Category Archives: Leadership

The Purpose-Profit Paradox

Why Doing Good Leads to Doing Well

The Purpose-Profit Paradox

GUEST POST from Art Inteligencia

For decades, the business world has often operated under a perceived fundamental tension: the Purpose-Profit Paradox. The conventional wisdom dictated that a company had to choose—either pursue maximum shareholder profit, or sacrifice some of that profit to “do good” through corporate social responsibility. These two forces were seen as pulling in opposite directions. As a human-centered change and innovation thought leader, I am here to declare that this paradox is not merely false; it is a dangerous fallacy that is holding organizations back. In today’s interconnected, values-driven economy, **doing good isn’t a cost center; it’s a profound competitive advantage that directly leads to doing well.**

The landscape has shifted dramatically. Customers, employees, and investors are no longer content with companies that merely extract value. They demand organizations that *create* value for society, for their communities, and for the planet. A genuine, deeply embedded purpose—one that extends beyond quarterly earnings—is becoming the most powerful driver of innovation, talent acquisition, brand loyalty, and, ultimately, long-term financial success. It’s not about making a profit and then dedicating a slice to charity; it’s about making a profit *because* you are doing good.

Why Purpose is the Ultimate Profit Driver

When purpose moves from a mission statement on a wall to a guiding principle woven into the fabric of your operations, it unlocks a cascade of powerful business benefits:

Enhanced Brand Loyalty and Customer Engagement: Consumers, especially younger generations, are increasingly choosing brands that align with their values. A clear, authentic purpose resonates deeply, fostering emotional connections and building a loyal customer base willing to pay a premium.
Attraction and Retention of Top Talent: Today’s workforce, particularly millennials and Gen Z, seeks meaning in their work. Companies with a strong, authentic purpose are magnets for top talent, who are more engaged, productive, and less likely to leave.
Fuel for Innovation: Purpose provides a powerful North Star for innovation. When teams are driven by a desire to solve meaningful societal problems, they are more creative, resilient, and focused on developing solutions that truly matter. This leads to breakthrough products and services that stand out in the market.
Increased Resilience and Trust: In times of crisis, purpose-driven companies are often more resilient. Their strong relationships with stakeholders (employees, customers, communities) provide a buffer, and their authentic commitment to doing good garners trust, which is invaluable.
Long-Term Shareholder Value: Numerous studies, including those by Harvard Business Review and BlackRock, demonstrate that purpose-driven companies consistently outperform their peers financially in the long run. They attract more sustainable investment and navigate market volatility more effectively.

“Purpose isn’t a nice-to-have, it’s a must-have. It transforms a company from a mere economic entity into a force for positive change, driving both impact and income.”

Embedding Purpose for Sustainable Success

Transitioning from a profit-only mindset to a purpose-driven organization requires more than just marketing rhetoric. It demands genuine, systemic change:

Define Your Authentic Purpose: This isn’t just about what you sell, but the positive impact you aim to have on the world. It should be aspirational, unique, and deeply felt across the organization.
Align Operations with Purpose: Ensure your supply chain, product development, HR policies, and even waste management practices reflect your stated purpose. Authenticity is key; performative purpose will be quickly exposed.
Empower Employees to Live the Purpose: Train and empower employees at all levels to understand how their daily work contributes to the larger purpose. Give them autonomy to innovate within that framework.
Measure What Matters: Go beyond traditional financial metrics. Track your social and environmental impact (e.g., carbon footprint reduction, community engagement, employee well-being) and report on them transparently.

Case Study 1: Patagonia – A Pioneer of Purpose-Driven Profit

The Challenge:

In a highly competitive apparel market, particularly for outdoor gear, companies often face pressure to cut costs, accelerate production, and encourage consumption. Patagonia, from its inception, chose a different path, deliberately challenging this norm to create a business model that prioritizes environmental and social responsibility above short-term profit maximization.

Purpose as the Core Strategy:

Patagonia’s purpose is “to save our home planet.” This isn’t a marketing slogan; it’s deeply embedded in every aspect of their business. They actively encourage customers to repair their gear rather than replace it (“Don’t Buy This Jacket” campaign), use recycled and organic materials, invest in sustainable farming practices, and donate 1% of sales to environmental causes (1% for the Planet). They even offer repair services for their products.

Product Innovation: Their purpose drives innovation in sustainable materials and durable designs, which often come at a higher initial cost but offer long-term value and reduce environmental impact.
Customer Loyalty: Their authentic commitment resonates deeply with a growing segment of environmentally conscious consumers, building fierce brand loyalty that transcends price sensitivity.
Talent Attraction: Patagonia consistently attracts passionate employees who are committed to the company’s mission, leading to a highly engaged and dedicated workforce.

The Result:

Despite their counter-conventional business practices, Patagonia has achieved remarkable financial success and sustained growth. Their purpose-driven approach has allowed them to command premium prices, build an almost cult-like following, and maintain profitability while actively contributing to environmental solutions. They didn’t trade profit for purpose; they achieved profit *through* purpose, proving the paradox false.

Case Study 2: TOMS – The One-for-One Model and Its Evolution

The Challenge:

When Blake Mycoskie founded TOMS shoes, he wanted to create a business that did more than just sell products. The challenge was to integrate social impact directly into the business model in a way that was scalable, sustainable, and genuinely appealing to consumers.

Purpose as the Business Model:

TOMS famously pioneered the “One-for-One” model: for every pair of shoes sold, a pair was given to a child in need. This simple, powerful purpose became their core differentiator and their marketing strategy. It immediately resonated with consumers who wanted their purchases to have a positive impact.

Customer Engagement: The “One-for-One” model created a direct emotional connection with customers, transforming a transactional purchase into an act of giving. This fostered incredible brand recognition and loyalty, particularly among purpose-driven consumers.
Scalable Impact: As TOMS grew, so did its social impact, demonstrating that purpose could scale alongside profit. They later expanded this model to other products, addressing issues like eyesight and safe water.
Driving Innovation: While the model gained immense popularity, TOMS later evolved, realizing that simply giving shoes wasn’t always the most effective long-term solution. They adapted their giving model to include local manufacturing and community-based health initiatives, demonstrating an agile, human-centered approach to social impact, proving that purpose-driven companies must also innovate how they ‘do good’.

The Result:

TOMS experienced explosive growth and became a household name, demonstrating that a clear, measurable social purpose could be a massive profit engine. While they faced criticisms and later evolved their giving model (a testament to their learning and adaptability), their initial success fundamentally altered consumer expectations and proved that consumers are willing to pay for purpose. Their journey highlights that purpose-driven businesses must also continually innovate *how* they deliver on that purpose to ensure lasting, meaningful impact alongside profitability.

