How to avoid six leadership decision traps
Explore six common leadership decision traps and proven remedies to improve outcomes, from precise problem framing to securing lasting team buy-in....
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 Organizational Behavior and Culture
Andrew Sharman is Adjunct Professor of Organizational Behavior and Culture at IMD. 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.
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