Everywhere you look organizations are trying to figure out how to future-proof themselves. Organizations are grappling with how their flexible, hybrid working model might look and how to cope with the diversity of employee preferences created by the pandemic.

The role of leadership has never been more important to the health of employees and the success of the organization as business leaders across the globe manage through this uncertainty. What was considered effective leadership pre-pandemic (coaching, feedback, empathy, trust) is now a basic leadership requirement. And as the war for talent intensifies, the quality and empathy of leadership will be an important differentiator for current and prospective employees.

“As the war for talent intensifies, the quality and empathy of leadership will be an important differentiator for current and prospective employees.”

Therein lies the problem. The general quality of leadership is not where it needs to be. In 2020, MIT global research with c5000 Executives found that less than 10% of employees strongly believed that their organizations had leaders with the right skills to thrive in the digital economy. But the pandemic turned every leader’s world fully digital overnight.

At Prophet, we have developed a Human-Centred Transformation Model™ that guides holistic cultural change and identifies organizations as macrocosms of an individual with DNA (strategy, values, purpose, Mind (talent, skills, capabilities), Body (structures, processes, tools) and Soul (mindsets, behaviors, rituals). Through the lens of the model and our client work, we have identified three steps that will help you raise the floor of your leadership capability and take a human-centered leadership approach in a hybrid and digital world.

Step 1: Co-create a leadership philosophy (DNA)

Leadership is a term that everyone understands or thinks they do. We all have our own view of what a strong leader looks like and who we want to emulate. However, individual perspectives don’t breed quality or consistency. It’s critical for your leadership (and your employees) to co-create and align on the version of leadership that’s right for your strategy, your people and your culture, particularly in your new hybrid context.

In addition, the remit of leadership has changed. With societal trends coming to the forefront of daily organizational life, leaders can’t lead without acknowledging and supporting their people during uncertain times. Leading with values and purpose is a prerequisite now; leaders cannot focus solely on strategic or operational topics to get them through.

Allied to that point, leadership roles should include a tangible set of leadership responsibilities and objectives. For example, leaders need to be leading, not just doing tasks or making decisions. They must be empowering, nurturing and guiding their teams. It takes time, effort and skill to adopt a human-centered approach to leadership and to do it well. Ensuring your leaders adopt the mindset that human-centered leadership is critical to the organization’s performance, will provide a strong platform to develop your leadership capabilities.

Step 2: Build agility into your leadership development framework to align with your culture and strategic priorities (MIND)

Traditionally, many organizations use prescriptive models of what good leadership looks like, developed directly from theory. However, they were never especially applicable in your organizational context and – rigid by design – they are now out of touch with what’s required in an ever-changing, hybrid world.

The shift to hybrid working provides a reset opportunity and there are some improvements that will help you make your leadership development investment more impactful going forward:

• Revisit your leadership development approach regularly – now that we are in a hybrid world, tailor your approach to your new context and your strategic priorities. Measure progress and adopt an agile approach that keeps it simple and focuses on only a few priority areas at a time
• Over-index on purpose, values and the human, empathetic elements of leadership – your employees need more meaningful communication and an increase in the level of emotional and personal support in a hybrid environment
• Prioritize collaboration and compromise as central tenets of your leadership framework – the days of heroic individual leaders are long gone. Leadership needs to come together and zero in on what’s best for the organization and the people, rather than protecting their specific domain
• Bring new capabilities to life on the job – set expectations and challenges, create a safe environment to experiment with new leadership ways outside of the development space

A refocus away from the traditional approaches will increase your chances of moving the needle on leadership significantly. In parallel, it’s important to make leadership development accessible to more than just an elite, senior group – take a youth development policy in order to build leadership as a strategic advantage over time.

Step 3: Create an aligned leadership ecosystem (BODY & SOUL)

One of the biggest complaints Harvard Business Review hears about executive education is that the skills and capabilities developed don’t get applied on the job. A note of warning: your leadership ecosystem will make or break your effort. This is the area that most organizations don’t realize they need to address. The most important step you can take to support consistent and effective leadership in action is to analyze how your culture and operating model are impacting your leadership practices and behaviors. Then you can align the critical levers to incentivize, rather than deter, the desired approach.

Additionally, all the development activities in the world won’t create the leadership you want ‘on the job’ unless your organizational ecosystem supports and rewards the desired leadership approach. The latest global research from Prophet’s Organization and Culture practice identified the fundamentals and accelerators for cultural change (e.g., ambition, roadmap, role modeling, decision making, incentives and rewards, mechanisms to experiment) and it’s important to address these to create the environment and the enablers that will embed the new leadership behaviors.

