Tag Archive for: leadership

Creative Thinking

Think Better, Not Faster: The Science of Pausing for Innovation and Growth

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In a world that celebrates productivity, it’s easy to mistake motion for progress. How often do you take a breath or pause at work? Innovation happens when we deliver something new and useful to our customers, organisation or even society as a whole. But with innovation constantly declining, how can pausing help us innovate faster?

 

Think about your average week at work. . . .meetings roll into more meetings, inboxes refill faster than they empty, and reflection feels like a rare luxury.

 

For psychologists, leaders, and anyone guiding people through change, there is a growing scientific evidence that pause, which is a deliberate, reflective space, is not wasted time. In fact, it is this time to think which is the birthplace of creativity, clarity, and sustainable innovation (Kline, 1999).

 

When Doing Less Creates More

The paradox of creativity is that our best ideas often emerge when we stop trying to have them. Stepping away from active problem-solving allows the mind to reorganise information, draw unexpected connections, and reveal insights that relentless focus can obscure.

 

Pause Button

 

Scientists refer to this as incubation. It is a recognised stage in the creative process first described by Graham Wallas in 1926 and now well supported by neuroscience research.

 

During incubation, the brain quietly continues to process information beneath our awareness, in our subconscious. It explains why solutions appear in the shower, or clarity strikes whilst we are on a quiet walk. We may not look like we are doing anything. However, this does not mean we have stopped thinking. In fact, it is because we’ve stopped forcing ourselves to think, that we allow our brains to really think.

 

Ask yourself, where am I when I have my best ideas? For some it may be on walks, for others in the bath, the shower or even in the gym. Giving our brains time to pause and think, deeply and subconsciously, is crucial. Yet why do organisations seem to promote motion for progress?

 

Tomorrow, many HR leaders, people experts and inspiring leaders and experts will be descending on the CIPD Conference 2025, aptly focusing on championing people to transform work. Our Co-Founder, Sarah Clarke, is supporting the Semper Hopkins team to deliver 6 interactive sessions we call the Creative Pause in the Relax & Rewind area of the conference but this is about anything but relaxing and rewinding. This is about helping people use the power of their brain to become more innovative, more productive and improve their own, and others, well-being through creativity and allowing time to think.

 

The Neuroscience Behind the Creative Pause

Our Co-Founder undertook extensive research which transformed her misconceptions and understanding of creativity whilst completing her MSc dissertation. One element is that creativity is not down to a single area of the brain. Current research shows there is not a single “creative region” of the brain that sparks ideas, but it is the interaction between three key networks which drives creative thoughts in our brains. These are referred to as:

 

  • The Default Mode Network (DMN), which is active when we daydream or reflect inwardly, responsible for imagination and association thoughts.
  • The Executive Control Network (ECN) which is active during focused problem-solving, analysis, and decision-making.
  • The Salience Network (SN) which acts as a switch, guiding attention between inner reflection and external focus.

 

Based on studies by Beaty and colleagues (2015 & 2019) research shows that creativity depends on how fluidly we move between these networks. It was based on this research that the creative pause sessions were first designed. Because, focusing on something else, allowing our brain to be creative helps allow this shift.

 

Fuelling and releasing the brain from the narrow beam of focused attention and enabling it to diffuse and move to more associative thinking that can, and often, fuels originality of thought.

 

In other words, pausing isn’t doing nothing. It is allowing your brain to do what it does best: integrate, imagine, and make connections. Many of which you will be unaware of, that is until the idea or solution pops into your conscious thought.

 

During her research, our Co-Founder’s supervisor was Dr Mark Batey, an innovation and creativity guru who worked at the University of Manchester. His seminal research highlighted that creativity doesn’t exist in isolation. In fact, it can operate across four levels. The person, the process, the environment (refereed to as the press) and the product. These levels interact, which makes measuring creativity so difficult as it is vital to decide which lens is being used (Batey, 2012).

 

This heuristic model focused on the following elements:

 

  • The person brings motivation, mindset, and self-belief.
  • The process involves divergent (idea-generating) and convergent (idea-selecting) thinking.
  • The press, or environment, either nurtures or constrains creative behaviour and innovation.
  • The product is what emerges, this can be tangible innovation or a new understanding.

 

Based on this, the suite of Creative Performance workshops were designed. In addition, our creative pause sessions touch on all four levels within an hour.

 

Join us to allow yourself time to reconnect with the person, understanding your intrinsic motivations, where we will support you in the process of reflection, and help you understand the elements of the pressures which impeded or fuel creativity and innovation.

 

As Batey notes, creativity thrives when people feel psychologically safe, valued, and given permission to think differently. The pause, therefore, is as cultural as it is cognitive. How often do you pause to think in your work?

 

Why Psychologists and Leaders Should Model the Pause

Psychologists and leaders are often at the centre of complexity. That is certainly how the Think Organisation team operate. Every week we are helping teams adapt, shifting cultures, and navigating uncertainties with the businesses we support. Yet constant responsiveness can come at a cost.

 

Pause

 

When we don’t pause, we lose access to deeper intuition, empathy, and perspective. These are the very capacities that make us effective in human systems. That’s why some of our great thoughts come whilst we are on holiday, well away from the office and constant motion of being at work.

 

So how can leaders embed creative pauses into their organisational and team cultures?

 

Embedding pauses into professional and organisational practice isn’t indulgent; it is strategic.

 

Research shows that reflective time improves problem-solving, boosts wellbeing, and enhances collective learning.

 

In cultures that reward speed, modelling stillness is an act of ultimate leadership.

 

Designing the Pause Into Organisational Life

To make the creative pause part of daily practice, Think Organisation recommends small, intentional shifts:

 

  • Micro-pauses: Take 5–10 minutes before key decisions or during meetings to ask, What assumptions are we holding? What might we be missing? A quick walk to gain some fresh air is often all the time that is needed.
  • Reflection rounds: Begin or end meetings with space for sense-making rather than updates.
  • Thinking time: Schedule undisturbed blocks in calendars and protect them as fiercely as client time. If these are the first elements of time to be sacrificed what does this say about your commitment to innovation?
  • Creative spaces: Build environments that signal reflection is valued in your organisations. Areas such as quiet zones, promoting walking meetings, off-site thinking days or booking creative performance workshops all empower employees to be more creative.
  • Model curiosity: Leaders who share their reflective practices give permission for others to pause too.

 

We know it is difficult, which is why at Think Organisation, we work with leaders who understand that the future of performance is not about doing more, but about thinking better.

 

Whether you need an ICF accredited executive coach, leadership development or an organisational culture review. The science is clear: creativity, innovation, and resilience all depend on our ability to pause, to step back, connect ideas, and reimagine what’s possible.

 

So, next time you feel the urge to rush from one task to another, take a breath.

 

The most important thing you could do might not be the next thing, it might be the pause before it.

 

Reach out to the Think Organisation for more support. More information about our Creative Performance Workshops can be found here or for your own bespoke onsite solution, reach out.

 

 

References

More about Innovation

There’s more about Innovation in this Think Organisation Post: How to Create a Culture of Innovation

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Motivation is made up of power, affiliation and achievement

Create Team Motivation When You Have No Payroll Budget

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When resources are tight, motivation can feel like an impossible luxury. You can’t tell someone to be more motivated. In fact, it is difficult to tell yourself to feel more motivated when you are not. Yet some of the most inspired teams Think Organisation have helped create weren’t driven by bonuses or financial incentives they were powered by purpose, trust, and recognition. All of which was inspired by leaders who knew how to lead.

 

It is vital to acknowledge a truth often overlooked in these conversations: motivation cannot be built on an unfair foundation. No amount of purpose or positivity can compensate for people not being paid enough to live well. No amount of inspiring leadership can boost motivation when people know they are not being treated fairly. But what is fairly?

 

As a minimum, paying the Real Living Wage and aligning with frameworks like the Good Employment Charter, isn’t just ethical, it’s essential for long-term engagement, retention, and trust.

 

All organisations need to get the basics right, so as we wait for a looming budget, struggle with ever increasing NI costs and find payroll budgets squeezed, the first step for any organisation, or leader, who mentions the importance of culture in their organisation is to be transparent about your commitment to fairness and your plan to meet those standards.

 

Motivation thrives in cultures where integrity takes precedence over superficial incentives.

 

But what do leaders really need to understand about motivation when it comes to balancing budgets?

 

Maslow’s Hierarchy of Needs has gained popularity in recent years, and  Psychologist David McClelland’s model proposed that three core drivers shape human motivation at work, which is much more practical for many leaders to utilise in terms of delivering an impact on performance.

 

The first need is achievement, the second is power and the third is affiliation which are outlined below.

 

1️⃣ Achievement – the desire to excel, improve, and see results.


2️⃣ Power – the drive to influence, make an impact, and feel trusted.


3️⃣ Affiliation – the need for connection, belonging, and positive relationships.

 

Leaders can draw on these three drivers to energise their teams in meaningful ways, tapping into intrinsic human needs.

 

Remember some people are driven equally by all three, whereas others may have higher preferences for one or two of the different needs. Leaders can help utilise these three drivers, or needs by taking the following steps.

 

1️⃣ Reconnect People to Purpose (Achievement)

When people feel disconnected, money rarely fixes it. Meaning does. A small bonus may improve performance momentarily, if at all, but creating connection is what taps in to our innate needs for achievement. This is that warm feeling you get when you deliver something exceptional, or complete something which matters for someone.

 

Leaders need to remind teams why their work matters. Not just to the organisation, and the individuals, but to customers and communities.

 

Allowing these stakeholders to show how much they value what the employee is delivering for them is even more powerful. Allow employees to listen to, and hear, real stories of impact, not just performance metrics.

 

People with high achievement motivation as a driver thrive when they see tangible progress and purpose in their work.

 

2️⃣ Create Psychological Safety (Affiliation)

All humans need to feel like they belong. Employees with strong affiliation needs will be driven by being connected, being part of a group and having strong relationships with other employees.

 

Those with lower affiliation preferences, which never means no affiliation preferences, may be less focused on connections.

 

However, as we have seen with DEI initiatives – everyone needs to feel included and that they belong.

 

A team where people don’t feel they belong often masks fear or frustration. Employees are disengaged. And to overcome this leaders need to create safe spaces for honest conversations.

 

Asking supportive questions such as “What is currently hindering you, or getting in the way of you, doing your best work?”, or “What would make the biggest positive difference to how you feel at work today?” can both help identify what is needed.

 

And then leaders must act. When people feel listened to and included, their need for affiliation is met, but they also need help resolving challenges and to see improvements which restores trust and belonging.

 

3️⃣ Give Autonomy and Responsibility (Power)

Leaders who can’t let go will undermine their teams and take away any power. This can be difficult as some individuals have a higher need, or driver, for power. If these people become the leaders it is vital to manage this driving need, especially when others in the team may also have this as a preferred need.

 

Micromanagement kills motivation faster than any pay freeze or lack of bonus.

 

People need to feel trusted and know what they can control. Giving people more control over how they deliver outcomes is the first step.

 

Empower people to make decisions and lead projects. This satisfies the need for power. The ability to see how they have the power to decide their own destiny.

 

Leaders need to set employees up for success. Power is a need, but it is not about dominance or control. This needs is a positive kind that comes from influence and ownership as if this turns negative then the other needs, achievement and affiliation quickly suffer and everyone needs all three to some degree to feel motivated.

 

4️⃣ Recognise, Often and Authentically (Affiliation + Achievement)

People like to feel noticed. Many leaders we have worked with fail to recognise the hard work of their teams.

 

Changing goal posts, or moving what is required when someone has already invested time. effort and resources quickly creates frustration and often leads to people stepping back and becoming disengaged.

 

It is important to remember that recognition doesn’t have to be financial. But it does need to mean something.

 

Say “thank you” publicly can be extremely motivativational for some, and cringeworthy for others. Celebrating milestones not completions (as progress is vital) and little and often has a much bigger impact on performance.

 

Acknowledge both outcomes and effort. When recognition connects to team values and shared purpose, it fuels both achievement and affiliation needs.

 

Individuals have other drivers, e.g. to be affiliated with their family so recognition which supports the whole of their life can be a double driver so think creatively.

 

5️⃣ Develop Without a Budget (Achievement)

Growth opportunities don’t always mean expensive courses. Especially in todays world where growth, development and learning from others is about time more than financial investments.

 

Leaders can offer the following:

 

  • Offer stretch assignments or cross-team projects aligned to what the individuals are interested in
  • Promote peer mentoring or job shadowing, bringing people in on opportunities
  • “Lunch and Learn” sessions led by team members can be invaluable to both the deliverer and the attendees

 

Those with a higher need for achievement will thrive when challenged and supported to grow, and everyone needs this to some extent.

 

Monotony or complacency occurs when people are not developed and stretched in their roles.

 

A Culture of Motivation

People become disengaged when they feel kept in the dark. Whereas camaraderie fuels team dynamics and builds individual and group resilience.

 

Leaders need to encourage connection beyond the task list. This is how cultures of motivation are truly created. So that when times get tough, people come together, not apart.

 

Many companies promote volunteering, use this as time to spend together as a team. Shared coffees or “win of the week” check-ins help people feel part of something bigger than themselves.

 

Importantly, don’t just focus on the positives. Humans like to be part of the solutions. This brings all three needs and drivers together. Share openly current challenges and progress, ask for help and support in ensuring your organisation is a good employer.

 

Leadership presence, shown by listening, being empathetic and demonstrating fairness, signals integrity and builds the kind of trust-based power that motivates others to follow. Which becomes a self-sustaining culture of motivation.

Motivation is psychological, emotional, and moral. It is not just financial.

 

When you can’t offer more money, offer more meaning, autonomy, and belonging.


When you can’t expand budgets, expand trust.


And when you can’t promise change overnight, promise fairness and transparency and deliver what you say you will.

 

Progress is crucial. That’s what fuels motivation.

 

Motivation is about generating new ideas, establishing good habits and understanding the needs of others and ourselves such as affiliation. achievement and power.

 

More about Motivation

There’s more about Motivation in this Think Organisation Post: Top Trends in Work Motivation

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De Bono Thinking Hats Red White Blue Green Yellow

Put Your Thinking Hats On: Use De Bono’s Model To Unlock Better Ideas & Results

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How we make decisions, come up with ideas, solve problems or approach challenges is all down to how we think. Imagine if you could change how you think based on the thinking hats you decide to put on your head.

