Cultivating an environment where personnel have greater control over their schedules requires more than policy changes. It also invites a mindset shift. As companies in Singapore and across the globe formalise flexible work practices, I’ll share a few insights from my experience as Regional Director of our Asia Pacific office to help your staff and organisation thrive. 

Our Approach to Dynamic Work Arrangements 

Worldwide, Emergenetics International has been a proponent of adaptability in the workplace. Specific to Singapore, we have adopted a hybrid environment. Each Monday, we connect in person to discuss challenges and engage in team meetings. During the rest of the week, staff may choose to work from the office or home (or a coffee shop, family member’s house, etc.) as long as we remain reachable and productive. 

While team members generally follow standard office hours, we can also adjust our schedules based on our needs so long as we are able to manage our assignments and meet deadlines. 

These practices have been quite effective. Employees are engaged, recognising that we can take care of personal and professional commitments while our throughput measures remain intact. When I consider why these practices have been so successful, I believe that the root cause lies in our trust in one another. We know, without being in the same location or even in the same time zone some days, that each team member will do what they say they will do and deliver high-quality results. 

If we did not have the confidence that we enjoy today, I imagine it would be quite difficult for flexible work arrangements to flow as seamlessly as they do. Based on my experience, I recommend four best practices for building similar levels of trust in your organisation: 

1. Align on Objectives & Measures 
2. Prioritise Accountability  
3. Commit to Continuous Communication 
4. Recognise the Value of Self-Care 

#1 – Align on Objectives and Measures 

In the past, if an employee showed up early, stayed late or always had their head down at their desk, there was a common perception that this person was industrious – which may or may not have been true depending on the condition of their output. 

To move away from this traditional view, prioritise outcomes rather than metrics like hours in the office or how long a Slack or Teams icon remains green. Make sure that managers and staff members have a clear understanding of their goals as well as the specific measurements that will be used to indicate whether or not they have been successful.  

When assessing performance, remind supervisors to evaluate results and not consider past perceptions of productivity. We all have our own preferred methods of working, and when leaders focus on outcomes, employees are free to operate in the ways that serve them best.  

#2 – Prioritise Accountability 

Integrating flexibility does not mean that responsibility is ignored. In fact, it is even more important to have consistent check-ins to review progress and address performance challenges.  

It is vital to promote a culture of accountability by explaining the boundaries that exist within your policies. At Emergenetics International, we accommodate flexi-hours so long as deadlines are met and output aligns with the quality levels we expect. If challenges arise, supervisors step in to provide coaching, and staff are aware that they may need to be in the office more frequently or work according to our standard hours to accommodate this level of training. 

Being clear about the limitations of flexibility helps individuals know what to expect and ensures employers can get the best out of their team members. 

#3 – Commit to Consistent Communication 

Overcommunication is often the best policy in adaptable environments. In the absence of information, individuals may make assumptions about what is or is not happening. 

Define communication guidelines to help your teams flourish. Consider how frequently and in what mediums to provide regular project updates. Determine a cadence of virtual or in-person check-ins as well as standard response times for phone calls, emails or chat messages. Also, consider co-creating a set of team norms to establish behaviours that will be helpful in creating a collaborative culture. Having clear expectations will empower teams to work together effectively across locations or timeframes and build trust in their colleagues. 

Additionally, I find it helpful to check in with staff over the course of the year to discuss what is and what is not working with our policies, and to ensure that communication guidelines and norms are having a positive impact on well-being, not just productivity. That way, we can adjust our norms to support our employees and the business. Having that two-way conversation allows personnel to have a voice in the process, safely share any concerns or challenges they may have and realise why we are making adjustments. 

#4 – Recognise the Value of Self-Care 

Pre-pandemic, it was quite common for employers to focus solely on the roles individual contributors played at work, rather than the holistic elements that influenced each person’s world. COVID forced leaders to reckon with the idea that our lives outside of the office do have a significant impact on our jobs. 

Since then, many employers have embraced the idea of whole-person well-being and are looking for opportunities to strengthen the holistic wellness of staff, realising that doing so will positively impact the business’s financial health. Flexible work arrangements are one such opportunity. 

It’s important to continue reminding personnel about the value of taking care of themselves and the impact wellness has on productivity and turnover. By making well-being a priority, leaders and managers will be more likely to adopt flexibility as a tool to support their people. 

Offering adjustable schedules and working locations is a powerful way to address staff’s desire for greater personalisation in their employee experience. By doing so, employers can also expect to bolster the bottom line because happier, engaged personnel boost profitability and performance. 

How else might you optimise the employee experience? Explore how Emergenetics can advance customised approaches to communication, leadership and management. Visit our website or fill out the form below to speak with one of our team members today! 

The Course Catalog  

As I mentioned, the egLearning Library consists of five self-directed eLearning courses:  

• Ignite Your Preferences 
• Learn to Flex: Behaving to Improve Rapport 
• Learn to Flex: Thinking to Build Connection 
• Cultivating Culture Through the Language of Grace 
• Hone Your Habits: Managing Stress 

Each course is available for purchase with unlimited access for one year and is accompanied by a course companion that Associates can use to maximize learning and comprehension with participants. Details on the curriculum is featured below.  

Why is the egLearning Library valuable?

The courses are an extension of the learning from receiving an individual debrief or partaking in the Emergenetics essential workshops – The Meeting of the Minds and Team Dynamics for Small Groups. Through the digital courses, individuals engage with the nuances of the seven Attributes, so they can reinforce their understanding of themselves, understand the viewpoints of others and get specific guidance to improve collaboration to work more effectively. Expanding a participant’s knowledge helps boost productivity as well as reduce conflict and miscommunication. 

