Transforming Your Worldview for Better Results

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Today, we look at worldview through the lens of results—our expectations for ourselves and others.

Are the expected results ever good enough, fast enough, or high enough? Perhaps these expectations leave an undercurrent of disappointment and constant stress, allowing little room for gratitude. These expectations of results reveal your worldview more clearly than your stated values ever could.

In our previous discussions, we explored how worldview forms the foundation of leadership. Remember our key axiom: worldview, values, beliefs, and style are "more caught than taught." Leaders don't primarily influence through what they explicitly teach but through what others observe in their actions and decisions. Your team catches your worldview through your everyday behaviors—how you respond to challenges, what you prioritize, and where you direct your attention.

The trust statements we make often reveal our deepest worldviews.

Just as the models in our lives and leaders we've admired weren't always perfect, the truisms and assumptions we carry may not always serve us well. Statements like "People need to be closely managed" or "If you want something done right, do it yourself" might feel like proven wisdom, but they invite a pause to reflect on whether these assumptions still support our current leadership goals.

While not an overnight process, the potential for profound changes in leadership effectiveness through worldview transformation is immense. Consider the case of a construction executive I once worked with. For twenty years, he operated under the belief that 'People need constant direction'—a view shaped by his military background and early career experiences. A transformative realization during our program opened up a world of possibilities for him.

His exhausting leadership style involved checking every detail and solving problems his team should have handled themselves. When asked to examine his worldview, he recognized this approach had created dependent team members who waited for instructions rather than thinking independently. The cost was burnout for him and underdevelopment for his team.

His transformation began with a simple shift: "People can rise to challenges when given clear expectations and appropriate support." This wasn't abandoning standards but changing his approach to achieving them. Over six months, he gradually shifted his management style by delegating outcomes rather than processes, implementing regular check-ins instead of constant oversight, asking, "What do you think we should do?" before offering solutions, and explicitly celebrating initiative and problem-solving.

The results were remarkable. His team's capabilities expanded, his stress decreased, and several team members emerged as potential future leaders. Most importantly, he found a sustainable leadership approach that allowed him to focus on strategic priorities.

Worldview transformation follows a reflective pattern that can happen in a moment or maturated over time: awareness of your current beliefs and their impact, examination of these beliefs against evidence, experimentation with new approaches, and integration of new perspectives that yield better results.

Growth requires the courage to question deeply held assumptions, especially those that have brought some measure of success in the past. The most effective leaders continually refine their worldviews as they gain experience and insight. This process of questioning and refining can be empowering, putting you in control of your leadership journey.

Reflection Questions:

1. What results in your leadership have been disappointing or frustrating?

2. What worldview belief might be contributing to these outcomes?

3. What small experiment could you try to test a different approach?

Remember, worldview shifts don't require abandoning your core values. Instead, they examine the assumptions shaping how you express those values in your leadership. The goal isn't to adopt someone else's worldview but to ensure your own genuinely serves your effectiveness as a leader—and your fulfillment as a person.

As you go into your next meeting today, consider that achieving the desired results might be better served by reflecting on your worldview before focusing on behavioral tactics. There's nothing wrong with aspiring toward best practices, but what drives you may not motivate your people.

Worldview - The Language of Leadership: Part 2 of 3

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Part 2: How Trust Statements Reveal Your Worldview

During a recent worldview conversation with industry leaders, the discussion quickly revealed their underlying assumptions. One financial director firmly stated, "Russell, you can't trust people. If you do, they'll take advantage of you." Another leader challenged this perspective, sharing, "I struggle with trusting my people. However, I've adopted an approach of 'trust, then verify.'" A third participant smiled and added, "It's best to inspect what you expect." These statements, shared within minutes of each other, demonstrate how our deepest beliefs about people emerge in casual conversation—and how dramatically they shape our leadership approach.

While Part 1 explored the origins of our worldview—the family, friends, mentors, and workplace experiences that informed the developmental stages that shaped us—Part 2 examines how these beliefs manifest in our daily language and leadership approach through what I call "trust statements."

