The HCL Review Podcast

When Body Language Betrays Your Best Intentions: The Nonverbal Ways Leaders Unintentionally Self-Sabotage Their Communication, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can unintentionally self-sabotage their communication through subtle nonverbal behaviors that undermine their intended messages. Drawing on research in organizational leadership and nonverbal communication, specific postures, gestures, facial expressions, and mannerisms are identified that can betray feelings of doubt, discomfort, or disconnectedness despite a leader's aspirations to build confidence and rapport. Practical tips are provided for leaders to recognize tendencies like crossed arms, fidgeting, tight-lipped expressions, over-smiling, lack of eye contact, and rigid positioning that distance them from their audience. The article aims to increase self-awareness of these nuanced cues and equip leaders with tools to ensure their full presence—verbal and nonverbal—aligns to optimally foster credibility, trust, understanding and progress in how they lead.

Designing a Skills Evolution Program: A Framework for Success, by Jonathan H. Westover PhD

Abstract: This article proposes a framework for developing an ongoing "Skills Evolution Program" to help organizations continuously upskill their workforce to keep pace with rapid technological change. The framework involves five key elements: 1) understanding employees' current skill levels and perspectives on change through skills surveys and focus groups; 2) building on employees' existing strengths and enabling skills transfers between adjacent fields; 3) co-creating the reskilling vision and program structure with employee input; 4) developing a flexible learning ecosystem with multiple self-paced and facilitated options; and 5) recognizing accomplishments both formal and informal to motivate ongoing learning. Additionally, the article stresses the importance of cultivating a growth mindset across the organization where skills development is seen as an ongoing journey rather than a single program or event. By systematically implementing this holistic, employee-centered approach, organizations can transform their culture into one of continuous learning.

Moving Sustainability from the Periphery to the Core in Your Organization, by Jonathan H. Westover PhD

Abstract: This article presents a holistic, multi-pronged approach to effectively implementing sustainability initiatives within an organization. The article argues that sustainability efforts often fail without establishing a solid foundation, including gaining executive commitment by emphasizing the business case and defining clear, measurable goals. Next, internal and external stakeholders must be educated and engaged to build understanding and support. Sustainability should then be systematically integrated into core operations through practices like sustainable procurement and facilities management. Regular measurement and reporting of progress indicators keeps sustainability visible and ensures accountability. Ultimately, the author asserts that sustainability must be cultivated as an enduring part of organizational culture through ongoing communication, recognition of champions, and incentive structures to survive changes in priorities over time. With persistent, strategic work establishing these foundational elements, the article concludes that organizations can meaningfully advance their sustainability performance.

Focusing Forward: How to Traverse New Leadership While Emphasizing Continuity, by Jonathan H. Westover PhD

Abstract: This article provides best practices for navigating leadership transitions when new senior executives are hired, drawing on research regarding organizational change, leadership, and human psychology to understand common reactions to change and offer evidence-based strategies. It recommends proactively reducing uncertainty through over-communicating regularly with varied forums, tailoring updates for different stakeholder groups, highlighting complementary strengths rather than differences in strategy or priorities, and addressing core human needs for security and belonging. A case study demonstrates these concepts as a director successfully handled new C-suite hires by holding weekly Q&As, discussing concerns privately with the new CTO, leveraging advisory networks for intelligence on new leaders’ focus, reassuring teams existing work remained strategically important, and emphasizing synergies between current and new areas of focus. Key implications explain how framing changes as natural evolution rather than disruption builds buy-in, and that with clarity of purpose and commitment to organizational mission, leaders can guide teams productively through transitions by managing both information and the human side of change.

Future-Proofing Leadership: Cultivating Adaptability and Alignment in Times of Change, with Jonathan H. Westover PhD

Abstract: This article examines how organizational leaders can develop agility to enable successful navigation of disruptive change and uncertainty. It first reviews research on organizational agility and identifies key traits of sensing, deciding, and acting that agile companies exhibit. Next, it outlines the responsibilities of senior leaders to serve as catalysts for adaptability through establishing a shared vision and strategy, building alignment, developing agile talent, reinforcing an adaptive culture, removing obstacles, empowering distributed leadership, and embracing uncertainty. The article then provides specific strategies leaders can implement to fulfill these imperatives, such as co-creating visions, rewarding risk-taking, decentralizing decision-making, and establishing a "learning from failures" mindset. Overall, the article argues that cultivating an agile culture focused on continuous learning, empowerment, and strategic adaptation will allow organizations to thrive amid disruptive uncertainty in coming decades.

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.