Releasing leaders from a development environment back into their day jobs without adaptive mechanisms and expecting them to change their behavior when all the rituals, processes and incentives encourage them to lead in the same way they always have done is a mistake. This instantly erodes all the value and effort of your investment in leadership development activity. Sadly, this is still all too common in organizations today.

---

Growing up as an Asian American in a predominately white, Catholic community, I became used to being the “other” at an early age. I was the one that didn’t fit in, the one picked last for a gym activity, the one not invited to birthday parties.

In sixth grade, I remember being particularly excited because I was invited to a birthday party. However, this wasn’t just any birthday party, it was the party of a girl who was considered popular. “Did I finally make it? Had I finally been accepted?” When I arrived, to my dismay, the birthday activities in the garden required the birthday girl and her designated team captains to hand-select members for their teams. The goal of the birthday activity was to finish one or more tasks at different stations and each of the teams got to compete against each other. When I was finally the last one to be “picked”, I didn’t feel very picked at all. I wanted to run, hide and disappear. I didn’t want to go back to school. When my parents forced me to go back that Monday, my performance was negatively impacted because I was distracted by thoughts of self-doubt, humiliation and embarrassment. All I so desperately wanted was to fit in.

What might have been more inclusive, in this situation, was if the team members were thoughtfully pre-selected in advance of the party, with varying levels of athletic aptitude and experience. To create an equitable environment, intention is paramount. To me, it would have made a world of difference.

Fast forward almost 30 years, I’ve now worked in various leadership roles at over seven organizations, and I still see this happening. You see, the problem with not including others isn’t an intention issue, the problem is more of an invisible one. We all have had different experiences and learned habits that are both conscious and unconscious. There’s often the challenge of not acknowledging the issues and/or being unsure how to effectively surface the realities. It can be very difficult to know where to start and what to do.

“To create an equitable environment, intention is paramount.”

I believe a leader is defined by how he or she chooses to use responsibility, not by his or her title. Part of that responsibility is a business leader’s obligation to embed “inclusion” into the systems, processes, rituals and symbols of an organization. Inclusion increases employee engagement, belonging and helps create an environment where people can show up as their authentic selves.

When people have the psychological safety to fully express who they are, they do better work, they come up with better ideas, they work better together and cross-functionally. This ultimately drives improved business performance. For organizations to prevail in the future, company leadership will need human judgment, empathy and inclusivity to achieve their full potential amidst new technologies, increased demands and competition, constant changes in customer needs and the expectations to do this all faster and better.

At Prophet, we leverage our Human-Centered Transformation Model™ to do just this.

Four tips on how to embed inclusion at your firm and with your clients:

1. DNA represents the Purpose, Values, Brand, Strategy and EVP that should direct the organization. Each one of should work to support inclusion. Many organizations have started to weave diversity into their purpose statements, for instance. You might spend a lot of time and money on diversity, but if you don’t have the “inclusion” part right, that diversity goes out the door, literally.

2. MIND is about having the right skills, talent and capabilities to drive the change. To do this internally, ask yourself: Do we have the right set of diverse skills, gender and talent in our pursuit team? Do we have a good balance of shared experiences and perspectives on our account? We should be investing the same amount of time matching talent and skills with including people from various backgrounds, experiences and cultures. If you look at your organization’s talent strategy and notice in the data that there might be certain groups of people leaving the organization at a faster rate than others, you should ask yourself and your clients: Do they have the right tools and opportunities in place to be successful here? Have they been invited to have a voice and decision-making authority in visible ways?

3. BODY is the processes, systems and tools in place. As a seasoned management consultant, we get the opportunity and privilege to solve complex business problems including re-designing systems that don’t incorporate inclusion at the heart of it. For example, Prophet has created a change champion program as part of our strategy to revamp the culture of a tech client. As advisors to the organization’s top leadership, we ensured that our team was mindful and intentional about including representation not only from each global business unit but also from the organization’s employee geography, race, tenure and gender. We also set about improving performance management and career development processes ensuring that it is more than “what you do” but “how you do it” while also linking it back to the organizations’ DNA.

