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Written by Andrea BruneauWe’ve all seen it. You and your team attend a highly engaging training session, leaving inspired, brimming with ideas, and ready to tackle new challenges. Yet, a month later, you notice that old habits persist, and few of the skills or knowledge from the session have been applied.Why is it so difficult for teams to turn training insights into meaningful, everyday practices? Often, the answer comes down to one critical factor: the lack of an internalized need for change.This blog marks the beginning of our series, "Bridging the Gap from Training Room to Workplace," where we explore the key barriers that prevent teams from effectively implementing what they’ve learned. In this first installment, we dive into the importance of fostering a genuine need for change. Future articles will tackle other key factors in creating lasting success.Why the Need for Change MattersTraining sessions are designed to provide information, tools, and frameworks to help teams improve their skills and performance. However, the first key step in real transformation is not when knowledge is shared, but when individuals and teams believe change is both necessary and achievable. Without that belief, new knowledge stays theoretical, and actionable growth becomes unlikely.Why? Because humans are creatures of habit. Teams gravitate toward comfort and familiarity. Unless the need for change feels urgent, deeply relevant, and aligned with organizational goals, people default to the status quo. A training session can light a spark, but if there’s no fuel to keep it going, it quickly fizzles out.Signs You or Your Team May Not Have Internalized the Need for ChangeResistance to Feedback: Dismissing constructive criticism or viewing it as an attack rather than an opportunity for growth.Superficial Participation: Attending training sessions but failing to engage deeply or reflect on their relevance.Lack of Follow-Through: Initial enthusiasm for new ideas or strategies fades quickly without consistent application. If you are not seeing changed behaviors then it is time to assess buy-in.Rationalizing Current Behaviors: Making excuses for why current habits don’t need to change (e.g., “It’s always worked this way”).How to Internalize the Need for ChangeHere are practical strategies to cultivate belief in the necessity for change:1. Identify the Pain PointsExplain why the training or new approach is relevant and necessary to address specific challenges, or achieve strategic goals. Growth often begins with discomfort. Reflect on where current habits or practices are falling short and consider the potential negative impacts if they remain unchanged.What’s not working in the current approach, and why?Where are the same challenges repeatedly occurring?What’s at stake if change does not occur?2. Give Direct and Honest FeedbackHonest feedback is essential for helping employees see why change is necessary and how it impacts their growth and the organization’s success. By addressing specific performance gaps, recurring issues, or missed opportunities, employees can clearly understand what’s holding them back and why change is critical.Highlight the real-world consequences of inaction.Provide specific examples to make issues tangible and actionable.Foster a dialogue to build trust and drive commitment to improvement.3. Visualize the Benefits of ChangeHighlight the positive outcomes of adopting new practices. Clearly define new expectations, and what they look like in practice. Paint a vivid picture of what success looks like.How will improving this skill impact your career, or job performance?What will your team or organization gain from this change?What personal rewards (e.g., reduced stress, increased confidence) can you expect?4. Connect Change to Personal ValuesPeople are more likely to embrace change when it aligns with their core values. To foster this connection, start by identifying the values that resonate most with your team or organization. Clarify how the proposed change supports those values and creates a stronger sense of purpose.How does this change align with what matters most?How will it help achieve long-term goals?How does this change reflect our organizational mission or vision?Reinforce these connections consistently to ensure the change feels meaningful and aligned with deeply held priorities, increasing the likelihood of sustained commitment.5. Model the BehaviorWhen a leader models new behavior, it sends a powerful, tangible message to employees that change is not just important but expected, fostering a sense of urgency among employees to adapt. Seeing leadership embrace the change highlights its relevance, making it clear that these behaviors are essential for success in the workplace. For instance, after training on effective communication, a leader who actively practices active listening and clear messaging sets a visible standard that encourages employees to improve their own communication skills.The Bottom LineThe true transformation happens when you deeply believe that change is both necessary and achievable, and commit to making it happen. Fostering an internalized need for change is the critical first step in bridging the gap between training and real-world implementation. Without this foundation, even the most engaging training sessions risk falling flat. Leaders must recognize that true transformation requires helping individuals and teams connect change to their values, goals, and day-to-day realities. By identifying pain points, providing honest feedback, and aligning change with personal and organizational priorities, you can pave the way for lasting success. 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.

