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February 24, 2025 | 7 Mins Read

AI in Field Service: The Now, The Next, and The Questions That Remain

February 24, 2025 | 7 Mins Read

AI in Field Service: The Now, The Next, and The Questions That Remain

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by Sarah Nicastro, Creator, Future of Field Service

From OpenAI’s evolution to DeepSeek disruption, AI persists as one of the most buzzworthy topics of 2025. While I’ve talked to service leaders whose responses run the gamut from hard-to-contain excitement at its potential to utter disdain for its all-consuming prominence, it is indisputable that AI is changing how businesses across industries work – and we’ve only just begun.

Where We Are

In field service, there are organizations leading the charge to adopt AI in meaningful ways and those that are more resistant to its inevitable impact – with the vast majority somewhere in between. Late last year, Future of Field Service conducted a service with our Stand Out 50 leaders and here are some of the interesting points they shared.

Fifty percent of respondents said that less than 10% of field service tasks are automated. This reveals the tremendous opportunity that exists to use AI to help make the lives of field technicians specifically and service operations on the whole much easier and potentially more satisfying.

When we consider how customer expectations have evolved, as well as how they will continue to – especially as their familiarity with AI expands in everyday life – it’s interesting to begin to envision all of the ways in which AI could enable service providers to work smarter. Here’s how the Stand Out 50 ranked the top seven customer expectations:

  1. Demanding faster resolution
  2. Wanting peace of mind/guaranteed uptime or performance
  3. Desiring more data and insights to aid in improving their business
  4. Expecting more data and insights about the service delivery process and value delivered
  5. Seeking streamlined or different channels of communication
  6. Higher standards of brand experience/soft skills
  7. Seeking more sustainable providers/partners

Sixty-two percent of respondents already use AI in their service operations and shared a wide range of examples of how so:

  • Chats and emails
  • Triage in tech support; insights dashboard
  • Using AI to review customer equipment on material through-put to ensure they get the best yield of products
  • Service order summaries
  • Document and data search
  • Guided troubleshooting (pilot phase)
  • Used in monitoring assets and in our scheduling tool
  • Customer contact, scheduling & routing, predictive maintenance
  • Primarily used for the service desk, with a goal of preventing calls from dispatch and resolving via phone or chat. AI is also being used to immediately dispatch to the field issues that cannot be resolved remotely, ensuring swift resolution and not requiring customer interaction for the call
  • Generating service tickets from emails
  • Diagnostics workflow, technical training, value-based selling, technical report dictation, material master data cleanup
  • Self-service, self-training, knowledge management, process automation, data mining
  • Generative AI for triage, AI for resource allocation, machine learning for predictive analytics
  • Scheduling and optimization of our field interventions, optimizing work order quality by using AI to predict job duration, and supporting field force on the job with image recognition AI

As the use of AI and other technologies expands, organizations must consider the effect it will have on how service is delivered – and what that means in terms of changes needed in the customer narrative, commercial agreements, or both. The increase in both self- and remote service are great examples of how today’s technologies can be used to significantly reduce inefficiencies and provide faster resolution, but for organizations who still primarily have transactional, break-fix relationships with customers this can present a hurdle to overcome.

Fifteen percent of the Stand Out 50 respondents have extensive self-service options in place and state customers are responding well; 52% currently have some self-service capabilities and state it’s a focus to expand. Thirty-three percent of respondents have transitioned a significant portion of service delivery to be remote and another 30% are in the midst of transitioning a portion of service delivery to remote, while 26% use remote capabilities but for diagnosis versus resolution, and 11% state that they either have barriers to using remote capabilities or it’s not yet a focus.

While this data is representative of a relatively small group of service businesses, it shows some real-world examples of how AI is being adopted, how AI and other technologies are changing workflows and transforming service delivery, and how these new ways of working can raise questions that reach beyond service transformation to business transformation.

Where We’re Going

Regardless of whether AI elicits excitement or an eye roll from any given service leader, they generally agree that its use and impact is still in its infancy – and organizations have a massive responsibility to determine how to take today’s pilots and early use cases and rapidly expand on their success.

