Jill D. Griffin

Leading Through Ambiguity Alia Rose Connor and I are continuing our series using the SCARF model (https://lnkd.in/eQhMudWF). This week, A for Autonomy: When things feel uncertain, people crave control. In times of organizational uncertainty or shifting priorities, a leader's response to the need for clarity can result in overorchestrating plans or processes as they try to create some certainty for the team and themselves. The desire to provide as much certainty as possible can undermine what people really need - some control. Some ways to do this are: 👉 Offer choice in the how, even when the what is set. “We need to improve onboarding retention. You decide how we might do this.” 👉 Let them design the experiment. “What’s the smallest test that would teach us something useful in two weeks?” 👉 Co-create the plan. “Given what we know now, what should we not work on?” Shaping the path gives people something solid to stand on, and ambiguity becomes more workable. We’re exploring how to lead through ambiguity. Next time, Relatedness. #collaborativeteams #leadership #ambiguity #leadershipdevelopment

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I love this perspective from Dr. Bill Berman: “You can’t coach a leader in isolation. You have to understand the system they’re part of.” In my coaching, I’ve seen how true this is. A leader’s growth starts with greater self-awareness—and the real impact comes when that growth ripples out to their team, culture, and organization. When you think about your own growth, what around you—team, culture, or organization—has made the biggest difference?

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When teams don’t agree on what game they’re playing, their actions collide instead of compound. In this months article for Psychology Today, I write about how multidisciplinary teams have the "meta conversation": the short, focused discussion that helps high performing teams align before they act. In the piece: - How to decide if you’re in a crisis (and why it matters) - How to define the scope of your mission - How to align your team’s risk tolerance - Why shared mental models separate effective teams from chaotic ones You can read it here - hope you enjoy. https://lnkd.in/guDrvTdE Mission Critical Team Institute #MissionCriticalMedicine | #MentalModels

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In turbulent times, leaders need to go beyond just REACTING to change, they need to lead through it with clarity, empathy, and vision. In my latest blog post, I explore how leaders can foster team resilience by: ✅ Encouraging open, honest communication ✅ Gathering and acting on meaningful feedback ✅ Co-creating a future the team can believe in It is important to not only be prepared for the storm, but also to engage your team in keeping everything afloat through it. Read the full blog post here: https://lnkd.in/gHrvbSYR #change #resilience #overcome #leadership #leadershipthroughchange #wearechangingwork #teamresilience #instability

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New Podcast: Strengths Over Stress Jasmine Bellamy sits down with Vibhas Ratanjee, Senior Practice Expert at Gallup, to explore how organizations can build strengths-based cultures rooted in affirmation, not audit. Drawing from over two decades of research and consulting at Gallup, Vibhas reveals how focusing on what’s right with people, not what’s wrong, can radically shift culture, engagement, and performance. Listen here or anywhere you get your podcasts: https://lnkd.in/gXDtjZS8 #Podcasts #Leadership #HR #CompanyCulture #CultureConUSA #Gallup #Strengths

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LISTEN to Episode 173: The Surprising Way Leadership Behaviors Go Viral https://lnkd.in/dVk_knV3 What if great leadership could go viral? In this episode of The 90th Percentile Podcast, Dr. Jack Zenger joins BreAnne Okoren to explore how positive leadership behaviors—like openness, respect, and accountability—spread through organizations and transform cultures. Drawing on decades of research, Jack reveals why developing leaders at scale creates psychological safety, sparks innovation, and shifts entire organizations. Discover the three actions that make leadership development contagious—and how HR and OD professionals can start a ripple effect of great leadership today. #leadershipbehaviors #LD #leadership #traininganddevelopment

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Anne Dranitsaris, Ph.D. and I recently joined Julie DeLucca-Collins on the Casa De Confidence podcast to talk about the behavioural patterns that quietly sabotage performance and what it really takes to lead with authority. From Imposter Syndrome to psychological safety to emotional resistance in the workplace, we shared how we help leaders and organizations shift from reactive to intentional. We also talked about what most change efforts miss - and why strategy alone doesn’t get people unstuck. 🎧 https://lnkd.in/gZQbDytA #LeadershipDevelopment #OrganizationalGrowth #EmotionalIntelligence #ChangeManagement

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When Kristin Cullen-Lester and I began curating contributors for The Social Capital Imperative, commissioned by Society for Industrial and Organizational Psychology (SIOP) we set out to bring together leading voices who have shaped how we understand leadership as a dynamic and networked process. That’s why we were thrilled when Dorothy Carter joined Caton Weinberger and Laura Bauer to co-author the chapter, “The Role of Networks in Leadership Effectiveness.” Dorothy is an Associate Professor of Organizational Psychology at Michigan State University and the Faculty Director of the Leadership, Innovation, Networks, and Collaboration (LINC) Laboratory. Her research seeks to uncover the factors that enable teams and larger collectives to tackle complex challenges. She has been published in top journals such as Journal of Applied Psychology, The Leadership Quarterly, and Journal of Management, and her work has been supported by National Aeronautical and Space Administration (NASA) and the National Institutes of Health (NIH). In their chapter, Dorothy, Caton, and Laura explore leadership through a social network lens, emphasizing that leadership emerges through relationships and is influenced by the structure of those relationships. While research supports the value of this approach, practical guidance for managers has been limited. The chapter addresses this gap by offering actionable insights for how managers can understand, build, and use networks effectively, and outlines directions for future research. Kristin and I are deeply grateful to Dorothy and the fifty thought-leading contributors for bringing their expertise and real-world leadership lens to this book. Her work not only advances the science of leadership but provides practical guidance for anyone seeking to lead more effectively through connection. Cécile Emery, Ph.D., Dan Halgin, Flavia Zexi Li, Scott Hines, PhD, Nicolas Petit, Michelle Mahdon, Alexandra Gerbasi, Cody Martin, SPHR, Michael Hoffman, Ph.D., Clint Kofford, Caitlin Porter, Ashley Pearson, Donna Chrobot-Mason, Ali O'Malley, PhD, PCC, Pat Downes, Phil Willburn, Curtis Hampton, Andras Vicsek, Travis Grosser, Michael Arena, Cynthia Maupin, Semin Park, Victor Bilgen, Chris Gideon, Neha Shah, Lauren Blackwell Landon, Ph.D., SPHR, Andrew Parker, Julia Brennecke, Katelyn Cavanaugh, Eric Middleton, Ph.D., Matt Berkheiser, DrPh, CIH, CSP, CEM, James Vardaman, Feigu Zhou, Hemerson Paes

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Blue Waters Integrative Consulting is a new consortium of practitioners spanning areas of expertise: leadership development, design thinking, innovation, executive coaching, and intentional communication. It's been an eye-opening experience connecting with these new colleagues--it almost feels like forging new synapses as we figure out what expertise each of us brings, how these relate to each other, and more importantly, how, together, we can create the most effective solutions for our clients. This is Blue Waters: Winifred Ernst, PhD, PCC Chris Ernst, Ph.D. Cal Austin Danielle Vidal, PsyD, ACC Danielle Kaynor Miguel Noguerol, MCC, EMCCC Ken Parekh, CPCC Joanie Connell, Ph.D. Julianna Hynes, PhD, PCC Jesus Maximoff Ennis Olson Neela Muñoz, ACC Vivian Smith

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