Workplace Trends

Most people are taught how to be high performers. But too few are taught how to perform in a team. And that’s a problem, because in most roles, you’re not an individual contributor. You’re part of a larger entity, working with others to build something. Yet, I see founders spend hours refining their product or systems,  But don't devote time to team development. At HomeServe, I approached team performance with purpose,  And it was one of the best decisions I made. Here are 7 tools I’ve used (and still use) to build high-performing teams,  Based on real lessons from building a £4.1bn business: 1️⃣ Start With Why (Simon Sinek) ↳ Before you focus on what or how...get clear on why. WHAT – The product you sell or the service you provide HOW – What makes you different WHY – Your deeper purpose or belief Every great team needs a reason to get out of bed in the morning. 2️⃣ The 70-20-10 Rule (McCall, Lombardo & Eichinger) ↳ How people actually learn on the job: 70% from challenging experiences 20% from coaching and mentoring 10% from formal training Most teams over-invest in training, and under-invest in real development. I'm amazed at how few founders or CEOs have a coach or mentor. 3️⃣ The Trust Triangle (Frances Frei, Harvard) ↳ Trust isn’t built with perks. It’s earned in three ways: Authenticity – Are you real? Logic – Do your decisions make sense? Empathy – Do you care? Without trust, you can’t build speed or loyalty. 4️⃣ The 5 Stages of Team Development (Tuckman Model) 1. Forming – Team gets together 2. Storming – Conflicts surface 3. Norming – Ground rules form 4. Performing – Results roll in 5. Adjourning – Project ends or evolves Don't panic during ‘storming’. It’s necessary friction. 5️⃣ The Johari Window (Luft & Ingham) ↳ Self-awareness is a team sport. Open – You know, they know Hidden – You know, they don’t Blind Spot – They know, you don’t Unknown – No one knows (yet) This helps surface feedback, build confidence, and avoid surprises. 6️⃣ The Energy/Impact Matrix (Inspired by McKinsey) ↳ Map every team member’s impact vs. energy. Use it to: Make smart hiring/firing decisions Spot burnout early Retain high performers High-performing teams don’t tolerate drift. 7️⃣ The RAPID Decision-Making Model (Bain & Company) ↳ High-performing teams make fast, clear decisions. Recommend – Suggest the course of action Agree – Those who must sign off Perform – Executes the decision Input – Provides relevant facts or opinions Decide – Final decision-maker This clears up delays, dropped balls, and blame. Building a great team is about building an environment where talent can actually thrive. I go deeper into team-building in my new book. Order it today: https://lnkd.in/eRYDKXdT ♻️ Repost if you believe team performance should be built, not assumed. And for more on how I scaled teams to build a £4.1bn business, Follow me Richard Harpin.

When Style Disrupts Safety: A Lesson in Product Design Today, while driving behind the sleek Mahindra BE.6E, a futuristic and stylish EV, I experienced something unexpected. The car in front of me braked suddenly. I had maintained a safe distance, so I stopped comfortably. But something felt off. Why did the braking catch me off guard? Then I realized: The brake lights were too subtle. The taillights are designed as a thin rectangular LED strip, stunning to look at, no doubt. But the brake lights occupy only a tiny section on the top edge of that strip. Visually stylish, but functionally weak. In real traffic conditions, where immediacy and clarity are critical, this design doesn’t help other drivers react intuitively. This reminded me of a fundamental product design principle: Aesthetics must never come at the cost of usability. A good product delights not just by how it looks but by how well it works. Whether we’re designing: • A mobile app • A banking interface • Or a car’s tail lights …it’s our job as product managers and designers to make sure the experience is not just elegant, but intuitive, accessible, and safe. Lesson for us in Product Management: Design for the user’s reality, not just the brand’s imagination. Functionality and clarity should never be hidden behind a glossy UI, whether it’s a screen… or an LED strip on a car. #ProductManagement #UXDesign #Usability #AutomotiveDesign #DesignThinking #BuildWithEmpathy

