Blog

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Succession Planning and Professional Development: A Strategic Imperative for All Organizations

Succession Planning and Professional Development: A Strategic Imperative for All Organizations

71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6Whether your organization is large, medium, or small, having a succession plan is not just a best practice—it's a necessity. Succession planning ensures business continuity, nurtures internal talent, and empowers employees to take on greater responsibilities. This article explores both leadership responsibilities and employee strategies in building a thriving, opportunity-rich workplace.Why Succession Planning MattersSuccession planning is the proactive process of preparing internal talent to move into critical roles over time. Organizations that approach this strategically—by allocating time and resources for employees to learn, grow, and apply new skills—tend to outperform others in employee retention and satisfaction.When employees are given opportunities to develop and be challenged, they are more likely to stay and excel. A well-executed succession plan aligns talent development with organizational goals and makes future transitions smoother and more sustainable.Challenges in Diverse Work EnvironmentsAt DMC, we’ve partnered with organizations that face complex internal dynamics—ranging from unionized and non-unionized teams to hourly and salaried roles. These differences can make it more difficult to implement succession planning without concerns of favoritism or contract violations, especially when employees are in similar classifications.Additionally, the daily demands of operations—whether monthly reports or quarterly objectives—often prevent leaders from looking ahead. As a result, many organizations wait until the last minute to fill critical roles, often hiring externally. This can leave internal employees feeling overlooked and demotivated—especially when they’re the ones training the new hire.The Employer’s Role: Strategy, Transparency, and DevelopmentTo lead successful succession planning efforts, employers must:Define the skills and mindsets required for leadership roles.Evaluate internal talent to identify both capabilities and gaps.Create personalized development plans based on these insights.Transparency is critical. Communicate clearly about:Which behaviors, attitudes, and leadership approaches are needed.What learning paths or training opportunities are available.What performance markers define success for future roles.Too often, employers highlight technical skill requirements but ignore soft skills, approach, or mindset. Employees who demonstrate the right leadership behaviors—such as initiative, collaboration, and resilience—are often the ones organically positioned for growth. Don't leave that to chance; name and nurture those behaviors.The Employee’s Role: Mindset, Alignment, and InitiativeFor employees, growth isn’t just about hard skills. It’s about:AttitudeCommunication styleEnergy and work ethicWillingness to go the extra mileAlignment with what matters most to the organizationIf you're not sure what your leadership values—ask. At DMC, we often coach employees who are working hard on tasks they personally care about but are misaligned with the company’s priorities. These employees often feel frustrated when they're not recognized or promoted.Success comes when you align your efforts with your employer’s key priorities. Be proactive. Seek clarity on what matters most in your role and what it takes to move forward. Show that you're invested in the bigger picture.Real-World Inspiration: Learning from LeadersRecently, I listened to a powerful podcast featuring the CFO of Meta and a co-founder of Stripe. The Meta CFO shared how, early in her career, an executive recognized her potential and encouraged her to pursue a path that could lead to the CFO role. Today, she is one of the youngest CFOs at a Fortune 500 company—leading finance at one of the most successful companies in the world.The lesson? Succession planning and professional development are real, impactful strategies—not just for executives, but for employees at every level.👉 You can listen to the podcast here: https://www.youtube.com/watch?v=z6PHZJLo2SkFinal ThoughtsFor succession planning to work, both employers and employees must take initiative:Employers must be transparent, strategic, and supportive.Employees must be self-aware, curious, and aligned with the organization's mission.At DMC, we believe in co-creating environments where everyone has the tools and clarity to grow. If your organization is ready to take succession planning seriously, we're here to help.Upskilling & Reskilling: Additional Resources71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6.52% of U.S. workers participated in an upskilling program over the past year (Gallup) nikolaroza.com.94% of business leaders expect employees will need new skills on the job by 2026 nikolaroza.com+1sumtotalsystems.com+1.McKinsey reports 42% of employees want upskilling opportunities; interest is highest among younger and underrepresented groups (e.g., 63% of 18–24, 54% of Black respondents) mckinsey.com.More than 70% of employers plan to offer upskilling and reskilling to their workforce by 2025 learning.linkedin.com+9sumtotalsystems.com+9shrm.org+9.60%+ of workers need training before 2027 and only half currently have access to adequate programs imocha.io. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Adaptive Leadership: Moving Beyond Preference to Impact

