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Boosting Workplace Well-Being

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Cameron Stockdale, CEO of the Work Wellness Institute, wrote this article as a companion to his podcast Boosting Workplace Well-Being. This podcast is part of the International Leadership Association Series. 

Podcast intro from “Faux Mo:” and ILI AI experiment:

 

Short clip from the interview:

 Link to the entire interview:

 

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

In a rapidly evolving world marked by technological advancements and constant innovation, the role of leadership has taken on a new significance. As we stand on the brink of an era filled with uncharted possibilities and formidable challenges, we must delve deeper into the critical aspects that shape leadership in this changing landscape. A storm is brewing, a flurry of change that promises to revolutionize the world of work as we know it. The scene is set for a transformation that demands a fresh understanding of leadership.

The Fading Value of Skills

Think back to a not-so-distant past when businesses depended heavily on specialized skills, each carefully crafted and aligned like the components of a complex machine. Employers sought out professionals with specific abilities, matching them intricately with detailed job descriptions. The outcome of this approach was a landscape of skills-based organizations where employees fit into precise moulds, each contributing to the corporate machinery. This method fostered a rigidity that made companies resistant to change. Specialized skills led employees into a comfort zone, and they became resistant to alterations in their roles. The fixed nature of these roles meant that companies found it difficult to evolve, and this resistance developed within the workforce. Consequently, it required considerable effort and innovative leadership to break free from this inertia, introduce new directions, and guide employees out of their entrenched positions.

But the winds of change do not respect tradition. As they began to blow, they slowly eroded the once impervious structure of skills-based architecture. Today’s highly prized skills are facing a short shelf-life, threatened by the relentless pace of innovation. Tomorrow’s world might consign many of today’s talents to the annals of history, leaving a crumbling façade where a formidable structure once stood. Consider a highly trained and specialized individual, perhaps an expert in their assigned role, but would prefer to keep their job description and resulting work unchanged. As the tides of business shift and new strategic priorities surface, this individual becomes an anchor weighing down the ship rather than a sail propelling it forward. To be a leader in this environment requires a new set of competencies to move the organization forward to take advantage of opportunities or avoid problems.

The New Horizon: Competencies

These changes, technology, labour market expectations, and ever-evolving regulation will force leadership to acknowledge the shifting paradigm to develop new competencies to survive, and is not merely a rhetorical proposition but a profound prediction. The dawn of a new age is upon us, marked by the need for flexibility, creativity, and readiness to navigate uncharted waters. The birth of new competencies, like the ability to identify opportunities and exercise creativity, heralds a radical departure from the norms of past leadership theories.

Take the ability to identify opportunities, for instance. It requires absorbing multifarious information, identifying patterns, and discerning potential opportunities at the intersection of these patterns. It requires a flexible and nuanced approach, blending critical thinking with intuitive insight.

Creativity, too, takes on new meaning. No longer a trait attributed solely to artists or designers, creativity emerges as a symbol of innovative thought and adaptation in a world where change is the rule, not the exception. It reflects a capacity to think outside the box, conjure inventive solutions to problems, and continually adapt to ever-shifting landscapes.

Consider that employee who clings dearly to their entrenched job description, refusing to take on new challenges or responsibilities. Adaptability becomes essential when the business landscape shifts, yet the person who remains anchored to the old ways is an obstacle rather than an ally to change. This behaviour prompts reflection on leadership’s role: What qualities must leaders possess to encourage flexibility and foster these essential new competencies?

The Emergence of Rapid Learners

The transforming landscape requires more than just a shift from skills like typing to competencies. It demands a new breed of professionals characterized by their ability to learn swiftly, assimilate new concepts, and apply them effectively. These “rapid learners” can skillfully navigate a volatile landscape, handle uncertainty, and maintain equilibrium amid chaos. Such people will survive and thrive, leading their organizations toward success. They will embody resilience and adaptability, flourishing in an environment where others falter. But what guides them? What nurtures these traits, and how can they be cultivated within the broader workforce? Leaders will need to foster a culture that emphasizes continuous learning and development. Employees must feel encouraged to explore, experiment, and even fail without fear of reprisal. Employees need the autonomy to make decisions, take risks, and learn from their experiences. Leaders who empower their employees can foster a sense of ownership and personal investment in one’s growth and the organization’s success.