Written by Andrea BruneauWhile developing a training on adaptive leadership, I was reminded of the critical role emotional intelligence plays in effective leadership. Leadership styles vary widely—autocratic, democratic, transformational, transactional, situational, and more—and most individuals naturally lean toward one or two of these approaches. However, the strongest leaders are those who possess the self-awareness to understand their default tendencies, recognize how they respond under stress, and communicate effectively with others. Equally important is their ability to assess how others operate, identify their needs, and determine what inspires them. By adapting their approach to fit the situation and the individual, these leaders demonstrate the hallmarks of emotional intelligence. Organizations must ask themselves: Are we actively identifying and cultivating these skills, both in our hiring processes and among our current emerging leaders?Technical skills alone are not enough to ensure success in leadership roles. Emotional intelligence (EI), the ability to understand and manage one’s emotions while empathizing with others, has become a critical determinant of effective leadership. For emerging leaders, EI is not just a nice-to-have trait; it’s an essential capability that shapes their ability to inspire, collaborate, and drive results. Organizations that prioritize hiring and developing leaders with high emotional intelligence are better positioned to thrive in dynamic environments.Why Emotional Intelligence Matters in LeadershipEmotional intelligence contributes to various aspects of leadership, including:Improved Communication: Leaders with high EI can effectively convey their thoughts and actively listen to their team members, fostering open and productive dialogues.Enhanced Team Collaboration: Understanding and respecting diverse perspectives enables emotionally intelligent leaders to build cohesive and high-performing teams.Conflict Resolution: Leaders with strong EI can navigate conflicts with empathy and tact, ensuring that disputes are resolved constructively.Resilience in Challenges: Emotional intelligence equips leaders with the tools to manage stress and adapt to change, inspiring their teams to do the same.Building Trust and Loyalty: Leaders who demonstrate empathy and authenticity cultivate trust, which strengthens employee engagement and retention.Identifying Emotional Intelligence in Emerging LeadersSpotting emotional intelligence during the hiring process can be challenging but not impossible. Here are key traits and behaviors to look for:Self-Awareness: Candidates who can articulate their strengths, weaknesses, and personal values exhibit a strong sense of self-awareness, a foundational component of EI.Interview Question: "Can you describe a time when you received constructive feedback? How did you process it, and what changes did you make as a result?"Empathy: Look for signs of empathy through candidates’ ability to understand and address the needs or feelings of others, often revealed in situational questions or group interactions.Interview Question: "Tell me about a time when you had to support a colleague who was struggling personally or professionally. How did you handle it?"Adaptability: Emerging leaders with high EI show a willingness to embrace change and learn from setbacks, demonstrating resilience and flexibility.Interview Question: "Can you share an example of a time when you had to adapt quickly to a significant change? How did you approach the situation, and what was the outcome?"Active Listening and Curiosity: Pay attention to how candidates engage during interviews. Those who ask clarifying questions and provide thoughtful responses likely possess strong active listening skills.Interview Question: "How do you ensure that you fully understand someone else’s perspective during a discussion? Can you provide an example of when this skill helped resolve a misunderstanding?"Conflict Management Skills: Probe candidates on past experiences with handling conflicts. Their ability to approach these situations diplomatically can indicate emotional intelligence.Interview Question: "Describe a conflict you faced in a team setting. How did you approach resolving it, and what was the result?"How to Identify and Develop Emotional Intelligence in Your OrganizationWhile hiring for emotional intelligence is important, it is equally critical to identify and nurture the aforementioned skills and abilities in emerging leaders who are already within your organization. Here’s how you can do this effectively:Performance Reviews with an EI Lens: Incorporate assessments of emotional intelligence into regular performance reviews. Look for traits like empathy, adaptability, and collaboration in current leaders.Internal Feedback Mechanisms: Utilize 360-degree feedback to help leaders gain insights into how they are perceived by peers, subordinates, and supervisors. This process encourages self-awareness and growth.EI-Focused Training: Offer targeted training programs and workshops to help existing leaders develop skills in emotional regulation, active listening, and conflict resolution.Leadership Coaching: Provide access to coaches or mentors who can guide emerging leaders in refining their emotional intelligence and applying it to real-world situations.Stretch Assignments: Assign projects or roles that push leaders out of their comfort zones, allowing them to practice adaptability, empathy, and effective communication under new circumstances.Developing Emotional Intelligence Post-HireHiring for emotional intelligence is only the first step. Organizations should invest in ongoing development opportunities to help emerging leaders strengthen their EI. This can include:Training Programs: Offer workshops on active listening, conflict resolution, and emotional regulation.Mentorship: Pair emerging leaders with seasoned mentors who demonstrate high EI to guide their growth.Regular Feedback: Foster a culture of continuous feedback to help leaders refine their emotional intelligence over time.ConclusionEmotional intelligence is a game-changer for leadership. By prioritizing EI in your hiring process and supporting its development both during and after hiring, your organization can cultivate a new generation of leaders equipped to navigate complexity, foster collaboration, and drive sustained success. As the workplace continues to evolve, emotionally intelligent leaders will remain the cornerstone of thriving teams and organizations. 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.