Conclusion: The Era of Integrated Value Creation

The perceived Purpose-Profit Paradox is a relic of an outdated business mindset. In the modern economy, the most successful organizations understand that doing good and doing well are inextricably linked. Purpose is not a philanthropic afterthought; it is a strategic imperative that drives innovation, attracts and retains talent, builds fierce customer loyalty, and ultimately delivers superior, long-term financial performance.

As leaders, our challenge is to move beyond mere rhetoric and genuinely embed purpose into the heart of our organizations. This means defining an authentic reason for being, aligning every operation with that purpose, empowering our people, and measuring true impact. The future belongs to companies that create integrated value – value for shareholders, value for customers, value for employees, and value for the planet. Embrace the purpose-profit synergy, and you will not only build a more resilient and innovative organization but also contribute to a better world.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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Don’t Blame Quiet Quitting for a Broken Business Strategy

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Don't Blame Quiet Quitting for a Broken Business Strategy

GUEST POST from Soren Kaplan

When it comes to “quiet quitting,” the bigger issue may be a lack of purpose and meaning in your company and culture.

The term “quiet quitting” recently exploded on social media and in business circles. It describes an approach to work that has you doing the very barest minimum to meet your responsibilities. You don’t go above and beyond what’s needed. You do exactly what’s in your job description. Nothing more.

Quiet quitting has become a term to describe the ultimate “disengagement” at work. It flies in the face of the thousands of employee engagement initiatives the exist across U.S. companies today. No wonder it’s a big concern.

I believe there are two ways to look at the uproar surrounding quiet quitting.

1. Quiet quitting has always existed and is normal

One way to look at quiet quitting is that it simply highlights what’s existed forever–that some people just go to work for a paycheck and their “central life interests” lie elsewhere. This topic was in fact the focus of my PhD research many years ago. I analyzed 50 years of workplace motivation data and ultimately concluded most people don’t view their work as their primary life interest. They may still perform at an acceptable level, so they don’t get fired, but they prefer other things like leisure time, family, friends, and community activities over work. They view their job as a means to the end of doing other things outside of work. There was one exception–for senior executives, work provided a greater sense of identify and central life focus.

So, the first way to look at quiet quitting is this: It’s normal. Khan’s TikTok video simply articulated what’s always been true. The uproar arose because the concept challenges the underlying assumption that companies can successfully influence people’s central life interests, so they become more focused on work. Perhaps all the resources we’ve poured into trying to do that for so many years may have actually been futile.

2. Quiet quitting results from a lack of meaning and purpose

Another way to view quiet quitting is that it’s the result of a lack of purpose and meaning in work. If you wholeheartedly believed in your company’s vision, wouldn’t you give it your all? If you felt deeply connected to your company’s purpose, wouldn’t you want to go beyond your job description to make it a reality?

From this perspective, it’s just a matter of clearly defining your purpose and a compelling vision, and then helping everyone see their role in achieving it. It’s a more empowering lens, especially for the internal business functions focused on employee engagement, communication, culture, and strategy.

The goal then is to outline the “why” of your company, including the positive contributions you’ll make for customers and the world. Build a strategy that’s so compelling people won’t want to quiet quit at all. They’ll want to step up and lead the charge.

Moving Forward with Your Quiet Quitting Strategy

The disruptions of the past few years have challenged fundamental assumptions about life and work. Quiet quitting may simply be a pithy word to describe a reality that existed long before the pandemic, but that was amplified because of it.

The two lenses I described don’t have to be mutually exclusive. Both can be true at the same time. If you hold both as valid, your goal is simple: Create a compelling strategy to bring people on board. Give people all the reason in the world not to quietly quit. Then, recognize that some may jump on, others might not. And that’s not just okay, but may also be the new (and old) normal.

Image Credit: Pexels

Check out my new book Experiential Intelligence. The first chapter is available for free download, and the book is available on Amazon.

This article was originally published on Inc.com and has been syndicated for this blog.

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The Empathy Advantage

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How Human-Centered Leadership Fuels Adaptability

The Empathy Advantage

GUEST POST from Art Inteligencia

In an age of relentless disruption and unprecedented change, organizations are in a perpetual race for relevance. We talk endlessly about agility, innovation, and digital transformation, yet we often overlook the single most powerful catalyst for these traits: empathy. As a human-centered change and innovation thought leader, I’ve observed that the most resilient and adaptable organizations aren’t just built on smart technology or clever strategies; they are built on a deep, abiding understanding of the human experience. At the heart of this is a new model of leadership—one that places empathy at its core.

Empathy in a business context is not merely about being “nice.” It’s a strategic superpower. It’s the ability to step into the shoes of your employees, your customers, and your partners to truly understand their motivations, frustrations, and aspirations. This isn’t a soft skill; it’s a hard competitive advantage. When leaders foster a culture of empathy, they unlock a cascade of benefits that directly fuel adaptability and innovation.

Why Empathy is the Bedrock of Adaptability

Adaptability requires a constant flow of honest feedback, a willingness to challenge the status quo, and the psychological safety to experiment and fail. Empathy is the foundation for all of these:

It Drives Deeper Customer Insights: True innovation begins with a deep understanding of customer pain points. Empathy allows teams to move beyond surface-level data to uncover unarticulated needs, leading to products and services that truly resonate and solve real-world problems.
It Creates Psychological Safety: When employees feel seen, heard, and understood by their leaders, they are more likely to take risks, share dissenting opinions, and contribute creative ideas without fear of retribution. This psychological safety is the engine of a truly innovative culture.
It Fosters Resilience: An empathetic leader understands the pressures and challenges their team members face, especially during periods of intense change. By showing compassion and providing the right support, they help their teams navigate stress and maintain motivation, preventing burnout and attrition.
It Builds Trust and Collaboration: Empathy builds a foundation of trust. When individuals trust their colleagues and leaders, collaboration becomes seamless, silos break down, and diverse teams can work together effectively to solve complex problems.

“Empathy is not just feeling for people; it’s a strategic tool for understanding, a catalyst for trust, and the wellspring of true innovation.”

How to Cultivate an Empathetic, Human-Centered Culture

Empathy isn’t a trait you’re born with; it’s a skill you can cultivate. Leaders can start by:

Actively Listening: Move beyond just hearing words. Pay attention to body language, tone, and what’s left unsaid. Ask open-ended questions and listen with the intent to understand, not just to reply.
Walking in Their Shoes: Spend time with front-line employees, customer service representatives, or even shadowing a customer. This direct exposure provides a level of insight that data alone cannot.
Modeling Vulnerability: Leaders who admit their own struggles and uncertainties create an environment where others feel safe to do the same. This vulnerability fosters genuine connection and trust.
Prioritizing Well-being: Understand that your team members are whole people with lives outside of work. Flexible work arrangements, mental health support, and a focus on work-life balance are not perks; they are essential elements of a human-centered workplace.

