Organizational Culture Insights to Strengthen Leadership and Drive Change

Mid-year strategy check-in We’re halfway through the year, can you believe it?And if you’ve hit the six-month mark and your strategy is still sitting untouched in a binder somewhere, don’t wait until the fall to dust it off. Summer is the perfect time to reconnect with your strategy. The best leaders don’t wait until the end of the year to reflect. They treat summer like a pit stop: a chance to refuel, realign, and get clear on what’s working and what’s not. At Whitewater, we call it the mid-year reset. It’s a deceptively simple tool with outsize impact. Here’s how it works. Start with your scorecard. What did you say you'd do this year? What did you actually do? Pull out the goals you set in January, and take a hard look at performance to date. Are you on track? If not, do you need to change the goal or change your approach? Reconnect strategy with execution. This is where many organizations stall. Big goals get lost in day-to-day noise. At your mid-year check-in, look at your key initiatives and ask: Are they still aligned with our strategy? If not, realign or cut. A strong finish starts with ruthless clarity. Talk to your team. Strategy doesn’t live in a spreadsheet. It lives in the choices your people make every day. What are they hearing from clients? Where are the roadblocks? What’s draining their energy, or lighting them up? You can’t recalibrate without their insights. Embrace the power of agility. According to Harvard Business Review , companies that revisit strategy quarterly outperform their peers in volatile markets. In 2024, McKinsey  found that agile organizations were 1.5x more likely to report top-quartile financial performance than their less nimble peers. It turns out that “set it and forget it” isn’t a winning strategy anymore. The takeaway: Mid-year isn’t just a checkpoint. It’s a strategic superpower. Use it wisely. Ready to align strategy with execution? Connect with Sean Ryan for a complimentary leadership consultation.

Barbecues and Better Culture: Why Summer Rituals Matter Here’s something no engagement survey will tell you: sometimes, the best culture-building tool is a picnic table.In a season known for lighter calendars and longer days, summer workplace rituals give leaders a golden opportunity to build trust, connection, and culture.But that doesn’t mean throwing a random party. It means embracing small, intentional rituals that show your team they matter and make space for some seasonal bonding.  Here’s what to keep in mind.  Connection doesn’t have to be complicated. At Whitewater, we’ve seen firsthand how a casual check-in, even a five-minute “walk and talk,” can do more to build morale than a full-day offsite. Why? Because it’s real. It’s human. And it shows that leadership isn’t always about KPIs. Sometimes, it’s about asking how someone’s weekend was, and then really listening to, and empathizing with, the answer. How Summer Workplace Rituals Create Rhythm. Teams thrive on rhythm. That’s why even small traditions like Friday lunches, birthday shout-outs, or “weekly wins” gatherings can make a big difference. As Inc. Magazine  points out, rituals “create a shared sense of identity and belonging.” And when people feel like they belong, they stick around. Summer is a low-stakes time to experiment. Want to try walking meetings? Asynchronous updates? A bring-your-dog-to-work day? Summer’s slower pace makes it the perfect testing ground. If it works, great! You’ve found something to carry into the fall. If it flops? No harm done. Make people feel seen. At a time when burnout is a real concern and retention is challenging, the leaders who succeed aren’t the ones with the most lavish perks; they’re the ones who make people feel valued. That starts with showing up, asking questions, and investing time, even if it’s over a popsicle instead of a PowerPoint. So fire up the grill. Circle up in the parking lot. And remember: sometimes, culture change starts with a hot dog and a good story. Ready to turn simple summer rituals into lasting culture change? Explore our leadership development programs and discover practical ways to build connection and retention. Book a Strategy Call Today

