The HCL Review Podcast

The Glass Cliff: Why Women Often Rise to Leadership Positions During Crises, with Jonathan H. Westover PhD

Abstract: This article explores the "glass cliff" phenomenon in which research has shown that women are more likely to be selected for precarious leadership roles during times of crisis or organizational difficulty. Known as the glass cliff effect, studies demonstrate that women face higher risks of being placed in positions with greater chances of failure compared to equally qualified men. The article outlines factors that may drive glass cliff placements such as tokenism, scapegoating, and gender stereotypes. It discusses implications for promoting equitable leadership opportunities and presents examples from banking, technology and healthcare industries where proactive efforts helped mitigate glass cliff risks. The article advocates for recognizing implicit tendencies that disadvantage women leaders in high-pressure contexts. It proposes actions like unbiased succession planning, educating on unconscious biases, increasing overall diversity, and ensuring support systems for female executives. With awareness of glass cliff dynamics, organizations can dismantle systemic barriers and judge all candidates fairly based on merit alone.

Moving Engagement Theory Forward: My Practical Insights on Activation's Centrality to Understanding Gender Differences in Discretionary Workplace Commitment, with Jonathan H. Westover PhD

Abstract: This article explores the concept of activation as a missing theoretical link for understanding gender differences in discretionary workplace commitment. Activation refers to an individual's readiness to take action and has been shown to influence engagement outcomes through its impact on effort and attention levels. The article first reviews key academic literature establishing engagement theory and the role of activation. It then shares real-world examples where activation helps explain observed gender differences in discretionary behaviors beyond basic job duties. Differences in situational job demands and available resources that differentially impact women's activation reserves are also examined. The article argues that conceptualizing engagement through an activation lens can help address why discrepancies occur and suggest impactful job redesign strategies. Recommendations focus on boosting activation for all employees through initiatives like flexible scheduling, social support programs, and inclusive cultures. The discussion proposes advancing engagement theory by considering the understudied yet important role of activation, particularly regarding gender.

Getting Everyone on Board: Building Consensus Around a New Idea, with Jonathan H. Westover PhD

Abstract: This essay explores effective strategies for building consensus around new ideas. The introduction establishes why buy-in is crucial for successful organizational change. It describes the author's past work witnessing positive and negative impacts of consensus. The essay then outlines five key steps for gaining support: understanding diverse perspectives through listening; explaining the rationale and benefits of ideas compellingly; addressing skepticism through collaboration rather than persuasion; rallying stakeholders around a shared inspiring vision; and leading with integrity through role-modeling values. Each step provides research and practical examples. The conclusion emphasizes how consensus cultivation requires empathy, problem-solving over edicts, and inspires higher commitment and performance outcomes through collaborative leadership focused on all stakeholders.

How to Fix the Most Soul-Crushing Meetings, by Jonathan H. Westover PhD

Abstract: This article discusses research-based best practices for planning and facilitating high-impact meetings. It outlines steps leaders can take to transform meetings from unproductive experiences to opportunities that further organizational goals. Planning meetings with clear objectives and an engaging agenda structure keeps discussions on track. Choosing facilitators with subject matter expertise, strong communication skills, and impartiality ensures meetings are informed and collaborative. Techniques like starting with icebreakers, posing open-ended questions, and paraphrasing contributions encourage participation from all attendees. While consensus is not required, debates should focus on facts rather than personal attacks. Communicating tangible next steps and outcomes provides crucial context on the meeting's value. The article also offers guidance for leading effective virtual meetings remotely through practices like establishing online norms and following up asynchronously. With a focus on engagement, outcomes, and continuous improvement, the article argues that even routine meetings can energize stakeholders.

Navigating Change With Wisdom and Grace, by Jonathan H. Westover PhD

Abstract: This article explores a proven framework for cultivating personal and organizational resilience during times of change. The article identifies key principles for becoming more comfortable with change, starting from understanding one’s own mindset towards ambiguity and developing an adaptive orientation. Principles for cultivating an adaptive mindset internally include reframing change narratives, embracing impermanence, developing curiosity over fear, and practicing self-compassion. Externally, the authors advocate for connective leadership through active listening, storytelling, appreciation, and empowerment to safely navigate change together anchored in trust. Organizations can develop change agility by designing "adaptive space" through principles like holacracy, evolutionary purpose, and experimentation to condition antifragility and benefit from change. The keys to overcoming reluctance to change lie in thoughtful management both internally and externally.