The phrases we routinely use reveal our deepest assumptions about people and the world. Like an invisible operating system, these statements guide our decisions without conscious awareness. I've witnessed how dramatically they affect team performance, underscoring the urgency for leaders to address their beliefs.

Consider two project managers with similar technical skills. One consistently says, "If you want something done right, do it yourself." His first boss fired people for mistakes, embedding a belief that safety requires control. His team performs reliably but rarely innovates or takes initiative—they await instructions and avoid risks. Another manager operates from "people rise to expectations" and "everyone brings valuable perspectives." Her team consistently outperforms on problem-solving and adaptation. The difference isn't skill—the worldview shapes how team members are treated and respond.

Trust Statements versus Truth Statements

It's crucial to distinguish between trust and truth statements in our leadership language. Both types of statements inform our worldview through values, beliefs, and behaviors. Truth statements express absolutes or core convictions—the hills we're willing to die on. Trust statements, by contrast, are often truisms or axioms providing general wisdom or perspective. When someone says, "Trust is relative," they're offering a trust statement, not necessarily a truth. These language choices significantly shape our leadership philosophy.

Discernment is crucial in responding to relationships, whether we deal with trust or truth statements. We must honor one another by respecting similarities and differences. Our worldview reflects assumptions we've made about how the world should work. The challenge for all of us is to consider how these assumptions continue to serve us and those around us, emphasizing the importance of respect and understanding in our interactions.

In Part 1, we identified seasons of growth and development. Worldview often shifts during these transitions. As one mentor once shared with me, "The things worth fighting for become fewer as I get older, yet there are a few things I will die for." Our truths typically become fewer and deeper as we mature. Ultimately, your truth statements inform your trust statements, creating a coherent leadership philosophy.

Our trust statements typically reflect four orientations:

• Protection-Oriented: "Better safe than sorry," "Keep your guard up"

• Skepticism-Based: "If it seems too good to be true, it probably is"

• Experience-Based: "I've been burned before," "People don't change"

• Control-Oriented: "If you want something done right, do it yourself"

The most revealing exercise is completing "People are..." Your instinctive responses expose your fundamental assumptions about human nature. Leaders who believe "people are lazy unless motivated" create management systems with heavy oversight—often producing the very behavior they fear. Those who think "people want to contribute meaningfully" develop stronger teams through delegation and development.

These statements connect directly to the worldview foundations we explored in Part 1. The voices that shaped your early understanding now speak through your leadership language. The good news? Awareness creates choice. By recognizing your trust statements, you can evaluate whether they still serve your leadership goals.

Reflection Questions:

1. When the last time you faced a conflict with someone, what may have been some trust or truth statement that may not have aligned with your worldview?

2. What are your top three "People are..." statements?

3. What trust statements reflect one of the four primary orientations?

4. What are you most common trust statements that you share at home or work?

Action Steps:

1. Ask for feedback about how others perceive your trust level based on your trust statements.

2. Identify one assumption that you've held true that may need to be challenged.

Worldview: The Lens of Your Life & Leadership - A Three-Part Series

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Part 1: The Foundation of Worldview

Since 2018, I've been on the facilitation team for a 4 day construction leadership institute. I serve in this program 10-12 times a year with the opportunity to directly spend time 1-1 in coaching with 50+ leaders. The 30-year-old Leadership Institute program begins with a baseline teaching on worldview. Every leader wants better results, but working harder using the same tactical practice may not yield your desired outcomes. As my mentor Paul Stanley once shared, we need to rethink our thinking on leadership. Marshall Goldsmith posed a similar approach in his book What Got You Here Won't Get You There. It’s a caution when there's no time to think beyond tactics in the ready-fire-aim approach to strategies, decisions, and people management.

Worldview provides a lens through which we see the world around us, informing our values, beliefs, and biases. If you want to see different results from your work, it may be time to pause and consider your worldview.

During our leadership training, we have a worldview conversation within a small group setting where I'll ask, "Who has influenced your worldview, and how does that impact how you lead today?" It's fascinating to hear the stories of positive and negative examples from family members, athletic coaches, and first bosses. We all have people who have influenced our lives—good or bad—and their voices tend to reflect our worldviews. These people model a way of thinking that often translates into our expectations of people we live or work with day-to-day.

