Business – Thunderbird Leadership Consulting

Unlocking the Stress Cycle: A Leader’s Guide to Handling Burnout

Debbie Fennell on May 9, 2025

By Jo Anne Mastrangelo, MA, MBA, PCC

In today’s busy world of leadership, burnout is more than just a trendy term—it’s a real physical condition that many dedicated leaders experience. Burnout goes beyond simple tiredness; it’s when you feel completely drained emotionally, disconnected from your work, and like you’re not achieving much despite your efforts.

The Science Behind Burnout

Recently, our coaching team explored insights from “Burnout: The Secret to Unlocking the Stress Cycle” by Emily and Amelia Nagoski. This exploration revealed something profound: many leaders address the stressors in their lives (the external events causing stress) without completing the body’s physiological stress cycle.

The distinction is crucial. When you receive challenging feedback, face a difficult conversation, or navigate a complex decision, your body enters a stress response. Even after addressing the situation intellectually, your body may still be carrying that stress physiologically.

As the authors note, and our own Thunderbird coaches agree, there’s no such thing as “burying the feelings.” They will live on in you. Your body will remember.

Seven Practical Approaches for Leaders to Complete the Stress Cycle

As leadership coaches, we recommend these evidence-based strategies to help you break free from incomplete stress cycles:

Physical Activity: Even brief movement—a quick walk between meetings, a stretch break, or a weekend game of pickleball—can release physical tension built up by stress.
Intentional Breathing: Take 90 seconds (just three deep breaths) to focus on your breathing. This simple practice can help reset your body’s chemical stress response, even during a busy day.
Meaningful Connection: Sharing your experience with a trusted colleague, mentor, or coach for a few minutes can significantly help process stress.
Embrace Laughter: A genuine laugh signals safety to your body and releases tension. Don’t underestimate how a moment of humor can shift your physiological state.
Prioritize Affection: Quality time with loved ones, including pets, releases oxytocin—the “happy chemical” that counteracts stress hormones. For leaders constantly in “performance mode,” these moments of connection are vital.
Creative Expression: Activities like writing, cooking, or other creative pursuits allow for emotional release and processing.
Practice Mindfulness: Contrary to popular belief, mindfulness doesn’t require lengthy meditation. It can be as simple as fully experiencing a moment—the sensation of your morning coffee, the sounds in your environment, or the feeling of gratitude for a team accomplishment.

The Goal: Return to Neutral

The insight that transformed our coaching approach is understanding that after stress activation, the body needs to return to a neutral state. Many leaders operate continuously in “overdrive,” never allowing their systems to reset.

When we remain trapped in incomplete stress cycles, we’re more susceptible to burnout. By consciously completing these cycles, we can navigate leadership challenges from a place of physiological balance rather than accumulated tension.

Leadership Application

As a leader, implementing these practices isn’t just self-care—it’s strategic. When you model stress cycle completion, you create permission for your team to do the same. This cultural shift can dramatically improve team resilience, creativity, and sustainable high performance.

The next time you feel the weight of leadership stress, remember: addressing the stressor is only half the equation. Taking even small steps to complete your body’s stress cycle may be the missing element in your leadership effectiveness toolkit.

This blog post was inspired by a coaching conversation between Jo Anne Mastrangelo from the Thunderbird Leadership team and Vimla Gulabani, PCC-credentialed coach with the International Coaching Federation, exploring insights from “Burnout: The Secret to Unlocking the Stress Cycle” by Emily and Amelia Nagoski.

Finding the Right Fit for an Open Role

Debbie Fennell on April 9, 2025

By Linda Thompson, MHSA

When an employee leaves an organization, it is commonly left open, or posted internally, externally, or both. But in practice there are several other choices: the role can be eliminated, the position may be intentionally left unfilled, or the responsibilities of the role can be outsourced, assigned to an existing position, or divided across existing roles.

This blog post explores the option of assigning the responsibilities to another employee or dividing the tasks and responsibilities across existing roles. There are advantages and challenges for organizations as well as for individual employees.

Employees in these options may have the advantage of:

experiencing growth opportunities and gaining new skills that increase their marketability,
earning new credentials and/or certifications,
building their own internal and external professional networks,
increasing credibility and influence within the organization and/or field,
receiving compensation increases, and
gaining work satisfaction and motivation from the employer’s confidence in their ability to assume new responsibilities.

There are several organizational advantages as well when assigning or dividing a role to existing staff.

An existing employee may not need employee orientation, policy training, or the new employee paperwork. There may even be less training involved if the employee already has some familiarity with the role requirements.
Productivity downtime when an employee leaves may be minimized or eliminated when the organization has one or more people on board who are able to quickly be assigned.
When best practices are followed, providing employees with growth opportunities may lead to a more highly-engaged and satisfied workforce.
Labor expenses may be reduced. Although reassigning role responsibilities to one or more people may include an increase in compensation, the increase is not likely to equal the cost of fully compensating a dedicated, full-time employee.

Considering the advantages to both the employee and the organization, this option may look like an evident solution, yet we can probably all think of scenarios where it didn’t turn out well.

Under some conditions an employee could face significant challenges when an employer assigns new responsibilities to an existing full-time role. For example, the employee could experience:

overwhelm and increased stress,
a lack of clarity about job expectations and priorities,
challenges in utilizing PTO benefits due to workload and lack of coverage while away, and
perceptions of being taken for granted, treated unfairly, or used.

When reassignments don’t work well for employees, there are usually related organizational challenges. Disadvantages to organizations may include:

challenges covering necessary tasks and processes when a person covering multiple roles utilizes PTO benefits, and
a disengaged team that is more prone to burnout if assigning to the wrong person for the wrong reasons. With burnout comes increased health care costs, reduced productivity, increased personnel and HR issues. Eventually increased turnover is the result.

Best practices can be used to better ensure a positive outcome for employees and organizations when a vacant role is reassigned. One clear approach is to foster a strengths-based organizational culture. In organizations with such a culture, productivity is 22% higher and employees are less likely to quit.* Creating a strengths-based culture requires attention to the general and individual needs of employees. It means assigning tasks and opportunities that match the person’s work style and motivations. Organizations can better understand employee strengths, motivators, and ways of thinking, feeling, and behaving through a number of assessments designed for this purpose. Examples include DiSC, CliftonStrength, and Kolbe assessments.

