
Cultural Calibration in a multi-layered world
Master Cultural Calibration: open mind, explicit norms, and regular alignment to keep cross-border collaboration clear and productive....

by Andrew Sharman, Susan Goldsworthy Published May 28, 2025 in Brain Circuits • 3 min read

Time’s up
1. Use leading indicators to measure well-being levels
Organizations often rely on lagging metrics such as absence from work, which don’t capture the full picture. Leading indicators, such as employee happiness and job satisfaction, provide a more accurate measure of well-being.
2. Co-create supportive environments
Foster a culture of acceptance where employees feel valued, even on difficult days. Regular feedback and open conversations allow employees to express their needs and help bring their full selves to work.
3. Institute flexible work arrangements
Hybrid or flexible working can have significant benefits for companies and their workforce. A study by Harvard and Penn State University, for example, found that flexible working can significantly reduce the risk of a heart attack or stroke, and is also believed to prevent burnout and protect mental health.
Companies need to move beyond superficial programs to embed well-being into their core operations, and leaders must understand that investing in well-being is about building resilient, innovative teams that drive long-term success.

Adjunct Professor of Risk, Resilience, and Safety Culture
Andrew Sharman is an Adjunct Professor of Risk, Resilience, and Safety Culture. He explores risk and safety culture, highlighting the positive impact of leadership. His executive education covers leadership and organizational behavior, from stress and resilience to safety culture. His approach is practical and high-impact. Sharman holds master’s degrees in international health and safety law & environmental law, and occupational psychology & organizational behavior, plus a doctorate in leadership and culture transformation.

Affiliate Professor of Leadership, Communications, and Organizational Change
Susan Goldsworthy is Affiliate Professor of Leadership, Communications and Organizational Change at IMD, where she directs the Executive Coaching Certificate and Leading Sustainable Change programs. She is a co-author of three award-winning books. She is also an Olympic finalist and an ordained OneSpirit Interfaith Minister, as well as a highly qualified executive coach, and is trained in numerous psychometric assessments.

15 hours ago • by Dorotea Brandin in Brain Circuits
Master Cultural Calibration: open mind, explicit norms, and regular alignment to keep cross-border collaboration clear and productive....

June 18, 2026 • by Francesca-Giulia Mereu, Paolo Cervini in Brain Circuits
Turn AI into your thought-leadership partner: four key practices to sustain flow, align ideas, and boost strategic clarity....

June 17, 2026 • by Prashant Saxena, Nikita Gundala in Brain Circuits
With AI making it harder to tell what is real, leaders face growing skepticism. Here’s how to check whether people believe what you say about yourself and the organization. ...

June 16, 2026 • by Robert Vilkelis in Brain Circuits
AI can make existing organizational norms harder to see by “flattening” them. Here’s how to stop it producing a more homogenous culture, instead of a more inclusive one....
Explore first person business intelligence from top minds curated for a global executive audience