Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

In this HCI Webinar, I talk with Ryan C. Warner about how leaders can effectively develop and apply emotional intelligence to enhance their leadership skills and improve team performance. Ryan C. Warner, PhD is a globally-recognized speaker, award-winning psychologist, published author, and esteemed executive coach. As the Chief Executive Officer of RC Warner Consulting, he strengthens organizational performance by boosting inclusion and mental wellness in the workplace for high-performing organizations, Fortune 500 companies, and government entities. He is passionate about supporting high-performing leaders in reaching the top 1% of their industry through improved leadership development and emotional intelligence. Through his captivating speaking, coaching, and consulting solutions, Dr. Warner empowers workplaces to achieve success by cultivating a positive and fulfilling work culture where all employees thrive. Dr. Warner has been a featured guest on numerous podcasts, has spoken on various radio/TV shows, and has authored a wealth of scholarly research articles, reaching millions worldwide.

In this HCI Webinar, I talk with Jamie Aitken about the end of performance management as we know it. As VP of HR Transformation at Betterworks, Jamie helps customers reimagine the way employee performance is managed with proven systems and processes that work. As co-author of Make Work Better, she draws inspiration from her more than twenty-five years of HR leadership experience, spearheading organizational development, HR transformation and employee engagement strategies that boost business performance. Her work as a consultant and an in-house HR practitioner spans the entire spectrum of human capital practices and multiple industries.

In this podcast episode, I talk with Ryan C. Warner about how leaders can effectively develop and apply emotional intelligence to enhance their leadership skills and improve team performance. Ryan C. Warner, PhD is a globally-recognized speaker, award-winning psychologist, published author, and esteemed executive coach. As the Chief Executive Officer of RC Warner Consulting, he strengthens organizational performance by boosting inclusion and mental wellness in the workplace for high-performing organizations, Fortune 500 companies, and government entities. He is passionate about supporting high-performing leaders in reaching the top 1% of their industry through improved leadership development and emotional intelligence. Through his captivating speaking, coaching, and consulting solutions, Dr. Warner empowers workplaces to achieve success by cultivating a positive and fulfilling work culture where all employees thrive. Dr. Warner has been a featured guest on numerous podcasts, has spoken on various radio/TV shows, and has authored a wealth of scholarly research articles, reaching millions worldwide. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this HCI Webinar, I talk with Milica McDowell about encouraging and incentivizing walking programs for employees. Dr. Milica McDowell is a dynamic healthcare leader and educator with over 20 years of clinical, entrepreneurial, and academic expertise in physical therapy and e-learning innovation. Currently serving as Associate Vice President of Education at U.S. Physical Therapy, she spearheads strategic partnerships with professional PT and OT schools and drives student engagement across the organization's national platforms while supporting over 140 partner brands. Previously, Dr. McDowell led Physitrack's global e-learning division, Physicourses, where she oversaw a multidisciplinary team and collaborated with prestigious institutions including Gray Institute, Evidence in Motion, and the Hospital for Special Surgery. In this capacity, she launched evidence-based professional education programs for medical and wellness practitioners worldwide. Her career spans diverse leadership roles across academia and entrepreneurship. As Adjunct Faculty at Montana State University, she mentored students in human performance. She has also held leadership positions in startups across orthopedics, fitness, biomechanics analytics, and medical equipment sectors. Her entrepreneurial success includes two M&A exits, with two additional exits in future planning. Dr. McDowell holds a Doctor of Physical Therapy (DPT) from Idaho State University, where she researched risk factors for non-contact knee injuries in young athletes, and an MSPT from the University of Colorado Health Sciences Center. She is scheduled to begin her MBA at USC's Marshall School of Business in fall 2025.

This research introduces the concept of a control tax, describing the hidden financial and cultural costs incurred when organizations prioritize micromanagement over professional autonomy. By utilizing surveillance and rigid approvals, leaders inadvertently alienate high-performing employees, leading to decreased innovation and significant turnover expenses. The research advocates for a shift toward trust-based leadership, which emphasizes psychological safety and the redistribution of decision-making rights to those closest to the work. To eliminate this tax, senior managers must move from tracking mere activity to measuring outcomes, ensuring that operational environments actually honor the expertise they originally hired. Ultimately, the research argues that designing for judgment and transparency is essential for retaining top talent and maintaining organizational agility.

This research introduces the concept of a control tax, describing the hidden financial and cultural costs incurred when organizations prioritize micromanagement over professional autonomy. By utilizing surveillance and rigid approvals, leaders inadvertently alienate high-performing employees, leading to decreased innovation and significant turnover expenses. The research advocates for a shift toward trust-based leadership, which emphasizes psychological safety and the redistribution of decision-making rights to those closest to the work. To eliminate this tax, senior managers must move from tracking mere activity to measuring outcomes, ensuring that operational environments actually honor the expertise they originally hired. Ultimately, the research argues that designing for judgment and transparency is essential for retaining top talent and maintaining organizational agility.

This research explores the critical challenge of retaining Generation Z employees within the public sector, where rigid bureaucratic structures often clash with the expectations of younger workers. While government agencies face limitations in compensation and rapid promotion, they can foster loyalty by emphasizing meaningful work, social impact, and authentic mission alignment. The research argues that prioritizing professional development, frequent recognition, and procedural fairness is essential for maintaining workforce stability and institutional knowledge. Furthermore, implementing flexible work arrangements and inclusive leadership models helps bridge the gap between traditional civil service traditions and modern professional needs. Ultimately, the research suggests that workforce retention is a strategic necessity that directly influences the quality and consistency of essential community services. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This research introduces the concept of a control tax, describing the hidden financial and cultural costs incurred when organizations prioritize micromanagement over professional autonomy. By utilizing surveillance and rigid approvals, leaders inadvertently alienate high-performing employees, leading to decreased innovation and significant turnover expenses. The research advocates for a shift toward trust-based leadership, which emphasizes psychological safety and the redistribution of decision-making rights to those closest to the work. To eliminate this tax, senior managers must move from tracking mere activity to measuring outcomes, ensuring that operational environments actually honor the expertise they originally hired. Ultimately, the research argues that designing for judgment and transparency is essential for retaining top talent and maintaining organizational agility. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.