Challenging Assumptions: A Key to Leadership Growth

Most role models are never perfect, so we focus on the good of those who have a voice in our lives. However, even positive influences can create limitations we don't recognize.

Psychology offers additional frameworks to understand how our worldview evolves. Lawrence Kohlberg's moral development theory provides a valuable lens through which we can examine the maturation of our ethical reasoning—a core component of worldview. Kohlberg identified six stages across three levels:

1. Pre-conventional (focused on punishment avoidance and self-interest)

2. Conventional (centered on social conformity and authority)

3. Post-conventional (based on universal principles and ethical reasoning).

Leaders often progress through these stages as they mature, moving from rule-following to principled decision-making. Understanding where you fall on this moral compass can illuminate why specific leadership challenges emerge—perhaps you're operating from a conventional worldview in an environment that requires post-conventional thinking. This developmental perspective helps explain why our worldview naturally shifts over time through experience and maturity, suggesting that periodic reassessment is helpful and necessary for continued growth.

My mentor Paul Stanley introduced another powerful framework for understanding life stages that profoundly influences how our worldview evolves:

• Learning (who am I?)

• Building (what is my place?)

• Focusing (why am I here?)

• Investing (how do I finish well and leave a legacy?).

Each stage brings different priorities, challenges, and perspectives. For example, I transitioned to wearing glasses a few years ago. How we see the world changes with life stages and seasons. Knowing your season and those whose voice(s) shape your thinking and actions provides crucial insights into your present worldview. A leader in the Building stage will naturally have different concerns and perspectives than one in the Investing stage—neither is wrong, but awareness of these differences enhances self-understanding and interpersonal effectiveness.

Our inherited beliefs shape how we view our teams and challenges. In Part 2, we'll explore "trust statements" that reveal our underlying assumptions and how they manifest in our daily leadership decisions. Until then, reflect on how your worldview origins influence your leadership effectiveness.

Reflection Questions:

1. Who are the 3-5 people who have most shaped your worldview?

2. What specific beliefs about work, success, or people did you inherit from them?

3. Which of these inherited beliefs have you never questioned?

4. How might your current challenges connect to your worldview?

Action Steps:

1. Write down the names of people who significantly influenced your thinking.

2. For each person, note one specific belief you adopted from them.

3. Identify one belief that might benefit from reexamination.

The Silent Power of Emerging Leaders: Reflections from Coast to Coast

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In a week spanning from the mountains of West Virginia to the shores of California, I witnessed the unmistakable pulse of emerging leadership across America. Through team building at a university, coaching sessions with a thirty-something manufacturing executive in Ohio, and facilitating educator training in California, I observed a common thread that binds aspiring leaders: the delicate balance between boundless passion and persistent self-doubt.

One conversation particularly stands out – a meeting with an emerging manager whose words were punctuated with the recurring phrase, "I want to be..." Her story revealed an internal struggle between professional ambition and self-confidence that echoed across countless similar conversations. From coast to coast, I encountered individuals rich in opinions and passion yet tethered by their internal skepticism.

What struck me most was that these emerging leaders weren't seeking grand revelations or profound wisdom. The most powerful support often came in the form of quiet presence – a hand on the shoulder, a moment of genuine listening, an unspoken acknowledgment of their potential. Their self-criticism had become a lens through which they viewed their world and relationships, creating invisible barriers to their growth.

The depth of these encounters revealed itself in private conversations: a professional who rose from a childhood in the welfare system, another who found strength after early abandonment and adoption, and a Philippine immigrant navigating the complex maze of language, education, and economic challenges. These weren't just stories of survival; they were powerful testimonies to resilience, agility, and adaptability that can inspire and motivate us all.

Yet, a crucial insight emerged: these individuals don't seek to be problems to be fixed. Their repeated reference to 'the leader I want to be'speaks to an aspirational mindset – a genuine desire for growth and development. This realization calls for a shift in how we approach mentorship and leadership development. Perhaps the most profound impact comes not from providing solutions but from creating space for authentic expression through thoughtful questions and active listening, a practice that can make individuals feel valued and respected.

