Blog, culture and engagement | Ambition In Motion

by Grace Tripathy

Fri 18 April 2025

At first glance, a culture built on positivity seems like a dream. Uplifting messages, cheerful attitudes, and constant encouragement are all hallmarks of a "healthy" work environment. But what happens when positivity becomes mandatory—when it overshadows reality and invalidates the honest struggles employees face? That’s when positivity becomes toxic.

Toxic positivity is the subtle, yet damaging practice of demanding optimism at all costs. In this kind of culture, employees may feel they are not allowed to express disappointment, frustration, or doubt without being labeled “negative” or “unmotivated.” Over time, it leads to emotional shutdown, superficial conversations, and a lack of real feedback—all under the illusion of morale.

Take, for example, a mid-sized marketing tech company that has experienced rapid growth during the pandemic and was celebrated for its “can-do” attitude and upbeat culture. “We only want positive energy here” became a catchphrase repeated in all-hands meetings and internal Slack channels.

But as the company hit a plateau and began facing delivery delays and client churn, employees started to feel a disconnect. Team members who voiced concerns about deadlines were told to “trust the process.” Junior staff who asked for clearer priorities were reminded to “stay positive.” Over time, employee engagement scores fell and levels of burnout rose. And trust in leadership began to erode.

Why This Matters: The Hidden Consequences of Toxic Positivity

While leaders may adopt positivity as a well-intentioned morale booster, its overuse can undermine team performance, trust, and retention. When people feel they cannot express what’s really going on, innovation stalls, accountability slips, and emotional fatigue sets in. Employees don’t want to work in environments where emotions are filtered and struggles are ignored—they want to feel heard and valued for the full range of their experiences.

Moreover, research shows that psychologically safe workplaces—where employees can voice concerns without fear—outperform those where only agreeable input is welcome. In short, a culture that denies problems denies progress. For companies navigating uncertainty or change, addressing issues with realism and empathy isn’t just important—it’s essential for long-term success.

Leading with Authenticity

Fixing toxic positivity doesn’t mean abandoning optimism. It means rebalancing it with emotional authenticity. The marketing tech company began this shift by implementing three key strategies:

Executive Mastermind Groups

Recognizing that leaders need space to process difficult decisions before delivering them with clarity and compassion, the company instituted quarterly executive mastermind groups. These confidential peer sessions gave senior leaders a space to discuss challenges openly, get advice on how to deliver hard news with empathy, and reflect on how to model vulnerability without losing authority.

One CFO shared, “Being able to talk through layoffs with other executives before I spoke to the team helped me center the message in care and transparency, rather than panic or forced positivity.”

2. Real Feedback Systems

To rebuild psychological safety, the company launched an anonymous feedback platform and encouraged managers to hold monthly “Open Reality” sessions—non-judgmental, structured conversations where employees could discuss what wasn’t working and where they needed more support. This initiative helped surface actionable insights and fostered trust, as employees saw their concerns acknowledged and addressed.

3. Modeling Honest Optimism

Executives stopped ending every company meeting with “everything’s great” and began adopting a new mantra: “It’s okay to not be okay—but we’ll face it together.” By sharing challenges alongside successes, leaders signaled that being real was not only allowed, but valued. This shift helped employees see that optimism wasn’t about pretending, but about committing to progress, even when it’s tough.

How to Implement This Change: A Practical Guide for Leaders

Transforming a culture of toxic positivity doesn’t happen overnight—but it starts with intentional shifts in how leadership communicates and creates space for others to do the same. Here's how business leaders can begin:

Audit the Current Culture

Use employee surveys, listening sessions, or facilitated focus groups to ask tough questions: Do people feel safe speaking up? Are concerns being brushed aside in favor of “staying positive”? Identify areas where feedback is absent or glossed over.

2. Reframe Leadership Messaging

Instead of over-relying on optimistic language, aim for a tone that balances encouragement with honesty. Phrases like “We’re facing a challenge, and we’re working through it together” are more grounding than “Everything’s going to be fine!”

3. Build Support Systems

Set up mastermind groups or peer circles for executives and managers to talk candidly, vent in a healthy space, and get advice on how to communicate tough news with empathy. When leaders feel supported, they’re better able to support others.

4. Train Managers in Psychological Safety

Provide training on active listening, validating emotions, and managing conflict without avoidance. Give middle managers the tools to foster authenticity in 1:1s and team check-ins—without defaulting to forced optimism.

5. Celebrate Transparency

Reward transparency. When an employee voices a hard truth or surfaces a risk, acknowledge it publicly as a courageous and constructive act. This shows that the company values integrity as much as performance.

A strong company culture doesn’t shy away from the hard stuff—it meets it head-on with honesty, empathy, and shared resolve. The marketing tech company’s journey shows that when leaders move from toxic positivity to genuine optimism, they unlock not just morale, but meaning. By embracing reality and building space for honest dialogue, businesses create the kind of trust that fuels resilience, and results.

by Kayla Ambrose

Fri 18 April 2025

The most successful leaders aren’t the ones who stay within their comfort zone but are those who embrace calculated career risks. One of the most impactful career decisions a leader can make is transitioning from one leadership position to another, even though this can be intimidating. Whether it's changing from Vice President of Marketing to Vice President of Sales or shifting to a completely different role, taking these calculated risks can allow for immense personal and professional growth, supporting career development.

Understanding Calculated Risks

Taking a career risk shouldn’t feel like rolling the dice and hoping for the best. Embracing career risks should involve logical decision-making and strategic planning to evaluate the opportunities and setbacks of the decision. Here are some things to consider when calculating the risk of making a large-scale career decision:

Does this align with overall career goals?

First and foremost, reflect on whether the potential career change aligns with overall career goals. Even if a great and exciting opportunity presents itself for a role change, it may not be the right fit if this shift doesn’t align with personal career aspirations. Simply seeking a new role to experience change without considering the broader implications for career trajectory can lead to setbacks rather than progress. Calculated risks are those driven by purpose rather than just curiosity.