Forty-seven percent of the Stand Out 50 respondents listed AI as their next area of focus for technology investment and 76% believe Advanced AI will be critical for staying competitive in field service. When asked what areas of AI they feel hold the biggest potential for service organizations, respondents said:

  • Fault/failure prediction – 33%
  • Knowledge management – 30%
  • Customer support (chatbots, self-service capabilities, etc.) – 19%
  • Automated scheduling and resource optimization - 11%
  • Automation of reporting – 7%

In many ways, the sky is truly the limit in terms of where AI can go in field service. In his 2025 predictions blog, Mark Brewer, VP of Service Industries at IFS, talks about some of the exciting advancements he expects this year – including more instances of agentic AI, the lift AI can provide for knowledge management, and the potential it has for fault detection. All of these uses – and more – have the capacity to bring a lot of positive change to how service organizations operate and the value they can offer their customers.

A great example I came across recently is CNH. The company used AI to condense 1.5 million pages of manuals into one AI-powered chatbot. According to this article, “CNH AI Tech Assistant tool is already at work at over 300 authorized agriculture and construction dealer groups, with global expansion underway. The first-of-its-kind tool was developed with dealer feedback and works by simulating conversations to provide a diagnosis and repair plan for CNH brands’ machines, enabling dealer technicians to save time on repairs by providing fast and accurate answers to technical questions.”

While this is just one of a multitude of ways AI can transform service, the bigger question to ask around where we’re going is how ready an organization is to change – and to what extent.

What We Don’t Yet Know

When it comes to what we don’t yet know, there’s both the logical and the philosophical. Let’s start with the logical. The Stand Out 50 respondents weighed in on their biggest concerns around the growing use of AI in field service:

  • Accuracy & bias - 33%
  • That we haven’t yet mastered “the basics” and must do so first - 23%
  • Not having the data at the ready to support its use – 19%
  • Security – 11%
  • The hype surrounding it – 7%
  • Keeping pace with the technological advancement - 7%

There are also some very crucial logistical questions I’ve alluded to already around how the use of AI will evolve the work frontline employees do (or don’t) as well as what the service value proposition looks like. So, when it comes to an increase in remote and self-service; how does less on-site work change what we need from our employees? Are they able to do that new work today, or do they need reskilling or upskilling?

Also, how does a more modern, remote-first service delivery model change the customer value proposition? For companies whose customers are still accustomed to paying for time technician is on site – that visible, tangible work – how do they reshape the commercial agreements and then communicate them in a way that resonates?

These are the questions where the most sticking points arise – the real strategic meat of what using AI to a significant extent will mean digging into and ultimately through. But perhaps the most important question that is left unanswered is a philosophical one: how do we make good use of sophisticated technology without it having a negative impact on how we value humanity?

This question was the premise of a recent podcast discussion I had with Arnaud Billard, Senior Director for Applications and Service for Europe at Cepheid. When Arnaud and I connected to land on a podcast topic, he mentioned that he is really struggling with what the future holds around AI and automation and, once we dug in, I admired the perspective he was sharing.

He clarifies at the beginning of the podcast, saying, “The struggle I refer to is not about resisting technology or AI particularly. It's more about how to navigate its evolution while preserving what makes service truly valuable, which is a human connection.”

For organizations who haven’t evolved their view of service beyond break-fix, the reverence for relationships may be less than Arnaud’s – but for many, this is a missed opportunity. “Relationships in service really matter and there is a component of trust that is very important. When you sell service, it’s intangible. It’s no longer just about fixing things; service professionals today are no longer only solving technical issues; they are acting as a trusted advisor. They gather insights, identify customer pain points, they contribute to company growth via customer intelligence. It’s one of the most overlooked aspects of service, I believe, but service is a source of innovation and growth,” says Arnaud.

