Table of Contents

• The Role of Lunch and Learn Programs in Shifting Organisational Culture
• Case Study 1: How America’s Test Kitchen Shifted Its Culture Toward Inclusion
• Case Study 2: Lagardere AWPL’s Communication Shift Through Personal Presentation
• How to Shift Organisational Culture: Overcoming Resistance and Ensuring Engagement
• Insights from Caribbean Perspectives: Shifting Cultural Norms
• Leadership Strategies for Shifting Organisational Culture Through Learning
• The Impact of Lunch and Learn Programs on Organisational Culture
• Call to Action: Take the First Step Towards Shifting Organisational Culture

The Role of Lunch and Learn Programs in Shifting Organisational Culture

Lunch and Learn programs are informal training sessions that take place during lunch breaks, allowing employees to learn something new in a relaxed setting. These programs can be an excellent way to address gaps in skills, foster communication across departments, and encourage employees to embrace new ways of working. By offering brief but impactful learning opportunities during the workday, companies can shift organisational culture towards continuous development and open communication. These programs are particularly valuable because they can be customized to meet the needs of the organization and its employees, making learning relevant and engaging.

Case Study 1: How America’s Test Kitchen Shifted Its Culture Toward Inclusion

One company that successfully shifted its organisational culture with Lunch and Learn sessions is America’s Test Kitchen (ATK). Through a partnership with The Rise Journey, ATK offered over 150 Lunch and Learn sessions focused on diversity, equity, and inclusion (DEI). These sessions addressed topics such as Bystander Intervention and cultural competency, helping employees engage in meaningful discussions and shift their mindset toward more inclusive behaviour.

By focusing on DEI through these interactive sessions, ATK not only shifted its workplace culture but also provided employees with tools to create a more inclusive environment. Feedback from participants indicated a substantial cultural shift, with 97% of attendees reporting that they found value in the program. Furthermore, 93% of employees expressed interest in continuing this type of training. This demonstrates that Lunch and Learn programs, when thoughtfully designed and executed, can significantly shift organisational culture toward inclusivity and understanding.

Case Study 2: Lagardere AWPL’s Communication Shift Through Personal Presentation

Another example of shifting organisational culture through Lunch and Learn programs comes from Lagardere AWPL, the largest travel retail operator in the Pacific region. Recognizing the need to improve personal presentation and communication skills within their team, Lagardere AWPL collaborated with New Reflections to design a Lunch and Learn workshop titled “Personal Presentation & First Impressions in the Workplace.”

The goal of this program was to address how personal presentation and communication impact workplace relationships. The feedback was overwhelmingly positive, with 100% of participants recommending both the session and the facilitator. This success illustrates how Lunch and Learn programs can shift organisational culture by focusing on areas like professional development and interdepartmental collaboration.

How to Shift Organisational Culture: Overcoming Resistance and Ensuring Engagement

While Lunch and Learn programs offer tremendous potential to shift organisational culture, some challenges can arise. Employees may resist attending these sessions, especially if they feel their lunch break is an essential part of their day to relax and recharge. To shift organisational culture effectively, it’s crucial to overcome these barriers and encourage employee engagement.

Here are several strategies to ensure the success of Lunch and Learn programs:

1. Communicate Value Clearly: Employees are more likely to engage with Lunch and Learn sessions when they clearly understand the benefits. Emphasize the value of developing new skills and how this contributes to both their personal growth and the success of the company. Make sure that they see these programs as opportunities for career advancement, not just another meeting.
2. Incorporate Flexibility: Recognize that not all employees can attend during their lunch breaks. Offering these sessions at various times or providing recorded versions ensures that employees can participate at a time that suits them, making the program more inclusive and accessible.
3. Solicit Feedback: To maintain employee buy-in and ensure the content is relevant, actively seek feedback from employees about their interests and learning needs. Engaging employees in the planning process will make them feel more invested in the program, increasing participation and ensuring that the program aligns with their expectations.

Insights from Caribbean Perspectives: Shifting Cultural Norms

In many cultures, including the Caribbean, there is a strong inclination to preserve lunchtime as personal time. A recent LinkedIn poll asking, “Do you think short training sessions during lunch can improve team performance?” revealed that nearly half of respondents (48%) felt that lunchtime should remain a break. However, a significant portion (32%) agreed that Lunch and Learn sessions could improve team performance if done right.

These results suggest that shifting organisational culture in the Caribbean might require a more nuanced approach. Leaders in these regions can help employees see the benefits of Lunch and Learn programs by:

• Highlighting Mutual Benefits: Demonstrating how the sessions contribute to both individual growth and the success of the organization can make employees more open to these learning opportunities.
• Respecting Personal Time: Ensure that participation is voluntary and consider offering incentives, such as a free lunch or extra time off, to encourage participation without feeling like it’s an imposition on personal time.
• Customizing Content: Tailor the content of Lunch and Learn sessions to address challenges that are specific to the Caribbean work environment. For example, leadership skills, cross-cultural communication, and time management could be topics that resonate well with employees in this region.

Leadership Strategies for Shifting Organisational Culture Through Learning

Shifting organisational culture isn’t just about offering training; it’s about how leaders approach and implement these initiatives. To ensure that Lunch and Learn programs successfully contribute to shifting the culture of an organization, leaders should consider the following:

1. Lead by Example: Leaders should actively participate in Lunch and Learn programs and encourage others to do the same. When employees see leaders valuing continuous learning, they are more likely to follow suit.
2. Create a Safe and Open Environment: For Lunch and Learn sessions to truly shift organisational culture, employees must feel comfortable sharing their ideas and experiences. Leaders should encourage an open dialogue where employees can engage without fear of judgment or repercussions.
3. Promote Collaboration: Encourage employees from different departments to attend Lunch and Learn sessions together. This promotes cross-functional communication and collaboration, which is key to shifting organisational culture towards a more integrated and cohesive workplace.