2. How transferable are your current skills to the new role?

Another important consideration is the ability to transfer current knowledge and skills to the new role. While leadership experience and strong problem-solving skills apply to various management roles, a lack of foundational technical skills may be a challenge for certain positions. Reflect on what skills may need to be acquired and the time required to develop such skills for the new role.

3. Identify potential consequences

If a new career opportunity aligns with career goals and has a feasible required skillset, the next criterion to consider is the consequences of the career shift. Some consequences may be a steep learning curve, decreased confidence, or even needing to dedicate time to acquire new skills. Considering all the potential consequences will allow for a more informed decision and prevent being blindsided in the future by issues that arise.

4. Develop strategies to overcome these consequences

Once potential risks have been identified, plan strategies to proactively manage them. Taking a proactive rather than a reactive approach to addressing potential consequences is crucial in creating a smooth transition from one role to the next. Some potential strategies could include joining an executive mastermind group for a stronger support system or self-studying to improve upon necessary skills. Preparing for challenges not only makes the transition to a new role smoother but also demonstrates strong leadership qualities that will be recognized by others in the organization.

Overcoming Fear of Failure

One of the greatest obstacles leaders face when considering a career risk is the fear of failure. It’s entirely natural to prefer to exist within the comfort zone and avoid change. Many people tend to experience loss aversion, which is the tendency to avoid the potential feeling of failure despite the ability to experience great successes. Even though leaders may experience a sense of loss aversion, the ability to break down the risk and consider all possible outcomes can work to overcome this cognitive bias. Fear of failure and loss aversion are often rooted in uncertainty. By utilizing the previously mentioned strategies to create a well-thought-out plan, leaders can regain a sense of control.

A powerful tool that can be leveraged to overcome a fear of failure is developing a growth mindset. Transitioning to a growth mindset means embracing each new challenge as an opportunity for improvement rather than an obstacle. Strategies to develop a growth mindset over time can be to start with reframing views on small obstacles and progressing to larger-scale obstacles.

The Consequences of Heavy Risk Aversion

Being stagnant in a role and not pursuing calculated career risks may seem safer, but this can backfire. Hesitating to embrace calculated career risks can cause leaders to miss out of faster career growth opportunities, restrict them to narrowly defined roles, and even create the perception that they lack ambition. Strong risk aversion can also limit the perspective that leaders have within the organization. Leaders who have experience across departments and within different roles can contribute more to strategic conversations that span multiple departments. While avoiding risk can seem inconsequential, this may cause more harm than good.

In the long term, remaining comfortable in one position can decrease momentum and reduce a leader’s competitive edge. Organizations are constantly evolving, so leaders who don’t seek opportunities to grow may find themselves falling behind peers who take advantage of calculated opportunities. Recognizing when opportunities can support leadership evolution can be transformative for one's career.

Strong leaders are created by the ability to seek change and embrace challenges. Embracing calculated career risks can be a pivotal moment within a leader's career to elevate their leadership skills. Beyond personal growth, taking calculated risks can position leaders to become more adaptable and prepared for larger organizational responsibilities. Demonstrating the ability to accept risks signals that a leader is not only capable of navigating uncertainty but also able to lead strongly through it.

by Garrett Mintz

Fri 18 April 2025

Reorgs, layoffs, RIFs, corporate restructuring, mergers and acquisitions, business transformation.

These terms have become the vernacular of business today - but what do they really mean? What are the implications of making these changes? And most importantly, how can we do them right?

At its core, corporate change stems from a realization: the current path isn’t working. A new direction is needed. This applies to both big businesses and small businesses - no organization is immune.

Companies pursue change for many reasons:

They see an opportunity in which they feel if they don’t act now, they will miss it.
Profitability is declining and a change needs to be made.
Acquiring another company for their clients or technology opens a door to taking over a new market.
Expenses pile up and implementing a new technology will have a major impact on their bottom line.

These are all valid reasons for making a change. If these changes aren’t made, companies run the risk of going out of business or becoming obsolete.

There is also the human side of change. This includes people getting moved around into different departments, people learning new technologies and adjusting the way they work, people getting fired, and those who are left having to pick up the slack for those who vacated.

Without clarity, the natural result of this is fear. Employees fear:

Will new technology replace my job?
Will these new tariffs impact the economy to cause the company to lose sales/profitability and force layoffs?
Will my increased workload lead to burnout?
Will the merger/acquisition create a scenario where I’m competing with someone for a single position?
Will this new, experimental/unproven business unit fail and risk my job security?

Fear creates disengagement and reduced productivity. Instead of people focusing on their jobs, they begin to focus on beefing up their resumes. They’ll start wondering if they are going to be fired next, and making personal/life/family plans in a stressed-out manner because they are uncertain of their livelihoods.

To implement change successfully - where the team can innovate, profits rise, and confidence can grow - organizations need to build a CLEAR vision that drives execution.

Clear is the most critical word in this statement because that is where most companies drop the ball.

Clear means that people:

Understand why a decision was made
Know why they are left to do the work they are doing
Sees the company’s plans for growth
Know what their success metrics are
Know what success will lead to
Understands that more change will follow if metrics aren’t hit

A litmus test for knowing whether or not your organization did a good job of implementing change is if every employee at the company can go home to their family and say “The company has made some positive changes to the organization and I am excited about my role in this organization moving forward.”

Not just say it to their boss. Say it—and mean it—to their family.

What are common pitfalls companies pursue when trying to create a clear vision that drives execution?

