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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.

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.

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.

Written by Andrea BruneauUS companies spent $98 billion on training last year—but are they getting what they paid for? Workforce trends show a growing urgency for upskilling, with 85% of surveyed business leaders anticipating a significant rise in skills development needs. Yet only 47% of employees strongly agree they have the skills to excel in their roles, and 60% report not receiving the on-the-job coaching they need. This growing disconnect has put ROI under the microscope, making training effectiveness and impact top priorities for organizations resource allocation and planning in 2025.In this blog, we outline how a well-designed implementation plan can transform training from a one-time event into an impactful strategic investment.Why Implementation Accountability MattersIt is human nature to struggle with change. Let's look at how this commonly plays out. Take, for example, three managers struggling to give critical feedback. They attend performance management training and head back to work feeling productive.Leader A enjoyed the time away from day-to-day tasks, but feels confident in their feedback skills and therefore sees no need to implement new strategies.Leader B understood the training concepts, but feels uncomfortable with conflict and avoids giving critical feedback out of fear of harming relationships with their staff.Leader B learned that they need to be more direct and has started barking orders at staff and making vague threats of HR action if orders are not obeyed. Without structured accountability and support, these leaders are unlikely to improve. Change efforts require clear expectations, feedback loops, and reinforcement in order to succeed.How to Create Implementation AccountabilityLets create an implementation accountability plan that will enable these leaders to succeed at implementing effective feedback strategies from their training. These are the key components:Define Clear Goals and Success MetricsAssign Ownership and AccountabilityEstablish a Milestone TimelineIncorporate Training Concepts into Daily WorkflowsTrack Progress and Adjust as Needed1. Defining Clear Goals and Success Metrics: Prior to the training, leadership defines specific outcomes they want to achieve, creating a shared understanding of what success looks like.Goal: Improve performance through managers delivering effective feedback to direct reports at least once per month.Metrics/Measurement:90% documented compliance with monthly manager-staff feedback sessions15% improvement in employee perception of timely, helpful feedback (survey results)20% decrease in unresolved performance issues, tracked by HR2. Assigning Ownership and Accountability: Rather than leaving implementation up to individual managers, leaders meet to establish roles for checking progress and providing support and resources as needed.Managers: conduct and log feedback conversations utilizing the training methodsDepartment heads: review progress with managers biweekly, ensure feedback is loggedSenior leaders: review monthly compliance data with department headsHR: prepare to provide additional coaching if managers struggle to apply the training3. Establish a Milestone Timeline: Rather than leaving employees to figure out how to apply training concepts on their own, senior leadership outlines specific changes to implement within 30 days, progress checkpoints at 60 and 90 days, and an impact assessment at 6 months.30 Days: Managers practice feedback conversations in role-play exercises and conduct one real feedback session with a direct report to then debrief with their Supervisor.60 Days: Managers document feedback sessions and receive coaching on refining their approach as needed.90 Days: HR conducts employee engagement survey and reports on unsolved performance issues. Adjustments will be made based on results.6-Month Impact Assessment: Leadership presents on success metrics (% compliance with monthly feedback sessions, % improvement in employee perception of timely, helpful feedback, and % decrease in unresolved performance issues).4. Incorporating Training Concepts into Daily Workflows: To make training concepts tangible and indicate to employees that implementation is an expectation, senior leadership reinforces training concepts through daily operations. Weekly Team Meetings: Managers share strategies tried and lessons learned from feedback discussions. Performance Reviews: A Feedback Effectiveness section is added to quarterly and yearly performance reviews to track long-term performance.Peer Coaching Groups: Managers are paired for ongoing practice and support.5. Tracking Progress and Adjusting as Needed: To ensure long-term impact, leadership implements a structured approach to monitor effectiveness and make necessary adjustments.Quarterly surveys gauge employee satisfaction with feedback quality and timelinessSenior leaders review feedback compliance data with department heads monthly, identifying teams excelling and those needing additional support.Struggling managers receive targeted coaching sessions and training material.To inspire others, leaders share success stories from managers who have improved feedback effectiveness and driven positive performance changes.The Bottom Line: Training Is Only the BeginningDeliberate implementation planning ensures training translates into action. Without accountability measures, current habits will persist. When accountability is embedded into the training process, new skills don’t just stick—they transform workplace culture. Organizations that integrate clear goals, ownership, milestone tracking, workflow reinforcement, structured follow-through, leadership commitment, and continuous evaluation bridge the gap from training room to workplace, ensuring training translates into lasting success.This blog is part of our series, Bridging the Gap from Training Room to Workplace, tackling the biggest barriers to lasting change. 