In this episode of Vivowire, Barbara Booras talks with bestselling author and workplace culture expert Bruce Daisley to explore the science and psychology behind better work. Drawing on his experience at Google and Twitter, Bruce shares why culture – not strategy – is often the true driver of success.

If you care about building a more connected, resilient, and human workplace, this episode is packed with insights you can apply immediately.

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Advita is one of only 600 chartered communications professionals in the UK, she is a seasoned expert in the field of internal comms and employee experience. 

As a founder of CommsRebel, she's helped numerous organizations cultivate inclusive cultures where employees can thrive.  Advita also just wrote a book called Building a culture of Inclusivity. 

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During this episode, Janice talks about leadership "the solitary hero stories of these leaders which do not provide realistic or useful models for the rest of us" The old guard is struggling to keep up and we discuss the alternatives. Janice also talks about the complexities of workplace relationships, durable decisions, portfolio careers, and much more.

My favorite quote from the book "So we no longer believe in work/life balance, it's all just life. And we need to know it is a life that we want to live filled with security, confidence love, and meaning"

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The book is a practical guide for implementing psychological safety in the workplace based on their own experiences and those of their clients.

Both Caroline and Manette's ambition is to create psychologically safe workplaces around the globe.

What is psychological safety? 

Team psychological safety is a shared belief held by members of a team that it's okay to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes, all without fear of negative consequences. ( HBR) 

Psychological safety is a cornerstone of inclusive leadership. Teams that feel more psychologically safe are more innovative, productive, and resilient.

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John has recently written a book called "Make Work Healthy" with Michael J Burchell 

On this week's episode, Gillian speaks to John about the vital role leaders play in creating a healthy workplace.  John also shares stories from organizations that have created world-class practices to make work sustainably healthy and who achieve high performance through a consistent focus on workforce and workplace health. John also explains on the podcast what a salutogenic or pathogenic workplace is.

In the book, I loved the statement “What if leaders seriously entertained the idea that higher performance is a result of business organizing around their people rather than people having to organize around the business Tune in :) &  Leaders should see themselves as energy converters “

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“There is a gap between business strategy and people strategy,” Hamira explains. “At the moment, that hinterland between the two is not being bridged, and I think that’s where psychology comes into its own.”

Listen back now to hear Gillian’s conversation with Hamira. 

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In Pat Divilly’s bestselling book, he writes, “Despite the comforts of the modern world, there's an overwhelming feeling of disconnection.”

“These have to be proactive steps in an overstimulated world,” he says. “We’re always plugged in and that has a big effect on how we feel physically and emotionally.

Listen back now to hear Pat and Gillian’s conversation. 

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Nadine Hack strongly believes in the power of connection and community at work. But to truly achieve these,

open communication needs to be non-negotiable. 

Listen back now to learn more about why workplace connectedness, leadership self-awareness, and moving

away from hierarchical management models will be key to organizational success.

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In his book The New World of Work, Peter Cheese explores the evidence behind the shifting landscape in workplaces across the globe.

Leadership is one pivotal part that’s seeing plenty of transformation, and a key driver is that what employees expect of them is changing.

In the past, traditional models of leadership were more about command and control, Peter says, and centered on “the all-seeing, all-knowing leader”.

But now that we’re in times of great uncertainty, he explains, there’s simply no one who can know or experience everything that’s happening.

“This means that leaders are going to need to deal with uncertainty, but they’ve also got to be able to listen and learn from others,” he says,

adding that it will require taking a “collective view” underpinned by diversity of thought and reshuffling stakeholder priorities.

“There are also much greater expectations of leaders in terms of their visibility and their behaviors. What’s interesting is that many of these trends were emerging before the pandemic, but crises accelerate those things.”

For example, people are more eager to see the human side of leaders.

Peter says they “now expect to see leaders visible through lots of different communication channels”,

and also to work with a leader who’s consistently empathetic and understanding, and who shows integrity. 

“I think the dial is unquestionably moving. If people see that you're still trying to behave in some sort of autocratic and command-of-control form of management, where you're not listening and you’re not showing that you care for your people, then I don’t think you’re ultimately going to succeed.”

Listen back now to learn more about the growing importance of visible leaders, greater social expectations in the workplace, shifting short-term strategy to long-term investment, and why diversity of thought will only become more critical to organizational success.

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With over two decades of experience in HR, Hollie Delaney knows how important it is to adapt her approach to new contexts with different needs. One thing she’s learned, for example, is the crucial balance between giving employees ownership and encouraging integration across the workforce. 

For Hollie, ownership means being empowered to do your work in the best way you know how. Without it, employees are at risk of becoming disengaged – and so are customers.  

“When you're in a position where you don't feel any ownership or empowered to do your work and contribute to the organization, automatically you become less engaged,” Hollie tells Gillian. “And that’s the same for any employee anywhere.” 

An empowered employee is also one who feels they can bring their whole selves to their work. 

“Helping employees find out what their purpose is and what they’re passionate about, and how they can turn that into something that the business needs, that’s the perfect recipe. 

“I think that can be done in so many different ways – just giving them the space to be themselves, to bring their whole selves to work and use those little things that make them special in their everyday job.”  

According to Hollie, empowering employees helps give them a feeling of accomplishment and productivity. “And at the end of the day, I think that’s all anybody wants.” 

Listen back now to learn more about empowering employees, helping them normalize and navigate burnout, moving past a one-size-fits-all approach to people management, and more.

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65% of people haven’t felt appreciated at work in the past year. 74% would continue working for their employer if they received more recognition. These are some of the statistics Debra Corey shared with Gillian in this week’s episode. 

