WorkCookie - Get Ahead with Industrial/Organizational Psychology in the Workplace

What if the very “hustle” culture your organization celebrates is quietly burning out the people you can least afford to lose?

We’ll examine how organizational culture contributes to burnout or helps prevent it. The discussion unpacks how norms and expectations around overworking, availability, and productivity shape employee wellbeing.

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We discussed how the impact of trust, openness, and the ability to speak up without fear can contribute to reducing stress, improving collaboration, increasing motivation, and enhancing performance.

We also talked about leadership behaviors that encourage (or damage) psychological safety.

In this episode: Bijou Attey, Tom Bradshaw, LindaAnn Rogers, Cam Dunson, Nic Krueger, Dr. Emi Barresi, Jagadesh Chander, Jerilyn White, Lee Crowson, Rich Cruz, Natasha Desjardins

I/O Career Accelerator Course: https://www.seboc.com/job

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*References

Aboramadan, M., & Kundi, Y. M. (2023). Emotional culture of joy and happiness at work as a facet of wellbeing: A mediation of psychological safety and relational attachment. Personnel Review, 52(3), 567–583. https://doi.org/10.1108/PR-04-2021-0285

Castro, E. (2023). The role of psychological safety on employee wellbeing in the Finnish startup environment. [Unpublished manuscript]. https://doi.org/10.1108/PR-04-2021-0285

Clarke, E., Naswall, K., Masselot, A., & Malinen, S. (2024). Feeling safe to speak up: Leaders improving employee wellbeing through psychological safety. ResearchGate. https://www.researchgate.net/profile/Emma-Clarke-36/publication/388525332_Feeling_safe_to_speak_up_Leaders_improving_employee_wellbeing_through_psychological_safety/links/67e253c33ad6d174c4bdc798/Feeling-safe-to-speak-up-Leaders-improving-employee-wellbeing-through-psychological-safety.pdf

Clarke, E., Naswall, K., Masselot, A., & Malinen, S. (2025). Safe to stay: The role of leader behaviors and psychological safety in employee retention in high-demand workplaces. International Journal of Organizational Analysis, 33(1), 1–15. https://doi.org/10.1177/23970022251337643

Day, A. (2019). Building a foundation for psychologically healthy workplaces and well-being. Wiley. https://media.public.gr/Books-PDF/9781118469460-0830964.pdf

Zhang, Z., & Song, P. (2020). Multi-level effects of humble leadership on employees’ work well-being: The roles of psychological safety and error management climate. Frontiers in Psychology, 11, 571840. https://doi.org/10.3389/fpsyg.2020.571840

Strategic planning is not a retreat. It’s a leadership operating rhythm.

This episode discusses why annual retreats fail without quarterly integration, the importance of decision logs and risk logs, how to build strategic review into leadership meetings, and why culture determines whether strategy survives.

I/O Career Accelerator Course: https://www.seboc.com/job

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Strategy fails not because it’s wrong, but because it was never operationalized into systems. We discussed the difference between a strategic goal and an operational objective.

→ Why every strategy must translate into systems, scorecards, and ownership.
→ The concept of “If it’s not measured, it’s not real,”
→ How to break a 3-year strategic move into assignable roles.

In this episode: LindaAnn Rogers, Tom Bradshaw, Lee Crowson, Nic Kruger

I/O Career Accelerator Course: https://www.seboc.com/job

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Organizations build strategies around what they sell instead of what customers are hiring them to accomplish.

This episode discusses the concept of Jobs to Be Done thinking
(without jargon), Why “services” is not a strategy, how to define the highest-value job your customer hires you to do, and the danger of competing on scope instead of outcomes.

In this episode: Dr. Emi Barresi, Lee Crowson Nic Krueger, Natasha Desjardins, Tim Sharples

 

I/O Career Accelerator Course: https://www.seboc.com/job

Visit us https://www.seboc.com/

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Join an open-mic event: https://www.seboc.com/events