Toxic positivity - A leader who avoids hard truths erodes trust. Employees can handle the truth, because the mythical worst case scenario employees make up in their minds is oftentimes far worse than the actual worst case scenario. But if corporate leadership can’t be honest about the state of the business, employees will make up their own story as to why the changes are happening.
Transparency without context - Being open with financials or goals is helpful—but transparency alone isn't enough. Not every employee understands the implications of “two down quarters.” For some businesses, this means no holiday bonuses. For others, it means layoffs. As leaders, we must connect the dots.
Making abrupt decisions - Some companies are aware of the impending big decisions they will have to make and treat them like a game of “chicken” to see if the business turns around in time. Some companies are not aware of a major economic/business shakeup and they make decisions abruptly. Either way, making abrupt decisions is difficult on every employee impacted by the change.
Not getting stakeholder buy-in - Many companies think that just because the C-suite team understands a decision then all of the employees will fall in line and understand as well. For better or worse, objectivity diminishes the higher anyone goes in any organizational hierarchy. This means that people will tell their boss whatever they want to hear to save their jobs. Employees won’t challenge decisions they don’t understand—they’ll quietly disengage instead.

So how do we build a clear vision that drives execution?

Be transparent - Yes, some employees may leave when faced with uncomfortable truths. That’s okay. Often, they’re the most risk-averse or easily disengaged. Transparency builds trust with those who stay—and they’ll work harder for a company they believe is honest.
Provide context - Don’t just share the “what” - share the “why”. Define your success metrics and the timeline for evaluating the change. Share also the ramifications that success/failure will have on the business and everyone involved. This will build trust from the employees and motivate them to do their best to execute the new plan.
Give a timeline for change - Use a pilot team to test the changes and use case studies and results to bolster the reason for change. But also give people a timeline in which they can make an adjustment. Some people are laggards while others have legitimate concerns about the change. Hear out the concerns and allow the laggards to adjust to the change on the timeline you laid out for them.
Have the team repeat back to leadership why the change is being made - Ask teams to repeat back the “why” behind the change. Let middle managers explain it in their own words to leadership. This equips them to handle pushback from their teams—and prevents the dreaded line: "I don’t know why we’re doing this, but it’s the new way now."

If upper managers, middle managers, and individual contributors can all communicate why a change decision was made, the company is much more likely to pass the litmus test of every employee going back to their families and saying “The company has made some positive changes to the organization and I am excited about my role in this organization moving forward.” If an organization does these 4 things, they will be well on their way to building a clear vision that drives execution.

by Grace Tripathy

Fri 4 April 2025

For years, a large retail company stood at the pinnacle of its industry. Once known for being an industry leader, the company now faced declining revenues, dwindling market appeal, and a growing perception of being outdated. Internally, employees felt disengaged, and stakeholders began questioning the company's ability to innovate.

Jenna, the company’s Chief Strategy Officer saw the warning signs: flatlining sales, a lack of excitement around new product launches, and a growing disconnect between leadership and consumers. But by the time these trends became impossible to ignore, the company was already slipping. She knew that a rebranding effort couldn’t just be cosmetic; it required a deep, cultural shift that engaged employees, reinvigorated consumer trust, and positioned the company as a forward-thinking leader once again.

Recognizing the Shift Before It’s Too Late

Many companies fail to notice their decline until it's too late. Signs of stagnation such as declining market share, reduced consumer engagement, and an outdated brand perception often creep in gradually. The large company had long relied on its reputation, assuming customer loyalty would remain intact. But Jenna understood that a successful company cannot operate on past achievements alone. Monitoring industry trends, consumer sentiment, and internal engagement through regular feedback loops, data analytics, and direct customer insights are critical to staying ahead. Companies must use tools to detect early warning signs of market and company shifts.

Taking Action: Rebranding as a Cultural Transformation

Rebranding is more than just a new logo or marketing campaign—it’s a company-wide commitment to change. The company’s leadership recognized that for their rebranding to succeed, employees had to be at the center of the transformation. Jenna led an initiative to involve employees at every level, conducting internal surveys, town hall meetings, and brainstorming sessions that encourage innovation and direct input from those on the ground. She partnered with HR to redefine corporate values, aligning them with a more customer-centric and agile mindset.

To truly reshape the company’s culture, leadership adopted a transparent approach. They communicated the company’s challenges openly, showing employees why change was necessary and how they could be a part of the solution. Incentives were introduced to reward innovative ideas, and cross-functional teams were formed to pilot new projects. Employees who once felt disconnected from leadership now saw themselves as vital players in the company's evolution.

Gaining Employee Buy-In for Lasting Change

For rebranding and cultural transformation to be successful, employees must feel like active participants rather than passive recipients of change. Engagement and enthusiasm stem from clear communication, meaningful involvement, and a sense of ownership. Employees need to understand not only what is changing but why it matters and how they contribute to the company's renewed vision.

How to Get Employee Buy-In for Rebranding and Cultural Change:

Communicate the Vision Clearly – Employees need to understand the rationale behind the change and how it aligns with the company's future.
Involve Employees Early – Solicit input through surveys, brainstorming sessions, and open discussions to make employees feel heard.
Create Cross-Functional Teams – Encourage collaboration across departments to foster innovation and shared responsibility.
Recognize and Reward Contributions – Acknowledge employees who bring creative ideas and drive the transformation forward.
Provide Training and Development – Equip employees with new skills and knowledge to adapt to the evolving company culture.
Lead by Example – Leadership should model the behaviors and values they want to instill in the organization.
Celebrate Milestones – Regularly highlight successes and progress to maintain momentum and enthusiasm.

Rebuilding Consumer Trust and Market Relevance

With an energized workforce, the company turned its focus outward. Re-establishing trust with consumers required more than an updated brand identity—it needed genuine engagement. The company launched interactive campaigns, leveraging social media to connect directly with customers and solicit real-time feedback. Personalized experiences, product enhancements driven by consumer insights, and strategic partnerships with influencers helped reintroduce the company as a brand that listened, adapted, and innovated.

Additionally, leadership worked on rebuilding trust with stakeholders by showing clear, measurable progress. Transparency in reporting, a commitment to sustainability, and a renewed focus on corporate social responsibility reassured investors and partners that the company’s transformation was more than just rhetoric.