Case Study 1: Microsoft’s Cultural Turnaround under Satya Nadella

The Challenge:

In the early 2010s, Microsoft was widely seen as a stagnant, internally competitive company bogged down by a “know-it-all” culture. Its siloed divisions, intense internal rivalries, and a focus on defending legacy products made it slow to innovate and adapt to the rise of cloud computing and mobile technology. Employee morale was low, and collaboration was rare.

The Empathy-Driven Transformation:

When Satya Nadella took the helm as CEO, he didn’t start with a new product strategy. He started with a cultural one. He made a radical shift from a “know-it-all” to a “learn-it-all” mindset, and empathy was the central pillar of this transformation. Nadella famously challenged leaders to practice “deep empathy” and to understand the perspective of customers and employees. He encouraged leaders to listen more, to understand people’s “unarticulated needs,” and to lead with humility.

Empathy for Customers: Instead of focusing on locking customers into their ecosystem, Nadella championed an approach of putting Microsoft’s technology on other platforms (e.g., Office on iOS), demonstrating a deep understanding of how people actually work. This built immense customer trust and loyalty.
Empathy for Employees: By breaking down silos and rewarding collaboration over internal competition, Nadella created a psychologically safe environment. He actively listened to employee concerns and made well-being a priority, which energized the workforce.

The Result:

This empathy-led cultural change directly fueled Microsoft’s remarkable adaptability. The company successfully pivoted to a cloud-first strategy, revitalized its core products, and embraced open-source collaboration. The result was not just a soaring stock price but a profound shift in market perception, making Microsoft one of the most innovative and collaborative companies in the world. It’s a powerful testament to the idea that culture eats strategy for breakfast—and empathy is the key ingredient in that culture.

Case Study 2: Lululemon’s Journey to Resiliency Through Employee Support

The Challenge:

Lululemon, the global athletic apparel company, faced significant operational and cultural challenges as it scaled rapidly. The pressure to meet aggressive growth targets often led to burnout among store employees and a high turnover rate. This affected both the customer experience and the company’s ability to maintain its high-quality standards.

The Empathy-Driven Approach:

Recognizing that their success was directly tied to the well-being and engagement of their employees (or “educators,” as they are called), leadership made a conscious effort to build a more human-centered culture. They invested heavily in initiatives that demonstrated a deep empathy for their workforce’s personal and professional lives.

Well-being and Personal Growth: Lululemon went beyond standard training by offering extensive personal development and leadership programs. These programs, which included mindfulness and goal-setting workshops, showed that the company cared about employees as whole individuals, not just as cogs in a machine.
Building a Community: The company fostered a strong sense of community and belonging, which provided a crucial support system. During periods of operational change, this empathetic bond helped teams adapt more quickly and effectively, sharing knowledge and best practices.
Listening & Adapting: Leadership regularly solicited feedback from front-line educators to understand their pain points, from scheduling issues to product knowledge gaps. This direct line of communication allowed them to agilely address challenges, leading to smoother operations and a more resilient workforce.

The Result:

By putting empathy first, Lululemon’s employee engagement scores and retention rates significantly improved. This had a direct and positive impact on the customer experience and overall brand health. When the company faced challenges, such as supply chain issues or shifts in market demand, their highly engaged and resilient workforce was better equipped to adapt and innovate on the fly. Their empathetic culture became a key driver of their sustained growth and profitability, proving that caring for your people is a powerful business strategy.

Conclusion: Leading from the Heart for Future-Proof Organizations

The future of business is not about who has the fastest technology or the most capital; it’s about who can build the most adaptable, resilient, and human-centered organization. The greatest competitive advantage is the ability to connect with and understand your people—employees and customers alike. Empathy is not a soft skill to be delegated to HR; it is a fundamental leadership competency that belongs in the C-suite.

By cultivating a culture of empathy, leaders can create an environment where trust flourishes, innovation thrives, and adaptability is a natural byproduct. It’s a powerful shift from managing tasks to leading people, and it’s the single best way to future-proof your organization. It’s time to lead from the heart, not just the head.

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The Anticipatory Organization

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Building Agility Through Foresight

The Anticipatory Organization

GUEST POST from Chateau G Pato

In a world defined by the relentless pace of change, the very concept of building an agile organization has become a non-negotiable cornerstone of modern business strategy. But what if true agility wasn’t just about speed or adaptability in the face of change? What if it was about the profound capacity to anticipate, prepare for, and proactively shape the future? This is the defining characteristic of what I call the Anticipatory Organization, and its secret lies in the powerful, symbiotic relationship between foresight and agility.

Most organizations treat agility as a reactive muscle—a means to respond quickly when a crisis hits or a new trend emerges. While this reactive agility is undoubtedly valuable, it’s often born from a necessity to catch up. The Anticipatory Organization, however, operates on a different plane. It practices proactive agility, built on a foundation of strategic foresight. This allows leaders and teams to look beyond the immediate horizon, identify emerging signals, understand potential disruptions, and strategically position themselves for success. It’s about being ready for what’s next, not just reacting to what just happened.

The Indispensable Partnership: Foresight Fuels Agility

Strategic foresight isn’t about attempting to predict the future with perfect accuracy—that’s a fool’s errand. Instead, it’s a systematic, human-centered discipline that explores alternative futures, identifies the driving forces of change (technological, social, political, economic), and uncovers potential opportunities and threats. When this discipline is combined with an agile operational model, it fundamentally transforms an organization’s capacity to:

Anticipate & Prepare: By understanding plausible future scenarios, organizations can develop contingency plans, identify necessary skill sets, and allocate resources more effectively before disruption becomes a reality.
Proactively Innovate: Foresight reveals unmet human needs and emerging market spaces, guiding innovation efforts towards creating future-proof products, services, and business models, rather than merely optimizing existing ones. This is about building the future, not just adapting to it.
Mitigate Risk: Identifying potential threats early allows for the development of robust strategies to reduce their impact or even pivot to turn them into new opportunities.
Strategic Decision-Making: Foresight provides a richer, more robust context for current decisions, ensuring they are not just optimized for today, but are also aligned with plausible future states.
Build Resilience: Organizations that systematically engage with foresight are better equipped to weather unforeseen challenges, bounce back faster, and even emerge stronger, because they have already mentally and strategically explored what a major disruption might entail.

Without foresight, agility can devolve into aimless thrashing; without agility, foresight remains a purely academic exercise. Together, they create a powerful engine for sustained competitive advantage in turbulent times.

