Leadership Excellence - May 2023

On the Cover Articles

14 Reverse Mentoring: Why It Is A Must-Have In 2023

Boosting collaboration, inclusion, and innovation in the workplace

- Dr. Lynda Shaw, Brain and Behaviour Specialist, Neuroscientist and C-suite Mentor, drlyndashaw.com

27 Why Embracing Conflict Is Key To Cultivating A Peaceful And Productive Culture

Understanding the six core human desires

- Jamal Jivanjee, Life Coach, Author, jamaljivanjee.com

36 It’s Behavior, Not Bias: Building Relationships Across Bounds Is Due For A Rethink

A fresh approach to building inclusive cultures

- Sally Helgesen, Leadership Coach, Author, sallyhelgesen.com

43 Breaking The Cycle Of Toxicity: A Guide For HR Leaders

Transforming your workplace culture

- Anja van Beek, Anja van Beek Consulting & Coaching

- Judith Germain, Mentor, Author and Speaker, The Maverick Paradox

7 Signs Your Leadership Team Needs External Coaching

Leaders and coaches share their insights

- Brett Farmiloe, Founder and CEO, Terkel.io

How To Avoid Burnout And Succeed As A Mentor

Mastering the art of mentorship

- Saniya Sharma, Founder, Peoplenovate

Why And How To Mentor Your Millennial And Gen Z Employees

Mentoring millennials or Gen Z employees in today’s workplace requires a strategic approach

- Asim Hafeez, Owner and Operator, Empower Energy Solutions

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What An In-House Coaching Team Needs

5 steps for setting it up

- Fiona Passantino, Culture, Engagement, and Communications Expert and Coach, The Handbook for Post-Covid Engagement

Editorial Purpose

Our mission is to promote personal and professional development based on constructive values, sound ethics, and timeless principles.

Excellence Publications

Debbie McGrath CEO, HR.com - Publisher

Sue Kelley Director (Product, Marketing, and Research)

Babitha Balakrishnan and Deepa Damodaran

Excellence Publications Managers and Editors

Leadership Excellence Team

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Arun Kumar R Design and Layout (Digital Magazine)

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Debbie Mcgrath Publisher, HR.com

Babitha Balakrishnan Editor, Leadership Excellence

Coaching

and mentoring have always been and will continue to be an integral part of leadership development in organizations. However, as the business environment evolves and becomes more complex, the coaching and mentoring landscape is also changing. The rise of virtual coaching and mentoring, the focus on well-being and diversity, and the need for continuous learning are some of the trends that are shaping the future of coaching and mentoring in leadership.

In this edition of Leadership Excellence, we have insightful articles that explore the need for external executive coaching and how coaching and mentoring are evolving to meet the changing needs of organizations and individuals. Also included is a research report entitled The State of Coaching and Mentoring 2023 by the HR Research Institute which examines the factors and practices that fuel or hinder effective coaching.

In her article, Exploring The Evolving State Of Coaching And Mentoring In Organizations, Judith Germain (Mentor, Trainer, Author, and Speaker, The Maverick Paradox) notes that modern coaching and mentoring have shifted focus to become more personalized, strengthsbased, and wellbeing-focused. There’s more emphasis on virtual coaching and mentoring, in response to the changing needs of today's workforce, which requires engagement, motivation, and protection against burnout.

In Brett Farmiloe’s (CEO/CHRO, Terkel.io) article, 7 Signs Your Leadership Team Needs External Coaching, top HR leaders and coaches share their insights on identifying when an external executive coach may be required for your leadership team.

Mentoring younger employees, particularly millennials and Gen Z workers, is a crucial part of leadership development in today's workplace, according to Asim Hafeez’s (Owner and Operator, Empower Energy Solutions) article, Why And How To Mentor Your Millennial And Gen Z Employees. These generations are the future of the workforce, and mentoring them effectively can help your organization stay ahead of the curve, fostering innovation and developing the leaders of the future. While in-house coaching programs are an excellent way to develop talent and improve employee engagement and retention, they are not always sufficient in today's complex business environment. For valuable insights on this topic, read Fiona Passantino's (Culture, Engagement, and Communications Expert, Coach, The Handbook for Post-Covid Engagement) article, What An In-House Coaching Team Needs.

In conclusion, with modern coaching and mentoring focused on personalized development, wellbeing, and diversity, investing in your team's growth and development is an investment in your organization's future success.

We hope you find the latest edition of Leadership Excellence, featuring articles on coaching and mentoring useful and informative in your leadership journey. Your feedback and suggestions on our articles are always welcome.

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Exploring The Evolving State Of Coaching And Mentoring In Organizations

Personalization, wellbeing, and inclusion

By Judith Germain, The Maverick Paradox

Organizations tend to use coaching and mentoring in ways that differ from individuals or business owners. Corporate coaching programs tend to be short, and task-oriented, focusing on attaining a specific skill or goal. For example, dealing with a difficult work situation.

Mentoring programs tend to be relationship-based, focusing on personal growth and career development. Traditionally this has often meant senior and more influential leaders (male), sharing their knowledge and insight with less senior leaders (female).

These programs have tended to be delivered in person in the past, with this arrangement being just one of the indicators of an evolving change in organizational coaching and mentoring. Following the pandemic,

organizations have realized that they need to do more to keep their employees engaged and safe from burnout. They have

also realized that they need to find solutions that do not require in-person interaction.

The Move Away From In-Person Coaching and Mentoring

Organizations are more willing to provide coaching and mentoring as a form of development for their high potentials or leaders ready for their next step. They recognize that it is no longer acceptable to expect employees to have a complete separation of their work and personal lives. Perhaps the first noticeable evolution is the delivery of coaching and mentoring via Zoom and Teams, and the use of email, text, and instant messaging in that delivery. I have noticed that following the COVID pandemic my mentoring clients have appreciated a more immersive experience; where there are more touch points that were previously desired.

Personalized Experiences

Programs that work well are those that provide a highly personalized experience, tailored to the specific goals, and needs of the clients, utilizing the right style or technique that will work for them. This includes how they are contacted in between sessions. It is important for organizations and employees to feel that they are getting the exact support that they need and that the mentor or the coach is treating them like unique individuals and understands who they are and what they need.

Focus on Skills and Competencies

Whilst there is an uptick in organizations providing coaching and mentoring, programs have become less focused on fixing

weaknesses and more focused on enhancing strengths and competencies that will allow them to reach their goals. The stigma that had traditionally been related to ‘having a coach or needing a mentor’ has been negated and is now increasingly being seen as a high sort after leadership development opportunity.

Integrated Learning

Coaching and mentoring can be powerful catalysts for change, however, they are increasingly not enough to provide the often-rapid change that organizations and individuals are seeking. Traditional coaching and mentoring can lack structure and direction. Often the preferred outcomes are ill-defined, and the type of program required is undetermined.

One way that coaching and mentoring have evolved in the way that structured learning has become integrated into the program. Supplementary learning can include pre and post-session work, online learning, listening to podcasts, talks, and directed reading. The coach or mentor then blends the learning with their one-to-one sessions with the individual. This personalized program is more comprehensive and directed. It also provides depth and speed to the coaching/ mentoring session as the individual reflects on the learning that they have gained from their blended, integrated learning.