The Impact of Lunch and Learn Programs on Organisational Culture

Lunch and Learn programs have proven to be a highly effective tool for shifting organisational culture. By offering employees the opportunity to engage in focused, relevant learning during the workday, organizations can cultivate a culture of continuous development, improve communication, and encourage collaboration across departments. These programs can address key areas such as leadership development, diversity and inclusion, stress management, and communication skills, making them versatile and impactful.

As you reflect on the current challenges within your organization, ask yourself whether Lunch and Learn programs could serve as a platform for addressing these issues. Whether you’re looking to improve communication, promote team collaboration, or foster inclusivity, Lunch and Learn sessions offer a practical and accessible way to shift organisational culture in a positive direction.

Call to Action: Take the First Step Towards Shifting Organisational Culture

Shifting organisational culture takes time, but with the right strategies in place, Lunch and Learn programs can accelerate the process. Start by identifying key areas for improvement within your organization, and design Lunch and Learn sessions that will address those challenges. Engage your team in the planning process to ensure the content is relevant and valuable, and encourage participation by highlighting the personal and professional benefits.

By investing in your employees’ growth and creating a culture of continuous learning, you can drive your organization toward greater success and create a work environment that supports collaboration, inclusion, and development. Start today and take the first step toward shifting your organizational culture with the power of Lunch and Learn programs.

Enjoyed this article? Share your thoughts in the comments.

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What if there was a way to integrate impactful learning into the workday, overcoming these hurdles? Lunch-and-learn programs offer a powerful solution to deliver continuous learning without disrupting productivity.

Lunch-and-Learn Programs: A Game-Changer for Continuous Learning

Lunch-and-learns are short, engaging training sessions conducted during the lunch hour, making them an accessible and cost-effective method to foster professional growth. By embedding learning into the workday, these programs address common challenges while empowering employees with actionable insights.

Why Lunch-and-Learn Programs Work:

1. Seamless Integration: One of the standout features of lunch-and-learn programs is their ability to fit seamlessly into the workday. Employees can participate in valuable training and development sessions during their lunch break, allowing them to gain new knowledge and skills without the disruption of extended absences from their regular tasks. This flexibility minimizes overwhelm and keeps productivity flowing, ensuring that employees can return to their work refreshed and enriched.
2. Cost-Effective Solutions: Compared to traditional workshops or seminars that often require significant financial investment—think rent for venues, catering, and travel costs—lunch-and-learn sessions are incredibly budget-friendly. These gatherings can be organized within the workplace, utilizing existing conference rooms or even casual dining areas. The minimal setup required means that organizations can allocate resources more efficiently, directing budget savings toward other important initiatives.
3. Practical, Immediate Impact: The focus of lunch-and-learn sessions on actionable strategies makes them particularly effective. By catering to the current needs and interests of employees, these programs provide insights and techniques that can be implemented immediately. This not only enhances productivity but also fosters a collaborative atmosphere. Employees leave sessions with practical takeaways that encourage them to put new skills into practice right away, leading to noticeable improvements in both individual and team performance.

A participant from a recent session titled Mastering Workplace Communication shared her thoughts on the impact of the training: “I have printed and plan to put the CLEAR Communication Framework in a visible location in my workspace. I plan to use it not only in my work communications but on a personal level as well.” This statement reflects the nature of lunch-and-learns as transformative learning experiences. 

The Impact of Continuous Learning on Your Organization

Continuous learning initiatives provide substantial benefits that can transform your organization. By equipping employees with practical, relevant tools for their daily tasks, these programs empower them to enhance their effectiveness and drive success within their teams. Insights from past participants emphasize the transformative role of lunch-and-learn sessions in fostering a culture of ongoing improvement. When team members feel empowered, the entire organizational dynamic flourishes, resulting in higher morale and greater success across projects.

Organizations that prioritize continuous learning create an environment where employees are empowered, valued, and well-prepared to tackle challenges. Here are several key benefits of implementing lunch-and-learn programs:

– Enhanced Productivity: Employees gain strategies to work more efficiently, boosting both individual and team performance.

– Strengthened Collaboration: Focused sessions on communication, teamwork, and leadership cultivate stronger, more cohesive teams.

– Increased Engagement and Retention: Investment in professional growth leads to higher commitment and engagement among employees.

By prioritizing continuous learning, companies not only gain a competitive edge but also foster a culture of innovation and resilience within their teams.

Avoiding Common Pitfalls in Lunch-and-Learn Programs

While lunch-and-learns are highly effective, they must be supported by a thoughtful strategy to maximize their impact.

Potential Challenges and Solutions:

1. Lack of Follow-Up: Without reinforcement, the knowledge gained during sessions can fade. Provide resources, templates, and tools that participants can reference post-training.
2. Minimal Leadership Engagement: Leadership buy-in is critical. When leaders actively participate and model behaviors from training, it reinforces the importance of continuous learning.
3. No Integration into Daily Workflows: Assign practical, real-world applications of the concepts shared during lunch-and-learn sessions.

When done right, lunch-and-learn programs become a cornerstone of a thriving workplace culture, supporting ongoing learning and professional development.

Are Lunch-and-Learn Programs Right for Your Organization?

If your organization struggles with barriers like limited training budgets, outdated programs, or time constraints, lunch-and-learns could be the ideal solution for your continuous learning needs.

These programs are particularly effective in addressing:

• Miscommunication and workplace silos.
• Challenges in managing multigenerational teams.
• Developing leadership skills and improving team dynamics.

Whether your focus is on enhancing productivity, fostering collaboration, or preparing your team for future challenges, lunch-and-learns deliver real results in a flexible, accessible format.

Let’s Build a Culture of Continuous Learning Together

Contact DHB Vision Strategists today to explore how lunch-and-learn programs can help transform your team. We specialize in designing sessions tailored to your organization’s unique needs, equipping your workforce with the skills and tools to thrive in 2025 and beyond.

Still Not Sure If Lunch-and-Learn Programs Are Right for You?

Take our Lunch-and-Learn Readiness Assessment to determine if this format aligns with your training goals and team dynamics.