Adaptive Leadership: Moving Beyond Preference to Impact

By Deo MwanoAt DMC, we train leaders using a set of core leadership principles designed to help them understand the “being” of their employees in order to effectively influence the “doing.” Over the past nine months, we’ve focused on three key principles with one of our partner organizations: Introspection/Self-Awareness, Validation, and Adaptability. These principles are interconnected and stackable—they build on one another in practice.In this article, we’re diving deeper into Adaptive Leadership, one of the most commonly misunderstood of the three.Misconceptions About Adaptive LeadershipIn our bi-weekly and monthly check-ins with leaders, a common theme emerges: many interpret adaptive leadership as simply “adjusting to please everyone.” They believe it means tailoring their approach to suit every employee’s preferences so they feel good in interactions with leadership or about their work. While positive experiences are important—feeling accomplished, supported, and engaged—this is not the true goal of adaptive leadership.Adaptive leadership is about understanding both the situation and the people involved, including their preferences and perspectives, in order to motivate, inspire, and hold them accountable to achieve what’s required of them. It’s about helping employees show up at their best and perform at their highest potential.The Role of Situational AwarenessBeing adaptive means recognizing the different factors that influence an employee’s performance. What’s happening in their environment—positively or negatively—that might be impacting them? Are you addressing external factors that hinder productivity, or nurturing the positive ones that enhance it?Leaders must assess these conditions and act accordingly. For example:Are there workplace dynamics or system barriers that need adjusting?Are certain routines or relationships creating momentum that should be protected and reinforced?The Importance of CommunicationCommunication is critical in how employees interpret leadership. It’s not about how you think you come across—it’s about how your team experiences you. Leaders often justify their style based on past norms, inherited behaviors, or personal preference. But effective leadership isn’t just about you—it’s about those on the receiving end of your actions.You must actively gather feedback through:Anecdotal check-insFormal surveysListening sessionsOne-on-one interviewsAsk your team:What aspects of your leadership are effective?What’s not landing well?How do they interpret your intentions?Then, reflect. If there’s a gap between your intent and their experience, clarify your intent and invite suggestions. Implement changes based on their input and follow up. Ask if the new approach feels better and more effective. If it does, great—validate and maintain that progress. If not, try another approach and continue to engage your team for guidance.Clarity and AccountabilityBe clear and specific about expectations, deliverables, and the reasoning behind your direction. Explain the “why”:If customer satisfaction is low, share that transparently and explain how the team’s work affects outcomes.If the team is underperforming and facing risk (within HR boundaries), be honest about what’s on the line.Don’t assume your team knows your motivations. Adaptive leadership requires that you clearly connect organizational goals to team responsibilities. It’s about influencing positive results through connection, clarity, and accountability.Flexibility Over RigidityDon’t cling to a single leadership style just because it defines you. Adaptive leadership means having the agility to shift your style depending on what the moment, task, or team requires. Your ability to assess situations and meet people where they are is crucial to moving them forward.Leadership is not static. It requires flexibility and responsiveness to keep teams performing, engaged, and moving toward excellence. You can’t afford to lead a team that’s stuck and unable to reach its full potential—or meet the standard your organization demands.📊 Key Statistics Supporting Adaptive LeadershipEnhanced Employee Engagement Organizations that implement adaptive leadership practices have observed a 70% increase in employee engagement, along with a 41% reduction in absenteeism and a 24% decrease in turnover.Impact on Leadership Effectiveness Leaders proficient in adaptability rank in the 90th percentile for overall leadership effectiveness, whereas those lacking adaptability fall into the 16th percentile.Current State of Employee Engagement As of 2024, only 32% of U.S. employees are fully engaged at work, marking a modest increase from previous lows but still below the 2020 peak of 36%.Global Engagement Trends Globally, employee engagement remains low, with only 21% of employees engaged in their work, highlighting a significant opportunity for improvement through adaptive leadership.Adaptive Leadership in Crisis Research indicates that organizations practicing adaptive leadership experience a 50% improvement in employee engagement scores, especially during times of crisis.🔗 ReferencesGallup: U.S. Employee Engagement Inches Up Slightly After 11-Year LowVorecol: How Adaptive Leadership Styles Influence Employee PerformanceZenger Folkman: Adaptive Leadership – 6 Ways to Thrive in an Era of ChangeCulture Amp: The Great Regression – Employee Engagement in 2024Psico-Smart: How Can Adaptive Leadership Enhance Team Performance in Times of Crisis The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Does What You Wear at Work Still Matter in Today’s Remote and Hybrid Work Environment