If you share this view, then you can understand that the risk of overapplying AI in service for the sake of cost savings or efficiency gains is not only a risk to the business at present but also cuts off an incredibly valuable source of knowledge, relationships, and fuel for innovation. “I'm very conscious that AI can bring fantastic efficiencies,” says Arnaud. “However, to me, we have to find the right balance between enhancing service productivity without depersonalizing it. We need to ensure that we don't erode the very element that built customer loyalty and satisfaction. We must make sure that technology enhances our human capacities rather than diminishing them.”

I’d encourage you to have a listen to the full podcast discussion here. If you have thoughts on the now, the next, or the unanswered questions of AI in field service – reach out!  

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February 17, 2025 | 3 Mins Read

Triage and the Shift Left in Field Service

February 17, 2025 | 3 Mins Read

Triage and the Shift Left in Field Service

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by Stephen Goulbourne, Vice President, Global Program Director - Global Service at Mettler-Toledo

As field service continues to evolve in an era of rapid digital transformation, traditional support tools remain essential. However, with the rise of AI powered solutions, these tools can be significantly enhanced to drive efficiency, reduce costs, and improve customer experience.

The Critical Role of Triage

Triage has long been a foundational element of effective field service. It enables organizations to diagnose and resolve issues before dispatching a technician or, ideally, to provide a remote fix that eliminates the need for a truck roll altogether. When executed effectively, triage delivers two key benefits:

1. Increased Uptime for Customers - Faster issue resolution minimizes operational disruptions

2. Lower Cost to Serve for Service Providers - Reducing unnecessary site visits improves productivity and optimizes resource allocation

Triage should not be viewed simply as a process but as a strategic approach to service excellence. At a recent America's Service Managers meeting, a colleague and I explored this concept further, breaking it down into its core components to better define its role in modern field service. By reframing triage in this way, we can see it as more than just a support tool, it becomes a critical enabler of improved service outcomes.

The Shift Left: Elevating Support Through Digitalization

The Shift Left strategy driven by digitalization and AI, allows organizations to resolve more issues remotely and at earlier stages of the support cycle. This shift has profound commercial implications, particularly in distinguishing the value of a service contract from the traditional time and-materials model.

As AI driven tools improve triage effectiveness, service providers can offer higher value, proactive support. This differentiation is crucial in an increasingly competitive landscape where customers seek maximum uptime and predictability in service costs.

Monetizing Triage: A Strategic Imperative

One of the ongoing discussions in the Services industry is how to effectively monetize triage. While opinions vary, one clear opportunity lies in leveraging AI powered knowledge management systems to enhance support outcomes. Given the tangible benefits of these advanced tools, organizations must consider reserving them exclusively for service contract customers.

By bundling remote diagnostics, AI assisted support, and predictive maintenance within a comprehensive service contract, organizations can create compelling value propositions:

  • Budget Predictability - Full-coverage contracts (including parts and labor) eliminates unexpected repair costs
  • Extended Equipment Lifespan - Routine maintenance and proactive service reduce failure rates
  • Higher First Time Fix Rates - Access to remote support tools ensures that when a technician is dispatched, they arrive with the right solution the first time

This approach strengthens the case for service contracts, making them indispensable for customers who prioritize uptime and operational efficiency.

The Future of Field Service: A Data-Driven, Customer Centric Approach

Service driven revenue streams continue to grow across industries, particularly for manufacturers investing in modern support technologies. As we move further along the Shift Left journey, the future of field service will be defined by remote, predictive, and eventually self-service capabilities, offered exclusively to customers who recognize the strategic value of a service contract.

Organizations that embrace this transformation will lead the industry, delivering superior outcomes for customers while optimizing their own operational efficiency. Triage will remain a cornerstone of this evolution, ensuring that service is not just reactive but proactive, intelligent, and deeply integrated with AI driven decision making.

Now is the time for organizations to rethink their service strategies, align with digitalization, and position themselves for long term success.

Stephen Goulbourne is a seasoned leader with over 20 years of professional experience in driving operational excellence and customer success. The views expressed in this article are his own and do not necessarily reflect those of Mettler Toledo.

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Apple is Cashing in on the Value of Service – Is Your Business Doing the Same?