“Agility without foresight is merely fast reaction; foresight without agility is just wishful thinking. The true power lies in their synergy, creating a truly anticipatory organization.”

Integrating Foresight into Your Organizational DNA

Shifting towards an anticipatory, foresight-driven agile culture isn’t a simple task; it requires intentional effort and a deep, systemic integration across the organization:

Establish a Foresight Capability: This could be a dedicated team, cross-functional working groups, or leveraging external expertise. The key is to have a structured, ongoing process for scanning the horizon for weak signals.
Democratize Futures Thinking: Do not confine foresight to the executive suite. Train employees at all levels to identify early signals of change, question core assumptions, and think critically about the long-term implications of their work.
Develop Scenarios, Not Predictions: Instead of trying to pinpoint ‘the future,’ build multiple plausible future scenarios. This helps organizations think in terms of possibilities and prepares them to be agile in a range of potential outcomes.
Link Foresight Directly to Strategy & Innovation: Ensure that insights gleaned from foresight directly inform your strategic planning, R&D roadmaps, and portfolio decisions. This is how ideas become action.
Foster an Experimentation Culture: Foresight identifies promising areas for exploration. Agility provides the crucial framework to quickly prototype, test, and learn from these explorations in a low-risk environment, turning a potential future into a tangible reality.

Case Study 1: Nokia’s Missed Opportunity – A Cautionary Tale of Foresight Without Agility

The Challenge:

In the late 1990s and early 2000s, Nokia was the undisputed global leader in mobile phones. They were agile in manufacturing, supply chain, and hardware innovation, dominating market share with their feature phones. However, despite conducting extensive research into future mobile trends, including internet-enabled devices and touchscreens, their internal structure and core assumptions prevented them from acting on these insights effectively.

Foresight’s Glimmer, Agility’s Blindness:

Nokia’s research teams, in many ways, did possess foresight. They explored concepts that predated the iPhone and had a deep understanding of evolving consumer needs. However, their organizational agility was fundamentally constrained by several factors:

The Incumbent’s Dilemma: An overpowering focus on optimizing their existing, highly successful business model (hardware sales, a proprietary OS, and strong operator relationships) overshadowed the need for the radical, transformative shifts that were clearly on the horizon.
Internal Silos: Different divisions often operated independently, hindering the necessary cross-functional integration of hardware, software, and services needed for a true smartphone experience.
Organizational Inertia: The company’s established decision-making processes were too slow and hierarchical to respond to the rapid market shift initiated by Apple and Google.

The Result:

Nokia possessed fragments of foresight but lacked the organizational agility to translate those insights into decisive, coordinated action. They saw the icebergs but couldn’t steer the ship fast enough, ultimately losing their market dominance to more anticipatory and agile competitors. This serves as a powerful reminder that foresight without the ability to act on it is ultimately ineffective.

Case Study 2: Netflix’s Continuous Reinvention – Foresight as a Compass for Agile Growth

The Challenge:

Netflix started as a DVD-by-mail service, a business model that, while innovative at the time, had a clear technological and human-centric expiration date. To survive and thrive, they needed to navigate seismic shifts in technology, content consumption, and competitive landscapes.

Foresight-Driven Agility in Action:

Netflix consistently demonstrated an exceptional ability to integrate foresight into its agile operating model, becoming the quintessential Anticipatory Organization:

Anticipating Streaming (Early 2000s): Even while dominating DVD rentals, Netflix saw the internet’s potential for content delivery. They began investing in streaming infrastructure and licensing content years before it became mainstream, showing incredible foresight and proactive preparation. They were building the future, not waiting for it.
Embracing Original Content (Early 2010s): Recognizing the future value of proprietary content and the rising costs of licensing, Netflix made a bold, foresight-driven move into original programming, transforming from a mere distributor into a global content powerhouse. This required massive investments and a fundamentally agile approach to content creation and production, all based on a future-focused bet.
Global Expansion & Localization: Foresight into global market potential and the need for localized content and user experience drove their aggressive, yet agile, international expansion strategy. They didn’t simply enter markets; they tailored their offerings to each region’s unique preferences.
Data-Driven Adaptation: Netflix uses vast amounts of data to continually understand viewer preferences, predict trends, and agilely adapt its content recommendations, production strategy, and platform features. Their A/B testing culture is a testament to their agile execution on foresight-driven hypotheses.

The Result:

Netflix’s journey from a DVD rental company to a global streaming and content production giant is a masterclass in building agility through foresight. They didn’t just react to market changes; they anticipated them, made bold strategic bets, and used their agile operational model to execute on those bets with remarkable speed and effectiveness. Their sustained success stems from a culture that actively scans the horizon, embraces potential futures, and then rapidly iterates and adapts to bring those futures to fruition.

Conclusion: Leading with Intentional Preparedness

In an unpredictable world, organizations cannot afford to merely be agile in reaction. True competitive advantage stems from intentional preparedness — the powerful combination of strategic foresight guiding proactive agility. By developing a robust foresight capability, democratizing futures thinking, and systematically linking insights to strategy and innovation, leaders can empower their organizations to not just survive change, but to actively shape the future for their customers and themselves.

Embrace foresight as your compass, and agility as your engine. Together, they will navigate your organization through the fog of uncertainty, positioning you to not just adapt to the future, but to create it. It’s time to build not just a faster ship, but one that knows where it’s going, long before the storm hits.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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Using Storytelling to Galvanize Action

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From Vision to Reality

Using Storytelling to Galvanize Action

GUEST POST from Chateau G Pato

In the complex landscape of modern business, where data often reigns supreme, we sometimes overlook one of humanity’s oldest and most powerful tools for influence: storytelling. As a human-centered change leader, I’ve seen countless brilliant visions and innovative strategies gather dust because they failed to capture the hearts and minds of the people who needed to bring them to life. The gap between a visionary idea and its tangible implementation is often bridged not by spreadsheets and Gantt charts alone, but by compelling narratives. Storytelling is the essential ingredient that translates abstract concepts into emotional resonance, galvanizing individuals and teams to move from passive understanding to inspired action.

Think about it: our brains are hardwired for stories. From ancient myths to modern advertisements, narratives help us make sense of the world, connect with others, and remember information far more effectively than facts and figures alone. In a corporate context, a well-crafted story can do more than just inform; it can align, motivate, and inspire. It allows leaders to articulate a compelling future, explain the ‘why’ behind challenging changes, and create a shared sense of purpose that unites diverse stakeholders. When people see themselves as part of a larger, meaningful narrative, they are far more likely to embrace change, overcome obstacles, and commit their energy to achieving a common goal. This is the essence of human-centered leadership: connecting with people on an emotional level to drive tangible results.