Welcome to Summer Stretch, WhiteWater’s seasonal, four-part series to heat up your thinking, goals, and business potential. Let’s be honest: a lot of leaders are bad at taking time off.  Some don’t do it at all. Others head to the cottage but keep their cell phone in their shorts pocket and one eye on email, convinced the whole place will fall apart without them.  But taking a real break doesn’t mean checking out entirely. Or that disaster will inevitably ensue if you take a little break! In fact, the best leaders use downtime to recharge and return even stronger. Here's how.  Set Leadership Boundaries Before Taking Time Off. Before you log off, make sure your team knows what you expect of them and what they can expect from you. Do they have the clarity, capacity, and confidence to keep things moving? If not, the issue isn’t your vacation, it’s your leadership pipeline. Model what you want to see. When leaders brag about never taking vacation, what they’re really showing is poor strategy. At Whitewater, we talk a lot about how leaders set the tone at the top and how that trickles down through your organization. If you want your team to be rested, resilient, and at their best, start with yourself. Take your time off. Don’t apologize for it. Show them what a sustainable pace looks like. Model Sustainable Vacation Habits as a Leader Here’s the magic: rest creates room for new thinking. I can’t tell you how many business owners I know had their best ideas not at a boardroom table, but in a kayak, a hammock, or on the back nine (my personal favorite!). Downtime doesn’t mean doing nothing. It means creating the mental space to zoom out, reflect, and, if you’re lucky,  return with a fresh perspective. As a piece in Fast Company  explains, to many leaders, rest seems like an aspiration, or a sign of weakness in our hustle-and-grind culture.  But here’s the truth: Rest is productive. As the article explains, “rest is part of the process and is integral to our journey to success.” Rest isn’t the opposite of productivity; it’s its partner. I’d also add that it’s almost always the sign of a confident leader. So yes, go to the beach. Unplug. Let your team step up. But bring a notebook. You never know what treasures might wash ashore!

Building trust  is a superpower. It transforms ordinary leadership into something extraordinary. It’s the invisible force that fuels engagement, unlocks productivity, and strengthens relationships between teams and their leaders. When trust is present, employees feel seen, heard, and valued—driving a level of commitment no amount of authority can command. At the heart of building trust  lies something deeper: character. Integrity, reliability, and authenticity are all tied to a leader’s core character—making trust not just a desirable trait, but an essential one. These aren’t optional qualities; they are foundational for leaders aiming to create lasting, meaningful impact. The data is clear: trusted employees are more focused, more satisfied, and far less likely to leave. Companies that excel at building trust in leadership  consistently show stronger retention, higher profitability, and greater innovation. When leaders trust their teams, engagement levels can rise by as much as 53% . This trust drives sharper focus, improved productivity, and higher job satisfaction. Employees who trust their leaders are 61% more likely to stay with the company. Trust is a performance multiplier. Organizations with highly engaged employees see up to 23% higher profitability, driven by increased productivity, lower turnover, and stronger customer loyalty. — Gallup, 2023 State of the Global Workplace Report But trust doesn’t appear overnight. Building trust  requires vulnerability, transparency, psychological safety, and the courage for leaders to consistently "walk the talk." It’s reflected in honest feedback, in the humility to admit mistakes, and in the space leaders create for others to grow and shine. When people feel empowered and respected, they return that trust many times over. Key Behaviors for Building Trust in Leadership: Lead with Transparency:  Share information openly. Admit mistakes. Honesty builds credibility. Recognize Contributions:  Acknowledge effort and results. Feeling valued deepens employee commitment. Foster Psychological Safety:  Create an environment where ideas, feedback, and concerns can be voiced without fear. Provide Constructive Feedback:  Focused, supportive feedback promotes growth and strengthens trust. Empower with Autonomy:  Give teams ownership and responsibility—this signals confidence and trust. In contrast, when trust in leadership  is weak or missing, the costs are high. As the saying goes, “people don’t leave jobs—they leave managers.”  Nearly one-third of employees resign because of poor relationships with their direct leaders. Teams that don’t feel trusted or heard disengage faster and experience higher stress and burnout. As we emphasize in our program, “The Empathy Connection” , building trust  isn’t a leadership trend—it’s a core necessity. Leaders who lead with openness, vulnerability, recognition, and empowerment pave the way for stronger teams, better performance, and lasting success. Why Building Trust Matters More Than Ever Increases Employee Retention and Loyalty Drives Productivity and Focus Encourages Innovation and Creativity Strengthens Organizational Culture For today’s leaders, building trust  is not optional— it’s the most valuable leadership currency. When trust becomes part of your leadership DNA, everything changes—for your team, your culture, and your business success.

