混合式工作世界中的高效领导力+Effective+Leadership+in+a+Hybrid+World+of+Work

EffectiveLeadershipinaHybrid

WorldofWork

HowLeadersAdapttoaHybridWorkEnvironment

ForewordbyDaveUlrich,PhD,RensisLikertProfessorattheRossSchoolofBusinessattheUniversityofMichiganandpartneratTheRBLGroup

Thesepastfewyearshavechangedthewaywethinkaboutourrelationshipwithwork.Wehaveseenmillionsofworkers,fromthetechnicianontheshopfloortothefinancemanagerinthehigh-riseofficebuilding,reevaluatetherolethatworkplaysintheirlives;oftenseekinggreaterworkplaceorworkscheduleflexibilitytoofferworkforcepersonalization.Flexibilitycanlookdifferentbasedonthenatureofthework,theindustry,andtheworker.Knowledge/officeworkersmaywellhavemoreoptionsbuteventhoseorganizationswithpredominantlytraditional,on-siteworkingconditionsareenablingteamempowermentwhenitcomestoschedulingandworkprocessesandfindingcreativewaystosupportthework-lifebalanceneedsofon-siteworkers.

Manyhavefoundremoteworktobetheirkeytogreaterwork-lifebalance.Ontheotherhand,manyworkersfacingtheemotionaleffectsoflonelinessandisolationwanttoconnectin-personwithco-workersandreturntothephysicalworkplacebutnotnecessarilyonafull-timebasis.Enterthehybridworldofworkwhereorganizationsareexperimentingwithavarietyofoptionstopersonalizeworkinordertoattract,engageandretainthetalentrequiredtocompetetodayandtomorrow.

Thehybridworldofworkdoesn’tfundamentallychangewhat’srequiredtobeaneffectiveleader.Evenso,leadershippracticesneedtoevolve.Leadersmustunderstandthevalueoftalentandtheirroleinmanagingahybridworkforce.Newmindsets,behaviors,andmethodsleadersshouldadoptinclude:

•Bringingtherightpeopleintotheorganizationandontheirteam

•Coachingwithempathyandcompassion

•Settingclearperformanceexpectations

•Developingpeopletoimprovecompetence

•Retaininghighperformersandremovingthosewhodon’tfit

•Improvingemployeecommitment

•Helpingemployeeshaveapositiveworkexperience

Becausethewayweworkcontinuestochange,leaderscanseizetheopportunitytocreateaninclusive,engaged,andhighlyproductiveworkplaceforeveryone.Theycanhelpemployees:

•Bephysicallyandpsychologicallysaferegardlessofwheretheywork

•Findmeaningfromworkbyaligningtheirpersonalvaluestotheorganizationalvaluesandbusinessimperatives

•Becomebetterattheirjobsbylearningandadoptingagrowthmindset

•Belongbycreatinganinclusivecommunitywhereeveryonefeelsvaluedandwelcome

2EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

Gallup

findsthatthegreatestadvantagesofhybridworktodateareinimprovedwork-lifebalance,more

efficientuseoftime,controloverworkhoursandworklocation,burnoutmitigation,andhigherproductivity.

Buttherecanalsobechallenges.Thehybrid/remoteworkenvironmentcannegativelyimpactmentalhealthandwell-beingifemployeesfeellonely,isolated,anddisconnectednomatterhow,whereorwhentheywork.Leaderscanhelpmitigatesocialisolationbybuildingstrongerrelationshipstoengagewithemployeesvirtually,buildtrust,developrapport,andimprovepsychologicalsafety.

Whetherin-personorremotely,ratherthantalkingatteammembers,leadersneedtodemonstrateempathy,showcuriosity,andlisten.Theycanusesimplequestionslike,“Howareyoudoing?How'syourfamily?Whatareyoulearningaboutyourself?”Bylistening,leaderscanappreciateteammembers’circumstances.Thatthenpromptsleaderstodemonstratetheirownvulnerability.Thepandemic,socialjusticemovements,politicalupheavals,andgeopoliticaldevelopmentscancreateabackdropofuncertaintyandanxietyforleadersandemployeesalike.Leadersneedtohavethecouragetoacknowledgetheuncertaintiesandsay,"Idon'tknowwhatthisnewworldofworkmeans.I'mstrugglingaswell."Transparentvulnerabilityisnotaweakness;itdemonstratesauthenticityandencouragesconnection.