The Outcome

Two years after initiating the rebranding strategy, the company saw a remarkable turnaround. Employee engagement scores were at an all-time high, product launches were met with renewed excitement, and the company’s financial performance rebounded. Customers who once viewed the brand as stale now saw it as dynamic and responsive to their needs.

For Jenna and the company’s leadership, the experience served as a crucial lesson: reinvention is not a one-time event but a continuous process. Businesses that remain agile, listen to their consumers, and empower employees to drive innovation will always have a competitive edge.

by Kendall Barndollar

Fri 4 April 2025

Strong team relationships are paramount to a positive company culture, specifically during the early growth phases. These connections improve psychological safety and build trust within a team, improving collaboration and employee engagement. As companies grow, their needs evolve, yet many CEO’s decisions are impacted by their long-standing friendships. While CEO friendships with team members can foster a positive company culture, when these relationships cloud judgment, it can result in poor decision-making, increased mistakes, and losses for organizations. To maintain long-term success, CEO’s must find the balance between relationships and professional accountability.

In the workplace, there are many benefits to developing friendly relationships within teams. Groups prioritizing relationships tend to have clearer communication and increased collaboration. Relationships and connections built with a CEO increase transparency and psychological safety in the workplace. The full benefits of a communicative team are only enabled through two-way communication between a leader and their team. Simultaneously, psychological safety can be improved as leaders foster an environment where employees feel more confident sharing feedback and ideas across levels. Combined, these improvements are critical for sustaining growth through the early stages of an organization. However, one of the most crucial focuses for many executives is building team trust. When the CEO of a company takes time to develop relationships with employees across different groups and positions, they can impact the culture of their team, improving employee engagement and commitment.

In the beginning stages of a company, executives must become friendly because, in this stage, relationships are a cornerstone to success. In the early stages of a company, the CEO and employees are likely friendly, working in a small but collaborative and communicative setting. When working on smaller teams, trust develops relatively quickly, and strong relationships contribute to creating a close-knit, family-type community. These relationships foster a strong sense of camaraderie in the workplace; however, it is important that as a company grows, leaders are properly equipped for the new requirements, demands, and changes of their roles.

With growth, these relationships and workplace dynamics can become complex. Leaders experiencing rapid growth and change together bond over their connection and success. As a company grows, it becomes challenging for leaders to maintain such close relationships with peers and direct reports. CEO’s may face new challenges in upholding their personal relationships or building team culture. Nevertheless, many CEO’s are reluctant to replace the individuals they have formed relationships with, even if the organization's needs have outgrown the individual's capabilities. Complex relationships in the workplace commonly lead CEO’s to make biased hiring and leadership selections that may not reflect the business's evolving needs. While friendships may be crucial for early growth, they can blind a CEO’s understanding of team members' strengths or weaknesses in leadership positions.

When a CEO’s relationships begin to impact leadership outcomes, it becomes challenging for that individual to take a step back and evaluate the team members’ qualifications from a holistic and objective point. However, recognizing and tackling this issue is essential to securing the longevity of a company’s success. CEO’s must prioritize finding a balance between personal connections and professional accountability by adopting strategies that will ensure the most qualified individuals hold leadership positions. Below are some tools to help enhance decision-making:

Implementing Performance Metric Tracking

The most effective way for a CEO to reduce the influence of personal relationships on decision-making is to use objective performance metrics. Concrete metrics allow CEO’s to analyze leaders' efficacy and evaluate the potential for future leaders based on quantifiable metrics rather than subjective opinions or relationships. Utilizing a tool such as AIM Insights to track, benchmark, and review performance metrics is crucial for improving data-based decision-making. Furthermore, AIM Insights may be a critical tool for leaders of expanding teams to track and manage their groups to maintain an objective record of performance.

Through defining key responsibilities and setting clear expectations, CEO’s can establish a fair and impartial system for evaluating individuals' suitability for a position. Utilizing measurable outcomes and enabling leaders and direct reports to view progress towards goals encourages transparent communication and accountability.

2. Promoting a Culture of Accountability

An additional tool in these scenarios is working towards creating a culture of accountability. Encouraging accountability within the workplace culture does not necessarily need to be set by the CEO or leadership team. Accountability can be encouraged by direct reports through open communication and feedback. Cultures of accountability welcome criticism and allow opportunities for individuals to learn from their mistakes.

Furthermore, if leaders are hoping to increase accountability practices within their teams, they should consider implementing a performance review process. Through formal feedback, employees are given the chance to reflect and improve on their practices, bettering the team and business as a whole.

3. Engaging Mentors or Executive Coaches

A final tool for minimizing bias in decision-making is engaging an outside party such as a mentor or executive coach. Because a mentor or coach is not immersed in organizational relationships, dynamics, or friendships, they are enabled to offer a different, likely clearer insight on the situation.

If an outside party observes the leadership team, they may be able to advise CEO’s as to the exact weaknesses in the organization. Additionally, consultants can suggest solutions and strategies to better these inadequacies without risking personal relationships or connections. A horizontal mentorship program could enable CEO’s to connect with other executives that may be able to provide clearer guidance in these situations. Many executives have had experiences with similar scenarios and can help CEO’s recognize when personal relationships cloud their judgment or give advice on prioritizing the businesses in decision making.

To promote the longevity of organizational success, CEO’s have to navigate the balance between fostering personal relationships and maintaining professional responsibilities. While leaders should certainly work to build team trust, upholding unbiased decision-making processes should be the primary objective. By leveraging tools such as AIM insights for performance metrics, implementing accountability practices, and including mentors or consultants, CEO’s can create a more objective approach to match leaders' capabilities with the needs of the growing company.

by Kayla Ambrose

Fri 4 April 2025

Louis is a French manager working at an international clothing company. While working in the French branch of the firm, Louis has been recognized numerous times for his strong leadership and effective communication. Due to his successes, Louis got relocated to the American branch of the firm to assist with the implementation of a new clothing line. After 2 months of managing in the United States, Louis is astounded to hear from a colleague that Louis’s team members have complaints about his leadership style. While Louis was an effective leader for his French team members, his incredibly direct leadership style comes across as cold and abrasive to his American team members. To effectively manage his new team, Louis must adjust his leadership style to accommodate the new cultures represented in his team.