Does What You Wear at Work Still Matter in Today’s Remote and Hybrid Work Environment

Written by Deo MwanoIn an age of evolving work environments—where remote and hybrid models are becoming the norm—one might ask: Does appearance and presentation still matter at work? The short answer is yes—and perhaps more than you think.A study published in Academy of Management Discoveries found that clothing choices affect both in-office and remote workers. Dressing professionally can enhance self-perception, leading to increased confidence and productivity. The research suggests that attire influences cognitive processes and can impact work performance. https://www.forbes.com/sites/lizelting/2024/11/19/your-style-choices-can-boost-or-hinder-work-performance-according-to-new-research/?utm_source=chatgpt.com Temple University also found that dressing your best improves workplace productivity. https://research.temple.edu/news/2023/06/temple-study-suggests-dressing-your-best-improves-workplace-productivity?utm_source=chatgpt.comFor Employees: Why Appearance Still MattersHow you dress doesn’t just affect how others perceive you—it impacts how you feel and how you show up at work. Aesthetics influence your internal perspective and how you prepare for the tasks ahead. Being physically present at work—whether you're a fast food line worker or a program or product leader managing high-level projects—still requires both punctuality and presentation.But what does punctuality in presentation mean? It means being intentional about how you present yourself every day. This includes wearing clean, wrinkle-free clothes, grooming your hair, and being mindful of scent. These details—small as they may seem—can affect how others interact with you and perceive your professionalism.Presentation also plays a crucial role in virtual settings. How you show up on a Zoom call—your attire, your camera setup, your background—signals to your colleagues and supervisors how seriously you take your job. When working remotely, it’s essential to mentally and physically prepare for your day. This preparation helps activate your brain and set a professional tone, even when you're at home.Additionally, remote work introduces competing interests: laundry, dishes, extended workouts, or long breakfasts can easily distract from your responsibilities. Without clear discipline and boundaries, you may find yourself falling behind—not just in your workload, but in how you show up overall.For Managers: Closing the Gaps and Setting Realistic ExpectationsAs a leader, it’s important to recognize the role that appearance and preparation play in how your employees experience and perform their work—both in person and remotely. Be intentional about supporting your team in this area.Start by creating space for off-the-record conversations to understand how your employees are navigating these challenges. Ask about what’s working and where they might be struggling—especially when it comes to timeliness, presentation, and focus.Also, consider barriers that may stem from socioeconomic factors. For example, some employees might not have consistent access to amenities like a washer and dryer. If your team wears uniforms, could you offer a space at work for laundering them?If you notice someone consistently struggling to be presentable or punctual for meetings, don’t assume—talk with them to understand the root cause. Use the conversation as an opportunity to offer support and clearly communicate expectations. Help your employees understand how their appearance and presence contribute to their personal brand and to the team’s success.Framing Tools for ManagersBefore jumping in, it's helpful to start with context:“I want to make sure I’m supporting you in showing up at your best—whatever that means for you. I’ve noticed some patterns that I think are worth exploring together.” Questions Around Punctuality“How are your mornings going before work? Anything making it hard to get started on time?“What does a typical workday start look like for you?“Are there any patterns or challenges making it tough to join meetings or shifts on time?”Questions Around Presentation (Virtual or In-Person)“How do you typically get ready for work each day—whether you’re coming in or logging in remotely?”“Is there anything that makes it hard to feel ‘work-ready’ in the mornings?”“Do you feel like you have what you need to feel comfortable and professional at work (clothing, space, technology)?”“What’s your current setup like when you're working from home—do you feel prepared for video meetings?”General Support & Contextual Questions“Are there any personal or environmental factors you’d like me to be aware of that impact how you show up at work?”“What motivates you to feel prepared and confident for the workday?”“Do you feel clear on expectations about meetings, appearance, or timeliness?” Tips for ManagersFocus on behaviors and impact, not appearance alone.Avoid making assumptions based on socioeconomic status, race, gender, or culture.Use open-ended questions to invite conversation—not judgment.Don’t pressure employees to disclose personal details—just open a door for support.Follow up with actions or resources if barriers are identified. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
170 Million AI-influenced New Jobs by 2030—Is Your Workforce Ready?