These encounters serve as powerful reminders to pause and reflect on our journey of becoming. The most transformative mentorship often lies in the unspoken words, in the spaces between conversations where trust builds and confidence grows. As we guide the next generation of leaders, we might find that their stories of determination and dreams inspire our development as leaders and human beings.

Spiraling Up Launch! - Watch the 90 Second Trailer

Whether you are a seasoned executive looking to reinvigorate a stagnant culture or a new manager seeking to build a foundation of positivity from the ground up, 'Spiraling Up' is designed to be your guide, your toolkit, and your inspiration on this transformative journey. The book is divided into three parts:

• Part 1 - Focuses on understanding workplace negativity

• Part 2 - Delves into the SPIRAL framework - 6 strategies for addressing it

• Part 3 - Provides practical steps for transforming it.

Each chapter will be concluded with a summary of insights, reflection questions, and a team exercise, creating a real-time response for leaders with their teams.

Together, we will explore the art and science of authentic leadership, the power of reframing negative mindsets, and the practical steps you can take to cultivate a workplace culture that brings out the best in everyone.  

So, let us embark on this journey together as we uncover the secrets of 'Spiraling Up' and unlock the full potential of our teams, our organizations, and ourselves as leaders in an ever-changing world. With your dedication, compassion, and steadfast commitment to positive change, we can transform even the most challenging workplace dynamics and create organizations that thrive in adversity.  

“Spiraling-Up is like a “break glass in case of emergency” kit for culture change.”

— Michael Brunner Senior Director R&D Strategy at Kimberly-Clark

3 Lessons Learned Creating Psychological Safety

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As an Organizational Development consultant, I have a front seat in the facilitation of building healthy, cohesive teams. Every team represents a case study of leadership and social dynamics lessons to observe and learn. Shared leadership and psychological safety influence levels of cognitive and social motivations (Sun et al., 2023). High-functioning cohesive teams compared to low dysfunctional teams reflect trust among team members. The higher the trust, the higher the effectiveness. For the last six months, one group I have been working with has unique collaborative, courageous, and fun dynamics. It is a joy to be at the table.

What makes teamwork well?

A level of trust reflects a high degree of psychological safety between team members and the leader. Psychological safety increases work performance, collaborative knowledge-sharing behavior, organizational citizenship, and lower turnover when done well. The ability to communicate openly and freely determines team members' positive work outcomes. (Liu & Keller, 2021). 

“A surviving versus thriving team is marked by belonging, not bullying. ”

Consultants are typically called in when there is a problem. When there was no trust, little communication and productivity suffered. One case study of two teams I recently worked with included a group that experienced a 200% turnover over two years. Meanwhile, the second team was engaging, energetic, and innovative. The first team felt exhaustive and unengaging. The root issue of the first team was a leadership challenge after months of consultation, 360s, personality assessment, culture surveys, and team intervention. The leader style is a micromanager with inconsistent communication, favoritism, and hyper-control of the details. It is simple to see when written in plain text. However, the leaders needed to see it and be made aware of their style and its impact. Compared to the second team leader, who empowered and encouraged team members in their work. Leaders who shape and value psychological safety unleash talent and create value (Edmondson, 2019).

People are naturally motivated and thrive in inclusive environments. However, there are also significant benefits to moments of solitude, isolation, and privacy. These periods can foster creativity, provide clarity and perspective, and offer a much-needed respite from social demands. It's a delicate balance, one that each individual must navigate to find a healthy tension between belonging and being. When this equilibrium is achieved, it can significantly enhance cognitive and social motivation. 

Here are three practical lessons learned and their direct applications for your next team meeting:

Lesson 1: High trust and psychological safety levels lead to more effective, cohesive teams.

   Practical application: Foster an environment where team members feel comfortable sharing ideas, opinions, and concerns without fear of negative consequences. Encourage open communication and lead by example.