 

Thinking defines the mental processes of generating, organising or evaluating ideas, information and experiences to understand, reason, make decisions and solve problems.

 

As Psychologists, we often call it cognitive processing because thinking involves functions such as perception, memory, imagination, reasoning and judgement.

 

Everyone’s mind manipulates information differently, whether it is words, images or abstract symbols, our minds use this information to make sense of the world and guide our behaviour. Because of this we often get asked, is there a tool or model which can help us think better, deeper or differently?

The answer is yes, because one model, in our opinion, which can help reduce the bias, emotions or rigid thinking patterns is Edward de Bono’s Six Thinking Hats. This tool is a simple framework, which when used correctly, can help transform decision making, by helping teams think more clearly and make better decisions.

 

What Are the Six Thinking Hats?

Developed by Dr. Edward de Bono, a pioneer in creative and lateral thinking, the Six Thinking Hats model is designed to help individuals and groups look at problems from multiple perspectives, by deliberately and systematically using each “hat” to represent a distinct mode of thinking:

 

 

    • White Hat: is all about facts & information, this hat focuses on data, evidence and objective information. Questions such as what do we know? Or what do we need to find out? What does the data show us?

    • Red Hat: is about feelings and intuition, bringing emotions and gut instincts into discussions. Questions such as how do we feel about this idea? What is our immediate reaction? Is this emotional?

    • Black Hat: is more about critical judgement, and to some extent caution. This hat identifies risks, weaknesses and potential problems it is about asking what could do wrong?

    • Yellow Hat: is about the benefits, and optimism. It is about looking at the positives, the opportunities and the positive values which could be added. Why might this work well?

    • Green Hat: is about creativity and possibilities, in terms of encouraging new ideas, alternatives and fresh perspectives. This is about seeing if there is another way of looking at this?

    • Blue Hat: focuses on process and control, in terms of the step by step process itself. This hat manages the process itself in terms of how should we organise the discussion? What is the next step?

 

Is There Psychology Behind The Thinking Hats?

At its core, the Six Thinking Hats approach is rooted in psychology, because it acknowledges that humans often think reactively, or emotionally, or logically.

 

It appreciates that people may have different preferences in terms of how they think, and that cognitive biases can distort decision-making.

 

Using De Bono’s model can help us separate thinking into clear, structured modes, helping people become aware of how they think, not just what they think.

Thinking about thinking, is called metacognition. This psychological shift, thinking about one’s thinking, consciously adopting different hats helps people step outside of habitual thought patterns and consider viewpoints they might otherwise dismiss.

 

Supporting others to utilise the hats, either as a collective, or as individuals can help foster empathy, reduce conflict, and builds psychological safety. This model is about giving permission for all perspectives, from cautious to creative, to give equal weight to different ways of thinking.

 

How De Bono’s Thinking Hats Can Add Value to How People Work

The Six Thinking Hats create a shared language for thinking, which can be used across teams and organisations. Instead of clashing opinions, teams explore ideas sequentially.

 

With a recent client, everyone wore the Yellow Hat to discuss positives, then the Black Hat to assess risks, each hat being used in turn. This structured approach help resolve personal conflicts and improves clarity. Instead of one person always being seen as critical, and another as overly positive.

 

This in turn helps improve decision-making quality, by removing some of the potential emotions and ensuring all perspectives are covered. It ensures no one perspective it overly focused on. and helps create more informed and balance decisions.

 

In boardrooms, this can he used to remove the risks of group think, which can happen when risks and opportunities are not equally considered.

 

A productive meeting may start and end with a blue hat, to frame and close the discussion. Using the white hat early on can help gather facts, and alternating between yellow, black, green and red hat can help balance optimism, caution, creativity and emotion.

 

Being able to balance free thinking, and experimentation, without immediate judgement is crucial in organisations which need increased innovation. Using the green hat to overcome a fear of failure in organisations can be extremely helpful.

Just as leaders who use the red hat intentionally, to help teams to acknowledge emotions in decision-making, can strengthen empathy, motivation and trust. It is important that when everyone knows there are different modes of thinking, they are valued, and utilised. Individuals who may have different preferences can feel safer, knowing about the different styles of thinking. And businesses can use this model to help in multiple situations such as: strategic planning, innovation workshops, conflict resolution and performance coaching.

In an era where adaptability, empathy, and critical thinking define organisational success, De Bono’s Six Thinking Hats offer more than just a brainstorming tool, they provide a psychological framework for better collaboration and smarter decisions.

 

By learning to wear each hat with intention, teams move beyond bias and ego, unlocking a culture of curiosity, balance, and shared purpose. Because ultimately, when people learn to think together, not just talk together, the quality of both their work and their workplace transforms.

Below are some questions which may help you utilise the thinking styles of the hats:

 

🎩 White Hat – Facts & Information

Focus: Data, evidence, and what is known or unknown.

 

Use these questions to establish the factual foundation:

 

 

    • What do we know for certain about this situation?

    • What data or evidence do we have?

    • What information is missing, and how can we get it?

    • What trends or patterns can we identify?

    • Are there any assumptions being made that need to be checked?

    • What do the numbers, reports, or research say?

 

❤️ Red Hat – Feelings & Intuition

Focus: Emotions, gut reactions, and instinctive responses.

 

Encourages people to share what they feel, not just what they think.

 

 

    • How do you feel about this idea or situation right now?

    • What’s your gut instinct telling you?

    • Does anything about this make you uncomfortable or uneasy?

    • What excites you about this possibility?

    • Are there any emotional reactions from others we should consider (e.g. staff, customers)?

 

⚫ Black Hat – Caution & Critical Judgment

Focus: Risks, weaknesses, and potential problems.

Helps identify pitfalls and prevent poor decisions.

 

 

    • What are the potential risks or downsides?

    • What could go wrong if we proceed this way?

    • What obstacles might we face?

    • Are there any compliance, ethical, or reputational concerns?

    • Is this idea practical and sustainable long term?

    • What evidence do we have that this might not work?

 

💛 Yellow Hat – Optimism & Benefits

Focus: Positives, value, and potential gains.

Balances caution by highlighting why an idea could succeed.

 

 

    • What are the benefits of this idea or decision?

    • How could this create value for the business or team?

    • Why might this approach work well?

    • What opportunities could come from this?

    • Who would benefit the most?

    • How could we make this idea even more effective?

 

💚 Green Hat – Creativity & Alternatives

Focus: Innovation, new ideas, and alternative approaches.

Encourages divergent thinking and brainstorming.

 

 

    • What are some new ways we could approach this issue?

    • How else could we achieve the same goal?

    • What if we had no limitations — what would we try?

    • Could we combine ideas to create something better?

    • What unconventional options haven’t we explored yet?

    • How could technology or partnerships help us innovate here?

 

🔵 Blue Hat – Process & Control

Focus: Managing the thinking process itself.

Used to guide the meeting, maintain structure, and summarise outcomes.

 

 

    • What is the main goal or question we’re addressing today?

    • Which hat should we be using right now?

    • Are we spending too much time on one perspective?

    • What have we learned so far?

    • What’s our decision or next step?

    • How will we track progress or follow up on this discussion?

More about Coaching

 
There’s more about Coaching in this Think Organisation Post: Coaching in Adversity

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Human with a yellow jacket on and word toxic with the skull and cross bones symbol emblazoned on the back

Toxic Culture : Behaviour Is At The Heart of Scandal & Failure

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The news is full of stories about toxic culture. Toxic cultures have contributed to financial collapses, personal scandals and reputational downfalls. From politics to business to public institutions, the number of examples seems to be growing exponentially.

 

Whether it is politicians abusing power, corporate leaders chasing profit at all costs or charities losing the trust of the very communities they serve, culture is the term many would use to describe the cause of the crisis. But does this description add value?

 

Does Culture Eat Strategy for Breakfast?

It’s often said that “culture eats strategy for breakfast” but is this really true? Despite the endless discussions of whether Peter Drucker actually said this, or if he did has it been interpreted how he intended? It is a prime example of the impact culture can have on how information is interpreted.

 

A bold plan, a strong financial model, or even the most talented leadership team cannot survive long in the shadow of a toxic workplace culture. If behaviours are unchecked, if voices are silenced, and if the pursuit of short-term gains overrides long-term purpose, failure is only a matter of time. How visible this is internally versus externally is also on the clock in terms of exposure, that and the investment in a good marketing team.

 

So What Are The Warning Signs of a Toxic Culture?

Toxicity rarely happens overnight. And we have yet to meet a leader who deliberately designed a toxic culture.

 

It creeps in slowly, often disguised as “high performance” or “efficiency” and is often an indirect result of misaligned goals, metrics or increasing pressure being place on people.

 

Warning signs can include:

 

    • Fear & Silence – where employees stop raising concerns or ideas, and conversations become hidden or none existent.

    • A Hero Culture – where success become tied to specific individuals, as opposed to teams

    • Blame Becomes A Game – mistakes become hidden, or deflected, and people are worried about what others think

    • Misaligned Values – values may not exist or be stated, or if they are then which is said publicly doesn’t match daily behaviours

    • Wellbeing Washing – pressure, burnout and high staff churn could be seen as ‘normal’ and wellbeing isn’t a priority

 

This list is not exhaustive, and often toxic cultures can look positive on the outside, but not truly live and breath these behaviours in reality. When these behaviours become embedded, accountability disappears and poor decisions are rationalised, hidden or just become part of the expectations.

 

The cost of a toxic culture can be huge, both in terms of negative PR and brand image, and the lost employee productivity. Because a toxic culture doesn’t just damage staff morale, it destroys value.

 

A toxic culture leads to higher turnover, spiralling sickness costs, disengagement, customer mistrust, regulatory fines, and, ultimately, reputational collapse.

 

For leaders, ignoring cultural red flags is no longer an option. Regulators, investors, and the public are scrutinising culture like never before and the pressure is mounting.

 

So How Do We Build Healthy & Resilient Cultures?

The good news is that cultures can always be shifted. Sometimes quickly, other times more slowly. This can be done by leaders who take tangible steps to rebuild trust and create healthy workplaces where people – and businesses – thrive.

 

Key actions often include:

 

1. Starting with a purpose – because it is vital to reconnect everyone to the “why” behind the organisation

2. Modelling the behaviour you expect – people follow people, and this is where leadership authenticity sets the tone

3. Create psychological safety – encourage employees to speak up, be open to feedback and understanding reality

4. Listen and act on feedback – show that raising concerns leads to change, don’t penalise people for being honest

5. Measure what matters – track engagement, wellbeing, trust and psychological safety alongside financial metrics

6. Recognise and reward the right behaviours – culture is reinforced by what is celebrated and promoted

 

Whilst toxic cultures may dominate many headlines currently they don’t have to dominate workplaces.

 

Organisations that choose to prioritise culture alongside performance will not only avoid the scandals we see in the news, but they will also build stronger, more resilient businesses where people genuinely want to contribute and grow and bottom lines benefit.

 

If you would like to measure your culture please reach out.

More about Culture

   
There’s more about Culture in this Think Organisation Post: Conscious Competence

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Tuckman Forming Performing Team Stages

Forming, Storming, Norming & Performing

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With countless books, articles, podcasts, and videos on “how to be a great leader,” it can be hard to know where to begin. How do leaders create high performing teams? Especially when the first real experience of leadership comes from bringing people together to perform as a team with little support or preparation.

 

Leadership is often described in terms of vision, strategy, and execution. But beneath these visible levers lies a quieter, equally powerful driver of success: team psychology.

 

Which reminded us of one timeless framework which continues to resonate for its simplicity and relevance: Bruce Tuckman’s Model of Team Development.

 

First proposed in 1965, this Stages of Team Development model describes, how teams move through different stages as they evolve: forming, storming, norming, and performing.

 

Much of this stems from the human behaviours and how we as individuals behave in groups when we know, or don’t know, others.

 

Think about your own experience. Whether it’s pulling together a team to run a community event or leading a global organisation, the way people feel, think, and behave often follows the same patterns. From our work as culture consultants, we see that while leaders are energised by the forming stage and eager to reach performing, it is usually the middle stage – storming – that decides whether a team stalls or thrives. And yet this is often the stage that leaders try to rush through, or bypass altogether. Both of which can cause more long-term damage to performance and success.

 

What Are The Stages of Tuckman’s Model?

Forming

This is the starting point for any new team. People are typically polite, cautious, and focused on working out roles, purpose, and boundaries. Teams can slip back into this stage when new members join, or when a new leader takes charge, creating sub-groups of people who know each other better than others.

 

Just last week, we worked with a team who believed they were already high performing. In reality, they were back in the forming stage: although they all knew one another, they had been assembled as a brand-new project team to deliver a cross-functional strategic initiative. Taking the time to establish the foundations of a forming team was critical to setting them up for future success.

 

Storming

Teams often revisit this stage multiple times throughout their lifecycle. It’s when tensions rise and differences in styles, opinions, and expectations become more visible.

 

While it can feel uncomfortable, storming is a vital part of growth. A client we worked with last week was experiencing intense storming, largely because they had skipped over the forming stage.

 

Ground rules, roles, and ways of working hadn’t been properly established, so conflict was surfacing. Storming often escalates when the first tight deadlines loom or external pressures start to mount.

 

Norming

At this stage, the team begins to find its rhythm. Roles and responsibilities become clearer, ground rules are in place, and trust starts to grow.

 

People feel more comfortable sharing ideas and giving feedback, and collaboration improves as conflicts are worked through.

 

A client we supported recently reached norming after a difficult storming phase; once they agreed on how decisions would be made and clarified ownership of tasks, the atmosphere shifted noticeably. Energy that was previously tied up in tensions which with our support was released into problem-solving and progress.

 

Performing

This is the stage every team aspires to reach.

 

Trust is high, roles are clear, and collaboration flows with ease. The team is focused on delivering outcomes rather than managing tensions, and individuals feel confident taking initiative because they know they have each other’s support.

 

We recently worked with a leadership team who had reached performing: meetings were solution-focused, responsibilities were owned without reminders, and innovation was encouraged. The level of psychological safety was high because with strong foundations in place, everyone’s energy could be channelled into achieving results rather than navigating process or conflict.

 

At this stage the team operates at a high level of trust and autonomy, delivering results with energy and cohesion and overcoming challenges together.