How Organizational Culture and Leadership Styles May Stifle Innovation, by Jonathan H. Westover PhD

Abstract: This article examines how organizational culture and leadership styles impact innovation within companies. A review of research finds that cultures with higher risk tolerance, diversity of perspectives, flatter structures, and autonomy tend to be more innovative. However, many American workplaces emphasize risk avoidance, homogeneity of viewpoints, and hierarchical control, potentially discouraging creative ideas. To foster innovation, the article recommends that leaders encourage risk-taking, learning from failures, and diversity of backgrounds across teams. They should adopt participative leadership over rigid control and empower employees with project autonomy and resources. Case studies of companies like Pixar Animation Studios demonstrate how a supportive culture where ideas are freely shared and failures are learning experiences has led to remarkable innovation successes. The article argues that by cultivating environments of trust and experimentation, organizations can tap into previously discouraged creative potential. With attention to developing innovation-enhancing cultures, companies may discover newfound capacities for breakthrough ideas and inventions.

Changing Perspectives: Thoughtful Leadership for Shifting Mindsets, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for productively shifting organizational mindsets and overcoming resistance to change. Resisting change is explored from a psychological perspective, with concepts like cognitive dissonance and confirmation bias helping to explain why individuals often dismiss new ideas. A framework is then presented for creating "cognitive openings" through leadership techniques such as empathy, shared values, humility and diverse perspectives. Once open-mindedness is cultivated, new viewpoints should be shared strategically using stories, specific benefits, balanced reasoning and pilot examples rather than abstract concepts. Applications across industries like financial services, manufacturing, healthcare and transportation are examined. The multi-dimensional approaches of first addressing psychological barriers and then communicating alternatives respectfully are posited to thoughtfully shift perspectives during times of organizational change.

Bridging the Gender Divide: Promoting Equitable Treatment Through Awareness and Policy, by Jonathan H .Westover PhD

Abstract: This article examines research on gender differences in workplace experiences and treatment. A study by Anthropic found that while men and women behave similarly based on sensor data, women often feel they have to work harder and have their ideas scrutinized more. The article then discusses strategies for organizational leaders to promote gender equality. It recommends unconscious bias awareness training to address implicit biases that systematically disadvantage women. Establishing family-friendly policies and pay transparency can help structure equitable systems. Creating avenues for bias reporting and non-retaliation investigations demonstrates leadership commitment. Together, these multifaceted efforts from both leaders and employees are needed to change deeply entrenched biases over time. Dismantling gender-based disparities represents an important step toward organizational fairness and allows all individuals to maximize their potential regardless of gender.

The Human Side of Leadership: Forging a Path to Human-Centered Leadership, by Jonathan H. Westover PhD

Abstract: This article examines the importance of human-centered leadership approaches grounded in principles of empathy, respect, and courage. After introducing the concept through the author's experience as an organizational consultant and researcher, the article reviews research demonstrating that addressing employees' basic psychological needs for autonomy, competence, relatedness and purpose significantly enhances motivation, well-being and performance. Additionally, empirical studies show supportive leadership behaviors have physiological impact in reducing stress while increasing trust and cooperation. The article then outlines core strategies including cultivating empathy, respect and courage, providing advice on developing these capacities. Finally, practical examples from technology, non-profit and manufacturing sectors illustrate human-centered leadership implementation through empathetic culture changes and inclusive problem-solving with courage during times of change and uncertainty.

AI and the Surprising Key to Adopting a 4-Day Workweek, by Jonathan H. Westover PhD

Abstract: This article examines how artificial intelligence can facilitate organizations' adoption of four-day workweeks at scale by addressing concerns over costs and maintaining operations. Research finds four-day models improve employee well-being, satisfaction and productivity when carefully implemented. However, widescale adoption faces challenges like covering essential functions and rising expenses. The article argues AI can automate routine tasks to reduce necessary work hours, optimize workflows and resource allocation through data analytics, and distribute workloads virtually through chatbots and other technologies. Case studies across industries like healthcare, manufacturing, customer service and retail demonstrate how AI applications streamline operations in ways that boost productivity from fewer total labor hours. By intelligently mitigating logistical objections, the article concludes AI opens the door for compressed workweek schedules to spread widely in the interest of both businesses and workers.