The HCL Review Podcast

Beyond Age: How Experience and Wisdom Benefit Organizations, by Jonathan H. Westover PhD

Abstract: This article makes the case for why organizations should thoughtfully consider hiring and retaining older workers. As the baby boomer generation reaches retirement age, skilled older workers are leaving roles, exacerbating future talent shortages. However, extensive research demonstrates that common stereotypes about aging and its impact on skills and abilities are unfounded. Rather, experience accumulated over decades provides clear cognitive and practical benefits to employers. Industries like healthcare, education, customer service and sales especially benefit from the experience, judgment, mentorship and interpersonal skills of seasoned practitioners. The article maintains that viewing older employees as knowledge assets versus liabilities through inclusive strategies like succession planning and flexible scheduling allows organizations to gain competitive advantage and prepare for upcoming generational changes in the workforce.

Finding Your True North: How to Identify and Apply Your Core Values in Leadership, By Jonathan H Westover, PhD

Abstract: This article discusses how leaders can discover and define their personal core values and apply those values for optimal organizational impact. It proposes that effective leadership requires having strong moral foundations built on grounded principles. Leaders are expected to demonstrate authentic commitment to values like integrity, respect, and community. The article outlines several techniques for leaders to identify their core values through self-reflection, reviewing life experiences, considering hypothetical scenarios, and consulting others. It recommends defining values through an inspiring leadership philosophy statement that summarizes the key values, uses vivid language, focuses outwardly, and commits to specific behaviors. Examples are provided of how leaders at Danaher, Amazon, and Southwest Airlines successfully applied their core values of integrity, respect, and community to positively transform their company cultures and improve business outcomes. The conclusion emphasizes that leadership starts from focusing inward on one's values in order to share and model them outwardly for the organization.

Mastering the Art of the Coaching Conversation, by Jonathan H. Westover, PhD

Abstract: This article provides a framework for leaders to conduct effective coaching conversations with employees. It outlines universal principles for planning and facilitating impactful coaching discussions. The framework consists of six key stages: setting the right environment and mindset by establishing rapport and confidentiality; jointly defining objectives and process parameters; delivering specific, actionable feedback with examples; allowing space for discussion of perceptions and self-assessment; collaboratively developing an action plan with goals and support; and closing positively with evaluation and appreciation. Empirical research and examples from Fortune 500 companies are referenced to validate strategies for feedback, goal-setting, self-reflection, and motivation. By strategically implementing this coaching model, the author argues leaders can foster continuous learning, improve performance, and help employees achieve their full potential.

The New Norm of AI Stress: Why Your Gen-Z Workers Are Stressed About Using AI Tools At Work, by Jonathan H. Westover PhD

Abstract: This article examines research on generational differences in attitudes toward artificial intelligence (AI) technologies in the workplace and offers recommendations for leaders to mitigate AI-related stress among younger workers. Younger generations such as Gen-Z who have come of age with AI ubiquitous report increased anxiety that their jobs could become obsolete. In contrast to older workers, they lack lived experience of adapting to previous waves of innovation and have less understanding of why some legacy tasks remain unautomated. The article suggests leaders clearly communicate job security and investment in reskilling, provide transparency and contextualized training on AI tools, and foster a culture of psychological safety where mistakes are seen as opportunities to learn rather than failures. An example is provided of a financial firm that successfully addressed Gen-Z concerns over new robo-advisory tools through such strategies as publishing employee career evolution stories and pairing new hires with mentors.

Comparing Apples to Oranges: Why Self-Referenced Performance Reviews are more Effective than Peer Comparisons, by Jonathan H. Westover PhD

Abstract: This article argues that self-referenced performance reviews are more effective for employee motivation and development than traditional peer comparison reviews. It draws on self-determination theory to explain how comparing employees to their peers undermines the psychological needs of competence, autonomy, and relatedness, diminishing intrinsic motivation. In contrast, self-referenced reviews that focus on individuals' past performance, strengths, and areas for growth better support these needs. Evidence suggests this approach fosters engagement and productivity by promoting a growth mindset oriented toward continual self-improvement rather than competition. Additionally, qualitative case studies of organizations that shifted to a self-referenced review model found increased morale, collaboration, and business outcomes as employees concentrated on progress within their control rather than relative standings. The article concludes self-referenced reviews align with human motivation science and are more constructive for building high-performing, cohesive workforces.

Beyond Information Overload: Leveraging How the Brain Learns for Meaningful Impact, by Jonathan H. Westover PhD

Abstract: This article discusses the importance of understanding neuroscience principles of how the brain learns and integrates new information with prior knowledge through its natural associative processes, as when new concepts are linked to past experiences through meaningful connections and context. Emotion is also key to effective memory and learning, as emotional experiences are more vividly remembered due to evolutionary priorities, yet interactions often lack meaning and human connection to optimize learning. Practical applications for organizations are suggested, such as frontloading context in new initiatives by relating them to past strategies and challenges faced, explicitly connecting new hire onboarding information to personal experiences, enhancing trainings with impactful real-world examples, and leveraging empathy during product development by mapping user needs and tying features back to core motivations. By consciously activating neural networks through association, emotion, context and meaning, organizations can optimize the brain's innate learning abilities compared to passive data consumption, forming deeper, more accessible insights through simple yet intentional techniques. This allows companies to cut through information overload and strategically leverage knowledge in today's changing business environment by operationalizing cognitive principles of learning.

Harnessing Discord: How Strategic Disagreement Can Fuel Organizational Growth, by Jonathan H. Westover PhD

Abstract: This article discusses how leaders can manage organizational friction to maximize performance. While some friction is inevitable, excessive "bad friction" in the forms of disagreements and conflicts can damage efficiency and morale. However, controlled "good friction" through healthy debates and tension around priorities can stimulate new ideas and innovation. The key is distinguishing between the two and implementing strategies to leverage good friction while minimizing bad friction. The article then provides examples of how companies like Anthropic and Telefónica applied such strategies successfully.
 

Why Don't We Listen? Harnessing Creativity from Within, By Jonathan H. Westover PhD

Abstract: This article explores why managers often fail to meaningfully incorporate idea generation from frontline employees, despite its potential to drive improvements, efficiencies and growth. The article examines common barriers like looking externally for solutions rather than within, prioritizing the status quo, ineffective communication channels, and lack of follow-through on submissions. Specific recommendations are then provided for how leaders can establish clear guidelines, use technology platforms, promptly respond, recognize contributors, and regularly share impact metrics to successfully cultivate a culture where creativity from all levels is encouraged and appreciated. The article showcases for leaders how unlocking untapped potential within can boost competitiveness during times of rapid change.

Building Culture From the Middle Out: Leading Change Through Your Zone of Influence, by Jonathan H. Westover PhD

Abstract: This article provides a framework for implementing sustainable cultural change within organizations from the middle levels out, rather than solely top-down directives. It explores how organizations' cultures emerge through daily interactions and the limitations of leadership-mandated shifts. The concept of one's "zone of influence" is introduced as the sphere of impact natural to each person's current role. Strategies are outlined for leveraging daily interactions, meetings, networks and processes under individuals' control to subtly shift behaviors and mindsets from the grassroots. Industry examples demonstrate how coordinated grassroots efforts can compound over time into organization-wide cultural evolution. The framework equips readers with an empowering approach for cultural evolution through cultivating everyday change agents throughout all levels of the organization.

Developing Leadership for Disruption: Bridging Talent Gaps in Times of Change, by Jonathan H. Westover PhD

Abstract: This article examines the key challenges facing organizational leadership in developing talent to navigate ongoing business transformation driven by globalization, technological disruption and societal change. Drawing from research on risks perceived by executives and practitioners, such as talent shortages inhibiting growth and untapped value from diverse perspectives, the article explores strategic approaches leaders are taking to bridge divides between their strategic vision and workforce realities. Case studies of organizations implementing leadership competency frameworks, experiential learning opportunities, a culture of continuous learning, and diversity, equity and inclusion programs at the highest levels illustrate how aligning holistic leadership development with changing business needs can foster engaged, diverse talent pipelines capable of addressing complex problems through innovation.