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 Deo MwanoBeing Productive in Addressing Negative Behaviors That Impact Workforce Productivity and EfficiencyRecently, an audio recording was leaked from Jamie Dimon’s(CEO of JP Morgan) town hall meeting with his leadership team, where he expressed frustration over cultural and behavioral trends within his workforce that he believes are negatively impacting productivity and efficiency.Some of his key concerns included:Remote workers who are not fully engaged during meetings and are distracted by their phones.The overuse of meetings, committees, and group discussions, which are delaying decisions and slowing down action.Inconsistencies in work preferences that do not contribute to productivity.Employees isolating themselves within their own comfort zones, engaging only with familiar communities rather than broadening their perspectives.Generational differences in work behaviors, particularly those of Gen Z and younger millennials.Below is the audio link to the town hall recording.https://www.youtube.com/shorts/6glAn-Gj9LMAddressing Workforce Challenges ProactivelyHearing Dimon’s frustration at such a high level was revealing. At DMC, we work with our partners to help them establish clear employee expectations that define workforce culture, operations, job duties, and performance standards. This includes outlining how employees should show up for work, what is expected of them, and the consequences of failing to meet those expectations.We collaborate closely with senior leadership teams to ensure consistency in how expectations are communicated, governed, and demonstrated. A key aspect of this work involves working with different departments to understand their unique cultures and expectations.Using Real-World Scenarios for TrainingOne of the most effective methods we implement is role-play training videos that depict real workplace scenarios—both positive and negative behaviors. These videos provide a visual representation of what is expected in the workplace, often incorporating light humor to make the message more engaging.During these training sessions, employees are encouraged to ask questions about expectations and policies, fostering an interactive learning experience. These discussions also allow managers and directors to address misinterpretations of policies and behaviors, ensuring that everyone has a shared understanding of workplace expectations.However, setting expectations alone is not enough. It’s essential for organizations to evaluate how employees engage with these policies over time. Leaders must assess whether policies are understood, effectively implemented, and aligned with the company’s broader goals.Examples of Role-Play Videos DMC Creates for Our Partners:https://www.youtube.com/watch?v=zVR_RkoOSLAhttps://www.youtube.com/watch?v=mJ_4qi6S14E&t=23sWhere Is Leadership in Addressing Workplace Behaviors?As I listened to Jamie Dimon express his frustration, I couldn’t help but wonder: Where are the COO, HR leaders, and learning & development teams?If certain behaviors are negatively impacting business operations, there needs to be a proactive approach to address them. This does not mean simply condemning employees but rather:Setting clear expectations and ensuring they are well understood.Demonstrating expected behaviors rather than just discussing them.Implementing accountability measures for those who violate policies.Measuring the Impact of Workplace BehaviorsTo effectively address workplace challenges, organizations must quantify the impact of negative behaviors:How many employees are engaging in behaviors that violate expectations?What percentage of the workforce is contributing to inefficiencies?Are current policies and benefits inadvertently encouraging unproductive habits?In some cases, companies resort to removing perks and benefits to curb certain behaviors. However, without properly diagnosing the root cause, such actions may penalize the entire workforce for the actions of a few. Instead, organizations should conduct in-depth investigations to understand what’s driving these behaviors before implementing broad changes.For instance, remote work comes with both advantages and disadvantages. Instead of eliminating it outright, companies should analyze how different factors contribute to productivity and efficiency and design solutions accordingly. Before implementing drastic changes, running a pilot program to measure the impact of potential solutions can help organizations make data-driven decisions.Understanding Generational Differences in the WorkforceDemographic preferences play a crucial role in workplace behaviors.Expectations for Gen Z and millennials may differ significantly from Gen X and baby boomers due to their unique experiences and work habits.Some generational behaviors stem not from company policies but from broader societal and technological influences.Organizations need to recognize that trying to force a single approach across all generations may not be practical or effective.Instead of stigmatizing one generation over another, companies should focus on engagement strategies that respect generational differences while establishing non-negotiable workplace expectations that apply to all employees.Building a Strong Workforce Culture Through Clear ExpectationsLeadership teams must be intentional in understanding what drives their employees and how they work best. The key to maintaining operational efficiency without compromising on workplace culture is finding common ground that aligns business objectives with workforce preferences.Organizations should invest in demonstrating expectations rather than just talking about them. This means:Actively engaging with employees.Clearly articulating what is expected.Using practical demonstrations and training to reinforce workplace behaviors. 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.