Happy New Year! As we look back at 2021, there is much to reflect on and be thankful for at LDW. Over the course of the year, we saw our client organizations face into the challenges of growing demand, supply chain issues, an increasingly tight talent market, and an effort to establish a new “normal” during the pandemic. With many of our clients committed to continuous improvement as part of their culture, it should come as no surprise that they leveraged the highs and lows of 2021 to foster learning agility, to experiment with new approaches and ideas, and to demonstrate resilience and grit to improve and fortify their businesses. It has been awe-inspiring to see so many of our clients lean in, overcome, and emerge in such a solid position to now shift their focus to growth and scalability.
At LDW, we have made a point of staying close to our clients, shifting as their organizational needs require, and prioritizing our own growth so that we can match demand and continue to provide top-tier support and quality. In 2021 alone, we expanded our team of operational staff and consultants by more than 50%, with our newest team members strategically located in the UK, Germany, and across the United States. We have promoted Dr. Adrianne McVeigh to join Tony Saccone as a Partner of LDW. We have also promoted Dr. Greg Robinson and Dr. Anjali Fox to Principal Consultants. As we look ahead to 2022, we are excited to take on new challenges, apply the lessons we have learned, and continue to grow with you. The future is bright.
Although LDW has grown in many ways, it is with great sadness that we share the news of the passing of Dr. Rolf Schmelzer, Partner Emeritus of LDW. Rolf joined LDW in 2003, retired in 2018, and we are forever grateful for his partnership in building the foundation for the global firm we are today. He was sensitive, wise, passionate, and caring. He established deep, genuine, and lasting relationships with many clients and colleagues who became his cherished friends, and he was a trusted advisor to many in challenging times. Rolf lived and worked almost seamlessly across multiple cultures and geographies, enriching LDW and our clients through his unique expertise. Combined with his extraordinary insight and intuitive connection with leaders and organizations, Rolf was widely respected for his deep understanding of leadership in a complex world. He challenged us to be better and made sure that we enjoyed the journey of achievement. He will be missed.
Insights From the Field
Adrianne McVeigh, Ph.D.
Psychological Safety in Virtual Teams
One of the things our client organizations have been wrestling with is how to build teams and onboard new leaders in a virtual or hybrid work environment. It’s a challenge, but something we can’t afford to overlook. Top talent have choices in today’s job market and organizations need to find a way to create camaraderie, build trust, and establish a sense of belonging and psychological safety. What is psychological safety? To start, it is that feeling that you are part of a team. It is connecting with those you work with and knowing that your team "has your back". It is the glue that makes people stay with a company and helps them succeed. In a virtual world, we need to be purposeful about creating those opportunities to connect and to have broader discussions about who we are, how we work together, and where we’re headed.
The clients who have handled this challenge well have been thoughtful about their team culture and have carved out time for it now rather than waiting until things “go back to normal.” Whether it’s virtual team-building sessions, happy hours, book club discussions, or sharing photos via group chat, they’ve made space for people to interact and communicate in a way that isn’t “task-oriented.” We’ve all seen a different side of our colleagues when we are on video from our virtual offices. In some ways it has made it easier for us to “bring our whole selves to work,” and there’s a lot to be celebrated about that.
Morgan Hembree, Psy.D./ MBA
Diversity, Equity, and Inclusion
We’re happy to have seen an increased focus across our clients on creating more diverse and inclusive teams and organizations, which is expected given the current climate. Hiring teams are committed to pulling together diverse candidate slates for critical roles, as well as acknowledging their own biases around what “good” looks like. Many organizations are also creating or elevating roles focused solely on DE&I in order to expedite the progression of their agendas in this area. LDW has had the privilege of being invited to facilitate many of these conversations, often playing the role of gently challenging leaders to consider ways they could support the success of individuals with different experiences and perspectives.
While it is fantastic to see so many organizations making commitments to diversity and inclusion, there is much work left to be done and it is difficult, uncomfortable, and “messy” work by nature. Changing the makeup of an organization has far-reaching implications, including people, processes, and culture. The conversations we see taking place are fraught with tension between deeply held values and norms and a commitment to change. Unfortunately, there is no quick fix to systemic bias, but we are encouraged to see our clients aspire to evolve and are eager to participate in and support them in their journeys.
Michael Sanger, MA
Virtual Feedback and Coaching
After more than a year of delivering developmental feedback virtually, our larger clients don’t show any sign of slowing down. Those who had been planning to give their HR processes an IT upgrade before the pandemic were well prepared to implement and expand their approach. Pairing online assessments with personalized, screen-based coaching has proven to be a scalable way to maintain employee engagement during times of ambiguity and change.
Leadership Actions to Build Psychological Safety
The notion of Psychological Safety isn't new, yet it is evermore important given the ongoing challenges of virtual and hybrid teams, the continuous battle to attract and retain top talent, and the necessity and drive for game-changing innovation. Building psychological safety within remote teams takes time, but that doesn’t mean it’s impossible. The first step is to recognize that employees require psychological safety to feel confident in their roles. If they are afraid of being micromanaged, treated poorly, or simply overlooked, they will not be able to do their jobs well. In today's workplace, leaders are compelled to develop and maintain a sense of psychological safety amongst their teams and organizations, and listed below are some specific actions and behaviors that can be practiced every day to foster and encourage a psychologically safe environment.
Demonstrate Engagement
- Be present and focus (e.g., close your laptop during in person meetings, look at the camera during virtual meetings)
- Offer input, be interactive, and show you're listening. Respond verbally to show engagement ("That makes sense. Tell us more.")
- Make eye contact to show connection and active listening
Show Understanding
- Recap what’s been said to confirm mutual understanding/alignment (e.g., “What I heard you say is…”); then acknowledge areas of agreement, disagreement, and be open to questions within the group
- Validate comments verbally (“I understand.” or “I see what you’re saying.”)
- Avoid placing blame (“Why did you do this?”) and focus on solutions (“How can we work toward making sure this goes more smoothly next time?” or “What can we do together to make a game plan for next time?”)
Be Inclusive in Interpersonal Settings
- Share information about your personal work style and preferences, encourage teammates to do the same
- Make check-in meetings about the person, not the work (How do they feel about their role? Do they need anything unblocked for them? Do they have access to the resources and tools they need? Are they taking enough time to rest so they don’t get burned out?)
- Step in if team members talk negatively about another team member
Be Inclusive in Decision-Making
- Solicit input, opinions, and feedback from your teammates
- Explain the reasoning behind your decisions (live or via email, walk the team through how you arrived at a decision)
- Acknowledge input from others (e.g., highlight when team members were contributors to a success or a decision)
Show Confidence and Conviction Without Appearing Inflexible
- Support and represent the team (e.g., share the team’s work with senior leadership, give credit to teammates publicly)
- Invite the team to challenge your perspective and push back
- Measure performance, not hours. Tracking employee screen time, online hours, and mouse clicks are some obvious ways to show your team you do not trust them
Model Vulnerability
- Share your personal perspective on work and failures with your teammates
- Admit to your mistakes, share your shortcomings and your development areas
- Communicate how you feel. Are you proud? Frustrated? Thankful?
- Ask for help and ask for feedback
