The HCL Review Podcast

Productively Passionate: Managing Your Work Drive, by Jonathan H. Westover PhD

Abstract: This article explores the topic of workaholism and provides strategies for maintaining a productive and sustainable work drive. It begins by defining workaholism according to expert research as excessive work engagement driven by internal pressures rather than job demands, to the point of causing problems in other life domains. The costs of unmanaged workaholism are then reviewed, including negative impacts on psychological, physical, and relationship well-being as well as long-term career performance. To counter these harms, the article recommends specific strategies for individuals to achieve work-life balance, such as setting limits on work hours, scheduling breaks and vacations, developing non-work interests, and adopting stress-reducing practices. It also provides organizational strategies to cultivate a culture of sustainable passion through policies supporting flexibility, focus time, and disconnection from work during non-work hours. The goal is to help engaged professionals and consultants shift from compulsive workaholic patterns to a renewed model of balanced, productive passion characterized by engagement, renewal, and thriving in all areas of life.

The Role of Complexity Theory as a Foundation for Taking a Systems Approach in Your Organization, by Jonathan H. Westover PhD

Abstract: This article examines how leaders can apply concepts from complexity theory to take a systems-based approach to navigating organizational complexity. It first defines key ideas from complexity science such as complexity theory, which views organizations as existing in a state of productive tension at the "edge of chaos" rather than under pure control, a systems approach that recognizes organizations as interconnected networks of interdependent parts, and complex adaptive systems characterized by self-organization. The article then discusses how leaders can establish clear yet flexible goals and direction, loosen central control to allow decentralized experimentation, promote transparency, and embrace diversity to foster conditions for bottom-up self-organization. It also explores developing networked mindsets through cross-functional teams, relationship building, and transparent information sharing to enhance emergent coordination. Additionally, the article emphasizes cultivating attentiveness to subtle changes and disturbances by establishing early warning systems and experimenting quickly, as well as nurturing an adaptive culture through innovation, reskilling, and rapid pilot-based learning to sustainably renew the organization amid nonlinearity and uncertainty.

Cultivating a Thriving Learning Culture Within Your Organization, by Jonathan H. Westover PhD

Abstract: This article explores how organizations can cultivate a thriving learning culture, which is crucial for success in today's knowledge-based economy. It defines the key dimensions that characterize a learning culture based on an analysis of relevant academic literature. Practical recommendations and examples are then provided for establishing organizational commitment to learning, facilitating open dialogue and inquiry, building collaborative team learning, fostering a systems perspective, and empowering employees towards collective success. Consulting and research experience across industries illustrates the immense value learning cultures provide through increased innovation, engagement, and performance. The article serves as a guide for leaders seeking to assess their current culture and identify opportunities to foster lifelong learning at every level within their organization. Cultivating a learning culture requires strategic priority and sustained effort but, as evidenced, can future-proof companies in dynamic business environments.

Knowing When to Step Down as a Leader, by Jonathan H. Westover PhD

Abstract: This article explores when it is appropriate for leaders to consider stepping down from their roles and passing the torch to new leadership. It examines signs that it may be time to transition based on research on leadership fatigue, stagnating vision, and succession planning. Specific factors discussed include declining health and enthusiasm from prolonged stress, an inability to drive innovative strategies, and having a capable successor prepared to take over. The article then outlines practical signs for leaders in industries like financial services, healthcare, technology, and non-profits that a transition should be considered. It provides examples of Microsoft CEO Satya Nadella and OWN founder Oprah Winfrey effectively navigating leadership successions. Finally, the article emphasizes the importance of succession planning, identifying the right time for an orderly transition, and ensuring the smooth handoff of leadership responsibilities to allow organizations to continue thriving under new vision and perspectives.

Building Effective Teams From the Ground Up, by Jonathan H. Westover PhD

Abstract: Teambuilding is a critical yet challenging aspect of organizational management. Effective teams do not happen by chance; they require deliberate effort to cultivate the right conditions for collaboration, performance, and sustainability over time. This article synthesizes insights from scholarly literature on teams with  consulting experience to provide pragmatic, evidence-based recommendations for constructing high-functioning teams. It outlines key steps managers should take to recruit optimal team members, establish strategic clarity around goals and processes, nurture interpersonal bonds and communication, and offer ongoing support through development, resources and appreciation. Specific strategies and best practices are discussed for each element, grounded in research from fields like organizational behavior yet presented accessibly. Real-world industry examples illustrate application across contexts. The  article aims to equip practitioners with a solid framework and actionable strategies for building cohesive, results-driven teams capable of delivering sustained impact from the earliest stages.

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.