Leadership Caffeine™—Uncertainty…Get Over It

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

“Taking control of uncertainty is the fundamental leadership challenge of our time.” Ram Charan in the opening line of his latest book, The Attacker’s Advantage—Turning Uncertainty into Breakthrough Opportunities.

Frankly, this is a remarkable time to be in business and to be serving in a leadership role. The risks, fears of change, possibilities of disruption or the realities of creative destruction and non-destructive creation are all facts of our business lives and they create a remarkable backdrop for us to create…to innovate. But first, we’ve got to fight our natural tendencies when determining how to act in this environment.

3 Nearly Fatal Leadership Mistakes in this Era:

1. Waiting for Normal to Return.  Some leaders imagine a return to an environment that feels more like equilibrium. Newsflash…the new equilibrium is a constant state of disequilibrium. Quit waiting on this friend to return. She’s gone.

2. Fighting Unseen Dragons. Others have as their sworn duty the need to protect their firm against risks…known and unknown. This fear-driven response to the environment narrows the options and in some cases induces an organization-wide paralysis that nearly certainly leads to decline and death. If you’re not moving, you’re dying.

3. Striving to Control the Weather. Worse yet, some attempt to impose order on the big forces propelling ever faster change in our world. Whether it’s through traditional approaches to long-term strategic planning (oxymoronic) or expecting the customers and market to bend to the whims of leadership’s wishful thinking, the attempt to impose order on these forces is a lot like expecting you will succeed in making the weather respond to your bidding.

Welcome to The Leadership Blender:

For those of you comfortable being uncomfortable in what I describe as the leadership blender where speed and ambiguity are the order of the day, this is the best of times. As Charan suggests in his new book, the advantage goes to the attacker. Translation: the team that plays offense stands a greater chance of success than the firms striving to perfect their defense.

A great example of this in action was the software firm whose plans to merge with a larger, complementary firm were derailed in the immediate aftermath of that very bad day in September, 2001. Instead of hunkering down, the firm and the firm’s leaders bet it all on a new vision in the face of what was the most disorienting time in most of our lives. The competitors hunkered down…the attacker rewrote the rules of a market and won.

Open Season on Innovation:

For those leaders willing to emphasize action in the face of ambiguity, it’s open season on innovation with the most creative firms, entrepreneurs and leaders leveraging modern tools to reinvent old businesses in new ways…or to carve new markets from the unstated but insatiable needs of growing demand for things that help, amuse or simplify. Historically, we looked at these individuals and teams that took risks that seemed far-fetched and counter-intuitive as heroes. Today, these heroic qualities are essential for leaders.

While the traditional tools of effective leadership…respect, fairness, accountability, coaching, guiding…are timeless, there are a series of critical new skills that we must cultivate to succeed in this world of change.

5 Critical New Skill Sets for Today’s Leaders:

1. Leading Without Authority. In a world without traditional borders of time, geography and culture, the new leader must be capable of assembling and motivating temporary teams to seize opportunities. The goal is to bring the best resources available at the time to bear on a problem or an opportunity. A good number of the resources will have little formal accountability to the team leader, yet, they will be eminently accountable to the team for results.

Today’s role of Project Manager comes the closest to resembling tomorrow’s critical integrator leader…the individual who spans boundaries and disciplines and organizes resources to execute and then moves on to the next challenge. Sadly, this critical role is grossly under-positioned, narrowly defined, under-supported and under-developed in most organizations. In a world driven by projects around temporary and unique activities, building a strong project leadership culture and investing in growing great project managers is essential for survival and success.

2. It’s Leading AND Following. Smart teams will increasingly take responsibility for selecting their own leaders, with the sole criterion being the best person to enable success with the initiative at hand. Authority will come less from a title attempting to legitimize power and more from the belief that you are the absolute right person to enable us to succeed at this time with this initiative. An outcome of this “fitness for purpose” approach to team leader selection, will be the need for leaders to be comfortable and adaptable to a shifting role as leader one day and follower the next.