WhiteWater strengthened its presence in New Brunswick's major business centers in the first quarter of  2025 by joining the  Saint John ,  Moncton , and  Fredericton  Chambers of Commerce. We are pleased to report that, building on that momentum, we have extended our reach to both coasts in Q2  by joining the  Halifax Chamber of Commerce  in  Nova Scotia  and the Portland Metro Chamber of Commerce in Oregon. Not only do these Chamber of Commerce memberships  give us access to vibrant, powerful business communities, but they also provide direct connections to relationships and insights that are important to our peers, partners, and clients. Why Chamber of Commerce Memberships Matter to Our Growth Expanded Executive Networks:  Access to leading business decision-makers across North America. Policy & Market Insights:  Early awareness of economic, regulatory, and political developments that affect our clients. Increased Market Visibility:  Enhanced presence in key U.S. and Canadian markets. Valuable Business Resources:  Exclusive member benefits that support operational efficiency and scalability. As our team and client base grow, these connections ensure that WhiteWater stays close to the challenges and opportunities facing today’s business leaders—whether scaling operations, navigating transformation, or building for the future. We look forward to the partnerships, insights, and impact these connections will bring in the months ahead.

This spring, I attended a great event hosted by The Saint John Region Chamber of Commerce Saint John : around 20 businesses, great energy, lots of smart people hustling to grow their businesses and drive business growth . But as I talked to owners, one theme kept popping up: uncertainty . About the market. About the future. About how to lead in times like these. Here’s the thing. Uncertainty doesn’t just slow you down: it can make you scared and make you settle . And that’s when complacency creeps in. Complacency Is the Real Risk to Business Growth When people think about risk in business, they often think of bold moves that didn’t pay off. But the real risk? Not moving at all. Getting too comfortable. Doing things the way you’ve always done them. Too often, we default to small goals and safe bets. We aim low–and hit the target. Why do so many businesses stay small? Most people don’t imagine, write down, and pursue big goals. It’s not because they lack ambition, but because they fear failure. “What if I don’t hit the target?” their fear asks them.  But here’s a better question: What if you end up halfway there, still achieving significant business growth? If your goal is to grow 10x and you hit 6x, or even 2x, is that a failure–or a massive leap? Big goals stretch you. Even if you miss the mark, you’ve still moved further than you would have otherwise. Thinking Big Starts with the Right Leadership Mindset The leaders often ask, “What should we do?” That’s a convergent question: it implies there’s a single correct answer. But outstanding leadership begins by changing “should” to “could”: “What could  we do?” That question opens doors. It activates strategic thinking. And it pushes you beyond the comfortable. Ask:   Could we enter a new market?  Could we double our team?   Could our business be 10x bigger in 5 years? Or, 2? To fuel true business growth? It’s not about pipe dreams. It’s about giving yourself and your team permission to imagine, plan, and lead for growth, even when things are uncertain.  Business Growth Goals Means Accountability Setting a growth goal means you’re accountable for taking action: hiring the right people, making investments, and stepping into a new level of leadership. And let’s be honest–it’s easier not to. It’s much more comfortable staying in your zone of excellence, doing what’s familiar, and keeping the business just big enough to manage alone.  I know this all too well, from our efforts in recent years to intentionally drive business growth at WhiteWater . I could have stayed a happy and successful consultant with a couple of collaborators and a relatively small client list.  But, hey, where’s the fun in that?  Around five years ago, we made our first intentional moves towards scaling, including aggressive (and, honestly, scary!) growth goals, backed by a plan and a ton of hard work. And it worked. We doubled the business every two years since 2020…and we’re on pace to do again the next two years. We’ve expanded our service offerings to respond to emerging needs and new markets in leadership development and strategy-to-execution work, and built out the team to keep the growth going. And, spent countless hours building the systems, structures and processes to support the growth. It’s thrilling–and exhausting. This growth has come at a cost. I travel more than I’d like (luckily, Heather, my wife, is also my business partner and our team’s biggest growth cheerleader). I’ve had to learn how to build and lead a team, which requires a whole other set of skills. I’ve had to keep learning and pushing.  