Author: Axialent Global

The AI Imperative for Business Leaders 

In today’s rapidly evolving business landscape, Artificial Intelligence (AI) has emerged as a transformative force. A recent study by McKinsey & Company revealed that 75% of C-suite executives believe failing to scale AI in the next five years could lead to business obsolescence. 

As AI reshapes industries globally, business leaders face critical questions: 

  1. How can we align AI initiatives with our core business objectives to drive growth and innovation? 
  2. What governance frameworks and ethical guidelines ensure AI adoption enhances our organizational values and societal responsibilities? 
  3. How can leadership shape an AI-enabled future that balances technological advancement with human-centric principles and sustainable business practices? 

The Global Shift to AI-First 

Recognizing the immense potential of AI organizations worldwide are racing to become AI-first. This paradigm shift involves: 

  1. Prioritizing AI integration across all business functions.
  2. Investing heavily in AI infrastructure and talent upskilling.
  3. Reimagining products, services, and processes through an AI lens 
  4. Cultivating a data-driven culture to fuel AI initiatives 

Leaders are beginning to view AI not just as a tool, but as a core business strategy. The belief is that AI-first companies can unlock unprecedented efficiency, innovation, and competitive advantage. 

Beyond AI-First: The Conscious-First Paradigm 

While AI-first offers benefits, it also presents risks. Thought leaders like Yuval Noah Harari and Elon Musk have raised concerns about AI’s societal impact. At Axialent, we see these risks as symptoms of “unconscious leadership” in AI adoption—a challenge we address through a mindful approach. 

At Axialent, we believe true competitive edge comes from actively shaping a future where AI serves humanity and business ethically. We propose moving beyond “AI-first” towards “Conscious-first” AI adoption. Our approach empowers organizations to leverage AI for extraordinary sustainable success, aligning technological advancement with human values and long-term societal benefits.  

aligning technology with human values and long-term benefits. 

Conscious-First AI leadership enables organizations to: 

  • Maximize AI’s potential while upholding ethics 
  • Put people at the center of tech adoption 
  • Align AI with company values and goals 
  • Reduce risks of unchecked AI use 
  • Foster responsible innovation 

We partner with clients to make AI a force for good —driving both, profit and positive impact. 

Conscious Leadership in the AI Era 

Three core attitudes prevail in conscious-first AI leadership: 

  1. Adaptive Humility: Seeing AI as an extension of human capabilities, not a threat.  
  2. Holistic Responsibility: Taking full ownership of AI integration and its broader impacts. 
  3. Essential Stewardship: Using AI to uphold and enhance values and integrity. 

These principles guide leaders in fostering sustainable growth, trust-based relationships, and emotional mastery—ensuring AI is a tool for good, not just for profit. 

The Culture Challenge: From Leadership to Organizational Transformation 

Cultivating conscious AI leadership is essential, but the real challenge lies in scaling these principles across the organization. As Satya Nadella, Chairman and CEO of Microsoft, said: 

“At the end of the day, companies will have to take a process, simplify the process, automate the process, and apply these solutions. And so, that requires not just technology, but in fact, companies to do the hard work of culturally changing how they adopt technology.” 

For successful AI adoption, businesses need to foster a conscious culture where AI is embedded in daily practices and works as a catalyst for innovation and ethical progress. 

Axialent’s Approach to Sustainable Transformation 

We empower organizations to adopt a conscious-first AI mindset through: 

  1. Mindset Transformation: Shifting beliefs and values through leadership programs and executive coaching. 
  2. Behavioral Change: Developing ethical AI usage skills, improving decision-making processes, enhancing communication skills and cultivating continuous learning habits. 
  3. Tech-Enabled Embedment: Integrating AI-powered tools like ConsciousInsights AI into daily leadership practices to deliver in-the-moment, relevant insights for crafting individual development plans, addressing challenges effectively, and preparing for difficult conversations, among other leadership capabilities.   

This creates a self-reinforcing system of continuous improvement and innovation, making AI a key driver of sustainable transformation. 

Embracing the AI-Powered, Human-First Future 

AI integration is not just a tech shift— it’s a major shift in how businesses operate. Conscious AI leadership balances technological progress with human values. 

Tomorrow’s leading organizations will harness AI’s power while maintaining strong ethics. By embracing adaptive humility, holistic responsibility, and essential stewardship, leaders can build more efficient, innovative, and conscientious businesses. 