To effectively use storytelling to galvanize action, consider these human-centered principles:

Identify Your Core Message: What is the single, most important idea you want to convey? This becomes the central theme of your story.
Know Your Audience: Tailor your story to resonate with the specific experiences, values, and concerns of your listeners. What are their challenges? What inspires them?
Craft a Compelling Arc: Every good story has a beginning (the current state/challenge), a middle (the journey/change), and an end (the desired future/impact). Build tension, introduce characters, and show transformation.
Emphasize Emotion and Empathy: Stories connect emotionally. Use vivid language, relatable characters, and appeals to shared values to evoke empathy and build a deeper connection.
Call to Action: Your story should naturally lead to a clear, actionable next step. What do you want people to do after hearing your story? Make it clear how they fit into the narrative.
Be Authentic: The most powerful stories come from a place of genuine belief and vulnerability. Share personal experiences or anecdotes that lend credibility and humanize your message.

Case Study 1: Steve Jobs and the “1,000 Songs in Your Pocket” Story

The Challenge: Introducing a Revolutionary Product in a Skeptical Market

When Apple launched the iPod in 2001, portable music players were not new. However, existing devices were often clunky, had limited storage, and were difficult to use. Steve Jobs faced the challenge of not just introducing another gadget, but convincing the world that this new device was fundamentally different and would change their relationship with music.

Storytelling in Action:

Jobs didn’t lead with technical specifications. Instead, he painted a vivid, relatable picture of a future where music was effortlessly accessible. His iconic phrase, “1,000 songs in your pocket,” wasn’t just a feature; it was a powerful narrative that spoke to a common human desire for convenience, abundance, and personal connection to music. He described a frustration (carrying CDs), then offered a magical solution (the iPod), making it easy for people to envision themselves experiencing this future. He framed the iPod as a gateway to personal freedom and enjoyment, not just a piece of hardware. This simple, elegant story immediately resonated, contrasting sharply with the technical jargon typically used in product launches.

The Impact:

The iPod became an instant sensation and revolutionized the music industry. Jobs’s ability to tell a compelling story about what the product meant for users, rather than simply what it did, was crucial to its adoption. It galvanized both consumers and developers, creating a powerful ecosystem around Apple’s vision for digital music. This case highlights how storytelling can transform a product launch into a movement, demonstrating that emotional connection, not just technical specifications, is key to galvanizing action and achieving market dominance.

Key Insight: Framing innovation as a solution to a relatable human problem, told through a simple yet powerful narrative, can create emotional resonance that drives widespread adoption and market transformation.

Case Study 2: Martin Luther King Jr.’s “I Have a Dream” Speech

The Challenge: Uniting a Nation and Inspiring Action Towards Social Justice

In 1963, the Civil Rights Movement faced immense challenges, including systemic discrimination, violence, and deeply entrenched racial inequality. Martin Luther King Jr. needed to articulate a vision for a just future that could unite diverse groups, give hope to the oppressed, and galvanize an entire nation towards moral and political action.

Storytelling in Action:

King’s “I Have a Dream” speech is a masterclass in using narrative to galvanize action. He began by acknowledging the historical context and the “shameful condition” of racial injustice, creating a shared understanding of the problem. He then transitioned into a vivid, aspirational story of a future America where equality and freedom reigned. Using powerful metaphors, biblical allusions, and repetition, he painted a picture that was both deeply personal and universally resonant. His “dream” was not a policy paper; it was an emotionally charged vision of a better world that listeners could see, feel, and believe in. He skillfully evoked both the pain of the present and the promise of the future, compelling his audience to become active participants in fulfilling that dream.

The Impact:

The speech became a defining moment of the Civil Rights Movement, inspiring millions and contributing significantly to the legislative changes that followed, including the Civil Rights Act of 1964 and the Voting Rights Act of 1965. King’s storytelling didn’t just communicate a message; it ignited a shared sense of purpose and urgency. It demonstrated that by articulating a compelling vision through a narrative framework, leaders can inspire collective action on an unprecedented scale, transforming societies and achieving profound human-centered change.

Key Insight: A compelling, emotionally resonant narrative that bridges the gap between present struggles and an aspirational future can unite diverse groups and inspire collective action for profound societal change.

Bringing Your Vision to Life Through Story

Whether you’re launching a new product, leading organizational change, or advocating for a social cause, the ability to tell a compelling story is your most potent tool for human-centered innovation. Data provides the evidence, but stories provide the meaning. They transform abstract visions into vivid realities, allowing people to see themselves within the narrative and understand their role in bringing it to fruition. By mastering the art of storytelling, leaders can move beyond simply informing their audience to truly inspiring them, galvanizing the action necessary to turn even the boldest visions into tangible, impactful realities.

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Empowering Employees Through Autonomy and Trust

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The Flexible Workforce

Empowering Employees Through Autonomy and Trust

GUEST POST from Chateau G Pato

From my perspective here in the United States, where the blend of thriving tech companies and a strong sense of community highlights the importance of individual well-being, I’ve observed a fundamental shift in what employees expect from their work. The traditional model of rigid schedules and top-down control is increasingly outdated. Today’s workforce, driven by a desire for purpose, balance, and control over their lives, thrives in environments that embrace flexibility, autonomy, and trust. Building a flexible workforce is not just a perk; it’s a strategic imperative for attracting and retaining top talent, fostering innovation, and creating a resilient organization in an era of constant change.

The concept of a flexible workforce goes beyond just remote work. It encompasses a range of arrangements that empower employees to manage their time, their work location, and even the way they approach their tasks. This can include flexible start and end times, compressed workweeks, job sharing, and the freedom to choose where they work best. The underlying principle is a shift from managing inputs (hours worked, physical presence) to focusing on outputs (results achieved). This requires a significant leap of faith from traditional management, a move away from surveillance and towards a culture built on mutual trust and accountability. When employees are given autonomy, they are more likely to be engaged, motivated, and creative, leading to higher productivity and a stronger sense of ownership over their work.

Creating a truly flexible workforce requires a human-centered approach that considers the diverse needs and preferences of your employees. It’s not about a one-size-fits-all policy, but about creating a framework that allows for individual choices within clear guidelines. Key elements for building this empowering environment include:

Clear Communication and Expectations: Establishing clear goals, deadlines, and performance metrics is crucial when employees have more control over their work. Regular and transparent communication is essential to ensure everyone is aligned.
Investing in Technology and Infrastructure: Providing employees with the tools and resources they need to work effectively from any location is a fundamental requirement for successful flexibility.
Fostering a Culture of Trust and Accountability: Shifting the focus from monitoring time to evaluating results requires a strong foundation of trust. Employees need to feel empowered to make decisions and be accountable for their outcomes.
Providing Training and Support for Remote Teams: Ensuring that remote employees feel connected and have the support they need to collaborate effectively and maintain a strong sense of belonging.
Regularly Evaluating and Adapting Policies: Flexibility is not static. Regularly seeking feedback from employees and adapting policies to meet evolving needs is essential for long-term success.