Focus on Diversity, Equity, and Inclusion

Since the murder of George Floyd, there has been increasing attention on the makeup of the workplace and whether organizations are reaping the benefit of a diverse workforce. Research has shown that the more diverse a team is (for example cognitive diversity, gender, neurodiversity, etc) the increased likelihood of innovation, engagement, collaboration, and reduced burnout and mental health issues. Organizations are turning to coaches and mentors to help them create a more inclusive

workplace culture, address bias, and provide support for underrepresented groups. Coaches and mentors can also help individuals navigate challenges and how to communicate effectively with people from different backgrounds or how to build inclusive teams.

The Rise of Wellbeing Coaching

There is a growing emphasis on personal wellbeing, with organizations paying for mindfulness and stress reduction coaching, something which was unheard of just 4 years ago. With Generation Z and Late Millennials having a reduced loyalty to the workplace and more emphasis on their own mental health and

wellbeing, organizations that provide coaching in this area are a strategic advantage.

Coaching and mentoring have evolved in recent years to become more personalized, strengthbased, and focused on wellbeing and diversity. The rise of virtual coaching and mentoring, blended learning, has also transformed the field. Coaching typically focuses on developing specific skills or achieving a particular goal, while mentoring tends to be a longer-term relationship focused on career development and growth. Understanding the difference between coaching and mentoring can help individuals choose the approach that best suits their needs and goals.

Judith Germain , FCIPD, MBA, PgDip, is the leading authority on Maverick Leadership. Judith is a seasoned consultant, mentor, trainer, author, and speaker, who thinks differently, challenges often, and enables effective leadership execution. She empowers business owners, leaders, the C-Suite and organizations to thrive in complex, constantly changing environment

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7 Signs Your Leadership Team Needs External Coaching

Leaders and coaches share their insights

By Brett Farmiloe, Terkel.io

Recognizing the signs that a leadership team needs an external executive coach can be crucial for the growth and success of an organization.

We’ve gathered insights from seven HR leaders and coaches to help you identify when it’s time to bring in an expert to support your team’s development.

From intimidation and silence within the team to resistance to change, these professionals share their top signs that show the need for an external executive coach.

● Intimidation and Silence Within the Team

● Identify Lack of Incentive for Executive Development

● Low Net Promoter Score Indicates Need for Coaching

● Fresh Perspective from External Executive Coach

● Micromanagement Hinders Growth

● Heated, Off-Topic Discussions in Meetings

● Resistance to Change

Grace He, People and Culture Director, teambuilding.com

Intimidation and Silence Within the Team

Leadership teams may occasionally struggle to achieve their desired goals, showing a potential need for an external executive coach. One subtle sign of this is when team members feel intimidated and silenced by certain individuals within the group. Often, outside support can effectively manage these dynamics. This help could foster more constructive dialogue and engage individual members with diverse perspectives, ultimately helping the team work towards their objectives.

Identify Lack of Incentive for Executive Development

It typically requires a unique offering to persuade a senior executive to take part in an upskilling course. Therefore, it is likely more effective to opt for an external and well-credentialed coach. Identifying the need for this is relatively simple—examine the top level of an organization and determine if there is any incentive for executives to further develop themselves. Most times, the answer is no. Establishing a connection between Learning and Development (L&D) and leadership, which includes incorporating a highly paid coach, can provide that incentive.

Dragos Badea, CEO, Yarooms

Low Net Promoter Score Indicates Need for Coaching

A clear indicator that a leadership team may benefit from external coaching is its Net Promoter Score (NPS). Many top organizations conduct pulse surveys on a monthly or even weekly basis and take immediate action based on the results.

● To determine if a leadership team requires external coaching, consider whether they have experienced two or more consecutive quarters with sub-par NPS scores. Key questions that may reveal issues include:

● Does the leadership team understand what employees need?

● Are employees confident in the leadership team’s decision-making ability?

● Does the leadership team effectively communicate the company’s goals and status?

Low scores on these questions can be concerning, as they have been shown to contribute to employee churn and low morale.

Fresh Perspective from External Executive Coach

While a leadership team may be talented, there may come a time when they run out of ideas. It’s essential to keep teams engaged, but sometimes, all available options have been exhausted, and it’s unclear where to turn.

An external executive coach can provide a fresh approach, bringing new ideas and a different perspective. They can help the leadership team use their existing talents more effectively by offering an unbiased approach to the problems they face.

Collaborating with an external executive coach can motivate the leadership team, boost their confidence, and open their minds to the possibilities and advantages of approaching their roles from a different angle.

Bogdan Zlatkov, Lead Instructor for HR and Hiring, Growth Hack Your Career

Jonathan Elster, CEO, EcomHalo

Arundhati Chafekar, Principal Consultant, Vertical Lead of Learning and Strengths, NamanHR

Micromanagement Hinders Growth

A leadership team may seek executive coaching for various reasons, with micromanagement being a notable issue. A lack of ability or skill in delegation can contribute to the problem of micromanagement, which is often seen in both first-time and seasoned managers.

These managers may end up completing many simple tasks themselves, causing them to lose focus on the bigger picture. They often direct their attention more toward achieving targets rather than pursuing growth initiatives for the future. They may insist on getting things done their way and lack trust in their subordinates. While they might justify their behavior by claiming empathy and a desire to help their teams achieve targets, this approach can be counterproductive. Not only do these leaders distract themselves, but they also cannot provide opportunities for their teams to develop.

They overlook a fundamental rule of growth: building up their successors. Without preparing the next in line, these managers will not have the time or focus necessary to advance in their own roles.

Janelle Owens, Human Resources Director, Guide2Fluency

Heated, Off-Topic Discussions in Meetings

A sign that a leadership team may require external help is when meetings and discussions frequently become heated and deviate from the topic at hand. It is acceptable for leaders to engage in friendly, productive debates over the best course of action for the company. However, it becomes problematic when the discussion turns personal. The focus should remain on the pros and cons of the matter in question, rather than delving into individual leaders’ past choices, personalities, or managerial styles.

If meetings within the leadership group digress into these topics, it may be necessary to enlist external executive coaches to help reshape how the team interacts.

Aleasa Word, CEO and Executive Coach, A. Word & Company

Resistance to Change

A sign that a leadership team may benefit from an external executive coach is resistance to change. Industries are constantly growing, and organizations with leaders who are open to change or exhibit a more agile way of thinking to create opportunities for greater possibilities and innovation. These factors combined to support the sustainability of organizations in both up and down markets.

Executive coaches invest in their clients and establish key pathways to help them succeed. This involves working with individuals to see the value and vision of an organization aligned with a change mindset. Highly qualified coaches in this field assist leaders in improving emotional intelligence competencies by recognizing patterns and navigating emotions that drive people and performance. This ultimately leads to increased comfort with change and confidence in taking bigger strides for strategic progress.

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Brett Farmiloe is the Founder and CEO – and currently the CHRO - of Terkel.io

Reverse Mentoring: Why It Is A Must-Have In 2023

Boosting collaboration, inclusion, and innovation in the workplace

By Dr. Lynda Shaw, drlyndashaw.com

Reversementoring is a practice where younger or less experienced employees are paired with more experienced executives or managers to share knowledge and insights. But it requires the right setting and a work culture where opinions and feedback are welcomed, and it needs to be structured properly to work well and to empower and develop learning. It usually works best in larger or siloed organizations where there is usually less mixing across the hierarchy or where the team is geographically not in the same space or spread apart.

