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Abstract: This article explores the emerging concept of "otroverts"—individuals characterized by their sense of otherness and comfort existing outside social groups while maintaining empathetic connections. Unlike introverts who recharge in solitude or extraverts who draw energy from social interactions, otroverts possess a distinct relational style that positions them as eternal outsiders who paradoxically can integrate anywhere. Drawing on recent research and organizational case studies, this article examines how recognizing and leveraging otrovert traits can enhance workplace dynamics, leadership models, and organizational outcomes. The paper presents evidence-based strategies for harnessing the unique strengths of otroverts, discusses implications for talent management, and proposes a framework for cultivating environments where diverse relational styles can thrive. Findings suggest that organizations acknowledging the otrovert experience may gain competitive advantages through enhanced innovation, leadership diversity, and cultural resilience.
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Abstract: This article examines the critical relationship between organizational adaptability and regional economic diversification. While economic complexity research has predominantly focused on macro-level patterns, this analysis explores the organizational mechanisms that enable regions to develop new capabilities and expand into related industries. Drawing on evidence from economic geography, organizational science, and innovation studies, the article identifies how firms' internal capabilities—particularly knowledge absorption, network formation, and strategic flexibility—contribute to broader regional diversification. The analysis demonstrates that regional diversification trajectories are significantly shaped by organizations' capacity to recombine existing knowledge into novel applications. The paper presents evidence-based organizational strategies and governance mechanisms that foster adaptability, highlighting practical approaches for policymakers, business leaders, and regional development agencies seeking to enhance economic complexity and resilience against sectoral shocks.
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Abstract: This article examines the emerging role of the "Supermanager" in contemporary organizations facing rapid technological change. As artificial intelligence transforms business processes, traditional management approaches focused on supervision have become insufficient to drive organizational performance. Drawing on research across multiple industries, this analysis defines the Supermanager paradigm, explores its prevalence and drivers, and details its impact on organizational and individual outcomes. The evidence suggests that Supermanagers—characterized by their ability to empower teams, foster experimentation, and drive innovation from the bottom up—are creating significant competitive advantages. Organizations seeking to thrive in the AI era must develop leadership capabilities that emphasize coaching over commanding, learning over directing, and innovation over maintenance. This article provides evidence-based strategies for cultivating Supermanagers and building long-term organizational resilience in an increasingly AI-enabled business landscape.
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Abstract: This paper examines how organizational leaders can strengthen problem-solving and decision-making by cultivating data literacy across their companies. It defines data literacy as the ability to interpret and apply quantitative and qualitative insights to address issues. The brief discusses starting development efforts in key functions like marketing, finance, and HR and using experiential learning methods such as authentic projects, data labs, and learning expeditions. A case example shows how one retailer developed merchandising, marketing, and store operations teams’ skills to boost performance. The paper also explores how nurturing an inquisitive culture through role modeling, transparency, autonomy, experimental reward, and institutionalizing processes can sustain data-driven progress. The goal is to help leaders embed analytical thinking habitually for continuous improvement.
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Abstract: This article examines the key elements necessary for developing and sustaining excellence at the team level through a review of relevant academic literature and practical examples. It begins by defining what constitutes a true "high-performing team" based on measurable outcomes. Foundational characteristics commonly seen in top-performing teams are then explored, including trust, accountability, communication, and collaborative problem-solving. Practical strategies are outlined for establishing these attributes when forming new teams or strengthening existing strengths. Case studies of exemplar organizations like Google, SAS, and Toyota demonstrate how intentionally fostering the right team culture has powered extraordinary results. The brief concludes by reinforcing how leveraging best practices in selection, role clarity, feedback, and growth can optimize human potential at work.