Connectingwithremoteteammemberscan’thappenthroughtheold“managingbywalkingaround”approach.Leadersnowneedtoholdfrequent,intentionalcheck-inconversationswheretheycancoachandprovidereal-timefeedback.Theseinteractionsshouldbeoccasionsforleaderstobuildtrustbydemonstrating:

•Credibility—usingtheirknowledgeandexperiencetobeahelpfulcoach

•Reliability—showingtheycanbecountedontoshowupandfollowthroughoncommitments

•Intimacy—demonstratingthattheycarefortheperson

Whenleadersdemonstratethattheycarebyprovidingindividualizedattentionandresources,employeeshaveabetterexperience.Onesimpletestofgreatleadershipistoask,“Didanemployeeleaveaninteractionfeelingbetterorworseaboutthemself?”Whenemployeeswalkawayfromtheirinteractionswithaleader,whethertheinteractionwasagreatordifficultconversation,theyshouldleavefeelingbetteraboutthemselves.Thismeansthatleadersholdemployeesaccountablethroughpositivecaringconversationswhilealsobeingclearaboutperformanceexpectations:“Icareaboutyouandyouhavegreatpotential”or“Youmadeamistake;let’slearnfromitandcontinuetoimprove.”

Effectiveleadersareabletoaligntheworkthatneedstogetdonewithpersonalvaluesoftheemployees;theycanmakethoseconnectionstomissionandpurpose.

Anemployeevaluepropositionsimplymeansanalyzingthedifferencebetweenwhatemployeesgiveandwhattheorganizationgivesbackinresponse.Youwantthosewhogivealottogetalotback.Whenyouachieveabalancebetweenwhattheygiveandwhattheyget,youcreateavaluepropositionthatworks.

Personalizingtheemployeeexperiencefirstmeansmakingit“personal”—caringforeachpersonasanindividual,onebyone.Thesecondpartistailoringforeachpersonwhattheyneedfromtheirjob.Askthem,“Where'stheplaceyouwanttowork?What'stheactivityyouwanttoworkon?Howcanwe,asan

3EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

organization,beflexiblesothatyoucancontribute?”Leadersthengiveguidancetoemployeesbasedonhowtheyanswerthosequestions.

Finally,leadersencourageteammemberstomakeacommitmenttotheorganizationthroughmodelingthevaluesandbehaviorsoftheorganization,deliveringsuperiorbusinessresults,andencouragingtheirconnectionstoapplyforopenpositionsandjointheteamsothatthey,too,canexperiencea“greatplacetowork.”

Whenleadersadapttheirskillstodeliverapositiveexperienceforeachemployee,greatthingscanhappen,notonlyfortheemployeeonaprofessionallevelbutalsoonapersonalleveland,byextension,thecommunitiesinwhichtheyliveandtheimpactthattheorganizationdeliversforavarietyofstakeholders.Leadersmattermoretodaythanever,notjustbytheirphysicalpresence,butbybeingmeaningmakersandrolemodels.Bydoingso,theyarethekeytobuildinganinclusive,high-performanceworkplaceforallworkers.

Betheleaderwhobuildsteamsthatareamagnetfortalentandpayitforwardbydevelopingthenextgenerationofleaders.Ultimately,thatishowwebuildthebusinesscultureswedesire.

AboutThisReport

Thepurposeofthisreportistoexplorehoworganizationscanshifttheirleadershipdevelopmentfocustoenablingleaderstosupportongoingproductivityandengagementinanincreasinglycommonhybridworldofwork.Weseektodetermineifleadershipcanbeeffectivelydevelopedusingavirtualsemi-synchronousleadershipdevelopmentprogramcohort.OurresearchapproachincludedaseriesofworkinggroupsforCHROs,chieftalentofficers,chiefDEIofficers,andheadsofleadershipdevelopmentandaseparateleadershipdevelopmentprogramforseveraloftheirmanagersconductedinthelatesummerandearlyfallof2022.Eachmemberofaworkinggroupwasaskedtoselecttwoorthreewell-performing“earlyincareer”managerswholeadhybridworkteams.Theserecommendedmanagersthencompletedasix-week,virtualleadershipdevelopmentprogram,basedonthecurriculumandthoughtleadershipfromtheRossSchoolofBusinessattheUniversityofMichigan.TheprogramwashostedontheUdemyBusinesscohortlearningplatformandsupportedbycoachesandfacilitatorsanddeliveredto100registeredleadersdividedintotwocohorts.Theprogramincorporatedthecollectiveknowledgeofandparticipationofthepartners:UdemyBusiness,TheRBLGroup,UniversityofMichiganRossSchoolofBusiness,ROIInstituteandTheConferenceBoard.