Louis, like many managers of multicultural teams, relied on his home country’s culture and management styles when working with individuals from different cultures. While this management style may be effective in one's home country, it's crucial that managers adapt to the cultures within their teams. Whether relocating to another country or managing a cross-cultural team in one's home country, these are some strategies to leverage to effectively lead a multi-cultural team.

Increase Cultural Intelligence

When leading a cross-cultural team or managing in a foreign country, it’s important to conduct research about the other culture(s) to develop a deeper understanding. Cultures may vary drastically in their communication styles, views on hierarchy, methods of handling conflict, and other critical interpersonal aspects. Learning about these variances will allow managers to better understand how their team members think about and perceive the world.

There are various cultural frameworks that provide detailed breakdowns of differences between cultures that can enhance management effectiveness. Trumpenaars, Hofstede, and GlobeSmart are a few of the many existing frameworks that outline key cultural differences. Each framework has different dimensions that are used to evaluate cultures. Breaking down the different dimensions to understand them and thinking holistically about the differences in cultures will build a strong foundation for managing a cross-cultural team.

2. Acknowledge Cultural Differences

After researching different cultures to learn more about them, collaborate with the team to further understand critical cultural differences. While it may seem uncomfortable, encouraging open communication about cultural differences will take away some of the guesswork of trying to navigate a multicultural setting. Asking questions and learning about other cultures outside of the work environment will create an open space that embraces the variety of cultures.

While conducting research on other cultures creates a solid background of different cultures, recognize that learning from the team members is the best way to truly understand a culture. Furthermore, each person is different and may not entirely fit into the norms of their culture. Being curious and creating time to discuss these differences will demonstrate a desire to learn and grow together.

3. Establish Team Norms

Once cultural differences have been identified and discussed, establishing team norms will allow for improved workplace performance. Collaborate with the entire team when building these norms. Forming these norms as a group increases group buy-in and ensures all team members feel committed to the team norms.

Consider the variances in cultures and how they may shape the team norms. Some cultures tend to be extremely rigid with deadlines, while others have more flexible timing. Cultural differences in hierarchy may mean that some team members will seek more frequent approval from management while others may operate more autonomously. Make sure to establish clear norm expectations that take into consideration these different ways of working.

4. Overcommunicate

Within a cross-cultural team, overcommunicating can be a key to success. While it may seem redundant to constantly check in with team members, ensuring frequent communication will make sure everyone is on the same page. Especially at the beginning of team formation, prioritizing communication will prevent team members from making their own assumptions.

Cross-cultural teams may be comprised of individuals who have different first languages. It can be difficult to communicate when there is a language barrier within a team, so simplifying communication can prevent interpretation issues. While using less complex words and slowing down communication can make sure everyone understands what is being said, actively make sure to avoid foreigner talk. Foreigner talk is characterized by using slower and louder speech, which can be offensive to non-native speakers.

5. Avoid Assumptions

While it’s natural to have a perception of different cultures, actively make sure it avoid assumptions about individuals based on their cultural identity. Furthermore, avoid assuming that everyone on the team is in agreement or has a shared understanding. Cultures vary on how people indicate they agree with something, so assuming that everyone is on the same page simply because there is no vocal disagreement is not a reliable strategy. Leveraging strong communication and feedback mechanisms will help to avoid making incorrect assumptions.

Another assumption that is often made in cross-cultural settings is based on language ability. When someone is more fluent in a language, they are often perceived as more capable than individuals who are less fluent. Make sure to avoid making assumptions of cognitive ability solely based on language skill as the team may over or underestimate team member abilities.

Incorporating these strategies can be challenging, as there are many dynamics involved in culture. Recognize that it takes time to adjust management styles and its a constantly evolving process. To gain insights on effective strategies for managing a cross-cultural team, leverage performance management software. Managers may also find it helpful to discuss challenges with peer mentors to learn about the strategies they found most effective when dealing with similar challenges.

Through the use of these 5 strategies, Louis was able to adjust his management style to fit the needs of his new team. Recognizing that Americans have a strong preference for less direct criticism and a stronger sense of team camaraderie, Louis implemented more team bonding activities and conversational feedback mechanisms. After shifting his management style, Louis saw a positive change in his team's productivity and was able to better support his team.

by Kendall Barndollar

Fri 7 March 2025

In many high-stakes negotiations, the ability to swiftly identify common ground can make or break a deal. Whether in business or personal circumstances, negotiation outcomes impact individuals in their everyday lives. In the business world, negotiations may be in contracts or partnerships, and in the personal world, negotiations may appear in large purchases, such as buying a house or car. In either setting, negotiators should prioritize collaboration and potential solutions to both parties' issues.

For many, negotiations can be anxiety-inducing. Many struggle in confrontational settings and because of that, will leave negotiations unsatisfied. Furthermore, negotiations occur at varying levels of complexity and emotional investment from different parties, heavily impacting the nature of the negotiation. Most individuals who struggle in confrontational settings do not see a path to common ground and thus, they will employ an avoidant or accommodating tactic, working to help the other party without fulfilling their own needs. Negotiators should prioritize finding areas of agreement, and common ground to move forward and find solutions. Here are 5 tips for individuals to prioritize finding common ground in negotiations:

Work to Establish Trust

Creating a trusting relationship is paramount to a mutually beneficial negotiation. Before beginning discussions on the debated points of a negotiation, it is crucial to establish a foundation of mutual trust and respect between parties. In many negotiation settings, trust and relationships can be easily formed or broken. Thus, establishing a trusting relationship will foster a cooperative environment which will enable both parties to be open about their priorities and interests. Most importantly, an open and honest forum creates opportunities for both parties to suggest potential solutions to the topic at hand.