Our industrial revolution age style of hierarchical organizational structure and thinking fights this adaptive approach. Frankly, we need to adapt our thinking or risk obsolescence. Imagine your boss suggesting tomorrow that you relinquish your role and title of director or manager to someone else to play a role as an individual contributor on a strategic initiative. For many, it’s a horrifying…or at least uncomfortable thought that smacks of a demotion. In reality…to survive and succeed in this new reality, all of us will increasingly be asked to play a variety of different roles at different times. Your momentary title is not the issue. Your ability to lead today and support a project team tomorrow as a contributor with expertise and passion is what your firm needs to succeed.

3. Building Coalitions for Fun and Profit. Your success will increasingly be a function of your ability to tap talent, resources and knowledge in environments outside of your core function. Those who learn to connect disparate networks of resources will not only grow their personal power in an organization, but will be the ones tapped to lead the most mission critical, boundary spanning initiatives.

4. Learning to Exploit the Math (and the Data). The volume, access to and velocity of data represents one of the fundamental new forces and resources in our world. Charan in The Attacker’s Advantage, describes the need for organizations and leaders to become increasingly mathematical…to employ algorithmic approaches to vast quantities of data in pursuit of making decisions and adjusting direction. I agree. The ability to leverage data and the tools around data to select strategies, guide decisions and gauge and adapt to results will be table stakes for tomorrow’s leaders, yet too many of us operate blind to these tools or handicapped by organizations that missed this memo. Strive to develop your comfort and command of the tools of data and to incorporate them in the work of your teams. For many of us, first, we need to get our organizations on board with this mission critical task.

5. Actively Harnessing Diversity. Much like the accessibility to data described above, the access to resources of all ages, cultures and backgrounds offers remarkable opportunities for leaders. Learning to work across cultures and to build teams that blend backgrounds and generations is a critical job for anyone striving to lead in this world. Our technologies enable around-the-world collaboration, yet we must develop the cultural intelligence necessary not only to engage but to inspire blended groups to create something remarkable.

An additional opportunity in this category is the ability to blend the generations to leverage the experience of the oldest workers with the perspectives of the youngest. Much of the planet is aging quickly, and it’s reasonable to believe in many cultures that the older workers will remain involved in some form or fashion for years to come. Learning to blend and lead these mixed age teams is just another great opportunity for all of us.

The Bottom-Line for Now:

There are so many complex variables at work in our world today, that the level of predictability is almost nil. The days of long-range plans are dead, replaced by a mid-term vision and a series of short-term ideas and experiments. The practicing leader must be strategically and tactically nimble, able to quickly identify, select and execute upon opportunities in rapid succession…learning and adapting on the fly….but not hesitating. The old saying, “speed kills” is replaced with “without the right speed, we’re roadkill.”

The future is remarkably bright for those of you who thrive on change and that cultivate advanced interpersonal and political skills. Ultimately, you will succeed or struggle based on your ability to perform in an environment where the only constant is change.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.






For a Change, Try Embracing Change at Work

Graphic image with the words, It's Your Career and other related professional development wordsThe “It’s Your Career” series at Management Excellence is dedicated to offering ideas, guidance and inspiration for strengthening your performance and supporting your development as a professional. Use the ideas in great career health!

We all know that we live in an era of constant change. Gary Hamel in his excellent video on the reality and near future of management, “Reinventing the Technology of Human Achievement” suggests that even “change is changing.” It impacts our firms, competitors and markets, and of course, change impacts all of us in our jobs.

And more often than not, the thought of change is enough to send us scurrying for cover.

However, hiding or simply allowing fear of the unknown to seize your emotions is the wrong approach in a situation that stands to be both a rich learning experience and an opportunity for you to showcase your value to your managers and your firm.