I'm ready to collapse when I fly home late on a Friday night from a week on the road. But “easy” won’t get you the business you want. And in times like these, playing small is not the safe choice. How to Overcome Complacency in Business Breaking out of complacency starts with some reflection that can help you build a plan. Here are a few questions to start with: Be honest: Are you growing or coasting? Write down your big goal (even if  it feels far-fetched): 10x growth? New market? Your next hire(s)? Name the things that are in your way, both emotional and practical: Fear of failure? Discomfort? Lack of time? Look at your strategy. Does it align with your vision, not just your to-do list? If not, adjust.  List the systems, people, and leadership approaches you’ll need to get you there. I’ll say it again: you can’t sell a job, but you can sell a business. If your business depends entirely on you, you’ve created work, not value. Strategic leadership is about building something that works with or without you (check out our previous post on the role of agile leadership in overcoming complacency).  Whether you’re a one-person consultancy, a local trades business, or a fast-scaling tech firm, thinking big is how you create value for your customers, your team, and yourself. You might not hit every milestone. But you’ll build momentum. You’ll attract better talent. you’ll create the kind of business that survives and thrives, even in uncertain times, through intentional business growth. So go ahead. Set that big goal. Write it down. Tell someone. Then get to work.

Being the best at your craft won’t scale your business. Leadership will. My plumber is one of the best in the business. His phone rings off the hook, his customers rave, and his schedule is packed.  But despite his success, he's never truly focused on scaling a business , and that's where the problem lies. But here’s the catch: he’s been meaning to finish a small job at our house for over a year now.  Not because he’s careless. He’s just overwhelmed. Every six to twelve months, he brings in a new apprentice, trains them up, and then watches them leave, either for more money elsewhere or to strike out on their own. And the cycle starts again. That’s a choice. A lot of small business owners are living a version of that story. It’s a good life…until it’s not. Until the day you get sick, or burn out, or just realize you’ve hit a ceiling. The truth is, being the best at your craft doesn’t automatically build a resilient business. You’ve got to make the mental leap from being a doer to becoming a leader if you want to scale a business.   Why Scaling a Business Means Thinking Beyond the Day-to-Day I’ve been thinking about this plumber a lot lately, because the lesson isn’t just about plumbing. It’s about how you see your business. Are you running a one-person show or building something that could grow, evolve, and someday run without you? Scaling a business–going from plumber to plumbing business–doesn’t happen by accident. It takes a shift in strategy, investment in people, and a commitment to short-term discomfort for long-term gain. It also takes agile leadership. If our plumber had kept just a few of those apprentices, paid them well, built systems, and thought about leadership as seriously as he thinks about fittings and fixtures, he could have a plumbing company with five or six trucks on the road today. That’s the difference between being busy and building value. Overcoming complacency  A colleague recently told me a story about an entrepreneur with a fantastic product idea (in this case, a unique family cookie recipe) who has a small baking business but never takes the next step. This owner is at serious risk of someone else seeing the opportunity, licensing the idea, and turning it into a booming business. It got me thinking: how many of us are sitting on a recipe–something we’re good at, something customers love–that we’ve never scaled? Maybe it’s because we’re used to operating from the home kitchen. Perhaps it’s because the capital investment feels risky. Or maybe it’s because we’ve never stopped to ask what’s possible. Business growth strategies Growth demands more than hope. It means hiring people not just for skills, but for culture fit and long-term potential. It means creating systems so the quality doesn’t depend solely on you. It means slowing down to put in place the architecture, the processes, tools, and