 

Adjourning (Or Mourning)

Whilst not technically included in the original model this is a vital stage for many where any high-performing team needs to celebrate success.

 

This stage, describes when the team comes to the end of its journey and morphs into new teams or ceases to exist all together e.g. during a restructure or when a project has been delivered. With the project complete, objectives met, people begin to move on to new roles or responsibilities.

 

While there can be a sense of pride in what’s been achieved, there is often a feeling of loss too, especially when strong bonds have formed over the duration of the team.

 

We recently worked with a project team who, after successfully delivering a major transformation programme, felt a mix of celebration and sadness as they disbanded.

 

Recognising this emotional aspect is vital and important, yet it’s often overlooked by many leaders who move on to the next task or project. In our experience, leaders who take time to reflect on successes, celebrate contributions, and formally close the team, will create a positive ending that strengthens motivation for future work and success.

 

Tuckman’s model reminds us that high-performing teams don’t appear overnight – they are built through a process which is often messy and complicated.

 

Storming isn’t a setback; it is a sign that people care enough to challenge and engage and can be a critical stage of any successful teams development journey. Leaders who lean into this stage with openness, clarity, and empathy give their teams the best chance of reaching true performance.

 

Below are some insights to help leaders embrace and lead through each of the stages:

 

Forming: Build the Foundations

At this stage many leaders feel a mixture of excitement, optimism and a sprinkling of worry at the scale of the tasks ahead.

 

Setting the tone and leaning into these emotions and feeling can help build strong foundations as well as:

 

  • Setting a clear purpose, vision, and objectives from the start with the teams buy-in
  • Facilitating meaningful introductions that highlight each person’s strengths
  • Establishing mutually agreed ground rules and ways of working together
  • Leading from the front by encouraging questions, clarifying expectations and helping to embrace uncertainty
  • Creating early opportunities for quick wins to build confidence and make an impact

 

Storming: Support & Navigate Conflicts

At this stage many leaders feel extremely uncomfortable as it is human instinct to try to reduce or avoid conflict. However, knowing as a leader that guiding people through this stage will ensure everyone comes out stronger is crucial.

 

This can include:

 

  • Normalising conflict as part of growth and naming it when it appears
  • Stepping in early to mediate tensions, supporting individuals to voice concerns and reducing risks of escalation
  • Reframing disagreements around shared goals instead of personal differences is a crucial skill
  • Role modelling calm and respectful dialogue, and inviting multiple perspectives is invaluable so everyone is heard
  • At times clarifying or revisiting roles, responsibilities, and decision-making processes can help deliver improvements

 

Norming: Strengthen & Facilitate Collaboration

Many leaders feel relief as this stage is entered, and can at times step away too quickly leading to regression back into storming.

 

This stage is about encouraging the shoots of trust which may be building, supporting the team members to continue to collaborate whilst remaining true to the purpose of the team.

 

Actions leaders can take include:

  • Reinforce agreed norms and recognise behaviours that support them day to day
  • Encourage peer-to-peer feedback and shared accountability
  • Facilitate team-building activities to deepen trust and continue progress
  • Involve the team in problem-solving rather than providing all the answers
  • Celebrate progress and highlight examples of effective collaboration

 

Performing: Enable & Empower Autonomy

At this point it can feel like “my job as leader here is done”, but whilst there is an opportunity to step back this is not the time to step away completely as often curveballs mean the team need to know you are there as a leader.

 

The leaders role swaps top focus on removing obstacles for their team and steps which can help include:

 

  • Step back and allow the team to take ownership of delivery whilst being there is needed
  • Empower individuals to make decisions within their remit and support these decisions
  • Focus on removing obstacles and securing resources for the team
  • Encourage innovation and calculated risk-taking ensuring any mistakes are learnt from
  • Continuously link the team’s work to wider organisational goals and impact

 

Adjourning/Mourning: Lead & Close with Purpose

Often leaders get pulled into a new team and find this stage one of the easiest to overlook or avoid. However, any great leader will be reflective with the team and celebrate successes and review learnings for everyone going forward.

 

This can include:

 

  • Take time to reflect on and celebrate the team’s achievements including individuals
  • Publicly acknowledge individual and collective contributions – externally and internally
  • Capture lessons learned to carry forward into future teams
  • Provide space to discuss the emotional side of ending together and alone
  • Ensure members transition smoothly into new roles or projects with the full support of their old team members

 

Next Steps

As you can see, and will have experienced, every team will pass through these stages in their own way, sometimes moving forward quickly and other times circling back when new challenges or changes arise.

 

The role of a leader is not to rush the process, but to recognise where the team is and provide the right support at the right time.

 

By setting strong foundations in forming, leaning into conflict during storming, reinforcing collaboration in norming, empowering in performing, and closing well in adjourning, leaders can guide their teams through the full journey. Thus turning groups of individuals into cohesive, high-performing teams that deliver lasting impact across organisations.

 

Forming, Storming, Norming Model

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Think Social Identity theory image of collective group of people

Can Understanding Social Identity Unlock Productivity In Your Team?

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Leaders of teams cannot afford to overlook the science of human behaviour – which can provide evidence-based solutions to common people challenges – including identity.

 

Organisational success is not only driven by strategy and resources but also by the unseen impact of individual and group behaviour.

 

Group behaviours are the patterns of interaction, attitudes and actions that emerge when individuals come together as a team or unit within a workplace. They reflect the shared norms, roles, values and dynamics that shape how the group operates and performs.

 

These behaviours can be formal (aligned with organisational policies, goals, and processes) or informal (driven by unwritten rules, social bonds, or cultural influences).

 

Culture change is all about changing the ‘way we do things around here‘ is often unsuccessful, because leaders or change makers miss some fundamentals about human behaviour. Which is why we want to share an overview of Social Identity Theory and provide some powerful insights for leaders to harness the power of psychology to make a real difference.

 

In a theory originally developed by Henri Tajfel and John Turner, this theory, their research highlights some key messages:

 

Why People Think of ‘Us’ Versus ‘Them’

Because Social Identity Theory explains how people define themselves by the groups they belong to. These groups could be a department, profession or organisation as a whole.

 

These groups could also be anything from the eight protected characteristics to a football team which people choose to support because:

 

1. Identity is through Membership

This means you are part of a group, which may be by choice or by circumstance, and employees derive pride, motivation and meaning from their in-groups.

 

It means that people, either visibly or invisibly, belong to a group which can be identified as different to others e.g. we are in finance, or we work at X company. This leads to different dynamics between people, depending on whether you are in a group or out of a group.

 

2. In-group & Out-group Dynamics

Loyalty to one group, can intentionally or unintentionally, fuel competition or division. Think of football team supporters.Wearing shirts, waving scarves or flags. This is all intentional behaviour to identify with a certain group. Competition is fuelled through performance, and identity stretches ‘off’ the pitch.

 

With people in work (e.g. in Manchester where Think HQ is based where a question of are you red or blue is often second only to “how are you?” when people meet) becoming linked through which team they support.

 

3. Emotional Connections

Being in a group, or out of a group, can provide strong emotional connections and explain people’s identities.

 

With a recent client there was a clear disconnect between regional offices versus the head office. This led to polarised opinions and divisions when one group (the regions) felt unfairly treated compared to the other (head office).

 

Despite many people experiencing fair treatment, the perceptions soon grew based on the stories being circulated, which led to a growing “them versus us” group mentality which quickly became divisive when resources became scarce.

 

How Does Our Board Balance The Power Of Team Identity With The Need For A Cohesive Culture?

Organisational cultures often hinge on in versus out groups. They deliberately promote the group of one organisation over another, enticing employees to join their business over others because ‘their culture is better’.

 

In fact,  organisational culture and engagement hinge on fostering a strong, inclusive “one company” identity.

 

But what is the risk to this?

 

And how do leaders utilise the psychological theories which underpin human behaviour?

 

Social Identity During Mergers & Acquisitions

Restructures, mergers and acquisitions often fail to realise the predicted benefits due to identity clashes, not just strategy missteps. This is because people don’t just work for organisations, they identify with them.

 

Employees derive part of their concept of self from their organisations brand, history, values and culture. Then when two companies, or teams, come together they can feel that their identity is being challenged, lost or replaced.

 

This can lead to disengagement, and negative behaviours, as when people don’t recognise themselves in this new organisation they no longer feel like ‘themselves’.

 

Resistance and then attrition can follow, which leads to further division, as groups often blame each other for negative events which happen.

 

This categorisation of ‘us’ versus ‘them’, shows up during M&A through the acquirer versus the acquired, or the new company versus the old.

 

Behaviours and expectations are often different and without an aligned culture plan to create a new cohesive vision built up from the best elements of both groups, employees begin to vie for their ‘way of working’ to win.

 

This dynamic fuels siloed behaviours and internal competition then undermines integration efforts.

 

Culture Clashes Are Identity Clashes

Research, history and the teams experiences of M&As show failures are rarely about the financials or strategy.

 

They usually stem from cultural misalignment. Symbols, rituals, language and even leadership styles all represent identity markers of different groups. When these conflict, employees resist adopting the new way because it threatens their sense of belonging.

 

And all humans need to feel like they belong, that is how we have survived.

 

Leadership behaviours often signal whose identity ‘wins’, which causes greater unrest. Especially if leaders only promote or highlight one ‘sides’ history, practices and talent.

 

Employees from the other side may feel erased, or under-valued, which causes further ‘in’ group and ‘out’ group conflict.

 

However, when leaders consciously blend identities, honouring the best of both and co-creating a shared ‘new we’ then integration succeeds, and the two groups become a new improved group with a new identity.

 

The Cost of Culture

Losing our sense of identity leads to higher employee turnover, especially with top talent, however there are many other costs of culture clashes.

 

Employees who are disengaged contribute less in terms of discretionary effort, as well as lower productivity and outputs. Customers can also pick up on internal pressures, fractures between teams or organisations creating a weakening of brand trust. Especially when customers may be feeling a similar loss of identity – like when Somerfield and the Co-op merged. Many customers had chosen to shop at Somerfield stores over Co-ops, but then they became one. Taking choice away for many customers.

 

Steps Leaders Can Take

Whether change is needed, teams are merging or there are large-scale acquisitions, all leaders can take the following steps to harness the psychology behind humans needing to be in groups, and our social identities.

 

1. Acknowledge Identity & Identities

Culture is not a soft issue, or something which is ‘fluffy’. It is measurable and strategic and belonging is a fundamental need of all humans.

 

Taking steps to acknowledge identities, support people to be unique, whilst embracing what makes us similar is crucial. Many DEI strategies are all about bringing people together, but some have actually increased divisions and failed to deliver improvements.

 

Whatever, your thoughts or experiences it is vital to engage with all employees. Ensuring employees are diverse, representative of our global society and ensure that they’re involved in creating shared values and stories.

 

Learning, listening and being curious is the first step in this journey.

 

2. Embed & Signal Inclusivity In The EveryDay

Many people acknowledge, or join, groups which speak to their own identity. LGBTQ+ is an example of this.

 

It is vital that everyone feels included, whether it is a protected characteristic or just for being awesomely unique.

 

Two organisations joining together need to celebrate the legacies of both organisations, while building a new vision for the new one.

 

Progress needs to be measured, but this is about day-to-day interactions, not a set of boxes to tick.

 

In some organisations, even over a decade later, the legacies of individuals being from one or another organisation can often still exist.

 

The culture gaps need to be measured, social identities measured and then a strategy put in place to deliver the alignment over 12-18 months.

 

3. Monitor Integration Health

Being internal and part of the transition can be difficult, especially as it’s difficult to see the bigger picture when looking out from the inside.

 

Financial KPIs are always measured and tracked at a board level, yet often integration indicators are overlooked.

 

Understanding and having visibility of predictive indicators is critical, after all if you don’t measure it, it can often result in it not mattering.

 

Tracking employee perceptions, behaviours and expectations are critical alongside other cultural alignment KPIs.

 

Social Identity

At the heart of whether people belong is social identity. Ignore it, and you risk culture wars, disengagement and talent fights and flight.

 

Understanding, embracing and harnessing social identity can allow leaders, and employees, to create truly integrated cultures.

 

If you build a stronger, unified identity then integration can be accelerated and ROI can be delivered.

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5 why's model

Is There One SUPER Leadership Model?

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Is there a leadership model to help leaders and businesses ensure employees enjoy their jobs? As consultants specialising in culture, change and creating a better world for everyone, we often ask:

 

“What if we all truly enjoyed our jobs?”

 

The cost of work-related stress and burnout to the UK economy is staggering – £28 billion every year (Axa, 2023).

 

Just imagine the positive impact, not only on individual happiness, but also on the NHS and global productivity, if we won the never-ending battle leaders face. The other week someone ask us, as they do frequently:

 

“Is there one go-to leadership or culture model you’d recommend? Or a single book that holds the answer to how we improve things?”

 

No. The answer is most definitely no.

 

No. No. No. No. No.

 

And yet asking the question in itself gives us huge helpful insight into the mind of the client, or any amazing leader asking such a question.

 

Because many aspiring leaders have read hundreds of books, watched countless videos and are still looking for the ‘magic pill’ or the ‘needle in the haystack’. But this is where we help, by giving you the expertise you need, at the time you need it most.

 

Whilst there is no ‘one’ super model the first thing we always start with is:

 

“What problem are we trying to solve?”

 

Baked into this question, is also the question of what perspective do I want to look at this from? What will success look like?

 

Success could look differently from different perspectives. Is it from the employee, the organisation, you the leader, the team or even an outsider investor or competitor perspective?

 

Different models help you understand different perspectives and every perspective is vital and provides more information. That said, information needs to leads to a decision, confirmation, continuation or a change in strategy to add any real value.

 

Be wary of information paralysis which impacts many senior leadership teams leading organisations in a quandary about what next.

 

When we brainstormed, and went through our suite of models we’ve used during 30+ years of experience, we found a huge swathe of both practical and academic theories, research and models we can draw from.

 

Strategy Models

Strategy models such as SWOT Analysis, PESTLE Analysis, Porter’s Five Forces, the BCG Growth-Share Matrix, Blue Ocean Strategy, the Ansoff Matrix and the Balanced Scorecard. These all help organisations set direction, make competitive choices, and allocate resources effectively.

 

Leadership and Management Models

Leadership and management models including Transformational Leadership, Servant Leadership, Situational Leadership, Leader-Member Exchange (LMX), Goleman’s Emotional Intelligence Framework and Kotter’s 8-Step Change Model. These all provide frameworks for influencing people and guiding organisational direction.