How do I find the egLearning Library?

Associates can locate the egLearning Library in the “My Courses” tab on Emergenetics+. You can purchase and assign individual licenses directly on the portal. For organizations with large employee populations, I encourage you to consider an Enterprise license, which is the most cost-effective way to broaden the reach of the program.  

It’s important to note that the “My Courses” section differs from the “My Library” resources. While they may sound similar, “My Library” is where free training materials, Attributes in Action guides and marketing materials are available.  

Who can benefit from the courses?

Anyone who has an Emergenetics Profile is a good fit. From my experience, I find it’s especially useful for:  

• Teams who have completed an essential workshop and want more training to improve communication and collaboration 
• Personnel who took a questionnaire months or years before and are looking to reignite their Emergenetics learnings 
• Leaders seeking knowledge to better guide their workforce and cultivate a positive culture 
• Managers who are looking for insights and applications to motivate and engage their direct reports 
• One-on-one coaching clients 

What possibilities do the courses unlock?

One element that I love about the egLearning Library is the freedom it gives to Associates to customize and build new learning opportunities. Practitioners can select a course that aligns to the needs of their stakeholders or mix and match classes that together target a workplace challenge. These programs can support a blended learning model by serving as a great primer before a follow-on workshop or as a post-session class to empower individuals or groups to apply their learnings in everyday life. 

Details of the egLearning Library 

Below are in-depth explanations of each course as well as my personal guidance on how the programs can best support your learners. 

1. Ignite your Preferences

Illuminates the brilliances and common misconceptions of each of our Attributes. It amplifies participants’ self-awareness as well as helps them understand how their preferences (or another person’s preferences) may influence their work and interactions with others.  

I recommend this course for teams that have colleagues who tend to think and behave differently from one another. It can also be beneficial to employees and departments who frequently work cross-functionally.  

2. Learn to Flex: Behaving to Improve Rapport 

Supports skill building in the art of flexing and teaches participants about the five most common Behavioral combinations. Behaviors are often what people notice first and can be sources of friction when they are not well understood. By diving into these preferences, teams can improve their teamwork and overall productivity.  

If you are noticing tension within a team or across work styles, this offering is a great way to open conversations around those challenges. I find that the class tends to resonate with visual learners since there are more whimsical activities as well as anyone seeking to spot the differences between each third of the behaviors, which can be particularly useful for Associates and managers.  

3. Learn to Flex: Thinking to Build Connection 

Empowers individuals to make connections with the Thinking Attributes through the power of cognitive diversity. Cognitive diversity is a leading contributor to a team’s capacity to innovate, problem solve and work through communication gaps. 

I recommend this course for employees who want to understand their Least Preferred Thinking Attribute and improve communication. Learn to Flex: Thinking to Build Connection is great to pair with the Behavior course list above. Using both allows participants to fully interpret and integrate the seven Emergenetics Attributes into their work and lean into the benefits of each as well as ease the tensions that may arise as a result of cognitive diversity.   

4. Cultivating Culture Through the Language of Grace 

Teaches an important element of Emergenetics, which is the Language of Grace. The culture course is the perfect opportunity to practice using positive language. The course empowers staff inside an organization to use a common language and can help individuals elevate the way they communicate. 

If your stakeholders are seeking to build better work relationships, especially between managers and direct reports, it’s a good option for learning. This session is ideal for whole departments and teams to maximize the effects of using affirmative speech.  

5. Hone Your Habits: Managing Stress

Provides resources and templates for participants to use their Thinking and Behavioral preferences to their advantage during times of tension. The class identifies indicators of stress and actionable solutions through the Attributes. 

Hone Your Habits: Managing Stress is an exceptional activity for a virtual corporate retreat, for teams experiencing high volumes of work and newly appointed managers as they prepare to take on new and perhaps scratchy responsibilities.  

Our self-paced learning experiences encourage anyone with an Emergenetics Profile to better use their strengths, appreciate the differences in others and apply the Attributes to work positively and productively with their colleagues. Using Emergenetics as a cornerstone, companies can solidify the foundation of an inclusive, engaging and motivating workplace. 

Learn more about The egLearning Library or fill out the form below to speak with one of our team members directly!

To be effective in these roles, staff need to develop a set of distinct skills while also being mindful of the needs of the multigenerational workforce. Learning & Development teams: Take note of the core competencies and expectations that are reshaping these positions to elevate leadership and management inside your organization. 

A Snapshot of Priority Skills

While the chart above is not exhaustive of all the capabilities appreciated in each position, it offers a high-level overview of the essentials. I’ll call attention to a few of those needs for leaders, including: 

• Emotional intelligence (EQ), which emphasizes self-awareness, self-regulation, empathy and social skills. High EQ boosts a person’s ability to connect with team members on an authentic level, promoting trust and collaboration. 
• Strategic thinking. Leaders of an organization can see the big picture, anticipate future challenges and opportunities as well as develop long-term approaches to navigate them.  
• Communication. It’s vital to be able to articulate a clear vision to inspire others as well as facilitate open and honest dialogue to engage and influence employees.  
• Change management. Leaders often face unexpected challenges along the way to their desired future state. Addressing these frequent shifts requires creativity and resilience. 