Click here to get started: https://dhbstrategy.com/lunch-and-learn/

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In this context, the story of Joshua Regrello, a 27-year-old pannist from Trinidad and Tobago, offers profound insights. On December 27, 2024, Joshua embarked on a 30-hour pan marathon to break the Guinness World Record for the longest pan performance. He surpassed his goal, playing for an incredible 31 hours and finishing on December 28. His achievement is not just a testament to his skill and determination but also a window into the values that define Generation Z. Here are four key lessons from the journey of Joshua Regrello that managers can use to bridge the gap with Gen Z employees and unlock their potential:

1. Vision: Fuel Their Aspirations

Joshua’s journey to breaking a Guinness World Record began with a childhood dream. This vision fueled his preparation, determination, and ultimate success. Similarly, Gen Z is highly motivated by personal goals and aspirations. They are not content with just punching a clock; they seek roles and organizations that align with their dreams. To tap into this, managers must:

• Take time to understand their employees’ individual goals.
• Show genuine interest in their aspirations and find ways to align those with the organization’s objectives.
• Provide opportunities for growth that resonate with their vision.

By connecting their work to their personal ambitions, you’ll find that Gen Z employees are more focused, engaged, and committed.

2. Purpose: Connect to What Matters

For Joshua Regrello, the pan marathon was more than just a performance; it was a milestone of purpose. Generation Z thrives when their work has meaning beyond financial rewards. For them, purpose is multifaceted—it could mean contributing to a social cause, driving innovation, or achieving personal milestones.

Managers need to:

• Clearly articulate how an employee’s role contributes to the organization’s broader mission.
• Create an environment where employees can see the impact of their work.
• Understand that monetary compensation, while important, is often viewed as a means to achieve their larger goals.

When purpose is clear, commitment follows.

3. Effort and Resilience: Build on Vision and Purpose

Joshua’s record-breaking feat required immense effort and resilience, driven by his vision and purpose. Generation Z is no stranger to hard work, but they need a compelling reason to go the extra mile. Once they’re motivated by a vision and aligned with a purpose, their performance often exceeds expectations.

Managers can nurture this resilience by:

• Encouraging a culture of perseverance and celebrating milestones, big and small.
• Providing resources and support to help employees navigate challenges.
• Recognizing and rewarding effort, not just outcomes.

When Gen Z feels supported and valued, they bring their best to the table.

4. Community: Foster Authentic Connections

Joshua Regrello’s success wasn’t a solo act; it involved a community of supporters who helped him cross the finish line. Similarly, Gen Z thrives in environments that foster authentic connections and collaboration. They value teamwork, mentorship, and a sense of belonging.

To create this community at work, managers should:

• Build inclusive teams where every voice is heard and valued.
• Encourage open communication and authentic relationships.
• Provide platforms for collaboration and shared success.

Employees’ loyalty and performance soar when they feel part of a supportive and authentic community.

Bridging the Gap: Activating Greatness in Gen Z

Joshua Regrello’s story is a powerful reminder that with the right vision, purpose, effort, and community, greatness is achievable. The same principles apply to managing and leading Gen Z employees. Instead of focusing on perceived shortcomings, leaders should channel their energy into understanding what drives this generation and creating an environment that harnesses their strengths.

By adopting these strategies, organizations can not only bridge the generational gap but also unlock the immense potential that Gen Z brings to the workforce.

Call to Action

Ready to transform your leadership approach and activate greatness in your multigenerational team? Book our training on Leading Multigenerational Teams today and equip yourself with the tools to create a thriving, inclusive workplace where every generation can excel.

Written by

Dana Hayes-Burke

Chief Business Strategist and Founder

DHB Vision Strategists

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Leadership Skills vs Management Skills

Leadership Skills: Visionary Guidance in a Complex World

In today’s rapidly changing environment, effective leadership is more crucial than ever. Leadership skills are not simply the ability to inspire, motivate, and guide teams towards a shared vision but rather involve navigating the complexities of modern organizational dynamics. 

Key competencies that define successful leaders include:

• Strategic Thinking: Successful leaders can analyze complex trends and anticipate challenges, allowing them to make informed decisions that shape the future of their organizations.
• Emotional Intelligence: High emotional intelligence fosters an environment of trust and open communication, promoting collaboration and resilience within teams.
• Inspiring Innovation: Visionary leaders encourage innovation by promoting risk-taking and adaptability among team members.
• Influence and Communication: Exceptional leaders are skilled communicators who articulate a compelling vision and inspire action. 

By developing these competencies, leaders can not only guide their teams towards achieving collective goals but also create environments where individuals feel valued and empowered to reach their fullest potential. 

Management Skills: Orchestrating Success Through Precision

Management skills are essential for ensuring that organizations operate efficiently and effectively in pursuit of their goals. These skills encompass a variety of functions, including planning, organizing, leading, and executing tasks to achieve defined objectives. 

Effective management involves several core capabilities, including:

• Strategic Planning: The ability to set long-term goals and outline the steps necessary to achieve them. 
• Resource Allocation: Managing time, budget, and human resources effectively to optimize productivity. 
• Problem-Solving: The skill to identify issues quickly and develop effective solutions. 
• Communication: Clear and effective communication ensures team members understand their roles and responsibilities. 
• Performance Management: Setting performance standards and monitoring progress. 
• Adaptability: The ability to respond to changing circumstances and adjust plans as needed. In today’s fast-paced business environment, flexibility and a willingness to embrace change are vital.

The Leadership-Management Divide: A False Dichotomy

Leadership and management are traditionally seen as distinct, even opposing, disciplines. However, this view is increasingly outdated. Organizations that treat these skills as mutually exclusive risk creating silos, where strategic vision lacks execution or operational efficiency stifles innovation.

The Leader Manager: A Holistic Approach

Enter the LEADER MANAGER: a professional who integrates the visionary and human-centred aspects of leadership with the operational and organizational strengths of management. It’s no longer leadership skills vs management skills. This new hybrid role is critical for achieving organizational performance and success in the years ahead.

Why Organizations Need Leader-Managers in 2025 and Beyond

1. Adapting to Continuous Change: The pace of technological change, consumer expectations, and global markets demands leaders who can inspire adaptability while ensuring consistent execution. Leadership managers bridge the gap between innovation and practical application.