training that allow your team to produce great work without you in the room. I know it because I’ve lived it. A few years back, Whitewater reached a point where we had to slow down, hire operational support, and build better infrastructure. It wasn’t easy. There were days I thought I was spending more time in meetings than moving the business forward. But today, I can see how those decisions positioned us for the kind of growth we’re chasing now. Agile leadership means hiring for adaptability, creating systems that evolve, and trusting your team to take ownership. Leadership mindset shifts At the recent Business Transitions Forum in Halifax , I met a number of entrepreneurs who are thinking ahead, asking: How do I build a company that someone else would want to buy? The answer is almost always this: make it bigger than just you. You can’t sell a job . You can sell a business . The plumber who’s still on the tools every day might be able to sell a customer list and some equipment. But the one building a company with people, systems, recurring revenue, and a brand has something worth real money. There’s nothing wrong with staying small if that’s your goal. But be honest. If you love being the technician, the artisan, the craftsperson, own that. Optimize for that. Charge premium rates. Protect your time. But if you’re even a little bit curious about what it would take to grow, start acting like a business owner. Hire smart. Train well. Invest in infrastructure. Spend more time on leadership and less time on the tools. Because in the end, the difference between a job and a business is the willingness to think beyond today’s to-do list. Are you ready to stop doing it all yourself and start building a business that can run without you? Let’s talk about how to make the leap from craftsman to leader.

For a long time, being the “boss” meant calling the shots. Set the direction. Keep things moving. But as teams grew more skilled, and markets more complex, that approach started to hit a wall. Control doesn’t scale. Command doesn’t inspire.And in high-performing companies today, being the boss isn’t the end goal, being a real leader is. That’s where values-based leadership comes in. Not as a feel-good philosophy, but as a practical, strategic shift that builds stronger teams, faster execution, and businesses that outlast any one person. Boss vs. Leader: The Case for Values-Based Leadership A boss enforces. A leader empowers. A boss gets compliance. A leader builds commitment. Bosses focus on tasks. Leaders focus on outcomes. One manages people. The other develops them. That distinction isn’t just about style — it affects performance, culture, retention, and growth.In fact, 75% of employees say the worst part of their job has been dealing with a bad boss . Most people don’t leave bad jobs; they leave bad leadership. And when values aren’t clear or leadership is inconsistent, top talent disengages — quietly or loudly. Why Values-Based Leadership Works in the Modern Workplace This isn’t about slogans or corporate posters. It’s about what actually shows up in the day-to-day: Clarity about what matters most and alignment behind it Decision-making that reflects long-term thinking, not short-term fear Hiring and promoting based on shared values, not just output Systems that reward accountability and initiative not just busyness Leaders who model the behaviors they expect from others Values-based leadership builds organizations people want to be part of, because it feels honest, focused, and fair. Why This Approach Drives Performance 1. Higher Retention People stay where they feel trusted and respected. Not because they have to, but because they want to. That reduces turnover costs and strengthens institutional knowledge. 2. Increased Productivity Autonomy drives performance. When teams are clear on the "why" and trusted on the "how," they move faster—and solve bigger problems. 3. Culture That Runs on Its Own Values become more than talk. They guide everyday decisions, even when leadership isn’t in the room. That’s how culture becomes scalable. 4. Sustainable Growth If everything has to run through one person, you’re not scaling, you’re stalling. Values-based leadership distributes authority and responsibility in a way that actually builds capacity. The Bottom Line Today’s most effective leaders don’t lead with authority—they lead with intention.They’re not hoarding power, they’re building systems that distribute it.They’re not just managing for today—they’re architecting for tomorrow. So, ask yourself: Are you running the show, or building something that can run without you? That’s the difference between being a boss—and becoming a leader.And it’s where real, scalable growth begins.

