Evolving culture and leadership for a hybrid world

Collect commitment from questionable students

Questionable achievers are leaders who doubt that human leadership is important to achieving their business goals. These leaders believe their job is to help the company grow and to avoid emotions in the workplace. So how can we get leaders to engage in a new style of leadership?

Most HR leaders try to convince leaders that they need to operate in a more human way by crafting a compelling, data-driven HR business case. But doubtful students compare this to their own experiences – and often to deeply held beliefs. Instead, HR must rely on trusted sources — peers and employees themselves — to inspire questionable candidates to change.

Cultivate Courage in Fearful Believers

Fearful believers are leaders who fear the vulnerability and risks associated with human leadership. They feel things are getting more personal and fear crossing a line unknowingly. So how can we give leaders the courage to navigate difficult situations?

Most HR executives invest heavily in coaching and training to completely eliminate fear. However, especially in today’s environment, we have come to realize that fear is unavoidable.

Instead, help leaders understand that fear can be healthy if managed. The best organizations develop programs to display positive behaviors in spite of fear, not eliminate it.

Instill confidence in uncertain endeavors

Uncertain activists are leaders who don’t know how to provide effective human leadership. They wonder how to give their team the experience they want, especially when employees have different expectations, wants and needs. So how can we equip leaders to act with confidence?

Most HR managers create prescriptive guidelines to help these leaders navigate employee interactions. However, given the increasingly variable needs and preferences of today’s employees, there are so many ways leaders can respond to a situation that they may find themselves overwhelmed. Instead, support leaders’ judgment by reducing the scope and ambiguity of these situations and help them take action.

Ultimately, to create more, we must attend to the human emotions of our leaders – and when we do, we can nearly double the number of human leaders in our organizations.

Helen D. Jessen