Equal Pay Day moved BACKWARD in 2025 to March 25th, revealing a harsh truth: transparency without enforcement doesn't create equality. 60% of job postings now include salary information—up from just 18% in 2020—yet women still earn just 85 cents to a man's dollar. Even more disturbing? The gap is widening. Of 98 countries with equal pay laws, only 35 have implemented any accountability mechanisms. We're seeing the illusion of progress without the substance. True salary transparency requires action at every level: For individuals: - Share your salary information with "trusted" colleagues - Explicitly ask for pay ranges before interviews - Document salary discussions and decisions - Normalize compensation conversations in your workplace - Research industry standards using sites like Glassdoor and Payscale For managers: - Conduct regular pay equity audits in your teams - Establish clear compensation criteria based on skills and responsibilities - Remove salary history questions from your hiring process - Advocate for transparent promotion pathways For organizations: - Implement formal pay bands with clear progression criteria - Regularly publish company-wide gender and racial pay gap data - Create accountability mechanisms for addressing inequities - Train managers on recognizing and addressing unconscious bias in compensation decisions The data is clear: companies with meaningful transparency see pay gaps narrow significantly in the first year alone. But posting a salary range isn't enough if there's no accountability behind it. Let's move beyond performative transparency toward meaningful equity. Please share this post if you think salary transparency should come with real action. Joshua Miller #SalaryTransparency #PayEquity #Workplace

Cardiovascular disease (CVD) is the leading cause of death globally. That’s why the campaigners of today’s World Heart Day demand action to prevent CVD and save lives. It’s high time to advocate their cause! A staggering 20 million deaths, maybe even more, can be attributed to heart disease and its consequences. The World Health Organization points out that the most pressing risk factors are behavioural: unhealthy diet, physical inactivity, tobacco and alcohol use all degrade heart health. Accordingly, 80% of premature deaths from CVD are preventable, reports the World Heart Federation. Thus, prevention is key to a healthy heart, especially for people with underlying health conditions or genetic risks. That’s why cardiovascular experts at our Helios Kliniken GmbH and Quirónsalud hospitals not only focus on excellent treatment of CVD patients. They also research and develop methods that support prediction and prevention of cardiovascular events. In Germany, Helios provides six state-of-the-art heart centers with the latest technology – and with professionals who are committed to the life of their patients. For instance, the Herzzentrum Leipzig GmbH developed a pilot project for the "TeleWear app" that is designed for users of wearables such as smartwatches. It enables people at risk of or with known cardiac arrhythmias to participate in screening and to receive qualified medical evaluation of their health data. I am convinced that approaches like these encourage people to engage in heart health more actively. The Herzzentrum Leipzig GmbH also started an innovative research project this year that is supported by the German Heart Foundation: they use AI-based ECG analysis to predict the success of catheter ablation for atrial fibrillation. What I find particularly important with regard to global health and health disparities: the majority of CVD-related deaths happen in low- and middle-income countries. That’s why the #UseHeart campaign specifically urges policy makers and governments to target CVD by educating people on the matter, enabling access to prevention and treatment methods. Fresenius Kabi provides this access with its generic products, particularly injectables that are used for arrhythmias, in heart failure, or after heart attacks. After all, cardiovascular health should not be a question of origin or wealth status. #WorldHeartDay #HealthEquity #FutureFresenius #CommittedToLife