For more insights into in-demand capabilities, be sure to download our recent guide: 

Great supervisors may also be effective leaders and vice versa, so there is often overlap in their proficiencies. However, management requires its own set of competencies to ensure teams operate productively, including: 

• Coordination. Strong managers are adept at creating structured work environments where priorities are clearly identified, resources are allocated appropriately and deadlines are met. 
• Communication. It’s essential that individuals in these roles can offer direction on goals and assignments while also delivering feedback and taking in employee input to optimize execution. 
• Delegation. Understanding who on the team is best equipped to meet different objectives and who may benefit from various on-the-job learning opportunities separates a good supervisor from a great one. 
• Planning. Effective managers can translate a strategic vision into specific action steps as well as proactively problem-solve as they identify challenges along the way. 

When Learning & Development teams prioritize these requisite capacities in their training programs, managers and leaders will gain a solid foundation to shape their styles and advance the organization. These programs can further be elevated by exploring what each generation may want from their supervisors and executives. 

Generational Perspectives on Leadership  

Baby Boomers typically value capable, strategic and admirable leaders. Often, they are not looking for a hands-on partner. Instead, they may see this role as a beacon, guiding the way toward where the organization is heading, and appreciate a mindset that focuses on results and proven capabilities. 

Gen X tends to appreciate leaders who serve as role models. They commonly seek someone who will walk the talk of the company, is approachable and open to new ideas. They may value executives who show up with strength in challenging moments, while allowing for independent problem-solving day-to-day.  

Millennials typically look for a collaborative, participatory and purpose-driven approach from those they choose to follow. They tend to seek out workplaces that offer meaning and align with broader societal goals. It’s also important that they feel they are part of the team and can share their ideas.  

Gen Z is usually eager to have their voices heard and is often engaged by directors who cultivate a sense of belonging and an inclusive workspace. They value EQ and humility to a high degree, so it’s no surprise then that younger generations are less won over by charisma than those of an older generation. 

The Application for Training 

Many of the core skills I identified already do translate across generations. To amplify learning initiatives, share multigenerational insights and help participants consider how their leadership styles will: 

• Embrace employee voice 
• Communicate and align with corporate values 
• Balance approachability with a sense of gravitas 
• Recognize different triggers to indicate what role their people may need them to play (e.g., coach, empathizer, tactician)  

Generational Expectations of Management 

Baby Boomers often value managers who provide clear communication and respect the experience individual contributors bring to the team. They may prefer approaches emphasizing appreciation for their performance and opportunities for ongoing advancement. 

Gen X employees commonly gravitate toward supervisors who are pragmatic, results-oriented and communicate directly. They often value team leads who give them the flexibility and trust to accomplish work on their terms.  

Millennials tend to prefer managers who can serve as coaches and mentors. They are eager for ongoing communication, regular feedback and opportunities to share ideas so they can make an impact on their colleagues. 

Gen Z employees typically look for team leads who care about their distinct needs and interests as well as create inclusive work environments. They generally appreciate work-life balance and a proactive style that helps them effectively cope with their workload. 

And while it’s often said that younger generations want flexibility and ongoing development, these interests are shared by every generation. 

The Application for Training 

Again, the primary management skills I’ve highlighted and the interests of cross-generational staff coincide. A few elements that can elevate development programs include a focus on: 

• Planning and coordination in a flexible work environment 
• Creating on-the-job learning opportunities 
• Optimizing communication and feedback delivery 
• Finding the balance between hands-on and hands-off support 

There is more to an individual beyond their generation; each person has their own interests, which will shape the way they want to be managed and led. When executives and supervisors focus on learning about their staff’s preferences and aim to meet in the middle, they will be able to match rapport and support employees in ways that are more likely to transcend age groups.  

Looking for support to optimize your leadership and management training? Learn how Thinking and Behavioral insights can help your directors and supervisors differentiate their approach and maximize results. Explore our website or fill out the form below to speak with one of our team members today. 

For more than 20 years, I’ve had the great fortune to experience some of the best leadership training programs on the market. I’ve studied many ideologies and theories as well as attended numerous workshops and seminars. The daily newsletters in my inbox and LinkedIn feed offer a barrage of leadership tips. The message (intended or otherwise) that I continue to hear is that to be considered an effective leader you must be always doing at least one hundred things flawlessly.  

My relationship with perfection dates back to childhood and continued well into my professional career. Early on, the need to overachieve plagued me. I would stretch myself beyond my limits to meet the lofty expectations I placed on myself, without recognizing that no one else was asking me to achieve the unattainable. 

As time and experience breed wisdom, I have embraced the concept that progress is the goal. Giving myself the space to recalibrate has served me, especially as the responsibilities of a leader have grown exponentially over time.  

The Paradox of Leadership in Today’s Workplace 

Most often, people given the opportunity to manage employees are high achievers who have mastered their role or area of specialty. Expertise is not an indicator that an individual contributor is ready to supervise or lead others. Yet, this fallacy continues to play out in organizations around the world.  

When I read that 85% of new managers receive no formal training, I was floored. I am a big believer in setting people up for success, and leaving first-time leaders to their own devices is simply wrong. They are likely to take cues from those they’ve reported to in the past, who were also probably underprepared, or they may fall victim to the same trap of email newsletters filled with unreasonable expectations – if they even have time to think about self-improvement at all.  

Without providing training for emerging leaders, companies are creating a breeding ground to perpetuate underperformance, toxicity and burnout. Given that employees spend one-third of their lifetimes at work, they simply deserve better. 

Start Simple 

While there are many skills that can be learned and developed over time, there are three basics that leaders, new and experienced, can apply to gain ground while juggling their abundance of responsibilities.  