2. Leveraging Diversity for Competitive Advantage: Multigenerational and multicultural teams are now the norm. Leadership managers excel at fostering inclusive cultures, harnessing diverse perspectives for innovation, and maintaining high-functioning teams through clear structures. (uncover if unconscious bias is impacting your leadership style).

3. Balancing Short-Term Goals with Long-Term Vision

Leadership managers skillfully align day-to-day operations with strategic objectives, ensuring short-term successes build toward sustainable growth.

4. Driving Engagement and Retention

With employee expectations evolving, organizations must create environments that prioritize meaningful work, professional development, and well-being. Leadership managers cultivate engagement while maintaining accountability.

Developing Leader- Managers: A Strategic Priority

To thrive in the future, organizations must prioritize the development of leadership managers through:

• Targeted Training: Invest in programs that integrate leadership and management development.
• Mentorship and Coaching: Pair emerging leaders with seasoned mentors to hone visionary and operational skills.
• Cross-Functional Experiences: Encourage professionals to rotate through leadership and management roles to build diverse competencies.
• Emphasizing Soft Skills: Equip managers with emotional intelligence, adaptability, and conflict resolution skills to ensure they lead with empathy and effectiveness.

Conclusion

The future demands leaders who can think like managers and managers who can act like leaders. By cultivating leadership managers, organizations can foster a culture of innovation, inclusivity, and execution, driving unparalleled performance and success in 2025 and beyond. As the line between leadership and management continues to blur, those who master this balance will define the next era of organizational excellence.

If you need support to develop your leader managers within your organization, book a call with us here.

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1. Rushing to Make Big Changes Without Understanding the Culture

It’s natural to want to hit the ground running. Maybe you’ve been hired to shake things up or steer the company in a new direction. A common mistake that CEOs make is diving in with radical changes before understanding the company culture is a recipe for disaster. Organizational culture is one of the most critical factors in determining the success of a CEO’s strategy. Failing to account for it can lead to resistance, loss of morale, and potential turnover (Groysberg et al., 2018).

Instead of charging ahead with all the changes you are eager to implement, slow down—just a bit. Spend time listening and observing. Take stock of the unwritten rules, office dynamics, and decision-making processes. This approach mirrors what Daniel Goleman refers to as “emotional intelligence” in leadership, which emphasizes understanding the emotions, values, and motivations of your workforce (Harvard Business Review, 1998). You’ll get a clearer picture of what needs to change and what should stay intact. Plus, this helps you earn trust early on, which is invaluable when it’s time to implement your vision.

2. Not Building Relationships with Key Players

Being a CEO is not a solo gig. One of the biggest mistakes CEOs make is not investing enough time in building relationships with key stakeholders. Whether it’s your board, senior leaders, or long-term employees, you need to build relationships to succeed. In an article published in Leadership Quarterly, Carter et al. (2019) that found CEOs who prioritize internal networking tend to see higher performance outcomes because they can better leverage knowledge, influence, and collaboration.

As a new CEO, make relationship-building a top priority. Schedule one-on-ones with senior leaders, meet with department heads and get to know the team behind the scenes. Doing this shows you’re invested in their perspectives and gives you a 360-degree view of the company’s strengths and challenges. You’ll quickly gain allies who are more likely to back your future decisions.

3. Thinking Past Success Will Work Everywhere

It’s easy to fall into the trap of thinking, “What worked in my last company will work here too.” But every organization is different. You can’t just copy and paste strategies from previous roles, no matter how successful they were. Effective leaders tailor their strategies to fit the unique context of the organization and industry (Journal of Leadership Studies, 2017).

So, you need to ADAPT. Take time to evaluate the specific needs, challenges, and opportunities of your new organization. Sure, your past experiences are valuable, but tweak them to fit the new context. As noted in an article from Harvard Business Review, the best leaders remain open to adapting and rethinking strategies when necessary to avoid stagnation (Watkins, 2012). Leadership is less about sticking to old formulas and more about knowing when to innovate based on the current environment.

4. Micromanaging or Not Delegating Enough

CEOs who fail to delegate effectively are more likely to face burnout and lose the trust of their senior leaders (Finkelstein & Peteraf, 2017). It’s tempting to be involved in everything, especially at the beginning. After all, the buck stops with you. But trying to oversee every little detail not only spreads you too thin, it also disempowers your leadership team. 

So, find a balance. Trust your senior team to run their departments while you focus on steering the ship. Delegation doesn’t mean disengagement—stay in the loop on critical decisions, but let your leaders do what they do best. When your team feels empowered, they’re more engaged and productive, as Goleman’s research on leadership styles supports (Harvard Business Review, 2000).

5. Underestimating How Hard Change Can Be

Change management is a beast. Even if everyone agrees changes are necessary, it doesn’t mean they’ll happen smoothly. So you need to have a well-thought-out change management plan and avoid of common mistake of not comm. Communicate why change is needed, what the process will look like, and how it benefits everyone. Be transparent, patient, and ready to provide support along the way. Implementing change in phases will also help ease people into new ways of working, making them feel more comfortable with the transition.

6. Ignoring the Outside World

You’re deep into internal meetings, reviewing processes, and getting a handle on operations—but don’t forget what’s happening outside the company walls. External market forces, competition, and shifts in consumer behaviour can make or break your plans if you’re not paying attention.  Therefore, you need to stay attuned to industry trends, competitor strategies, and market shifts. Building a future-proof strategy requires you to not only optimize internal processes but also anticipate external risks and opportunities. CEOs who lead with an eye toward both internal and external realities are better positioned to create innovative strategies that stand the test of time (Rothaermel, 2019).

7. Not Having a Clear Vision

Clarify your vision early on. Decide what you want your legacy is going to be as a leader. Make sure it’s compelling, easy to understand, and aligned with the company’s values and goals. CEOs who have a clear vision are better able to secure buy-in from their team. John Kotter’s work on leadership highlights that vision-driven leadership is essential for aligning team efforts and driving long-term success (Harvard Business Review, 1996). Don’t just state your vision once and move on—communicate it consistently. A clear vision gives your team something to rally around and a sense of purpose as they work toward shared success.

8. Burning Yourself Out

In your quest to hit the ground running, you might find yourself overloaded, working long hours, and juggling a million things. Be strategic with your time and energy. While it’s understandable to want to prove yourself, one of the most common mistakes CEOs make is pushing beyond their limits. Burnout is real—and it can lead to poor decisions, lack of focus, and ultimately less effective leadership. Prioritize what requires your involvement and delegate the rest. Make time for self-care and reflection—you’ll lead better if you’re operating at full capacity.

9. Not Learning from Your Early Mistakes

Mistakes are inevitable, even for CEOs. But one of the biggest errors mistakes you can make as a CEO is refusing to acknowledge them. You’ll gain far more respect if you can own up to a misstep, learn from it, and pivot quickly rather than sticking to a sinking ship out of pride. Stay open to feedback, and don’t shy away from admitting when something doesn’t go as planned.

The Path to Success: Prioritizing the Essentials

Time is one of the most limited resources for a new CEO, and with countless demands from stakeholders, employees, and the market, it’s easy to feel overwhelmed. So where should your focus be? First and foremost, prioritize understanding the company’s culture and building relationships with key players. As emphasized earlier, these are foundational for driving successful change and gaining trust. Without a deep understanding of the organizational dynamics and key stakeholders’ perspectives, any early decisions may falter.

From there, focus on articulating a clear vision for your leadership. This is crucial to align your leadership team and employees, giving them a sense of direction and purpose as you move forward. Change management and external market scanning should come next, allowing you to adapt your strategy based on internal and external factors. Finally, while staying involved in all aspects is tempting, be mindful of delegation. Empower your leadership team to handle day-to-day operations while you maintain focus on the bigger picture. Prioritizing in this order ensures that your early moves as CEO are strategic and well-supported by your team.

Final Thoughts

Becoming a CEO is an incredible achievement, but it’s not without challenges. By avoiding these common mistakes CEOs make and leading with a mix of confidence, empathy, and strategy, you’ll set yourself up for long-term success. Embrace the learning curve, stay connected to your team, and remember—you’re not just managing a company, you’re leading it into the future.

References

• Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018). The Culture Factor. Harvard Business Review.
• Goleman, D. (1998). What Makes a Leader? Harvard Business Review.
• Carter, M. Z., DeChurch, L. A., Braun, M. T., & Contractor, N. S. (2019). Leadership Dynamics and Network Structure in Top Management Teams: A Longitudinal Perspective. Leadership Quarterly.
• Watkins, M. D. (2012). How Managers Become Leaders. Harvard Business Review.
• Finkelstein, S., & Peteraf, M. (2017). Managers, Not MBAs: What Leaders Must Do to Create the New Economy. Administrative Science Quarterly.
• Kotter, J. P. (2011). Leading Change: Why Transformation Efforts Fail. Journal of Organizational Behavior.
• Rothaermel, F. (2019). External Forces and Strategic Management: Navigating Shifts in Competitive Advantage. Harvard Business Review.
• Bennett, J. B., Patterson, C., & Taylor, M. (2021). The Role of CEO Self-Care in Decision-Making Quality and Organizational Outcomes. Journal of Occupational Health Psychology.
• Owens, B. P., & Hekman, D. R. (2012). Modeling How to Grow: An Inductive Examination of Humble CEO Behavior, Contingencies, and Outcomes. Harvard Business Review.

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Nonetheless, conflicts are unavoidable. The aim is not to entirely prevent them but to effectively address and handle them. By using appropriate strategies to resolve issues, individuals can prevent their differences from spiralling out of control.

“Establishing conflict management processes in a company is fundamental, as it helps reduce conflict instances among employees,” says Casper Hansen, an expert in resume writing from Resume That Works.

In this article, you are going to learn seven steps to manage and resolve workplace conflict:

1. Recognize the Issue
2. Collect Preliminary Information
3. Clarify the Origin of the Conflict
4. Conduct a Private and Candid Meeting
5. Establish an Objective and Formulate a Strategy
6. Assess Progress
7. Recognize and Apply Lessons Learned

A Step-by-Step Process to Manage and Resolve Workplace Conflict

1. Recognize the Issue

Despite the temptation to ignore the problem and hope it disappears, this approach is rarely effective and often exacerbates the situation. For example, a survey of 30,000 employees in 2019 revealed that almost one in three individuals had left their jobs due to conflicts in the workplace. The best initial step is to acknowledge that the problem is real. Confront it directly and commit to finding solutions.

2. Collect Preliminary Information

Take the time to examine the matter. Refrain from making premature judgments or arriving at a conclusion before obtaining all the necessary information. Delve deeper and gather more details about the incidents, individuals involved, issues, and the emotions of those involved. Engage in individual and confidential conversations with the parties concerned, and listen carefully to ensure that you understand their perspectives. Summarizing their statements and repeating them back can aid in ensuring clarity and comprehension.

3. Clarify the Origin of the Conflict

It is essential to clarify the nature of the problem with the involved parties. Identifying the source of the conflict is the primary step in resolving any issue. Defining the root cause provides important insights without making assumptions. Common causes of workplace conflict include:

• Inadequate Communication: A lack of communication leads to feelings of exclusion or lack of control.

• Lack of Skills: An employee’s deficiency in certain skills that another employee expects them to possess can lead to issues with work delivery, affecting morale and confidence.

• Inadequate Information: Frustration arises when an employee lacks the necessary data to perform their job. Ambiguous or incomplete information can also result in resentment.

• Remote Work: In instances of remote work where communication is predominantly text-based, there is more room for misinterpretation of tone compared to face-to-face interactions.

• Differing Values: Conflict may arise due to differences in opinion and personal values, especially when two strong personalities hold opposing views.

If none of the above seems applicable, search for underlying sources that may not be immediately obvious. For example, frustration with a colleague in a different time zone or receiving “urgent” requests late in the day might be contributing factors.

4. Conduct a Private and Candid Meeting

Before attempting to resolve any issue, find a secure, private, and neutral environment for discussion where all parties feel comfortable participating in an open and honest conversation. Adopt a positive and assertive approach. If necessary, establish ground rules to ensure that each side has ample time to express their viewpoints and feelings. Providing opportunities for individuals to acknowledge their hurt or anger publicly can help them feel heard. Subsequently, ensure that both parties agree on the nature of the issue. Continue asking questions until you are confident that all conflicting parties are on the same page.

5. Establish an Objective and Formulate a Strategy

When employees recognize that they share a common goal, it becomes easier for them to interact with one another. Once this is established, both parties should collaborate to devise a solution. Different people approach conflict in various ways, often deploying one or more preferred methods. The Thomas-Kilmann Conflict Mode Instrument (TKI) identifies five conflict resolution strategies:

– Avoiding: Ignoring the conflict or withdrawing from it, hoping it will resolve itself.

– Competing: Resolving the conflict by asserting one’s interests, often at the expense of the other party.

– Accommodating: Sacrificing one’s concerns to meet the needs of the other party.

– Collaborating: Working together to find a mutually beneficial solution.

– Compromising: Each party sacrifices something to reach an agreement.

Identify common ground and determine strategies that both parties can agree on or compromise. Listen, communicate, and brainstorm together until all options are considered.

6. Assess Progress

Do not assume that an issue is completely resolved after a plan has been established. Continuously monitor the situation and evaluate whether the solution is effective. Schedule follow-up meetings to review progress, allowing both parties to discuss their actions and outcomes. Maintaining openness and honesty about progress can help keep everyone on track and motivated to pursue positive change. If the issue remains unresolved or resurfaces, take the necessary actions, including implementing preventive measures for the future.

7. Recognize and Apply Lessons Learned

Reflecting on the conflict resolution process provides valuable insights into team dynamics, communication effectiveness, and organizational resilience. Document and share these lessons with your team to build collective knowledge and inform company policies and procedures.

By following these steps, you can manage and resolve workplace conflicts effectively, fostering a more supportive and productive work environment. If you need more help and support to train your managers and leaders to handle workplace conflict, click here and set up a meeting with DHB Vision Strategists.

To learn more about dealing with conflict, especially with cross-generational teams, read this next: Managing Workplace Conflict: 5 Strategies For Multigenerational Teams

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Common Sources of Intergenerational Workplace Conflict

1. Communication Styles

Differing preferences for communication mediums and tones can lead to misunderstandings. Older generations may prefer face-to-face interactions while younger workers are more comfortable with digital channels like instant messaging. Bridging this gap requires flexibility and clear communication.

2. Work Values and Motivation

Expectations around work hours, work-life balance, job security and career progression vary across generations. Millennials and Gen Z often prioritize flexibility and a sense of purpose, while older workers may value stability and traditional hierarchies. Unmet expectations in these areas can breed resentment.

3. Adaptation to Change

Younger generations tend to embrace technological change and innovation, while older workers may be more resistant. Rapid shifts in processes and tools can be unsettling for veteran employees who are used to established ways of working. Leaders must strike a balance between stability and progress.

4. Bias and Stereotyping

Preconceived notions about different generations can undermine trust and collaboration. Older workers may face ageist stereotypes about being resistant to change or lacking tech skills. Younger employees can be seen as inexperienced or lacking commitment. Challenging these stereotypes is key.

Strategies for Managing Workplace Conflicts

The following are five (5) key strategies that you, as a leader, can initiate when managing workplace conflict in your multigenerational team:

1. Promote Awareness and Understanding

Organize workshops, training sessions or information campaigns to raise awareness about generational differences and the potential for conflict. Encouraging empathy and insights into each other’s perspectives can preemptively mitigate tensions.

2. Foster Cross-Generational Collaboration

Create opportunities for different generations to work together, share experiences and build mutual respect. Mentorship programs, cross-functional projects and job shadowing can facilitate meaningful interactions and a sense of camaraderie[1][2].

3. Establish Shared Values

Articulate and live by strong organizational values like kindness, respect, excellence and innovation. These shared principles can unite team members across generations and provide a framework for resolving conflicts.

4. Recognize Contributions

Understand how each team member contributes to company goals and provide meaningful recognition accordingly. Remind the team of their shared purpose and celebrate wins together to foster a sense of unity.

5. Lead by Example

Model the behaviours you want to see, like questioning unconscious biases, learning from others and adapting your leadership style. Demonstrate humility by asking questions, providing feedback and continuously improving your management approach.

PEACE across the Generations

The rapid acceleration of technology adoption has led to significant changes in the world. According to BCG AI Radar (2024), it is projected that almost half of the workforce will require significant skill enhancements in the next three years. To stay ahead and gain a competitive edge, leaders can develop a culture of continuous learning and promote collaboration across different generations. Each generation, from Boomers to Gen Alpha, brings unique strengths to the table: experience and perspective, adaptability, tech-savviness, innovative ideas, and the ability to navigate the AI-powered workplace.

We stand on the edge of change. Flourish in the future of work with P.E.A.C.E.:

Purpose: Ensure everyone understands the company’s purpose and its personal significance.

Exploration: Stimulate teams spanning different generations to seek out how technology can address real-world problems.

Action: Foster a culture of taking action, attempting, failing, and learning.

Collaboration: Establish an environment where everyone is eager to work, engage in social activities, participate in learning labs, receive mentoring, and openly share knowledge.

Empowerment: Motivate individuals to experiment, learn, and develop new approaches using technology – ideally within cross-generational teams to gain diverse perspectives.

Conclusion

While managing a multi-generational team presents unique challenges, the benefits of diverse perspectives and skills make it well worth the effort. By proactively addressing potential sources of conflict, leaders can create an environment of mutual understanding, trust and collaboration. When conflict cannot be avoided, you are a leader must work to become skillful in managing workplace conflict. The key is to embrace flexibility, promote cross-generational interactions, and continuously learn from and adapt to the needs of each generation.

Citations:

[1] https://hbr.org/2021/08/how-to-manage-a-multi-generational-team

[2] https://www.shrm.org/topics-tools/news/employee-relations/how-to-manage-intergenerational-conflict-workplace

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1. Two Truths and a Lie

Time Required: 10-15 minutes

Objective: To help team members get to know each other better and build trust.

Preparation: No preparation is needed.

Instructions:

1. Each participant writes down two truths and one lie about themselves
2. One by one, each person reads their statements aloud.
3. The rest of the team guesses which statement is the lie.
4. After everyone has guessed, the participant reveals the lie.
5. Optional: This can be followed by a short discussion where participants share more details about their truths if they wish.

Virtual Delivery: This activity can be conducted both in person and online. For online meetings, participants can use the chat feature or speak their statements aloud.

2. Icebreaker Questions

Time Required: 10-15 minutes

Objective: Icebreaker questions help colleagues learn new things about each other and build connections. 

Instructions:

1. Pose an interesting icebreaker question to the group, such as:

• If you could switch jobs with anyone on the team for a week, who would it be and why?
• What’s your New Year’s resolution?
• If you met a genie, what would your three wishes be?

2. Have staff discuss the question in pairs or small groups for 5 minutes.
3. Bring the group back together and ask volunteers to share something interesting they learned about their partner.

Virtual delivery: For remote teams, use breakout rooms for small group discussions.

3. Office Trivia

Time Required: 10-15 minutes

Objective: To increase knowledge about the company and foster a sense of belonging.

Instructions:

1. Preparation: Create a list of trivia questions related to the company, its history, and its employees.
2. Execution:
   • Read each trivia question aloud.
   • Allow team members to write down their answers or answer verbally.
   • Reveal the correct answers and keep track of scores.
   • The person or team with the most correct answers wins a small prize.
3. Discussion: Encourage participants to share any interesting facts or stories related to the trivia questions.

Virtual Delivery: This activity can be easily conducted both in person and online. For online meetings, use the chat feature or polling tools for answers.

4. Team Storytelling

Time Required: 15-20 minutes

Objective: To promote creativity and teamwork.

Instructions:

1. Preparation: No preparation is needed.
2. Execution:
   • Start with a random sentence to begin the story.
   • Each team member adds one sentence to the story, building on what the previous person said.
   • Continue until everyone has contributed at least once, or set a time limit.
3. Discussion: Reflect on the story and discuss the creativity involved.

Virtual Delivery: This activity can be done in person or online. In an online setting, use a shared document or the chat feature to build the story.

5. Happiness Exercise

Time required: 10-15 minutes

Objective: This exercise helps colleagues connect on a personal level and appreciate what matters most to each other. Seeing the collective happiness notes can boost morale.

Instructions:

1. Have staff get into pairs or triads.
2. Give each group a stack of sticky notes.
3. Ask them to write down things that make them happy, one per note.
4. Have groups share their happiness notes with each other and discuss.
5. Collect all the notes and post them on a wall or online board.

Conclusion:

Team building doesn’t have to be complicated. With a few simple activities like these, you can strengthen relationships and collaboration among your staff right in your regular meetings. The key is choosing activities for staff meetings that are engaging, inclusive and relevant to your team. Have fun with it!

Incorporating these team-building activities into your regular meetings can significantly enhance team dynamics and foster a more collaborative and engaging work environment. That way, when larger team-building interventions are planned by the company such as family days, Christmas parties and retreats, they will be more effective.

If you are not certain how to get your managers to become comfortable using these types of activities, click here and let us help you.

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This article will explore:

1. The Benefit of Team-Building Activities
2. Top Management Concerns and Solutions
3. How To Get Started

Benefit of Team-Building Activities At Companies

What does that mean? Well, firstly, enhanced efficiency, improved communication, collaboration, and trust among team members often lead to more efficient workflows. This, in time, can result in quicker problem-solving. Moreover, investing time in team-building can minimize conflicts and misunderstandings that often disrupt daily operations and consume significant time and resources to resolve. If you are honest, most times it is an ongoing problem of conflict and disgruntlement in the team that leads managers to consider team-building.

Your firm can also benefit from Improved team morale and engagement from team-building. This may also lead to higher employee retention rates, reducing the time and costs associated with recruiting and training new staff. Research indicates that companies with high employee engagement experience significant improvements in productivity and performance. The data from a Gallup Study shows that businesses with highly engaged employees are 23% more profitable than businesses with low engagement. Why? Engaged employees contribute to a high-performing culture where critical thinking, problem-solving, going the extra mile, and effective decision-making are valued.

What Are Management’s Concerns Around Team-Building Activities?

Management Concern #1: Perceived Lack of Time

Managers often feel that taking time out for team-building activities detracts from completing essential tasks and meeting deadlines. This is especially found in environments with high workloads and a strong focus on immediate productivity. The scheduling challenges of finding a suitable time for all team members further complicate the implementation of team-building activities. This short-term focus on productivity over long-term team development is a common barrier. However, manager must recognize that the long-term productivity gains from team-building activities outweigh the short-term time investment. 

Solution:

To address time constraints, flexible and integrated approaches to team building can be highly effective. Team-building does not always require lengthy sessions; short, regular activities integrated into daily or weekly routines can be just as impactful. Brief icebreakers, quick problem-solving exercises, or regular team huddles can build cohesion without significant time investment. Additionally, incorporating team-building elements into existing meetings or events can foster a collaborative atmosphere without additional time slots. You can do this by starting a regular meeting with a quick team-building exercise or through remote and digital options especially when your team is geographically dispersed.

These approaches save on time and logistical efforts while still achieving the benefits of team cohesion. Research from McKinsey & Company suggests that effective team collaboration can increase productivity by 20-30%. This shows that flexible and integrated approaches can address the scheduling challenges while still reaping the benefits of team-building activities. These time-efficient solutions address the issue of a lack of time.

Management Concern #2: Questionable Effectiveness of Team-Building Exercises

Managers may doubt the tangible benefits of team-building activities, viewing them as ineffective or merely “feel-good” exercises without lasting impact. Past negative experiences with poorly planned or executed team-building activities can also lead to reluctance to try again. Furthermore, without clear goals and measurable outcomes, managers may see team-building as a waste of resources.