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Procrastination is a common struggle many people face, particularly in the context of modern, mentally demanding jobs. But what is the underlying cause, and how can individuals effectively address it?  

This term, defined as the act of delaying or postponing tasks, often manifests as a form of dread when faced with a task, leading to the creation of excuses to delay in favor of something seemingly more urgent. Contrary to popular belief, this behavior is not necessarily a fault of character or a lack of productivity. Instead, it can be understood as an issue of emotional regulation; which refers to the ability to manage and respond to one’s emotional experiences in a healthy and productive manner. When faced with tasks that evoke feelings of stress, anxiety, or overwhelm, individuals may struggle to manage these emotions effectively, resulting in procrastination as a coping mechanism.  

 Adam Grant, among others, has framed the Procrastination tendency as a problem of managing emotions rather than a deficiency in motivation or drive. This perspective is particularly relevant for knowledge workers who frequently encounter challenges in maintaining concentration and avoiding delays.  

 Procrastination and Stress  

 Like stress, postponing tasks can have both positive and negative aspects. A small amount of stress can be beneficial, providing focus and energy to tackle priorities. Similarly, delaying tasks can sometimes be strategic, allowing time to gather necessary information before making a decision. However, when this tendency extends beyond these limits, it becomes counterproductive.  

 Understanding the root causes of procrastination is crucial. These can include:  

  • Emotional Overload: When the emotional burden of a task is too high, it can lead to avoidance behaviors.  
  • Cognitive Overload: Complex organizational structures, such as matrix organizations with conflicting directives, can overwhelm individuals, leading to delays.  
  • Structural Issues: Sometimes, the practical set-up of tasks or the lack of clear guidance can contribute to delays. 

How Do Procrastination and Stress Impact Work Culture and Team Performance?  

The culture within an organization plays a significant role in addressing procrastination. A culture that prioritizes emotional regulation, stress management, and a player mindset fosters, in the long term, high-performing teams. This is crucial for leaders that wish to achieve their team’s full potential.  Such a culture encourages individuals to view tasks not as sources of stress but as opportunities for growth and learning. This shift is important for transforming procrastination from a habitual response into a manageable and even avoidable issue.  

 Practical Strategies to Combat Procrastination include:   

  • Physical Exercise: Engaging in regular aerobic exercise can boost energy levels and interest, making it easier to tackle tasks.  
  • Mindfulness and Meditation: These practices help improve focus and reduce emotional overload, providing a clearer mental state for approaching tasks.  
  • Reframing: A technique from behavioral therapy, reframing involves changing the perspective on a task. For instance, instead of aiming for perfection, individuals can focus on making progress and learning from the process. This shift can reduce the pressure and make it easier to start and continue tasks.  

 Perfectionism often contributes to procrastination, as individuals fear not achieving perfect results. By reframing tasks as opportunities to make progress rather than prove perfection, individuals can break free from unproductive thought patterns. This approach encourages a mindset of continuous improvement rather than one of stagnation due to fear of imperfection.  

To address these issues, it is essential for leaders to view the brain as a critical organizational asset. By understanding and prioritizing brain health, leaders can enhance productivity, innovation, and overall well-being within their teams. This leads to the crucial areas of focus for brain health:   

The Brain as an Asset  

As a leader of a team or company, focusing on brain health for your team can significantly enhance productivity, innovation, and overall well-being. When considering brain health as a priority, as we covered before, Physical Exercise, Reframing challenges and Stress Regulation are crucial for performance success.  

But before diving into these priorities, the most crucial step as a leader is to allocate your attention to what matters most. If brain health is the current priority, commit fully to this conversation and action plan. If an immediate business need takes precedence, focus on that, and revisit brain health when appropriate.   

 The ability to prioritize and allocate attention effectively is the foundation of strong leadership.  

Investing in brain health is not just an individual benefit; it is a strategic organizational asset. By prioritizing physical exercise, reframing challenges, and regulating stress, you can create a more resilient, innovative, and productive workforce.   

 Encourage your team to engage in regular physical exercise, adopt a growth mindset towards challenges, and practice stress management techniques. Your leadership in prioritizing brain health will pave the way for a thriving, high-performing organization.  

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Finding Meaning in Challenging Times

In our recent webinar, Leading with Purpose , Teryluz Andreu and Michelle Hollingshead addressed the challenges of finding significance in work, particularly during tough times. While motivational quotes like “Follow your passion” are easy to share, real life often requires enduring stress, change, and the need to provide for one’s family. Michelle offered her insights on how individuals can find significance in their work, even when they can’t immediately pursue their dream jobs.