Case Study 1: Netflix’s Culture of Freedom and Responsibility

The Challenge: Scaling Innovation and Maintaining High Performance in a Rapidly Growing Company

Netflix, the streaming entertainment giant, has built a renowned culture based on “Freedom & Responsibility.” This philosophy permeates every aspect of their operations, including how they approach work and empower their employees. In a highly competitive and rapidly evolving industry, Netflix recognized that attracting and retaining top talent, and fostering a culture of innovation, required a departure from traditional hierarchical structures.

Embracing Autonomy and Trust:

Netflix provides its employees with significant autonomy in how they do their work. They have very few formal policies around things like vacation time or work hours. Instead, they emphasize results and trust their employees to manage their time effectively to achieve those results. The company’s “keeper test” – the question managers should ask themselves about whether they would fight hard to keep an employee – reinforces a focus on high performance and mutual respect. This high degree of freedom is coupled with a high degree of responsibility; employees are expected to be self-disciplined, proactive, and deliver exceptional work. The transparency around company goals and performance metrics ensures everyone understands the expectations and the impact of their contributions.

The Impact:

Netflix’s culture of freedom and responsibility has been instrumental in its success. It has enabled them to attract and retain some of the best talent in the world, foster a highly innovative environment, and adapt quickly to the ever-changing landscape of the entertainment industry. Employees feel empowered and trusted, leading to high levels of engagement and commitment. While this model requires a mature and high-performing workforce, it demonstrates the powerful results that can be achieved when an organization truly empowers its employees through autonomy and trust.

Key Insight: A culture built on freedom and responsibility, where employees are trusted to manage their work and are held accountable for results, can drive innovation and attract top talent in highly competitive industries.

Case Study 2: GitLab’s Distributed-First Approach to Work

The Challenge: Building a Global Company Without Physical Offices

GitLab, a company that provides a web-based DevOps platform, has embraced a fully distributed work model from its inception. With employees spread across over 65 countries, GitLab has intentionally designed its entire operating model around flexibility, autonomy, and asynchronous communication. For GitLab, flexibility isn’t just a perk; it’s the foundation of how they build and run their global business.

Empowering a Remote Workforce:

GitLab has developed comprehensive documentation and clear processes to enable effective collaboration across time zones and locations. They heavily rely on asynchronous communication tools and emphasize written communication to ensure clarity and transparency. Employees have significant autonomy over their work schedules and locations, as long as they deliver results. GitLab fosters a strong sense of trust by empowering individuals to make decisions and take ownership of their work. They also invest in regular virtual social events and encourage in-person meetups to build connections and maintain a strong company culture despite the lack of physical offices. Their “bias for asynchronous communication” empowers employees to work when and where they are most productive, maximizing individual autonomy while ensuring team alignment.

The Impact:

GitLab’s distributed-first approach has allowed them to tap into a global talent pool, build a diverse and inclusive workforce, and operate with significant efficiency. Their success demonstrates that a fully flexible work model, built on clear processes, trust, and effective communication, can not only work but can be a significant competitive advantage. By empowering employees with complete autonomy over their work environment, GitLab has fostered a highly engaged and productive workforce that is well-equipped to navigate the complexities of a global, distributed company.

Key Insight: A fully distributed work model, built on trust, clear communication, and a focus on asynchronous collaboration, can enable organizations to access global talent, enhance efficiency, and empower employees with maximum autonomy.

The Future is Flexible

Across the globe, the future of work is undoubtedly flexible. Organizations that recognize the power of autonomy and trust, and actively work to empower their employees with greater control over their work lives, will be the ones that attract the best talent, foster the most innovation, and build the most resilient and engaged workforces. The shift from a culture of control to a culture of trust requires a fundamental change in mindset, but the rewards—in terms of employee well-being, productivity, and organizational success—are well worth the journey. Embracing the flexible workforce is not just about adapting to the present; it’s about building a better future for work.

Image credit: Unsplash

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How Do You Judge Innovation: Guilty or Innocent?

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How Do You Judge Innovation: Guilty or Innocent?

GUEST POST from Robyn Bolton

Several months ago, a colleague sent me a link to Roger Martin’s latest article, “The Presumption of Guilt: The Hidden Logical Barrier to Innovation.” Even though the article was authored by one of the preeminent thinkers in the field of innovation and strategy (in 2017, Thinkers50 voted him the #1 most influential management thinker in the world), I didn’t have too much hope that I would read something new or interesting. After all, I read A LOT of articles, and 99 times out of 100, I’m disappointed (80 times out of 100, I roll my eyes so hard I give myself a headache).

This one blew my mind.

With just a few sentences and applying a well-known analogy, Martin explained a phenomenon that plagues every organization and kills most innovation.

Presumed Innocence is a fundamental human right

Martin begins by pointing out that in the legal systems of modern democracies, all citizens are presumed innocent until proven guilty beyond a reasonable doubt. In 1948, the United Nations extended this concept to all nations (not just democracies) in Article 11.1 of their Declaration of Human Rights.

The presumption of innocence is so important because “the presumption of guilt (or even neutrality) puts an almost impossible burden on the defendant. The State is strong and has resources far beyond that of the individual.”

Presumed Innocence is not a fundamental innovation right

Now let’s apply this analogy and the lens of presumption of innocence or guilt to business, arguably a field where we spend much more time and make far more judgments.

You, and your fellow decision-makers, are judges and jury.

It is up to you to determine whether the projects in front of you are innocent (worthy of additional investment) or guilty (not worthy).

If you presume all defendants are guilty, you place the burden of proof on them. They must prove beyond a reasonable doubt that they will succeed and are, therefore, worthy of investment.

If you presume all defendants are innocent, you place the burden of proof on yourself (or the business as a whole). You must prove beyond a reasonable doubt that they will fail.

What type of judge are you? What kind of decision-making system do you preside over? Do you presume guilt or innocence?

In most boardrooms, projects are presumed guilty.

Presumptions in practice

Let’s consider the two “defendants” (types of projects) that appear before you – core business projects and innovation projects.

Each defendant has a team of advocates. The core business typically has a large team with ample resources and a history of success. Innovation has a much smaller team with far fewer resources and few, if any, “in-market” successes.

To be fair, you ask the same questions of both defendants – questions about market growth, performance versus competitors, and what the P&L looks like.