Written by Andrea BruneauThe Maximize Positive Impact Conference brought together a diverse group of small business owners, cultural change leaders, and non-profit visionaries to share their stories. The discussion centered on how these leaders strengthen relationships with customers and employees, foster inclusivity, and overcome challenges to maximize their positive impact on the communities they serve. Our small business panel included participants from a $3 million support program launched in partnership with the City of Manchester: Jenn Share of To Share Brewing Company, George Jumpp of Jumpp Chiropractic, and Jose Lopez of Liberty Taxes (Franchisee). Small businesses are more than just storefronts—they’re the heart of our communities. At the Maximize Positive Impact Conference, business owners and leaders shared powerful lessons on resilience, adaptability, and the critical role of community support, especially during challenging times like the COVID-19 pandemic. From building loyal relationships to advocating for inclusivity and awareness, these stories highlight the mutual benefits of rallying behind local businesses. Here’s a snapshot of the insights shared, highlighting resilience, purpose, and the profound impact of community support. Discover how these small businesses continue to thrive, and what we can do to support small businesses in our communities.Identifying Your Impacted CommunityOne of the central questions panelists explored was: How do you deepen your perspective on who your impacted community is?Understand the Real Roadblocks: Begin by identifying the barriers your audience faces. Pay close attention to who is not included and examine why they may be excluded. By addressing these gaps, businesses can create more equitable and meaningful connections.Broaden Inclusivity: Creating opportunities for representation ensures that all voices within a community are heard and valued.Lessons in PerseveranceThe COVID-19 pandemic presented extraordinary challenges, particularly for small businesses. Panelists shared the strategies that kept them afloat during such turbulent times:Build Neighborly Relationships: As one panelist, Jenn, put it, "Our customers are our literal neighbors." Many businesses survived because loyal locals intentionally supported them during tough times, even buying more products than they needed to help them stay afloat.Operate with Purpose: Recognizing the bigger picture is key. George, one panelist, explained that knowing failure would impact their ability to help the community kept them motivated to persevere.Embrace Agility: Businesses like Jose’s pivoted to online options during the pandemic, enabling them to continue serving their customers when face-to-face interaction wasn’t possible.The Drive Behind Small BusinessesWhat motivates small business owners to keep going in the face of adversity? For many, it’s the desire to relieve stress for their customers and the joy of helping others. Jose shared, "Helping people is at the core of what we do. It’s our driving force."The Importance of Community EducationA consistent theme across all panels was the need for greater education within communities:Customer Awareness: Many small businesses struggle with visibility. Customers need to know they exist and how to access their services.Engaging Decision-Makers: It’s equally important for business leaders and local decision-makers to understand the vital role small businesses play in the community. Advocacy and collaboration can help bridge this gap.How You Can Support Small BusinessesSmall businesses are the backbone of local communities, but they need more than good intentions to thrive. Here are tangible ways our panelists suggested you can make a difference:Shop Local: Spending money at local businesses directly supports your community, as those dollars go right back into the local economy.Leave Positive Reviews: Online reviews can significantly impact a business’s reputation and success. A kind word goes a long way.Be Thoughtful About Criticism: Negative reviews can be devastating for small operations. If you have an issue, consider addressing it directly with the business before posting online.Resilience and Community at the CoreThe discussions at the Maximize Positive Impact Conference underscored a critical truth: small businesses thrive when their communities rally behind them. They offer more than products and services—they bring neighbors together, create opportunities, and fuel local economies.By supporting small businesses, we ensure that our communities continue to flourish, reinforcing the mutual benefits of shopping local and fostering connections that uplift everyone involved. 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.