She reflected on her own journey, highlighting the importance of understanding why one is willing to take risks in pursuit of meaningful work. Defining work as contributing to society and emphasized the need to focus on what is important and how one can contribute through their job. From her research, she identified four ways to find significance in work, which align well with the key stages of adult development:

  • Work as Just a Job: For many, especially young professionals, their job might not feel inherently meaningful. Leaders can coach their employees to connect their jobs to what is most important for them in their current life stage, such as providing for their families or accessing desired experiences. This approach encourages employees to recognize and utilize their gifts and strengths in their work.
  • Work as a Stepping Stone: This perspective is highly motivating for high achievers. Leaders can support their employees’ career progression by helping them see their current role as a critical step in their development. Connecting their work to skill acquisition and future aspirations can provide significant motivation.
  • Work as Purposeful: For those who have the privilege to align their work with a deeper purpose, it involves being drawn to something greater. This stage is about finding work that resonates deeply with one’s values and aspirations.
  • Work as Progress: Some individuals are driven by the desire to solve complex and challenging societal issues. Recognizing and supporting these employees’ orientation towards making significant progress can help them find deep significance in their work.

Michelle emphasized that leaders listen with curiosity and understand that not everyone will be motivated by the same factors at any given moment. By considering these different perspectives, individuals can find significance in their work regardless of their current circumstances.

Finding Significance in Any Job

During the conversation, the speakers explored how managers can help employees find significance and meaning in their work through thoughtful reflection and coaching. It was mentioned the importance of asking insightful questions and creating a supportive environment.

One key question highlighted by Michelle was “How is your work connected to what is most important to you now?” This question encourages employees to reflect on the current relevance of their work to their personal values and goals. It’s crucial for managers to see themselves as coaches and engage in regular, meaningful exchanges with their team members. Citing Gallup research, she noted that 15 to 30 minutes of meaningful interaction each week can have a significant impact on an employee’s engagement level.

To foster these meaningful conversations about meaning, managers should focus on:

  • Consistency: Regularly engaging in reflective conversations helps build a habit of focusing on what matters most. This ongoing dialogue is essential in a dynamic and ever-changing work environment.
  • Psychological Safety: Creating a trusting and safe environment is crucial for employees to openly share their thoughts and feelings. Managers must invest in building strong, quality relationships to encourage openness and exploration.
  • Attention to Change: Acknowledging that employees are often overwhelmed by constant change, managers should help them navigate these shifts by maintaining a steady focus on what is important now.

By asking reflective questions and fostering a supportive atmosphere, managers can help employees find significance in their work, even amidst challenges and changes.

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In the webinar Leading with Purpose, Teryluz Andreu and Michelle Hollingshead had a conversation about the multifaceted nature of meaning in life and work, as explained in Michelle´s book Meaning Indicator .  One of the key concepts of the book is a definition of meaning that is much broader than purpose. 

Michelle elaborated on the key dimensions of meaning, sharing insights from her research project, which included a comprehensive literature review of positive psychology and assessments conducted since the 1950s. She highlighted four key dimensions of meaning: comprehension, purpose, significance, and belonging.

  • Comprehension involves understanding one’s identity and the factors that have shaped it. This dimension parallels organizational identity, as organizations also need to continuously ask, “Who are we?” and “Who are we becoming?”
  • Purpose is about direction and goals, both individually and collectively. It’s crucial for individuals to connect their personal sense of purpose with the shared mission of their organization.
  • Significance, a concept Michelle found particularly intuitive and exciting, involves having a sense that we matter. Recent studies, and the impact of the pandemic, underscored the importance of understanding what truly matters in life and work.
  • Finally, belonging addresses the human need to be part of something greater while also seeking growth and expansion. This dimension involves balancing the tension between belonging and aspiring beyond current circumstances. Organizations need to create environments where individuals feel they are part of a larger purpose while also supporting their personal growth.

When individuals connect with these dimensions, it significantly impacts their motivation and the quality of their engagement in all areas of life.