Thevirtualprogramincludedassessmentsandevaluationstocapturetheprogram’soverallsuccessfollowingtheprinciplesoftheROIInstitute’sROIMethodology.TheAI-drivenHighImpactLearningAnalyticsdashboardwithintheUdemyBusinesscohortlearningplatformprovedtobeasignificantsourceofdata.Multipletypesofdatawerecollected,includingmeasuresdescribingparticipantengagementinandperceivedvalueoftheprogram;skilldevelopment,increasedproficiency,anduseofskills;andimpactofimprovedproficiencyonthebusiness.

4EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

AboutOurSponsors

Udemy’smissionistoprovideflexible,effectiveskilldevelopmenttoempowerorganizationsand

individuals.

UdemyBusiness

enablesemployerstoofferon-demandlearningforallemployees,immersivelearning

fortechteams,andcohortlearningforleaders.Withourintegratedlearningsolutionsandstrategicpartnership,weequipcompanieswiththetoolstobuildafuture-readyworkforce,increaseemployeeengagement,andachievecriticalbusinessoutcomes.

TheRBLGroup

helpscompaniesmaximizetheimpactoftheirpeopleandorganizationusingaclient-centered,outside-inbusinessapproach.Theirthoughtleadershipisreflectedinresults-basedguidedlearningsolutionsthatbuildhumancapabilitytodeliverresultsthatmatter.RBLhasprovidedtheseglobalsolutionstoleadingorganizationsaroundtheworldforoverthreedecades.RBL’ssolutionsincludeanewlyintegratedcontentsuite,

RBLOmnia

,thathelpsorganizationswith—OrganizationCapability:Identifyanddesignthecapabilitiesthatdriveyourbusinessandcreatedistinctivenesswithcustomersandcompetitiveadvantageinthemarketplace;Leadership:Buildleadershipcapabilitythatensuresleadersateverylevelgettherightresultstherightway;Talent:Buildleaders’skillstodevelopandcoachpeopletoincreasetheircompetence,ensureengagement,anddiscovermeaningintheirwork;StrategicHR:DevelopHRprofessionalswithanoutside-inperspectiveandthetoolstoaddvalueandbuildhumancapability.

MichiganRoss

isthebusinessschooloftheUniversityofMichigan.Itisrankedamongthebestbusiness

schoolsintheworldbyTheEconomist,FinancialTimes,QSWorldUniversityRankings,U.S.News&WorldReport,andBloombergBusinessweek.MichiganRosscreatesinnovativesolutionstotheworld'smostcomplexbusinesschallenges.

ROIInstitute

,foundedbyJackJ.PhillipsPhD,andPattiP.Phillips,PhD,helpsindividualsand

organizationsevaluateprogramsuccess.Theydothisbyprovidingworkshops,consulting,coaching,briefings,keynotepresentations,publications,andresearchandbenchmarkingservices.ROIInstitute’smissionistodevelop,refine,andsupporttheuseoftheROIMethodology®inalltypesofapplicationsandsettingsbybuildingcapabilityinindividualswhobecomeCertifiedROIProfessionals®.Inshort,ROIInstitutehelpsindividualsandorganizationsshowthevalueofwhattheydo.ROIInstituteoperatesinover70countriesservingbusiness,nonprofit,government,nongovernmentalorganizations,educationalinstitutions,andassociations.

5EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

Introduction

Asthewayworkgetsdone,whereandbywhomcontinuestoevolve,organizationsarelookingtocreateandmaintainwaysofworkingthatattract,engage,develop,andretainproductiveworkerswhocollectivelydeliverbusinessresults.Waysofworkingcoveraspectrumfromfullyremotetofullyon-sitewithhybridarrangementsbridgingthedivide.Themixofworkingarrangementsarelikelytobefluidforsometimeasorganizations,andtheemployeestheywanttoattractandretain,experimentwithapproaches.