Consider the following best practices when reassigning the responsibilities of a vacated role:

Know which team members are motivated by additional responsibility or are looking for growth opportunities. Offer, rather than dictate, the reassignment. Allow time for the employee to consider the role and to ask questions.
Position the reassignment as an opportunity or promotion, highlighting the benefits to the employee.
Be willing to increase compensation for additional responsibility. Increased compensation speaks to appreciation and recognition. For some, it is a strong motivator.
Be clear about the new role and priorities in relation to the employee’s current role. Revise or rewrite existing job descriptions to identify what has changed in the employee’s responsibilities.
Consider cross-training other appropriate staff to cover essential responsibilities while employees are away on personal time.
Act quickly. Followers need stability from their leaders. The best practices described lose impact when an organization drags its feet by postponing decisions about the vacated position, neglecting to schedule follow up discussions, delaying the revisions needed to job descriptions, and projecting uncertainty regarding compensation.

When organizations are in tune with the skill sets and growth aspirations of their workforce, permanently assigning tasks associated with a vacant role rather than hiring new staff may be a win-win solution for all.

* Reference: https://hbr.org/2013/07/employee-engagement-does-more

Linda Thompson, MHSA
Executive Coach
Gallup Certified CliftonStrengths Coach
Discipline-Connectedness-Relator-Input-Responsibility

Reclaim Your Time: 5 Boundary Challenges Leaders Face (and How to Overcome Them)

Debbie Fennell on March 6, 2025

By Mary Lockhart, PhD, MS, ACC

As a leader, your time, energy, and attention are constantly in demand. You want to be accessible, supportive, and engaged—but without clear boundaries, leadership can quickly become overwhelming. Meetings fill every available moment, emails flood your inbox, and your workday extends well into your personal time. Over time, this takes a toll.

The good news? Strong boundaries don’t make you a less effective leader; they make you a better one. By setting and maintaining boundaries, you protect your ability to think strategically, make sound decisions, be an effective role model and be fully present when it matters most.

Research consistently shows that strong boundaries are not just good for your well-being – they are also good for your team, and for your organization. A leader’s ability to implement clear boundaries can improve team morale, reduce turnover, and foster a more productive work environment.

Here are five key types of challenges all leaders face with boundaries, along with specific strategies to overcome them.

1. Time Boundaries: Stop the 24/7 Grind

One of the biggest challenges for leaders is managing their time effectively. Without clear boundaries, your calendar can become overrun with meetings, leaving little time for deep work, strategic thinking, or even a moment to breathe.

Try this:

Block out dedicated “focus time” on your calendar and protect it as you would an important meeting.
Set clear meeting norms. You can do this by placing a limit on meeting times and ensure they have a clear agenda.
Build in buffer time between meetings to avoid running from one commitment to the next without reflection.

2. Work-Life Boundaries: Model What You Preach

Many leaders feel they must be “always on,” responding to emails late at night, taking calls on weekends, and sacrificing personal time for work. But when you blur the lines between work and personal life, burnout is inevitable for both you and for your team members.

Studies have shown that employees with better work-life balance are more engaged, focused, and less likely to experience burnout, leading to improved performance and reduced absenteeism. By role-modeling a healthier work-life balance, you empower everyone to thrive.

Try this:

Define and communicate your work hours to your team, and stick to them.
If you work outside normal hours, use “schedule send” for emails to send during standard work hours to avoid setting an expectation of 24/7 availability.
Establish a transition ritual, such as a walk or journaling, to help shift from work mode to personal time.

3. Decision-Making Boundaries: Letting Go of Control and Empowering Your Team

Leaders often get pulled into decisions they don’t need to make, leading to decision fatigue and a lack of time for higher-level priorities. If you’re frequently solving problems your team could handle, it’s time to redefine your decision-making role and trust your team.

Try this:

Use the RACI model (Responsible, Accountable, Consulted, Informed) to clarify who owns what decisions. This designates who is Responsible for executing a task, who is Accountable for the outcome (only one person should be accountable for each task), who needs to be Consulted before a decision is made, and who needs to be Informed of the decision. Using RACI can prevent confusion and ensure clear ownership.
When team members bring you a problem, ask, “What do you think?” and take their suggestions seriously before offering your opinion,
Delegate decisions that don’t require your level of expertise and trust your team to execute.

4. Communication Boundaries: Cutting Through the Noise

Emails, texts and “quick questions” can fill your day, leaving little room for focused work. Without clear communication boundaries, you’ll spend more time reacting than leading.

Try this:

Set expectations for response times—just because someone asks for an immediate answer doesn’t mean they need one.
Establish “office hours” for non-urgent discussions to prevent constant interruptions.
Decline meetings that aren’t necessary, and encourage concise, focused in-person and email communication.

5. Emotional Boundaries: Supporting Without Absorbing

Great leaders care deeply about their teams. However, when you take on too much of your team’s stress, it can weigh you down. Leaders who struggle with emotional boundaries by absorbing another’s problems often experience burnout and decision paralysis.

Try this:

Recognize what’s within your control and what isn’t. If an issue is draining you, ask yourself, “Is this something I can control?” If not, let it go.
When a team member shares a challenge, ask yourself, “Am I here to listen, advise, or take action?” Not every problem is yours to solve (even if you really want to).
Support your team members while maintaining perspective—being empathetic doesn’t mean carrying their emotional burdens.

The Bottom Line: Boundaries Make You a Stronger Leader

Setting boundaries isn’t about being unavailable, it’s about being intentional. When you protect your time, energy, and focus, you show up as a more strategic, present, and effective leader. And by modeling healthy boundaries, you empower your team to do the same.

What’s one boundary you need to strengthen this week?

Additional Resources for Leaders:

Dare to Lead: Brave Work. Tough Conversations. Whole Hearts (2018) Brené Brown emphasizes the importance of vulnerability and courage in leadership, offering tools to build trust and navigate difficult conversations.

Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity (2022) Kim Scott provides a framework for leaders to communicate effectively, fostering open dialogue while maintaining professional relationships.

Boundaries Updated and Expanded Edition: When to Say Yes, How to Say No to Take Control of Your Life (2017). Drs. Henry Cloud and John Townsend offer practical guidance on setting healthy limits in relationships, work, and personal life to regain control and foster emotional well-being.The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It (2021). In this timely book, workplace well-being expert Jennifer Moss helps leaders and individuals prevent burnout and create healthier, happier, and more productive workplaces.