The Evolution of HR

This profound transformation extends beyond individuals and influences the core of human resources practices. Hiring professionals must embrace a new perspective, shifting focus from what a candidate can do today to what they can potentially achieve tomorrow. Qualifications and experience, while still essential, must be augmented by assessing resilience, curiosity, adaptability, and a propensity for rapid learning.

In essence, the era of skills-based organizations is fading into obsolescence. The future demands an adaptable, flexible approach, where the ability to quickly handle change, spot opportunities, and learn becomes paramount. These new competencies, rising like a phoenix from the ashes of the old, herald the arrival of a new epoch, one where those equipped to harness the winds of change will lead the vanguard into a brave new world of work.

The Symphony of Leadership

We return to the question: What does it take to be a leader in this shifting landscape? The answer lies not in clinging to the old but in embracing the new. Leadership today requires a delicate balance of being anchored in core values while embracing the fluidity of change. It calls for wisdom to recognize the winds of transformation and the courage to set sail, riding the waves of innovation and adaptability.

In the wake of this storm of change, leaders must become the conductors of a new symphony, where the music continually evolves, and the melody resonates with the new world. It’s a symphony yet to be entirely composed, and it demands leaders who are both composers and performers, skilled in creating harmony amid uncertainty. It’s a grand composition that captures the essence of our time and sets the tone for the future. In this world of constant flux, leadership is not just a role but an art, the mastery of which will become the decisive factor in navigating an ever-changing landscape, enabling businesses and individuals to adapt, innovate, and succeed.

 

ABOUT THE AUTHOR:

Dr. Cameron Stockdale, an executive leader and scholar in the fields of leadership, innovation, technology, law, and organizational behavior, brings his extensive experience to bear in guiding positive change within organizations. Emphasizing an approach of ongoing growth and refinement, his work focuses on increasing efficiencies and bolstering team performance. Drawing from a substantial background in emergency services, including over 25 years of hands-on experience, Dr. Stockdale’s research is rooted in its practical applications. As the CEO of the Work Wellness Institute, a non-profit research organization dedicated to conducting global research and disseminating knowledge that fosters a positive workplace environment, Dr. Stockdale’s goal is to make research more accessible for workplaces and employers, with a focus on workplace health, wellness, and performance issues.

Besides his undergraduate education in Recreation Management and Paramedicine, Dr. Stockdale holds a Doctor of Education degree in Interdisciplinary Leadership from Creighton University, a Master of Laws degree in Innovation, Technology & Law from the University of Edinburgh, a Postgraduate Certificate in Organizational Behavior from Harvard University Extension School, and a Master of Arts degree in Leadership from the University of Guelph.

 

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Find the programs offered by Competent Boards here: https://competentboards.com/programs. As a subscriber to the Innovative Leadership Newsletter, you can use the code CB5 for a 5% discount. 

 

Thank you for reading the Innovative Leadership Insights, where we bring you thought leaders and innovative ideas on leadership topics each week. 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future on your favorite podcast platform, including Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

Strengthening Thinking as a Mechanism to Building Resilience

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This blog post is the companion to a podcast with Mark Palmer and Belinda Gore, Building Resilience, A Key Foundation For Change. We encourage you to take our free online resilience assessment.

As the person who curates this blog, I try to balance sharing the work of our radio show guests and other thought leaders with my own opinions. This is one of the weeks where I am sharing my own opinion as it relates to current affairs and the need for resilience.

During the past week, the United States has seen the escalation of threats with North Korea about the use of nuclear weapons and civil unrest in Charlottesville, Virginia, associated with race and hate. Many of us are trying to find a balanced path to respond to what is happening globally, nationally, locally, and personally. Who we are at our core can shine through during times of challenge when we take care of ourselves first.

I realize this message is a bit counter to cultural beliefs. Most of us were cautioned against selfishness. We were taught to believe that it connotes self-centeredness, and that anything “selfish” is wrong. Yet, having a sense of self and knowing when and how to care for yourself is the antithesis of being selfish. If we don’t care for ourselves, there is no way that we can care for others. I think of the inflight announcements on planes: In an emergency, please put on your oxygen mask before assisting others.” As leaders, we need to attend to our resilience foundation to respond to our environment consistently consistent with our values.