I’m so happy to see this! Yesterday, the ISO published a new standard, ISO/IEC 42001:2023 for AI Management Systems. My suspicion is that it will become as important to the AI world as ISO/IEC 27001 arguably became the most important standard for information security management systems. The standard provides a comprehensive framework for establishing, implementing, maintaining, and improving an artificial intelligence management system within organisations. It aims to ensure responsible AI development, deployment, and use, addressing ethical implications, data quality, and risk management. This set of guidelines is designed to integrate AI management with organisational processes, focusing on risk management and offering detailed implementation controls. Key aspects of the standard include performance measurement, emphasising both quantitative and qualitative outcomes, and the importance of AI systems’ effectiveness in achieving intended results. It mandates conformity to requirements and systematic audits to assess AI systems. The standard also highlights the need for thorough assessment of AI's impact on society and individuals, stressing data quality to meet organisational needs. Organisations are required to document controls for AI systems and rationalise their decisions, underscoring the role of governance in ensuring performance and conformance. The standard calls for adapting management systems to include AI-specific considerations like ethical use, transparency, and accountability. It also requires continuous performance evaluation and improvement, ensuring AI systems' benefits and safety. ISO/IEC 42001:2023 aligns closely with the EU AI Act. The AI Act classifies AI systems into prohibited and high-risk categories, each with distinct compliance obligations. ISO/IEC 42001:2023's focus on ethical AI management, risk management, data quality, and transparency aligns with these categories, providing a pathway for meeting the AI Act’s requirements. The AI Act's prohibitions include specific AI systems like biometric categorisation and untargeted scraping for facial recognition. The standard may help guide organisations in identifying and discontinuing such applications. For high-risk AI systems, the AI Act mandates comprehensive risk management, registration, data governance, and transparency, which the ISO/IEC 42001:2023 framework could support. It could assist providers of high-risk AI systems in establishing risk management frameworks and maintaining operational logs, ensuring non-discriminatory, rights-respecting systems. ISO/IEC 42001:2023 may also aid users of high-risk AI systems in fulfilling obligations like human oversight and cybersecurity. It could potentially assist in managing foundation models and General Purpose AI (GPAI), necessary under the AI Act. This new standard offers a comprehensive approach to managing AI systems, aiding organisations in developing AI that respects fundamental rights and ethical standards.

Ever heard of the Lippitt-Knoster Model for Managing Complex Change? It's a classic in the change management world, laying out the essential pieces needed to navigate big transformations. Taking a cue from that, I've adapted it to fit the world of digital transformation. There are seven key elements you can't afford to miss: Vision, Strategy, Objectives, Capabilities, Architecture, Roadmap, and Projects & Programs. Skip any one of these, and you're asking for trouble. Here’s why each one matters: • 𝐕𝐢𝐬𝐢𝐨𝐧: This is the 'what' of your transformation. A clear vision gives everyone a target to aim for, aligning all efforts and keeping the team focused. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲: Think of this as the 'why' and 'how.' A solid strategy explains the logic behind your vision, showing how you plan to get there and why it's the best route. It’s designed to guide everyone in the company on how to make decisions that support the vision, aligning all efforts and keeping the team focused. • 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞𝐬: These are your milestones. Clear, specific objectives make it easy to measure success and ensure everyone knows what's important. Without them, you can easily veer off course and waste resources. • 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬: These are what your company will now be able to do that it wasn't able to before in order to achieve the objectives. These can be organizational capabilities (like improved decision-making), technical capabilities (such as real-time operational visibility), or other types like enhanced customer engagement or streamlined processes. • 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞: A robust architecture ensures all your tech works together smoothly, preventing inefficiencies and costly headaches. This includes various types of architecture such as data architecture, IT infrastructure architecture, enterprise architecture, and functional architecture. Effective architecture is central to reducing technical debt and aligning software with broader business transformation goals. • 𝐑𝐨𝐚𝐝𝐦𝐚𝐩: Your roadmap is the game plan. It lays out the sequence of actions, helping you avoid uncertainty and missteps. It's your guide to getting things done right. • 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 & 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬: These are where the rubber meets the road. Actionable projects and programs turn your strategy into reality, making sure your plans lead to real, tangible outcomes. From my experience, I think '𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬' and '𝐑𝐨𝐚𝐝𝐦𝐚𝐩' are the two most overlooked. What do you think? ******************************************* • Follow #JeffWinterInsights to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