Organizational Health Demands Learning and Change:

In the McKinsey study summarized in “Beyond Performance” by Keller and Price, the definition of organizational health is one where a firm “aligns, executes and renews faster than competitors.” The align/execute/renew tasks imply the need to be in a constant learning and adapting mode, and that means that firms, teams and individuals must adjust their strategies and approaches to cope or leverage changing market conditions. Naturally, this means our own roles and tasks and teams will change.

The McKinsey study goes so far as to offer a causal relationship between this ability to learn and change and drive financial results. Firms that do this well win and firms that don’t struggle or die. Now, about that new team you are being asked to join or that new set of challenges in front of you and your group… .

Don’t Assume the Worst About the Rationale for Change:

While there’s little doubt that change is often mismanaged by those in charge of leading it, and I’ve certainly observed change that was politically motivated rather than motivated by market conditions or opportunities, more often than not, the need to change is based on very legitimate issues. In particular, in those organizations where leadership is critically concerned about serving stakeholders (employees, customers, suppliers, partners and shareholders) and building or sustaining success, change is essential for prosperity. Markets, technologies, customers and competitors don’t stand still and don’t doubt that your competitors would love to keep you and your team members from earning those bonuses or paying those bills. We’re all in competitive markets and our ability to quickly change and adapt is essential not only for success, but survival.

Adjust Your Attitude and Seize the Golden Opportunity that Change Offers You:

The only people truly nervous about change should be the leaders and managers leading the charge on change. After all, they’re dependent upon everyone else for their success.

Try spending a few minutes walking in your manager’s shoes and you would quickly learn that she’s hoping and looking for someone and some people to step up and help with change. Whether it’s building that new market-focused team or combining two formerly siloed groups into one or taking on a new set of customers or tasks, your willingness to help with the heavy lifting is a priceless opportunity to stand-up, stand-out and enhance your professional equity.

To seize this opportunity, you will need to quell that queasy feeling of, “I’m not certain what this means for me in my work” and adopt the more productive perspective of, “If I jump in, I can help form what this means for me and my team, and I can help my manager and firm.” There’s a profound difference between the two types of thinking and the behaviors and results each one promotes.

The Bottom-Line for Now:

When faced with change, fight your natural instinct to hide or react with outrage. Take a few deep breaths and recognize that you will be dealing with change the rest of your career and you can either make it your friend and an engine for your growth, or, it’s going to be a long, unpleasant career. My vote is for you to jump in and pitch in. Your manager and your firm need your help and your career might just get a boost in the process.

Don’t miss the next Leadership Caffeine-Newsletter with subscriber-only content! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—How to Respond When the Experiment Goes Wrong

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Many firms incorporate something in their values statements that encourages experimentation and recognizes the reality of failure in pursuit of learning and growth. The understanding that to succeed you have to fail first is common knowledge for most of us. However, it’s not the words on the values sign that bring life to a culture of experimentation, but rather, it’s the response of senior leadership to the inevitable clunkers that determines how willing people are to take risks and pay the lessons learned forward.

I have more clunkers to my credit than most people would be comfortable admitting publicly. And while the clunkers created sleepless nights and a fair amount of internal anxiety, I take satisfaction not in having politically survived these failures, but rather, in having leveraged those failures for future gains that propelled our teams, products and firms forward. Of course, a bit less pain along the way would have been nice, but I’ve yet to find the path to innovation that doesn’t include some discomfort in the process. Thankfully, the people I worked for had fairly high pain thresholds.

In the most successful firms I’ve been around, the managers actively promote experimentation and learning as core to everyone’s job. Yet, it’s not the words on the wall or even the words that come out of their mouths about experimentation, it’s the actions they take when things go horribly wrong that fosters the effective learning environment. In a number of these firms, this support of learning is so strong it creates the gravitational pull that keeps the top performers in place long-term and not drifting towards competitors.