Insights into the Dynamic World of Nursing

Debbie Fennell on February 8, 2025

Recently I sat down for a conversation with Kathleen Kaminsky, MS, RN, NE-BC. Kathleen is the Senior Vice President, Patient Care Services and Chief Nursing Officer for Englewood Health in New Jersey.

Rhonda Williams: Kathleen, thank you for sitting down with me today.

Kathleen Kaminsky: Thank you, Rhonda. It’s my pleasure.

Q: Kathleen, can you share a bit about your leadership journey at Englewood Health? It looks like you’ve had quite the impressive tenure here.

Kathleen Kaminsky: I’ve been with Englewood Health for 39 years. I started as a unit secretary prior to becoming a nurse. I began to advance and served as the Chief Quality Officer for nearly 20 years. Around 2015, I stepped in as Interim Chief Nursing Officer for under a year before returning to focus on population health and quality. In 2018, I officially became the Chief Nursing Officer, and quality remains a part of my focus.

When I transitioned into the CNO role, I immediately recognized challenges and opportunities for growth, particularly vacancies in critical specialties like the emergency department, ICU, and operating rooms. One of my first priorities was establishing support programs for new graduates, such as an emergency department residency program. We started with critical care and expanded to areas like the ED and L&D. This was all happening just as the healthcare system faced unprecedented strain, which significantly influenced the early-career experiences of new nurses. Many had more simulation-based training and fewer live patient interactions. After the health crisis, we faced retirements and turnover, but we’ve remained focused on developing excellent nursing professionals and fostering stability in our units.

Q: You mentioned developing a pipeline for nurses and new graduates. What specific initiatives have you implemented?

Kathleen Kaminsky: We’ve taken a multifaceted approach. For example, we added PCAs (Patient Care Associates) and BSN students. We encourage team members in other roles—like transporters—to pursue nursing. Tuition reimbursement has been critical in this effort.

We were also fortunate to receive a $10 million philanthropic gift from the Kaplen Foundation and its president, Maggie Kaplen in March 2020 dedicated to nursing, which allowed us to establish the Kaplen Institute for Nursing Excellence. The institute provides scholarships, supports professional development, and fosters innovation. This framework has been pivotal in our goal of developing a sustainable nursing pipeline and ensuring ongoing nursing excellence.

Rhonda Y. Williams: Your dedication to creating a structured pipeline for nursing talent is commendable and speaks to the importance of intentional leadership. It sounds like The Kaplen Institute not only addresses immediate staffing needs but also invests in the long-term development of future leaders in nursing.

Q: Generational differences are a growing focus in workplaces today. Many workplaces have four or five generations working together. How have you seen this play out across your team?

Kathleen Kaminsky: Generational differences have certainly shaped how we work. I’m from the last cohort of Baby Boomers, a generation known for its commitment to staying with one organization for decades. Today’s workforce is different. Many younger nurses prioritize work-life balance, flexibility, and career mobility.

We’ve responded. For example, we have moved to 12-hour shifts for most units because that’s what our staff wanted. We’ve also embraced flexible schedules, allowing nurse managers to choose between four 10-hour shifts or five 8-hour shifts. This has been well-received and helps accommodate varying needs.

However, this shift has changed team dynamics and continuity of care. If a nurse only works three days a week, they might not see the same patients or colleagues consistently, which impacts relationship-building and team cohesion.

To address this, we invested in mentoring programs. We encourage senior nurses to mentor newer staff. One of our units even partners with academic institutions, allowing nurses to mentor students who may later join the team. Having you join us for this presentation on intergenerational communication is also in alignment with our goal of fostering open communication across generations. It is critical and fosters a more connected, collaborative environment.

Rhonda Y. Williams: Generational differences aren’t just about work preferences; they shape how individuals communicate and collaborate. Training on generational understanding along with tools like DiSC personality profile assessments can help teams understand these differences and foster stronger relationships by identifying both generational and individual behavioral tendencies.

Q: Leadership development is a critical element of a healthy workforce. Can you share a little about your processes for managing this?

Kathleen Kaminsky: When I stepped into this role in late 2018, we identified a huge opportunity to revamp our leadership development processes, particularly for nurse managers. At that time, the structure of the program was still evolving, and the orientation process had room to better align with the needs of our workforce. We rebuilt it using the American Organization for Nursing Leadership competencies and framework, focusing on creating a more structured and intentional approach.

While the health crisis disrupted our progress for several years, we’ve recently started revisiting and enhancing these efforts. One area we’ve recognized as critical is providing consistent orientation—not just relying on preceptors but addressing knowledge gaps like operational rules and foundational processes.

Our workforce also takes advantage of development programs offered by Human Resources through the Englewood Academy’s Leadership Development Institute. These programs are designed to meet team members at different stages of their careers. Each session is carefully crafted to provide valuable insights and practical tools that align with the individual’s role and experience level.

Rhonda Y. Williams: Thank you for sharing that with us. Development of leaders is never an event, but instead it is a process. In our work at Thunderbird Leadership Consulting, we know how important that is, and we help organizations understand their leaders and teams at a deeper level using assessments. We firmly believe once you truly understand who they are as people, then we can enhance relationships, communication and overall workplace morale and productivity. Effective leadership development must address three key groups: new leaders, experienced leaders who need ongoing growth, and newly promoted leaders who may feel overwhelmed. Structured programs that include mentorship and continuous training are essential for building a resilient leadership team.

Q: Many nursing leaders are actively engaged in the practices you’ve shared here with us and I’m sure they’ll find value in what you have shared. Can you briefly speak to leadership burnout and what you are seeing on your team. It’s such an important topic for today’s workforce dynamics.

Kathleen Kaminsky: I think having flexibility, work life balance and fostering a healthy work environment are essential to reducing the risk of burnout in our leaders.

All team members have access to wellbeing resources. For instance, we have a Team Wellness Primary Care Access Center designed exclusively for Englewood Health employees and their immediate adult family members. Englewood Health offers confidential mental and emotional health resources to our team members.

Available services are visible on our employee portal, promoted during employee wellness fairs, and we have presentations and information that goes out regularly for the team. Leaders are educated to ensure that if team members express a need or would benefit from referral to team wellness services, those referrals are made.

Rhonda Y. Williams: Thank you, Kathy. Just as each organization is unique, challenges around stress and burnout are similar but different. I appreciate hearing about Englewood’s comprehensive approach.

Q: What’s your vision for the future of leadership at Englewood Health?