Finding Deeper Meaning During Challenges​

In their discussion, Teryluz and Michelle delved into how leaders can help their teams find deeper meaning when facing external challenges. The importance of creating conditions that allow for the honest expression of feelings, which can lead to emotional mastery[Potential link a prox webinar] and curiosity include:

  • Acknowledging feelings: Leaders need to create a safe space for team members to express what is real and true for them. By addressing feelings openly, leaders can help their teams identify underlying needs and move through challenges more skillfully, avoiding unhealthy coping mechanisms.
  • Leaders’ self-development: Leaders must also focus on their own development. Effective leadership involves continuous personal growth and showing up authentically. Leaders need to invest in their development through community and connection, demonstrating emotional intelligence and resilience.
  • Ongoing conversations: There is no one-size-fits-all solution for finding meaning during tough times. Instead, it involves ongoing, quality conversations. Culture changes one conversation at a time and leaders should strive to be aware, clear, and present in their interactions, fostering an environment where deeper meaning can emerge.

By creating a supportive atmosphere for emotional expression, investing in their own growth, and maintaining continuous, meaningful conversations, leaders can help their teams find deeper meaning and build resilience during challenging times.

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In today’s fast paced environment, organizations often unknowingly compromise the cognitive potential and the well-being of their leadership and whole workforce due to inefficient setups. Here’s a look at how this happens and what leaders can do to address it: 

1. Adopting a Growth Mindset to Enhance Cognitive Engagement 

We must recognize that rapid change and uncertainty increase the likelihood of distractions, procrastination and chronic stress, especially in the case of virtual teams and interactions, the lack of human interaction can impact cognitive engagement and productivity. So, companies, teams and individuals who adopt a Growth Mindset, also related in the Brainhealth landscape to the “brain-as-an-asset” mindset, are more likely to take charge of their cognitive well-being and skillset, actively prioritizing tasks and better regulating distractions and stressors that can impair working memory, decision-making and overall productivity.   

2. Leadership Interventions  

Broad leadership Interventions are key in shaping cultures and practices that shape brain health in positive ways. For example, one effective strategy is to structure virtual meetings differently and ensure that they do not exceed 20-25 minutes. Clear agendas and frequent 5-minute breaks between meetings allow participants to recharge and stay focused.   

Besides these examples, leaders should also promote a shift towards conscious meeting participation, limiting them to essential participants and minimizing distractions during meetings by asking to turn off alarms and notifications on devices. 

3. Working Memory 

Let’s talk about Working Memory and how to protect it and deploy it well.  Working memory is the ability to hold multiple units of information simultaneously. These “units of information” can be thought of as pieces of data that the brain actively processes and can integrate “online” at any given time. For instance, remembering specific instructions, keeping track of deadlines, integrating relevant facts and feedback. Working memory is a crucial and limited cognitive resource essential for tackling any cognitive challenge. Organizations can help preserve this valuable resource by minimizing noise, distractions, and “detail overload.” By doing so, employees can focus on real priorities, conceive solutions, and execute them creatively and flexibly. 

 The average person can manage and integrate five to seven units of information at a time. However, distractions such as stress, concerns, and random thoughts can consume these units, reducing the capacity available for productive tasks. Imagine a person whose units of information are all occupied with stressors like an upcoming conversation with a boss or political events highlighted in the media. This preoccupation significantly diminishes their capacity to learn and solve tasks at hand, resulting in decreased performance and productivity, and even more stress and concerns. What could be a virtuous circle becomes a vicious one. 

 To protect working memory, it is important to avoid distractions by being aware of stressors and actively working to mitigate their impact during important tasks. Additionally, utilizing external systems such as calendars and notebooks can help free up working memory, allowing for more efficient information processing. 

4. Protecting and Optimizing Working Memory 

Stress and working memory are closely linked, and their interaction profoundly impacts decision-making, productivity, and resilience – for good or for bad. Some levels of stress, properly regulated, can be a positive factor, elevating alertness and motivation. Too much of it, once the person is not able to regulate it, harms wellbeing and performance. When dealing with rapidly changing, uncertain environments such as what we experience today in the nascent AI era it is important to master stress regulation with techniques such as:  

  •  Breathing, Visualizing, Reframing, Biofeedback: Implementing stress-regulation techniques to preserve working memory for essential tasks as the “mental athletes” we need to be. 
  • Efficient Memory Use: Encourage the use of external memory aids to protect cognitive resources.  
  • Reduce noise: To minimize chances of misallocating limited working memory to unproductive or even counterproductive endeavors. 

5. Mindfulness 

Incorporating mindfulness practices such as meditation can help build focus and reduce distractibility. A more radical approach could be to erase all recurring meetings from calendars, encouraging employees to mindfully prioritize necessary meetings.  