#1. Be Responsive 

I recently came across an article by Jason Feifer, the editor-in-chief of Entrepreneur magazine, that perfectly summarized the importance of responsiveness. While responding to others is relevant in all areas of life, in leadership it’s essential. Your direct reports need to know that you see them, hear them, recognize their efforts and are ready, willing and able to engage with them. As a supervisor, your aim is to build productive working relationships with everyone you support. When you are accessible and consistent, you will build trust which is central to any interpersonal connections.  

One straightforward way to be responsive is to schedule regular one-on-one meetings with employees. Encourage them to set the agenda in advance, so you are prepared to address their needs. 

#2. Be Clear  

Brene Brown brilliantly says, “To be clear is to be kind,” and it’s a simple guidepost that any leader can follow. Clarity begins with ensuring your team members understand why your organization is in business and how their objectives align with the vision. Being able to ladder up an individual’s role to the impact it will have on their employer and the world at large immediately creates the space to set meaningful goals and expectations.  

The way leaders communicate can also promote clarity. In the absence of information, people tend to create stories to fill the void. It’s imperative to be as transparent as possible with what you know and how it may impact day-to-day work. Most people look at every situation through the lens of ‘what’s in it for me,’ so conveying information that connects to their personal needs is often the most effective.  

#3. Be Curious 

As we know from our research at Emergenetics, it’s highly likely that the people you support will prefer to think and behave differently than you. The cognitive diversity of your team is your secret sauce for success. Keeping an open mind is the key to unlocking the full potential of yourself and those you support.  

When someone presents an idea or approach that may differ from your instincts, ask open-ended questions to explore the possibilities. Be careful to pose them as nonjudgmental queries to keep the dialogue flowing. Prompts like ‘Tell me more’ or ‘I’d like to hear more about that” will create space for continued exploration.  

When you accept the responsibility of becoming a leader, you are officially in service to others. And these are people who invariably will have distinct needs, expectations and perspectives. With a bit of intention and an investment in time, effort and energy, you will be successful as you guide and support them. The three tactics above can serve as the foundation to help you become the sort of leader you want to be and your teammates value. Start small and celebrate the incremental wins. Here’s to progress, not perfection! 

Emergenetics International helps leaders use self-awareness to improve employee engagement, collaboration and productivity. Fill out the form below to speak with one of our team members to learn how Emergenetics can help. 

AW: What challenges or opportunities did you see within the Residential Life & Housing department that inspired you to engage Emergenetics? 

MB: We are a large organization. We have a full team of 60 full-time professionals who provide leadership to the department, and we experience silos because we have an area for facilities,  residential life, another for assignments, etcet era. When we get into our silos, we sometimes start playing the blame game because we feel as though we can do the work better than anyone else. That’s when we start forming assumptions and having intent-impact gaps with one another.  

When we first experienced Emergenetics on our leadership retreat, we saw that our common frustrations were rooted in misunderstanding each other’s decision-making or how others approached their work.  

Emergenetics gave us a common language and allowed us to be more intentional about creating teams, talking through concerns, better understanding each other and gracefully executing work. Those were the opportunities we saw, which is why the leadership team wanted to extend Emergenetics programming to everyone in the department. 

AW: Why did you choose Emergenetics? What stood out to you about our programs?   

MB: When our leadership team took Emergenetics and evaluated the next steps, we were at a crossroads, knowing that we needed to invest time and energy into some type of training for the entire department. We looked at the different inventories we could do and had used strengths-based tools in the past.  

Emergenetics had a different feel that focused on teamwork and collaboration, which the other tool we had used did not have. The other inventory helped individuals recognize and play off their own strengths, which could be translated to a team. The team aspect came more naturally with Emergenetics, which made it our tool of choice.  

AW: I know that VCU’s work with Emergenetics began with a phased approach, first hosting a Meeting of the Minds and Power of WE session with the Student Affairs Leadership team and then with the Student Residential Life team. Can you share a bit about the strategy behind the methodology? 

MB: After our Student Affairs Leadership team experienced an Emergenetics training in the Spring of 2023, we wondered how we could catch up the rest of the leadership team as we hired some new folks or had some leave over the next year.  

Our goal in the Spring of 2024 was for me to become an Associate. The next goal was to train our small group of staff, who hadn’t yet been introduced to Emergenetics, before our annual retreat.  

My relationship manager at Emergenetics helped me prepare for the small group program that included 6 to 8 people. Then, at the annual retreat, I facilitated a refresher on Emergenetics for everyone since it had been a year. Ever since, I’ve held workshops as a part of onboarding new staff, which have been groups of about 20 people.  

AW: How was the Certification process for you? 

MB: I really enjoyed my Certification with Bill Zubek! He is fabulous! I was really nervous about the Associate Certification exam since I get a lot of test anxiety, although the cohort I was in and Bill as a facilitator did a great job of supporting everyone involved.  

I was in a group of primarily corporate professionals, and I was the only one in higher education. It was an interesting experience, and it was worthwhile to learn how Emergenetics was being implemented and utilized elsewhere.  

I also was nervous about it being virtual because my preferred learning style isn’t online learning. I found that, between the virtual sessions and eLearning courses, the program met my learning needs. 

AW: What feedback or sentiments have you received from your counterparts about Emergenetics?   

MB: One of our employees has worked for our department for 40 years. She is the most long-standing individual in our team with the most historical context. While she is a very positive person, she tends to view professional development from a bit of a skeptical lens, having experienced ones that don’t stick.  

After the Emergenetics training, she approached me and said that this was the most impactful experience she had in her entire career working at VCU. She also shared that it helped her better understand her day-to-day frustrations and validated many of the reasons why she naturally works better with some people than others.  

If anything, people just want more Emergenetics, which is why I continue digging through resources and working with Brandi, my Relationship Manager, to provide more material.  