Written by Andrea BruneauThe Maximize Positive Impact Conference brought together a diverse group of small business owners, cultural change leaders, and non-profit visionaries to share their stories. The discussion centered on how these leaders strengthen relationships with customers and employees, foster inclusivity, and overcome challenges to maximize their positive impact on the communities they serve. Our Cultural Transformation Panelists were Julie Findley, CFAO and Deputy to SVP for Dartmouth College Campus Services, and Mary Lougee, Director of People and Culture for the Co-op Food Store. These leaders dove into the challenges and triumphs of organizational change initiatives that improve the employee experience. The discussion highlighted how visibility, active listening, and systemic improvements create a ripple effect of inclusion, productivity, and employee satisfaction. From rewriting policies to addressing leadership gaps, the panel offered actionable insights into building a workplace culture where employees feel valued and supported. Their stories underline a key truth: investing in people creates a ripple effect of positivity, productivity, and profitability.Visibility and Presence MatterTo foster inclusion, our panelists emphasized the importance of meeting employees where they are. Visiting all work locations and shifts ensures that no team or individual feels overlooked. The employees who are often left out will truly appreciate being seen and heard. Leaders should prioritize being present with staff regularly—whether at appreciation events or during day-to-day interactions. Take time to say hello, ask how they’re doing, and truly listen to their responses. These details do not go unnoticed by employees, and will lead to greater belief and buy-in to cultural initiatives. Listening to EmployeesListening sessions, surveys, and job shadows allow employees to highlight recurring themes that need urgent attention. Cultural issues our panelists uncovered included:Employees felt overworked and underpaid, leading to burnout.Communication breakdowns created frustration and misalignment.A lack of appreciation made people feel unseen and undervalued.Employees’ voices must also shape the strategy implemented to address these concerns.Tackling Systemic ChallengesSome barriers to inclusion and employee satisfaction can be systemic, requiring bold action by these lead:Rewriting Policies: Prohibitive language in policies that made people feel excluded were revised.Addressing Customer Behavior: Teams were trained to handle negative customer interactions, empowering employees to feel supported.Removing Unethical Leadership: Problematic leaders were replaced with those who embody the values of respect and fairness.Creating Connection Opportunities: Community-building events, such as department-wide lunches, helped foster relationships between employees and leadership.Building Capacity for Sustainable ChangeTo ensure long-term impact, these organizations invested in critical resources:New Roles: Hiring recruiters, culture and belonging directors, and learning and development managers to address staffing and development needs.Leadership Engagement: Leaders prioritized being present and actively connecting with employees, especially during busy seasons.Challenges That RemainWhile progress is evident, challenges persist:Balancing resources and time against demands.Engaging staff and leaders consistently, especially through high-stress periods.Extending the scope of influence to areas outside the department where strained dynamics still exist.Focusing on Continuous ImprovementThe panelists shared ongoing strategies to improve employee experiences:Regularly asking for feedback to identify opportunities for improvement.Tracking metrics such as the utilization of benefits and applicants who were referred by current employees—clear signs of a positive workplace culture.Budgeting for CultureInvesting in people isn’t just about costs—it’s about returns. When you invest in this work, you save money by preventing the issues that drain resources. A high quality employee experience eliminates expenses tied to turnover, training, and problem mitigation. Creating new positions to sustain the work, as well as leveraging resources such as community partners are some other budget-related strategies.Embedding and Sustaining Cultural TransformationMeasure Progress: Use pre- and post-initiative metrics to track change.Tie Goals to Rewards: Incentivize participation in cultural initiatives by linking annual goals to salary increases.Employee Representation: Staff need to see themselves in the work. Ensure the employee voice is heard and reflected in your strategy. Empower Influencers: Identify employees with social influence who are passionate about change, positioning them as champions of your initiatives.The Bottom LineCultural transformation isn’t a one-time project—it’s an ongoing commitment to prioritizing people and their experiences through visibility, listening, and sustainable action. This involves meeting employees where they are, addressing systemic barriers, fostering inclusivity, and creating opportunities for connection and feedback. Coupled with leadership engagement and measurable progress, these efforts ensure that employees feel valued, supported, and aligned with organizational goals—laying the foundation for lasting change. The panel’s insights made one thing clear: when organizations invest in their workforce, the returns are profound—not just for employees, but for the entire organization’s success. 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.

