Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

In this podcast episode, Dr. Jonathan H. Westover talks with Inez Robinson-Odom about their book, The Silent Rebellion: Becoming a Modern Leader. Inez Robinson-Odom (https://www.linkedin.com/in/inez-odom-52b94413) works in media, education, executive coaching and social justice. She is vice president of professional development for TEAM LEWIS, and is based in San Diego, California.

This video explores research-backed strategies for dealing with the chronic feelings of being overwhelmed that affect an estimated 75% of today's business professionals according to existing research. With overwhelm linked to negative consequences such as burnout, poor decision-making, and an inability to meet organizational goals, the video presents four key tactics drawn from research that leaders can use to better manage their workload and regain a sense of control. The strategies discussed include conducting an audit of current responsibilities to identify unnecessary tasks that can be cut, limited multitasking and interruptions through setting distraction-free periods allowing focus on priorities, empowering others through clear and appropriate delegation to reduce reliance on self, and instituting effective time management practices such as blocking out periods for priority work and batching related tasks. Case studies and findings are discussed for each approach. By adjusting perspectives and optimizing processes using evidence-based methods such as these, the video argues overwhelmed leaders can significantly reduce their chronic feelings of being overworked in support of both strong leadership performance and well-being within today's fast-paced business environment.

In this HCI Webinar, Dr. Jonathan H. Westover talks with Sarah Adler about supporting mental health in the modern workplace. Dr. Sarah Adler is CEO/Founder of Wave Life, a mental health platform that pairs affordable and quality coaching with engaging and immersive skill-building for Gen Z. She is a licensed clinical psychologist and former hedge fund analyst obsessed with improving access to high-quality mental healthcare. Dr. Adler is a Clinical Associate Professor of Psychiatry at Stanford University. She sits on the advisory board of Redesign Health, and the Board of Directors of Empathic, using AI to improve empathic communication at scale. Previously, Sarah was CCO at a national behavioral health start-up, and Founding partner of Peninsula Behavioral Health a group practice providing evidence based-care to the San Francisco Bay Area.

Abstract: In today’s competitive business environment, developing an organizational culture oriented towards continuous learning and self-improvement, or a “Culture of Mastery,” is essential for sustained growth and success. This article outlines a research-based framework for how leaders can build such a culture. Key components include clarity of vision, commitment to learning, encouragement of risk-taking, and celebration of achievements. A clearly articulated vision that emphasizes continual growth and refinement is crucial for aligning employees and motivating higher performance standards. Leaders must relentlessly communicate the vision through various channels. A commitment to learning involves deliberate practice, growth mindsets, progressive challenges, and formal training opportunities. Encouraging prudent, fast-paced experimentation fosters innovation and breakthroughs by cultivating psychological safety. Calculated risk-taking should be modeled and failures treated as learning experiences. External and intrinsic recognition significantly boosts motivation. Strategies leaders can adopt are highlighting achievements, annual awards, promotions tied to new skills, and mastery milestone celebrations. Regular achievements must be acknowledged to retain urgency around goals. By shaping conditions where mastery and self-improvement are celebrated cultural norms through vision, support, empowerment, and praise, organizations can cultivate identities of continuous growth for sustained competitive advantage in today’s dynamic environment.    

Abstract: This article examines how organizations can cultivate a culture of experimentation and continuous learning to counteract intellectual laziness. The article argues that establishing psychological safety, where people feel confident sharing ideas without judgment, is essential for groups to take risks and learn from failures. Leaders must also actively reward and celebrate risk-taking behaviors through tangible and social rewards to motivate experimentation. Framing failures as valuable data points and stepping stones toward progress helps teams reconceptualize missteps not as dead-ends but opportunities to improve. Through strategies like allocating time for self-directed projects, conducting post-mortem reviews, and sharing failures transparently, companies like Netflix, Amazon, Microsoft, and IDEO have fostered creativity. The article draws on academic literature and real-world examples to demonstrate how shaping an environment where curiosity is prized over complacency positions organizations to adapt rapidly and outmaneuver competitors through ongoing discovery and refinement.  

In this podcast episode, Dr. Jonathan H. Westover talks with Sarah Adler about supporting mental health in the modern workplace. Dr. Sarah Adler is CEO/Founder of Wave Life, a mental health platform that pairs affordable and quality coaching with engaging and immersive skill-building for Gen Z. She is a licensed clinical psychologist and former hedge fund analyst obsessed with improving access to high-quality mental healthcare. Dr. Adler is a Clinical Associate Professor of Psychiatry at Stanford University. She sits on the advisory board of Redesign Health, and the Board of Directors of mpathic, using AI to improve empathic communication at scale. Previously, Sarah was CCO at a national behavioral health start-up, and Founding partner of Peninsula Behavioral Health a group practice providing evidence based-care to the San Francisco Bay Area.  Check out all of the podcasts in the HCI Podcast Network (https://www.podbean.com/podcast-network/HCI) !

Abstract: The COVID-19 pandemic has ushered in a period of significant uncertainty for businesses and their employees, as organizations navigated lockdowns, remote work transitions, and economic volatility, looking to their leaders for stability, direction, and support during this ambiguous and changing time when effective leadership is most critical. While the specific needs of employees in an environment of prolonged uncertainty have not been fully addressed, this article explores key leadership behaviors and practices that can bolster employee morale, engagement, and well-being during turbulent times based on guiding principles of transparency, empathy, and a long-term vision that will best position leaders to weather uncertainty. Specifically, research suggests employees need clarity and communication through frequent, transparent updates; psychological safety and support addressing well-being, resilience, and pressure points; meaningful work and growth connecting responsibilities to purpose and fostering development; and collaboration and teamwork through designated teams solving problems and preventing isolation. The article provides targeted recommendations, such as regular all-hands meetings, central information channels, frequent check-ins, establishing counseling resources, assessing workload priorities, articulating organizational purpose, rotational assignments, cross-functional task forces, and virtual team building. Industry examples illustrate specific strategies like increased communications in tech, manager "walk-arounds" in hospitality, banking course subsidies, retailers' rapid response teams, and appreciation gestures in utilities. In conclusion, effectively guiding employees through prolonged uncertainty depends upon leaders upholding principles of transparency, empathy, and vision while attending to the crucial needs of clarity, safety, purpose, and togetherness to strengthen organizational resilience through challenging times.

Abstract: This article addresses the challenging situation of having a manager who does not properly advocate or sponsor one's career advancement. Drawing on academic literature related to workplace relationships, politics, and self-promotion, the brief explores potential reasons why a superior may not champion a high-performing employee. Four specific self-advocacy strategies are then presented for professionals to take matters into their own hands when facing an unsupportive boss. These include making one's case directly to their manager, building allies and external relationships, undertaking high-profile projects for greater visibility, and meticulously documenting achievements. Real-world examples across industries are provided to demonstrate how these approaches have enabled professionals to overcome unconstructive manager dynamics. The article emphasizes focusing on relationship-building, impactful work, and data-backed self-promotion over time rather than complaining about one's manager. With strategic effort and patience, professionals can still influence career outcomes despite lacking direct manager advocacy through developing their reputation and profile on their own accord.