The HCL Review Podcast

When Workplace Relationships Go Wrong: The Effects of Gaslighting and Paths to Well-Being, by Jonathan H. Westover PhD

Abstract: This article examines the phenomenon of workplace gaslighting and provides recommendations for coping with or preventing this harmful form of psychological manipulation. Gaslighting is defined as a systematic attempt to undermine and confuse another person to gain power or control over them. It goes beyond normal feedback by intentionally aiming to diminish someone's confidence in their own perceptions, experiences, and abilities. The negative effects of gaslighting discussed include increased mental health issues, lower job satisfaction and performance, and intentions to leave one's job. It also creates a toxic organizational culture. The article recommends self-care strategies for targets, as well as informal options like clear communication and mediated discussions. It suggests escalating to formal reporting if informal approaches fail, which may involve HR, discrimination complaints, or legal action in serious cases. Overall, the article aims to raise awareness of gaslighting's impacts and provide a multi-tiered framework for addressing it in the workplace.

Blinded by the Data: When Analytics Overshadows Judgment, by Jonathan H. Westover PhD

Abstract: This article discusses the potential risks that can emerge when organizations overly on data-driven decision making by focusing excessively on quantitative analysis and metrics to the exclusion of important qualitative human factors. The article explores common pitfalls such as leaders losing sight of broader strategic perspectives and higher-level business drivers when immersed in granular data points, organizational chaos and paralysis resulting from constant A/B testing without clear objectives, over-quantification discounting important but difficult to measure "soft" elements like culture, talent and leadership that profoundly shape performance, and overconfidence in the perceived objectivity of models overlooks inherent biases. The article advocates balancing quantitative and qualitative lenses to gain a more textured understanding of complex dynamics by supplementing metrics with perspectives from ethnography and stakeholder input to provide needed context as numbers alone do not replace prudent application of human judgment and experience, and for data-driven initiatives to achieve tangible impacts, analytics must inform innovation and change management rather than replace continuous improvement processes, such that with moderation and integration of multiple viewpoints, data can empower rather than control strategic decision making.

How Great Storytelling Connects Employees to Their Work, by Jonathan H. Westover PhD

Abstract: This article examines how research supports the use of storytelling as an impactful organizational leadership tool. Several studies have found that storytelling enhances employee engagement, commitment, and performance when leaders skillfully use narratives to communicate vision, values, and appreciation. On a neurological level, stories stimulate emotional centers in the brain more than facts alone, increasing empathy, memorability, and observational learning. The article provides guidance for crafting compelling stories by identifying a clear purpose, using vivid details, featuring real employees, and relating to shared company values. It explores practical applications of storytelling across industries, such as a homeless shelter sharing client success stories to reignite staff purpose and a manufacturing plant praising international client feedback to boost morale. The article concludes that any leader can begin fostering organizational success through the timeless communication method of purposeful storytelling.

Starting Fresh: How to Take the Reins of Your Onboarding Process, by Jonathan H. Westover PhD

Abstract: This article provides advice for new employees on how to effectively manage their onboarding process to set themselves up for long-term success. It outlines common pitfalls in haphazard onboarding that can lead over half of employees to leave within six months. However, the article argues employees can take control of their onboarding journey from day one through proactively engaging in relationship building, continuous skill development, and soliciting feedback. Specifically, it recommends Employees create a customized 90-day onboarding plan, prioritize networking, customize ongoing learning goals, and actively seek feedback to address weaknesses. The article maintains these steps will help employees acclimate to their new roles and organizations, build critical support systems, enhance their skills, and identify areas for growth to maximize their potential and impact throughout their onboarding period and beyond.

What Super Productive People Do Differently, by Jonathan H. Westover PhD

Abstract: This article explores seven habits shown through research to distinguish highly productive individuals from average performers. Each habit is grounded in academic literature and illustrated with real-world industry examples. The habits include planning the next day's schedule in advance to be proactive rather than reactive. Minimizing distractions like notifications to focus deeply on priorities. Batching similar tasks together to maintain cognitive momentum. Automating repetitive tasks to streamline workflow. Enforcing strict boundaries between work and personal time to prevent burnout. Dedicating time to continuous self-improvement through skills development. And scheduling regular "deep work" sessions for uninterrupted focus on complex cognitive work. The article argues that organizational leaders who foster a culture supporting these evidence-based productivity strategies can cultivate high-performing teams consistently delivering quality outcomes despite demanding workloads. adopting some principles could significantly increase organizational output.

