Latest news with #JasonRichmond
Forbes
16-05-2025
- Business
- Forbes
From Off-Site To Insight: How To Make Smart Decisions In A VUCA World
Jason Richmond, Founder and Chief Culture Officer of Ideal Outcomes , Inc. Author of Culture Ignited: 5 Disciplines for Adaptive Leadership. Hinterhaus Productions 2016 I had to make a tough call. Our annual off-site was just a month away—an important four-day event that brought my top team together each year. But the sudden imposition of tariffs had plunged the business landscape into VUCA—volatility, uncertainty, complexity and ambiguity. Over the last decade, our organization had become skilled at navigating turbulence. We have weathered multiple storms and setbacks and evolved to be both agile and resilient. But now, looking ahead into another storm, I had to ask: Should we go ahead with the off-site, or was it wiser to postpone and redirect the time and financial commitments elsewhere? After a painful deliberation, weighing the pros and cons, I chose the latter. That decision sparked a deeper reflection on how leaders make decisions—especially when the stakes are high, and the future is murky. What are the practices that help executives consistently choose the winning path in a volatile world? The first step in any meaningful decision is revisiting your North Star—your mission, your values and your long-term strategy. Does the decision support your broader goals? Does it allow you to maintain your core purpose while navigating short-term disruption? In my case, even though the off-site had significant value, the choice to postpone better aligned with our need to remain lean and agile in an uncertain period. Engage Key Stakeholders Decisions made in isolation rarely stand strong. It's crucial to consult the people whose input matters most. For me, that meant direct, open conversations with our foundational 'big three' customers as well as the franchisees we support. I needed to know whether their plans for the year ahead were shifting. (They weren't, thankfully.) Still, the feedback reinforced my cautious approach. Input matters—but leaders must also retain ownership of high-stakes decisions. Communicate With Precision And Transparency The success of any decision hinges on execution—and execution depends on clear communication. Sharing the 'why' behind a decision builds trust and ensures alignment across the organization. I made it a point to acknowledge the disappointment of canceling the off-site, but I also clearly explained the rationale. Transparency isn't just a courtesy—it's a strategic necessity in times of change. Speed matters. But so does flexibility. Once a decision is made, you must identify next steps, assign ownership and monitor progress. That said, don't lock yourself in. Build in checkpoints to reassess and adapt if conditions change. In my case, I pivoted to launch a series of 90-minute virtual meetings that allowed us to tackle core priorities—from operational strategy to policy updates—while staying responsive to our shifting environment. Leaders who thrive in VUCA conditions don't just make a one-time decision, they course correct as needed. Embrace Every Decision As A Learning Opportunity Every decision is a chance to learn. Reflecting on whether postponing the off-site helped us reallocate resources sharpens our thinking in the future. Documenting lessons and celebrating smart risks strengthens the organization over time. Since my team of human capital experts provides organizational development and training, we hold ourselves to the same standards we offer clients. Walking the talk matters. Balance Data With Intuition A recent survey revealed that "data-driven organizations are three times more likely to report significant improvements in decision making compared to other firms that leverage data less." But data alone isn't enough. Intuition—shaped by years of experience, insight and judgment—also plays a vital role, especially when information is incomplete or ambiguous. "Laura Huang, an associate professor of business administration at Harvard Business School, reveals that gut feelings can in fact be useful, especially in highly uncertain circumstances where further data gathering won't sway the decision maker one way or the other." In my own decision, both logic and instinct played key roles. Lead With Optimism A global study of more than 17,000 individuals found that the number one attribute of most successful decision makers in a time of uncertainty is grounded optimism. David Tuckett, director of the Centre for the Study of Decision-Making Uncertainty at University College London, puts it this way: 'Effective decision makers possess a genuine belief that even if things don't go as planned, the eventual outcome will be positive.' As I told my team, 'We always need to operate as a positive, proactive, visionary organization, anticipating potential risks and not be a reactive company making short-term decisions.' Final Thoughts In navigating the turbulent waters of a VUCA environment, effective decision-making emerges as both an art and a science, blending strategic clarity, stakeholder collaboration and adaptive execution. Postponing our off-site was a difficult but necessary choice, reflecting the need to prioritize resilience over tradition. By balancing data with intuition, communicating transparently and embracing continuous learning, executives can navigate uncertainty with confidence. Effective decision-making not only addresses immediate challenges but also paves the way for long-term growth, encouraging a culture of agility and optimism that propels teams forward. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
21-04-2025
- Forbes
Preserving Emotional Intelligence In The Age Of AI