Why Is Reverse Mentoring Better Than Traditional Mentoring?

Reverse mentoring avoids problems associated with one-directional mentoring such as those around hierarchy or the micromanaging of a more junior colleague. Reverse mentoring has a clearer two-way benefit and can boost both individuals’ confidence, skill set and knowledge.  The more diverse the partnership, the better.

The Neuroscience

Reverse mentoring can be a powerful tool for both mentor and mentee from a neuroscience perspective. Mentoring by its very nature stimulates our neurotransmitters such as oxytocin, serotonin and dopamine, which puts us in a more positive state of mind as we experience a mutually agreed relationship where we learn, grow and motivate. In addition, we are likely to have less cortisol going around our system, will be less stressed and can think more clearly when it comes to problem-solving.

When shared knowledge or experience can activate areas of the brain associated with cognitive processing, memory, learning, social processing and perspective-taking, we also develop the brain’s ability to form new neural connections. By engaging in regular conversations and learning from someone with a different perspective, individuals can stimulate their brain’s neuroplasticity and enhance their cognitive flexibility, which aids decision-making, creativity, working relationships, task sharing, team spirit, mental health and productivity.

The Psychology

Studies suggest that reverse mentoring is an effective tool for improving leadership skills, promoting innovation and improving intergenerational communication and collaboration in the workplace.

A study published in the Journal of Managerial Psychology found there is an urgency for HRD professionals to focus more attention on uniting their workforce and keeping them actively engaged and that reverse mentoring is a good social exchange tool to leverage the expertise, needs, value systems, and work demands of different generations. Reverse mentoring programmes have also been seen to be effective post-pandemic in revitalizing work environments, developing employee and employer relationships and enabling better communication in hybrid workplaces.

So we know that reverse mentoring can help with collaboration, communication, problem-solving, innovation and creativity, and encourages curiosity and the acquisition of new knowledge, skills and insights, but there are also deeper, less obvious benefits.

1. Reduces Bias and Stereotypes

Talking and learning from different generations can bring new perspectives by diminishing bias and stereotypes and talking to someone that perhaps you might not normally chat with. Every generation has its strengths and weaknesses, and we can all benefit from each other’s knowledge. Reverse mentoring enables us to learn to listen and respect and appreciate the skill sets of other generations and develop mutual understanding, and practice compassion and empathy which can also prevent microaggressions and bullying.

2 Promotes Diversity and Inclusion

Reverse mentoring can help foster a culture of inclusivity and increases the visibility of minority employees by providing a platform for employees of diverse backgrounds to share their perspectives and experiences.  It encourages new thinking, role-modelling of the right behaviours and increased empathy.

3. Increases Engagement

Reverse mentoring can increase engagement simply by providing equal opportunities for learning and growth and boosting and injecting fresh energy. An open mindset and willingness to learn are necessary for success.

4. Increases Confidence

New and successful scenarios and experiences can build confidence and self-esteem and be empowering.

5. Develops Leadership Skills

Both mentor and mentee are able to develop their leadership skills in a safe and confidential space. Reverse mentors can reflect on their actions and decisions and take responsibility for mistakes and share joint successes.

6.  Reinforces Core Company Values

If your company’s core values are clear and known and built on highly valued principles like respect and trust then reciprocal mutually beneficial relationships mean you are authentically walking the walk, not just talking the talk.

7.  Builds Trust

Reverse mentors should feel they can confide and ask questions, but this is not always possible without trust. Making it clear that no question is a stupid question and that you are fully present at the time will build trust and confidence, allowing open communication and the sharing of ideas, opinions, thoughts and constructive feedback. One way to do this involves sharing your own mistakes and how you got around them. Openly inviting input from other colleagues allows everyone’s voice to be heard in team meetings, builds respect, and promotes individuality.

8. Be A Positive Role Model

Thriving workplaces need workers to be good listeners and strong collaborators who help each other develop, recognize others’ contributions and make them feel like they are valued.

Dr. Lynda Shaw is a Brain and Behaviour Specialist, Neuroscientist and C-suite mentor.

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How To Avoid Burnout And Succeed As A Mentor

Mastering the art of mentorship

By Saniya Sharma, Peoplenovate

Whengetting started in business or venturing into a new industry, it is wise to seek out a mentor. Mentors can give you a sounding board for ideas, hand down hard-won lessons, and help bolster confidence as one enters entrepreneurship or a new career.

Becoming a mentor to someone, however, requires a good amount of patience, time, and commitment. One may come to the point where they ask themselves, “who is going to mentor the mentor?”

Burnout is a real side effect of the mentoring relationship and further contributes to the problem of finding capable mentors. At the same time, being a mentor to others is difficult and certainly is not for everyone. Some people have the personality attributes that make them a wonderful option for a mentor, but many others do not.

So, how does one take on a mentor relationship and avoid the burnout it can cause? The answer to that question is likely multifaceted and requires a deep understanding of one’s own strengths and weaknesses.

Mentors Need Mentors

In order to be a good mentor, one first needs to be inspired to do so. The time-consuming nature of mentoring alone requires people to be motivated by both internal and external sources. All of us can likely think of someone who would make a wonderful mentor, but something is holding them back — be it self-confidence, time, or some other issue that is stopping them from taking the next step into mentoring.

We need to remember that people rarely do anything for purely altruistic reasons. Most people need to know what benefits they will garner from something before agreeing to take on a task as

hands-on as becoming a mentor. Having someone who has acted as a mentor before, who can guide one through the ins and outs of mentoring, keeping them abreast of what they are bound to expect through the mentoring process, can help someone decide if they want to take on the challenge.

Still, mentoring is a two-way street, and the needs of the mentor need to be addressed. If those needs are ignored, the mentor is likely to experience burnout. Needs can be addressed through recognition, awards, and giving the mentor periodic breaks, acknowledging their need for rest and balance within their role.

Mentors Are Human, Too

To mentees, and often to those on the outside looking in, effective mentors can seem superhuman. But, rest assured, these inspirational folks are human and have quirks and flaws just like the rest of us.

The mentor/mentee relationship can be high stakes, especially if the mentor has become highly invested in their mentee’s personal life. It can be easy for expectations to build that the mentor will always be available and that superhuman expectation can lead to disappointment when it cannot possibly be fulfilled.

As such, it is imperative that mentors learn self-care approaches that can help them step away from the overwhelming responsibilities of the mentor/ mentee relationship. They should check in with themselves, and ask trusted colleagues to check

in with them as well, to avoid the signs of burnout.

In addition, the tasks associated with mentoring should be well-divided so that the mentor doesn’t get bogged down with extra work. The mentoring journey should be fun, and making it fun can help stave off burnout. For this reason, it is to the mentor’s advantage to seek advice from multiple sources and to diversify their role and their approach as much as possible.

The Value of a Mentee

One positive return that a mentor can expect from the mentoring

relationship is the value that a mentee provides. The ROI for their mentoring efforts can be rewarding and make the entire process worthwhile at the end of the day.