4. SOUL is the mindsets, beliefs, rituals and symbols that ignite motivation and belief. Inclusion efforts must show up in a company’s daily routines and rituals. Some steps are simple, such as using preferred gender pronouns in LinkedIn and Zoom handles and during introductions at internal and client meetings. Others take more thought and require questions like: How representative is the group pitching new business, for example, or meeting with vendors?

---

Great leadership and great communication go hand in hand. Just look at the greats—from Martin Luther King Jr. to Winston Churchill, Nelson Mandela to Ruth Bader Ginsberg. Leaders who respect language as a force for change have transformed cultures, systems and policies. 

But how exactly do impactful leaders approach language to initiate such meaningful change? And how can leaders communicate to guide their organizations to success?  

Right now, we find ourselves in a reality that’s both ripe for change and steeped in the minutiae of the moment — where every word can be recorded, shared, scrutinized and misconstrued. For that reason, thoughtful and intentional communication from leaders is more important than ever before.  

To Guide Meaningful Change, Leaders Must Communicate with Purpose  

Organizations are changing at a deeper, structural level in response to the storm of urgent external forces like systemic inequality, climate change, the COVID-19 pandemic, the mental health crisis and the shift to hybrid working – with many having to respond to a number of these factors all at once. The result? A huge emphasis on organizational culture and change at a rapid pace.   

But we can’t talk about organizational culture transformation without talking about language. Language is one of the most powerful tools for inspiring focused action and influencing culture.   

The Anatomy of Effective Language  

The role of language is to connect—and intentionality is essential to connect effectively. When Aristotle spoke about language in his theory of language and meaning, he defined three ways to effectively connect with another individual or team: to open their mind through reason (logos), to open their heart with emotion and vulnerability (pathos) and to find common ground through a shared truth or values (ethos). Through these elements of language, leaders can connect, persuade and build trust more effectively.    

Language is a system that defines and pervades all other organizational systems and it’s both fueled and forged by your culture. It only makes sense then, that when your organization evolves, language must evolve along with it.   

Approaching Language During Transformation   

With companies going digital, organizational communication has a host of new challenges. How do you pick up the vibe on a Zoom call? How do you make one-on-one calls feel as natural and spontaneous as passing a colleague in the hall? It’s hard work, which is why so many leaders are eager to bring people back to the workplace. While it’s tempting to cling to the systems that have kept our workplace cultures humming for decades, we have been jettisoned into a hybrid, hyper-speed era—one that demands more dynamic, adaptable cultures. Language acts as both the cultural catalyst and the glue holding an organizational culture together.   

At Prophet, we think of the organization as a macrocosm of an individual. Like an individual, an organization has DNA, a Mind, Body and Soul — and when we are looking to effect transformation, it has to be human-centered across all these elements. Why? Because businesses don’t change. Humans change and then they change the business.  

Let’s look more closely at these four areas and the role that language plays:   

• DNA: How an organization defines their shared vision, values, purpose and ambition  
• Mind: Enabling the workforce to adopt new skills and drive change   
• Body: Language helps teams understand the systems needed to direct their transformation   
• Soul: Motivating employees and other stakeholders to contribute to the change  

By thinking about language through the lens of Prophet’s Human-Centered Transformation Model™, leaders can more effectively communicate throughout the transformation process.   

DNA | Defining the Change   

Language literally builds an organization’s DNA. That’s why crafting the DNA involves a careful thought-through, strategic, iterative process that captures data-driven insights and diverse perspectives from across the organization. The idea is to define and then express the new ethos in an authentic way.   

Recently, we worked with Thrivent, a major U.S. financial services organization, to transform its business and brand. Thrivent wanted to innovate its offerings and expand its reach to new markets while maintaining its loyal membership base and values.  

Defining the ambition with a team of data scientists, strategists and writers allowed for the team to take a more critical lens to the language used in the DNA of the organization. From this work, we defined a shared purpose that reflected Thrivent’s heritage and enabled everyone to align with the modern organization it was ready to become: Thrive with Purpose.  

We like to think of leaders as the carriers of this DNA, modeling shared values and purpose in both their words and actions, so we worked with Thrivent’s senior leaders and managers to create a launch video that introduced the new ambition and shared purpose to the whole organization. From there, we helped them roll out the new strategy, consulting on their communications and providing exact language — including a new brand voice and messaging — so managers and senior leaders could confidently share the new ambition and brand with their teams. Together, our work received the 2020 Transform award for tone of voice.  