Alongside mindfulness, there is another core approach to Empower Minds and Optimize Cultures: Physical Exercise. We´ll dive deeper into these in our next article “Procrastination, Emotional Regulation & Reframing”.  

 Understanding and optimizing the use of working memory and brain health overall can lead to better decision-making and enhanced well-being and productivity. Organizations that prioritize these strategies can create a more resilient and effective workforce, and of course the opposite goes for those who don’t. 

 To harness and grow the potential of our teams, let’s prioritize brain health in our organizational strategy. Let’s restructure meetings, especially virtual ones, incorporate mindfulness practices, and educate our teams on the importance of managing working memory. These steps can not only enhance productivity in the short term but also foster a healthier and more engaged workforce in the longer term.  

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In the world of care—be it in schools, hospitals, or nursing homes —real success goes beyond the basic duties we perform. It’s also about the well-being of the caregivers themselves. For you, leading such a distinguished institution, it’s crystal clear: You’re here to nurture a culture of dedication, excellence, and positivity among your staff. But let’s face it, the past few years have tossed us into uncharted waters. The post-pandemic era has left many feeling burned out, less driven, and disconnected.

The core of your institution beats with the passion and dedication of your team, who came aboard inspired by the noble goal of serving others, not just hitting business targets.

In our recent webinar, “Beyond Burnout: The Blueprint for Transformative Culture”, we explored how to kickstart change, enrich your culture, and boost the morale of your team, even when times are tough.

Here at Axialent, we stand by the conscious business approach. This model intersects caregiving with the deep levels of human connection and kindness. In a conscious business, the goal isn’t just about making money—it’s also about the well-being of everyone involved. This includes your employees, the people you serve, and the larger community. Caregivers, mostly driven by values of empathy and kindness, are dedicated to caring for others yet often feel neglected. Conscious Business practices teach caregivers to know themselves better and be resilient, which helps them deal with their complex roles in a sustainable way. By bringing these principles into their work, caregivers can create an environment that focuses on the complete well-being of those they look after, although not at the expense of their own.

“Easier said than done,” you might say. How do we strike the balance between the business side of things and taking care of our caregivers’ well-being? With the constant push to do more with less, we run the risk of thinking that doing ‘more’ is the same as doing ‘better.’ This dilemma points to an urgent need for solutions that get to the heart of burnout and lack of drive while also rekindling the inner fire and commitment within your team.

Our approach is tailored; we get that caregivers face unique challenges. We know that their well-being can’t be the object of quick fixes. It needs a whole-person approach that is rooted in a culture of empathy, support, and self-care within the organization. By truly embracing the idea of caring for caregivers, institutions can create an environment where staff feel valued, respected, and in control. This fosters a stronger sense of belonging and purpose among caregivers, reigniting their spirits and dedication.

Investing in the well-being of caregivers isn’t just good for them—it’s smart for the institution too. By looking after the mental, emotional, and physical health of caregivers, organizations build a foundation for lasting success. This isn’t merely about lessening burnout or upping productivity; it’s about cultivating a culture where caregivers don’t just get by—they thrive. This empowers the institution to live out its mission with true integrity.

In conclusion, taking care of our caregivers is essential, now more than ever. It’s not just about the numbers; it’s about creating a supportive community where everyone can do their best work. So let’s roll up our sleeves and get to it. Let’s build a culture that looks after those who look after us all.

Because when our caregivers succeed, so do we.

In a rapidly evolving business environment, characterized by constant changes and growth challenges, corporate culture emerges as a crucial pillar for the survival and prosperity of organizations. This global phenomenon not only affects large corporations but also startups and medium-sized enterprises. This article explores the nature of corporate culture, its economic impact, and its influence on business performance, offering a comprehensive perspective on its role in the modern era.

Corporate culture transcends a set of written values; it represents the soul of the company. It is the complex fabric of beliefs, behaviors, symbols, and systems that dictate how employees interact and make decisions. It is essential for navigating a disruptive business world, where only 23% of executives acknowledge that they can effectively manage cultural changes to align them with the business. Symbols in the form of rituals and myths, observable behaviors, and underlying systems define the unique character of each organization. This intangible yet powerful component is what drives companies to overcome obstacles and achieve their strategic goals.

To illustrate the economic impact of corporate culture with concrete data, we can consider, according to a survey by the Korn Ferry Institute, that between 30% and 50% of an organization’s market value can be directly attributed to its culture. This shows us that culture is not only a key strategic differentiator but also a considerable and compelling economic asset.

