Abstract: This article explores common signs of ineffective leadership that consultants and managers can learn to identify. The article outlines several red flags that indicate poor leadership competency. Specifically, the paper discusses lack of strategic vision, poor communication skills, low self-awareness, inability to develop talent, weak decision-making, and lack of integrity as hallmarks of incompetent leaders. Practical examples from various industries provide illustrations of these behaviors. The article argues that recognizing these signs early allows those overseeing leadership to make better hiring and supervision decisions that can positively impact employee engagement, productivity and the long-term success of the organization.

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Abstract: This article discusses the importance of embracing neurodiversity and accommodating neurodivergent individuals in the modern workplace. The article argues traditional workplaces assume a singular definition of "normal" that marginalizes the 15-20% of the population with conditions like autism or ADHD. Through research and casework, the author found neurodivergent job candidates are often screened out or struggle not due to incompetence, but because of a mismatch between their cognitive patterns and conventional workplace structures. The essay makes the case for recognizing neurodiversity as a competitive advantage by leveraging unique skills like attention to detail, pattern recognition, and hyperfocusing. It provides strategies for accommodations like minimizing distractions, flexible scheduling, emphasizing strengths, and fostering understanding. A detailed case study illustrates how targeted accommodations improved retention, productivity, and satisfaction for autistic aircraft technicians. The article aims to guide progressive organizations to go beyond compliance and view neurodiversity as a strategic means of differentiation.

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Abstract: This article proposes an updated model of employee engagement that takes a more nuanced view of how gender impacts commitment levels. Traditionally, engagement models have viewed employees as a homogeneous group and emphasized only organizational drivers. The concept of "worker activation" is introduced to represent the psychological resources and energy employees devote to their work. Drawing on resource drain and identity theories, it is argued that women on average face more competing demands on their time and bandwidth from disproportionate family responsibilities and pressures of masculine work norms. Case studies from various industries show how enhancing flexibility, support, and inclusive culture can help equalize activation levels and strengthen discretionary commitment for all. An equitable, identity-affirming approach to engagement is advocated for maximizing workforce potential.

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Abstract: This article discusses the cognitive and business advantages of having diverse teams in organizations. A wealth of social science research demonstrates that cognitive diversity improves problem-solving as diverse backgrounds provide different perspectives and heuristics. Diversity also enhances decision-making through constructive debate and prevents groupthink. At the organizational level, diversity has been linked to improved financial performance, innovation, reputation, and the ability to better serve diverse markets and attract top talent. The article then provides evidence-based strategies for capitalizing on diversity, such as ensuring diversity in leadership, training on unconscious biases, establishing employee resource groups, and setting clear diversity goals. Diversity delivers tangible benefits and is necessary for businesses to adapt and thrive in today's complex environment.

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In this podcast episode, Dr. Jonathan H. Westover talks with Chad E. Foster about resilience reimagined and navigating change and transformation.

Chad E. Foster is a trailblazer defying limitations with resilience and innovation. Despite going blind at 21, he’s a rainmaker, billion-dollar generator, and tech innovator. Graduating as the first blind executive from Harvard Business School’s leadership program, Chad created CRM software for the visually impaired, doing what tech titans said couldn’t be done. Thriving in a Fortune 500 company, he directed financial strategies that produced billions in revenue and best-in-class margins.

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Abstract: This article explores how disruptive behaviors from a single employee can spread to negatively impact an entire work team if not properly addressed. Grounded in research on social comparison theory, conformity bias, and group dynamics, it examines the psychological processes by which poor conduct becomes normalized and erodes team culture over time. The article then presents strategies leaders can implement to prevent toxicity from spreading, such as establishing clear behavioral standards, fostering psychological safety to encourage issue reporting, conducting proactive performance management, and cultivating an inclusive and flexible work environment. With an understanding of these underlying mechanisms and researched countermeasures, managers can safeguard team functioning and productivity from being corrupted by problematic peers.

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Abstract: This article explores the relationship between employee engagement and productivity, arguing that promoting engagement alone does not necessarily increase productivity. It draws a distinction between engagement, defined as enthusiasm and commitment to work, and productivity, relating to outputs and results. While engagement and productivity are often assumed to be directly correlated, research shows highly engaged employees are not always the most productive and vice versa. The article identifies autonomy and purpose as key drivers for both engagement and productivity. It then provides practical recommendations for cultivating autonomy and purpose through accountability, flexible work arrangements, strategic involvement, feedback, growth opportunities, and clearly communicating organizational purpose. Case studies and metrics for measuring success are also discussed. The article concludes that fostering meaningful work through autonomy and purpose creates a virtuous cycle boosting both engagement and productivity long-term.

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Abstract: This article presents a people-centered framework for leading sustainable organizational change, arguing that while strategic plans may initiate change, successful transformation ultimately depends on addressing the human dimensions of change by drawing on literature from scholars like Kotter and Bridges discussing how change impacts individuals psychologically and the importance of guiding people through transitional phases. It outlines a five-phase model developed from their professional experience consulting with organizations undergoing change including Assess and Prepare, Align and Inform, Empower and Engage, Guide and Support, and Revise and Refine, demonstrated through case studies from a technology startup and municipal government applying this framework to drive culture change and service delivery innovation, and how key aspects that enabled sustainable results included participatory visioning, cross-functional collaboration, compassionate coaching, and iterative refinement. This people-first approach helps overcome resistance by empowering stakeholders and supporting them through psychological transitions while sustaining momentum long-term demands persistent human-centric leadership and viewing change as a continuous journey.

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