Now more than ever, inclusive leadership must become the new normal. Inclusion is the degree to which an employee perceives that they’re a valued member of the work group and encouraged to fully participate in the organization. That means that an inclusive leader demonstrates the skills and creates the kind of work environment where all talent can thrive because they feel valued, respected, that they belong, and are set up for success.

In this article, I share the most common choices for where to create objectives and key results (OKRs) within an organization, including at the company level only, or for the company and business unit, or for the entire organization. However, just because these are common choices doesn’t mean they’re right for you.

Before I get into the value of setting objectives and key results (OKRs), I should probably answer a question many readers might be asking: What are OKRs? Basically, OKRs is a method of setting goals for an organization.Humans are avid goal setters, constantly striving to improve our performance, regardless of the field or endeavor we choose.

If you’re looking to transform your aspirations into measurable success, there is no better way than implementing the system of creating objectives and key results (OKRs). Countless organizations have utilized OKRs to create focus, enhance alignment, and achieve remarkable outcomes.Whether you aim to boost productivity, enhance innovation, or align your team's efforts toward a common vision, OKRs provide a framework that can propel you forward.

Sometimes staying the course and holding steady are great. But at some point, everyone must upgrade their systems, thinking, and ways of being to continue to be viable.There’s a concept in nature called bifurcation. Bifurcation is a process that nature takes to renew itself. Usually it involves a disruption or inflammation that precipitates a split, a morphing into two.

Having insight into your audience’s wants and desires will help you comprehend the factors that lead to their perceptions of authority, leadership, values, virtues, and work ethics. These are mobilizing factors. Here, you gain that insight by breaking down the workforce into the beautiful Quad — the four generations currently operating in the workforce today.

Values-based leadership (VBL) continues the evolution of how we choose to engage in business. It’s the next step in the integration of one of the initial Conscious Capitalism principles: Business is good, noble, and heroic because it provides ethical opportunities for everyone.VBL expands on Conscious Capitalism using a specific, yet customizable, set of values as the platform for norms of doing business with others and internally.