Furthermore, a recent study has revealed the power of a single cultural attribute, such as recognition, in the economic performance of a company. If the number of employees perceiving recognition as an essential attribute of their work environment were doubled:

  • a 9% improvement in productivity,
  • a 22% decrease in safety incidents,
  • and a 22% reduction in absenteeism would be observed.

This translates to $92 million in productivity gains and millions more in savings due to decreased incidents and unscheduled absences.

Other studies also emphasize that companies prioritizing culture and investment in their employees can grow sales and margins up to twice as much as those that do not.

The economic influence of a strong corporate culture is undeniable. Another comprehensive study has shown that companies with strong cultures aligned with their strategy have significantly better financial performance.

A longitudinal analysis of 25 companies over 11 years revealed that organizations with adaptive and aligned cultures experienced a 682% increase in revenue, compared to a 166% increase in companies without such alignment. Additionally, in the realm of mergers and acquisitions, an aligned culture is a critical factor for success, with executives willing to abandon deals if the culture is incompatible or reduce the purchase value by up to 30%.

These data underscore the power of culture as a driver of growth and sustainability. Likewise, a strong culture positively impacts employee retention and satisfaction, customer loyalty, and the innovative capacity of the company, creating an ecosystem where all aspects of the business nurture and strengthen each other.

  • A well-defined and executed corporate culture becomes a key strategic differentiator. In the current competitive landscape, where the pace of change is staggering, a culture that supports and embraces this change is vital. This is a key aspect that companies should not overlook if they seek not only to survive but also to thrive in the modern business landscape.
  • Effective culture management can and should be a strategic initiative to generate more economic value and ensure a prosperous future.
  • Companies that prioritize a culture of innovation and adaptability tend to outperform their competitors in terms of agility and ability to respond to market changes.

Additionally, culture directly affects operational efficiency, decision-making, and strategy implementation. A culture that supports and embraces change is vital. Culture thus becomes the central axis for strategy execution, the development of new products, and expansion into new markets.

It is more than a strategic component; it is the heart that drives success in a competitive and disruptive world. With economic importance clearly established and tangible impacts on business performance, it becomes evident that deliberate actions to foster a strong culture are essential.

The remaining questions are: Is your organization prepared to transform its culture and move towards a prosperous future? And in addition to this, it is worth questioning how much economic value we are leaving on the table by not strengthening the culture to achieve unbeatable results.

In summary: The best business we can invest in is our corporate culture consciously.

Behavioral risk management is an emerging field that aims to understand the underlying human and cultural factors that can lead organizations into both success and failure. By digging deeper than surface-level controls and metrics, behavioral risk assessments provide valuable insights for leadership teams looking to transform their culture and bolster integrity.

Mirea Raaijmakers, a pioneering expert in the subject, has over a decade of experience applying behavioral science to regulatory oversight and internal bank programs. In our recent webinar, Mirea delved into the core principles and promising potential of this approach.

The Bright and the Dark side of companies

There are two sides, the dark side and there’s also the positive side of organizational culture, which is a very good place to be. It’s where risks are taken in a very balanced way, and we’re efficient and in control, and we know there’s trust and integrity. But there’s also this other side of culture, which is also part of our focus.

I would say it’s behavioral risk management, that’s the darker side. It’s where, inconsistencies are inefficiencies, distrust, that’s where the sharks are. And I think the question is not so much, do organizations have a dark side? I think every organization has a dark side, every organization also has bright sides. And honest management and leadership is about understanding both sides, understanding what’s going on and doing something about it when necessary, and then being able to dive deep below that waterline and also swim out to where the sharks are is absolutely part of the leadership that you know today in this rapidly changing world.

The Desire State

How does behavioral risk management connect with safety in industrial enterprises?

There’s absolutely a connection there, so if we think about safety, if we’re talking about a safety culture or a risk culture, we’re talking about this as a desired state, at that moment we’re talking about the desired behaviors we want to see and that are essential and crucial for our organization because, in the work we do, we need to ensure our people and employees are safe, we have to ensure that the products we’re producing are also safe for our customers, in banking it’s important to have a strong risk culture, which means you’re aware of the risks.

You’re identifying your risks, you’re escalating them when necessary, but all of this has to do with the desired state, the desired behavior we want to see and behavioral risk management can be very helpful in developing you toward that desired state because it gives you an insight into what’s preventing me from reaching that state, what’s preventing me from reaching that safe culture that I need.