 

Change Management Models

The book ‘My Iceberg Is Melting’ is one which really stands out in its ability to explain successful change (Kotter, 2006). But we also like change management models like ADKAR, Lewin’s Change Management Model, the McKinsey 7-S Framework, Bridges’ Transition Model and the Prosci Change Triangle (PCT). All designed to help support smooth transitions during times of change.

 

The challenge with any model is using it to enhance decision making, diverse thinking and ensure you have considered every aspect.

 

Organisational Culture Models

Of course, organisational culture models such as Schein’s Three Levels of Culture, Hofstede’s Cultural Dimensions, the Denison Organisational Culture Model, the Competing Values Framework and Trompenaars’ Seven Dimensions of Culture. Whilst these all help to shape values, norms, and behaviours across the workplace, all of these tend to be very basic so we have designed our own multi-faceted model for culture as it depends on the maturity of the organisation as well.

 

Employee Engagement and Motivation Models

Employee engagement and motivation models including the Gallup Q12 Engagement Model, the Job Characteristics Model, Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory and Self-Determination Theory. These all help leaders focus on boosting satisfaction, productivity and employee retention. But for all of them you need the basics right and there is no point rushing in with a job characteristics model when you haven’t met the basis levels of human needs.

 

Innovation & Growth Models

Another suite of models which have grown in popularity, initially in the tech sector, are innovation and growth models such as Design Thinking, Lean Startup, the Stage-Gate Innovation Model and Rogers’ Diffusion of Innovations. These all can be used to encourage adaptability, creativity and scalable success. However, many of these models have been used detrimentally in some industries so there are always risks associated with using models and these should be understood.

 

5 Why’s Model

Interestingly, one model which we didn’t even used to know was a model, but something we use frequently with our clients is the Five Whys.

 

One example of this was when leaders were frustrated with a company consistently missing deadlines to launch new product campaigns. A summary is below of how the root cause was identified, which is another name for this model.

 

  1. Why are product deadlines being missed?
    → Because product assets are not ready on time.
  2. Why are product assets not ready on time?
    → Because the design team receives briefs later than planned.
  3. Why does the design team receive briefs late?
    → Because the campaign plans are often finalised at the last minute.
  4. Why are campaign plans finalised at the last minute?
    → Because the approval process from senior management takes too long.
  5. Why does the approval process take too long?
    → Because there is no clear deadline for management feedback, and approvals often get delayed when executives are travelling or busy with other priorities.

 

This one is a brilliant example, as it was the leaders themselves causing the delays but this was resolved everyone spend much less time chasing and had more time to deliver.

 

This is a great tool to help diagnose what is the actual problem which needs to be solved? Are we looking at the symptoms? Or are we looking at the cause? Who has the power or control to provide the solution, or influence the solutions? It certainly wasn’t down to the Product Assistant who spent the majority of their job chasing managers for approval to be able to establish firm deadlines but once the issue was uncovered it was quickly resolved – improving work for everyone.

 

Next Steps

Join us for our next insight, where we explore a suite of 100 powerful models—many of which management or leadership consultants have never encountered, and that few (unless they’re psychologists or trained executive coaches) know how to apply effectively.

 

Post it notes lined up saying what is your why on a black and purple background.

 

Being human

How To Help People Be Humans At Work To Drive Profits

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Have you ever considered how the world is becoming more artificial? How people at work are becoming less human? More like automated machines.

 

Artificial is when something is made by humans, and does not occur naturally.  Increasingly as humans, we are creating more and more imitations of nature. Think synthetic fibres, artificial flowers in offices – what is the impact of this in our workplaces?

 

In the age of rapid automation, AI and increasing performance pressures – the question is no longer, “How can we be more efficient?” but “How can we be be more human?”, because research shows us that this drives profit – repeatedly (HBR, 2023).

 

Workplaces have been designed around processes, productivity and predictability for many years now. Machines increasing our profitability through more efficient production methods, but in today’s world people are where the opportunities lie.

 

People are not machines. To be human at work means more than showing up and doing the job, it means showing up as a whole person. Being innovative, creative, happy and fulfilled at work, which in turns drives profits.

 

What does it mean to be human at work?

Being human at work means embracing the full spectrum of what makes us people. Because that is where the magic happens. Decades of leadership theory, team development and billions on training budgets, highlight how businesses have spent years trying to harness to the power of being human at work. But what does this mean?

 

It means that people’s feelings, ideas, imperfections, relationships, values and ambitions all come into the workplace. So people can feel connected, part of a team and work together to solve problems and make the world a better place.

 

However, for a manager of a leader there needs to be a different approach to leading – because we are not machines.

 

This includes:

1. Feeling, not just Functioning

Understanding how people feel and think, ensures that managers can help their teams to function effectively. Employees bring emotion into the workplace. Machines do not.

 

So it is time we stop managing people like machines. Whether emotions are positive or negative, it is vital that individuals, and teams, understand them.

 

Managing someone who is feeling frustrated, excited, apprehensive, angry or proud needs to be very different depending on the situation, and the individuals involved.

 

Understanding emotions, feelings and moods is vital, especially as moods tend to be less intense, but more persistent, than emotions or feelings.

 

2. Connecting is more than collaborating

We have all been there. A manager tells us we need to work more collaboratively. Or poor results or profit levels get marked down due to a lack of communication between teams. Like an assembly line in manufacturing, which goes wrong if elements aren’t connecting and working in unison – people are the same.

 

Genuine human interaction goes beyond team meetings, and project updates. It includes empathy, humour, trust and most importantly, difficult conversations, to ensure that connections are deep, meaningful, open and honest.

 

Humans thrive on meaningful connections, especially in times of high pressure, and this take work – to ensure authentic and meaningful connections where everyone lives up to expectations and works well together.

 

3. Learning from mistakes together

No human is free from mistakes. Making “faux pas”.

 

Feeling uncomfortable in new or unfamiliar situations. All humans make mistakes, and having a culture where people work together, learn from each other and take the time to reflect, adapt and improve is crucial.

 

Organisations need psychological safety across teams and businesses, just like a machine needs oil. Often you can’t see the work the oil is doing, much like psychological safety, however you do know when it is not there or has run out.

 

People who fear mistakes, hide mistakes and don’t reflect openly about what could have been better, are all behaviours suggesting a lack of psychological safety.

 

When this happens, fear leads to a lack of ideas or innovation and learning ceases. No one benefits, least of all the profitability of the business.

 

4. Purpose, plans & progress

People get bored. People become despondent. People want to make a difference.

 

Any work which becomes repetitive, mundane or lacking in purpose or the ability of someone to add value or use their brain can begin to create stale, unproductive environments.

 

Work isn’t just about hitting targets. It is about the quality of the work. The speed of the work. The difference which is made to others because of the work.

 

People need to know their contribution matters and aligns with something much bigger than themselves.

 

Think about when you have realised that you have wasted some time, effort or resources. The emotions and disappointment can be palpable.

 

Because humans want to make a difference. It is part of our DNA.

 

5. Fairness, respect & a sense of belonging

Humans need to feel like they belong. People need to feel like they are treated equitably.

 

Explaining why can overcome most examples of when an unfairness is perceived. People want to be heard, seen and supported.

 

When organisations fail to meet this basic human need, then people’s trust and engagement begins to erode. Discretionary effort tends to dwindle and the psychological contract begins to erode.

 

Initially, organisations or managers may not be aware of the erosion of the psychological contract but in time it becomes apparent. Either through someone leaving an organisation, or through the reduced productivity, dedication and belief the people have.

 

What employees say about an organisation on a Friday night is linked to how they feel when they get up on a Monday morning.

 

Why does being human matter for organisations?

Because treating people like human beings isn’t just the right thing to do – it is the smart thing to do.

 

Humans are not machines. So we shouldn’t treat people as such. Organisations that embrace humanity in the workplace see measurable benefits including, but not limited to:

 

  • Higher retention: People don’t leave jobs, they leave poor managers, in fact 2 out of 3 people cite a poor manager as the reason they leave a job (People Management, 2022)
  • Increased engagement: Human-centred workplaces foster motivation and loyalty (HBR, 2018)
  • Better performance: When people feel safe, seen and supported, they do their best thinking and work together
  • Greater innovation: Creativity thrives where difference is welcomed, not suppressed, and people belong (Forbes, 2023)
  • Stronger culture: A human workplace builds resilience, adaptability and trust which are all essential in a changing world and required more than ever for success tomorrow (WEF, 2025)

 

How To Help People Be More Human at Work

If you want to create a workplace where people can be human and thrive, then here are a few tips to get you started:

 

1. Design for belonging

Organisations have often evolved into what they are today. Investing in an organisational design review, to understand how to maximise the current people, skills, resources and expertise can add significant value.

 

Designing organisations, to utilise current technology and digital advances, whilst ensuring companies are designed for belonging, is critical – so people can feel safe to be themselves – and not just superficially fit in.

 

2. Involve people in plans

Employees usually have the answers, especially those who are closest to customers. Giving people agency, where they can ask, query and suggest ideas is crucial to ensuring effective plans which can be delivered.

 

A leader may have an overarching purpose, or plan, but it should be down to employees to design the detail because co-creating solutions ensures that ownership is built and resilience is reduced.

 

Creating spaces for honest conversations, feedback, leading with vulnerability and the ability to set a tone where people can all be vulnerable, have all be shown to create high performing cultures.

 

Yes there are “non-negotiables”, but when explained why these should make sense, or at least be understood as involving people with plans, can drive innovation and further improvements.

 

3. Invest in human skills & development

Leaders need to be developed so that they are equipped with emotional intelligence, and have the skills to be able to listen effectively, but it is not just their role which needs investment.

 

Teams need to understand each other, and the quicker the better. Coaching, development and behavioural insights help people understand themselves and others.

 

Ensuring all employees understand what it is to be human, and how to help develop each other, through effective communication are all critical to developing the foundations of strong teams.

 

This investment is not just training, it is real experiential development which occurs at an individual level to benefit the collective.

 

Why is being human at work more important today?

A decade ago workplaces were much less complex. Organisations were following well trodden paths which competitors had forged for them.

 

Being human wasn’t always an advantage, because work was about effectiveness and efficiency, so machines often delivered this.

 

But today, especially with the advent of accessible AI for all, being human at work is becoming a competitive advantage – not a liability.

 

If organisations want innovation, loyalty and resilience they must nurture and harness the very thing which makes these possible – the human spirit. Because when we allow people to be human at work, we unlock the best of them, and our business becomes the best.

 

Three people, who happen to all be female, working with laptop, paper, post its and pens littering a modern office as three look interested in the discussion being had.

 

Are you ready to lead and design a more human workplace?

In a world of automation, the real opportunity lies in unlocking the power of people.

 

If you’re looking to build a culture where humans thrive, and you want to harness the power of your culture to ensure your business performs – the team at Think Organisation are here to help.

 

Sarah Clarke is a Chartered Director and Principal Business Psychologist who helps organisations design cultures where people feel connected, valued and inspired to perform at their best. Steph Durbin is a PCC-accredited Executive Coach who helps leaders lead with empathy, clarity and confidence – especially through complex change.

 

Together, they offer the insight, challenge and support you need to create a workplace where being human is your biggest advantage.

 

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Fair, unfair, culture

How To Make Your Work Culture Fair

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Life is unfair. Life is fair. What do you think? And more importantly, since we spend all our time at work do you think your organisation treats you fairly.

 

Fairness is more than a buzzword, it is the bedrock of trust in any organisation.

 

People need trust in order to work effectively together and yet, trust is often eroded when employees don’t feel listened to or are treated (in their perception) unfairly.

 

Many employees end their week feeling disheartened, telling friends and family, “It’s just not fair because X at work got to do Y”. So whether the example if about recognition, workload or event future opportunities, fairness or the lack of it shapes how people feel about their work.

 

What Does Being Fair Really Mean?

In an organisation there are numerous policies, processes and procedures put in place, to ensure people are treated fairly.

 

Fairness is about impartial and just treatment. Being fair is often not about treating everyone the same. Being fair is about treating everyone with the same level of respect, dignity and opportunity as their colleagues.

 

Fairness is also about a perception, which means whether people percieve something as fair might not be as simple as leaders would like.

 

The Reality Of Being Fair

Laura, a call manager at a local call centre, had been in an organisation for five years. She consistently exceeded her targets and mentored new staff when they started due to her expert knowledge and quality of service.

 

When a team leader role opened up, she applied, excited about the opportunity. However, the role went to someone newer, with much less experience. Jade wasn’t upset about not getting the job, but she felt is was unfair because she couldn’t understand why.

 

On paper she had all the requirements and wanted to ensure she would be successful next time, by working on whatever had let her down this time.

 

Over time, this perceived unfairness and lack of conversation led her to leave the organisation for new role. It was the lack of transparency that made her feel invisible, unvalued, and that there was an unfairness about the decision.

 

This story isn’t unique. It’s a reminder that fairness isn’t just about outcomes, it is about process.

 

It is also about the parameters, brief and expectations which are set ahead of work being completed.

 

Nicola was asked to present in a competition where she had the chance to win a £1000. As part of the brief she has been asked to present for 10 minutes, on the subject of leadership and to ensure people took something away at the end. By the end of the competition Nicola thought she had done well, but wasn’t sure she had won.

 

However, when the winner was announced – someone who went well over the allocated 10 minutes she felt the whole thing was very unfair. Especially as, if she was honest, another entrant, who in her mind should have won, stuck to the time limit and didn’t win either.

 

Nicola told her friends about this and within a couple of years the competition folded as people got to know it as being ‘unfair’.

 

Why Does Fairness Matter To People?

People who work in an organisation, which is perceived to treat people fairly have:

 

🧠 Higher morale, because being treated fairly makes people feel valued

🧠 Less inclination to leave, because they are happier

🧠 Higher levels of performance, because fair environments foster collaboration and innovation

 

What Can Leaders Do To Promote Fairness?

Ultimately is an organisations systems and processes are unfair it is the leaders role to change these to create a fair, inclusive and diverse workplace. All leaders, no matter what level need to promote fairness through:

 

🧠 Be transparent, share how decisions are made and the rationale behind decisions

 

🧠 Ensure rules and policies makes sense, and are applied consistently across team and departments, whilst ensuring flexibility to adapt to suit the values driving the culture

 

🧠 Be empathetic and compassionate to people, understanding individual needs and circumstances to ensure adaptations are made (in a consistent manner which supports everyone)

 

Fairness is about how things are done in your workplace culture. It is about treating people fairly, especially when no one is watching.