Five years after COVID reshaped the way we work, the world has moved on. What started as a short-term fix has now become a core strategy. Hybrid work isn’t just a pandemic relic—it’s the foundation for how teams drive productivity and engagement today. Teams have adapted, and employees have embraced new levels of flexibility. Contrary to early concerns, performance has not declined. In many organizations, it has actually improved. Gallup’s 2024 State of the Global Workplace report shows that roughly one-third of hybrid employees are fully engaged—around 35 to 36 percent. This is significantly higher than those required to be on-site every day. This suggests that a mix of remote and in-office time is a powerful strategy for boosting workplace engagement. Still, despite everything we’ve learned, some leaders are doubling down on return-to-office mandates. They ask employees to come back four or five days a week. It begs the question: if the future of work is clearly moving forward, why are some trying to drag it backward? Why Hybrid Work 2025 Keeps Winning The early returns are clear. Companies that offer flexibility see employees stay longer, work more effectively, and bring greater diversity to their teams. These benefits directly impact the bottom line. Today's workforce expects—and values—workplace flexibility. In knowledge-based roles, location isn't critical. Employees have proven they can deliver outstanding results when given the right tools and leadership support. Forcing a full-time office return risks undoing these gains. It sends a troubling message: that physical presence matters more than performance. Increased Productivity and Employee Retention Flexibility fosters an environment where employees feel empowered. This empowerment can lead to increased productivity. Workers appreciate having the choice to work in a way that suits them best. Companies that recognize this often see higher retention rates. Employees who feel trusted are likely to stay loyal, reducing hiring and training costs. Diverse and Inclusive Teams Hybrid work also promotes diversity and inclusivity. With remote options available, companies can attract talent from different backgrounds and locations. This diversity can foster creativity and innovation. It can lead to improved problem-solving within teams. In an era where diverse voices matter, hybrid work ensures that varied perspectives contribute to the workplace. Presence Isn’t a Proxy for Productivity Some leaders still tie productivity to office presence. However, high-performing teams of 2025 won't be judged by how many hours they spend at a desk. They'll be measured by the clarity of their goals, the trust invested in them, and the real-world results they deliver. Mandating rigid schedules sends an unintended signal: "We don’t trust you unless we can see you." That mindset is more than outdated; it’s a strategic risk. Shifting Mindsets for Future Success To adapt, leaders must shift their focus. They should prioritize results over hours logged. Trust should be the foundation of the employer-employee relationship. When leaders demonstrate trust, employees become more engaged and motivated. All About Engagement Strong cultures don't emerge simply because people share a building. They are built through deliberate leadership. This includes transparent communication, regular connection points, and a clear, shared purpose. The best teams today blend structure with spontaneity. They mix formal rituals, like virtual town halls or quarterly offsite gatherings, with everyday interactions. These quick one-on-ones or casual project huddles do not require a daily commute to succeed. The office still has value, but it should serve as a tool, not a rule. In-Person Collaboration and Key Moments Certain moments benefit from being in-person. Strategic planning sessions, onboarding new hires, or navigating complex conversations often produce better results when conducted face-to-face. Success comes from intentionality, not default habits. When leaders embrace a hybrid-first mindset , the office becomes a resource that people want to use. It can spark collaboration and support essential work. Be Clear Business isn’t slowing down. Neither are the demands on leadership. The ones making real progress aren’t trying to preserve old ways. They’re adapting with their teams, trusting them to do great work, and seeing flexibility as a major competitive edge. Hybrid work is no longer a perk in 2025 ; it’s a standard. Companies that resist flexibility aren’t just making things harder for their teams; they’re putting themselves at a disadvantage in attracting, inspiring, and retaining the best talent. Empowering Employees for Exceptional Results Employees have proven they can deliver exceptional results when given the freedom to work where and how they perform best. The most forward-thinking leaders adjust their workplaces accordingly. Rather than asking, "How do we get people back to the office?", the smarter question is: "What kind of workplace are we creating for the future—and who will choose to thrive there?" For a deeper look at how hybrid work evolved in the wake of the pandemic, check out our earlier insights [Here ]. In conclusion, a hybrid work model continues to thrive as we move through 2025 and beyond. Embracing this model allows organizations to lead effectively in a rapidly changing landscape. It’s time to commit to a work environment that fosters innovation, creativity, and collaboration. Let's embrace this future together!

