Welcome to the latest edition of Leadership Development Worldwide (LDW) Touchpoint. We aim to keep you informed about LDW's growth, while providing insights into the broader changes shaping the world of work. Post-pandemic restructuring, the transition to hybrid work models, and workforce reductions are forcing organizations to rethink their strategies. Despite these challenges, our clients continue to demonstrate a prudent yet forward-thinking approach, cautiously investing in the development of their top talent and being deliberate about creating robust, resilient teams. In this edition, we delve into these compelling topics, introduce key LDW talent shaping our future, and share how we're addressing the emerging financial uncertainty. Together, we are building a future where change is not just weathered, but harnessed for growth and success.
LDW's Growth and Sustainability
As LDW continues to evolve and respond to the needs of our clients, it is important that we expand our leadership team with colleagues who can help us grow in innovative ways and maintain alignment with our clients' requirements. As such, LDW is delighted to introduce our new Chief Operating Officer, Shane Danaher. Shane is succeeding Deb Jacobson, who has served as LDW's COO since 2015 and will remain available to LDW's leadership team in a Senior Advisor role. This change builds upon the new positions that were created in the last two years with the addition of Emily Branigan, Director of Finance and Katelyn Aase, Project Manager. We have also continued to grow our administrative support and consultant teams globally, bringing renewed energy and fresh thinking to the opportunities that lie ahead. This collection of changes underpins the sustainability and growth of our business, which will continue to support our ever-expanding global client base and reflect a thoughtful strategy that secures our future and builds upon our position of strength.
Insights From the Field
Erin Crane, Ph.D.
Denver
Investments in the Team
Since the global pandemic, the nature of work has continued to shift. Not only are individuals faced with changes made to their role and responsibilities, but expectations have also evolved regarding where work should be done (i.e. remotely, in the office, hybrid). We have observed three common challenges that teams are facing today:
- Teams that were once co-located are now dispersed or working virtually.
- Teams have lost or added new team members due to layoffs and reorganizations.
- Teams have been asked to shift priorities and focus on new and different ways of working.
With these changes, we are seeing an increased need and investment from our clients in team development. Regardless of the challenge the team is facing, spending time realigning their values and norms, recommitting to desired behaviors, and remaining agile and adaptable can make all the difference in a team’s ability to remain effective and competitive. It starts with spending time together as a team, and with the guidance of a LDW consultant, they can acknowledge the impact of the changes they’ve faced, explore the desired future state, and move forward together.
Janet Bryant, Ph.D.
Atlanta
Re-engaging Reluctant Leaders
As organizations are seeing increasing numbers of leaders from the Baby Boomer generation retire, they are looking to the next generation(s) to step up to succeed them. However, what was once considered an honor to be promoted into more senior-level roles may no longer be considered an attractive career move. In fact, some people earlier in their careers (e.g., millennials and Gen-Zers) are shying away from leadership roles altogether, leaving decision-makers in organizations in a quandary—who to put into these vacant positions?
In our work with clients, we are seeing individuals - including those tapped as high- potential future talent - express reluctance to move up. Some reference the intense time demands required to lead at higher levels, stating they are unwilling to sacrifice their lifestyle and/or family commitments. Others indicate they do not want to step away from their technical work to focus on a broader set of responsibilities, including people leadership. Still others express reluctance to lead because they do not want to “deal with organization politics.”
Regardless of the root causes, the impact to the pipeline of next-generation leaders is something worth noting. Organizations will actively need to cultivate and develop the new era of leaders or they risk becoming more dependent on the external market to source leadership talent. Given the growing demand for future leaders, organizations may be in intense competition with each other for capable and willing talent. Engaging and retaining these individuals will become paramount.
Xavier Hernandez, Ph.D.
San Diego
Diversity, Equity, and Inclusion: Beyond the Scorecard
Many of our clients have been wrestling with how to inclusively cultivate and develop diverse talent in a way that is more than a "check the box" exercise. Conventional leadership development activities can lack the versatility to realize their full potential. The organizations that struggle most seem to be those focused solely on driving toward DE&I-related metrics in a linear or overly methodical manner, at times "losing the forest for the trees" as it relates to truly creating an equitable, inclusive environment in which diversity is optimized.