 

It is about everyday actions, not just policies and rules which in themselve can become unfair depending on the circumstance.

 

So what?

Fairness is about perception, experience and understanding the rational for decisions which are made. Especially when resources are scarce.

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Motivation and Culture

How Can Leaders Improve Motivation In Their Workplace Culture?

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The carrot versus the stick is a powerful analogy of the type of tools which many leaders still use when attempting to improve motivation.

 

What is the best way to motivate employees to behave, or deliver, certain aspects of their jobs. But does this really work and which is better – the carrot? the stick? or neither because there is a better way of motivating people . . . ?

 

The Psychology of Motivation

The carrot-and-stick approach is based on behavioural psychology developed by B.F. Skinner (Skinner, 1953) and I. Pavlov (Pavlov, 1903) which focused on conditioning, rewards and punishments, which many of us will remember from school – think the of the Pavlov dogs working to gain treat or avoid punishment, or the rats in the maze gaining food when successful.

 

However, in recent years the complexity of motivation, humans and the environments people work in has led to these theories being seen as outdated, limited and even-counterproductive – especially in the work environment.

 

Think about it – how many times has someone been disciplined at work, or faced a disciplinary process, and come out the other side positively behaving in the way which was desired? In our experience, less than 0.01%. Research says the same (Rollinson et al., 1997).

 

How Punishment or Avoidance Motivation Can Be Detrimental

The threat of the ‘stick’ can lead to employees undertaking behaviours which may have unintended consequences.

 

For example, people who are avoiding something bad (e.g. a reprimand, job loss or failure) can often go to extremes to avoid this. Many sickness absences, which also costs businesses resources, time and productivity can be linked to avoidance. In fact, the threat of a stick at work can create fear, stress and at times the desired compliance.

 

However, the costs of the compliance needs to be understood. For example, in workplaces the threat of the stick may lead to box-ticking, withholding information, burnout and pushing any resistance underground. Over time it can also reduce psychological safety and intrinsic motivation.

 

In short, whilst using a stick can deliver short-term compliance it may, in turn, reduce commitment. So it needs to be used consistently, fairly, transparently and sparingly.

 

How Positive Reward Motivation Can Actually Reduce Motivation

On the flipside, the promise of something positive, a reward or a bonus can extrinsically motivate employees to behave in the desired way, or deliver the desired task.

 

However, whether it is praise, recognition or other rewards this only works for simple, clear tasks and has a finite shelf life.

 

The type of positive reward, or carrot offered, also needs to suit the individual.

 

However, for some tasks (such as creativity, innovation or leadership) positive rewards and reinforcement can actually reduce motivation as people become more focused on justifying their actions, focusing on the reward, they stop valuing the skill, behaviour or task itself.

 

Again this can lead to box-ticking, burnout and over focus with other positive behaviours going underground.

 

Why Leaders Need Psychology To Utilise The Right Tool

The reason these basic theories and tools don’t work is because:

 

  • They assume that people are passive, that they need controlling, but this is most not the case
  • They create short-term, surface compliance but not long-term change as the behaviour disappears once pressure is removed
  • Creativity, collaboration and risk-taking can be stifled due to the pressure to “play it safe” to gain rewards or avoid punishments.
  • They make learning from mistakes more unlikely, as this is something which needs to be promoted, championed and role modelled, which is difficult in a reward vs punishment culture

 

So What Can Psychology Teach Us About Motivation?

The first is that there is no one-size fits all. And that every tool, technique or option selected will have short-term, long-term, intended versus unintended consequences.

 

What actually motivates people at work is extremely complicated.

 

Sometimes having a good night’s sleep can increase motivation, whereas for others it could be working with people or having space to work alone. But to provide an alternative to the carrot and stick it is vital leaders focus on the intrinsic drivers people have. Reward versus punishment is extrinsic. In contrast, intrinsic motivations are driven from within us.

 

These include, but are not limited too:

 

1. Purpose

People are driven by what really matters to them, and/or others. Think of children. When they have a purpose and know what they are doing matters then they are motivated to keep doing what they are doing. The same is true in the workplace.

 

Simon Sinek famously outlined the importance of purpose, and finding your why, at an organisation level (Sinek, 2009). More recently, his book ‘Finding Your Why’ focuses on individual purpose which can be helpful for some individuals. Yet be warned, handing out this book to your team is NOT the answer. For many, this can be too much too soon. Instead, focus on the individuals, use coaching and active listening to really understand them.

 

Purpose should not be forced or coerced, it is about self-reflection and self-awareness but as a skilled leader your job is to uncover this for your people – reaching them on their level (not yours).

 

2. Autonomy

There is a myth going around that people hate change.

 

This is not true. In reality, people love change e.g. new hairstyles, new houses, different place for holidays, new clothes but they like change when they choose it.

 

When change is forced on someone they tend to resist. This is why autonomy is so crucial in motivating people at work.

 

Allowing people to have a say in what they are doing, how they are doing it and allowing them to use their own mind and thoughts to solve problems, is critical to ensure buy-in, commitment and motivation at an intrinsic level.

 

Leaders have a role in providing guardrails to ensure employees have a plan (direction & purpose), and that they are in control of their own destiny, with the tools and resources to be successful.

 

3. Mastery

People always like to improve.

 

Think about how competitive people are, especially children. Many of us, to differing degrees, have a competitive streak. It is that sense of improvement, getting better, developing, learning more or growing which helps ensure we keep doing what we are doing, and improving.

 

Individuals who get stuck in jobs where there is no room to improve, where suggestions no matter how good they are, are rejected and where status-quo is everything, can be extremely detrimental to our health and well-being.

 

People are motivated by seeing, feeling, hearing and getting external feedback on how they are improving and growing. This keeps us motivated. How often have you moved jobs or companies because you felt you were stuck? Or going nowhere?

 

4. Belonging

People need to belong.

 

It is an innate need for all humans built from our primal survival instincts. Because humans who didn’t work with others, or belong to a group, did not survive.

 

This need to belong may vary, and can be met through friendships, work or other activities but feeling like you don’t belong, can quickly demotivate people in the workplace. Every leader has a responsibility to ensure that all employees see, think and feel that they are part of something.

 

It is fundamental to ensuring people are deeply motivated at work. Motivation also fosters collaboration, innovation and improves people’s health and wellbeing. Diversity has been shown to add value to organisations, but only when people feel included and that they really belong.

 

5. Trust

Trust is a fundamental element which all leaders need to cultivate with their employees, teams, peers and organisations.

 

Delivering 1-4 helps with this but ultimately if leaders can’t be trusted then motivation will dissipate.

 

Trust is discussed in another article we recently published, however, motivation is all about connection, purpose and trust.

 

How often have you been let down at work? Or someone has promised they will deliver and this hasn’t happened?

 

Creating trust is multifaceted as people need to be capable, willing, able, consistent as well as really care about each other to build and maintain trust.

 

What Next?

Forget the carrots. Ditch the stick. At Think Organisation we help leaders create cultures people want to be part of – not ones they fear or tolerate because they have no choice.

 

We help everyone in your organisation think differently, so contact us today to know more. If you are ready to move beyond compliance and gain real commitment from your employees then reach out to us today.

Motivation post it notes. Intrinsic or extrinsic.

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Executive coaching

How To Ensure You Have a Credible Coach

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In an era where leadership is defined by agility, resilience, and strategic foresight, executive coaching has become an essential lever for transformation. Not just at a personal level, but at an organisational level. Investing in a coach is an important investment, however, how do you know you have picked the right coach for you and your organisation?

 

Yet not all coaches are created equal.

While anyone can call themselves a “coach,” the difference between an impactful executive partnership and a costly misstep, often comes down to one crucial factor: credibility.

 

So, how do you know if a coach is credible?

Many successful business leaders, who may have sold their businesses, are claiming to be expert executive coaches, with no training whatsoever. Lived experience is really important if you are a mentor, but not necessarily as a coach.

Mentoring is the act or process of helping and giving advice to a less experienced person, especially in a job or at school.

Today’s leaders can’t afford to gamble on advice disguised as coaching or well-meaning conversations. Especially not when they are paying for the privilege.

 

Coaches can often reinforce dependency when they are untrained. Instead, it is vital that anyone investing in coaching, for themselves or their business, must seek out qualified, experienced, and accredited coaches (particularly those certified by the International Coaching Federation (ICF) who, in our opinion and based on extensive research, bring not only gravitas but rigorous ethical standards, a scientific psychological foundation, and a commitment to ongoing personal development.

 

Mentoring is not coaching.

The ICF defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential” and sets the global benchmark for coaching professionalism.

 

Coaches who are accredited by the ICF, such as at ACC, PCC, or MCC levels, have undergone a comprehensive training program, demonstrated real-world coaching hours, and passed stringent assessments and examination. As a result, and most importantly, they commit to a code of ethics and core competencies that ensure coaching is safe, structured, and results-oriented.

 

This matters because the stakes at the executive level are high. When a CEO or C-suite leader receives poor coaching, often based on anecdotal experience rather than proven methodology, it doesn’t just affect them. It ripples through the business: decision-making slows, confidence erodes and leadership capacity diminishes.

 

“Telling reinforces dependency; coaching develops capability.”
Paul Walker, CEO

 

More Than Experience: The Discipline Of An Executive Coach

It is important to understand that there is a growing trend of individuals calling themselves “coaches”, often based on business or role success alone. But the ability to grow a business, or be successful in a board role, doesn’t automatically translate to the ability to coach others to do the same. In fact, the most effective coaches know how to withhold advice, ask powerful questions, and challenge constructively, techniques learned through formal training, supervision, and deep personal reflection.

 

Often executive coaches coach you through things you don’t want to hear, help you see what you struggle to see and empower you to unlock your potential and maximise growth.

 

True executive coaching is a disciplined, high-impact process. It blends behavioral science, adult learning theory, and organisational psychology – to support leaders in driving change. Qualified coaches bring these tools to bear with intention and expertise – enabling transformation that sticks.

 

Reflective Practice and Supervision Are Non-Negotiable

Experienced executive coaches invest in supervision, which is the structured reflective practice with another qualified professional. Supervision sessions examine their work, manage bias and continuously sharpen a coach’s effectiveness. Supervision isn’t optional. It is a sign of a coach’s commitment to their clients’ success and their own development.

 

Without reflective practice, coaches risk projecting their own beliefs, missing critical dynamics or creating dependency rather than empowerment. With supervision, they model the kind of self-awareness and accountability they expect from their clients. It ensures client are getting the best coaching in return for their investment.

 

For leaders, working with a coach who is committed to supervision and CPD (continuing professional development) means entering into a partnership rooted in rigor, ethics, and excellence – not ego or improvisation.

 

A Coach Builds Capability, Not Dependence

One of the hallmarks of skilled executive coaching is that it develops leadership capability, not reliance. The goal isn’t for a coach to stay with a leader indefinitely, nor to become an advisor. It’s to build the executive’s ability to think more strategically, act more decisively, and lead more authentically – long after the engagement ends.

 

Accredited coaches are trained to contract clearly, define measurable outcomes, and structure engagements to ensure sustainability. They uphold the belief that real coaching success is when the client no longer needs them.

 

If you are worried you are not getting value from your coach, or that a coach may not have the credentials they claim, then reach out to us and have a free 30-minute consultation. Afterall, when organisations select ICF-accredited coaches, such as our Co-Founder Steph, who are actively learning and being supervised, they’re not just investing in a leader, they’re investing in the future health and success of their organisation.

 

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Threads of Trust

How To Create Trust: The Invisible Thread of Successful Cultures

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There is one thing that has remained constant over the 25+ years Sarah Clarke and Steph Durbin, our Co-Founders, having worked across 35+ industries: culture is the bedrock of success. Culture is built on trust.

While strategy, plans and performance targets are all vital, organisations ultimately succeed or fail based on how things are done around here. The unwritten norms, the everyday behaviours and the energy of the workplace, ultimately at the very core of all of that lies something less tangible but far more powerful: trust.

What Do We Mean by ‘Organisational Culture’?

Organisational culture is more than a mission statement or company sayings. It is the shared values, beliefs and behaviours that shape how work gets done.

Culture is felt in:

  • How decisions are made
  • How people communicate
  • How leaders lead
  • How employees interact with one another

And beneath all of this? Trust. At the heart of a healthy culture and a thriving organisation lies trust – without it, no matter how good they are, even the best strategies crumble.

What Is Trust & Why Does It Matter?

Trust is the firm belief in the reliability, truth, ability or integrity of someone or something.

Trust is context-dependent and built over time. Trust is influenced by our thoughts, feelings, experiences and relationships. In the workplace, trust can take many forms:

  • Interpersonal Trust: Confidence that others will act fairly, honestly and with goodwill.
  • Organisational Trust: Belief in the intentions and ethics of leadership and the wider business.
  • Technological Trust: Confidence in the accuracy and reliability of systems and data.

In a recent client meeting, most of the discussion focused on whether the data was accurate (and not on what the data was telling them). This is a clear sign of eroded trust. When trust in information or technology breaks down, it stalls progress and clouds decision-making.

So, how can we build and maintain trust across organisations?

Ken Blanchard’s ABCD of Trust

In his book Trust Works! (2013), Ken Blanchard outlines four key elements of trust, using a simple but powerful framework: ABCD. While it simplifies a complex concept, it provides a helpful lens for reflection and action:

  1. Able – Do you have the competence and skills to deliver?
  2. Believable – Are you honest, with a strong sense of ethics and integrity?
  3. Connected (Caring) – Do you show concern for others? Do people feel you have their interests at heart?
  4. Dependable – Do you follow through on promises and stay consistent?

Let’s break this down a bit further, and if you need more information we recommend purchasing this book.

Are You Able to Be Trusted?

Trust starts with ability. You need to demonstrate the competence to deliver on your promises. Whether you’re a senior leader setting strategic direction or a team member committing to a deadline, credibility comes from capability.

When people fail to deliver, especially repeatedly, trust is reduced. But mistakes happen. The key is how we respond: are we accountable, transparent, and proactive in recovery? Do we keep people up to date and communicate what is happening, which leads to the next element.