Furthermore, negotiators should work to find a compromise by demonstrating a genuine interest and willingness to actively listen and understand the main concerns of the other party. A respectful and positive attitude can set the tone of the negotiation, leading to more collaborative and cooperative tactics over those that encourage competitiveness or contention. Without the foundation of trust, many negotiations may fall into emotionally charged or tense discussions, hindering future relationships. When both sides feel heard, and cared for and can trust the other party, they are more likely to compromise and find feasible solutions to satisfy each side's interests.

2. Ask Good Questions

Asking questions and using active listening to hear and understand the other party's responses is crucial to finding common ground in a negotiation. The best way to learn from the other party about their concerns or interests is simply to ask them. Asking detailed questions allows either party to clarify and further understand the complexities of the negotiation. When negotiators ask thoughtful questions, they signal a genuine interest in the other party’s perspective.

In asking specific questions to aid in a negotiation, negotiators should aim to find the other party's main interests, priorities, and motivations. After learning the main focuses of the other party, it is much easier to identify areas of potential overlap for solutions or a new way to collaborate for a resolution. Effective negotiators will adapt to alleviate risks or uncertainties in their discussions; asking questions can serve as a tool for clarifying and confirming information already discussed to determine final details or conditions of agreements.

3. Find Shared Goals

When either party has competing interests, identifying a zone of possible agreement is daunting. However, to agree, it is crucial to identify and discuss shared objectives to provide a foundation for collaboration. By focusing on these shared goals, negotiators can steer the conversation toward solutions that benefit both sides. A shift towards mutually beneficial solutions creates the environment necessary to find common ground.

Establishing shared goals fosters collaboration and trust in negotiation settings, enabling parties to discuss and debate individual topics in a more comfortable setting. Additionally, this collaborative mentality allows each party to pause for a moment and consider how they may fulfill the other party's concerns while still satisfying their own.

4. Keep Emotions Under Control

Even in tense or heated discussions, negotiators must manage their emotions. When emotions run high, parties may become defensive or combative in discussion, making it seem difficult to find common ground. By staying calm and composed, negotiators can continue the focus on the areas of discussion to foster a more collaborative and solution-focused environment.

If the opposing party seems to become emotional or upset, collaborative negotiators will practice empathy. In doing so, they may suggest a short recess or change the discussion to a different topic. Sometimes, the best way to find common ground can be by taking a break to reassess and understand the situation.

5. Know When to Walk Away

While the hope in negotiations is to agree, there are many situations in which it may not be possible to find common ground. To recognize these situations, negotiators should come prepared when entering negotiations with set prices or circumstances that are minimally acceptable. Furthermore, negotiators should consider all possible outcomes and alternatives to the negotiation to best strategize their argument and what agreements they may accept.

Finding common ground in negotiations can be challenging. Especially in situations where emotions may drive decision-making and stakes for success seem high, negotiators must work to find common ground. Through building a trusting relationship, and asking thoughtful questions, negotiators can work to understand the other party's position and motivation. Once the other party's reasoning is better understood, negotiators can work to find shared goals, even if each party may have different intentions. After identifying shared goals, negotiators should work to carry out the negotiation while practicing empathy and controlling emotions. By fostering a collaborative atmosphere and prioritizing mutual understanding, negotiators are better equipped to achieve successful outcomes even in high-stakes or emotionally charged situations. In practicing these strategies, negotiators can work to find common ground and areas for mutually beneficial solutions.

by Kayla Ambrose

Fri 7 March 2025

Janet is a COO who oversees four VPs, who collectively manage 16 directors and a total of 100 employees who report to them. While each of the teams consistently meets their deadlines, Janet wants to ensure that all employees have a consistent positive experience across the organization. Janet recognizes that some managers are incredibly strong leaders who motivate and embrace the strengths of their direct reports. Janet also knows that some of her managers are more task-oriented, focusing solely on completing the tasks at hand without supporting their team members.

Even with positive results, Janet recognizes that consistent management is critical for a unified environment and a cohesive experience for all employees. Empowering all levels of leadership to incorporate communicative and supportive leadership styles can develop this organizational consistency.

Why Leadership Consistency is Critical

When employees have a strong task-based manager that doesn’t emphasize the individual values each team member contributes, employees will have a perception that this is the organization’s standard practice. If employees don’t have meaningful personal and professional interactions with their managers, there will be lower employee morale and retention rates. Employees who don’t receive strong leadership from their managers may develop a negative view of the company, which may discourage them from accepting other roles within the organization.

While Janet and her 4 VP’s may practice people-focused leadership, one of her directors may have a rigid management style that doesn’t involve building relationships with their team members. Now, all the directors' direct reports have a perception that Janet’s organization doesn’t care about their employees. Just because one manager doesn't prioritize their employees, the entire organization suffers from this perception of poor leadership. Without strong, people-focused leadership, employees might feel undervalued, decreasing their motivation to provide meaningful contributions. Furthermore, a lack of consistent support from their manager can slow career development, encouraging employees to seek opportunities with better growth prospects.

To prevent this, organizations must promote leadership development so managers understand the importance of meaningfully engaging employees and supporting them through their tasks. Providing leadership training, encouraging their participation in executive mastermind groups, developing open communication, and setting clear managerial expectations can create a more consistent leadership approach that values and recognizes all employees.

Developing Consistent Leadership Across an Organization

It can be challenging to encourage managers to change their leadership styles because they are comfortable with their current approach. Here are strategies for developing and maintaining cohesive leadership across the organization:

Align Leadership Styles with Company Values

How managers lead their teams should directly reflect the goals and values of the organization. A company's values are what guides employees and unifies them around a common goal. Leveraging these established values allows leaders to resonate to create a culture that accurately reflects these values.

Encourage all managers to demonstrate the company values in their daily interactions. Using these values, a more people-focused leadership style should also be reinforced consistently through leadership meetings and company-wide messaging.

