On this episode of Culture & Compliance Chronicles, Nitish Upadhyaya from Ropes & Gray’s Insights Lab and Richard Bistrong of Front-Line Anti-Bribery, are joined by Megan Reitz, founder of Reitz Consulting and an Associate Fellow at Saïd Business School, Oxford University. Megan, a renowned thought leader listed on the Thinkers50 ranking and HR Magazine’s Most Influential list, shares insights from her latest co-authored book, Speak Out, Listen Up: How to Have Conversations That Matter.
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Professionals today are focused on doing mode— achieving goals and checking items off of to-do lists to satisfy their managers and companies. But better relationships, bigger-picture strategic and creative thinking, and personal well-being and satisfaction rely on pausing from doing mode and entering into spacious mode. To do this amidst daily pressures, people should recognize that they first need to give themselves permission to pause, adopt practices to train their minds to be more spacious, build a safe space for pausing around them, and keep the company of those who help them enter spacious mode
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As HR and employees become increasingly obsessed with the 'doing' mode, now might be the time to activate the ‘spacious mode’.
Numerous employees, among them HR professionals, are returning to work this January with new year's resolutions, aiming to redress work/life balance, get less stressed and enjoy life more.
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Across many areas of life, from education and health through to business and politics, we’ve become obsessed with the ‘doing’ mode. We like to keep busy in a world where success is measured and rewarded through meeting immediate, tangible targets. Pausing, stepping back to reflect on what this busyness is all about, is seen as a sign of laziness or inefficiency. It can also feel terrifying when we’re not used to it – it forces us to engage with who we are when we aren’t busy with our busy doing.
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Megan has a long history of working at the cutting edge of leadership development and marks a departure from the usual guest on this podcast.
She is a deep thinker and researcher around how leaders need to behave in what she calls a ‘pathologically busy’ workplace. This interview explores how our society has an over focus on the short-term, the to do list which leads to rampant busyness. This is not the role of a leader who needs to be able to step back and have perspective.
Megan shares how reflective practices and wise attention will help us become the leaders we want to be.
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Mental well-being is critical for individuals, communities, and organizations, yet despite the lifting of taboos around mental health in society, employees are feeling less cared for than ever. So why are we still reluctant to talk openly about our mental well-being at work?
Leaders can play a critical role in facilitating these conversations by speaking up about their own experiences and encouraging others to do the same.
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Speaking up — and being heard — in organizations is critical, but failed attempts to speak up happen often at work and can lead people to silence themselves and others in the long run. Instead, leaders and team members should frame such situations as opportunities to learn.
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Generative AI has the fastest take-up of any technology to date. Now, as AI applications are becoming immersed in workplace culture and power, we’re beginning to see how GenAI tools will impact our conversational habits, which direct what we say and who we hear.
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Have you ever considered the conversations going on in your workplace? What is said but overlooked? Who gets to talk to whom? What counts as a valuable conversation?
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Working at the intersection of leadership, change, dialogue and mindfulness, Reitz’s research focuses on how we meet, see, hear, speak, learn with and encounter one another in organisational systems and how we might encourage dialogue which is more humane and which enables us, our colleagues and our society to flourish. Current focus is on the rise of ‘employee activism’.
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The unique leadership challenges organizations face throughout the world call for a renewed focus on what constitutes "authentic, inclusive, servant, transformational, principled, values-based, and mindful" leadership.
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In Certain Uncertainty, renowned management theorist Des Dearlove delivers an exciting and illuminating discussion of how to build resilience and agility into our lives and businesses.
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In healthcare and elsewhere, the frequent response to actual and potential malpractice is to increase the intensity and volume of formal processes of inspection—alongside an emphasis on individual courage to speak up, responsibility and accountability.
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Leaders often have an inflated idea of how easy it is for others to speak honestly to them. A two-year research study, including interviews with over 60 senior executives, workshops, and case studies, illuminates a glaring blind spot.
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