Are You Honest and Open?

Integrity is non-negotiable. When people act dishonestly or prioritise personal gain over the team or organisation, trust erodes rapidly. Openness, transparency and moral consistency create safe and high-functioning environments.

There are elements to consider. For example, are your teams confident that others have their backs? Or are they second-guessing motives and questioning transparency? Regularly measuring perceived integrity across teams can shine a light on hidden issues that undermine trust. Understanding levels of psychological safety can also help.

Do People Know You Care?

Trust grows when people feel seen, heard and valued. Leaders who genuinely care about their teams (and show it through actions, not just words) will create psychological safety.

That sense of connection builds the kind of loyalty and mutual respect that fuels high-performing teams.

Are You Dependable?

Consistency is often underrated. In reality, the simple act of doing what you say you’ll do, time and again, builds a strong foundation for trust.

Being dependable shows people they can rely on you, especially when things get tough. Again communication can be key, being dependable is about keeping people up to date and in the loop.

Culture Doesn’t Exist Without Trust

In every organisation we’ve worked with, trust has been the critical, non-negotiable ingredient for cultural health. The moment trust doesn’t exist, or dwindles, or is questioned there are different directions which cultures can go.

Because trust influences how people behave, what they believe is possible, and influences whether they bring their best selves to work. Many clients have invested heavily in employee engagement surveys and measures, however when they fail to deliver improvements this can erode trust. Because the organisation is seen as not dependable.

As leaders and teams, if we want to build resilient, adaptive and high-performing cultures, we must ask ourselves regularly:

  1. Are we truly able to be trusted?
  2. Are we acting with integrity?
  3. Are we showing we care?
  4. Are we consistent and dependable?

These questions can be asked at an individual, team or organisational level. For example, if a board isn’t able to be trusted, or doesn’t act with integrity this quickly undermines trust in the board and organisation as a whole.

The answers to these questions will tell you everything you need to know about the strength of trust, and culture, in your team or organisation. Especially, when the answers are gleaned from multiple sources by experienced, competent, open and honest experts who consistently deliver improved cultures and do what they do because they care about creating workplaces where everyone can thrive.

Trust

More about Culture

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Lots of wooden people having conversations.

The Hidden Cost of Silence: Leading Through Conversations

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Leadership isn’t always about vision boards, strategy decks, and celebrating success. It is about conversations.

 

Day-to-day, leadership is often about uncomfortable truths, direct feedback, and navigating tough conversations. Yet, how often do leaders or managers get trained in these skills?

 

For years, and often across organisations, big and small, far too many leaders are side-stepping the conversations that would help their teams thrive. With the increased challenges facing businesses today, suddenly the pressure is mounting, often resulting in a more pressing need to have difficult conversations – but where do you start?

 

Difficult Conversations: The Cost of Not Being Direct

A senior manager in a financial services firm repeatedly avoided addressing a team leader’s passive-aggressive behaviour in meetings. Instead, she reassured herself that “it’ll settle down.” Over time, others in the team stopped contributing. The team’s engagement scores plummeted, and two high performers left within six months. At the point the client contacted us, they were at risk of losing a third high-performer and sales were at an all-time low.

 

This is surprisingly frequent. When leaders shy away from honest conversations, avoiding giving direct and clear feedback, poor behaviours go continually unchallenged. This sends a loud, unspoken message to all employees.

 

That this is acceptable here.

 

Then, over time, this behaviour can spread. Because, once unchecked, others will copy it and also ‘get away’ with it. After all, if poor behaviour is tolerated, what incentive is there for others to maintain high standards?

 

Vague Expectations: Mixed Results & Team Frustrations

A tech scale-up promoted a brilliant developer to team lead but didn’t define what leadership looked like in practice. They were asked to ‘just keep doing what you’re doing, but keep an eye on the others. Months later, performance across the team had slipped, and the new team lead was overwhelmed and demoralised. The newly promoted team leader felt like a failure, and both their and others’ work standards had slipped.

 

Many leaders assume their team members “just get it” when it comes to what’s expected. This can be related to tasks, projects or leading others. However, unless expectations are clear, aligned and discussed regularly, they can quickly become a source of confusion, tension, and inconsistency.

 

One side gets frustrated, leading to the other side getting frustrated. Which then circles around as expectations are missed. Increasing frustration, reducing well-being.

 

Unchecked Under-Performance Quietly Drains Team Energy

In an NHS Trust, one team had a consistently underperforming project officer. The team leader, reluctant to “rock the boat,” picked up the slack themselves. They also spread it over others.

 

But over time, resentment grew, from both the team leader and the rest of the project team. Others began reducing their effort, feeling the imbalance, and voicing their frustrations to each other. But although the leader was aware, they didn’t voice it openly. Eventually, the team’s delivery suffered and patient feedback dipped noticeably. Which led to us being called in to help the trust.

 

When underperformance goes unaddressed, it sends the message that effort doesn’t matter.

 

This demoralises high performers and breeds disengagement.

 

The impact is rarely confined to the individual. It spreads. It grows. It manifests in other areas, with other teams. And when there are times of high pressure or challenge, it can erupt and become even more serious.

 

So what can you do to help resolve these challenges?

1. Reset. Restart. Review.

Depending on how far frustrations have gone, it is important to have a reset of expectations. Explaining the challenges and the vision for what is needed, whilst asking for input from others.

 

This is best done in collaboration and in a planned and restructured way. It is important to review progress. Suddenly changing expectations overnight can cause confusion, so this is an important step in starting to role model being direct, clear and consistent.

 

2. Select Structured Frameworks To Suit

Using frameworks can add value and help consistency across your organisation or team. It is important to pick frameworks which suit your needs, such as the SBI (Situation-Behaviour-Impact) model. This helps conversations stay focused and objective.

 

It can help people practice short, direct and kind conversations that invite reflection and improvement, not shame.

 

3. Make Expectations Visible

Ensuring expectations are visible to all is critical. Role profiles can help provide this as an overview. But ensuring role profiles include behaviour expectations, not just task outputs, is critical.

 

There also needs to be regular reviews, with role profiles written and aligned across organisations and teams to ensure aligned efforts. Expectations need to be visible to all, not just in terms of what needs to be done but also in terms of how things need to be done.

 

4. Have Conversations Early

Don’t wait for issues to grow and get worse. Speak early and take action early. Managing performance does not need to be a formal process if it is tackled early.

 

Using a coaching style, supporting and directing, helps ensure people feel safe. Ensuring time is given for improvements, with clear expectations and people are set up for success, is key. However, timelines need to be followed through. Acting early is critical, but goals for improvement need to be achievable too, along with expectations for delivering them, monitoring and next steps if goals aren’t being met.

 

5. Share Ownership

It shouldn’t just be down to leaders to communicate and set expectations. The best cultures become self-regulating cultures where team members hold each other to account, supporting each other to improve.

 

Leaders who role model fairness, consistency and honesty help empower others to do the same. With written expectations then people know what to expect, and can help support others to meet expectations in terms of how and what they deliver.

 

Conclusion – one brave conversation at a time

The best leaders are not the ones who avoid conflict, or highly liked by everyone. They are the leaders who build the confidence and capability to face conflict, to work through it and use it to improve and deliver success. All in the service of something better.

 

If you’re leading a team, remember: avoiding the awkward conversation today creates a bigger, messier problem tomorrow.

 

High-performing cultures don’t happen by chance. They’re built one brave conversation at a time.

To learn more, please reach out – sam@cortex.clyq.co.uk.

 

 

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Image showing seats with the words is that fair or unfair?

How To Create & Embed A Culture of Fairness

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All organisations need to ensure consistency, transparency and fairness in all that they do. This is a fundamental principle which underpins years of research and practical application.

 

Many organisations come unstuck when things are inconsistent, hidden or secret, not transparent, and unfair. So how can leaders embed a culture of fairness in their organisations?

 

Fairness is the principle of treating people equitably, consistently and with respect. In business, fairness ensures that decisions, opportunities, and resources are allocated without bias or favouritism. Everyone knows what they need to do to succeed and progress, and people feel valued, heard and supported because of this.

 

In the workplace, fairness means:

 

  • Equal Opportunities: ensuring all employees, and potential employees, have access to the same chances for growth, development and progression

 

  • Transparency: making decisions openly, and based on clear, objective criteria creating trust, and confidential decisions are made in a fair and consistent way

 

  • Consistency: applying rules, policies and procedures uniformly across all levels of the organisation in a way which helps ensure work is completed effectively and efficiently

 

  • Impartiality: bias is reduced as far as reasonably practicable, with personal preferences (or favouritism) not influencing decision-making

 

  • Respect: acknowledging that respect looks different for different people and cultures, accepting their diverse perspectives, and treating everyone with dignity and as they need to be treated, regardless of background or position

 

It is important to remember that fairness is not about treating everyone the same, but about ensuring every individual is given the support, resources and opportunities they need to survive and aligned with the organisational culture.

 

One of the main challenges with fairness is that it involves people’s perceptions. How people experience and interpret fairness in organisations is based on their own personal viewpoints, expectations and past experiences. Employees may objectively be treated fairly, but that does not necessarily mean they will feel they are being treated fairly. This is why transparency and consistency are fundamental in creating a culture of fairness across organisations.

 

To create and sustain a culture of fairness in your organisation it must form part of your organisation’s strategic approach to leadership and direction. Ensuring continuous improvement is vital as there is always room to learn and improve when it comes to ensuring perceived, and objective, fairness in organisations.

 

Below are 5 key steps to help embed fairness into your team or workplace culture effectively.

 

1. Define Fairness for Your Organisation

Fairness can mean different things to different people, in different countries and in different workplaces. It is essential to define what fairness looks like in your organisation, which includes involving employees in the discussions to be able to:

 

  • Clearly articulate organisational values, which prioritise fairness, transparency, consistency and inclusion
  • Ensure fairness is embedded across policies, procedures, and decision-making processes, as well as daily interactions
  • Regular communication, and role-model what expectations look like at all levels, so everyone understands what fairness looks like in practice

 

2. Role-Model Fairness & Lead By Example

Saying fairness is important, and asking others to behave fairly, but not doing it yourself as a leader, is the quickest way to destroy fairness in your workplace culture. Leadership and management play a pivotal role in setting the tone for workplace culture so it is crucial that:

 

  • All leaders and managers, including the board of directors, demonstrate fairness in their decision-making and interactions
  • Leaders and managers are held accountable through performance metrics that are fair, transparent, consistent and promote inclusion
  • Managers and leaders, as well as employees, are trained in inclusive practices, unconscious bias awareness and how to make fair and effective decisions in the workplace aligned with values and behaviours

 

3. Implement Fair & Transparent Policies

Policies, procedures, rules and regulations help govern how people behave, operate and get work done in organisations. It is vital that these are built in a fair, transparent and consistent way. Things to consider include:

 

  • Recruitment and promotion should be based on merit, and competencies, rather than personal biases or favouritism
  • Remuneration, pay and benefits need to be equitable and regularly aligned to ensure no disparities
  • Grievances and disciplinary procedures need to be clear, and applied consistently and there needs to be safe channels by which employees can raise concerns

 

4. Foster Open Communication & Empower Employee Voice

Employees need to feel confident their voices are heard, and their concerns are addressed fairly and without recourse. This can include things like:

 

  • Encourage regular employee feedback mechanisms such as surveys, town-halls, and some anonymous reporting systems including whistle-blowing processes
  • Foster an open-door policy where employees can raise concerns or issues without any fear of retaliation
  • Welcome constructive challenge, where employees are encouraged to contribute ideas for improvement

 

5. Monitor, Measure & Continuously Improve Fairness Perceptions

Fairness is an ongoing commitment, and not a one-off initiative. It is important to regularly assess and refine practices across your organisation, this can be done by:

 

  • Tracking key metrics such as employee engagement, promotion rates, payroll equity data, etc.
  • Reviewing case studies and real-life examples of fairness in action
  • Seeking external benchmarking and best practices to stay aligned with latest industry standards
  • Acting on feedback and evolving policies and ways of working to reflect changes in employee expectations

 

By creating, maintaining and embedding a culture of fairness leaders foster trust and engagement across their organisation. This is proven to improve productivity, and taking a proactive approach ensures accountability with fairness embedded into everyday practices.

 

Creating a culture which is fair, where everyone feels respected and empowered to succeed is fundamental to creating successful organisations.

 

For a review of how fair your workplace culture is currently, please reach out for a free 30-minute consultation.

 

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Cost Culture

How To Protect Culture during Cost Reduction

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Cost reduction is an inevitable reality for many businesses, yet the statistics are sobering.

 

Less than half (43%) of organisations achieve their intended savings in the first year (HBR, 2022), and only 11% sustain these reductions over a three-year period (FT, 2021). While cutting costs may be a necessary strategy for financial stability, how a company navigates this process speaks volumes about its organisational culture.

 

Reducing expenditure often involves restructuring, streamlining operations, and, in many cases, reducing headcount. These actions (especially when not managed effectively) can erode trust, diminish engagement, and create an atmosphere of uncertainty that ultimately weakens the business.

 

A strong organisational culture needs to be built on transparency, fairness, consistency and engagement so managing culture through times of reduction ensures an organisation’s culture does not become collateral damage in the pursuit of financial targets.

 

Strategies to Safeguard Culture During Cost Reduction

 

Lead with Transparency

Employees appreciate honesty. Clearly communicate the reasons behind cost-cutting measures, the decision-making process, and how these changes align with the organisation’s long-term vision. Keeping people informed reduces speculation and fear, fostering a sense of control amid uncertainty.

 

Prioritise People-Centred Leadership

Leaders need to show empathy, actively listen, and provide support focused on varying individual needs. Even when difficult decisions must be made, ensuring employees feel valued and respected makes all the difference. Compassionate leadership maintains morale and protects the integrity of workplace relationships.

 

Preserve Core Values

Culture is more than words on a corporate website – it is reflected in daily behaviours and decisions. Any cost-cutting initiative should align with the organisation’s core values. If collaboration, respect, or innovation are central to company identity, these principles must remain at the forefront of any changes.

 

Invest in Remaining Employees

Downsizing often results in increased workloads for those who stay. Providing development opportunities, new ways of working, health support, and clear career pathways ensures remaining employees feel engaged rather than burdened. A resilient culture relies on people who feel motivated, not overwhelmed.

