertise, cultivating external thought leadership through industry events and publications enhances broader credibility. When HR executives successfully operationalize these strategies, they authentically position their function as a driving force behind organizational success while also proving their worth among senior peers. The brief aims to equip aspiring CHROs with actionable guidance for positioning HR as a trusted advisor.