Effectiveleadershiphasalwaysbeenarequirementtocreateapositiveemployeeexperience,aswellasaninclusiveandengagingenvironmentandaproductiveworkforce.Thathasnotchangedevenasworkplacesevolveandembraceatleastsomelevelofhybridwork.Yetorganizationsneedtoadapttheirleadershipdevelopmentpracticestoprepareleadersforanyworkingenvironmentwithintheorganization,andnowwithagreaterfocusonhybridwork-specificskillsthatempowerleaderstopromoteemployeeproductivityandengagement.1Thehybridworldofworkdoesn’tfundamentallychangewhat’srequiredtobeaneffectiveleader,howevercertainleadershipcompetenciesbecomemorecriticaltomasterinahybridworkenvironment.

Anadditionalconsiderationformembersoftheworkinggroups,giventhecost-prohibitivenatureofmanyin-person,traditionalleadershipdevelopmentprograms,waswhetheravirtualapproachcouldbeaseffectiveastraditionalmethods,particularlysincetheneedtoleadeffectivelyinahybridsettingrequiresthemasteryoftechnologythatparallelstheleadershipdevelopmentprogram.Anotherconsiderationistheneedtoscaledevelopmentforleadersfasterthantraditionalmethodsallow.

AWorkingGroupwasformedinthesummerandearlyfallof2022todiscusstheneworenhancedskillsleadersmustmastertobeeffectiveinahybridenvironmentandwhetherthemasteryofthoseskillsisonparwithmoretraditionalmethods.Inparticular,wesoughtanswerstothesequestions:

•Whatleadershipskillsarerequiredforsuccessinthishybridworkenvironment?

•Canleadershipskillsbedevelopedeffectivelyinavirtualcohortlearningenvironmentwithequalorhigherefficacythantraditionalin-personapproaches?

•Whatelementsofavirtualcohortleadershipdevelopmentprogramarecriticaltosuccess?

•Whatfactorscontributetodevelopingsustainedbehaviorchange?

•Canavirtualcohortleadershipdevelopmentprogramdeliverdemonstrablebusinessimpact?

Ourapproachwastoengagehumancapitalleadersintheexplorationofwhatmightberequirednowofleadersintheincreasinglycommonhybridworldofworkandtodetermineifleadershipcanbeeffectivelydevelopedusingavirtualsemi-synchronousleadershipdevelopmentprogramapproach.Theprogramincorporatedthecollectiveknowledgeofandparticipationbyfourpartners:UdemyBusiness,UniversityofMichigan,ROIInstituteandTheConferenceBoard.

1AmyAbelandRebeccaRay,

2021CEOBrief:ExecutiveCoachingandtheFutureofWork

,TheConferenceBoard,November2021.

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Datawasgatheredfromthesetwoworkstreams:

1.DiscussionsessionsforHumanCapitalLeaders:AworkinggroupmetthreetimesandincludedmembersoftheHumanCapitalCenterofTheConferenceBoard(CHROs,ChiefTalentOfficers,ChiefDEIOfficers,andheadsofleadershipdevelopment).Theirfocuswastoexplorehowleadershipskillsmayormaynothaveevolved,whateffectiveleadersmayneedtodotobeeffectiveinahybridworldofworkandwhetherornotthebusinessimpactofmoreeffectiveleaderscanbemeasuredinavirtualprogram.Dataincludedqualitativedatafromdiscussionsunder

“theChathamHouseRule”

,informalpollingdata,formalsurveydataandformalpresentationsbyexpertsinleadershipdevelopment.

2.VirtualLeadershipDevelopmentProgramforManagers:Concurrentwiththeworkinggroupsessions,asix-week,virtualsemi-synchronousleadershipdevelopmentprogramwasdeliveredto

100registeredleadersdividedintotwocohorts.Designedasaguidedlearningjourney,managersweregiventheopportunitytolearnorenhanceaskillinmultipleways(video,readings,discussionthreads),andtoapplythelearninginastructuredassignmentandthenreflectontheeffectivenessoftheirskillsapplicationexercisesonanindividual,smallgroupandlivecohortdiscussionbasis.Dataincludedparticipantpreprogramandpostprogramself-assessments,livevirtualeventandgroupcoachingfeedback,sentimentanalysis,applicationweekassessments,formalsurveydata,managerfeedbackandtheinsightsgleanedfromtheAI-drivenHighImpact

LearningAnalyticswithintheUdemyBusinesscohortlearningplatform.