 

Ensure Fair and Inclusive Decision-Making

Cost-cutting measures can disproportionately impact certain groups if not handled equitably. Inclusive decision-making means considering diverse perspectives and mitigating biases which helps maintain fairness and prevents potential long-term cultural damage.

 

Monitor and Adapt

Culture is dynamic. It is built over time however following significant change, businesses need to understand and assess employee sentiment following times of change. This can be done through surveys, feedback sessions, and engagement metrics (e.g. Employee Net Promoter Score). Regular check-ins allow organisations to address concerns and recalibrate strategies to maintain a healthy workplace culture.

 

To Summarise

Cost reduction is not just a financial exercise. It is a leadership challenge that tests the strength of an organisation’s culture as how the process is handled feeds into the culture of tomorrow.

 

Businesses that successfully navigate these periods do so by balancing financial pragmatism with a deep commitment to their people.

 

Those that prioritise transparency, fairness, consistency and communication will not only survive cost reductions but emerge stronger, with a workforce that remains committed and motivated for the future.

 

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Diversity with a red cross over the diversity.

Leaders Need to Focus on Belonging Not DEI

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Imagine a time in the future when everyone is included and has a real sense of belonging, no matter their race, colour, background, gender, socio-economic status, neuro-needs, or lifestyle preferences.

 

Where everyone feels like they belong. Belonging is the feeling of security we get when there is a sense of acceptance for individuals.

 

Imagine if there is no need for “women in the workplace” forums, specialist DEI teams, or targeted inclusion initiatives and quotas because everyone is included. A time in the future when everyone belongs.

 

There is acceptance, inclusion and identity for all groups and all people. People work together to create inclusive environments where everyone brings their own unique talent to benefit everyone – helping and supporting each other.

 

With the media frenzy over DEI currently led by Donald Trump, can this ever really be a reality?

 

Yes. Of course it can. It’s a choice.

 

The Power of Belonging

Think Organisation has long stood apart from delivering specific DEI initiatives, despite partnering with many amazing DEI-focused organisations, because we are about culture.

 

We are about the way things get done, not about promoting the voice of one group or segment. In our opinion and experience, all organisation’s need inclusive cultures to prosper and grow – and in some cases, just survive.

 

Belonging is a fundamental human need.

 

Extensive research has shown that when people feel included and valued, they are more motivated, committed, and productive. A culture of belonging fosters stronger relationships, reduces stress, and enhances collaboration.

 

When employees believe they are truly part of the organisation, they contribute more freely and take ownership of their work. However, this needs to be authentic.

 

Working at a big corporate, with a white male-dominated C-suite team, I remember attending an International Women’s Day celebration event twenty years ago. When I looked around, 99% of the people in that room were women – just as 99% of people in racial equality groups are from the global majority or other similar groups promoting ‘minority’ voices. It was at this point, I knew culture was the answer. Being able to listen to each other (and truly hear what people say) is what brings about real diversity, equity, and inclusion. So when did it all go wrong? And how can psychology help us move forward?

 

What is Psychological Safety?

No matter what your thoughts on recent announcements in the press, especially in the USA, we want to be clear. Our mission is to ensure people feel included where they work and live, and that every human has the right to be safe. In many cases, this is exactly what DEI initiatives were set up to change – historic, legacy assumptions and power imbalances that need to shift.

 

But the focus seems to have been lost.

 

When diversity (bringing variety into the workplace) became a focus, humans immediately centred on the extrinsic – visible artefacts of being diverse.

 

Do you remember the Not Every Disability is Visible campaign?

 

Diversity isn’t just about visible variety (e.g. skin colour or gender); it is about things we can’t see (e.g. neurodiversity or diversity of experience). And as many organisations found, simply creating what looked like a diverse board often did not lead to improved behaviours and performance. In fact, often conflict grew, and employee tenure reduced.

 

Psychological safety, a term popularised by Harvard professor Amy Edmondson, refers to an environment where individuals feel safe to speak up, take risks, and express their thoughts without fear of embarrassment or retaliation.

 

In workplaces with high psychological safety, people are more likely to share ideas, admit mistakes, and challenge the status quo – critical components of innovation and continuous improvement.

 

In contrast, a lack of psychological safety leads to silence, disengagement, and a fear-driven culture. When employees worry about being judged or penalised for their contributions, they withhold valuable insights, leading to stagnation and missed opportunities. This is extremely common when people are marginalise, not represented or have limited role models.

 

The future of work depends on innovation. Modern workplaces thrive on creativity, problem-solving and cultures where people can experiment, work together and share unconventional ideas. Organisations which foster a culture of open communication and risk-taking will be in a better positioned to adapt and innovate.

 

 

Diverse Perspectives Lead To Better Decision-Making

A singular viewpoint often lacks the depth, understanding and richness that multiple viewpoints can provide. But for voices to be heard, a culture of belonging is critical. Because this ensures diverse voices, multiple perspective and broad ranges of experiences are heard and understood.

 

Diverse boards lead to higher profits (Corporate Governance Institute, 2021) so in this fragile, uncertain world what can leaders do to create a culture of belonging across their teams?

 

  1. Encourage Open Dialogue: Foster a culture where employees feel comfortable expressing concerns and ideas without fear of retribution.
  2. Role-model Vulnerability: Leaders need to go their first in terms of the behaviours they expect from their teams, so being able to admit mistakes and seek feedback helps create psychological safety and set the tone across their teams.
  3. Recognise, Address & Embrace Biases: Whilst awareness training can often be the first step to help mitigate unconscious biases, this is not all that is required. Every human has biases, this helps us think effectively in many situations, but they can be detrimental to inclusion and belonging. Being able to ask questions, listen, listen, listen and seek to understand is crucial to embracing our own biases and idiosyncrasies’ so we can help everyone belong.
  4. Celebrate Contributions & Set Up Success: Leaders who set their teams up for success, with resources, support and direction grow psychologically safe cultures. Celebrating the success of individual contributions, appreciating employees for their own unique skills and perspectives promotes a safe culture where people feel like they belong.
  5. Create Safe Feedback & Performance Conversations: Leaders often avoid difficult conversations, because it is not something most people enjoy. However, leaders who are open to giving and receiving feedback, and step into difficult conversations in a professional, engaging and in open way create psychologically safe cultures.

 

DEI is Belonging

Despite the negative press, organisations jumping on the bandwagons of diversity in the last few days need to be mindful that the future of work is not just about technology, automation, or efficiency – it is about people.

 

People are the heart and mind’s of organisations. Employees behaviours, ways of working and approaches are what make organisations successful. This is what diversity and inclusion is about – creating workplaces where everyone is represented, included and feels psychologically safe.

 

By embedding these principles into workplace culture, businesses will not only thrive but also create environments where every individual can reach their full potential.

 

 

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Reflection and resilience image, understanding another point of view

Reflection: Psychology of Learning Proven To Improve Training ROI

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Have you ever been forced to attend a training course you felt was a complete waste of time? Or worked with someone who simply wouldn’t listen? Have you ever reflected on something? Deliberately? So that in hindsight, if you’d been the one who could have listened more, the situation may have become crystal clear sooner? Learning the power of reflection can help with all these challenges.

 

As we face a new year, budgets are being slashed, recruitment strategies are in turmoil, and business leaders are grappling with mounting pressures.

 

With all these demands, it’s no surprise that workplace behaviour standards can start to decline. So, what can leaders do to make a difference? How often have you invested in training only to see no change in behaviours in the workplace?

 

Workplace training and development is at an all-time low. Last autumn, the Government announced plans to prioritise improving skills across the UK workforce. But how much training or development have you completed in the past month? More importantly, has it led to a change in your behaviour?

 

On average, only 28% of employees have participated in any training or development within the last three months. For those who are self-employed or work solo, this figure drops to just 13%1. In this challenging landscape, the power of reflection and fostering a culture of self-directed learning becomes even more vital. Here’s how understanding the psychology of learning can benefit you, your team, and your organisation.

 

Reflection involves absorbing information, asking deep and probing questions, and challenging your understanding of situations or events.

 

Cultivating a reflective mindset opens the door to learning, greater understanding, and seeing things from new perspectives. While reflection can feel uncomfortable at times, like any skill or competency, practice makes it easier – until it becomes a habit and second nature. When it does, considering how to improve, gain knowledge, or grow becomes an instinctive part of who you are.

 

The following model, designed by Michael Carroll (2010), outlines a simplified process of the stages people typically go through when reflecting. In reality, reflection isn’t always linear. Often people jump between stages or revisit earlier steps as their understanding evolves.

 

Reflection Steps designed by Micheal Carroll (2010). The Six steps include situation, behaviours, thoughts and emotions and information summaries on each of the six steps of reflection.

 

Think of an iceberg.

 

At first glance, you see the part above the waterline, and when we’re younger, we often assume that’s all there is. But through education, experience, and the knowledge we absorb, we come to realise that the bulk of the iceberg lies hidden beneath the surface. This concept underpins a model designed by Michael Carroll2.

 

Level 1: Zero Reflection

At this level, an individual is not open to feedback and often exhibits black-and-white thinking. There is a tendency to blame others, with no resources or energy devoted to reflection.

 

This stage frequently appears at the start of a coaching journey when issues that seem irrelevant (hidden beneath the iceberg’s surface) are neither acknowledged nor discussed. At this point, individuals focus entirely on others, without any introspection.

 

Level 2: Empathetic Reflection

Here, a person begins to establish an emotional connection with the situation or another individual. While they may feel empathy or understanding, there’s s no link to their own actions or behaviours. Instead, they remain detached, observing from the sidelines and often attributing blame externally.

 

Whilst, they may recognise other perspectives or alternatives they remain firmly in their own position. For a coach, this stage involves understanding the coachee’s situation without yet forming a deep connection to the events, experiences, or emotions involved.

 

Time plays a significant role here. It is a journey that ICF accredited coaches are trained in. Greater sharing of information can help progress reflection, but some individuals may become stuck, shutting down further exploration. This is where a coach can be invaluable.

 

Level 3: Relational Reflection

This stage marks a turning point, where the perspective shifts from “I” and “You” to “Us.” Individuals begin to understand the interplay between their personal history and that of others. It’s not just about the other person or the situation but about how both sides contribute to the dynamic.

 

For a coach, this is often the “lightbulb moment” when the coachee realises, “It’s not just them, it is about me too, it is about how we interact or my perception of the event.” This is where genuine reflection and understanding begin to take shape, though it cannot be rushed or forced. It is a process.

 

Level 4: Systemic Reflection

At this level, individuals recognise the influence of broader systems and sub-systems on their understanding and actions. They realise that everything (from perceptions and behaviours to thoughts, emotions, and even physical responses is interconnected). Reflection here delves into one’s past, including history, culture, and ancestry, examining how these shape current perceptions. However, there remains an invisible barrier.

 

This barrier is an incomplete acceptance of one’s role in events, leaving gaps between self, the situation, and others. Coaches play a crucial role in supporting individuals to safely and progressively move beyond this barrier.

 

Level 5: Self-Reflection

This stage brings a profound realisation: it’s about the self. The metaphor of the iceberg becomes clear. What lies beneath the surface often dwarfs the visible tip.

 

Rooted in a growth mindset, this level focuses on the individual’s ability to change and the transformative power of that change. It shifts from blaming others to acknowledging personal patterns, themes, and behaviours that influence interactions and experiences.

 

Unlike Level 1, where the focus is entirely on the self in a defensive way, this level centres on personal growth and accountability.

 

Level 6: Transcendent Reflection

Reaching this stage signifies a deep understanding of the connections between self, others, situations, and life as a whole.

 

Individuals, teams, and organisations at this level move beyond the immediate and surface-level to grasp the bigger picture of life. At this level individuals deliberately explore beneath the surface, uncovering insights they’ve never encountered before.

 

At this stage, they are ready to expand their understanding and transform, moving from where they are now to new, brighter possibilities.

 

Reflective Practice Delivers ROI in Training

This model provides a roadmap for reflection, however it does require individuals to be willing and open to the journey.

 

An expert coach can guide this process, often without explicitly outlining it to the coachee. However, high levels of psychological safety are critical for success, particularly when addressing culture or team dynamics.

 

This model was introduced through a practical (and fun!) icebreaker activity when working with a group of hesitant employees preparing for training. Over time, Think Organisation recorded a 20% average increase in post-training behavioural changes, as reported by line managers, when this model and icebreaker were used, compared to other solutions.

 

With European countries investing double the amount in training compared to the UK3, we must maximise the return on our investment. If you’d like to learn more, get in touch for a free 30-minute consultation.

 

To know more reach out for a free 30-minute consultation.

  1. Institute Fiscal Studies (2023). Read here ↩︎
  2. Michael Carroll, Six Steps of Self Reflection (2010). Read here . ↩︎
  3. Learning & Work Institute (2024). Read here ↩︎

 

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Negativity in the workplace

How To Break The Moaning Cycle For A Productive Workplace

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This week has brought with it an abundance of moaning, both at home and in the office. Humans need time to adapt, and while change is inevitable in life, it is essential for businesses to survive. In several offices this week, after the obligatory exchanges about the festive season, people quickly turned to moaning (about the weather, their colleagues, football, the news – it doesn’t seem to matter). Negative Nellies have been rife everywhere.

 

The definition of a moan, in this context, refers to an informal complaint or grumble where people express dissatisfaction about something, often perceived by others as repetitive or unproductive. So, have you noticed others moaning to you this week? Have you had a greater tendency to moan more than usual?

 

Moaning can Feel Cathartic

The challenge with moaning is that, while it can feel cathartic in small doses, it can also influence our thoughts, emotions, and behaviours when it begins to dominate. It affects others too, pulling them down and creating a spiral of negativity. Have you measured the levels of employee negativity in your business recently? More importantly, have you assessed the cost of this negativity to your organisation?

 

Years of research have shown that employees with low morale, those who speak negatively about their company, or those who are disengaged are less productive. In 2024, Gallup estimated the global cost of low employee engagement at $8.8 trillion – larger than the economic output of Japan! This figure represents 9% of worldwide GDP. Imagine if your manufacturing line could produce 9% more output at the same cost, or if your agency team could deliver high standards with 9% fewer resources. What if your company became 9% more profitable? The possibilities are vast, and this is just the beginning.