170 Million AI-influenced New Jobs by 2030—Is Your Workforce Ready?

Written by Andrea BruneauThe World Economic Forum predicts 22% of jobs will be disrupted by 2030, while 170 million new roles emerge—driven by AI and other tech advances. These changes are already happening across disciplines:Writer’s new AI HQ platform can initiate creative briefs, manage workflows, and generate legally reviewed marketing materials—all without human coordination.Amazon is building 1,000+ generative AI across retail, cloud, and customer experience, with employees expected to use and shape them in daily workflows.These shifts require new—and often still undefined—skills. Without support, employees won’t be prepared. Bank of America’s internal AI assistant “Erica” now automates HR, payroll, and IT questions at scale, yet the company had to invest heavily in training just to ensure staff could use the technology—let alone leverage it strategically.63% of companies cite skill gaps as the leading barrier to transformation through 2030. In response, 85% plan to prioritize upskilling while others will hire for new skills; 40% will reduce roles with outdated skills, while 50% aim to redeploy talent into emerging roles.Employee-Centered Upskilling Strategies for an AI-Transformed Workplace:This is more than a technological shift—it’s a workforce transformation. It demands a new approach to learning that is continuous, embedded, and employee-driven. This yields mutual benefits—keeping organizations agile and innovative, while equipping employees with the skills they need to grow and stay competitive.Strategy 1: Treat Content Consumption as Professional DevelopmentNormalize staying informed as a core professional habit. Accessing blogs or podcasts on emerging tech is not a hobby or waste of time. Knowing what is up and coming in the field will demystify AI, generate excitement, and limit resistance to change. In Practice:Curate field-specific resources (blogs, podcasts); allow work time for research.Hold recurring workshops (“Tech Radar Tues”) for staff to share tools or trends.Rotate employee-led updates to foster engagement and ownership.Use Slack, Teams, or email threads to share new tools in real time.Strategy 2. Create Safe Spaces to Experiment and FailLearning thrives in psychologically safe environments. As employees discover new tools, encourage exploration without fear of mistakes—this builds adaptability, sparks creativity, and surfaces ideas from those closest to the work.In Practice:Invite new workflow suggestions and AI-generated work for open feedback.Celebrate lessons learned from failed experiments.Run short pilots with staff to test tools, gather feedback, and co-create solutions.Strategy 3. Deliver Strategic Role-Based MaterialUpskilling must be targeted, relevant, and timely—aligned with evolving job tasks. With so many AI tools, overwhelm and lack of focus are easy pitfalls. New tool rollouts should offer curated, role-specific content that clearly links to daily workflows.In Practice:Audit workflows for tasks that could be automated or supported by AI tools.Create role-based learning tracks with specific use cases.Offer workflow-specific toolkits (resume screening, customer sentiment analysis)Invite employees to co-create content and share discoveries.Strategy 4. Provide Just-in-Time and On-the-Job TrainingDitch the three-hour training. Upskilling works best within the flow of work—through quick, modular resources that enable real-time learning without disrupting productivity.In Practice:Provide on-demand content that can be completed between tasks.Pair staff with AI mentors who can help them apply tools in real scenarios.Offer quick walkthroughs and case studies to show applied learning.Embed pop-ups or micro-demos within platforms employees already use.Final Thought: Learning Is the JobIn an AI-transformed workplace, standing still means falling behind. When employees are given resources, time, and trust to learn and experiment, they become your most valuable resource for AI integration. This blog is part of our series, Bridging the Gap from Training Room to Workplace, tackling the biggest challenges to turning learning into lasting impact. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.