AW: Can you share a little bit about your plan to use Emergenetics to support your university? What are some of your next steps?   

MB: Moving forward, my plan is to host a quarterly training to onboard new staff in the department of Residential Life & Housing. We are also utilizing some of the resources from the online Associate portal for our monthly leadership team meetings. Most recently, we completed the 3-2-1 Boost your Communication Practices activity.  

I pull a lot of the resources marketed on Emergenetics’ social media to continue to infuse the Attributes into our daily work. I am also working with our Marketing professional to create office door tags that feature everyone’s Emergenetics pie charts and Behavioral spectrums to provide a visual reminder to our staff of everyone’s preferences. 

AW: What results have you seen from implementing Emergenetics programming? Is there any evidence or stories you can share? 

MB: We love to throw the Emergenetics colors out in conversations all the time, and say things like, “You’re really leaning into your Blue right now!” And that is part of the camaraderie our team has since many of us have worked at VCU for a long time.  

Not only has Emergenetics given us a common language, it has also created a fun work environment and culture of understanding, where we recognize the impact something may have on someone and that these experiences are not coming from malintent. This way of thinking has helped us form a new culture of grace.  

Additionally, I’ve seen a lot more collaboration between the silos. We are becoming more cohesive and showing up differently at all levels. For example, we better appreciate each other and check in with each other if someone is having an off day. There has been a huge benefit in implementing Emergenetics within our department.  

AW: What have you enjoyed most about bringing Emergenetics to VCU?   

MB: I’ve enjoyed being able to understand better those I directly supervise by seeing how my Thinking and Behavioral preferences interact with theirs, and how I may butt heads a little bit more with someone depending on where we are coming from.  

Also, I’ve found the behavioral information to be really fascinating because quite a bit of our staff lives in the second-third of all three Behaviors. In situations where the room is quiet, now I’m able to say things like, “I think we are all being quiet right now because it depends. We are in that second-third, friends. What more information do you need to contribute to this conversation? What context is missing?” By recognizing who I am in the room with, I can challenge everyone differently and positively, which has been a big help in pushing our team forward. 

AW: If there was one word or phrase you would use to describe Emergenetics, what would it be? 

MB: If I had an elevator pitch to get someone to do this training, it would be, “Why wait?” There is so much personal and professional gain. Emergenetics influences every conversation I have from my three-year-old toddler to my boss. It has transformed how I see and view the world. So, what are people waiting for? 

AW: What advice would you have to other university leaders who are considering implementing Emergenetics at their schools? 

MB: My biggest piece of advice is you need full buy-in. You can’t just train a portion of a department.  You need to train the whole department to get the full effect of what Emergenetics can do to transform your work environment. If I only trained the Residential Life team and not the other teams, then some of us would’ve had this language and not been able to use it to fix the cross-departmental communication strains we were experiencing.  

Emergenetics can’t be a one-off. To maximize the benefits there must be a true commitment that you infuse into your day-to-day work. Then, it will be cost-effective and most impactful overall. 

Curious what Emergenetics could help your institution achieve? Explore our solutions or fill out the form below to speak with one of our team members today! 

Talented supervisors don’t always get the recognition they deserve. As they strive to translate leadership objectives into team initiatives, guide and coach their people to achieve collective goals and contribute on an individual level, they often feel squeezed rather than celebrated. It’s no wonder 71% of middle managers report feeling stressed all the time!  

One small way that personnel at all levels can better support the supervisors in their organizations is to take a moment to recognize them – just like the great ones celebrate their people. As we commemorate National Bosses Day in the United States on October 16, it’s a great reminder to pause and appreciate the brilliance these managers bring to our workplaces.  

Inspired by the Emergenetics® Attributes, below are a few of the many things to celebrate about exceptional people leaders.  

We value your commitment to efficiency.

There is no shortage of demands on employees’ time. Supervisors with an Analytical preference commonly have a knack for keeping their teams directed toward bottom-line-oriented priorities and identifying opportunities to align resources, talent and technology to optimize efficiency in pursuit of those objectives. We appreciate your efforts to maximize effectiveness.  

We celebrate the order you bring to our chaos.

Teams typically juggle many projects and tasks as they work towards individual and collective targets. Managers with a Structural preference are often gifted at decoding these initiatives into clear action items and timelines while also setting expectations so staff know what they need to do. We are grateful for your capacity to keep us on task. 

We are thankful for the connections you create.

Strong working relationships are a significant driver of job satisfaction. Bosses with a Social preference typically fuel these connections by investing time and energy into team building. Additionally, their commitment to learning about their direct reports inside and outside of work promotes strong bonds. Thank you for your relational approach to management.  

We welcome the possibilities you invite.

In times of significant change, it’s important to be open to new ways of working. Those supervisors who embrace Conceptual thought are usually eager to consider out-of-the-box solutions and inventive approaches. They invite us to brainstorm and ideate on the possibilities of any initiative. We value your commitment to promoting and testing new ideas. 

We appreciate the listening ears and sounding boards.

Bosses in the first-third of Expressiveness tend to be quiet and introspective. Their innate disposition often makes them great listeners who create space for others to share their inputs and ideas. Those in the third-third are commonly gregarious and talkative. Their communication style makes them an excellent thought partner to work through ideas, considerations and questions. People leaders in the second-third can easily lean into either approach to support their staff. No matter your Expressiveness, thanks for being a part of many, many conversations. 

We are grateful for your consensus-building and pacesetting.