Rethinking Culture Fit in Talent Acquisition, with Jonathan H. Westover PhD

Abstract: This article argues that organizations should move away from primarily hiring for "culture fit" and instead focus on acquiring a diversity of talent. The explores how overemphasizing cultural similarity in hiring can undermine efforts to build inclusive workplaces. Citing research, the article posits that prioritizing culture fit disproportionately excludes women and minorities, and results in a homogenous workforce that lacks the diverse perspectives needed for innovation. Alternatives are presented such as evaluating fit and unique contributions, and changes to embedding inclusion throughout the hiring process like name-blind screening and inclusive leadership training. Practical strategies tailored to industries like tech, non-profit and healthcare are also shared. The article concludes that moving beyond culture fit as the sole criterion in hiring yields benefits but requires sustained leadership and an ongoing commitment to diversity, equity and inclusion.

Beyond Blame: Fostering an Accountability Culture Through Shared Leadership, with Jonathan H. Westover PhD

Abstract: This article discusses how organizations can move beyond a toxic "blame culture" and instead foster an "accountability culture" where teams share responsibility for both successes and failures. It explains how attribution biases and a lack of psychological safety enable defensive behaviors in blame cultures. Strategies are provided for leaders to establish accountability, including distributing leadership through cross-functional teams, facilitating regular feedback sessions, promoting data-driven problem solving, framing failures in terms of customer impact, and role modeling transparency. Case studies of Toyota, IDEO product design, and patient safety initiatives demonstrate how accountability cultures prioritize continual learning and collaboration over fault-finding. When teams focus on understanding root causes and preventing future mistakes rather than assigning blame, organizations can sustain high performance through innovation and resilience.

Strength Underutilization: Why Talented People Don't Use Their Strengths, by Jonathan H. Westover PhD

Abstract: This article explores why talented individuals frequently fail to fully utilize their innate strengths in their work despite years spent developing skills and abilities. Several reasons for strengths underutilization are examined based on research evidence. A key factor is the paradox between skills, which can be expanded through training and experience, versus immutable strengths that energize individuals. Additionally, rigid job descriptions and misalignment between individual strengths and organizational cultures that reward other attributes over talents hinder strengths application. Barriers like the difficulty of strengths development and lack of a shared strengths language are also discussed. Practical recommendations are provided for activating strengths through individual reflection, leadership support, and building an organizational strengths culture. The article aims to spark meaningful changes enabling every person to optimize their inborn talents daily through a concerted, multi-level strengths focus.

Building a Talent Portfolio: A Modern Approach to Career Development, by Jonathan H. Westover PhD

Abstract: In today's disruptive business environment where entire job categories are emerging and transforming rapidly, traditional career path models centered on predefined vertical progression no longer adequately equip organizations with the workforce mobility and strategic resilience needed to dynamically deploy talent as work evolves. This article explores how progressive companies like global banking giant HSBC and humanitarian relief leader World Vision have overcome these challenges through transitioning to career portfolio-based talent systems that empower employees to curate diverse experiences through roles, projects, assignments and skills development opportunities. A shift from narrow career paths to emphasis on capability and experience building strengthens organizational agility through a multi-skilled workforce while providing strategic benefits to talent retention, succession planning and futureproofing the business in uncertainty. Perhaps most importantly, the career portfolio approach also empowers individual contributors with the versatility and lifelong learning critical for navigating today's fluid labor market landscape - futureproofing both their employability and work fulfillment in the new world of work.

Supporting Your Partner's Well-Being: How to Help Your Spouse Cope with Work Stress, by Jonathan H. Westover PhD

Abstract: This article provides strategies for partners to help their spouse effectively cope with unrelenting work stress. It begins by outlining common sources and symptoms of occupational stress, such as overwhelming job demands, limited resources, and impacts to physical and mental health. Key steps are then discussed, including actively listening without judgment to validate a spouse's experiences, establishing boundaries around work hours and communication to foster renewal, encouraging preventative self-care routines, and dealing with changes through open communication and compromise. The article advocates modeling healthy behaviors at home by sharing responsibilities and prioritizing self-care. Workplace implications are considered, such as cultivating an organizational culture where employees feel cared for holistically. In conclusion, the article argues an ongoing effort recognizing fluctuating demands, combined with active support, builds individual and couple resilience to minimize stress' negative impacts.