Kathleen Kaminsky: My hope is to see our leaders continue building their skill sets and toolkits. It’s essential to provide nurse managers with the resources and support they need to succeed. Succession planning is also critical. By focusing on strategy and mentorship, we can prepare our leaders to navigate the evolving challenges of healthcare.

I also want our team to feel like they have work-life balance. That’s important because it was something they asked for.

Finally, I want to thank my executive team. I have a lot of support to lead in the way that is best for our team.

Rhonda Y. Williams: It’s not easy leading a dynamic healthcare workforce today. Thank you for recognizing the importance of flexibility and strategic development so you team can provide the best possible care to patients, families and each other.

I realize you are incredibly busy, and I thank you so much for your time today.

Final Thoughts

This conversation with Kathleen Kaminsky highlights the importance of intentional leadership, adaptability, and continuous development in today’s healthcare environment. From addressing generational differences to creating structured leadership pipelines, Englewood Health’s initiatives serve as a backdrop for the evolving needs healthcare teams experience today. For leaders across industries, the lessons shared here are universally applicable: understand your people, invest in their development, and adapt to meet their evolving needs. That is a recipe for success.

Balancing Optimism with Realism: How Leaders Can Counteract Toxic Positivity

Debbie Fennell on February 7, 2025

By Tresha Moreland, MBA, SPHR, Fellow (FACHE)

In the modern workplace, leaders often emphasize the importance of staying positive, especially when navigating tough times. However, when optimism becomes excessive and dismisses legitimate concerns, it turns into toxic positivity—or “glossing.”

Glossing is the tendency to mask challenges with relentless positivity, creating an environment where employees feel unheard and their struggles minimized. Leaders who recognize and address this tendency can foster trust, empathy, and open communication.

Understanding Toxic Positivity

Toxic positivity is the compulsion to react to distress with superficial assurances, such as “Everything will be fine” or “Look on the bright side,” without acknowledging the real challenges at hand. While a positive outlook can motivate, consistently brushing over problems stifles open dialogue and invalidates emotions. The result? Teams may feel pressured to hide concerns or adopt a “just keep smiling” attitude, which erodes trust and authenticity.

Leaders must balance optimism and realism to create a supportive, truthful, and productive environment.

Why Glossing Is Detrimental to Trust and Team Dynamics

Glossing can erode trust and team cohesion in subtle but damaging ways:

It suppresses open communication: When leaders ignore or downplay difficulties, employees may feel discouraged from voicing concerns or offering feedback. This can create a culture of silence where critical problems are overlooked until they escalate.
It fosters disconnection: Employees must feel that their leaders understand and empathize with their experiences. By glossing over challenges, leaders risk appearing out of touch or insincere, damaging their credibility.
It undermines problem-solving: Productive teams thrive on tackling problems head-on. Toxic positivity prevents teams from discussing obstacles and finding real solutions, ultimately hindering growth.

Practical Strategies for Leaders to Avoid Glossing

Recognizing tendencies toward glossing is only the first step. Leaders need actionable strategies to maintain a healthy balance between optimism and realism. Here are some practical approaches:

1. Embrace Transparent Communication

Transparency is the antidote to glossing. Leaders should be clear and upfront about challenges without being defeatist. For example, during periods of organizational change, it’s more effective to say, “We’re facing a difficult transition period, but I’m confident we have the resilience to navigate it,” than to say, “Don’t worry; it’s all going to be perfect.”

Practical Tip: Share facts and context. Discuss what’s going well and acknowledge what isn’t. This builds a culture where employees know they’re getting the full picture and can trust leadership to be honest.

2. Encourage Empathetic Leadership

Empathy allows leaders to connect with their teams on a deeper level. When employees feel understood, they’re more likely to engage openly. Empathetic leadership means acknowledging stressors, asking questions, and listening without judgment.

Practical Tip: Practice active listening during meetings and one-on-ones. Instead of moving quickly to solutions, pause to acknowledge what’s being shared. Phrases like “I hear you” or “That sounds challenging” can create a safe space for honest communication.

3. Create a “Safe-to-Speak” Environment

One of the best ways to counter toxic positivity is to clarify that constructive criticism and honest discussions are valued. Employees should feel safe sharing their concerns without fear of reprimand or dismissal.

Practical Tip: Establish regular feedback sessions where teams can discuss both wins and challenges. Implement open-door policies that encourage employees to voice their thoughts outside structured meetings.

Balancing Positivity with Realism

Optimism can still play a significant role in leadership—when used correctly. Positive reinforcement motivates teams and helps maintain morale. The key is to balance optimism with realistic acknowledgment of the current situation.

How to Balance:

Acknowledge the struggle and celebrate efforts: “I know this project has had its difficulties, but I want to recognize the effort everyone’s put in. We’ve overcome some major hurdles, and I believe we can keep pushing forward.”
Model vulnerability: It’s okay for leaders to share that they don’t have all the answers. Saying, “This is tough, and I’m still figuring out the best path forward,” can make leaders more relatable and inspire confidence.

The Long-Term Benefits of Avoiding Glossing

By counteracting toxic positivity, leaders foster a work culture that prioritizes transparency, empathy, and trust. This, in turn, creates:

Stronger team morale: When employees know they can be honest without repercussions, morale improves. They feel valued and seen, which boosts overall job satisfaction.
Better problem-solving: Transparent dialogue allows teams to identify challenges early and develop solutions collaboratively.
Sustained resilience: Teams that face challenges head-on are better prepared for future uncertainties. They develop resilience by learning to adapt, pivot, and support each other through change.

Wrapping it Up

Leaders don’t need to choose between positivity and realism—both can coexist in a healthy balance. By recognizing and counteracting glossing tendencies, leaders build trust and foster an environment where open dialogue thrives. The result is a workplace where employees feel empowered, engaged, and equipped to navigate challenges together.

Teaming to Drive Organizational Change

Debbie Fennell on November 7, 2024

By Teresa Ong

At the League’s 2024 Innovations Conference, Chancellor Lee Lambert from Foothill-De Anza (FHDA) Community College District and Dorothy Sisneros from Thunderbird Leadership Consulting (TLC) presented a session on teaming and context-based coaching as a method for executive leaders to cultivate and sustain high-performing teams. FHDA is actively implementing teaming and context-based coaching as part of its leadership professional development initiatives. This article provides a first-hand narrative of the use of this approach with two college leadership teams.