If I'm honest, half the time, I don't know what Gen Z are saying. But if there's one thing I do understand, it's that waiting until 65 to enjoy my life ain't it. The traditional career path — work relentlessly for decades, then finally retire and enjoy life — is losing its grip on the next generation of workers. Instead, they’re choosing micro-retirements: intentional career breaks to rest, recharge, and experience life throughout their careers, not just at the end. Why is this happening? They’ve seen their parents: • Burnt out from decades of non-stop work. • Saving their best years for retirement, only to hit health or life constraints. • Realising too late that financial success isn’t the same as freedom. Gen Z is opting out of that model. They’re redefining success — not as climbing the ladder for 40 years straight, but as balancing ambition with quality of life. What does this mean for companies? By 2030, Gen Z will make up 25% of the workforce. And if companies don’t rethink their approach, they’ll face a cycle where: Employees leave to take a well-earned break. They return, just not to the same employer. Instead of losing talent, forward-thinking organisations will adapt: Formalising micro-retirements: Offering structured career breaks, similar to sabbaticals, to allow employees to reset without quitting. Normalising flexible career paths: Creating return programs that make it easier to step away and step back in. Building trust over control: Recognising that employees who feel trusted to take time off come back more engaged, not less. The companies that embrace this shift will win. Because Gen Z isn’t choosing between work and life. They’re choosing both. Would you take a micro-retirement if your company offered it?

Every organization needs to innovate. But what type of innovation to give priority to? This simple matrix with four types of innovation may help. Innovation basically means introducing something new (‘nova’). This “something new” can be anything and that’s where the problem starts. In two ways. - First, by an overemphasis on product (or service) innovation, thereby not giving enough attention to other types - Second, by getting overwhelmed by all the innovation opportunities that are out there. To solve both problems at the same time, it helps to gain some clarity on what types of innovation there are. To that end, I’ve created this simple 2x2 matrix containing what I think are the four most important types of innovation for every organization. Let me first explain the two axes. The first is the inward-outward axis. Outward-oriented innovations are those innovations that are mostly targeted at the market, at doing something new for customers. Inward-oriented innovations, on the other hand, are innovating the organization itself. On the second axis, Operational innovations are typically quite technical and tangible, and focused on the practical work and output. Strategic innovations, on the other hand, regard how the organization is functioning overall and how it creates value. This leads to the following four types of innovation: 1. Product Innovation. The most well-known type of innovation in which you change, improve or renew an organization’s products and/or services, or create new ones. 2. Process Innovation. Often efficiency and quality-driven to improve the way the organization works on a day-to-day basis. This can concern any type of process. 3. Business Model Innovation. A newer type, focused on changing how the organization creates and captures value. Often focused on developing new revenue models. 4. Management Innovation. Less commonly known but critical, this type concerns innovating how an organization is organized, managed, and led. Often implies decentralization. All four types are important and with this matrix you can start managing your innovation portfolio. Ask yourself questions like: Do I have sufficient initiatives in all quadrants? And, which type of innovation should get priority now? [Featured in The Strategic Leadership Playbook. Originally published in June, 2023] More of this? For 63 more tools like this, plus step-by-step instructions for using them, get The Strategic Leadership Playbook. See link in the comment below. #innovationmanagement #processimprovement #productdesign #businessmodel

Entry level: 52% men & 47% women Senior manager level: 64% men & 36% women Senior VP level: 73% men & 28% women Did you see what happened? The number of women in a company immediately drops at the second and third career levels. And this needs attention. The McKinsey & Company and Lean In, Women In Workplace 2023 report highlights the clear bias that is the barrier to women’s entry into leadership. Zoe Chance said it best, “Women feel forced to compete on their record, whilst men can compete on their vision.” ↳ Men apply for a job when they meet only 60% of the qualifications, but women apply only if they meet 100% of them. ↳ A study at a large retail chain in North America (published in Yale) highlights that women are 14% less likely to be promoted at the company each year because they are consistently judged as having lower leadership potential than men. ↳ BBC reports that women are held to higher standards for promotions than men. If this isn’t absolutely appalling, I don’t know what this is. I’ve seen male colleagues bag projects without any experience and female colleagues with much much more experience were asked to explain their rationale. I’ve heard stories of managers pushing women to share reports with male colleagues so they can keep an eye out for red flags. Step 1 is to recognize this internal bias. Our systems are deeply flawed and unless we pinpoint what we’re doing wrong, we can never get close to fixing it. I recommend every leader to run an internal diagnostics on day-to-day bias. The story needs to change. #womenintech #womeninbusiness #womenleaders

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR