The HCL Review Podcast

Why Do We Try to Dodge Difficult Decisions?, by Jonathan H. Westover PhD

Abstract: This article explores why leaders often try to avoid or delay making difficult decisions, and provides strategies for overcoming hesitancy. Common reasons for avoidance include the desire to maintain superficial harmony, fear of being wrong, and prioritizing personal comfort. However, the article argues that decision-making is a core leadership responsibility, and avoidance does more harm than good over the long run. A systematic decision process is recommended to replace fear and groupthink with diligent analysis. Key steps include clearly defining problems, gathering diverse input, establishing evaluation criteria, brainstorming options, objectively weighing pros and cons, piloting top options, following through on implementation, and reviewing outcomes. While uncomfortable in the short term, facing challenges directly can strengthen leadership and empower sound determinations that further organizational goals. With practice, leaders gain confidence in their ability to handle uncertainties through a disciplined decision-making framework.

Designing for Resilience: Principles for Building Organizational Adaptability, by Jonathan H. Westover PhD

Abstract: Organizational disruptions from events like the COVID-19 pandemic have demonstrated the importance of resilience - an organization's ability to anticipate risks, maintain core functions during crises, and adapt successfully. This article outlines eight design principles that research indicates can help build resilience into an organization's structures, systems, culture and operations. Drawing from literature in fields like organizational development, crisis leadership and strategic management, the principles focus on distributing leadership and information sharing; promoting flexible, modular designs; ensuring redundancy of critical resources; cultivating a learning culture; maintaining flexible funding and resources; conducting scenario planning and training; fostering strategic partnerships; and taking an adaptive approach to goals. The principles are grounded in academic research but presented through the lens of a practitioner's consulting experience. The article also discusses practical strategies for applying the resilience design framework to assess risks, strengthen crisis response capabilities, and nurture continuous organizational learning and adaptation.

Developing the Right Skills for Future Success in a Digital World, by Jonathan H. Westover PhD

Abstract: This article discusses how organizations can develop skills in their employees that cannot be replicated by artificial intelligence (AI) and automation technologies. It explores three categories of skills that are likely to withstand the rise of AI: creative and design skills, social and emotional skills, and adaptability and lifelong learning. Practical guidance is provided for cultivating these skills through targeted training and developing a learning culture. Case studies of companies in the technology, healthcare and manufacturing industries are examined. The role of leadership in prioritizing skills development is also covered. The article argues that by committing resources to systematically building these human skills sets and fostering continuous learning, companies can ensure their workforce is prepared for the impacts of technological change on work. Total commitment from organizational leaders is seen as key to inspiring a culture where people feel empowered to learn and improve.

Strategies for Showcasing Your Strategic Leadership Skills, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can demonstrate their strategic thinking skills to key stakeholders through various actions and outputs. It first defines strategic thinking and its main components, including environmental scanning, future orientation, synthesis, adaptability, and intuition. The article then discusses how leaders can communicate strategic thinking through comprehensive yet accessible strategic planning documents, ongoing messaging and communication about strategies and progress, effectively managing organizational change, strategic decision-making, and fostering continuous learning. Specific best practices and examples are provided for each area. The article aims to provide concrete guidance for leaders seeking to exemplify their strategic orientation in tangible ways. Developing a consistent repertoire of actions emphasizing environmental scanning, future visioning and adaptation can help leaders and organizations strengthen their strategic dexterity to navigate today's dynamic business environment.

Understanding the Impact: Exploring the Relationship Between Job Satisfaction and Turnover Intention, by Jonathan H. Westover PhD

Abstract: Employee retention is a key concern for organizations seeking to maintain talented workforces. Past research has consistently demonstrated a strong relationship between job satisfaction and employee turnover intention. However, questions remain regarding which specific factors influence satisfaction levels and how organizations can maximize this relationship to boost retention outcomes. This research brief explores the extensive foundation documenting the satisfaction-intention link and investigates satisfaction determinants with the strongest empirical backing, such as pay, leadership support, and work content. Potential moderators like employee characteristics and situational contexts are also examined. Practical strategies for addressing core satisfiers supported by real-world examples from different industries are then proposed. The brief concludes satisfaction has endured as a robust retention predictor and offers evidence-based methods for organizations seeking to strategically enhance job experiences and curb unwanted turnover through targeted satisfaction initiatives.