InsightsforWhat’sAhead

•Whilemanyleadershipcompetenciesareimportantineverysetting,someroseinimportancetosuccessfullymanageinthehybridworkenvironment,includinginterpersonalskills,suchasemotionalintelligence,empathy,compassion,andself-awareness;givingproductivecoaching/feedback;and,fosteringaninclusiveenvironment.

Leadersshouldexamineandadoptthenewmindsets,behaviors,andmethodsthatencompasstheskillsneededtosuccessfullyleadacollaborativeandeffectivehybridteam.

•Leadershipskillscanbeeffectivelydevelopedinavirtuallearningenvironmentwithequalorhigherefficacythantraditionalin-personapproaches.Elementsofasuccessfulvirtuallearningapproach—includingpertinent,qualitycontent,aneasy-to-useplatform,ongoingcoaching,anengaginglearnerexperience,clearexpectationssetinpartnershipwithasupervisingmanager,andcollaborationandconversationwithcolleagues—canleadtoaprogramdesignthatdeliversbehaviorchange,applicationofskills,andbusinessimpact.Aneffectiveleadershipdevelopmentprogramdeliveredthroughavirtualsemi-synchronousdesignisnotnecessarilytheleastexpensiveprogramwhenconsideringprogramfees,thecostoftimetocompleteassignments,andotherprogrammingcosts;however,ourresearchrelatedtothisprojectshowsitcandeliverhigherreturnsthantraditionalin-personleadershipprograms.Infact,89.8percentofrespondentsinthepost-programsurveyratedLeadinginaHybridWorkEnvironmentaseffectiveorextremelyeffectiveinprovidingtheidealelementsforsuchaprogram.Participantsreportedimprovementinthesixskillareasaddressedintheprogramand

42participantsreportedanaverage15.2percentincreaseincontributiontothejobbasedontheirperceivedimprovementintheseskills.Dependingontheimpactthattheseskillscanleadto,theresultcouldbeahighreturnoninvestment(ROI).

7EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

•Engagingandlearningwithacohort,ratherthanonanindividualbasis,canincreasetheeffectivenessofleadershipdevelopmentprograms.Torealizethebestoutcomes,organizationsshouldconsiderapproachestoleadershipdevelopmentthatfosterhigherlevelsofengagement,suchascohort-basedlearning.Participantswhoareactivelyengagedwiththeircohortaremorelikelytocompletetheprogram,reporthigherlevelsofskillmasteryanddeclareahighercommitmenttocontinueddevelopmentpost-program.ThelevelofengagementmaximizestheROIofleadershipdevelopment.

•Factorsthatmostcontributetodevelopingsustainedbehaviorchangethroughvirtualcohortlearningare:qualityofthecontent,easeofuseoftheplatform,andfacilitatorengagementthroughcoaching,statuscheck-ins,andnudgesalongtheway.Programsuccessalsorequiresmanagerinvolvementpriorto,during,andevenaftertheprogram,assupervisingmanagersarecriticaltobusinessalignmentandenablesupportwhileparticipantsstriveforproficiencywiththeskillsthatmattermost.

•Guidedinformallearningactivitiesareaneffectivewayforleaderstodevelopthenewleadershipskillsneededtosuccessfullymanagehybridworkteams.Providinghighlyresponsive,individualized,andstructuredsupport,includingtargeted,continualsynchronousandasynchronoussupport(suchasqualityvideosandtools/templates,onlinereminders,dedicatedcoaches,livediscussionsessions,andstatuschecks)iscriticaltosuccess.