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Abstract: This article synthesizes scholarly research on the relationship between emotional intelligence (EQ) and high performance at the individual and organizational levels. EQ is defined as the abilities to recognize and manage emotions in oneself and others. The brief explores how emotionally intelligent high performers tend to exhibit traits like self-awareness, social skills, resilience, influence and finding purpose beyond self. It discusses evidence that EQ contributes significantly to how individuals and teams respond optimally to challenges. Practical strategies are offered for developing EQ in the workplace, such as assessments, coaching, diverse project teams and job rotations. An example illustrates how applying EQ development at Pearson transformed leadership and boosted business results. The article concludes that cultivating an emotionally intelligent organizational culture can maximize human potential and sustainable achievement for companies operating in today's complex environment.
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Abstract: This article examines the evolution from T-shaped to V-shaped professional competency models in response to rapidly changing workplace demands. While T-shaped professionals combine deep expertise in one domain with broad knowledge across multiple areas, V-shaped professionals develop graduated depth across adjacent domains, creating a more fluid transition between specialization and generalization. Drawing on empirical evidence and theoretical frameworks, this paper analyzes the drivers behind this shift, its organizational and individual impacts, and evidence-based strategies for developing V-shaped capabilities. Case studies across technology, healthcare, and consulting sectors demonstrate how organizations are successfully cultivating V-shaped talent to enhance adaptability, innovation, and cross-functional collaboration. The article concludes with a framework for building sustainable talent development systems that foster professional versatility in an increasingly complex business environment.
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Abstract: As artificial intelligence revolutionizes work through automation, a key challenge is rehumanizing the workforce to ensure fulfilling, prosperous careers for humans in the new era of AI. This article explores how recognizing human cognitive strengths can guide job redesign and maximize human potential working alongside artificial partners. Fundamental differences between human and machine intelligence are outlined, emphasizing humans' abilities for intuitive problem-solving, creativity, social-emotional skills, complex communication and lifelong learning. A framework is presented for identifying job roles along a spectrum from routine information work to those requiring more human judgment, and approaches discussed for augmenting work with AI, focusing on complementary collaboration, emphasis on dynamic skills, and cultivating meaningfulness. Industry examples demonstrate how forward-thinking organizations in healthcare, finance, transportation and retail are successfully applying these principles. Thoughtfully rethinking jobs and partnerships with AI can help both individuals and businesses thrive through change by emphasizing uniquely human strengths.
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Abstract: Measuring the quality and business impact of new hires is a critical yet often overlooked aspect of strategic talent acquisition. Traditional hiring metrics focus on efficiency but provide little insight into whether organizations are attracting and onboarding the right people who will thrive in their roles and deliver desired organizational outcomes over time. This practitioner research brief proposes a holistic framework for developing a more robust approach to evaluate quality of hire across cultural/strategic fit, individual performance and engagement, team/departmental contribution, and overall business impact. Specific leading and lagging qualitative and quantitative metrics are explored under each framework dimension, grounded in academic literature and illuminating real-world consulting examples. The brief aims to equip talent professionals with an integrated, evidence-based toolkit to gain deeper insights into which hires are truly fulfilling their potential to fuel organizational performance and competitive advantage in meaningful ways beyond basic numeric tracking.
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Abstract: Designing an effective hiring process is crucial for organizations to identify and attract top talent. However, many companies' hiring practices are inadequate and result in suboptimal outcomes. This article provides a synthesis of empirical studies and offers evidence-based recommendations for how to design a better hiring process. It discusses the importance of allocating proper resources and establishing structure, goals and accountabilities for the hiring function. Guidance is provided for developing an exceptional candidate experience through employer branding, user-friendly applications and personalized communication. Recommendations are made for holistic candidate evaluation methods and providing constructive feedback. The article also reviews the significance of onboarding and implementing a strategic process to set new hires up for success. By systematically applying the discussed strategies grounded in talent acquisition science, organizations can optimize their hiring and onboarding to gain competitive advantages through higher quality hires and lower turnover. The overarching goal is to transform recruitment into a strategic growth enabler.