February 10, 2025 | 3 Mins Read

Apple is Cashing in on the Value of Service – Is Your Business Doing the Same?

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Apple’s Q1 2025 financials are a great real-world illustration of the value that service can bring to a business – even one who has built its immense success on products. The company’s most recent reporting shows service revenue has reached an all-time high. On the earnings call, after the report, Kevan Parekh, CFO of Apple said, “the services business in general in aggregate is accretive to the overall company margin.”

For a company made famous by its innovative products who maintain a cult following, this is a big deal. It’s also an opportunity for service leaders within businesses where leaders might not see the full potential of service to make a case citing a brand everyone knows and many fiercely love.

This write up from CNBC calls out the significant contribution to profit margin service can bring, saying, “Apple is struggling to squeeze growth out of its flagship iPhone unit, but its profit margin keeps going up thanks to a flourishing services business. Services revenue rose about 4% to $26.34 billion, beating analysts' estimates. The business now accounts for roughly 21% of Apple's overall revenue. Last quarter, Apple announced that its services unit had turned into a $100 billion a year business.”

As the global smartphone market has become saturated, Apple’s decision to invest in its services business is paying off. The company’s services are varied, allowing the company to create value for a number of stakeholders to diversify its portfolio. This includes everything from the App Store to payments and AppleCare support to AppleTV and Apple Music, among many other subscription offerings.

CNBC’s article also points out that Apple’s service strategy has not only positively impacted its financials but has changed the company’s perception among Wall Street, stating that “Cook’s emphasis on services has transformed Wall Street’s view of a company that’s been defined over the decades by its iconic devices. For many years in the iPhone era, Apple’s gross margin would predictably come in at between 38% and 39%, reflecting the company’s tight grip over its supply chain and its pricing power in the market. But with iPhone growth slowing in recent years, Apple’s move into services has changed the equation. The company hit a 40% gross margin in 2021 and has continued to expand it.”

Sharing the Success Story of Services

So, what are the key points here I’d take to leadership to emphasize or reinforce how service can drive value for a business?

  • Service can be a revenue driver but can also have a phenomenal impact on profit margin. This lift in margin can add value to a business in many ways – offsetting times where product sales decline, diversifying value if products begin to become commoditized, allowing headway for product innovation, and so much more.
  • A business doesn’t have to be product OR service-centric; they can peacefully co-exist. Many product companies can view a services play as moving “away from their identity,” but this doesn’t have to be true in any way. In fact, when executed well, the investment in services can compliment product to strengthen the overall business – as you see in Apple’s example.
  • Offering services allows a business to diversify its value proposition, offsetting risk and allowing for a more differentiated and personalized customer experience.
  • Services can be a powerful driver of customer loyalty. If you think about what Apple has done, they’ve created ways post-product sale to keep customers immersed in the Apple experience. To solidify their presence in the lives of their loyal fans while diversifying their revenue streams and improving their profit margins. It’s a great showcase of what service can do!

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The Neuroscience Behind Why Modernizing Field Service – and Field Service Leaders – Is So Complex

February 4, 2025 | 5 Mins Read

The Neuroscience Behind Why Modernizing Field Service – and Field Service Leaders – Is So Complex

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Two of our recent podcasts dove into how service leaders need to evolve in 2025 (with Roy Dockery, Director of Field Service Research at TSIA) and how to overcome or avoid the most common missteps leaders make in EQ (with Sara Mueller, Emotional Intelligence EQ Keynote Speaker, Leadership Trainer, and Executive Coach). Topics like these are crucially important to our audience, because effective leadership is inherently woven into what it takes for businesses today to achieve operational excellence, delight customers, attract and retain talent, and innovate at a pace necessary to maintain success over the long term.

But what if some of the ways in which we’re asking today’s service leaders to evolve are at odds with how their brains are wired?

It’s an interesting question to explore, posed by John Walls, Insight Instigator at NeuroBuilt, LLC, who sent me an email with some compelling food for thought about my conversation with Roy. His perspective is that, based on neuroscience, there are some scientifically backed challenges to overcome for technically inclined service leaders to embrace and enact a more modern, communicative approach.