3 Counter-intuitive (and Effective) Responses to a Failed Initiative:

1. Throw a experimentsparty. Seriously. One of my favorite managers leveraged the occasional project gone horribly wrong scenario with this counter-intuitive tactic. It was his way of pulling the final plug…telling us how much he valued our efforts and charging us up for our next run at something new. For one particular disaster, he sponsored a day at a theme park. While I carefully checked the safety harness on my first roller coaster ride just in case, it was his way of helping us blow off steam. An important note here; the party wasn’t the end of the process, but the beginning of the next phase of learning. After the fun was over, he put us through the paces of rolling up lessons learned and identifying pieces of intellectual property that could be inventoried and used for the future.

2. Invite Some Outsiders to Help You Study Your Failure. While not as fun as the party process described above, this technique of peer review served as a powerful learning tool. We invited a group of uninvolved experts to challenge everything from our assumptions to our decision-making processes and execution approaches. The playback of the project plus the clinical, detached questioning from the outsiders created a powerful environment for reflection and learning. The results were carefully summarized and archived for review prior to our next initiative. In fact, every new project team spent at least a week as part of their forming process reviewing cases from other project teams as a means of sensitizing the members to historic success and failure factors.

3. Make a Case Out of the Failure. No, not a federal case, but an actual working case to be studied by other groups. Closely related to the “outsiders” suggestion above, the team would create their form of a thinly disguised business case and then sit by and listen and learn as other groups assessed the case and proposed different courses of actions. While this might sound onerous or even too academic, the effort that went into creating the case required a detailed review of the assumptions and processes, and everyone gained insights from the experience of watching the new groups work the case and develop their own approaches.

The Bottom-Line for Now:

Most managers and most firms work hard to eliminate the odds of misfires and miscues. While I don’t encourage managers to run towards failures, the process of moving forward requires frequent backing up. When it comes to projects or major initiatives, you cannot plan your way to success on paper and expect the plan to unfold as predicted. You have to deal with the messy, sometimes unpredictable nature of people and the inherent challenges in doing something new. Your response at the point of failure is critical to what happens next.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.


Why Workplace Teams Struggle—And What to Do About It

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Many workplace teams I observe are not much better than the typical nightmarish college class group project that most of us have lived through at one time or another. The goals are vague, roles are poorly defined, leadership is absent or misdirected and there are varying degrees of enthusiasm for participating, ranging from the loner’s cry of, “Get me out of here!” to the naïve whine of, “Why can’t we all get along?” Oh, and don’t forget that there’s always a few simply along for the ride while others practically kill themselves in an effort to prop up the rest of the team.

Too many of our workplace teams stumble along in search of performance and quality output, while we as managers look on with a mix of horror and disappointment at the slow-motion pile-ups occurring in front of us.

And while we would like to point to senior management teams as best practice examples, those groups are most often “teams” in name only, struggling to get out of the starting gate on anything more than showing up and sharing functional and operating status updates.

At Least 4 Big Reasons Why Our Workplace Teams Struggle:

1. We’re naïve. We ignore the reality that groups of otherwise competent professionals don’t necessarily and naturally combine and produce. 1+1+1+1 should = 5 or more according to the theory, yet without guidance, coaching and structure, breaking even on productivity is a long-shot in most cases.

2. We don’t teach people how to work in groups. And yes, working successfully in and with groups is a learned skill. Sure, all of your team members have been through leadership development programs, but helping individuals develop their own leadership skills doesn’t necessarily translate to performance in a group setting. The skills, practices and behaviors necessary for team success and success on a team are different than those required for leadership success.

3. We don’t coach our teams. This simplest of all steps…ensuring that our key project teams, our senior management teams and other related work groups have valid, objective coaching support is almost summarily ignored in the corporate world.

4. We don’t walk the talk when it comes to teaming. Our values might include the word “team” or “teamwork,” but we don’t teach and reward the behaviors that make teams work.

9 Ideas to Help Strengthen Team Performance in Your Workplace: 

1. Embrace the idea that cultivating high performance teams in the workplace is hard work. Too many of us ignore this reality. Acknowledge this publicly when forming a new group. Share ideas on the challenges and opportunities of group work and leverage the ideas and tools below liberally as part of the teaming process.