Jason Richmond, Founder and Chief Culture Officer of Ideal Outcomes, Inc. Author of Culture Ignited: 5 Disciplines for Adaptive Leadership. getty A colleague of mine decided to test one of the leading generative AI companies. He simply asked, 'What do you know about me?' In less than a split second, he was presented with a stunning profile. Some of it was spot-on. Some of it was flattering. But it was also riddled with errors. The AI system, which shall remain nameless, told him he'd been married to Elizabeth for 50 years, had two daughters and was passionate about golf. He didn't waste any time telling the system that he wasn't a bigamist and that his wife of 18 years, who wasn't named Elizabeth, would not appreciate hearing about this other woman. He also didn't have two daughters, and he was absolutely not a golf enthusiast. Furthermore, his date and place of birth were way off. The chatbot responded instantly, profusely apologetic, and offered to make the necessary corrections. It was the beginning of a fun, engaging, humorous and seemingly empathetic conversation. It was also a little scary. It brought to mind a recent conversation with members of my team about the way AI is beginning to dominate the workplace and whether our reliance on it could diminish our emotional intelligence (EI), which refers to the ability to recognize, understand and manage our emotions. Experts like Daniel Goleman, author of Emotional Intelligence: Why It Can Matter More Than IQ, argue that EI is a key differentiator in leadership and relationships. Yet, as AI automates and mediates interactions, there's a risk of losing the attributes that define our humanity, such as self-awareness, self-regulation, empathy and social skills. AI excels at data-driven efficiency but lacks the capacity for genuine emotion. Overreliance on AI tools—think auto-generated emails or chatbots—can dull our sensitivity to emotional nuance if we're not careful. So, what can managers do to ensure AI enhances rather than diminishes EI in the workplace? Self-awareness is the bedrock of EI, and it starts with understanding how AI shapes your emotions. Are you letting algorithms dictate your choices, from playlists to news feeds, without checking in with your own feelings? Managers must become acutely aware of the need to maintain personal connections. Amit Ray, a pioneer in compassionate AI, is often attributed with saying, 'As more and more artificial intelligence is entering into the world, more and more emotional intelligence must enter into leadership.' Design AI tools to complement, not replace, human-to-human collaboration. For example, use AI to handle repetitive tasks (like data analysis or scheduling) while reserving time for team discussions, brainstorming and relationship-building. This keeps employees engaged in emotionally intelligent activities rather than becoming isolated by over-reliance on tech. Offer workshops or training that pair technical AI literacy with EI development. Teach staff how to interpret AI outputs with empathy—say, using customer data to personalize service rather than just optimize metrics. This reinforces that AI is a tool to support human connection, not a substitute for it. AI can't gauge team morale or emotional burnout. Managers should regularly check in with employees—through one-on-ones or team meetings—to build trust and openness. Ask questions like, 'How are you feeling about your workload?' or, 'What's been challenging lately?' This counters the risk of AI-driven efficiency overshadowing emotional well-being. Use AI to provide insights that boost EI. For instance, sentiment analysis tools can flag customer frustrations, prompting staff to respond with greater care. Managers can model this by showing how AI data informs thoughtful decisions—like adjusting policies based on employee feedback trends—rather than cold automation. Limit AI's role in areas requiring nuanced emotional judgment, such as conflict resolution or performance reviews. Managers should retain the final say in these domains to ensure human sensitivity guides outcomes. Communicate clearly to teams that AI supports, but doesn't dictate, decisions impacting people. AI's lightning-fast responses can breed impatience when human interactions don't match its pace, but don't let its efficiency dictate human behavior. Pause and breathe. Use it to offload repetitive tasks and preserve your emotional bandwidth for meaningful exchanges. Encourage employees to step back from AI-driven workflows and reflect on their emotional responses. Simple practices—like journaling or debriefing after big projects—can maintain self-awareness. Managers can lead by example by sharing how they balance tech reliance with personal intuition. Regularly assess how AI tools affect team dynamics. Are people less communicative? More stressed? Gather feedback and tweak implementations to preserve EI. For instance, if an AI chatbot reduces customer-facing roles, retrain staff for roles requiring deeper human engagement, like problem-solving or relationship management. AI may mimic empathy (like the way it responded to getting my colleague's personal details wrong) but it can't feel it. By embedding the steps outlined above, managers can harness AI's efficiency while safeguarding the emotional core of their teams. It's about using tech to free up time and mental space for what matters most: human connection. In the end, the anecdote of my colleague's encounter with an AI that churned out a wildly inaccurate, yet oddly charming, profile underscores a broader truth: AI, for all its speed and sophistication, remains a flawed mirror of humanity. It can dazzle us with its capabilities and even feign empathy, but it cannot replicate the depth of EI that defines our relationships and leadership. As AI continues to weave itself into the fabric of our workplaces, the challenge for managers is clear: Harness its power to amplify efficiency while fiercely guarding the human edge. By staying self-aware, prioritizing connection and embedding EI into our teams, we can ensure AI serves as a tool for enhancement, not a substitute for the irreplaceable nuances of the human spirit. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
21-03-2025
- Business
- Forbes
Forget The Corporate Ladder—Climbing The Rock Wall Is The Future