Entrepreneurship is all about giving and taking on the role of a mentor, which means being placed in a position of service. However, mentorship should still act as a mutual transaction in terms of giving and receiving. When a mentee returns a mentor’s service with gratitude, belief in their abilities, and an increase in their own capabilities, they are making the relationship mutually beneficial and ultimately worthwhile for the mentor.

When one decides to take on the role of a mentor, they are putting themselves out there as a beacon for up-and-coming talent in their field. It is a heavy responsibility that can easily lead to burnout if one is not careful. With attention paid to self-care, the equitable division of responsibilities, and seeking advice from one’s own mentors, the mentor/mentee relationship can be ultimately successful for both parties.

Saniya Sharma is a trained lawyer specializing in dispute resolution and international arbitration. She is the founder of Peoplenovate , a platform where she discusses people-centric issues at the workplace and challenges conventional narratives through story-telling and her personal experience and knowledge.

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Align your brand with this year’s State of the Industry hot HR topics and showcase

The

May 18, 2023

Learn more at: hr.com/organizationalsuccess

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Learn more at: hr.com/FutureTalentAcquisition

INDEX

RESEARCH REPORT SUMMARY

The State of Coaching and Mentoring 2023 22

Survey conducted by: Sponsored by:

The HR Research Institute, powered by HR.com, the world’s largest social network for Human Resources professionals, is a key part of our mandate to inform and educate today’s HR professionals. Over the past three years, the HR Research Institute has produced more than 85 exclusive primary research and state of the industry reports, along with corresponding infographics in many cases, based on the surveys of thousands of HR professionals. Each research report highlights current HR trends, benchmarks, and industry best practices. HR Research Institute Reports and Infographics are available online, and always free, at www.hr.com/featuredresearch

The State of Coaching and Mentoring 2023

Prepare today’s workforce for future challenges

Coaching and mentoring continue to be essential components of most workforce development strategies. Done well, they have a demonstrable impact at both the individual and organizational levels. And our own past two annual research studies on these topics (The State of Coaching and Mentoring 2021 and 2022) showed considerable differences in both individual and organizational performance between those organizations that had highly effective coaching and mentorship programs versus those that did not.

Looking into the near future, the importance of coaching and mentoring will likely only increase in importance, in part due to a changing looming priority: the need for massive upskilling and reskilling. In this report, we take a deeper look at the factors and practices that fuel or hinder effective coaching.

Key Findings

● The importance and usage of coaching and mentoring are on the rise.

● There are several factors driving coaching/ mentoring programs.

● Despite the importance of coaching and mentoring, less than a third say coaching and/or mentoring in their organization is very effective.

● Coaching and mentoring face barriers to improving their effectiveness.

● More organizations are turning to technology to enhance their coaching/ mentoring programs.

● Companies with more effective coaches/ mentors do things differently.

Exclusive Study By The HR Research Institute

How Critical Are Coaching and Mentoring?

About a third say coaching and/or mentoring programs have been in their organizations for five years or more. However, given the number of years coaching/mentoring has been in place, it is still relatively new or nonexistent for many

organizations; about a third say, they have had either coaching or mentoring programs in place for four years or less.

Seventy percent of respondents agree or strongly agree that coaching is an important practice in their organization and two-thirds feel the same way about mentoring.

Coaching and/or mentoring are currently important practices in your organization. Percent responding agree or strongly agree

What’s Driving the Rise of Coaching and Mentoring?

We asked respondents to select the top five reasons for the increased usage of coaching/ mentoring over the past year. Helping people prepare for new roles and assignments tops the list at 52%, followed closely by helping others realize their potential at 50%. Further, 46% say improving employee engagement and 41% indicate creating a positive culture drives the usage of coaching and/ or mentoring.

The need for preparing the workforce for future roles is reinforced by similar reasons for increased usage of coaching/mentoring: preparing a pool of talent for future critical roles (35%) and upskilling employees (30%).

Are Organizations Building Cultures That Support Coaching and Mentoring?

While 69% agree or strongly agree that managers help others grow professionally, fewer say that senior leaders are positive role models for coaching/mentoring (55%) and that everyone is supported in reaching their full potential (47%).

Further, about three-fifths agree that employees are encouraged to seek out coaching and mentoring and that their organization values both internal and external coaching and mentoring.

Who Does Coaching and Mentoring?

In more than 9 in 10 firms, external coaches are utilized for some coaching. These external resources can bring experience, credibility and an outside perspective. In almost the same proportion of firms (87%), HR engages in coaching activities. About three-quarters (76%) say that direct supervisors do coaching in their organization. Mentoring is frequently done by internal resources. Only 37% rely on external sources for mentoring. In more than 8 in 10 organizations, mentoring is done by non-direct managers (84%), executives/senior managers (83%), and colleagues/peers (80%).

How Do Organizations Choose External Coaches and Mentors?

Organizations use a variety of criteria to select external coaches or coaching services, however, no one criterion was selected by a majority. The most common criterion is the coach’s experience (35%).

What are the main criteria your organization uses to hire or contract external coaches or coaching services? (select all that apply)

Referrals from trusted colleagues, consultants or clients

Compatibility and trust

Credentials held (e.g., ICF)

Rates and fees

Track record

Ability to provide group coaching services

Return on investment (ROI) metrics

Quality of their regular repor ts

Educational degrees

We do not utilize external coaches

The Impact of Coaching and Mentoring

We explored the perception of coaching and mentoring based on two broad outcome variables: individual development and organizational performance. We found that 63% agree or strongly

agree that mentoring leads to increased individual performance, and 66% say the same about coaching. Similarly, 58% agree or strongly agree that mentoring leads to improved organizational performance, and 57% say the same about coaching.

To learn more about the state of coaching and mentoring in today’s organizations and for key takeaways and recommendations on the topic, check out the full report.

Read the Research Report

Why Embracing Conflict Is Key To Cultivating A Peaceful And Productive Culture

Understanding the six core human desires

By Jamal Jivanjee, jamaljivanjee.com

There is an old adage that says “Whatever we resist persists.” While many of us have a tendency to resist or avoid conflict, HR professionals know that even the healthiest organizational cultures will see conflicts pop up between individuals and teams. What if it were possible for HR leaders, and their teams and the employees they work with, to embrace conflict as a welcome opportunity for clarity and solutions? What if conflict could be utilized as a powerful opportunity for self-discovery? What if this kind of self-discovery could also be a potent window into seeing and understanding the motivations and desires of others? I would like to propose that knowing and understanding our own core desires, as well as the desires of others with whom we may be in conflict, is actually the key to effective leadership, peace, and productivity.

Labels & Conflict

I’ve come to discover that all conflicts, be it internationally among world powers, among groups within societies, within companies between management and employees, or even in families and personal

relationships, have the exact same root causes. If we can address the root of conflict within us, we can solve it at every level.

Within each of our brains is a complex survival mechanism that has evolved over many millennia called the reticular activating system. This system is responsible for the primitive “fight or flight” mechanism that’s activated each time we feel threatened in some way. When the fight / flight operating system is activated, the brain begins to scan our environment through the lens of danger. When the threat is perceived, the brain identifies (labels) the threat, and a reaction to either attack or flee the threat is made.

This fight / flight mechanism has been necessary for humanity to temporarily survive hostile environments throughout our evolution. In the workplace, however, this survival mechanism rarely brings about optimal outcomes for anybody. HR leaders are uniquely positioned in the organization to model and facilitate better ways to handle conflict. Let’s take a brief look at the mechanics of how conflicts develop.

When one party feels offended or threatened, a strong biological tendency to identify the threat activates in the brain in which the other person begins to be seen through a label of judgment. Oftentimes, this is subtle and unconscious. Once this subtle identification of the other occurs in the mind, communication with them begins to change and eventually break down.

Once communication suffers, fertile ground now exists for psychological rumination and fear to cultivate in the depths of the imagination. This forms a new lens through which the other is viewed as the source of our problem. Without mitigation we’re at risk of labeling the other party further in some way (“evil,” “stupid,” “dangerous,” etc.).

As fear of the labeled other takes root in our mind, we devolve back into a primitive fight or flight state of mind. This is when reactive strategies of fight or flight begin to be imagined and prepared for. As this occurs, conflict becomes almost inevitable. While the fight or flight mechanism may have been necessary for our survival in ancient times when daily survival was under constant threat, it is a detriment to our ability to

partner together in relationships, companies, and as a society in modern times.

The Six Core Human Desires & Understanding

Renowned life coach Anthony Robbins has done much work in the field of identifying the six fundamental human needs that are found to be consistent regardless of ethnicity, socioeconomic status, gender, age, etc. According to Robbins, the six essential core desires of human beings are:

1. Certainty- A sensation and awareness of being grounded and safe.

2. Uncertainty- A sensation of freedom, newness, and possibility.

3. Significance- A sensation of importance, competence, and self-worth.

4. Love and Connection- A sensation of intimate connection and acceptance.

5. Growth- A sensation of personal evolution and development.

6. Contribution- An altruistic desire to make the world a better place and add value for the betterment of society.

I have observed, (both from my own lived experience and also with the folks that I have worked with in a life coaching capacity), that when a person feels they are moving forward in all six of these motivations, they will feel that they are living a deeply fulfilling life.

The first four of the six human motivations function, much like an operating system, operates for a computer. When the operating system is intact, the computer can function to the level of its capability. When one or more of the first four human desires are challenged or threatened in some way, our “operating system” becomes destabilized and the fight or flight system is activated in the brain. This experience is what is commonly known as a “trigger.”

Applying the Six Human Desires to Conflict

In my work as a life coach, I’ve observed that whenever a person can recognize what their own core motivations are, they gain the ability to see that the distress they may be feeling in a situation is actually connected to the perception of lack in one or more of their own core desires. This often leads to the understanding that the threat is not external in the way that it may initially seem. This awareness creates an opportunity for internal introspection and processing of emotion, as opposed to immediate reactive conflict with another.

After more than twenty years of working with people in various capacities, I’ve yet to witness a conflict, or experience a conflict, that wasn’t directly associated with one or more of the core human desires being affected in some way.

Several years ago, I was employed as a corrections officer in a state penitentiary for convicted felons. There was a particular inmate that was transferred to my cell block that was known for being belligerent and violent toward staff. Let’s call him Frank for discussion purposes. During each shift, the corrections officer on duty would conduct a log of the shift and would mark in the log book with a bright yellow highlighter any inmate name and cell that was a problem during their shift so that the following shift

officer would be aware. Each shift, I would see that Frank’s behavior was highlighted from the previous shift officer.

Because of Frank’s violent reputation, staff members would treat him in a hostile manner anticipating his belligerent behavior. Frank took this personally and would also anticipate harsh treatment from the staff in anticipation of the disrespect that he felt he would receive. What resulted was a predictable conflict between Frank and the staff on a daily basis.

One day during my shift, I reflected on what I had been learning regarding human behavior. I had come to learn that nothing is truly personal when dealing with conflict with others, as most people are often simply projecting their own insecurities onto others. I realized that Frank felt disrespected in life (insignificant), and as a result, he projected this same sense of insignificance toward everyone he interacted with. His third core human desire (recall the list from Robbins) wasn’t being met, and this was how that sense of lack manifested. I realized that when Frank treated me in an insignificant and disrespectful manner, it had nothing to do with me in reality, but with his own anger and pain stemming from his own sense of insignificance.

Before I interacted with Frank that day, I took time to ground myself in my own internal sense of significance and security. As I approached Frank, he was his usual belligerent self. It felt different to me that day, however. I noticed a patient and non-reactive presence within me. As a result, I began to engage him in conversation. Simple questions at first just to hear more about his complaints, then more probing questions to understand him better. This led to a surprising conversation about his life. The entire cell block became pin-drop quiet as everyone was in disbelief that Frank was engaged in respectful and open conversation with a corrections officer who was listening without judgment or advice. Surprisingly to me, I enjoyed the conversation and even felt a measure of empathy for him as I could relate with his own struggles in life. I concluded that Frank wasn’t so different than any of us.

I’ll never forget what happened the following day, however. When I came into work, the previous outgoing officer gave me a rundown of his shift. When he showed me his shift log book, he said this:

“Strangely, there are no yellow marks for any inmate today. Not even Frank. That’s a first. Not sure what’s gotten into him”.

Amazingly, Frank remained calm on my shift that evening and he never received a yellow highlight mark from any shift officer after that. It wasn’t long before his security status lowered and he was transferred to a lower security part of the prison.

This was a tremendous transformation in behavior in a short period of time for one simple reason. I reflected back to Frank what he needed the most. A sense of significance. This is a core human desire that we all have.

Think about various conflicts that you’ve had or facilitated with individuals and teams. When you reflect upon them, can you identify what core human desires you or the other party might have been struggling with? If you consider the conflicts you’re currently navigating, what core human desires do you think might be at play? When you think about the conflict through that lens, what might you do differently to bring people together and come to a solution?

The gasoline of any conflict, so to speak, is the faulty perception that the other is fundamentally different

than we are. Whenever we begin to see that the other party has the same desires for certainty, freedom, significance, and acceptance that we have, the ability to castigate or demonize them is taken away leading to understanding and eventually empathy. This is the beginning of the end of conflict.

For leaders in any capacity, it is essential that we understand what drives and motivates those we seek to influence and serve. Our ability to lead and connect with those we are serving will be in direct proportion to our ability to understand their core motivations. The deeper the connection with those we are serving, the more influence we will gain to create a truly healthy, productive, and inclusive culture.

Jamal Jivanjee is a best-selling author, podcaster, and full-time life coach. As an author with over twenty years of experience working with people in various stages of personal struggle and challenges, after traveling to many cultures around the globe, Jamal has discovered the common roots of human suffering along with the sustainable solutions required to help people become liberated and empowered. Jamal is passionate about serving individuals, couples, and groups on the path toward enlightenment, wholeness, and liberation.

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Why And How To Mentor Your Millennial And Gen Z Employees

Mentoring millennials or Gen Z employees in today’s workplace requires a strategic approach

By Asim Hafeez, Empower Energy Solutions

Today’s workforce is quickly becoming dominated by Millennials and Generation Z employees. According to studies, 56 million (or 35% of) Millennials are in the US workforce, but by 2030, roughly 30% of the workforce will be Gen Z.