Culture of Avoidance

Many organizations may inadvertently foster a culture of avoidance when it comes to risks. It’s like wanting to do the right thing, but unintentionally causing avoidance, which isn’t good for business. What are some signs? I think when we talk about avoiding this, and I believe in such a turbulent world, avoiding risks or staying in the safe zone is a behavior we see quite often.

Bringing it back to Darwin, you know how people respond to stress and threat in their lives—either fighting, fleeing, or freezing. I think you know how avoiding and evading risks in this turbulent world is putting things backwards; avoidance is a coping mechanism. A coping strategy for many organizations or individuals in organizations who feel overwhelmed, out of control, psychologically threatened, and choose to simply do as little as possible and stay away from risk. I believe this is very undesirable because for organizations, we think about, small business entrepreneurs, but also corporations, taking risks is part of organizational life and being part of staying viable. And I think here again, it’s true, instead of avoiding challenges in life, you know it’s better to face them and organize yourself around them, make sure you understand them as much as possible, organize support, and face them head-on rather than avoiding them because you know you’re on the road to nowhere.

Is an Honest Mistake acceptable? 

What is your opinion on an honest mistake that could lead to a major regulatory issue or loss of lives?

People aren’t perfect, we’re not perfect, and we make mistakes, I think many things going wrong have to do with human errors and there are absolutely examples of ill intent of crossing the line, I think you have to be very clear that there’s something that’s not at all acceptable.

I think many organizations fall into the trap of not being clear about accepting unacceptable behavior, but if it boils down to human errors you have to do it. I think the obligation is to find out what really happened and then with a lot of individual behavior that you see, there’s also a connection to the culture of an organization, so the social system of the organization you know sets a social norm that people must adhere to and there’s, social reward and social rejection. If it’s unacceptable behavior, then be very clear about it, but I think most behavior is like that. It’s a much more complex story, which I think for organizations is key to uncover because they have to carry on with their organization, they have to move forward, they have to keep the organization alive.

In conclusion, behavioral risk management emerges as a transformative approach, shedding light on the intricate interplay of human behavior and organizational dynamics.

By embracing this paradigm, organizations can navigate uncertainties and foster cultures conducive to long-term success and sustainability.

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Talking about the struggles and pains of leading a major restructuring is unfashionable in senior management circles. Executives call those restructuring projects “challenges” or “opportunities to transform”. Managers are supposed to be strong actors, make the impossible happen and stay energized and engaged throughout the process.

Yet, many leaders who moved up the ranks in times of growth are not fully prepared for restructuring and downsizing. Nor are they comfortable with the ambiguity and unpredictability of our increasingly complex world.

Moreover, the pressure on the role of executives is increasing. As in other parts of society, managers can no longer rely on their formal role as a source of authority. When a child was complaining about a teacher 20 years ago, the usual response of parents was “behave and try to get along with the teacher”. Today parents share the complaint with other parents online. The role of the teacher, or doctor, or manager evokes less and less trust. Combined with constant business change, this leads to an obvious but often unsaid truth:

Being a leader increasingly means to deal with major crisis situations whilst under pressure in your own role. Many executives therefore see less and less meaning in what they do, moreover as today’s tightly controlled corporate structures limit their own room for action. This can turn into a downward spiral for leaders, reducing their effectiveness, their identification with the role, their engagement and ultimately their mental and physical health.

A lot of tools have been recommended for leaders to master any type of crisis. We assume that our readers are already sufficiently equipped with the usual management instruments. Instead, we invite a short reflection on a very ancient story which can help us gain a complementary perspective.

The sea was calm when Ulysses and his sailors approached the island of the Sirens. All men had plugged their ears with wax to avoid hearing the deadly song of the Sirens. Only Ulysses dared to confront the danger and kept his ears open. However, he made sure that he would not be swallowed by the song of the Sirens by asking his men to bind him to the mast and not let him loose under any circumstance.

When we hear heroic stories, like the one of Ulysses, or watch more recent heroes going through life threatening challenges in movies, we experience in some short moments the angst of confrontation with the unknown and the dangerous. In those moments, together with our hero, we neither run away, nor are we swallowed and destroyed by the experience. We stay confronted by the danger, and we are relieved when the hero comes out of the experience. He is not only safe now, but he is stronger and surer of himself and of what he stands for.