Supervisors with a preference for first-third Assertiveness typically serve as shepherds. They want to ensure direct reports are brought along and secure buy-in for initiatives, creating a space where personnel know their concerns matter. Third-third bosses often apply a driving pace, encouraging employees with their energy and commitment to push projects forward. Those in the second-third can moderate their style to honor both sides of the spectrum! Wherever you fall on the spectrum, thank you for advancing the work in a meaningful way! 

We value your focus and openness.

Managers in the first-third of Flexibility are usually committed to staying the course. Their actions help employees maintain focus and see projects through to fruition. Supervisors with a preference for third-third Flexibility are frequently energized by change and eager to accommodate the thoughts and actions of others. Their openness helps staff recognize that their inputs and ideas will have an impact. Bosses in the second-third often apply both approaches, depending on the situation and needs of their people. We know bosses have to ‘flex’ their flexibility on the regular, so thank you for adapting to support us. 

Great people leaders have an incredible influence on their personnel and the overall productivity of their organizations. I invite readers to take a moment to think about the managers who have made a difference in their lives and work. Sending a quick email, text or making a phone call to say thanks is a great way to help these individuals recognize the difference they have made and feel more motivated to continue positively shaping their workplaces. 

Want to help your managers be more effective? Empower them with training to maximize their impact and better support themselves and their teammates. Fill out the form below to speak with one of our staff members today to learn how Emergenetics can help.  

Similar to creativity, it seems that there is a misconception that being innovative is a quality that a person is born with. While some people may be more innately inclined to take risks, the truth is that inventiveness is a competency that can be developed and exercised just like any other skill.  

Organizations will need pioneering ideas from all levels of staff to effectively navigate the complexities and opportunities in our workplaces, and it’s important to first set the stage with leadership so that they are equipped to support novel and useful advancements. 

When existing and emerging leaders model the way, employees will feel encouraged to propose original ideas and concepts. Let’s explore how executives as well as Learning & Development (L&D) professionals can stimulate this transformation. 

5 Tips to Amplify Innovative Leadership 

#1 – Change the Conversation Around Failure 

At Emergenetics, we often reflect on the value of the language of grace. Rooted in positive psychology, using affirmative language can actually influence outcomes. This concept was reinforced in McKinsey’s recent podcast, which revealed that many of the barriers staff feel when it comes to invention are related to fear, which can be offset with thoughtful verbiage. 

To promote creativity, rethink how mistakes, errors and risks are described. Help leaders approach missteps positively and reframe their focus on lessons learned. A few of my favorite suggestions from McKinsey included changing the word “mistakes” to “mis-takes,” inviting the belief that people can try again, as well as replacing the word “pilot” with “pioneer” to inspire a mindset shift. 

#2 – Align on Risk Tolerance 

Every person is likely to have varying comfort levels with uncertainty. These inclinations may make it seem as though one team member is more innately innovative than another. However, everyone can be inventive when they clearly understand the guardrails and what sorts of risks are appropriate. 

Spend time defining what level of ambiguity the company can tolerate and what a calculated risk looks like. Additionally, be clear about shared values and non-negotiables that should guide decision-making. With these boundaries in mind, leaders will be more inclined to step outside of their comfort zones and support employees in doing so as well.  

#3 – Cultivate Psychological Safety  

Innovation and psychological safety have a strong relationship with one another. After all, if personnel do not believe that they can speak up and voice ideas as well as concerns without fear of punishment, how will they be able to challenge the status quo and offer new approaches?  

By following the two tips noted above, organizations can build on a solid foundation in the quest for psychological safety. Build on it by creating a space for peer mentoring where leaders are invited to connect with one another, share considerations and offer thoughts even (or especially) when they seem “a little out there.” L&D teams can reinforce the success of these interactions by training leaders in listening and emotional intelligence skills.    

#4 – Promote Collaboration 

There is a certain mystique around the myth of the lone visionary leader, who ideates and produces groundbreaking products, solutions or concepts all on their own. In actuality, teams increase innovation by 20%. This success is compounded when the groups are made up of cognitively diverse individuals.  

Focus on cultivating strong collaboration competencies to fuel more effective ideation. Train leaders to inspire a sense of belonging, listen to feedback and articulate shared goals. By investing in their team-building talents and teaching them to view diverse perspectives with curiosity and empathy, companies will unlock the collective innovation of their workforce. 

#5 – Ignite a Learning Culture 

Investing in learning is one of the most effective ways to stimulate the production of novel solutions and everyday advancements. When employees are regularly exposed to new ways of thinking, distinct concepts and changing practices, they will be more likely to rethink past methodologies and be open to iterating and originating. 

Establish a learning culture by investing in the ongoing growth of personnel across the organization. For leaders specifically, design comprehensive development programs that will help them build future-focused talents and amplify their professional and personal growth. Additionally, integrate learning into everyday activities by asking employees to reflect in meetings or peer mentoring sessions and share discoveries they’ve made as well as one thing they want to change for the better at work. 

Innovation is within reach for any company. By intentionally curating an environment where leaders embrace optimism, psychological safety and ongoing growth and development, they will be better equipped to inspire their colleagues and teammates to unleash their inner creativity and ingenuity.  

Discover more tips to optimize leadership in your organization. Download our eBook or fill out the form below to speak with one of our staff members today!   

• 35% report that the nature of their role has shifted  
• 40% stated that their daily responsibilities have been altered 
• 53% feel there is too much change taking place  
• 44% don’t understand why things need to be adjusted 

While the pace of these transitions can sometimes feel overwhelming, more than three-fourths of employees are ready to adapt to new ways of working, and 72% are eager for the learning opportunities they will have because of that evolution. A high level of worker optimism is encouraging, especially given that businesses are not ready to sit still just yet.  