The organizations gaining ground in this area are those with agility, that regularly revisit their operating principles through the lens of Diversity, Equity, and Inclusion. They create initiatives that are inclusive of all groups and broaden their focus beyond surface-level changes, addressing systemic issues. They reverse-engineer inclusive talent development, allowing for course correction along the way, and expand their perspectives by integrating a DE&I-focused mindset into the core of the organization's DNA.
Implementing a synergistic combination of both tactical and cultural approaches will create an environment where diversity thrives. If you really want to see which companies are leading successfully in this way, focus your attention on the actual play on the field, not just on the scoreboard.
Leading Through Workforce Reductions and Stabilizing the Team
Moving forward after a workforce reduction or restructuring can be challenging for everyone involved. By rebuilding trust through consistent and honest communication and enlisting the associates who remain in the changes necessary to move the organization forward, you can help everyone recover and excel.
“Workplace survivor syndrome” is a term coined by organizational psychologists to describe the emotional, psychological, and physical effects on employees who remain in the midst of company downsizing or restructuring. Multiple studies suggest that re-orgs and reductions in force can be just as hard on the people left behind as they are on those who were restructured out of the organization.
Immediately after implementing a reduction in force or restructuring, take steps to ease survivors' stress and uncertainties and begin securing their commitment to the organization's new direction.
What should I do first to help secure survivors' commitment?
Hold a team meeting. The day after the reduction or restructuring, hold a team meeting to specifically address survivors' uncertainties and their questions about their own roles, the team, and the organization. Try not to misinterpret initial negativity as a permanent point of view. Remember that your associates have not had as much time to adjust to the reality of the changes as you have, and that they may need a short adjustment period to deal with their emotions before moving forward.
How can I stabilize key talent after a reduction?
- Identify your top performers and determine the value each brings to the company. For example, is one team member particularly talented at generating innovative new-product ideas? Is another especially good at fostering positive and profitable relationships with customers?
- Meet with each of them privately and express your confidence in them, your desire to keep them on your team, and your vision for the group's and organization's future—including what's in it for them.
- Ask for each person's commitment and involve them in the future. Ask each person some challenging questions to get them thinking about the future - for example, "What are some ways we can strengthen the team?" or "How might we redefine the team's work roles?" and "We've made it through a difficult period, now we need to move forward. I want you to take the lead in repositioning that product line. I'm here to help."
Honest conversations, heartfelt expressions of confidence, and a picture of an inspiring future are more powerful motivators than any retention bonus.
Avoid complaining about the organization or telling employees your woes. A leader who complains to associates only loses respect and creates more anxiety among employees.
Spend extra time with your team and with individual employees. In times of stress, managers can be tempted to spend more time in their offices - away from their anxious employees - but this is just the time your employees need you to be more visible and accessible than usual.
Be respectful of the people who have been laid off. Focus on the positive attributes of associates who have left. This will show those who are staying that the organization treats people with respect and dignity. Your employees will assume that if they were to be laid off, you would talk about them the same way you talk about former employees.
Be proactive. Keep in mind that it takes time for people to let go of old ways, adapt to new ones, and recommit to the organization. The more proactive you are in helping employees through this transition, the more everyone will be able to adjust, move forward, renew their enthusiasm, and confirm their commitment to the organization.
In closing this edition of LDW Touchpoint, we extend our sincere thanks to you for your partnership and interest. It is because of our long-standing client partnerships and the dedicated work of our growing team that we can confidently stride into the future. It is our privilege to keep you informed by sharing insights from our latest strategies, examining leadership behaviors in a dynamic world, and introducing you to our new team members. Your trust fuels our drive to continue making an impact in the ever-changing field of leadership development. Until the next edition of our newsletter, let's keep leading, keep evolving, and keep inspiring!