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Abstract: The rapid advancement of large language models (LLMs) and AI agents is transforming human-AI collaboration from co-intelligence partnerships to interactions more akin to verification of autonomous outputs. This article examines the emerging "wizard" paradigm, wherein AI systems produce sophisticated outputs with minimal human guidance during the creation process. Drawing on empirical research and organizational case studies, we analyze the verification challenges that arise when AI capabilities simultaneously become more powerful and more opaque. The paper identifies three key verification domains—factual accuracy, process transparency, and contextual appropriateness—and presents evidence-based organizational responses for managing AI verification across different scenarios. As organizations increasingly deploy advanced AI, developing systematic verification strategies and cultivating appropriate trust calibration will be essential for capturing value while mitigating risks associated with undetected errors or misaligned outputs.
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Abstract: This article examines leadership approaches for navigating economic cycles and transitions in today's volatile business environment. Drawing on research in organizational resilience, economic forecasting, and strategic management, it presents evidence-based frameworks for executive decision-making during periods of economic uncertainty. The analysis explores how economic volatility affects organizational performance and employee well-being, while providing structured approaches to strategic flexibility, scenario planning, and capability building. Case examples from diverse industries demonstrate how organizations have successfully navigated economic transitions through deliberate preparation, strategic workforce management, and innovation-focused investments. The research suggests that leaders who develop systematic approaches to economic cycle management, while maintaining long-term strategic priorities, achieve superior outcomes during both downturns and recovery periods. The article concludes with actionable frameworks for building economic resilience into organizational DNA.
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Abstract: Organizations across industries face a strategic imperative to understand and prepare for quantum computing's disruptive potential. This article examines the current quantum computing landscape, expected organizational impacts, and evidence-based approaches for building quantum readiness. Despite quantum computing remaining in early development, its anticipated breakthrough capabilities in optimization, simulation, and cryptography demand proactive preparation. The research identifies three tiers of organizational response: awareness building, capability development, and strategic positioning. Case examples from finance, pharmaceuticals, and logistics demonstrate how forward-thinking organizations are already establishing quantum advantage pathways. The article concludes with a framework for long-term quantum resilience, emphasizing talent cultivation, partnership ecosystems, and responsive governance structures. Organizations that systematically prepare for quantum disruption will gain significant competitive advantages as the technology matures.
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Abstract: This article examines the emerging landscape of geoeconomic competition and its profound implications for organizational leadership. As geopolitical tensions reshape global markets through trade restrictions, investment controls, and technology decoupling, business leaders face unprecedented complexity in strategic decision-making. Drawing from international relations scholarship, strategic management literature, and documented organizational responses, this analysis provides a framework for understanding market fragmentation and its consequences for multinational enterprises. The article identifies evidence-based leadership approaches for navigating geoeconomic tensions, including strategic foresight capabilities, supply chain resilience measures, stakeholder management strategies, and regulatory navigation frameworks. By developing organizational capabilities in geopolitical intelligence, scenario planning, and adaptive governance, leaders can transform geoeconomic challenges into sustainable competitive advantages while mitigating risks in increasingly fractured global markets.
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Abstract: Burnout is a significant issue facing professionals in a wide range of industries, yet it often goes unnoticed until the negative impacts emerge. This article explores the key dimensions of burnout as distinguished from temporary job stress, including emotional exhaustion, cynicism, and reduced professional efficacy. A review of common signs and objective assessment strategies helps practitioners recognize when stress has crossed over into burnout. Once identified, the research outlines actions individuals can take to address burnout through setting boundaries, managing workload demands, seeking formal or informal leave, and considering career changes if triggers cannot be resolved. Case studies demonstrate how identifying burnout prompted two professionals to pursue new roles better aligning their needs and skills. Overall, the article aims to raise awareness of burnout and promote its identification as an important indicator that a fresh job opportunity may be needed to restore well-being, passion, and optimal career functioning over the long term.