2. Incorporate Leadership Development Training

Especially for managers who aren’t used to a more people-centered leadership style, incorporating effective leadership development training can provide clarity on how managers should implement changes. Offer structured training programs to inform managers of effective leadership techniques.

Adopting mentorship amongst leaders is another powerful way to implement changes. Allowing more senior leaders who excel in people-centered leadership to guide managers who struggle in this area can encourage productive change. Collaboration on developing a more people-centered leadership style will enhance the consistency of these efforts.

3. Set Expectations and Tools to Evaluate Them

Ensure all managers are aware of the expectations and have ways to help them gauge their effectiveness. Develop a framework that outlines expectations for managers regarding employee feedback, conflict resolution, and motivating team members.

Utilize performance management tools such as AIM Insights to help managers evaluate and track their team's performance. This allows managers to see the effectiveness of the changes in their leadership styles.

4. Promote Leadership Accountability

With expectations clearly outlined, ensure that all managers are adhering to the new standards. Addressing inconsistencies as they arise and helping managers navigate these difficulties are important components of improving leadership styles.

Provide support for managers who are struggling to make changes to be more people-focused. Supporting managers through individual coaching, feedback, and performance improvement plans can uplift managers who need more guidance.

AIM Insights as a Tool for Management Consistency

AIM Insights is an analytics tool designed for managers to gather feedback and gauge the productivity of their teams. Utilizing key metrics, AIM Insights provides specific feedback for leaders and allows them to benchmark their performance alongside leaders of similar teams. Upon team members' completion of AIM Insights surveys, leaders receive feedback and strategies on ways to improve their performance. For a company striving to ensure a standard of excellence in management, AIM Insights is a powerful tool to transform management styles and promote continuity.

Initially, managers may struggle to implement a more people-focused management style, not knowing how to have conversations that focus on professionally developing their direct reports. Utilizing performance management software such as AIM Insights provides managers guidance about what to discuss during one-on-ones with each employee based on feedback that is received. Implementing this software across an organization is a key step in transforming management styles and developing stronger cohesion.

Creating a consistent management approach across the organization strengthens management at every level. When leadership styles consistently reflect the company values, employees feel more valued and engaged in their work. Cohesive leadership fosters a positive workplace culture, allowing the organization to have sustained growth and excellence.

by Kayla Ambrose

Fri 21 February 2025

Within a team, employees tend to possess varying levels of intention and capabilities. Managers can use frameworks to help categorize employees based on two factors, the skills they can contribute to the team and the motivations behind each employee. Within this matrix, an important yet frequently overlooked group is employees who are highly motivated but lack the capabilities needed to effectively support the team. While these individuals are highly ambitious, they require additional training, support, and mentorship from their managers in order to truly recognize their capabilities.

A common situation managers encounter team members with high intention and low capabilities is seen with employees who just started their first career post-graduation or international team members who may have received different training. Take for example Joe who is an American working with an Italian team. Joe is excited to join a new team and is motivated to demonstrate his skills to his new manager. Despite his solid career background and success in his previous team, Joe is unfamiliar with Italian regulations and has a slight language barrier. Since Joe has high motivation to succeed and contribute to his team, his manager should implement strategies to support Joe and guide his growth within the team.

Recognizing High Intention, Low Capability Employees

Many employees join a company or transition into new roles with high intentions to be successful. Although they are highly motivated, these employees may lack the necessary skills or experience that will help them become successful in this new opportunity. Recognizing these individuals is important for managers who want to increase their contributions to the team and promote a culture of growth.

Individuals who have high intentions within their team often exhibit the following behaviors:

Incredibly enthusiastic about learning opportunities
Strong commitment to organizational goals
Willing to take on new challenges
Open to feedback and guidance

Given their strong intentions to help the team achieve their goals, it’s crucial that managers retain these team members and support them. Retaining team members who are incredibly driven will empower other team members to buy into the team's goals.

Low capability may be exhibited in different ways; managers should be aware of the following signs:

Difficulty completing tasks independently
Struggles to meet deadlines and/or targets
Frequently makes mistakes or misinterprets instructions
Hesitation in decision-making and lack of confidence

Rather than perceiving these employees as underperformers, managers should view them as underdeveloped potential that can thrive with the proper guidance.

Exhibit Self-Reflection

Effective managers conduct self-reflection when they realize that a team member is struggling under their guidance. If a team member is not achieving their full potential despite their high motivation, a manager should consider what steps they can take to align their employee’s abilities with their strong efforts.

Something important to consider is the expectations that are set for this employee. An employee who recently joined the organization or this team may need some time to properly adjust to the new environment. Sometimes, employees simply need more time to work out some of the initial issues when joining a new team.

Another consideration is what resources and training opportunities are available for team members. If someone is continuously struggling with the same tasks, it may not be a lack of capability but a lack of guidance. Ensuring ample opportunities for team members to develop their skills can drastically improve their capabilities.

Since managers set the tone for their team, reflect on whether there is a culture of learning or if there is a culture solely focused on performance. Team members who are focused on achieving success without learning the proper skills to get there may struggle to expand their skillset, thus limiting their capabilities.

Managers who take ownership of their team's development can transform high-intention employees with low capabilities into high-performing team members.

Manager's Role in Supporting Growth

A manager's responsibility is to support their employees through proper training, sufficient resources, and mentorship opportunities. If an employee is struggling due to a lack of capabilities is often a reflection of an ineffective management style and not the effort exerted by the employee. It’s imperative that their manager takes accountability for this disconnect and implements changes to properly support their employee. Here are some strategies for how managers can bridge the gap between intention and capabilities:

Provide Training Resources

Incorporate structured training programs that all employees to learn tangible skills needed to complete their assigned tasks. Hands-on training and continuous learning opportunities can drastically improve the technical and soft skills of team members.

2. Foster a Growth Mindset

Although high-intention employees are highly motivated, continuing to fail at a task may discourage their efforts. Managers should encourage the notion that skills can continue to be developed over time through practice and consistent effort. Helping employees to frame their setbacks as a growth opportunity can help them persevere through their challenges.