Jason Richmond, Founder and Chief Culture Officer of Ideal Outcomes , Inc. Author of Culture Ignited: 5 Disciplines for Adaptive Leadership. getty We've all used the old cliché about climbing the corporate ladder. It's become synonymous with achieving success in one's career, one rung at a time. But from what I've observed, those days have gone. Today's career path is more akin to rock climbing. Instead of a straight, predictable ascent to the top, it's more about zigging and zagging—moving laterally and up, or even taking a step down and across before moving back up. It's a vital practice in a business environment that continues to change at an unprecedented pace. While the U.S. Bureau of Labor Statistics says that individuals born in the latter years of the baby boom held an average of 12.7 jobs, it's likely that number will increase significantly. A recent Gallup poll reveals that 21% of Millennials say they've changed jobs within the past year—more than three times the number of non-Millennials. And 60% say they are open to a different job opportunity—15% higher than non-Millennials. My prediction is that those numbers will continue to increase thanks to the furious rate of change across industries; the rapid adoption of generative AI and other technologies; and increased mobility, remote work and employee expectations. While some of today's jobs will become extinct, there will be numerous—and currently unimaginable—new types of jobs in the future. That's why the need for agility and flexibility is paramount. A straightforward linear path is limiting; the closer you get to the top, the fewer positions become available. But walking along the nonlinear path can provide multiple options and career choices. Focusing On Lateral Movement First Consider a tech professional skilled in coding who chooses to sidestep into a project management role. Initially, this doesn't seem like a climb up, but mastering this new role enhances their understanding of the business end, making them a prime candidate for leadership roles. I believe the best way to reach the top in today's business landscape is by embracing a path filled with varied experiences. Each move—even those that don't lead directly upward—can equip you with a broader skill set, much like how a climber uses different techniques to navigate challenging routes. This can make you more adaptable and prepared for future opportunities that might require a complex combination of skills. And this method can pay dividends. Research has found that employees who move laterally are more likely to be promoted and achieve higher pay. As the study says, 'Lateral mobility provides an important avenue for career growth, as people who step sideways in organizations are more likely to subsequently step up.' How To Embrace Lateral Thinking Embracing the concept of climbing the rock wall versus the traditional corporate ladder requires both employees and employers to adopt new strategies that promote a more dynamic, flexible and multidirectional approach to career development. Here are some practical tips for both groups to consider: For Employees: • Explore lateral moves. Don't just look upward; consider cross-departmental roles that can help you acquire new skills or deepen existing ones. These lateral moves can broaden your understanding of the business and make you more versatile. • Develop a broad skill set. Focus on acquiring a diverse range of skills that are transferable across different roles and industries. Look for continuous learning opportunities, whether they be through formal education, workshops or self-study. • Seek challenges and responsibilities. Be proactive about taking on new challenges that push you out of your comfort zone. This could mean leading a project, working in a cross-functional team, or even starting a new initiative within the company. • Cultivate a professional network. Build and maintain relationships within and outside your organization. Networking can provide support, offer new opportunities and give you broader industry insights. • Set clear goals and communicate them. Understand your career aspirations and communicate them with your supervisors. Setting clear goals and discussing them helps ensure that you and your employer are aligned, which can aid in finding appropriate opportunities within the organization. For Employers: • Encourage internal mobility. Create structures that allow employees to move laterally and diagonally within the organization. This can not only help in retaining talent but also in filling gaps with experienced personnel who understand the company culture. • Offer professional development. Invest in training and development programs that help employees broaden their skill sets and prepare for various roles within the company. Consider partnerships with educational institutions or offering tuition reimbursement for career-related education. • Implement mentorship programs. Pairing less experienced employees with mentors can facilitate knowledge transfer and provide mentees with guidance on navigating their careers within the company. • Promote a culture of learning. Foster an organizational culture that values continuous improvement and learning. Encourage employees to take risks and innovate, and ensure that failures are seen as learning opportunities. • Provide transparent career pathways. Make it clear how employees can advance or move within the organization. Transparent pathways and criteria for advancement can help employees understand what is expected of them and how they can achieve their career goals. Pulling It All Together The traditional concept of climbing the corporate ladder has given way to a more dynamic and strategic approach—one that resembles navigating a rock wall rather than ascending a rigid, linear structure. In many cases, success is no longer defined solely by vertical promotions but rather by the breadth and depth of experiences that individuals accumulate along the way. By embracing lateral moves, diversifying skill sets and remaining adaptable in the face of industry shifts, employees can position themselves for long-term growth and resilience in a rapidly changing job market. Likewise, organizations that foster internal mobility, invest in professional development and cultivate a culture of learning can become better equipped to retain talent and drive innovation. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