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In this podcast episode, Dr. Jonathan H. Westover talks with Andy Lange about the evolving role of HR leaders.
Andy Lange, MBA, PMP®, SHRM-SCP, is the Senior Vice President of People at Take Command, bringing over 15 years of combined HR, executive leadership, and operational experience. Prior to his current role, Andy served as CEO for seven years and as a partner and general manager, where he led business operations, talent strategy, and organizational growth. His career blends hands-on HR leadership with executive-level insight, enabling him to build scalable people programs that align with business objectives. Andy’s practical, real-world approach to helping HR leaders elevate their strategic impact through modern benefits strategies has been shared through speaking and editorial opportunities for BenefitsPro, HRSouthwest, business.com and SHRM.
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Abstract: This article examines the factors that influence whose voices and perspectives gain influence within organizations. Through a review of the relevant literature across communication styles, cognitive biases, social hierarchies, and group dynamics, this research brief explores how certain individuals are more likely to have their ideas heard and shape outcomes based on attributes such as extraversion, confidence levels, gender, and social status. Biases in how competence and expertise are perceived unconsciously privilege those with characteristics aligning with dominant identity groups. However, practical recommendations are provided for how leaders can cultivate a more inclusive culture where diverse viewpoints have equal chance to meaningfully contribute. Examples from leading companies demonstrate the power of establishing equity norms, implementing unbiased processes, utilizing impartial third parties, and investing in feedback and development across employee demographics. The research stresses the need for multidimensional approaches acknowledging both individual and systemic barriers limiting diverse organizational voices.
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Abstract: This article explores the psychological drivers underlying micromanagement behaviors in organizational leaders. Drawing from scholarly literature in management, leadership, and psychology, common hidden beliefs that can fuel micromanagement are identified, including needs for certainty, perfectionism, external locus of control tendencies, and distrust or control issues. The article delineates how these unconscious beliefs manifest as identifiable thought patterns and micromanaging workplace behaviors amongst leaders. Practical suggestions are then provided for how organizations and leaders can work to develop self-awareness of underlying motivations and gradually reshape unhelpful beliefs through assessment, open discussion, flexibility experiments, empowering work structures, and general workplace support. Two brief case studies illustrate the sustainable progress that is possible when leaders address deeper psychological drivers of their previous micromanagement. The goal of this article is to enhance understanding of micromanagement's root causes in order to foster empowering work environments and optimal leader and employee functioning.
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Abstract: Empathy is an essential yet often overlooked component of successful leadership. This article explores the importance of empathy - defined as understanding another's perspective and feelings - for key leadership functions through a review of recent studies and insights from consulting experience. It examines how empathy strengthens relationships, increases engagement, and fosters innovation by transforming rapport into empowerment for both leaders and followers. Practical strategies are then proposed for cultivating greater empathy within oneself and across organizations, illustrated through case studies. The article argues leadership approaches grounded in genuine human connection, rather than directives alone, are better suited for today's workplace contexts that demand emotional intelligence. Overall, empathy is positioned as a leadership advantage for addressing challenges, maximizing talent, and achieving shared goals in personally fulfilling ways.
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Abstract: This article examines how individuals and organizations can proactively develop skills that research indicates will remain difficult to automate as artificial intelligence and new technologies continue to transform the future of work. Through a review of comprehensive skills studies by McKinsey Global Institute, World Economic Forum, and OECD, core human capabilities like complex problem-solving, critical thinking, creativity, people management and emotional intelligence are identified as least vulnerable to automation. The article then provides recommendations for how people can strengthen these skills personally through lifelong learning and hands-on experiences. It also outlines best practices organizations are utilizing, such as skills assessments, individualized development planning, strategic upskilling partnerships, and fostering a culture of continuous learning, to help equip their workforce for emerging capabilities. The goal is to help prepare both people and companies to not just withstand but thrive amid ongoing workplace disruptions.
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