College Context

FHDA is a two-college district with two college presidents who report to the chancellor. In 2023, the district welcomed a new president at Foothill College followed by a new chancellor, all within a span of five months. Within his first 100 days in office, Chancellor Lambert brought in TLC to facilitate teaming sessions for the new Executive Leadership Team. It was imperative that he quickly grasp the lay of the land and immerse himself as part of the college team. Shortly thereafter, President Whalen at Foothill College invited TLC to do the same with the college-based Senior Leadership Team; she had already been working with the Foothill team for several months and wanted to accelerate their work.

Purpose of Teaming

Generally speaking, a team can be defined as a group of individuals with various expertise working together for a common purpose. Simply putting people together does not, however, equal creating a team, nor does it ensure that the group is effective or high performing. How one builds a team is essential to its success.

Teaming is the intentional shift from leaders thinking as separate and distinct individuals to seeing themselves as members of the organizational team (Stein binder & Sisneros, 2024). A great way of explaining teaming is that it is a verb, not a noun (Harvard Business School, 2012). Teaming is a dynamic set of behaviors as well as a mindset anchored in shared values and expectations. And while teams and their goals may change, teaming does not.

Assessment and Alignment

TLC facilitators worked with FHDA’s chancellor and president to prepare and design sessions that were geared toward understanding each team member and their individual roles, followed by expectation setting. What did members of each team expect from each other? What did they expect from their leaders? Conversely, what did each leader expect from their respective teams? This process sets up team norms and defines how leaders treat each other; the right norms reinforce organizational alignment and create a cohesive culture (Duhigg, 2016).

For the team at Foothill College, this process began in early 2024 with monthly teaming sessions. Over the course of these sessions, the Senior Leadership Team engaged in deep conversations about shared values, individual work, and communication styles and how that might impact others. The team considered and learned how to have confidence in each other’s leadership and in themselves as a team. This does not happen in one or two team-building sessions, but over multiple facilitated gatherings.

Aside from cultural cohesion, another outcome from these sessions is a physical playbook that serves as a guide to which current and future leaders can refer. The playbook guides behavior and expectations and clearly spells out team values. It also presents clear frameworks for responding to difficult situations or new challenges, similar to playbooks used by professional sporting teams. During facilitated sessions, leaders role-play and practice various scenarios in a safe space so that when a situation arises, it is not everyone’s first time figuring out what they ought to be doing. In other words, teaming is to leadership teams as spring training is to baseball players. You have to practice playing together in order to work cohesively and deliver high performance.

Self-Awareness

An important aspect of teaming is for each leader to understand their inherent strengths, communication styles, and motivators. Every leader completed a personality profile and used it to improve their awareness of how their style could be dialed up or down to be more effective. Continuing with the baseball analogy, consider each leader as a pitcher on a baseball team facing a batter. The pitcher can adjust their fastball or curveball depending on which batter they face to garner three strikes. Similarly, a leader might adjust their work style in varying situations to be more effective.

FHDA used Everything DiSC (https://www.everythingdisc.com/).® by Wiley as its personality assessment tool and platform. What was most helpful was the ability to see each leader’s profile and compare how one aligns with others and where areas of tension might arise. The president’s executive assistant was offered the opportunity to take this assessment as her role supported the Senior Leadership Team. The awareness of her own personality coupled with a more granular understanding of the executive leaders she supported greatly improved her efficacy and leadership. This executive assistant is now leading the charge for other administrative assistants to take the assessment to help them excel in their work.

Everything DiSC has had a cascading impact at Foothill. It is a desired practice, not a mandated one. Aside from the administrative assistant team, three other divisions are slated to use this self-assessment tool to spark conversation. We should soon be able to see DiSC profiles across the college and district. Collectively, this has also resulted in a common language on work styles.

Context-Based Coaching

Context-based coaching, which is very different from typical executive coaching, is a key component to TLC’s teaming process. TLC coaches meet with TLC facilitators who provide context and meaning to the challenges leaders might face. Coaches are aware of the organizational culture and are updated on major issues that might be at the forefront of leaders’ minds. Each college leader works with a coach to build on their strengths and modify behaviors that impact the team or their efficacy. They help leaders build behaviors and perspectives that will enhance the success of the team first, which in turn creates success for the leader (Steinbinder & Sisneros, 2024).

One leader on the chancellor’s executive team describes coaching this way:

Coaching helps me as a leader when I am stuck on something. The coach is someone who understands the organization but is not in the organization. They have the context, dynamics, and know the other team members. Thus, they are able to quickly hone in on the issue. More importantly though, they help you grow as a leader.

Unlike a friend or colleague, a coach will really tell you the hard stuff. It could be a place of discomfort. In my first two sessions, my coach asked me to try something I would normally not do. It was uncomfortable. I was skeptical about it. I thought “really?” But after I reflected more on it, I gave it a try. It was very uncomfortable but it actually helped. That’s valuable. Those are not things we get from other sources.

Practicing Infectious Positivity

Working in higher education can often feel like you are on a losing team given the volatility of state budgets, student demands, and public pressures. Rituals of appreciation and celebration can help leaders to take themselves out of a sea of negativity and fear, and to rethink and reframe ideas and situations. This is similar to the practice of experiencing awe. Recent research suggests multiple psychological benefits to triggering awe on a daily basis, including decreased heart rate and deeper breathing (Reese, 2023). There is a sensation that you are part of something vast, bigger than yourself; it also quiets the negative self-talk. One of the best ways to practice awe is by witnessing the goodness in others.

In the first facilitated session at Foothill College, leaders were initially hesitant to show glee over a family birthday or to commend a colleague for a small gesture. Perhaps it is conventional thinking that leaders should only be wrapped up in serious thoughts, multi-tasking, and making tough decisions about budget cuts or managing difficult personnel. The practice of awe gives leaders permission to share and celebrate with others their moments of joy. Just the 5-10 minutes taken at the beginning of each weekly huddle to share appreciations and celebrations resets the tone and perspective of leaders. Taking the time to notice the goodness in others, to share someone else’s happiness, triggers joy and wonder, and reminds leaders of the good they originally set out to do.

At Foothill College, this practice is currently being deployed beyond facilitated teaming sessions. It is practiced at Instructional Leadership Team and Administrative Leadership Team meetings. This practice of infectious positivity is a daily reminder of each leader’s personal desire to be a force for good in this world. More importantly, though, when the organization can share in one’s own personal joy, leaders can see themselves as part of the organization and not separate and distinct individuals. The culture shift is quite palpable.

Expanding Teaming Efforts

FHDA would like to scale efforts in teaming across the district. We are at a nascent but promising stage. Department teams have heard about it, and there is a groundswell of requests for such facilitation. There are skeptics, of course. Some of the push back received includes privacy concerns (“I don’t want my personality profile on a shared platform”), disbelief in the evidence for teaming (”This isn’t evidence-based”), and general cynicism (”This is academia, not corporate culture”).

To the naysayers, I offer this: Consider the Monday morning email from a colleague that starts with, “Hello team!” Do you cringe and say, ‘What team”? Or when you are at a meeting and no decision can be made, so more people are invited to the next meeting. Or perhaps you’ve been asked to go to a meeting, and you have no idea why you are there. Are you rolling your eyes yet? My personal favorite was being in a meeting whose task it was to understand why we had so many meetings. These are all symptomatic of being a team-in-name only. Work may be completed, and goals may be met, but at a much higher cost. At the core of such an organizational culture is dysfunction because there is no real team.

Conversely, teaming is about getting to a space where leaders can disagree, but still commit fully to decisions (Startup Archive, 2023). It is not a rah-rah team-building exercise, but, rather, a paradigm shift. Leaders across the organization have space to disagree, but they do not subsequently second guess that decision, snicker at it, or say “I told you so” when it fails. They move forward and execute the plans just like it is set out in the playbook. When this happens, the organization can begin to tackle more complex problems, and at a much greater speed, instead of simply reaching for the proverbial low-hanging fruit and settling for titanic speed. Many would agree that the problems community college leaders face are much more complicated and volatile than in years past, and that the role of community colleges is more essential now than ever before given the skyrocketing costs of higher education. Imagine if community colleges could pivot quickly and nimbly to deliver student-centered results. Doing so starts with investing in teams that drive organizational change. Teaming should be every community college executive’s number one priority.

References

Duhigg, C. (2016, February 25). What Google learned from its quest to build the perfect team. The New York Times Magazine. www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html (http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html).

Harvard Business School. (2012, April 25). The importance of teaming. Working Knowledge. https://hbswk.hbs.edu/item/the-importance-of-teaming (https://hbswk.hbs.edu/item/the-importance-of-teaming).

Reese, H. (2023, January 3). How a bit of awe can improve your health. The New York Times.

Startup Archive. (2023, December 18). Jeff Bezos explains what it means to disagree and commit [Video]. YouTube. https://www.youtube.com/watch?v=Afoh23PHVP0 (https://www.youtube.com/watch?v=Afoh23PHVPO).

Steinbinder, A, & Sisneros, D. (2024). Creating a vibrant organization using the dynamic leadership model and a teaming approach. Nursing Administration Quarterly, 48(2), 139-150.

Teresa Ong is Associate Vice President, Workforce and CTE Programs, at Foothill College in Los Altos Hills, California.

Opinions expressed in Leadership Abstracts are those of the author(s) and do not necessarily reflect those of the League for Innovation in the Community College.

Volume: 37, Number: 7 / July 2024 / Leadership Abstracts

Harmonizing Workplace Dynamics: The Transformative Power of Community Music-Making

Nathan Bachofsky on February 22, 2024

By Nathan Bachofsky, M.Ed.

Embracing community music-making offers a distinctive approach to nurturing a vibrant workplace culture. Beyond typical team-building activities, it fosters cohesion, boosts morale, and enhances well-being while reducing stress. This innovative approach also sparks creativity, fortifies your organization’s image, and deepens community engagement. Supported by research, this unique initiative equips your workforce with essential skills for success, positioning your organization as a pioneer in fostering a harmonious and productive workplace environment. Let’s explore why your organization should consider tuning into the transformative power of music within the workplace.

1. Enhanced Team Cohesion and Morale

Engaging in community music-making fosters a strong sense of team spirit and camaraderie among employees, breaking down barriers and facilitating better communication. A study by Clift and Hancox (2010) on choir singing revealed that group music activities significantly improve team cohesion and morale, enhancing workplace harmony and productivity.

2. Boosted Employee Well-being and Stress Reduction

Music activities offer a creative stress outlet and enhance well-being, essential for reducing workplace burnout. Coulton et al. (2015) found that community singing had a positive impact on mental health and stress reduction, highlighting its potential as a low-cost, accessible intervention for improving employee well-being.

3. Improved Creativity and Innovation

Music making stimulates creativity, crucial for innovation in the workplace. Hanna-Pladdy and Mackay (2011) demonstrated that musical activity enhances cognitive functions related to creativity and problem-solving, suggesting a direct link between music engagement and innovative thinking.

4. Positive Image and Community Engagement

Implementing music programs showcases a commitment to social responsibility, ultimately attracting and maintaining talent. Hargreaves, Miell, and MacDonald (2012) discuss how music initiatives can enhance corporate social responsibility efforts, attracting like-minded talent and customers.

5. Leadership Development and Team Building

Music making is an effective platform for leadership and team-building, promoting essential workplace skills. A study by Southgate and Roscigno (2009) on music education and leadership skills found that musical group activities improve leadership abilities and teamwork, directly applicable to professional settings.

References:

Clift, S., & Hancox, G. (2010). The significant effects of choral singing on community cohesion and well-being. University of Music and Performing Arts, 22(3), 323-343.

Coulton, S., Clift, S., Skingley, A., & Rodriguez, J. (2015). The effect of community group singing on mental health: A systematic review. Journal of Mental Health, 24(1), 40-53.

Hanna-Pladdy, B., & Mackay, A. (2011). The impact of sustained engagement in musical activities on cognitive functions in older adults. Age and Ageing, 40(4), 478-486.

Hargreaves, D.J., Miell, D.E., & MacDonald, R.A.R. (2012). Music and social bonding: Benefits of group music activities in building social cohesion. Social Psychology of Music, 42(2), 191-206.

Southgate, D.E., & Roscigno, V.J. (2009). The impact of music on childhood and adolescent achievement. Social Science Quarterly, 90(1), 4-21.

Unlocking Harmony: The Transformative Benefits of Workplace Mediation

Nathan Bachofsky on January 17, 2024

By Nathan Bachofsky, M.Ed.

In the dynamic landscape of today’s workplaces, conflicts are inevitable. Whether it’s a clash of personalities, disputes over responsibilities, or miscommunication, workplace tensions can adversely affect employee morale and hinder productivity. This is where the role of a workplace mediator becomes pivotal. In this blog post, we’ll explore the transformative benefits of bringing in a workplace mediator to foster a harmonious and productive work environment.