The team advocating for the core business produces data-filled slides, reports from reputable third parties, and financials blessed by Finance. In the deluge of facts, you forget that all the data is about the past, and you’re making decisions about the future. You find the evidence compelling (or at least reassuring), determine that the team met their burden of proof, declare the Core Business innocent, and allocate additional funds and people.

Innovation’s team also comes with slides, reports, and financials, but it’s not nearly as compelling as what you just saw from the current business team. But you are a fair judge, so you ask most questions like

We believe we can get X% of a Total Addressable Market estimated to be Y
There are no direct competitors, but consumers rated this better than current solutions
We don’t have a 5-year NPV or P&L for this business at scale because we’re not asking for permission to launch. We’re asking for $100,000 to continue testing.

Believe? We need to know!

No direct competitors? Perhaps there’s a reason for that!

No P&L? I’m not going to throw scarce money away!

“Guilty!” you declare, “no more resources for you! Try again!”

This example illustrates what Roger Martin considers corporate innovation’s fatal flaw. In his article, he argues,

“the status quo must play the role of the prosecutor and prove that the innovation is guilty beyond a reasonable doubt. The innovation asserts its case, laying out the future that it imagines is plausible and explains the logic that buttresses the plausibility. The onus is on the status quo to demonstrate beyond a reasonable doubt that the innovation’s logic is flawed — e.g., the proposed economics are unrealistic, customers haven’t shown a hint of caring about the unique selling features of the innovation, competitors already have a lead on us in the proposed area, etc.

If the status quo can do so, then the innovation is guilty. If it can’t, then the innovation is not guilty, and the organization should invest.”

As much as I love the idea of requiring the status quo (managers? Executives? Stockholders?) to prove that investments should not be made (i.e., the default answer is “Yes” to all requests), it’s just not a practical solution.

Burden of proof as barrier

There’s another fundamental principle in our legal system that Martin doesn’t touch on: the burden of proof shifts as the stakes increase.

Specifically, the State’s burden of proof increases from warrant to arraignment to grand jury to trial. For example, the State must provide probable cause based on direct or other reliable information to get a warrant. But the State must prove guilt beyond a reasonable doubt when the defendant goes to trial and risks losing their freedom or even their life.

But in the example above, the questions (proof required) remained the same.

The questions were appropriate for the Current Business because it’s already in the market, consuming massive resources, and its failure would have a catastrophic impact on the company.

But the questions aren’t appropriate for innovation in its early days. In fact, they were the business equivalent of demanding proof of guilt beyond a reasonable doubt to get a search warrant. Instead, a judge evaluating a project in the early Design phase should ask for probable cause based on direct or other reliable information – observed consumer behavior, small-scale research findings, or simple prototypes.

The Verdict is In

I love the concept of Presumed Guilty vs. Presumed Innocent. I see it all the time in my work, and it is painfully prevalent in Innovation Council meetings and other boardrooms where managers sit as judge and jury over a project’s (ad a team’s) fate.

I want to flip the paradigm – To make “yes” the default instead of “No” and to require managers, the keepers of the status quo, to prove beyond a reasonable doubt that a project will fail.

But I don’t think it’s possible (if I’m wrong, PLEASE tell me!).

Instead, our best bet for true innovation justice is not to shift who bears the burden of proof but rather how heavy that burden is at various points. From probable cause when the stakes are low to beyond a reasonable doubt when they’re high. And certainly more than a ham sandwich at any point

Image credit: Pexels

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Helping Your Workforce Thrive Amidst Uncertainty

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From Resistance to Resilience

Helping Your Workforce Thrive Amidst Uncertainty

GUEST POST from Chateau G Pato

In a world defined by constant change—where market shifts, technological disruptions, and economic volatility are the new normal—the traditional approach to managing change is failing. We often view employee resistance as a barrier to be overcome, a problem to be solved through better communication or more stringent mandates. But what if we re-frame the narrative? Instead of fighting resistance, what if we focused on building resilience? The most successful organizations today understand that their greatest asset is a workforce that can not only cope with uncertainty but thrive in it. This requires a human-centered approach that moves beyond simple change management to true human-centered transformation.

The natural human reaction to change is often fear, anxiety, and a feeling of loss of control. This isn’t resistance for its own sake; it’s a deeply human response to a perceived threat. Trying to push past this without addressing the underlying emotions is like trying to drive a car with the brakes on. A resilient workforce, by contrast, is one that has the psychological safety, emotional intelligence, and adaptive skills to navigate turbulent times. It’s a group of people who see uncertainty not as a threat, but as an opportunity to learn, grow, and innovate. Building this resilience requires a profound shift in leadership mindset and a focus on cultivating a culture of trust and support.

Helping your workforce move from resistance to resilience involves a strategic and empathetic approach. Key elements of this human-centered blueprint include:

Cultivating Psychological Safety: Creating an environment where employees feel safe to express concerns, admit mistakes, and experiment without fear of punishment. Psychological safety is the bedrock of resilience, enabling risk-taking and learning.
Empowering Autonomy: Giving employees a sense of control over their work and their schedules. Autonomy is a powerful antidote to the feeling of helplessness that often accompanies uncertainty.
Prioritizing Well-being: Recognizing that resilience is a product of physical and mental health. Providing resources and actively encouraging rest, mindfulness, and work-life balance are no longer optional—they are strategic necessities.
Fostering a Growth Mindset: Shifting the organizational narrative from one of fixed skills and outcomes to one of continuous learning and development. A growth mindset allows individuals to view challenges as opportunities for skill-building.
Communicating with Radical Transparency: Being honest and open about the reasons for change, the potential risks, and the vision for the future. Transparency builds trust, and trust is the currency of resilience.

Case Study 1: The Transformation of Adobe’s Performance Review System

The Challenge: A Rigid and Demoralizing Performance Management System

For years, Adobe, like many other large companies, relied on a traditional, annual performance review system. This process, often referred to as “stack ranking,” was time-consuming, demotivating, and created a culture of internal competition rather than collaboration. It was a source of fear and anxiety, especially during periods of company-wide change, and it stifled the very creativity and innovation that a company like Adobe depends on.

The Human-Centered Solution:

In 2012, Adobe’s leadership decided to scrap the traditional system entirely. They replaced it with a new, human-centered approach called “Check-ins.” This system prioritized continuous, informal conversations between managers and employees, with a focus on coaching, feedback, and goal alignment. The new model was designed to foster a growth mindset, empowering employees to take ownership of their development and focus on learning from mistakes. It was a direct response to a rigid system that was causing resistance and burnout. By eliminating the fear and stress associated with traditional reviews, Adobe aimed to build a more resilient workforce that could adapt and innovate more freely.