Embrace Hybrid & Flexible Work For Good Remember earlier this summer when we all thought COVID was just about beat, and we were headed back to a version of our old, in-person, in-the-office version of normal? Those seem like innocent days as successive waves of outbreaks keep happening. But in truth, regardless of what happens pandemic-wise, there was no going back. In a recent post, I wrote about how leaders can respond to the “next normal.” And yet, I see too many companies trying to force a return to the old ways, despite the lessons of COVID. Today’s savvy leader understands that instead of trying to enforce old ways, we should embrace what we’ve learned under tough circumstances and move forward with a flexible, adaptable approach. Because change and unpredictability are not limited to the pandemic–they are our true new normal. Our world moves too fast and changes too quickly for rigidity. Let Your People Go (Home) The biggest lesson? Your team can work remotely. Except for some jobs that are in-person by nature, such as servers, frontline healthcare professionals, or factory workers, most people just need a good internet connection to work from home–or anywhere. Remote work isn’t only possible–for many, it’s preferable. They don’t miss the commute, the dress policy, the small-p politics of the office. They are happier and even more productive from home. And yet, I keep talking to leaders eager to get everyone back to the office ASAP. Why the big push to revert to our old habits? Why the need to mandate where people work? Often, it doesn’t matter where somebody sits. What matters is engaging your team in delivering results. That's the benchmark. And we need to go beyond simply leading a remote or hybrid work arrangement: today, it’s the combination of hybridity plus flexibility. While we can't predict the next significant upheaval or shift, we know it’s coming. And fast. Challenge Your Thinking Great leaders are willing to challenge their assumptions and beliefs. This trait is especially valuable now when so many of our old systems, business models and go-to strategies have been upended. It makes many leaders uncomfortable. They’re tired of the uncertainties of COVID and eager for a return to more structure and order. But the most successful companies will be those that recognize that you're going to have to be different post-pandemic. And whether it's COVID, or the financial meltdown of 2008, or some new competitor, you’ve got to be willing to change to stay competitive and attract and retain top talent. If your team can work for anyone, anywhere, and you’re unwilling to budge on location, you’re at a disadvantage against other employers. Ask yourself: what can't you lead through for people working from home or remotely? As a leader, why do you feel compelled to dictate that people come back to the office? The answer is likely much more about control than the best way to get the work done. All About Engagement Less than 30% of people report being actively engaged in their work. If we want to boost engagement, we need to respond and adapt to the needs of our team members. That comes down to building relationships with our team and recognizing that each will have different needs. Can you flex your leadership style to meet them rather than be a stickler for in-person? Probably the biggest challenge in this new hybrid/flexible situation is how to connect and community with a team that may be wholly or partly remote. How do you build trust and rapport with the individuals and teams that report to you? How do you create a supportive work culture without in-person events? How do you ensure there aren’t relationship haves and have-nots because some people will opt to go into the office, and others won’t? How do you simulate those chance encounters in the hallway or the break room, where many meaningful conversations take place. When I was on the executive team at Perrier, a group of us worked out together in the company gym. We made most of the critical decisions in our 6 am workouts. You need to be more proactive to create opportunities for both structured and organic opportunities to get people involved and engaged. As Seth Godin, the master marketer, wrote in a recent post, “As social creatures, many people very much need a place to go, a community to be part of, a sense of belonging and meaning. But it’s not at all clear that the 1957 office building is the best way to solve those problems.” Be Clear For some leaders, hybridity feels like an undefined grey zone where expectations are hazy. But letting go of the rigid outlines of 9-to-5 office face-time doesn’t need to be a free-for-all. The key is to be clear about your expectations. What platforms and processes will you use to connect and collaborate most effectively? What expectations do you have around availability? Maybe instead of incidental encounters, you arrange a big offsite with everyone once or twice a year. Or you hold casual Friday afternoon catchups to create rapport, connection and engagement. And, yes, there are times when people need to be face-to-face. As a leader, you need to identify when being in the same room is still more productive and collaborative. And the rest? You need to be willing to let that go, to make hybrid and flexible work arrangements your new normal for a more productive, cohesive and engaged team. Want the latest update on how hybrid work is shaping 2025? Read our newest post [here] .

