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Here's what the Leading Edge team is learning about culture, executives, and boards this month.
Research: Performance Reviews That Actually Motivate Employees
As organizations move away from traditional number-based performance reviews, many are experimenting with narrative feedback or a mix of the two. But how do employees actually perceive these formats? New research sheds light on what makes feedback feel fair, motivating, and actionable, offering valuable insights for organizations looking to refine their performance evaluation practices.
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CULTURE
High Performers Need Feedback, Too
High performers are crucial to a team’s success but often receive less constructive feedback compared to their peers, as managers tend to focus more on lower performers. To engage and retain high performers, managers should provide actionable feedback that focuses on skills and behaviors, avoids fixed-mindset language, and steers clear of reinforcing negative stereotypes. Additionally, outlining clear growth paths with specific guidance can help high performers thrive and stay motivated.
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‘Broken expectations’: Stark generational divide emerges in job seekers
Generational differences influence job seekers' stress, with Gen Z worried about limited opportunities, millennials and Gen X frustrated by poor communication, and boomers concerned about competition and long processes. Work preferences also differ, with younger generations favoring hybrid models and older groups leaning toward in-person or remote options. These variations, along with challenges like burnout and shifting remote work motivations, emphasize the need for tailored hiring and retention strategies.
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EXECUTIVES
How two global agencies keep employees connected to executive leadership
Maintaining strong connections has been a priority for CMI Media Group and Compas as they scale globally, emphasizing flexibility and intentional team-building over rigid office schedules. Their approach includes open-door leadership, skip-level conversations, and inclusive initiatives like virtual social clubs and employee resource groups, fostering collaboration and trust among employees. By continuously listening to staff and evolving practices, the agencies have reduced turnover, strengthened engagement, and created a culture where employees feel valued and empowered to grow.
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Why We Must Center Belonging and Justice in Our Leadership
Effective leadership must prioritize belonging and justice to address systemic inequities and improve organizational outcomes. Fostering a sense of belonging goes beyond inclusion, involving a shared vision and purpose, which enhances job performance and reduces turnover. By embedding these principles into daily practices, leaders can build trust and align processes, creating more equitable and successful organizations.
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BOARDS
How to Sabotage Your Board
Board meetings often get disrupted by unintentional missteps or deliberate actions, such as dominating conversations or withholding key information. While some may unknowingly obstruct progress, others intentionally use these tactics to block processes, advance personal agendas, or avoid addressing complex issues. Recognizing and addressing these behaviors is crucial to fostering effective board practices, ensuring constructive dialogue, and enabling productive decision-making that benefits the organization.
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Why Nonprofit Boards Need Younger Voices—and More
Nonprofit boards must prioritize generational diversity to reflect their communities and stay relevant in a rapidly changing world. Younger board members bring fresh perspectives, strengthen donor relationships, and serve as future leaders, while mentorship and collaboration with seasoned members foster innovation and sustainability. By rethinking recruitment, financial expectations, and leadership pathways, nonprofits can build age-diverse boards that drive greater impact and long-term success.
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