While the exact parameters are up for debate, most agree that Millennials were born between 1983 and 2000. Gen Z workers are considered those born between 1997 and 2013, which includes some overlap with the Millennial generation. These generations of workers have specific and unique characteristics, desires, needs, and approaches to work that businesses will want to consider when employing them.

With a thoughtful approach, Millennials and Gen Z workers can be well-mentored and become some of the most productive

and successful employees within an organization. Here are some tips for mentoring your younger employees.

Why Mentor Millennials and Gen Z Employees?

Simply put, Millennials and Gen Z employees are the future of today’s workplace. These generations are the ones who will take the reins from Gen X and Baby Boomer employees, furthering innovation and becoming leaders of the future. In fact, many of them are already surpassing their predecessors in terms of business success and leadership abilities.

Millennials and Gen Z workers make for amazing employees, as long as you take the time to explain the motivation and meaning behind their directives. These generations of employees are very interested in the “why” behind actions.

Millennials and Gen Z Employees Want a Win/ Win

Millennials and Gen Z workers are empathic to all perspectives in business — even the businesses’ perspective — and they are consistently looking for ways for all people to come out ahead in the end. When mentoring these groups, nurturing this desire for “win/win” in business can only uplift productivity and ultimately the businesses’ overall success.

Heavier Lifting Upfront

Because Millenials and Gen Z workers like to know the “why” behind tasks and processes, it may require a “heavier lift” from management upfront. Many leaders may be hesitant to do this upfront work, preferring a more antiquated approach of being instructed only on what to do — and how to do it — by their boss.

However, being willing to put that extra effort into explaining the “why” behind the process or task can yield much better buy-in and engagement. After putting in the time to explain the reason for a task, these generations can better grasp the core essence behind their work, which is far more preferable to most than just having a staff of workers completing tasks without reason or nuance.

Meeting Their Needs

Compared to the previous generations such as Gen X and Boomers, the hierarchy of needs that guide the work ethics of Millennials and Gen Z workers differ significantly. While their predecessors were often motivated to work hard to provide for basic necessities like food, the priorities of younger generations are more nuanced.

When mentoring these younger generations, it is important to tap into these different needs in order to help them reach their full potential.

For example, Millennials and Gen Z may feel more comfortable with their basic needs being met but may have concerns that their careers are meeting their emotional needs. They are seeking deeper fulfillment from their jobs and higher levels of personal satisfaction with the work that they do.

Millennials and Gen Z workers value fun, connection, and strong work culture. These are things the company — and mentors within the company — will have to consider with these generations to keep them engaged and, ultimately, retain them as employees.

Add Value to the Employee’s Life

The ultimate goal of a mentor — regardless of the age of the person they are mentoring might be — is to add value to their life in some way. Today’s Millennials and Gen Z employees are looking for more out of their work than just pay.

A mentor for these generations should expect to be there for those employees for needs outside of just the “work stuff,” which could include paying for continuing education programs or bringing in outside consultants to give workshops on things like investing or financial literacy. Today’s mentors need to be plugged in outside of teaching employees how to simply “do the work”.

Care is the Most Important Piece of the Puzzle

Today’s Millennial and Gen Z employees want to know that their leaders care about them — beyond what those employees offer as workers. Successful mentorships of these employees go beyond the business transactional interactions.

The best mentors add this value without expecting anything

in return since they mentor others out of pure, genuine care. While mentors serve as excellent sounding boards and advice-givers for the younger generation of employees, care is the most important part of the mentor/mentee relationship.

Mentoring employees is the process of issuing a challenge to them to become the people who

know, deep down, they can be — the person we saw when they were hired. The job of a mentor is not to look at people as who they are on a surface level (in this case, a Millennial or a member of Gen Z), but as who they can become with strong mentorship. When looking at employees with eyes of potential, we can help create the next generation of strong leadership.

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Asim Hafeez is the Owner and Operator of Empower Energy Solutions . He is also the Owner of Bamboo Tech and Apex Construction. He is a real estate and early stage growth investor and is a GP or LP in over 45 companies.

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It’s Behavior, Not Bias: Building Relationships Across Bounds Is Due For A Rethink

A fresh approach to building inclusive cultures

By Sally Helgesen, sallyhelgesen.com

Several years ago, I delivered a women’s leadership workshop at the Construction SuperConference, a massive industry event in Las Vegas. Stunned by the number of male participants who showed up, I asked what motivated them. Most noted that, given the shifting composition of the workforce, their companies needed to get better at attracting and retaining women if they were to remain competitive.

Then one executive made a blunt request. “Please don’t waste your time telling us why we need to get better at engaging women,” he pleaded. “We get it. We just don’t know how to do it. We don’t have a clue.”

His comment supported my growing belief that the hows are precisely what’s been missing from our efforts to build more inclusive cultures. Most of the organizations I work with rarely get past the whys and the whats. They focus on attitudes and beliefs rather than on identifying practices or actions that might help people connect effectively and respectfully across common divides of gender, race, ethnicity, age, or sexuality.

The tendency to focus on beliefs is exemplified by unconscious bias training, which aims to help participants confront the deeply rooted assumptions that limit their ability to form relationships broadly. Such trainings may, and often do, surface insights, but they rarely offer participants a clear and actionable path forward. As Mike Kaufmann, former CEO of Cardinal Health Care, observed of his company’s experience with unconscious bias, “It was all aha moment. Without the now what?”

This approach can also backfire. Executive coach Lisa McLeod recalls an experience she had as the sales leader for a consumer products company. She says, “Our team– five white men, one African American male and me– was selected to participate in several unconscious bias sessions, which we were told would be effective only if we were willing to ‘get real.’ Well, a few of the white guys did. The session leader applauded their honesty, but once my black colleague and I heard how our white male colleagues really felt about working with women and black people, we could not unhear it. This made it hard to work well together, and soon afterward both he and I left the company.”

The focus on unconscious attitudes also overlooks the fundamental reality that people don’t respond to us based on our thoughts, but rather on what we do and what we say. And since it’s easier to act our way into new ways of thinking than to think our way into new ways of acting, fixating on how we think is a recipe for staying stuck.

I’d like to propose a fresh approach. It starts with giving individuals some tools for skillfully addressing the triggers most likely to undermine their ability to build strong relationships across perceived bounds.

These triggers include but are not limited to:

● Visibility- the resentment we feel when others are acknowledged for their contributions while we believe ours are ignored

● Competence and Confidence- the emotions stirred when those who are less competent are seen as more leaderlike because of their dazzling (and sometimes unearned) confidence

● Communication- the inability to appreciate or learn from people with diverse speaking styles

● Fairness- the pain provoked when rewards, promotions, or jobs that we had hoped for go to someone we believe is less deserving

● Networks- the annoyance we feel when we’re excluded from groups we would like to be a part of, or believe would be helpful to our careers

● Humor- the irritation we feel with attempts at humor that seem inappropriate, or when others fail to laugh at our own attempts

Triggers are tricky because they lie outside our control. They’re environmental, stirred up by people, places, and situations. They provoke emotional responses that we often deal with by telling ourselves a story about the person or situation responsible for our response.