Beyond the Hype: A Systems Approach to Productivity, by Jonathan H. Westover PhD

Abstract: This article provides a practitioner-oriented examination of productivity from a systems perspective, challenging predominant views that blame low outputs solely on individual workers. It argues sustainable gains stem from optimizing processes, workflows and contextual supports—not micromanaging people. Five guiding principles are outlined for cultivating enabling systems through value stream mapping, cross-functional collaboration, participatory problem-solving, modular flexible designs and selective technology use. Four case studies from healthcare, manufacturing, retail and professional services then illustrate real-world applications of these principles resulting in meaningful productivity improvements across key performance indicators. The article concludes by positioning this evidence-based, systems-centric approach as a paradigm shift beyond traditional conceptualizations of productivity. It maintains this enlightened perspective can uplift organizations globally by empowering environments calibrated to both business needs and human potential. Overall, the brief aims to further a more nuanced, solutions-focused discussion of cultivating environments where work truly elevates individuals, organizations and societies.

Achieving Work-Life Balance as an Organizational Leader: Strategies for Leaving Work at Work, by Jonathan H. Westover PhD

Abstract: This article explores research-backed strategies that organizational leaders can implement to effectively achieve work-life balance and integration. It discusses the importance of leaders setting clear expectations and boundaries around work hours and responsibilities through formal policies, communication of response times, and role modeling healthy behaviors. It also addresses the need for leaders to create intentional boundaries when using technology and shift to a "work to live" mindset. The article outlines techniques leaders can use to make time for rest and recharging, such as scheduling vacations and practicing daily decompression routines. It emphasizes the value of leaders showing empathy, understanding, flexibility, and distributing work equitably. Finally, the article encourages leaders to promote employees' well-being through benefits, on-site activities, and opportunities for volunteer/learning days and growth. The purpose is to provide guidance for optimizing sustainable work-life integration to benefit both individuals and organizations.

Losing Motivational Momentum: Understanding Why Good Employees Sometimes Lose Their Drive, by Jonathan H. Westover PhD

Abstract: This article explores common reasons previously high-performing employees can lose their initial motivation and drive over time in the workplace. Drawing on motivation theory and academic research, four primary explanations are examined: unrealistic or unsustainable expectations that diminish self-efficacy; lack of autonomy, variety and intellectual challenge in daily tasks that renders work unstimulating; insufficient positive feedback and appreciation for efforts; and poor person-organization fit due to disconnected leadership styles, values or goals. Each explanation is supported by an organizational example and research citations. The article then offers six practical, evidence-based recommendations companies can consider to help reinvigorate motivation levels in employees showing reduced engagement, including conducting motivational check-ins, offering developmental assignments, meaningful recognition, role modifications, fostering supportive leadership, and empowering autonomy. The suggestions aim to renew enthusiasm and productivity in capable individuals whose passion has waned.

Leading Beyond Limits: A Conceptual Framework for Success in the Volatile World, by Jonathan H. Westover PhD

Abstract: This article presents a conceptual framework for leading beyond limits in today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It argues that traditional leadership models are insufficient and organizations must cultivate expansive thinking, adaptive problem solving, empowering leadership, and trust-based, agile cultures. Expansive thinking involves envisioning possibilities beyond norms through cognitive flexibility and creative problem solving. Adaptive problem solving enables agility through problem identification, solution generation, and implementation with openness to change. Empowering leadership develops trust, shares power, and recognizes grassroots contributions to problem solve autonomously. High-trust cultures lower coordination costs, boost innovation, and allow risk-taking without fear through psychological safety and continuous adaptation. The framework is grounded in research and practical examples, such as how Whole Foods, Ford, GitHub, and 3M demonstrated beyond-limits leadership amid crises. The author contends mastering these constructs will empower extraordinary results by unleashing human potential amid ongoing industry transformation.

Working for a "Flip-Flop" Boss: Strategies for Thriving in an Environment of Constant Change, by Jonathan H. Westover PhD

Abstract: This article provides strategies for individuals navigating the challenges of working for a boss who exhibits inconsistent leadership through frequent changes in priorities, direction, and decision-making. Key concepts are explored relating to the potential causes of unpredictable management, as well as the professional consequences it can create like unclear direction, low morale, and inefficiency. The article then presents evidence-based techniques shown to foster clarity, effectiveness, and motivation despite fluctuating external conditions. Specific approaches are outlined for maintaining clarity through documentation, communication, and clarification; preserving efficiency by focusing internally on controllables and automating routines; and sustaining one's own motivation through connecting to purpose and relationships. Real-world industry examples bring the concepts to life, equipping readers with actionable strategies for thriving amid erratic leadership.