Let’s do a small exercise, think about a time you pushed yourself to meet a deadline. It may have meant you didn’t get sufficient sleep. You may have been caffeine-powered or maybe augmented by your favorite sugar source (chocolate, for me). Can you recall a time you did this and responded to someone more harshly than usual? Did you need to do damage control later? I have an example of one of these incidents early in my career. I apologized to my boss for the harsh words delivered at 3 a.m. while trying to get a project completed and out the door. I left that company and was hired back two years later. My new boss handed me my personnel file, and my former boss saved the note. That event lived on in my “file.” While I think it was more a source of banter, it was not my best professional moment.

We all have these moments of stress-related responses. The challenge for all of us, especially in an environment where civility seems to be in short supply in some circles, is to find our own path to sustain our own sense of balance so that we can be the source of civility when it is lacking in our environment. It is during these times that leadership is most critical.

  1. Take care of your physical well-being. We know insufficient sleep and a poor diet take a toll on us. Do your best to draw boundaries that will allow you to recharge. I do walking meetings when possible so that I can get some physical activity and sunlight during the work day.
  2. Manage your thinking. This one is critical. Research tells us five minutes of negative thinking causes six hours of negative physiological impact on our bodies. I am a strong proponent of mindfulness, just staying aware of what I am thinking and reframing to see the positive in challenging situations. I also do scenario planning in which I look at the worst case and plan accordingly; then, I feel free to move back to the positive opportunities I want to create in the world. I use the recordings of Gary Weber and Maryanna Klatt as a strong foundation for managing my thinking. I have a daily reflection practice that helps me regroup when life feels challenging.
  3. Develop emotional intelligence and a sense of purpose. Emotional intelligence is grounded in our ability to manage emotions and respond appropriately to others. One of the biggest keys to managing my emotions is to build a routine that allows me to be aware of my emotions and their impact on me. This was one of my weaknesses. I was happy to avoid feeling things, and yet those feelings still impacted my behavior. When I was unaware of them, the impact could be negative (see the earlier reference of the need to apologize to my boss). If we can maintain awareness and metabolize emotions appropriately, we can return our focus to the activities of leading. I don’t mean find better ways to ignore them, I mean working through emotions in a healthy way. For people who will dismiss this as “touchy-feely,” – don’t discount the impact this skill can have on your ability to stay focused positively. The other part of this step is to have a sense of purpose bigger than yourself and take daily steps toward that purpose—most will be small but significant steps.
  4. Build a strong support system. Having a network of caring relationships is invaluable. For some people, the network may be one or two. For others, relationships do look like a web. There is no formula—what is important is that we have at least one honest and authentic relationship and an outlet to support us. Just knowing and feeling the support of others on the days when everything seems wrong is invaluable. Pets are also a great connection and are a source of unconditional love.

I want to close this post with a quote I got by e-mail today from www.gratefulness.org. Part of my resilience practice is having a regular “diet” of positive information.

“The best way to not feel hopeless is to get up and do something. Don’t wait for good things to happen to you. If you go out and make some good things happen, you will fill the world with hope, you will fill yourself with hope.” —Barack Obama.

So, I invite everyone reading this to do something today that supports your resilience. Doing good for others helps build our own sense of well-being and counterbalances the negativity that we all occasionally and circumstantially face.

About the author: Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Embed Innovation Systematically – Eric’s Story

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Michael Jordan TryI’m Eric Philippou, and I’m writing this blog as part of my college internship at Metcalf & Associates. Congratulations! We have arrived at the final step in innovative leadership development. In this post, we will begin creating a Personal Transformation Log. With this, we will know how to track our actual behaviors toward our goals, measure progress, and compare them to expected behaviors and progress. As always, my responses are in italics, which you can use to strengthen your understanding of the question. The next part of this post will give you real-world application suggestions.

Eric Transformation Actiity Log

Real World Application: Expect the Unexpected & Fail Fast

While it’s important to focus on what’s in front of you in the present, it’s also important to consider the future. As you progress on your current goals and you’re in a good rhythm, take a few moments occasionally to consider what goals you could set. Consider upcoming events, such as job hunting or graduate school programs. What kind of skills and behaviors would you like to develop by then? Another important thing is to take unpredictable events into account.

