Famed management consultant Peter Drucker, PhD, once described leadership as being about followership. This may sound redundant, but from our perspective, there’s much more to it. At Hogan, we’ve been studying leadership for decades. In fact, we’re an international authority in the subject—specifically in the relationship between leadership, personality, and job performance. But we realize that, if you’re not an expert, the topic can seem incredibly complex.

Let us explain.

Organizations need to consider inclusion and belonging in their employee well-being initiatives. Diversity and equity are important, but inclusion and belonging give diversity and equity meaning. Belonging, especially, is a vital yet intangible outcome of excellent inclusion practices. A well-being initiative that incorporates inclusion and belonging prioritizes the unique perspectives that a diverse workforce offers.

The inclusion arm of diversity, equity, inclusion, and belonging (DEIB) strategies is often hard to measure. Diversity is a numerical fact about employees’ uniqueness. Equity is a body of strategic policy and procedure to benefit and protect employees. Inclusion necessitates leader and employee action to influence organizational culture. Even more abstract than inclusion, belonging is how individuals feel about the culture.

Let’s explore the difference between inclusion and belonging and how to emphasize inclusion and belonging in well-being initiatives.

Exhausted? Feeling cynical or negative? Checking out? It’s not just you—especially if you’re an HR professional. As much as burnout today is a global experience, even recognized by the World Health Organization, it has taken an especially serious toll on the very people who are deeply concerned with occupational well-being: human resources professionals.¹ So, what’s led to the widespread HR burnout?

The COVID-19 pandemic caused unprecedented changes to the way we work. The toll of remote and hybrid work, the Great Resignation, quiet quitting, layoffs, talent shortage, increased concern for employee wellness, and the global recession have seemed to fall squarely on the shoulders of the HR department. Unsurprisingly, 86% of HR leaders experienced increased stress in 2021, 53% are burned out, and 48% are looking for a new job.² Too much change too quickly with too few resources and security may lie at the root of why 44% of HR leaders say their stress has increased “dramatically” in the past year.

HR burnout impacts companywide well-being. The job duties of HR leaders encompass everything to do with people, including hiring, onboarding, safety, learning and development, firing, and the execution of other operational procedures.³ When HR professionals spend their time trying to boost companywide well-being, they sometimes pay with their own. Reduced professional efficacy in this sphere has a trickle-down effect to other employees, similar to how caregiver burnout affects dependents.

Read on to learn why the personality characteristics that make HR professionals excellent at their work also dispose them to burnout—and how organizations can help protect them.

Business leadership can be just as challenging as elite athletics. In both, strategic performance relies on mindset and personality characteristics.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, chief science officer, and Blake Loepp, PR manager, spoke with Barry Roche, founder and CEO at RSG Consulting, about the role that personality plays in strategic performance.

Barry’s service in the British Royal Marine Commandos taught him the value of adaptability, physical and mental resilience, and a sense of humor. It also gave him his interest in psychology. With more than two decades of experience building organizations across industries, Barry has seen how important human performance is to business success. “The big problems in businesses always come with people attached,” he said.

Cum pot organizațiile să-și pregătească angajații pentru un viitor profesional care este volatil, nesigur, complex și ambiguu? Răspunsul este recalificarea.

Felul în care lucrăm s-a schimbat mult in ultimii ani, iar aceasta transformare probabil că va continua. Un mediu caracterizat de schimbări constante poate fi descris cu acronimul VNCA: volatilitate, nesiguranță, complexitate și ambiguitate În circumstanțe VNCA, poate fi dificil să se estimeze următorul trimestru, ca să nu mai vorbim de următorul an sau deceniu. Pregătirea pentru un viitor imprevizibil este o provocare formidabilă pentru organizații, dar recalificarea este o parte integrantă a succesului.

Printre numeroșii factori determinanți ai recalificării, doi ies în evidență. Automatizarea activităților și efectele pandemiei asupra economiei au dus la schimbări profesionale semnificative în întreaga lume. Până la jumătate din angajații din toate domeniile vor trebui să se recalifice până în 2025.

Citiți mai departe pentru a afla ce înseamnă recalificarea și cum poate contribui Hogan.

Tania, liderul echipei, descrie un nou proces pe care trebuie să-l implementeze echipa. Fatima observă o posibilă îmbunătățire a eficienței, dar nu spune nimic. Nigel simte că nu i s-a arătat respectul cuvenit prin faptul că Tania nu l-a consultat cu privire la domeniul său de expertiză. Sam se întreabă cum va afecta acest proces celelalte echipe, dar manifestă entuziasm pentru planul Taniei. Denise crede că termenul-limită est prea strâns și întreabă dacă poate fi prelungit. Tania spune că termenul-limită este o prioritate. Ce lipsește din această echipă? Siguranța psihologică.

Procesul Taniei ar fi mult mai bun dacă Fatima și-ar împărtăși ideile, dacă Nigel și-ar aduce contribuția de conținut, dacă Sam ar adresa întrebarea despre efectul schimbării asupra celorlalți și dacă Denise ar oferi critici constructive despre implementare. Ce poate face Tania pentru a dezvolta un mediu de siguranță psihologică a echipei?

Citiți mai departe pentru a afla ce este siguranța psihologică și de ce contează atât de mult în echipe.

Tania, the team lead, lays out a new process for the team to follow. Fatima sees an efficiency improvement but doesn’t say anything. Nigel feels disrespected that Tania didn’t consult him about his field of expertise. Sam wonders how the process will affect other teams but shows enthusiasm for Tania’s plan. Denise thinks the timeline is far too tight and asks how hard the deadline is. Tania says the deadline is a priority. What’s missing from this team? Psychological safety.

In 2018, Southwest Airlines Flight 1380 experienced engine failure. Debris from the engine struck the wing and a window, causing rapid decompression in the cabin and one passenger fatality. The flight’s captain, Tammie Jo Shults, who was one of the first women to become a fighter pilot in the U.S. Navy, calmly worked with air traffic control to land the plane successfully. Organizations always have crises, but they don’t always have leaders as skilled, self-possessed, and decisive as Captain Shults. What does it take to lead effectively through an organizational crisis?

First, we’ll explore what leadership means. Next, we’ll review characteristics of leaders who succeed through crises. Finally, we’ll touch on what organizations can do to develop crisis-resilient leaders.

There’s never a dull moment as we consider the future of work. A major driver behind the Great Resignation is an increase in job openings, as strange as that may seem. And the phenomenon recently called quiet quitting has been around a lot longer than TikTok itself.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, chief science officer, and Blake Loepp, PR manager, chatted about two hot topics affecting organizations and the global workforce: the Great Resignation and quiet quitting.

Superstar workers aren’t always as good as they seem. When other high performers must compete with superstars, they can become demotivated. This is known as the superstar effect, and it can have a significant impact on teams and organizations.

Recently on The Science of Personality, cohosts Ryne Sherman, PhD, chief science officer, and Blake Loepp, PR manager, explored the superstar effect and how it relates to teams and organizations.

Let’s dive into what to do about the problem of superstars.