The Results:

The results were transformative. The new system led to a significant increase in employee engagement, a decrease in voluntary turnover, and a noticeable boost in productivity. Employees reported feeling more valued, and managers were able to provide more timely and constructive feedback. The shift demonstrates that by removing a source of fear and replacing it with a human-centered system built on trust and continuous learning, an organization can transform its culture and foster a profound sense of resilience among its employees. It was a clear case of designing a system that empowered people to thrive, rather than just survive, amidst a culture of change.

Key Insight: Removing rigid and fear-based systems and replacing them with human-centered, trust-based models can dramatically increase employee engagement and build organizational resilience.

Case Study 2: Patagonia’s Commitment to Employee Well-being and Activism

The Challenge: Navigating a Highly Competitive and Uncertain Retail Market

Patagonia, the outdoor apparel company, operates in a global retail market characterized by intense competition and significant supply chain uncertainties. To navigate this volatility, Patagonia has consciously chosen to build a resilient workforce by prioritizing employee well-being and a shared sense of purpose. Instead of pushing employees to their limits for short-term gains, the company invests in their long-term health and emotional connection to the brand’s mission.

The Human-Centered Solution:

Patagonia’s strategy for resilience is built on several key pillars. They offer on-site childcare, flexible work schedules, and a unique “environmental internship” program where employees can work for environmental non-profits for up to two months, all while receiving their regular pay and benefits. The company’s commitment to radical transparency is also a core part of its culture, openly communicating its supply chain practices, successes, and failures. This fosters a sense of trust and shared purpose, connecting the workforce to something bigger than their daily tasks. By empowering employees with autonomy and a sense of shared purpose, Patagonia has created a highly engaged and resilient team that is willing to adapt and innovate in the face of market shifts.

The Results:

Patagonia consistently ranks as one of the best companies to work for, and its employees are deeply loyal and committed to the brand. This high level of engagement translates into a strong ability to withstand market pressures. When faced with economic downturns or supply chain disruptions, Patagonia’s workforce is not only more resilient but also more creative and proactive in finding solutions. The case of Patagonia demonstrates that a focus on human well-being, purpose, and trust is not a trade-off for performance but is, in fact, the most powerful driver of long-term organizational resilience and success. It proves that by investing in people, you build a foundation strong enough to weather any storm.

Key Insight: Building a culture of purpose and well-being, rather than a culture of constant pressure, is the most effective way to foster a resilient and adaptable workforce.

The Path to a Resilient Future

The days of managing change through top-down mandates are over. The future belongs to leaders who understand that resilience is not a trait to be hired for, but a muscle to be developed through a human-centered approach. By cultivating psychological safety, prioritizing well-being, empowering autonomy, and communicating with transparency, you can move your workforce from a state of fear and resistance to one of strength and adaptability. The journey to resilience begins by putting people—and their needs—at the very heart of your change strategy. This is not just a better way to manage change; it is the only way to ensure your organization is equipped to thrive in the uncertain decades ahead.

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Tell the Truth, Even When It’s Hard

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Tell the Truth, Even When It's Hard

GUEST POST from Mike Shipulski

Our behavior is a result of causes and conditions. One thing paves the way for the next. Elements of the first thing create a preferential path for the next thing. If someone gets praised for doing A, more people will do A, even when A is the wrong behavior. If someone gets chastised for doing B, B won’t happen again, even when B is the right behavior.

The most troubling set of causes and conditions are those that block people from telling their truth. When everyone knows it’s a bad idea, but no one is willing to say it out loud, that’s a big problem. In fact, it may be the biggest problem.

When people think they won’t be taken seriously, they keep their truth to themselves. When people know they will be dismissed, they keep quiet. When people feel the situation is hopeless because there’s no way they’ll be listened to, they say nothing.

When people see others not taken seriously, that creates conditions for future truths to be withheld. When people see others being dismissed, that creates conditions for future truths to be kept quiet. When people see others in others from not being listened to, that creates conditions for future truths to remain unsaid.

And causes and conditions are self-strengthening. The more causes and conditions are reinforced, the more the behaviors become ingrained. The more people are stifled, the more they will keep quiet. The more people are dismissed, the more they’ll shut up. The more people’s truths are ignored, the more they’ll remain unsaid.

Here are three rules for truth-telling that will help you and your company move forward:

Without truth-telling, there can be no truth-telling.
The longer truth-telling is stifled, the harder it is for truth-telling to reemerge.
Truth-telling begets truth-telling.

Image credit — Jinterwas

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Scaling New Heights – Building Resilience

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Scaling New Heights – Building Resilience

GUEST POST from Teresa Spangler

“I just love it when people say I can’t do it, there’s nothing that makes me feel better, because all my life, people have said that I wasn’t going to make it.” -Ted Turner

Resilience is what allows us to scale new heights. It is the strength that comes from within, the power to push forward in the face of adversity. Resilience is what allows us to confront our fears and overcome challenges. Resilience is what allows us to build something great. When we are resilient, we are able to tap into our innermost strength and power. We are able to align our team and work together towards a common goal. We are able to face our challenges head-on and emerge victorious. Companies that continually work on building resilient processes, people and continue to innovate scale new heights.

Resilience and innovation are two critical components of any successful organization. Resilience helps organizations withstand and bounce back from challenges, while innovation allows them to proactively identify and seize new opportunities. However, too often these two functions are siloed within organizations, with little connection between them. To build a stronger relationship between innovation and resilience, leaders need to create a culture of collaboration and openness that values diversity and alignment. By fostering a culture of collaboration, leaders can encourage teams to share ideas and perspectives, leading to more innovative thinking. And by valuing diversity and alignment, leaders can ensure that all voices are heard and that everyone is working towards the same goal. When innovation and resilience are properly connected, organizations are better able to weather any challenge and emerge even stronger.

As the world increasingly becomes more VUCA – volatile, uncertain, complex, and ambiguous – organizations must build their resilience in order to thrive. Here are five strategies that organizations can use to encourage imagination, scenario planning, break processes, and throw out old assumptions:

Encourage imagination: One way to encourage imagination is to encourage employees to think outside the box. This can be done by encouraging them to come up with new ideas, and by providing opportunities for them to experiment and try new things.

Scenario planning: Another strategy that can be used is scenario planning. This involves thinking about different possible future outcomes, and making plans accordingly. This can help organizations be better prepared for unexpected events.

Break processes: Another way to build resilience is to break processes. This means breaking away from traditional ways of doing things, and instead being open to new ways of doing things. Sometimes, this may mean taking risks, but it can also lead to new opportunities.

Throw out old assumptions: Finally, another strategy for building resilience is to throw out old assumptions. This means questioning long-held beliefs, and being willing to embrace new ideas. By doing this, organizations can stay flexible.

Image credit: Pixabay

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