2. Extend professional development efforts in your organization beyond individual skills development. Add a “team” track to the work and provide widespread access to this content. From brainstorming to making decisions to learning to adapt based on momentary failures or risks, doing this in a group setting is difficult and merits investment in training.

3. Define behaviors critical for team success and openly discuss and debate those behaviors with any new team you are forming. Codify these behaviors and strive to keep them visible in the process of group work. Individual team members must understand they are accountable to supporting and exhibiting the behaviors spelled out in the values.

4. Encourage teams to examine primary contributors to project or group failure. While it’s fairly intuitive that vague goals, unclear roles and a lack of understanding of the customer are contributors to project stress or failure, many otherwise smart people contribute on groups who step all over those landmines. It’s healthy for people to be challenged to recognize the problems and press the stop button.

5. Challenge teams to define what success looks like in their own terms. This firm definition of success (perhaps shared via a custom scorecard) is priceless context that supports performance.

6. Make a religion out of choosing team leaders right for the situation. Seniority or title are almost never the right reasons to choose someone as a team leader. Choose the individual who offers each unique group the best chance of success.

7. Provide a coach for critical projects. Every team struggles to learn how to talk, debate, brainstorm, decide, provide feedback, learn and of course, execute. A coach is your best chance of helping a group learn how to navigate these challenges.

8. Recognize that teams cycle through phases of storming, norming and performing. Leadership and coaching are essential to help not only with the early-awkward phase of start-up, but also as projects progress and new or unanticipated challenges arise.

9. Get the executives involved. One of the critical contributors to project or group success is an informed, empowered executive serving as a sponsor and resource for a team. The ability of this individual to cut through corporate noise is priceless. A good executive sponsor is part advocate, part coach and part accountability guru, and is present and involved at the right level.

The Bottom-Line for Now:

Great teams don’t happen by accident. They are products of very deliberate work to form the environment for success. While our natural tendency on groups is to bypass the squishy front-end of purpose and behaviors definition and get to work, the time spend defining what success looks like is the most valuable time of all. Teach, coach and support your teams for success. Anything less is a formula for individual and group stress and poor performance. It’s time to quit watching the group pile-ups and start building in the values, behaviors and programs that help these teams succeed!

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s latest book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Guest Post: The Art of Cultural Fluency in Leadership

cover FlexNote from Art: I’m excited to feature author and global leadership strategist and consultant, Jane Hyun, on this highly relevant topic of managing and leading across differences. Jane’s latest book with Audrey S. Lee, Flex–The New Playbook for Managing Across Differences, offers a practical and powerful guidebook on this important issue for managers and leaders at all levels.

The Art of Cultural Fluency in Leadership

by Jane Hyun

The face of the global workplace has changed forever. Chances are good that your company is already comprised of workers from around the world as well as multicultural employees in North America; more women are in the workforce (about 50% in the U.S.) than ever before, and millennials are entering the workforce in increasing numbers.  No matter where you are headquartered, you are likely doing business with at least one partner or supplier in another country. Yet, despite this increasing diversity of our workforce, we have yet to unlock the keys to fully leveraging this rich talent pool.

Our Tendency to Minimize Difference:

When it comes to navigating across differences, managers tend not to have the conversation.  We recruit diverse people into our organizations and expect that they too, will figure out the rules. But goodwill and positive intent alone is not sufficient for tapping the potential of your multicultural talent.  Too often we expect that cultural outliers on the team will assimilate into the dominant workplace culture, and figure out the behaviors for getting ahead. Some companies even adopt a “sink or swim” mentality for new employees, and  managers who only see through one cultural lens (their own) force employees outside of the dominant culture to change. As a result, workers from other cultures have to adopt Western notions of acceptable behaviors and mannerisms, even those that clash fundamentally with their cultural values.