For example:

● The men in this company can’t listen to women

● The women around here lack a sense of humor

● People of color often seem angry

● White people are so uptight

The problem with these narratives is that they short-circuit our ability to respond in ways that could offer a positive path forward. Because they’re designed to assuage our own feelings of resentment or anger at being triggered, they keep us stuck.

I find that rewriting these narratives in a way that gives others the benefit of our goodwill serves as an effective way of spurring positive action.

For example:

● Maybe he echoed what I said in that meeting "because he’s trying to support me" instead of "because he’s trying to poach my idea". I can give him a call, thank him for his support, and then suggest a way we can collaborate on developing it and presenting it to our leadership team.

● Maybe my co-leader was chosen to head our larger team because he has qualifications I’m unaware of. I’m going to ask him why he thinks he was chosen rather than just assuming it’s because he’s willing to play political games with the higher-ups

● It’s painful being shut out of the old boy’s network, but instead of resenting it, I’m going to try to learn from how they support one another’s careers and try to adapt that to our LGBTQ resource group

The key to using this method is finding a narrative that enables us to take action, while also enlisting as an ally someone we might otherwise have believed we had reason to feel aggrieved with.

The most common objection to rewriting a narrative derives from the fear that giving someone who may not actually deserve the benefit of our good will might make us a pushover. But it’s important to remember that we’re the ones who are rewriting our scripts. And that we’re doing so in order to serve our own interests by moving beyond a story that’s keeping us stuck. It’s also important to remember that we don’t necessarily even have to believe that our new story is true in order to act on it. It’s simply an interpretation we are trying out in order to give ourselves a positive path forward.

Of course, I am not recommending this approach for situations where active harassment, racism or patterns of abuse exist. These require systemic rather than individual remedies. But for everyday triggers, rewriting the script can serve as a useful way to help us build more effective relationships with those we may perceive as different from ourselves.

Sally Helgesen , cited in Forbes as the world’s premier expert on women’s leadership, is an internationally best-selling author, speaker and leadership coach. Sally’s book, Rising Together: How We Can Bridge Divides and Create a More Inclusive Workplace , offers practical ways to build more inclusive relationships, teams, and workplaces. Her previous book, How Women Rise , co-authored with legendary executive coach Marshall Goldsmith, examines the behaviors most likely to get in the way of successful women as they move forward in their careers.

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What An In-House Coaching Team Needs

5 steps for setting it up

By Fiona Passantino, The Handbook for Post-Covid Engagement

Coaching increases our job satisfaction and productivity, improves our efficiency and personal skills, and makes us better leaders. With more employees demanding professional development, organizations are introducing in-house coaching teams, which are more affordable, sustainable, and rewarding.

Thanks to Jim Livingstone, Founder & Chief Learning Officer @ Northpoint.

Manager to Coach

With the rapid pace of business transformation, disruption, and high attrition, companies are moving away from command-and-control managerial practices and towards a practice of support and guidance. Employees are encouraged to adapt to constantly changing environments and unleash their energy, innovation, and creativity. 1 In other words, managers are becoming coaches.

Coaching is about promoting emotional intelligence, self-awareness, compassion, and empathy. It’s not about having the answers, but careful listening and asking the questions that spark insight in the other person. This can be difficult for many managers because they’re not in their familiar role of asserting their authority. 2.

The ROI of Coaching

Coaching increases our job satisfaction and productivity, improves our efficiency and personal skills, and makes us better leaders. With effective

coaching programs, employers prevent churn by 77%. 3 Of the employees coached, 70% report improved performance and 61% are happier with their leaders. 69% of all managers believe it is important for companies to provide coaching to improve their leadership skills, but only 23% of them actually receive it. 4

Coaching used to be reserved for top-level executives and high-potential employees; but today, with 44% of Millennial workers unwilling to stay with their company for more than two years, developing all levels of the organization is becoming a priority. If Millennial workers are happy with the coaching and development program, they are 30% more likely to stay for five years or more. 5

Going In-house

Much of our professional coaching takes place externally. Teams are dispatched to expensive off-site workshops or bring professional executive coaches, who don’t understand the business. The teams return from their sessions and return to the status quo because the externals fail to connect what they have learned to the specific organizational context.

In-house coaching that is personalized and contextual is the answer. More affordable and sustainable, an in-house coach understands the business and the political landscape.

Some companies have already tried it; in 2020, AT&T reeducated 100,000 employees.6 . Google’s Career Guru in-house coaching program is extremely successful, receiving an average employee satisfaction rating of 4.8 out of 5 7

Developing an in-house coaching program does require some investment of time and money, and needs to be planned carefully. Here are a few easy steps to take to get started.

STEP 1: Targets and Goals

Before any coaching can take place, it’s important to first determine the goals and objectives you want to achieve. What are the areas where your employees need improvement? Do you want to focus on leadership skills or improve internal communication? The first step is examining the data collected by years of surveys and honing in on the pain points.

A good external coach can be brought in to change manage and ask the right questions. What are the goals, and what does a successful coaching program look like? Which groups are targeted first, second and third? Where are the pain points in the organization, and which groups are ripe for growth? Are new joiners chronically floundering, is upper management tone-deaf and non-responsive? And finally, what is the available budget?

STEP 2: Identify the Internal Coaches

The success of the program will depend on the quality of the people you choose. Depending on the size and budget of the organization, a pool of internal coaches can consist of 1% of the current workforce. Individuals from a variety of business units and teams, levels, and functions can be identified as good potential coaches; then find the ones who are particularly skilled communicators, the ones who seem to know everyone, the ones who are natural facilitators and trainers.

One by one, these people are identified and approached. At the same time, putting out a company-wide call to attract people for this new function will add a highly motivated stream to the pool of candidates.

Candidates would drop their current roles and tasks and take up the role of internal coach full-time while their current jobs would then be filled by others.

They would therefore have to be excited about the prospect.

STEP 3: Disappear and Train

Once screened and onboarded, this new coaching team needs to disappear for four to six weeks to receive intensive training from an external agency. They can go for an ICF certification program or have the training in-house.

Coaching specialists provide them with the tools and resources they need to act as a Sales, Onboarding, Leadership or Communication coach, fully able to conduct group sessions or one-on-one in a hybrid environment.

STEP 4: Implement and Communicate

Implementation of any new program takes time and intention. The new team would work together to set up their own internal structure. Who is the “coach-of-coaches” who report back to senior management? How often do they meet, and how is the need divided? Does each coach take on a topic (sales, communication, development) or a target (new joiners, female employees, call center employees)? Who excels in group work, and who does better one-to-one?

Next, the roll-out and awareness campaign; for the program to be effective, it’s essential to have people to coach. Employees need to be made aware of the new program, how it works and what the benefits and investment would be. Communicate the value of coaching, and provide employees with opportunities to ask questions and provide feedback in a string of information sessions.

All levels of the organization should have access to the program. The particular aspects they will work on will largely depend on the priorities set by their managers and peers, and of course by themselves.

STEP 5: Adapt and Evolve

Once underway, the program will naturally iterate and improve over the first year or two. Evaluate the effectiveness of the program regularly. Collect feedback from both the coach and the employees to refine and adapt the approach.