Early Conflict Resolution

One of the primary advantages of involving a workplace mediator is the ability to address conflicts at their earliest stages. Mediators are skilled in identifying and resolving issues before they escalate into more significant problems. By nipping conflicts in the bud, organizations can save valuable time and resources that would otherwise be spent on prolonged disputes.

Improved Communication

Workplace mediators excel in facilitating open and effective communication between parties in conflict. They create a safe space for individuals to express their concerns, ensuring that all perspectives are heard and understood. Improved communication is a cornerstone for building stronger team relationships and preventing future conflicts.

Preservation of Relationships

Unlike adversarial approaches, workplace mediation focuses on collaboration and finding mutually agreeable solutions. Mediators work towards preserving relationships rather than perpetuating a win-lose scenario. This approach fosters a positive and cooperative atmosphere, allowing employees to continue working together harmoniously.

Cost-Effective Conflict Resolution

Litigation and legal battles can be exorbitantly expensive for organizations. Workplace mediation offers a cost-effective alternative, saving companies substantial legal fees and resources. Resolving conflicts through mediation is often quicker and more economical, contributing to the financial well-being of the organization.

Increased Employee Satisfaction

When employees witness proactive conflict resolution measures being taken, it boosts their confidence in the organization’s commitment to a healthy work environment. Mediation empowers employees by involving them in the resolution process, leading to increased job satisfaction and a positive workplace culture.

Tailored Solutions

Workplace mediators understand that every conflict is unique. They tailor solutions to the specific needs and dynamics of the individuals involved. This personalized approach ensures that resolutions are not one-size-fits-all but rather crafted to address the intricacies of each situation.

Enhanced Productivity

By resolving conflicts swiftly and effectively, workplace mediation contributes to enhanced overall productivity. Employees can focus on their tasks without the distraction of ongoing disputes, leading to improved workflow and a more efficient workplace.

The benefits of bringing in a workplace mediator extend far beyond conflict resolution. Mediation fosters a culture of open communication, collaboration, and understanding, ultimately creating a workplace where employees thrive. By investing in mediation services, organizations not only save costs but also lay the foundation for a harmonious and productive work environment. The transformative power of workplace mediation is a strategic choice that paves the way for long-term success. If you’d like more information regarding our mediation services, reach out to Nathan Bachofsky (nbachofsky@thunderbirdleadership.com).

Your Team May Need a “Reset”: Recognizing the Need for Change

Nathan Bachofsky on November 16, 2023

By Nathan Bachofsky, M.Ed.

In the ever-evolving landscape of business and project management, it’s crucial for teams to adapt and grow continuously. Sometimes, however, even the most cohesive and high-performing teams can hit a roadblock or face challenges that necessitate a “reset.” A team reset is not about starting from scratch but rather about recalibrating and revitalizing the team’s dynamics, goals, and strategies. In this blog post, we’ll explore some common signs that indicate your team may be in need of a reset.

New Team Members or Team Growth

Sign: An influx of new team members or significant team growth.

Reason: Team dynamics can shift dramatically when new members join the group. Established routines and communication patterns may no longer be effective. Integrating new team members seamlessly can be challenging, and it may be necessary to reset team expectations, roles, and goals to ensure everyone is on the same page.

Our Tbird Approach: Our experienced, certified facilitators create teaming workshops to clarify roles, image, expectations, responsibilities, and more. Participants learns about their personal and colleague’s DiSC work styles and how to use it to improve communication and understanding.

New Challenges on the Horizon

Sign: The team faces new, complex challenges or tasks.

Reason: As your organization grows, it’s likely to encounter more intricate problems that require fresh perspectives and strategies. If your team’s existing methods aren’t effective for tackling these challenges, a reset can help you brainstorm innovative solutions.

Our Tbird Approach: Our facilitators are artists at crafting action-planning workshops that not only tap into the collective wisdom of the entire group, but also support the organization in its implementation.

The Need for Innovation

Sign: Stagnation in creative output or lack of innovative ideas.

Reason: Teams can become complacent, relying on tried-and-true methods that may no longer be effective. If you’re not seeing the creative spark or innovative solutions you once did, it’s time for a reset to reignite that passion for innovation.

Our Tbird Approach: An Innovation Summit made be just the initiative to bring the greater community together to collaborate on new possibilities. Our Creativity Workshop series may also jump start your organization’s creativity to think of new and innovative ways to address needs and challenges.

Strengthening Team Dynamics

Sign: Erosion of trust, increased conflict, or reduced collaboration among team members.

Reason: Over time, team dynamics can deteriorate due to miscommunication, differing priorities, or unresolved conflicts. A reset can help rebuild trust and foster healthier relationships among team members.

Our Tbird Approach: Our teaming workshops and team retreats can help members to practice team-building activities, open communication where team members can voice concerns and find common ground. Mediation services can also be provided to help manage conflicts.

Decline in Motivation and Productivity

Sign: A noticeable drop in team motivation and productivity levels.

Reason: When team members lose sight of their purpose or become disengaged, it can have a detrimental effect on productivity. A reset can reignite enthusiasm by revisiting the team’s mission, setting achievable goals, and offering support and recognition.

Our Tbird Approach: Organizational assessments help to identify successes and opportunities for growth. They include 1:1 interviews with leadership, focus groups, and staff surveys.

Employee Burnout and High Turnover Rates

Sign: Increased instances of employee burnout or high turnover rates.

Reason: When team members are consistently overwhelmed or disengaged, it can lead to burnout and attrition. A reset can help identify and address the root causes of these issues.

Our Tbird Approach: In addition to all of the mentioned above, a Reflect, Rejuvenate & Thrive workshop can help your team focus on their own

Recognizing the signs that your team may need a “reset” is the first step towards achieving greater efficiency, collaboration, and innovation. Teams that are willing to adapt and evolve in response to changing circumstances are more likely to achieve long-term success. Embrace the opportunity to reset your team’s dynamics and strategies, and watch as it grows stronger and more resilient in the face of challenges. Remember, a reset is not a setback; it’s a chance for your team to thrive in the ever-changing world of business.