Written by Andrea BruneauSelf-awareness is at the core of effective leadership. It allows leaders to understand their strengths, weaknesses, and emotional triggers, which significantly influences their behavior and decision-making. As leaders develop self-awareness, they become more authentic, adaptable, and effective in leading others. Self-aware leadership is more than a trait—it’s a practice. It requires regular attention, willingness to learn, and the courage to confront uncomfortable truths about oneself. But the reward is a more cohesive team, better decision-making, and a stronger, more resilient organization.Here are practical steps any leader can take to enhance self-awareness and become better at guiding their team.1. Seek Regular FeedbackFeedback from peers, subordinates, and supervisors provides valuable insights into how others perceive you. A 360-degree feedback assessment, for instance, can give a well-rounded view of your strengths and areas for growth. Beyond formal assessments, informal conversations about performance can also reveal important insights. The key is to actively listen and accept feedback without defensiveness. Instead, see it as an opportunity for growth, not criticism.Action Step: Set up a quarterly feedback loop with your team, and make it clear that you genuinely value their input. Ask specific questions about areas where you could improve and how your actions impact the team’s morale or productivity.2. Reflect on ExperiencesSelf-reflection allows leaders to learn from their experiences, both successes and failures. By setting aside time daily or weekly to think about recent interactions or events, leaders can recognize behavioral patterns that influence outcomes. Journaling is particularly effective for documenting reflections and drawing insights.Action Step: At the end of each day, write down three things that went well and three areas where you could have acted differently. Over time, look for recurring themes to identify patterns that affect your leadership style.3. Develop Mindfulness PracticesMindfulness involves being present and fully engaged in the moment. Techniques such as meditation can help leaders become more aware of their thoughts, emotions, and bodily sensations, making it easier to recognize emotional reactions in real time. Practicing mindfulness can also help leaders stay calm and grounded in stressful situations.Action Step: Start your day with a five-minute meditation to set a calm tone, or use breathing exercises before a challenging meeting to stay focused.4. Establish Personal Values and GoalsClarifying your core values helps align your behavior and decision-making with what matters most. Leaders who understand their values are better equipped to make consistent decisions and lead authentically. Furthermore, setting personal development goals based on these values can guide continuous growth.Action Step: Write down your top five values and review them periodically to ensure your actions and leadership decisions align with those principles. Set one or two personal development goals each quarter based on feedback and self-reflection.5. Observe Body Language and Nonverbal CuesSelf-awareness isn’t just about understanding your thoughts and emotions; it’s also about recognizing how you present yourself to others. Pay attention to your body language, tone, and facial expressions during interactions. These nonverbal cues can reveal your true emotional state, even if you’re unaware of it.Action Step: Practice mirroring techniques during conversations to become more conscious of your body language. Record yourself during a meeting to observe your nonverbal behavior and make adjustments where necessary.6. Engage in Coaching or MentorshipHaving a coach or mentor can provide an external perspective on your leadership style, helping to identify blind spots and offering constructive feedback. Leadership development programs with a coaching component often include tailored feedback, which can accelerate growth.Action Step: Schedule regular sessions with a coach or mentor to discuss your progress and get feedback on specific behaviors you’re working to improve.7. Challenge Your AssumptionsLeaders often operate on assumptions, which can limit their perspective and lead to biased decision-making. Questioning your beliefs and reasoning helps you avoid automatic thinking and encourages openness to new ideas.Action Step: When faced with a decision, write down the assumptions behind it. Ask yourself if these assumptions are based on facts or if they need to be reconsidered. Seek out diverse viewpoints to challenge your thinking.The Bottom LineImproving self-awareness is a continuous journey that involves feedback, reflection, mindfulness, and proactive goal setting. As leaders grow in self-awareness, they can better understand their impact on others and make more intentional decisions. By taking these practical steps, leaders can strengthen their ability to connect with their teams, manage challenges, and lead authentically. 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.