 

At Think Organisation, January is always a busy month for us. We help clients analyse the past 12 months’ data to develop the latest benchmarks on organisational culture across UK businesses. Like much other research, the trends don’t look particularly positive. But how can we use this as an opportunity? As many films and adverts have said before: how can we turn frowns upside down?

 

 

Step 1: Moaning Context

The first step is to understand the context or environment that has triggered the moan. Was it caused by a recent event, a shared connection, or something deeply important to the person? Often, people join in with others’ moaning to be polite or sociable. But it’s worth considering the source of the moan.

 

Moaning can occur for various reasons, including seasonal or physiological influences that many people aren’t even aware of. For example, the American Psychiatric Association (2022) found that 40% of Americans experience a significant decline in mood during the winter, with 66% reporting that this negatively affects their behaviour. Key factors include:

 

  • Decreased sunlight: Lower levels of vitamin D affect mood and sleep regulation.
  • Increased illness: Winter brings higher chances of sickness, which can lead to anxiety and depression.
  • Isolation and hibernation: People feel more fatigued, are less keen to socialise, and prefer to stay warm indoors, which can lead to loneliness.
  • Reduced exercise: Cold, damp weather discourages outdoor activity, reducing the release of mood-boosting chemicals from exercise.

 

When someone moans to you (or you find yourself moaning!) pause and consider the context:

 

  • Is there a deeper problem being highlighted?
  • Does the person (or do I) want a solution, or just a chance to vent frustrations?
  • What would the world look like if this issue were resolved?

 

Step 2: Clarity of Moaning

Once you understand the context, the next step is clarity. Ensure you grasp the issue clearly and simply. Perceptions vary, so it’s vital to investigate, query the reality, and support yourself or the individual in addressing the moan.

 

Ask yourself: Do they really want help fixing this issue, or do they just need a sympathetic ear? Offering support and empathy while listening can be powerful. Useful questions include: Who? What? Why? When? How? Where?

 

Instead of asking these directly, reflect on your own behaviour next time you’re mid-moan:

 

  • Who am I moaning about?
  • What is the issue?
  • Why has it affected me?
  • When did I start to feel this way?
  • How do I want to feel or react?
  • Where do I tend to moan?

 

Humans have a negativity bias, making us 12 times more likely to focus on negatives than positives. For every 12 moans, there’s just one positive comment. Consciously work on shifting this balance.

 

For example, in situations like bad weather, ask:

 

  • What can I control? (e.g. preparing for rain)
  • What can I influence? (e.g. carrying an umbrella)
  • What’s beyond my control? (e.g. the rain itself)

 

Step 3: Moaning Communication

Moaning can be both addictive and temporarily soothing. Sharing frustrations with someone offers short-term relief, but does it change anything?

 

Humans are inherently social, and communication is fundamental. Think of the last time you were in a positive environment filled with laughter – how infectious it was! Unfortunately, moaning is just as contagious. When one person starts, others often join in to bond.

 

To break the cycle, next time you find yourself moaning or in a group of moaners, try this:

 

  • Will moaning solve the problem? For example, complaining about poor customer service achieves little unless you address this directly with the organisation responsible.
  • Reframe your complaint or moan. Describe the issue factually and explore constructive alternatives. For instance, instead of complaining about rain, consider how it benefits nature or gives you time for your favourite indoor activity.

 

In organisations, unchecked moaning can create a toxic culture. It’s tough to be assertive and resist joining in, but start small. Notice the moaning and take steps to shift the tone. Reducing negativity can lead to profound changes, not just for individuals but for entire teams and businesses.

 

For help or support, or a measure of your current culture reach out to us – sam@cortex.clyq.co.uk.

 

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Bureaucracy pile of post it notes including strategy missing control all in different colours

Does Reducing Bureaucracy Make Your Business More Profitable?

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Is bureaucracy helping or hindering your business profitability?

 

When a client tells us they are frustrated because nothing gets done in their business because there is too much red tape we feel their pain.

 

We have all worked in organisations like this. We have fixed organisations like this.

 

If we say to you – “would you like to work in a highly bureaucratic culture?” What would you say?

 

Inefficient Decision-Making

Cultures with high bureaucracy are often described as inefficient, slow, complicated and extremely process-driven and where decision-making takes ages.

 

A recent client shared with us how their processes often lead to the wrong decisions being made – hindering their ability to move the organisation forward. This client described that it was because of the process, and people trying to circumvent the process, which led to ineffective decision making.

 

Other employees cited that they ran out of effort and energy to keep fighting for the right decisions to be made. One Manager explained how they counted up the level of people in the decision-chain who would work out whether the decision would be yes or no, often weeks ahead of hearing the actual outcome. With some humour, they described the process and how it was designed to ensure no-one ever agreed with each other. But just think of all this wasted resource? Imagine if this brain power had been put to better use?

 

As specialists in culture, the team at Think Organisation are privileged to gain insights into hundreds of organisational environments. Every single one is unique.

 

Based on years of experience, we define a work environment as the sum of all the relationships an individual has built in the existing business infrastructure. This has often evolved over time, and many times has grown and evolved, as opposed to been strategically managed.

 

Bureaucracy and Motivation

A recent paper shows a strong relationship between organisational bureaucracy and motivation (Kang et al., 2024).

 

Highly bureaucratic cultures can often lead to demotivation, but then on the flipside, some research shows the opposite is true. People who have high internal motivation can often be motivated in highly bureaucratic and process-driven organisations. But what is better and more profitable for organisations?

 

Well, it depends.

 

But you can use these questions to work out if increasing or decreasing bureaucracy can make your organisation more profitable?

 

Bureaucracy in organisations and businesses refers to a structured system of administration, regulation, and management where tasks and responsibilities are divided and assigned according to formal rules and procedures.

 

The first question is, do your employees want to work in a place like this? And the second is, do you need this level of structure to be successful in your industry?

 

Clear Hierarchy & Control

Highly bureaucratic organisations typically have a well-defined chain of command, where each employee knows who their supervisor is and who their subordinates are.

 

Authority flows from top to bottom in a hierarchical structure. In many industries, this can be crucial. Think about the nuclear industry, does red tape add value to this industry or hinder it?

 

Structured Roles & Task Alignment

The third question is how important is it that tasks are clear and structured?

 

In some industries, a high level of skill and expertise is needed to undertake a specific task, in others, the majority of people could complete some tasks. Think about your business.

 

Have a look around at the tasks which need to be completed. Tasks can be broken down into specific roles, and employees are assigned specialised duties based on their expertise. Is this necessary? Does this division help improve efficiency? Does this type of structure ensure that the work is performed by those with the appropriate skills?

 

Rules, Repetition & Resources

Bureaucratic organisations rely on standardised rules, regulations, and procedures to guide decision-making and operations. The fourth question is “how important is it that services or products are consistent or standardised?”

 

Which leads to the fifth question, “how available or important is objective criteria in making decisions or monitoring progress?”

 

Think about the creative design industry, often this process is messy, individual and difficult to track. But manufacturing, or production, there is something physical which is produced, which usually needs to be consistent.

 

The benefits of bureaucracy are that decisions can be made on objective criteria, not personal preferences or emotions. This helps to minimise biases and helps ensure measurable progress.

 

Tracking, Documentation & Evidence

A client who works in pharmaceutical research needs to keep logs, track progress and have clear visibility of the research journey they have been on.

 

So, the sixth question is, “how important is tracking and documentation to the success of your business?”

 

Tracking things that are not required, and can slow progress down, can hinder profitability, however, without evidence in the pharma industry, their developments would be worthless.

 

The nuclear industry needs to have clear measures and tracking in progress, as does the aviation industry, however, in other industries this is less important. And this is where bureaucracy can often fit the pareto principle, of the 80-20 rule. What are the 20% of rules, regulations, and procedures which add 80% of the value?

 

The Value of Bureaucracy

In our experience, and it varies by organisation and industry, the 20% of rules, regulations and procedures which add 80% of the value are the ones which ensure clarity, accountability and efficiency.

 

Examples of these can include; clear role definitions and descriptions, standardised processes (such as SOPs) which are accessible, accurate and up to date.

 

Ensuring decision-making authority is appropriately delegated, and that performance is based on merit are also crucial.

 

Often areas of risk, compliance and regulation add value, where operations need to be streamlined, clear and consistent.

 

Regular reviews of this are critical as these do change over time.

 

So, what next?

As business leaders, the key question is not whether bureaucracy is inherently good or bad, but whether it’s serving your organisation’s goals effectively.

 

Bureaucracy, when applied strategically, can provide structure, consistency, and accountability, and when it’s overdone, it can stifle creativity, slow down decision-making, and lead to frustration.

 

Ask yourself, and your team, whether your current structure empowers employees to make decisions, or if it’s creating bottlenecks that hinder progress.

 

The most successful organisations recognise when to streamline bureaucracy, creating enough structure to maintain control and compliance while empowering teams to act quickly and decisively.

 

By focusing on clarity, accountability, and efficiency, you can unlock greater agility and profitability without sacrificing the stability that bureaucracy can provide.

 

Consider how your business could perform if the most effective parts of your bureaucracy were enhanced, and the less impactful ones were removed. It’s about balance—and making bureaucracy work for you, not against you.

 

To know more reach out to sam@cortex.clyq.co.uk.

 

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Culture is vital for project management success

How To Create Sustainable Success: Project Managing Culture

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Culture plays a pivotal role in project management, influencing how teams collaborate, communicate, and deliver on objectives. It shapes the working environment and has a direct impact on decision-making processes, team morale, and the overall success of a project. In order to effectively manage projects, it is essential to consider the cultural context within which a team operates.

 

A few weeks ago, our Co-Founder was invited to host a panel at the UK Construction Week conference in Birmingham. Observing the culture of the businesses exhibiting, it was fascinating to see how behaviours shifted depending on whether leaders were present at their stands.

 

One stand, in particular, caught our attention. When the leader of the team was present, the stand was immaculate, quiet, and exuded a sense of formality. However, as soon as the leader stepped away, the atmosphere transformed. The staff began laughing, joking, and engaging with visitors in a more relaxed, yet still professional, manner. Like moths to a flame, this more lively energy attracted more foot traffic, and the stand became significantly busier than its competitors. However, when the leader returned, the atmosphere reverted to its original, more sombre and formal tone.

 

We see this so often with our clients, because it is our job to help clients see the reality of the situation they find themselves in. Think about this example: how does this dynamic manifest back in the organisation? Is there a similar shift in behaviour when leadership is around versus when they aren’t whilst problems are being solved? What does this say about the underlying culture of the business?

 

Waterfall or Agile Culture

At the same exhibition, during a discussion, the conversation shifted from waterfall project management to agile, exploring whether either, or both approaches were beneficial to organisations. It was an interesting debate, but it quickly became clear that the large construction company in question hadn’t fully considered why they were selecting a particular methodology. They had simply decided they needed to modernise their, in their view, outdated project management techniques – despite these methods having been incredibly successful in the past.

 

One critical factor they hadn’t considered was the culture of their organisation or of the project team. They had never considered this to be a factor, or as it transpired, the root cause of why their project delivery was starting to falter. So, what happened, and what can we learn from this?

 

Project Management Culture

There are numerous tools and techniques to deliver projects. Forbes (2024) provides a great high-level overview here but even the most experienced project leads so often forget the most important element of project delivery – the culture of an organisation or the project team.

 

The culture of an organisation provides the foundation for how projects are managed. Core values, beliefs, and priorities within the organisation influence everything from project objectives to communication styles and risk tolerance. Think Organisation have worked with hierarchical cultures, where decision-making tends to be top-down, with leaders holding most of the authority.

 

Often decision-making rests in a couple of lead roles, while flatter organisational structures encourage a more participative approach. At times these organisations are smaller, or newer, where team members are empowered to contribute to decisions. Other times they are more matrix-like, however understanding this dynamic is crucial to navigating project leadership successfully.

 

Cultural norms also play a significant role in shaping team dynamics.

 

People Dynamics in Projects

Some organisations prioritise collaboration, which results in a greater emphasis on teamwork and open communication. This can be at a deep level, where difficult issues are raised and addressed safely, openly and collectively. Or a more surface level, where people collaborate on the easy stuff, overlooking the more challenging conversations and discussions.

 

The opposite to this, are more individualistic cultures where there is a higher value placed on personal accountability and independent problem-solving. Additionally, different cultures approach conflict resolution in various ways. New starters can often find joining a new culture difficult if it differs from what they have previously experienced.

 

Project leaders often focus on encouraging open discussions to resolve disputes, while others may prefer indirect methods to avoid confrontation. The alignment can often underpin the project success.

 

In addition, leadership styles must also adapt to the cultural context of the team. A directive management approach might be effective in cultures where authority is respected and structure is preferred. Yet, a more inclusive and participative style may work better in cultures that value collective input and shared responsibility.

 

For project managers working with global or diverse teams, cultural sensitivity is critical to maintaining team cohesion and avoiding potential misunderstandings.

 

Leadership styles must also adapt to the cultural context of the team. A directive management approach might be effective in cultures where authority is respected and structure is preferred, whilst a more inclusive, participative style may work better in cultures that value collective input and shared responsibility.

 

Risk & Change Culture

Culture also affects how organisations perceive and manage risks. In some environments, innovation and bold decision-making are encouraged, allowing teams to embrace risk and drive forward with new ideas. In contrast, more risk-averse cultures may require extensive analysis and cautious planning before taking action.

 

The project manager’s ability to recognise these cultural tendencies will influence their approach to risk management and problem-solving, ensuring that strategies are aligned with the team’s preferences.

 

Change management is another area where cultural considerations are key. Organisational culture greatly influences how teams respond to change.

 

In flexible, innovation-driven cultures, change initiatives may be embraced more readily, while more traditional or rigid environments can be resistant to new ways of working. Aligning change programmes with the organisation’s core values can help smooth the process, particularly if those values place importance on employee well-being and/or inclusivity.

 

Ultimately, cultural alignment has a profound effect on project outcomes. Ignoring cultural factors can lead to misunderstandings, miscommunications, and delays, all of which can jeopardise the success of a project. Conversely, when cultural elements are integrated into the management process, teams are more likely to work harmoniously and deliver high-quality results within set timeframes.

 

Incorporating culture into project management is not only about recognising and accommodating differences, but also about leveraging the strengths that diversity brings.

 

By fostering an environment where cultural considerations are at the forefront, project managers can create more cohesive, productive, and engaged teams, ultimately driving project success which creates business success.

 

More about Innovation

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