Without a more nuanced understanding of the differences between people, as well as tools to bridge the communication gaps, managers will be at a loss to bridge the distance between themselves and those who think differently.

Questions for Self Reflection:

  • How comfortable am I with people who are different from me?
  • What perspectives do my diverse employees bring to our business?
  • Are there management practices that I have been using that may be hindering my team’s development?
  • How have previous diversity training or the stigma of talking about differences impacted me as a leader?

 Talking About Differences is Hard

If left unattended, diversity can negatively affect team cohesion and increase miscommunication and conflict. Having a culturally adaptive leader at the helm can encourage diverse viewpoints in decision-making and give voice to the unique perspectives that will drive innovation and growth for your organization.

But talking about difference can be hard. We become so afraid of making the wrong statements that we end up not initiating the dialogue at all. We need a shared vocabulary for discussing differences in a productive way. The solution? To add “fluent leader” skills to your leadership tool kit. A fluent leader adapts his own leadership style in order to work more effectively with colleagues who are different from himself (culturally, generationally, and across the gender divide). He investigates, without judgment, the differences in order to achieve the optimal result.

Here are the stages that we’ve identified when managing people across differences of culture, generation, and gender:

The Blindsided Leader– To you, no news is good news. You are sometimes blindsided when things don’t always go the way you expect. When direct conflict or difficulty arises from differences, you may avoid it completely.

The Judging Leader – You find individuals who relate differently from you annoying.  You might resent a Millennial employee for over-using social media at work, and prefer that people should relate to each other the old fashioned way, or find that your colleagues in Japan tend to be too indirect. You tolerate some differences, but when push comes to shove, you have the right way of doing things and expect team members to conform to your style.

The Golden Rule Leader–  Diversity training has taught you that it’s probably safest to treat everybody the same. You de-emphasize differences and believe that most people will respond positively if you treat them the way that you would want to be treated.

The Fluent Leader –  You accept and are curious about differences across cultural, gender, and generational lines. Instead of resorting to stereotypes to judge these differences, you explore the differences on a one-to-one level.  You can adapt your style to be more effective with colleagues who are different from you.

 A Fluent Leader Creates Connectivity:

Kristin, a VP of Finance in the publishing industry, exhibited fluent leader traits while working with Rosa, one of the accountants on her team. While other team members actively contributed their ideas during their weekly in-person meetings, Rosa seemed hesitant to speak up, even though her written presentations were excellent. As a result, colleagues from other departments began to perceive her as ineffective and even disengaged. Kristin decided to investigate. She took Rosa to lunch and provided feedback about the impact of her meeting behavior.  Through that conversation, she learned that Rosa had been brought up in a traditional Mexican American family.  You show respect by letting your superior have the floor, and these values were deeply embedded from a young age. Since Kristin often led the weekly meeting, Rosa did not feel it was appropriate to interject. With Kristin’s guidance, Rosa shared her opinion once at the next meeting.  Over the course of the next 5 months she contributed her views gradually more each time, turning around how others perceived her in the organization.

The Wrap-Up:

Hiring diverse teams and then hoping for the best is not sufficient.  Motivating people who have divergent viewpoints and cultural styles requires an active dialogue to unearth optimal strategies for engagement. The fluent leader adapts his approach and management style to meet his team members partway to help bridge the gap between them. He is willing to re-think conventional ways of managing others instead of expecting newcomers to adopt the organizations’ norms. And the leaders who become adept at interacting across differences will ultimately win the global talent war.

Jane Hyun is a global leadership strategist and coach to Fortune 500 companies, MBA programs, and nonprofits. To learn more, visit her website: Hyun Associates.

She is the co-author of the book Flex/The New Playbook for Managing Across Differences (March 25) and the author of Breaking the Bamboo Ceiling. She has appeared on CNN, CNBC, and NPR to discuss leadership, authenticity, and culture. To learn more about Flex, visit the site: www.flextheplaybook.com