But what are these numbers actually telling us? How crucial is employee recognition and appreciation to the employee experience – and how is that evolving? 

“Forget about the numbers and just look at us as human beings. Of course, we want to be valued and be seen at work. Fundamentally it’s important.” 

Recognition is one of the most crucial aspects of a positive employee experience. To make an impact, leaders will need to get better at practicing empathy and understanding, build recognition of their company’s core values, prioritize human connection, and invest in the right support tools.

“Everyone needs to wear their recognition glasses – whether that’s your managers, your leaders, or your peers; that’s when the magic happens. It doesn’t work if it’s only managers.”

Listen back now to learn how leaders can recognize their teams in the right ways and at the right time, why a lack of recognition can contribute to employee burnout, the key differences between appreciation and recognition, and more… 

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• James Purvis, Head of HR at CERN
• Alina Aronberga, SVP HR at AirBaltic
• Charlotte Otter, Strategic Communications Advisor
• Guillaume Delacour, Global Head of People Development ABB
• Laura Stevens, Vice President of Global Strategy, Analytics & Employee Experience at DSM
• Miklos Treiber, Head of HR Business Partnering Division at Egis Group
• Roberto DiBernardini, CHRO at Danone

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Jane joined NASA in 2007 as the director of the agency’s Workforce Policy, Planning, and Analysis Division in the Office of Human Capital Management. Here she played an essential role in coordinating activities to increase efficiency across the agency, such as the agency-level integration of workforce planning with budgeting and strategic planning. Datta oversaw agency-level human capital policy, accountability, recruiting, hiring, and student programs.

“We welcome the whole employee. We really believe fervently in the balance of your work and your personal life, which is not a new concept. But we're having to re-examine what that flexibility looks like. Have we got it all figured out? No. But I think the intent is there and I think employees feel that intent and that's, I think, the more important part. Did we get it exactly right? No. Do they know what we intend and that we are trying? That's what matters.”

“The kinds of leaders we need have got to be creative, they've got to care, and they've got to be willing to continue to learn. That takes time. Being a supervisor is not just an ‘other duties as assigned'. It is a serious endeavor.”

Listen back to hear more…

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We spoke to the Top Voices at the world's largest HR Tech conference, getting a pulse on the state of HR tech and the Employee Experience today.

On this retrospective episode, hear from HR leaders, analysts, thought leaders, and practitioners shedding light on the most significant struggles and innovations they see in the market today:

Gustavo Serbía, Vice President HR at Haircuttery

Lance Haun, VP of Market Insights at the Starr Conspiracy

Laura Faith, Sr. Director, People Experience and Operations at Uber

Noel McMullan, CHRO at Premier Roofing Company

Rebecca Wettemann, CEO at Valoir

Anna Carlson, Global People and Organization Development at Tapestry

Dan George, CPO at Jump Crew

Brent Skinner, co-founder at 3Sixty Insights & Jennifer Dole, Director at 3Sixty Insights

Serge Boudreau, Podcast Host at The Recruitment Flex

Chad Sowash & Joel Cheeseman, Podcast Hosts at the Chad and Cheese Podcast

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Margaret is an entrepreneur, writer, CEO, and keynote speaker. Margaret is currently a 'Professor of Practise' at the University of Bath, School of Management in the UK.

Margaret is the former Chief Executive Officer of 5 businesses and is the writer of 6 books that explore business and effective leadership.

Her most recent work is ‘Unchartered: How To Map The Future Together.

Margaret speaks at conferences and organizations around the world, from Britain’s National Health Service to the Police, banks, charities,

schools, and governments. Margaret’s TED Talk has been seen by over 13 million people.

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For a decade he has helped organizations such as Coca-Cola, Salesforce, and Delta Airlines

optimize generational dynamics which lessen worker loneliness and prepare for the future of work.

Ryan’s work has been featured in Forbes, The Wall Street Journal, and Fast Company.

Ryan has written over 200 articles for INC and Entrepreneurial magazines.

He has written 3 books, including ‘Connectable: How Leaders Can Move Teams from

Isolation to All In'

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Stan has also worked as a CEO with over 5,000 employees under his direction. As a strategist, he has mentored numerous companies, including Oracle and HSBC.

He is a frequent keynote speaker and the author of the New York Times bestsellers 'Bury My Heart at Conference Room B' and 'Under the Hood: Fire Up & Fine Tune Your Employee Culture' is also a bestseller.

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His best-selling books and popular speeches inspire the corporate and academic agenda. Dave has co-authored over 30 books and 200 articles that have shaped three fields: organization, leadership, and human resources.

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Scott is a passionate internal communicator and engagement professional who believes that people are at the heart of business success. Helping leaders and organizations communicate with their people in a way that is engaging, authentic, and human is at the core of what Scott does.

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Gary Keegan is a renowned High-Performance Business Coach and Sports Consultant.

Gary has spent his career immersed in building, leading, and supporting high-performing individuals, teams, and organizations.

Gary’s experience in managing and coaching individuals and teams

pursuing high performance spans 18 years. He is currently the CEO of Uppercut,

a high-performance advisory for organizations and a performance coach for many

of Ireland’s top players and executives.

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In 2013, Niamh spearheaded a national conversation around how we can improve and support life at work, at home, and in leadership which attracted hundreds of top leaders, organizations, and influencers.

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Gary’s experience in managing and coaching individuals and teams pursuing high performance spans 18 years. He is currently the CEO of Uppercut, a high-performance advisory for organizations and a performance coach for many of Ireland’s top players and executives.

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Humu coaches managers and employees into developing work habits that are scientifically proven to drive performance and evolve their people-management strategies in the new age of work.

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