To help staff navigate new workplace realities, it’s important for leaders to understand the different hats they may need to wear on any given day to support their people.  

7 Essential Roles to Promote Adaptation 

#1 – The Visionary 

If employees do not clearly understand why change is happening, what value it will bring and what the organization’s aspirations are, it will be challenging to get their buy-in and bring them along in the process. Create a specific vision of the future state and explain the purpose behind the shifts as they arise. That way, staff members have a strong sense of direction and are better equipped to adjust. 

#2 – The Communicator 

It’s essential to provide transparent, consistent and timely communication so personnel stay committed to the transition process and have avenues to express any concerns or questions. In addition to regularly sharing the vision, be sure to deliver updates about what’s ahead and celebrate milestones. When feedback is received, reconnect with the workforce to share the input and outcomes so everyone is informed.  

Pro Tip: Tailor your communications to honor all seven Emergenetics Attributes. That way, you can ensure your messages speak to each employee’s needs and interests. 

#3 – The Coach 

Change is challenging! Even when people are excited about it, habits can be difficult to break. Make time to connect with staff and help coach them toward the desired outcomes by providing reinforcement, mentorship and feedback. Serving as a sounding board and empowering personnel to problem-solve through any obstacles will cultivate an environment where individuals can adapt.  

#4 – The Empathizer 

In addition to coaching, remember to bring a compassionate lens to conversations. Times of disruption can be emotionally taxing on employees. By recognizing and acknowledging this impact, leaders can create a safe space for workers to express themselves and get the support they need. Offering empathy will boost personnel’s trust and resiliency in the flow of rapid advancements. 

#5 – The Advocate 

Being an advocate works in two directions. First, leaders are champions for their teams, ensuring their colleagues have the resources to navigate transitions. Remove the barriers that may impede staff from embracing adaptation and provide encouragement to personnel. Second, it’s vital to promote the transformation itself. Keep staff engaged in the change process by maintaining morale, emphasizing the benefits of the future state and acknowledging progress.   

#6 – The Tactician 

Evolution is often accompanied by surprises and unforeseen challenges, which can make it difficult for individuals to enact the desired shifts. Be proactive in identifying and addressing issues while partnering with teams to determine creative solutions. Sketching out detailed plans and offering clarity around next steps will minimize confusion and maintain forward momentum. 

#7 – The Role Model 

Modeling the way is one of the most important tactics leaders can apply to inspire a behavioral shift in their people. Embody the transformation by demonstrating the desired actions, attitudes and characteristics. At the same time, be upfront when challenges or old habits arise. Adopting new practices takes time, and showing the team how to course-correct will set a powerful example so staff are equipped to get back on track if they make a misstep. 

Leading employees through workplace evolutions and disruptions require soft skills, ranging from emotional intelligence and communication to resilience and influence. When individuals take the time to build these talents, they will do more than simply help their people navigate a specific change. They will also create the foundation for a more positive, high-performing culture. 

For more insights into developing future-ready leaders, explore our guide, 10 Essential Skills for Effective Leaders, and learn about our offerings for staff at all levels. 

Ready to start using Emergenetics to amplify leadership development? Fill out the form below to speak with our team today! 

To close the gap, Human Resources (HR), Organizational Development (OD) and Learning & Development (L&D) professionals can collaborate to build a leadership pipeline to alleviate the challenges of turnover or reorganizations.  

Succession planning can contribute to heightened employee engagement as staff tend to feel more motivated when they believe their employer is concerned about their growth and provides avenues to reach individual career goals. When more people are equipped to direct initiatives, projects can be re-distributed, providing hands-on training and reducing the potential for burnout for time-strapped employees. 

To inspire a holistic approach to succession planning, I invite HR, OD and L&D teams to answer seven questions. 

#1 – What are our leadership needs? 

Consider the existing roles in the business and their relationship to the drivers of the corporation’s growth strategy. Look to the future and think about which functions will continue to be necessary five years from now as well as what positions may be important that are not currently filled.  

Evaluate the skills required for each position and the qualities and qualifications that may be distinct to your business. Exploring the current and future state is likely to indicate how challenging it may be to replace each role should the need arise.  

#2 – Where are the potential succession gaps? 

Spend some time comparing current staff capabilities to the identified demands. Connect with department executives and HR Business Partners to better understand the skillsets within teams and the employees who have the capabilities and interest in taking on more responsibility.  

Be sure to evaluate the broader employee population too. Use skills inventories and review job descriptions to compare existing talents to required competencies. Through thoughtful analysis, talent gaps will likely become apparent, and you will have a stronger sense of which functions may have too little depth. 

#3 – How is potential assessed?  

Different people may have their own interpretations of the descriptor: high potential.  Identify the appropriate meaning for your organization. Beyond specific in-demand aptitudes, considerations may include a passion for the vision, an appetite for constant learning, a commitment to corporate values and/or competence in the behavioral qualities that signal a capacity to positively influence and guide others.  

Additionally, determine how to find potential leaders. You may invite volunteers or ask for recommendations from others in the company (not only current executives). Analyzing performance reviews or assessment results can also inform the process. 

#4 – How will we invest in development? 

On average, corporations realize a 7X return on their investments in leadership development, so it’s well worth the effort to grow employees. Lean into the insights of L&D professionals to define the best methodologies for strengthening leadership skills. Consider what talents the business needs to build and whether those are best managed internally, externally or a combination of both.  

Be mindful of integrating experiential and on-the-job learning opportunities into formal training or coaching. Explore our in-depth review for more insights on creating impactful development programs.   

#5 – What does success look like? 

By measuring progress and outcomes, HR, OD and L&D teams can better optimize succession planning. In addition to long-term benchmarks like promotions secured and the actual succession of individuals, identify short- and mid-term metrics that help reveal whether the initiatives are trending in the right direction. Criteria may include progress through learning programs, reduction in skills gaps or responsibility shifts within teams.  

I also recommend analyzing employee engagement, length of tenure and performance. When staff members engage in learning, they are more likely to stay at the firm and positively impact the employees they work with most. These measures reinforce the true value of investing in a leadership pipeline.  

#6 – How will we encourage buy-in? 

Sometimes, individuals hesitate to talk about succession planning because they do not like to think of their potential departure. However, their support of the process is instrumental to success. Getting insights from today’s leaders about what it means to be successful in your organization can shape your programs. When leaders are bought in, they are more likely to engage with future executives and trailblazers to support their growth.  

Proactively engage their voices in the development of training programs. Try introducing mentorship offerings, featuring leaders in internal master classes and providing tools to help existing executives tag-team important projects with high-potential employees. 

#7 – How do we keep our people? 

While achieving 0% turnover is impossible in the long run, be thoughtful about planning for retention. If immediate promotions are unavailable, motivate staff with different assignments, opportunities to lead committees or projects and ongoing training to support their continued growth.  

Additionally, refer to your metrics from step #5. Even when employees choose to leave, the investment in their development has likely paid for itself in terms of longer tenure, higher employee engagement and improved performance. 

Creating a robust succession pipeline will empower businesses to evolve and be future-ready. With careful attention to the questions above and a commitment to continually optimizing programming, HR, OD and L&D teams will cultivate a high-performing and self-sustaining environment. 

How can Emergenetics improve leadership skills in your organization? Let’s talk about how our tools and workshops can support staff at any level. Learn more here or fill out the form below to speak with a team member today!  

Influence is the ability to inspire others to take action. It’s about creating a compelling vision and persuading staff to embrace it. Motivation describes an individual’s willingness to exert effort in pursuit of a goal or outcome. Leaders with these skills ignite the innate drive that lives within people to fuel peak performance. 

The Synergy of Influence and Motivation  

Influence without motivation can lead to compliance without enthusiasm, while motivation without influence may result in high energy with misaligned efforts. The true alchemy happens when these two elements are blended. 

Through the integration of influence and motivation, leaders can align employee efforts toward common organizational goals while also tapping into intrinsic interests, so personnel are committed to advancing collective objectives. 

Tips to Build Influence

1. Build Authentic Relationships: Personnel experience a 34% increase in goal attainment, a 36% increase in well-being and a 92% increase in professional growth when connections in the workplace are strong. Trust is the cornerstone of influence. Develop genuine connections with your team members by showing interest in their personal and professional lives.

2. Communicate Effectively: Clear, concise and compelling communication helps convey your vision. Be sure to regularly share the objectives and goals the company seeks to achieve, while also painting the picture of the future state you envision. Use storytelling to make your messages memorable and impactful.

3. Lead by Example: As the adage says, actions speak louder than words. Walk the talk by demonstrating the behaviors and attitudes you wish to see in your team. By living the organization’s values, leaders will model the way and bring employees along toward that shared vision for the company.

4. Empower Others: Staff are 4.6 times more likely to feel invested bringing their best to work when their voices are heard. Encourage your team members to share their input and ideas to achieve the company’s goals. Also, empower them with reasonable autonomy to make decisions and take ownership of their work. 

Associates to better influence your colleagues: Log in to Emergenetics+ and download How to Present to the Emergenetics Attributes for pointers on how to present to each of the seven Emergenetics Attributes in a way that will engage them. 

Methods to Motivate Your Team

1. Understand Individual Motivators: Each team member is inspired by different factors. Learn what energizes each person, whether it’s recognition, growth opportunities, a sense of autonomy or purpose. Ask staff about the distinct elements of a project that excite them and speak to those interests. Our recent blog post can also offer some more ideas for implementation.

Productivity and efficiency improve by 20% when employees are motivated. (Gallup)

2. Create a Positive Work Environment: One study found that workers who ranked high for optimism were six times more likely to be highly engaged at work. Promote a positive atmosphere to foster a culture of respect, collaboration and support. Embrace a strengths-based approach and celebrate the diverse gifts that each employee brings to the company.

3. Set Engaging Goals: Identify key performance indicators (KPIs) to give staff a sense of direction. Ensure that the objectives set are challenging yet achievable to galvanize the workforce. I also recommend including staff in the goal-setting process, so their voice and interests are reflected in the targets they are trying to achieve.

4. Provide Regular Feedback and Acknowledgement: Recognition boosts trust and engagement for the entire workforce. To increase confidence and promote a positive work ethic, acknowledge wins big and small, and provide intentional feedback. Offer insights to help staff optimize their performance and ensure that others see their successes to further amplify motivation.

Associates: Log in to Emergenetics+ and download How to Fuel Your Motivation. The worksheet can be shared with your stakeholders to increase engagement using their preferred Emergenetics Attributes.  

While the results of a leadership style that embraces motivation and influence may inspire awe, the good news is that you do not have to be an actual magician to unlock your people’s potential. By introducing these practices, executives and managers can spark a powerful shift in their approach that leads to better outcomes as well as more productive and proactive employees.   

Discover how Emergenetics will empower you to advance your leadership skills to meet the demands of the future of work. Visit our website, Download our 10 Essential Skills for Leaders guide or fill out the form below to speak with one of our team members today!