•MeasuringtheROIofaleadershipdevelopmentprogramalignsparticipantexpectationswithbusinessobjectivesandimpact.ROIindicatestheextenttowhichfinancialresourcesareusedefficiently.Benefitsofmoreeffectiveleadershipinanorganizationincludebusinessmeasuressuchasproductivity,quality,time,employeeengagement,customersatisfaction,andanyotherbusinessperformanceindicator.AccordingtotheROIInstitute,whilenegativeROIsdooccur,leadershipdevelopmentoffersanopportunityforsomeofthehighestROIs.Thisisbecauseleaderbehaviorsinfluenceteamperformance,whichhasagreatereffectonbusinessmeasuresthanthatoftheindividual.ByapplyingitsstandardROImethodologybasedonfeedbackanddatacollectedfromparticipantsinaLeadinginaHybridWorkEnvironmentprogram,ROIInstituteestimatesthatforeverydollarspentontheprogramthereisthepotentialofreturningthedollarinvestmentplusanadditional$3.10.2

TheSkillsNecessaryforEffectiveLeadershipinaHybridWorldofWork

Recent

surveyresults

fromTheConferenceBoardshowadecliningstateofemployeeengagementand

well-beingthatisnotsolelytheresultofremoteworkitself.Onethirdofrespondentsreporteddecreasedengagementand37percentreportedlowerlevelsofmentalhealth,regardlessofworklocation.Ontheotherhand,organizationsthatreportedthrivinginahybrid/virtualworlddisplayedsixcommonleadership

2ForadetailedexplanationofthemethodologyusedtocalculatetheestimatedROIfortheLeadinginaHybridWorkEnvironmentprogramandthefeedbackdatafromparticipantsusedinthecalculation,seetheAppendixofthisreport.

8EFFECTIVELEADERSHIPINAHYBRIDWORLDOFWORKConferenceB

attributes:trust,communication,caring,inclusion,purpose,andagility.3Yet,manymanagersstruggletoeffectivelysupportandoptimizetheirhybridteams.

Effectiveleadershipinahybridenvironmentstillrequiresthetime-honoredskillsmanymanagershaveorwillneedtomaster;however,certainleadershipcompetencieshavebecomeincreasinglyimportantinahybridworkenvironment.Theseare:interpersonalskills,givingproductivecoaching/feedback,fosteringaninclusiveenvironment,andleveragingthetechnologythatallowsconnectionandcollaboration.

Interpersonalskills

Toeffectivelymanageinahybridworkplace,leadersneedtoemphasizethecorecomponentsofemotionalintelligence:empathy,compassion,andself-awareness.Leaderswhocommunicatewithempathyandcompassionbuildtrustandcreateaculturethatencouragesemployeestosharechallengesandaskforsupport.4Establishingpsychologicalsafetyisvitalinallworksettings,asisrecognizingtheimportanceofbetterwork-lifebalance.5

Givingproductivecoaching/feedback

Leadersshouldstartbyensuringcontinuedtransparency,engagement,andequityacrossremoteandco-locatedworkers.Thevirtualworkplace,andtoalesserextentahybridworkplace,limitsopportunityforemployeestoorganicallybuildprofessionalrelationshipsthatcanadvancetheircareers.Eveninahybridmodelthatcanincludefullyremoteworkers,employeesfearthatmissingoutonthebenefitsofshowingupintheworkplace,namelyvisibilityandexposure,willtranslateintolimitedupwardmobility.6Toaddresstheseconcerns,leadersshouldhaveregularcheck-inswiththeiremployeesthatspecificallyaddressemployeeconcernssuchasstressandburnout,andoffertimelyperformancefeedback.Inlearninganddevelopmentefforts,creatingaculturethatexpectsmanagerstotakeanactivecoachingrole,andestablishingastructurethatenablesthemtodoso,iscriticalwhenemployeesaresometimesphysicallyisolated.7

Fosteringaninclusiveenvironment

Levelsofengagementandwell-beingcanalsodecreaseduetoisolation.Forinstance,remoteworkersmissoutonpositiveaspectsofco-locatedworking,suchasparticipatingincompanyculture,networking,andsocialization.Maintaininganinclusiveenvironment(andbenefitingfromitsimpactonretentionandperformance)isachallengewhensometeammembersarevirtual,andothersareinperson.Leadershipdevelopmentinitiativesshouldreflectthisroleandsupportflexibilityandinclusionpracticeswhileensuringthatmanagers’effortsareconsistentwiththeorganization’sbroaderDEIstrategy.

3RobinEricksonetal.,

ReshapingEmployeeExperienceandOrganizationalCulture

,TheConferenceBoard,June2021

4AmyAbelandVivianJaworsky,

COVID-19Reset&Recovery:CoachingLeadersintotheFuturewithEmpathyand

HYPERLI