Lesson 2: The leadership style you adopt significantly shapes team dynamics and performance.

   Practical application: Reflect on your leadership style and its effects on the team. Identify areas where you can empower team members, communicate consistently, and avoid micromanagement. Consider seeking feedback from your team to gain insights into their perceptions and needs.

Lesson 3: Striking a balance between belonging and solitude is a critical factor for individual motivation and well-being.

   Practical application: Recognize that team members have different social interactions and needs for solitude. Encourage a culture that respects both collaborative work and individual-focused time. Consider implementing flexible work arrangements or designated quiet spaces to support this balance.

By applying these lessons, you can create a more psychologically safe and motivating environment for your team, ultimately improving performance and job satisfaction.

Today, I'm working with a team of local community leaders. After ten years as a consultant facilitating better teams, I'm still learning. I get to practice these three lessons for the good of the community. How about you? What can you do today to facilitate psychologically safe, high-trust teams? 

Reference

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the workplace for learning, innovation, and growth (1st ed.). Wiley.

Liu, Y., & Keller, R. T. (2021). How psychological safety impacts R&D project teams' performance: In a psychologically safe workplace, R&D project teams perform better, more readily share knowledge and engage in organizational citizenship behavior, and are less likely to leave. Research Technology Management, 64(2), 39-45. https://10.1080/08956308.2021.1863111

Sun, M., He, K., & Ting, W. (2023). The impact of shared leadership on team creativity in innovation Teams—A chain mediating effect model. Sustainability, 15(2), 1212. https://10.3390/su15021212

Growing Your Leadership - Foundations for Development - Integrating Philosophy, Psychology, and Practice

6-Week Leader Development Series

1. Foundations - 4 Levels of Your Life and Work

2. SoulWork

3. Self-Leadership

4. Team Leadership

5. Strategic Leadership

6. Leveling-Up - Identifying Threats, Invest in Capital, and the Courage to Lead Well

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Growing Your Leadership - Week 1 - Foundations

John, the COO of a Fortune 500 company, neglected his leadership development amidst the demands of running the operations of a large corporation. Despite numerous growth opportunities, he prioritized operational tasks over personal development. As a result, John's leadership style became increasingly autocratic and disconnected from his team's needs. Employee morale plummeted, turnover rates soared, and innovation stagnated. Leaders like John who neglect their development hinder their effectiveness and risk damaging team dynamics and organizational performance. John's story is all too common. It underscores the critical importance of continuous leadership development in driving success at all levels of an organization.

Sarah, the CEO of a tech startup, recognized the importance of investing in her development to lead her team better. Despite her busy schedule, she dedicated time to attending leadership workshops, participating in executive coaching sessions, and reading books on effective leadership. As she implemented the strategies and insights gained from her development efforts, Sarah noticed a significant shift in her leadership approach. She became more empathetic, communicative, and strategic in her decision-making, fostering a culture of trust and collaboration within her team. Employees felt more engaged and motivated, increasing productivity, innovation, and team performance. By prioritizing her development, Sarah not only improved her leadership effectiveness but also positively impacted the dynamics and outcomes of his team.

Integrating Philosophy, Psychology, and Practical Application

Laying a foundation for personal and leader development demands a comprehensive approach that transcends traditional boundaries, integrating elements of philosophy, psychology, and practical application. Philosophy provides the conceptual framework and guiding principles that underpin one's understanding of self, purpose, and ethics, offering timeless wisdom to navigate life's complexities. Psychology delves into the intricacies of human behavior, cognition, and emotions, equipping individuals with insights into their psyche and interpersonal dynamics crucial for effective leadership. Practical application bridges theory with action, empowering individuals to translate knowledge and insights into tangible behaviors and habits that drive personal growth and leadership effectiveness. By embracing this holistic approach, individuals embark on a transformative journey of self-discovery, continual learning, and meaningful impact, laying a solid foundation for their development and that of others they lead.

What makes the difference between John and Sarah?