One thing guaranteed is that some completely unexpected and uncontrollable events will happen in your life, which could greatly impact your short- and long-term goals. Due to this, it may be worth considering strengthening your resilience and problem-solving skills/behaviors when setting goals in the future.

Remember, failure is natural, and no one is perfect. View mistakes and failure as an opportunity to learn. After all, the only true failure is failure to try.  Remember to think like a scientist and use experiments or constant trial-and-error. We like to use the term “fail fast”, meaning the faster you figure out what does not work, the faster you can determine what does.

In the next post, we will answer reflection questions to systematically strengthen your understanding of embedding innovation.  

Photo credit: www.flickr.com Celestine Chua

Assessing your Strengths – Eric’s Story

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Enneagram DiagramI’m Eric Philippou, and I’m writing this blog as part of my college internship at ILI.

Now that you’ve created a compelling future vision, it is time to move to the next step in becoming an innovative leader and successful college student – analyzing your situation and strengths.

In this section, you will take several assessments to identify what you do well and where you can improve. As you discover your strengths and weaknesses, you must focus 80% of your effort on maximizing your strengths and 20% on improving your weaknesses.

By combining your vision with an understanding of current abilities, performance, and personality type, you will become more aware of strengths, weaknesses and how others see you. The assessment data should help you determine the space between your current state and your vision. Some of them will require you to spend money,

Assessment Tools

You will use a combination of assessment tools to get a broad range of knowledge about how you and others see you. You will assess your personality type, developmental perspective, resilience, competency, and organizational vibrancy. All of these assessments are scientifically designed and validated. I’ve taken all of these and can assure you they are helpful.

Personality Type: Enneagram

Once you understand your personality type, it will be easier to take the other assessments. For this, we recommend the Enneagram assessment. Their website has a free assessment version, but I used the $10 version for maximum results.

  • My top personality type was Type 9 – the Peacemaker: easy-going, receptive, reassuring, agreeable, and complacent. I scored a 24 for this type.
  • I also scored 20 for both the Achiever and Individualist types.

Resilience: ILI’s Assessment Tool

Resilience is a highly underestimated factor in becoming successful. Mental toughness is what prevents you from quitting. Metcalf & Associates developed an assessment tool to help determine and increase your resilience. It considers physical, mental, emotional, and interpersonal behaviors. It is free, and you can find it by clicking here.

  • My Physical, Mental, Emotional, and Interpersonal scores were 28/35, 42/50, 36/40 and 33/35.

Competency Assessment: Clifton StrengthsFinder

Further identifying your strengths is important for becoming successful. The Clifton StrengthsFinder assesses your top five “themes” and puts them into four domains of leadership strength (executing, influencing, relationship building, and strategic thinking). You must purchase the Strengths-Based Leadership book to get the access code to take the assessment. The assessment provides an in-depth analysis of your top five “themes”, or strengths. I received pages and pages of information about how to work with my strengths effectively.

  • My top five themes are Strategic, Achiever, Competition, Learner, and Focus.

Organizational Vibrancy: ISC Experience of Relational Abundance Survey

Vibrancy refers to the positive feelings associated with places we love to go, conversations we love to have, and people whose presence we enjoy. This assessment will allow you to describe your vibrancy in any group or organization you choose. It looks at both the organizations in which you work and your preferences. Click here to access the free vibrancy assessment. By identifying how vibrant your group is, you see where you are strong and where you can improve. For my survey, I chose the Ohio State varsity fencing team, which I am a member of.

  • After the assessment, my experience of this group was described as “an experience of your own fullest potential, being seen and supported by another, in a group that collaborates, where the source of creativity is everywhere, and you can translate what you imagine into reality.” It says that our group can accomplish any task in our field. “You might ask yourself and the group, ‘is this the best we can do?’”
  • The assessment provided me with much more detailed advice about how my group can improve.

This marks the end of my assessment scores. In the next post, I will synthesize all of these scores using an analysis tool called a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. This tool will help me put all of the scores together and begin to figure out how to use this information.