However, numerous studies have shown that well-designed team-building activities can lead to companies experiencing significant improvements in team performance, communication, and morale. These activities have been linked to measurable improvements in key performance indicators (KPIs), such as productivity, employee engagement, and job satisfaction.

Solution:

To ensure effectiveness, structured and goal-oriented team-building programs are essential. Emphasizing the importance of setting clear, measurable objectives for team-building activities ensures they are purposeful and aligned with organizational goals. Tailoring activities to address specific team needs and challenges makes them more relevant and effective. Lastly, team-building programs should have in their design regular assessment and feedback mechanisms. These ensure that you can measure the impact of team-building activities and make necessary adjustments to improve their effectiveness. 

A report by the Society for Human Resource Management (SHRM) highlights that team-building activities with clear objectives and follow-up evaluations are more likely to succeed. Based on the available research, it is clear that when done right, team-building activities can have the desired effect on performance.

Management Concern 3: Budget Constraints

Team-building activities can be seen as an unnecessary expense, especially in times of tight budgets or financial uncertainty. Managers might prioritize investments in equipment, technology, or direct business needs over team-building. Additionally, it can be challenging to justify the return on investment (ROI) for team-building activities, leading managers to deprioritize them in favour of more quantifiable expenditures. This happens especially when team-building programs are not designed with an assessment and feedback loop. The truth is though that many effective team-building activities require minimal financial investment. 

Solution:

Low-cost or no-cost activities can be both cost-effective and impactful. These may include team-building exercises during regular meetings, volunteer group projects, or outdoor activities. Virtual team-building tools and activities can be more affordable and flexible, especially for remote or dispersed teams. A report from Forbes highlights several low-cost team-building ideas that have proven effective, such as volunteer work, potluck lunches, and team sports.

How to Start Consistent Team Building Activities At Your Company

1. Start your team-building with your leadership. Change in your companies must be leadership-driven. If you want your managers to buy into the idea of team-building as a driver of success, you need to demonstrate it. Integrate a team-building activity into your regular management meetings
2. Retrain your managers. Give your managers the tools to assess their team dynamics to determine the pulse of the team. Additionally, train your managers to use team-building tools and strategies.
3. Engage the right consultant. Engaging the right person to design your team-building program is key. This is the only way to ensure that your effectiveness objectives are met.
4. Adjust Your KPIs. Demonstrate your commitment to improved team dynamics by making it an official part of your KPI system. This will relay the message that team-building is integral to your companies.

This article is written by Dana Hayes-Burke, Chief Business Strategist & Founder of DHB Vision Strategist and International Keynote Speaker.

The post Are Team-Building Activities a Waste of Company Money? appeared first on DHB Vision Strategists.

The Conundrum of Leading Generations

A quintessential feature of today’s workforce is its generational diversity. Employees from the Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z cohabit in the modern workplace, each group bringing its unique attributes and challenges to the table.

Silent Generation (1925 – 1945): They are often perceived as loyal yet traditional. 

Baby Boomers (1946 – 1964): Known for their collaborative nature, they can be resistant to change.

Generation X (1965 – 1980): They’re considered independent, although sometimes bleak. 

Millennials (1981 – 2000): They’re seen as driven, but often labelled as entitled. 

Generation Z (2001 – 2020): They’re progressive but are sometimes seen as disloyal.

However, these generalisations can be problematic. To truly leverage the benefits of a multi-generational workforce, it’s crucial to challenge such stereotypes and appreciate the individuality of team members.

1. Debunking Stereotypes: The First Step towards High-Performance Teams

The media often fuels generational stereotypes, feeding into age bias and hindering mutual respect within teams. However, every generation’s values, beliefs, and goals are shaped by its unique socio-cultural context and personal experiences.

Understanding these nuances is the first step towards accepting one another, a crucial factor in building high-performance teams. Managers should educate themselves about the realities that different generations have faced throughout their careers while avoiding blanket assumptions based on age.

2. Open Communication: The Foundation of Team Performance

Just as travelling to a new country requires an understanding of its culture and customs, leading generations calls for open dialogue about individual work preferences.

For instance, while a Baby Boomer might prefer face-to-face meetings, a millennial might find digital communication more efficient. Recognising that there’s no ‘one-size-fits-all’ approach to communication is key. Managers should encourage team members to express their preferences and find a compromise that suits everyone.

3. Respecting Boundaries: A Hallmark of Inclusive Leadership

With the inclusion of diverse age groups, workplace discussions are now more open to topics such as diversity, inclusion, and mental health. However, comfort levels with these topics can vary based on generational upbringings.

As a manager, it’s crucial to respect the varied comfort levels of your team members. Encourage open discussions, but avoid forcing a particular viewpoint. Ground the conversations in the context of the organisation’s values and mission.

4. Avoiding Favouritism: Towards Equal Opportunities

For a high-performance team, every member’s voice should be heard and valued. Managers should ensure an inclusive decision-making process that encourages open dialogue, regardless of generational differences.

In meetings, managers should strive to make every voice heard. If a younger employee appears outspoken, give them space to express their opinions respectfully. Similarly, if an elder member seems dismissive, encourage the younger team member to voice their ideas.

Conclusion: Progress through Respect and Understanding

In conclusion, leading generations and creating high-performance teams begins with communication, humility, and understanding. It involves appreciating the strengths and limitations of each team member and recognising their unique insights. The result is respect, understanding, and ultimately, progress.

By adopting these strategies, managers can unlock the potential of their multi-generational teams, fostering a workplace culture that values diversity, encourages open communication, and promotes mutual respect.

As a manager, it’s your responsibility to lead by example. Embrace the generational diversity within your team and use it as a springboard for innovation, collaboration, and success.

Contact Us:

For further insights on fostering inclusive leadership and creating opportunities for cross-generational dialogue in your organization, feel free to reach out to us at https://dhbstrategy.com/book-a-consultation-call/. We’re here to support you on your journey towards building a more inclusive and high-performing workplace.

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