To Develop Good Judgment…

Jill Bachman, MSN on January 21, 2020

Did you make any decisions for the new year? In our last blog Rory offered a reflective approach using four questions as a guide to help readers act to create a meaningful 2020. In thinking about decisions to act, I came across an interesting article about good judgment ^[1] by Sir Andrew Likierman. ^[2] The author and others contend that even though we may think we have all the information in the world, if we do not have ‘good judgment’, our decisions can be doomed.
Likierman offers this definition of judgment: the ability to combine personal qualities with relevant knowledge and experience to form options and make decisions. Judgment is at the “core of exemplary leadership” according to Noel Tichy and Warren Bennis in their book Judgment: How Winning Leaders Make Great Calls ^[3]. They believe that judgment calls are the single marker of leadership.
To me, making a judgment as a process is clear, but the qualitative aspect of good judgment seems muddier, especially since the outcome of that judgment can often be seen as good or bad, depending on the viewer. I remember my father telling me that I obviously lacked good judgment when as a teenager I did something he didn’t like. . . I missed my curfew because I had to find someone other than the boy I came with to the party (now inebriated) to drive me home. I thought my judgment was pretty good. He disagreed.
Likierman’s article, based on interviews with CEOs and leaders from a broad range of companies, lays out six fundamental leadership practices that are at the heart of good judgment: learning, trust, experience, detachment, options and delivery. He concludes each practice with suggestions for how to improve it.
As you review these practices and recommendations, I invite you use them as an assessment. How do they apply to you, to your organization or community group, perhaps your colleagues?

Is there a recent decision that did not turn out as you expected, in spite of your being as thoughtful and prepared as possible?
Are you struggling with how to create a culture where diverse opinions are truly sought and welcome?
Does your organization suffer from a bias for quick action rather than good judgment?
Could your hiring process benefit from a makeover?

If you answered yes to any of these questions, we’d love to hear from you. Contact us at 602-538-2548 or 602-615-1192. We have the skills and experience to assist you on your journey.

Learning: Listen attentively, read critically

Good listening is at the core of every book and article I’ve ever read about leadership. I’m sure you too can state all the reasons why attentive listening is so important. Likierman makes the point that the listener is really mining for information. Smart leaders, he says, demand quality, press for it even, in the information they receive. Volume isn’t important, in fact it’s distracting in our era of information overload. Is it well-reasoned and clearly explained, are conclusions obvious? He also points out our human tendency to take the written word at face value, rather than consider it with a healthy dose of skepticism.
How to improve listening and reading:

Ask deep and thoughtful uncovering questions and consider body language to bring forth what isn’t said.
Look for gaps and discrepancies in what we’re learning.
Be aware of our own filters and biases. . . do we rely on one point of view, one news or business news source only? Do we know what makes us defensive and likely to reject something uncomfortable?

Trust: Seek diversity, not validation

Examples abound of executives and leaders who insulate themselves by choosing to be surrounded by like-minded people. It is not uncommon for those companies to experience large scale failures, if they are big enough, and failure to thrive if they are small. Though it is comfortable to be with people who share the same world view, that need for comfort should be saved for after hours. It is only in integrating diverse perspectives that we will have access to all the information needed for good judgment.
How to enhance a culture for broader points of view:

Cultivate sources of trusted advice.
Find people who will tell you what you need to know, not what you want to hear.
Seek out different points of view. Ask for them, don’t wait for someone to timidly come forth because they see things differently than you.
Learn to evaluate the process of someone’s judgment. Try to discover how someone arrives at a decision and action as well as a project’s outcomes.

Experience: Make it relevant but not narrow

There is much to be said for hiring someone who has a lot of experience in your industry, but make sure there is breadth to it as well as depth. Someone who has years of experience in a fairly narrow niche, for example, out-patient surgery, may find themselves making “easy” judgments out of habit, or overconfidence or familiarity.
How to improve the experience factor:

Evaluate your own past experiences honestly in making good and bad judgments. Review those situations to see what else you can learn.
Recruit a smart friend who can look over your shoulder and be a neutral critic.
Work to expand the breadth of your own experience.

Detachment: Identify, then challenge biases

The skill of detachment is a difficult one to master because it requires us to set our egos aside and remove any personal connection to a particular outcome. Acting with detachment is easier if we are able to understand and address our own biases.
Some ways to improve detachment:

Understand, clarify and accept points of view different from your own.
Try out role plays and simulations, letting people take on different perspectives to see what they learn.
Support leadership development programs; they broaden exposure to leaders with different thinking, experiences and points of view.
Assume that mistakes will occur. Plan for them.

Options: Question the solution set offered

The author makes the point that even though you might be offered two options to choose from, often as not there are more options that haven’t even been considered. There are always more. Not taking action is an option as well as delaying a decision. It is important to explore as many options as possible and try to surface the unintended consequences of each.
Improve your options:

Press for clarity on poorly presented information, challenge it if information is missing.
Be aware of two risks associated with novel solutions – stress and overconfidence – and mitigate them if possible through piloting one or two before full implementation.
Understand that people often have personal stakes in an outcome. Try to figure that out and factor in others’ biases.
Be aware of the rules and the ethics that will bound a good judgment.

Delivery: Factor in the feasibility of execution

You can make all the right choices but lose out if you don’t exercise judgment in how and by whom those decisions will be carried out. What are the risks of half-hearted or poorly thought out implementation plans? Likierman points out that people with flair, charisma, creativity and imagination may not be in the best position to deliver the results you seek.
Ways to improve on the good options:

Make sure the people you choose to implement have the type of experience that closely matches up with its context.
Seek out ideas from your team about what might cause a proposal to fail.
Do not let yourself be pressured by an arbitrary timeline if you don’t have the right implementers.

There is a lot to be learned about the science and art of leadership. If, as Tichy and Bennis claim, judgment calls are truly the single mark of a leader, looking for ways to turn our OK judgments into good ones is well worth the effort. If you made some new decisions for 2020, reviewing and following the points above could strengthen your results. . . Good luck! And give us a call if you’d like to discuss your situation and how we can assist.
PLEASE NOTE: We are making some improvements to our website in February. Look for the return of our blog in March.
^[1]https://hbr.org/2020/01/the-elements-of-good-judgment (accessed 1/14/20)
^[2]Sir Andrew Likierman is a professor at London Business School and a director of Times Newspapers and the Beazley Group, both also in London. He has served as dean at LBS and is a former director of the Bank of England.
^[3]Tichy, Noel and Bennis, Warren. 2007. Judgment: How Winning Leaders Make Great Calls. Penguin Group.