A Culture of Coaching

In-house coaching programs help develop talent and improve employee engagement and retention. But they do something more; they put out the signal loud and clear that the organizational culture is one of investment in people and belief in continuous learning.

As the business environment evolves and becomes more complex, internal coaching programs help companies stay sharp, navigate change and build resilience over time.

Notes

1 Ibarra, Scoular (2019) “The Leader as Coach: How to unleash innovation, energy, and commitment”. Harvard Business Review. Accessed April 12, 2023. https://hbr.org/2019/11/ the-leader-as-coach

2 Ibarra, Scoular (2019) “The Leader as Coach: How to unleash innovation, energy, and commitment”. Harvard Business Review. Accessed April 12, 2023. https://hbr.org/2019/11/ the-leader-as-coach

4 Livingstone (2021) “Eight Best Practices for Building an Internal Coaching Program” Forbes.com. Accessed April 12, 2023. https:// www.forbes.com/sites/forbescoachescouncil/2021/07/26/ eight-best-practices-for-building-an-internal-coaching-program/?sh=7f1335d948ba

5 Deloitte (2016) “The Millennial Majority is Transforming Your Culture” Deloitte. Accessed April 12, 2023. https://www2.deloitte. com/content/dam/Deloitte/global/Documents/About-Deloitte/ gx-millenial-survey-2016-exec-summary.pdf

6 Caminiti (2018) “AT&T’s $1 billion gambit: Retraining nearly half its workforce for jobs of the future” cnbc.com. Accessed April 13, 2023

7 McLaren (2019) “Google’s Former Career Coach Recommends This Trick to Boost Employee Engagement” LinkedIn Talent Blog, Accessed on April 13, 2023. https:// www.linkedin.com/business/talent/blog/talent-engagement/ google-career-coaching-boost-employee-engagement

Resources

● The ideas here are part of the Comic Books for Executives series written by Fiona Passantino. Get the books on Engagement and Communication on https://www.postcovidhandbook.com/get-the-book

● https://www.youtube.com/@fionapass

Way back in BC (Before Covid), Fiona Passantino was an old-school comic artist, writer, and video game designer. After getting serious with an MBA in Leadership and 15 years in the corporate world in internal communications and engagement for some of the largest multinationals in Europe, Fiona wrote a few books and went on her own in 2023. Fiona is a Culture, Engagement, and Communications expert, helping teams and leaders engage, inspire and connect their teams. She is a speaker, trainer, executive coach, podcaster blogger, YouTuber, and the author of the Comic Books for Executives series.

3 Colvin (2023) “Mentoring may be on the rise, ATD says”. HR Dive. Accessed April 12, 2023. https://www.hrdive.com/ news/2023-mentoring-programs/639717/

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Breaking The Cycle Of Toxicity: A Guide For HR Leaders

Transforming your workplace culture

By Anja van Beek, Anja van Beek Consulting & Coaching

Atoxicworkplace can have a devastating impact on employees and organizations alike. It can cause high levels of stress, low morale, and high turnover rates.

In extreme cases, it can even lead to legal action. For leaders, especially the HR leader who is often seen as the custodian of culture, managing a toxic workplace is a critical responsibility that requires a strategic approach.

The stats speak for themselves: Toxic workplace cultures are the number one factor causing workers to leave their jobs during the Great Resignation. In fact, toxic workplaces are 10 times more important than compensation in predicting turnover.

To add to this, a Harvard Business School study found that 80% of team members have lost work time worrying about a toxic coworker, 78% say their commitment to their job has declined because of toxic behavior, and 66% say their performance has declined.

Here are some tips to help you navigate this challenging situation and create a positive, healthy work environment.

1. Identify the Root Causes of Toxicity

Before you can address a toxic workplace, you need to understand what is causing the problem. Is it a single individual or is it a larger cultural issue? Is it related to workplace policies, or is it a result of conflicting personalities? Understanding the root cause of the toxicity will help you develop a targeted solution.

2. Establish Clear Communication Channels

Communication is vital in managing a toxic workplace. Encourage employees to speak up about their concerns and listen to what they have to say. This can be done through regular check-ins, employee surveys, or suggestion boxes. Establishing clear communication channels helps build trust and fosters an open, transparent work environment.

3. Address Toxic Behavior Promptly and Effectively

When toxic behavior is identified, it is important to address it promptly and effectively. This may involve coaching, mentoring, or disciplinary action, depending on the severity of the situation. Be sure to document each instance of toxic behavior and the steps taken to address it. Be mindful to look for patterns of behavior and patterns of thinking when it comes to toxicity.

4. Promote a Positive Workplace Culture

A positive workplace culture can go a long way in preventing and mitigating toxic behavior. Encourage teamwork, respect, and collaboration among team members. Foster a culture of recognition, where positive contributions are acknowledged and celebrated. Provide opportunities for professional development, and holistic well-being and encourage work-life balance.

5. Encourage Employees to Seek Support

Employees who are experiencing toxic behavior may feel overwhelmed and alone. Encourage them to seek support from HR, or get advice from a third party, the employee assistance program, or other resources. Make sure they know that they are not alone and that there are resources available to help them.

6. Hold Leaders Accountable

Leaders play a crucial role in setting the tone for the workplace. Hold leaders accountable for fostering a positive, inclusive work environment. Encourage

them to model the behaviors you want to see in the workplace and hold them responsible for addressing toxic behavior.

7. Continuously Monitor and Assess the Situation

Managing a toxic workplace is an ongoing process. Continuously monitor the situation and assess the effectiveness of your efforts. Regular check-ins and dipstick surveys with team members to gauge their perceptions of the work environment and make any necessary adjustments.

But what if you are a team member experiencing a toxic workplace? Here are 4 things you can do:

1. Build a Network of Trusted Colleagues

You are not alone. Find a few colleagues that understand your frustration and who can provide support and encouragement to one another. Make sure you vent with colleagues you trust and end with what action are you taking about this matter.

2. Speak Up About the Needed Changes

It is essential to speak up about what is not working and the impact on your performance and well-being. Be factual when sharing your concerns and ask if your manager sees it differently. Be part of the solution and share what are your expectations and suggested changes. If your manager is not open to conversation, approach HR or another senior leader. As a reminder: sharing your intent of why you are speaking up, is the foundation for an effective conversation.

3. Remain Professional

Continue to add value to your team and focus on important goals. Don’t join in office gossip.  Connect to your values and what you want to be known for. Focus on self-leadership and ensure your habits support your stress and anxiety management.

4. Plan Your Exit Strategy

The best way to handle a toxic environment is to find a new job. If the work environment continues to negatively impact your well-being or family condition; it is best to move on.  Proactively look for new opportunities and share your CV with your network, update your LinkedIn profile and formal job portals.

As an international, highly sought-after coach, speaker, trainer and published author, Anja van Beek has more than 20 years of experience enhancing the performance of individual executives, teams and organizations. She is an Agile Talent Strategist, Leadership & HR Expert and Executive Coach. Anja was one of the first to be authorized as an Agile People professional and facilitator. She partners with leaders and HR teams on all people-related aspects with a specific focus on integrating agile principles and practices. She is a leadership coach and an expert in supporting teams to remain relevant and thrive in the future of work. She also works for various companies as a facilitator focusing on leadership development, mentoring and change management.

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