In today's rapidly evolving business landscape, the success of organizations hinges on effective leadership at all levels. From self-care to self-leadership and team and strategic leadership, cultivating strong leadership capabilities is essential for driving innovation, fostering collaboration, and achieving sustainable growth. Recent statistics underscore the tangible benefits of leader development on organizational outcomes, highlighting the critical importance of investing in leadership growth initiatives.

Self-Care (SoulWork) - Intentionally Paying Attention to What Matters Most

The phrases "human being" and "human doing" highlight different aspects of the human experience. John's story indicates a bent toward doing while Sarah prioritizes being without compromising on getting work done. Both phrases are integral to the human experience; the significance lies in striking a balance between being and doing, recognizing the importance of self-awareness and action in leading a fulfilling and purposeful life. Recognizing the significance of spiritual vitality, holistic well-being, moral character, alignment of values, living authentically, and working purposefully is crucial for fostering a fulfilling and meaningful life. Spiritual vitality provides a sense of connection to something greater than oneself, offering solace and guidance in times of adversity. Holistic well-being encompasses physical, mental, and emotional health, emphasizing the importance of balance and self-care in achieving overall fulfillment. Moral character serves as the foundation for ethical decision-making and fostering healthy relationships, contributing to a sense of integrity and trustworthiness. Alignment of values ensures congruence between beliefs and actions, promoting authenticity and inner harmony. Living authentically involves embracing one's true self and values, leading to empowerment and fulfillment.

Working with purpose gives meaning to one's endeavors, fostering motivation, resilience, and a sense of contribution to the greater good. Together, these elements form the pillars of a life imbued with purpose, meaning, and fulfillment. Too much-being leads to inactivity and apathy. John's emphasis on human doing led to valuing tasks over the welfare of people, misaligned priorities, burnout, and putting secondary things first. Sarah's aspiration demonstrates a holistic tension in life and work that requires attention and intentionality.

Self-Leadership - Efficacy of self-direction, effectiveness, and growth

At the foundation of effective leadership lies self-leadership—the ability to understand oneself, manage emotions, and drive personal growth and development. Leaders who prioritize self-leadership exhibit resilience, adaptability, and a growth mindset, inspiring confidence and trust among their team members. According to a survey by Harvard Business Review, 65% of respondents believe that self-awareness is the most critical capability for leaders, emphasizing the significance of self-leadership in driving organizational success. By investing in self-leadership development, individuals can enhance their ability to navigate challenges, make informed decisions, and lead authentically and purposefully.

Team Leadership - Guiding a diverse collective effort toward a common purpose and shared goals

Effective team leadership fosters a culture of collaboration, empowerment, and high performance within organizations. Leaders who excel in team leadership understand the dynamics of group behavior, leverage diverse talents and perspectives, and create an environment where team members feel valued and motivated to contribute their best work. Research by Deloitte reveals that companies with effective team leaders are 50% more likely to outperform their peers in revenue growth over three years. By investing in team leadership development, organizations can unlock the full potential of their teams, driving innovation, productivity, and competitive advantage.

Strategic Leadership - Executing a compelling plan by leveraging the organizational potential for growth and the good of all the stakeholders.

Strategic leadership involves setting a compelling vision, aligning resources, and driving organizational change to achieve long-term goals and objectives. Leaders with strategic, solid leadership capabilities can anticipate market trends, identify growth opportunities, and navigate complexity with agility and foresight. According to a study by McKinsey, organizations with strong strategic leadership are 2.2 times more likely to outperform their industry peers in terms of long-term value creation. By investing in strategic leadership development, organizations can adapt to changing market dynamics, seize emerging opportunities, and maintain a competitive edge in today's dynamic business environment.

The Impact of Leader Development on Organizational Outcomes

Recent statistics highlight the significant impact of leader development on organizational outcomes, including increased productivity, employee engagement, and financial performance. According to research by the Center for Creative Leadership, organizations that invest in leadership development experience, on average, a 15% increase in employee engagement and a 14% increase in employee productivity. Moreover, an Association for Talent Development study found that companies with comprehensive leadership development programs are 84% more effective at delivering financial results than those without.