3. Provide Feedback and Coaching

Conducting regular meetings, structured coaching sessions, and constructive feedback gives valuable direction an employee may need to expand their capabilities. Rather than waiting for periodic performance reviews, managers should actively implement mechanisms to constantly provide feedback and actionable advice.

4. Create a Mentorship Connection

Connecting high-intention and low-capability employees with highly experienced employees may allow for more accelerated advancement. Mentorship or peer coaching from a peer is a more natural way for employees to develop their skills. A mentorship connection may also have reciprocal benefits for the highly experienced employees because they may have less motivation resulting from them being on the team for a while.

With the proper training and guidance from his manager, Joe was able to take his strong intentions for success and develop skills that help him be successful within his new team. Like Joe, underperforming employees sometimes just need a bit of guidance from their managers to unlock their full potential.

High-intention, low-capability team members represent a growth opportunity. By recognizing their enthusiasm for team success, assuming ownership of their development, and implementing support systems, managers can strengthen their abilities and enhance the team. A manager who nurtures their employees ultimately builds a team that is both high in intention and highly capable.

by Kayla Ambrose

Fri 7 February 2025

Managers play an important role in their teams, serving as a leader and guide. While managers' involvement in projects can promote growth for their team members, constantly overseeing team members and micromanaging them can lead to direct reports feeling untrusted and unsupported. Leaders with micromanaging behaviors often have good intentions, but stifle productivity through ineffective leadership styles.

When dealing with a micromanager, it’s challenging to determine how to navigate the situation. While it may seem uncomfortable, addressing concerns to the micromanaging manager in a professional manner is the best way to promote positive change. Working under a micromanager is exhausting and causes the entire team’s morale to suffer. Communicating the negative implications of micromanaging and working to develop a solution will overall create a better team dynamic.

Micromanagers typically don’t recognize that they are exhibiting these traits within their teams which is why it must be addressed through a conversation. While it may be intimidating to address a manager about their negative behaviors, their actions are majorly impacting the team. Micromanaging is making the work environment miserable for the whole team, and if unaddressed, will force the team to continue to suffer. Since micromanaging is already causing so much harm to the team environment, having a conversation has the potential to majorly improve the managers’ behaviors.

Understanding the Cause of Micromanaging

Micromanaging is a pattern of behaviors that often stems from fear of failure and lack of trust of other members of the team. Managers have a lot of responsibilities, and the excessive pressure can cause them to be particular and overbearing on their direct reports. While micromanaging isn’t a positive solution, it is important to recognize that these behaviors originate from wanting the team to succeed. Lacking trust is another main cause of micromanagement. If a manager doesn’t have established trust with their direct reports, they may be compelled to become overly involved in their assignments. Since the team’s work is the responsibility of the manager, they may want more frequent and detailed communication because they want to ensure a successful end result.

While there are various reasons a manager micromanages their team, recognizing the cause of these actions is a critical step in addressing the issue. Going into a conversation with the mindset that a manager is terrible because they are micromanaging isn’t a productive way of thinking. Since managers often exhibit micromanaging behaviors due to their desire for the team to succeed, it’s important to enter the conversation with the intent to adjust their behaviors for the mutual goal of supporting the team.

Strategies for Addressing a Micromanager

Describe the Effect on the Team

Everyone on the team wants the team to succeed. With this common goal in mind of supporting the team, describe how this managing style is an obstacle to the team’s progress. Discussing different implications of their behaviors, such as how the team must sacrifice limited work time to constantly communicate updates with their manager rather than making progress on their assignments, can help a manager better understand the real impacts the micromanaging is having.

When addressing the behaviors, make sure to utilize ‘I’ statements rather than ‘you’ statements. By discussing the personal impacts of their actions, a manager is less likely to feel attacked and be on the defensive. Using such statements opens the conversation up to be more collaborative. Owning the personal effects of their behavior rather than blaming the manager, communicates concerns in a way that promotes positive problem-solving.

2. Establish Trust

Since a lack of trust can cause micromanaging, working to develop a stronger working relationship with the micromanaging manager can establish more trust. During the conversation, collaborate on a solution that can encourage more autonomous work, while still allowing the manager to feel updated. For example, scheduling weekly meetings to share progress can alleviate hovering while working on assignments. Working together to devise a strategy that balances each other's needs, can begin to establish a foundation of trust.

Managers may also lack trust because they aren’t confident in the abilities of their team members. Utilize this conversation as a moment to solicit feedback about areas of improvement. Working to develop skills can allow a manager to be more confident when assigning tasks and be less compelled to constantly check in. Establishing credibility through a stronger skill set will ultimately continue to create a more trusting relationship and minimize micromanaging behaviors.

3. Provide Specific Expectations

As discussed, this conversation should include specific examples of instances when micromanaging behaviors are negatively impacting the team. Not only should the conversation address specific concerns, but a focus should also be placed on providing solutions. Collaborating to derive specific methods that the manager can adjust their behavior to better support the team will create a solid action plan. Without tangible steps for them to implement, it can be difficult to have an actual change going forward.

4. Suggest Accountability Tools

Another topic to discuss during this conversation is accountability tools. Scheduling meetings to revisit this conversation and collaboratively evaluate progress over time can also ensure accountability. Additionally, considering performance management tools for the manager to implement can work to reduce micromanaging behaviors. Tools such as AIM Insights can allow managers to better gauge their direct reports' performance without hovering over their work. Considering alternative creative approaches is a productive way to conduct this conversation with a micromanaging manager.

Oftentimes managers are unaware of their micromanaging behaviors. As a direct report, it can be intimidating to address these behaviors, but it's important to remember that the issues will persist if undressed. When conducting this conversion, focus on giving specific ways these actions are harming the team, establish a trusting relationship, devise ways these behaviors can be adjusted, and collaborate on accountability tools to ensure tangible changes are made.

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