Leading through downsizing, restructuring and other forms of major organizational crisis, there could be moments where leaders admit that they are not strong and all-knowing. They could become aware of their limitations and ask for help instead, as Ulysses did when asking his team to secure him.
They could, at the same time, avoid closing their ears and looking away from the threats and issues. They could avoid isolating themselves from their teams when times get rough, as many executives tend to do. They could instead stay connected to their people and the organization, while keeping their ears open and keeping their own voice.

During times of restructuring and crisis there could be moments where leaders become more aware about their role and about themselves and make sense of what they do and who they are. The crisis is a great moment in time to get in touch with, and express, one’s own true beliefs.

It is possible to go through a crisis and stay true to who you are and express it authentically and skillfully.

If leadership is executed like that, chances are that leaders and their teams will weather the storm. More than that, they are more likely to benefit from it and grow as professionals as well as personally. Ultimately, in leading through the crisis in that way, they will have the privilege to leave a meaningful legacy. This legacy is not only the targets they met, but also the maturity they have gained as human beings and the stronger and healthier organization they have built. We encourage leaders to look for the support they need to deal with restructuring and other major crisis in a meaningful way. Leaders face great challenges today; however, the opportunities are equally as great.

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In our journey through the art of facilitating challenging meetings, we’ve explored the magic of creating the right environment and the importance of establishing connection and rules. Now, let’s delve into the heart of the matter: the facilitation dynamics that transform these meetings from ordinary to extraordinary.

Facilitation dynamics aren’t just about managing a discussion; they are the soul of the meeting. It starts with a clear definition of the issue, which should ideally be done as pre-work. This groundwork ensures that everyone comes to the table prepared, saving precious time for decision-making rather than information sharing.

Preparation Is Key:
The agenda of the meeting is like a symphony, where every element must harmonize with the next. It’s about combining connection, context, and content in a way that resonates with everyone involved. This requires a thorough understanding of instructional design methodologies and often, a collaborative Design Thinking approach.

Engaging Techniques:
In my toolbox, I have several techniques to ensure active participation and to push people gently out of their comfort zones while maintaining psychological safety.

These are the ones I use the most:

  1. 1-2-4-all: This technique starts with individual reflection, allowing each member to gather their thoughts independently. It progresses to pairs, where ideas are exchanged and developed, then to groups of four for further consolidation, and finally to the full group for a comprehensive debrief. This gradual build-up ensures a diversity of perspectives, and encourages quieter members to contribute.
  2. World Café: Ideal for larger groups, the World Café fosters collaborative dialogue and knowledge sharing. Participants move between groups, discussing various topics, then bring insights back to their original table. It’s like creating a web of shared understanding, enriching the collective intelligence.
  3. Pre-Mortem Exercises: In contrast to a post-mortem, a pre-mortem involves anticipating what could go wrong before it happens. Teams imagine a future where the project has failed and work backward to identify potential pitfalls and preventive measures. It’s a powerful way to avert problems before they occur.
  4. Role-Playing: This method brings scenarios to life, allowing participants to explore real-life situations in a controlled environment. It can unveil hidden dynamics, promote empathy, and offer insights into how different approaches may play out in reality. It fosters vulnerability based trust. It is also often done with fun.

 

The Importance of Time Boxing:
One crucial aspect I’ve learned over the years is the value of time boxing. Limiting the time spent on each discussion point ensures that we stay focused on what’s essential. It’s about quality, not quantity.

Post-Meeting Actions:
A successful meeting is only as good as its follow-up. It’s vital to consolidate the outcomes into actionable decisions and commitments. Each participant should leave with a clear understanding of their responsibilities and the next steps. This is where the transformation begins to take root.

Social Dynamics:
An often-overlooked aspect of facilitation is the social dynamic. Incorporating physical exercises related to the content or simply allowing for long breaks can significantly enhance creativity and foster deeper connections among team members.

Conclusion:
As we close this series on facilitating challenging meetings, it’s clear that the true “magic” of facilitation lies in authenticity, empathy, and a genuine love for people. From creating a safe space to navigating the complexities of group dynamics, every aspect of facilitation is about guiding teams to uncover their best solutions and paths forward. Whether it’s through mastering the art of connection, establishing ground rules, or engaging in dynamic facilitation techniques, the goal remains the same: to transform each meeting into a stepping stone towards greater understanding, collaboration, and success.

Thank you for joining me on this journey; may your meetings be ever fruitful and your paths forward clear.