In conclusion, growing leadership across four levels—from self-care to self-leadership to team and strategic leadership—is essential for unlocking organizational success in today's dynamic business environment. By investing in leader development initiatives, organizations can cultivate a pipeline of skilled and empowered leaders who drive innovation, foster collaboration, and achieve sustainable growth. As recent statistics demonstrate, the value of leader development extends far beyond individual leaders, positively impacting organizational outcomes and driving long-term success.

Next, we will explore the focus on the elements of Soulwork, touching on philosophical origins, psychological theories, and self-care practices.

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The Grow Your Leadership series articles require me to stretch my literary legs over the next few weeks and settle into a pace of topic- and theme-focused writing. These posts parallel my Ph.D. dissertation in Industrial Organization Psychology and my book project on Mentorship.

Please comment in the comment section if you have additional thoughts or stories. If you have questions, feel free to message me directly at russell@leaderadvance.net

Workplace Psychology - Why a PhD in IO

A historical review of I/O affirms my interest in learning and applying its practice to expand the opportunities for good work. Work, especially good work, stimulates my curiosity about what, how, and why people do what they do and how organizations holistically support these efforts to collectively toward their mission. 

organizational issues create more opportunities for workplace psychologists to have an impact.

The study of work and the conditions that allow employees to be productive is the foundation for I/O psychology. Early studies such as the Hawthorne effect experimented with lighting and workplace conditions until later learned how attitude is the key to productivity. What's fascinating about this historical study from Western Electric is the root causes are still evident today. We're trying to learn how to deal with attitude present day. 

Since the pandemic, attitude in the workplace has been influenced by stress at home and at work. Conversations about burnout are commonplace. These conversations highlight the issues of employees will well-being. I've studied the problems of stress in the workplace for more than half a century. Terms that define these issues range from occupational stress, work stress, job-related stress, and organizational stress. The citations for workplace stress have appeared in over 22,000 psychology journals and articles in the last two decades. The conclusion of such an extensive literature review is workplace stress needs to be more conclusive. Workplace and occupational stress issues need better or clearer definitions for future studies. These studies would include holistic research on employee well-being. Secondly, the literature review concludes the need for better communication bridges and knowledge sharing (Cassar et al., 2020). Mental and emotional factors are different today compared to past studies measuring the physical effects of workforce stress. These factors affect employee engagement, performance, and productivity. What are organizations doing to support the well-being of other employees? 

One hundred years ago, workplace psychologists were primarily studying IQ. Today we measure EQ and social intelligence as essentials for effective leadership and management. The IO industry progresses based on the change in times within the workforce. Progressive companies are committed to building human capital or proactively training their employees in competencies and relational skills to work in a collaborative environment. From the construction site to the start-up to healthcare and institutions, people and organizational development

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The mandate for IO psychologists is to be relevant, practical, and timely in their research and reporting. The theories and studies of the past inform the future. Yet, IO's future is dependent on innovation. Innovation requires testing new theories and supporting them with evidence-based research. Its theories must align with real-world practices—institutional or academic approaches to get lost in the daily grind of organizational demands.

My role as an organizational development consultant in healthcare reminds me daily that people's lives are on the line. The welfare of nurses, providers, managers, and leaders influences the health of our patients. Healthcare is in a staffing crisis from demands throughout the pandemic. This crisis has led to an excessive turnover, limited recruitment, and decreased patient experience quality. Healthcare is not alone in its staffing challenges. 

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The consult guides culture-based conversations focusing on leadership gaps, trends, and issues in the workplace. Consultations begin with defining the issues and root causes, and Consults give stakeholders time and space to re-envision the desired outcome. Consulting process helps identify goals, priorities, and problems to be solved. On one level, it's aspirational to identify values. However, at the ground level, values must align with measurable behaviors that will strengthen the organization. 

Reference 

Cassar, V., Bezzina, F., Fabri, S., & Buttigieg, S. C. (2020). Work stress in the 21st century: A bibliometric scan of the first 2 decades of research in this millennium. The Psychologist-Manager Journal, 23(2), 47–75. https://doi.org/10.1037/mgr0000103