The three key elements for success Welcome to the third installment in our four-part series on scenario planning. Our clients—leaders like you—are facing rapid change and uncertainty. The new Trump administration, geopolitical upheaval, environmental crises, and shifting social movements make the future feel unknowable. The worst response? Panic or paralysis. Instead, proactive preparation is key—starting with scenario planning, a dynamic approach to anticipating multiple uncertainties. At WhiteWater , we created a free whitepaper on scenario planning, covering its history, evolution, and implementation. It also highlights the three essentials of success. Why Scenario Planning Matters for Your Business If you lead a mid-sized company, uncertainty still looms—supply chain disruptions, shifting regulations, and economic downturns threaten stability. Take a fast-growing manufacturer expanding at 25% annually. To prepare for uncertainty, they develop three scenarios: Base Case – Growth continues at 20–30% per year. Downside Case – Higher tariffs raise raw material costs, forcing cutbacks. Upside Case – Tariffs boost domestic demand, improving margins. By tracking key triggers (policy changes, supply costs, competitor reactions), they can pivot before crises escalate. The takeaway? Leaders who embrace scenario planning turn uncertainty into opportunity. The Three Essentials of Scenario Planning Scenario planning helps by exploring options, naming triggers, and defining success. Explore Your Options Develop multiple scenarios (e.g., trade policy changes, labor market shifts). Assess risks, identify opportunities, and plan contingencies. Name the Trigger Define clear real-world indicators—like a law passing, a labor market shift, or industry changes—to activate a response plan. Define Success Track qualitative and quantitative indicators to measure success. Attach timelines for accountability. There you have it—simple as 1, 2, 3. We’d love to hear from you. What potential changes are you bracing for? How does your organization prepare for uncertainty?

Courageous Communications, Part 5: Conflict Is All Around Us – Are You Ready? Conflict is all around us—whether in the workplace, leadership, or daily interactions. But not all conflict is bad. In fact, when managed correctly, healthy conflict fuels innovation, strengthens relationships, and drives team performance. They have different perspectives on goals and objectives and the best way to accomplish them. Leaders and their teams have different perspectives on performance and how well people are supported in their efforts to perform well. Few people see eye-to-eye with their managers or peers all the time. Creating an environment for healthy conflict is critical to creating organizations where everyone can perform their best. How leaders resolve conflicts is one of the key indicators of their overall effectiveness as leaders. Organizations that relish healthy conflict and deal with it in positive ways tend to outperform those that shun conflict or believe that conflict and disagreement are bad. Conflict is imperative within any organization for growth, and can be managed in healthy and helpful ways. In Part 2 of this series we outlined the cast of an organization in which the outward appearance was that everything was okay, maybe even great. The organization was performing well. Yet, as we uncovered the challenges the division leaders had in dealing with conflict, it was clear that they were leaving far more opportunities on the table. They had the ability to perform so much better if only they were more skilled at dealing with the underlying conflict. Healthy Conflict in your Organization: How healthy is it? So, I’ll pose these questions. I’d love your thoughts and feedback: How effectively are you managing conflict in your organization? How willing are people to hold the Courageous Communications that are necessary? Is everyone in your organization having the conversations they need to be having with others? For that matter, are you holding the conversations you need to hold with others in your organization? What forces enable your organization to deal with the healthy conflict? What forces are blocking courageous communications from happening? Do people have the skills and abilities to handle those emotionally charged situations in which they feel their careers may be put at risk? Do you have mechanisms in place to ensure that if there is an issue with communications, people have an outlet to by-pass the blockage? I will much look forward to your thoughts and comments as we “dialogue about dialogue!” Intrigued by what you’re reading? Download our white paper on converting strategy into execution and learn more about us by visiting our website . WhiteWater International Consulting, Inc. helps organizations understand the challenges they face and helps enterprises achieve and sustain outstanding performance through unleashing the passion and capabilities of its people. Because an organization is only as good at the people who power it.