Body | Directing the Change   

Embodying and directing any change requires a clear roadmap and reliable systems that give the DNA a place to materialize. We use language to set and measure clear goals and achieve them together (i.e., KPIs). Word choice in KPI development is critical because they must be clear, tangible, and directional.  

To develop these KPIs leaders should ensure they should:   

1. Ladder up to one of two key business drivers  
2. Be linked to the ambition and meaningful milestone on a roadmap  
3. Be aligned at a business or functional level before translating into team or individual goals   
4. Be shared and transparent  

Talent and performance development is a great example of this. A while back, we worked with a newly formed but significant global bio-pharmaceutical player with an ambition to create a more decisive, agile and performance-driven culture. To achieve this, the organization wanted to take a fresh approach to recognizing employee performance — including how it rewarded individuals and teams that truly made a difference.  

So, we set out to first clarify what “good” performance looked like. Then, we translated that new definition into a purpose-driven method of goal setting and performance conversations. We helped its team choose language more thoughtfully, which enabled managers to respond to this shifting performance criteria by having the right conversations.   

Mind | Enabling the Change   

To enable change, leaders must appeal to people through reason (logos) to help them adapt to the new set of values (ethos). If employees are clear on their roles and know exactly how to upskill to align with the ambition, you can establish capabilities built on trust and progress.   

For Thrivent, activating the new DNA proved challenging for their financial professionals because they run their own businesses around their personal philosophies. So, we found common ground, showing the connection between their values and the new brand purpose, promise and principles.   

Then we gave their professionals the tools — scripts, talking points, and educational resources that gave them the language to bring the brand DNA to life in their daily work. We also recorded interviews with them where they shared their financial philosophy through the language of the new brand promise. This helped them co-create accessible, on-brand language to share with clients.   

Soul | Motivating the Change   

The most enduring and dangerous myth about leadership is that you must have all the answers — and if you don’t have them, pretend you do. A leader who can admit when they don’t have all the answers gains trust. And when combined with that trust, a leader who makes space for employees to be seen, heard and understood helps to take people on a change journey.   

For a culture to flourish through a transformation, it’s vital for leaders across an organization to reinforce shared values, celebrate wins and share learnings as often as possible. In the Human-Centered Transformation Model™, we call this Soul. By motivating small wins throughout the organization transformation journey, employees feel recognized for their efforts and connected to something bigger than themselves.   

In addition to a regular and genuine celebration of small successes and learning moments, the single most powerful way a leader can motivate change is by showing vulnerability.  

When the pandemic hit, Prophet was among many organizations that closed the offices. We prepared to close for two weeks and were instructed to work from home. Those two weeks stretched to nearly two years. During this time, our CEO Michael Dunn, along with the Exco team, created a Global Pulse call, a bi-weekly check-in that connects all the firm for 45 minutes to meditate, share stories, talk about recent events and be “together”. While the Global Pulse calls were a direct response to the missing connections we had in the office, they have created a ritual that has given us all a sense of unity as well as opportunities to make space for the difficult experiences we were and are all facing.  

Michael Dunn starts every Global Pulse call with a guided meditation—a simple and gracious use of language that, over time, introduced new behaviors and cultural norms to the firm. To experience a guided meditation on that scale with fellow colleagues spoke directly to hearts and minds, and for many, became a ritual we relied on.  

“The single most powerful way a leader can motivate change is by showing vulnerability.”

What is also subtly powerful about this ritual is the name: Global Pulse. Alone these words are impactful, but together even more so. The invitation to “check the pulse” of our global culture serves as a warm reminder that our culture is a living, evolving aspect of our co-existence — and it influences all we do. 

We spoke with Michael about his reflections on the Global Pulse and use of language over the past 18 months. He noted, “For the first few months, and even up until now, I feel so much pressure to get the tone and experience just right. But I started to see that using the mindfulness exercise to open the forum, which I do along with everyone else who participates, helped create space for me to feel more present, more connected, more curious and more vulnerable, which then rippled across the globe for everyone who was participating. It helped to elevate the experience for everyone as we invited teams to offer gratitude, spotlight work or have hard conversations about the world around us and Prophet’s way forward.”  

The Global Pulse gave the firm both the space and the language to connect and speak on behalf of our needs. Some pulse calls are filled with photo sharing and stories about working from home. Others are set aside for difficult conversations or empathizing with those who are grieving. We had agendas, but oftentimes we led with our hearts. Because sometimes intentional language doesn’t always require polish. It can simply be about admitting what you don’t know, what you dare to believe and what you need.   

---