“What we’ve learned from fMRI-based neuroscience research during the last 15 years provides us with the tools to better understand the brain’s natural tendency to get in the way of effective communication,” John says. “It also points to how we can most effectively strengthen communication and practice other virtues which are necessary to be a motivational leader.”

If we think about how many of how today’s service leaders have gotten to where they are (moving up the ranks from technician to leader) and the core skillset that helped them achieve much of their career success (strong technical skills), it begins to make sense that expecting them to innately grasp characteristics and skills like those discussed in the two podcasts mentioned above might be unrealistic.

“Neuroscience explains precisely how technically minded people think differently. One reason is because of a natural brain state known as Reciprocal Inhibition, which is the way the brain has evolved to conserve precious cognitive energy,” John explains. “In short, there are certain neural pathways of the brain that strengthen during the learning, and repeated practice, of technical tasks. These technically related pathways suppress neural pathways within the brain's Prefrontal Cortex (PFC) that are responsible for communication skills. Pathways associated with empathy and communicating empathy are suppressed when technical pathways are activated. As technical abilities improve, interpersonal skills lag, perhaps even weaken…just like an unused muscle. We unconsciously play to our strengths, one of the brain’s clever ways of conserving cognitive energy. The outdated practice of promotions based on subject matter expertise (SME) and/or tenure often compounds the effects of reciprocal inhibition as leaders turn to technical skills rather than people skills when facing a challenge.”

And until not too long ago, service leaders could excel with stellar technical skills alone – because they were working in relatively stable environments with many like-minded individuals. As service has evolved from a transactional, break-fix environment where mechanical skills and technical knowledge were revered above all to a more customer-centric business driver drastically changed by rapid technological advancements and a very different talent landscape, what we need from leaders is far different. As many of these leaders have honed their technical prowess and relished in its effectiveness, much of the world around them has changed.

In the recent podcast with Roy, he spoke about how a “culture of complaining” is fueled by service leaders feeling like the rest of the business doesn’t understand their work, almost like “speaking a foreign language.” John sheds light on the neuroscience behind this feeling, saying, “This is explained to some degree by Reciprocal Inhibition; realize that the service organization is technically minded, and the rest of the organization is socially minded. Service organizations have traditionally been considered successful based on practicing and demonstrating exceptional technical skills. The rest of the organization is thinking with their PFC, (think sales, marketing, C-suite).  When viewed through the lens of neuroscience, the disconnect between a technically minded service organization and the various Prefrontal thinking organizations of a business is no surprise.”

EQ is Essential

Perhaps better understanding the factors that have kept service disconnected from the rest of the business is the first step to really breaking down the silos?

John also feels philosophy plays an important role. “The ‘That’s the way we’ve always done it’ mentality is a culture killer. So are service leaders who have fixed mindsets or believe being technically good is enough to overcome the lack of a growth mentality. It’s simply not so these days,” he says. “This is an area where applying philosophy to service comes into play. The Stoics teach us growth and fulfillment are not from competing with others, but from striving to be better than we were yesterday. This focus on internal competition fosters intrinsic motivation, genuine improvement, builds resilience, and leads to a deeper understanding of ourselves and others. That attitude is what differentiates a service representative from a service professional.”

For businesses that understand the true potential of service, and really want to enable technical talent to thrive, it’s worthwhile to consider what practical steps this information could prompt. A few that come to mind:

  • Providing all employees with soft skills training
  • Ensuring technical talent isn’t promoted into management roles simply because they’re strong individual contributors
  • Providing all supervisors, managers, and leaders with ongoing training and development that emphasizes the importance of EQ
  • Encouraging personal development and a growth mentality by not only providing ample opportunities for learning and progression, but recognition and rewards

Each of these potential actions is underpinned by the importance of better embedding EQ into the business, across functions, from the frontlines to the top-level leaders. “You made an important point when you mentioned the association between empathy and curiosity. Empathy is the most important virtue of a leader,” says John. “Service people are curious, no doubt, they are simply not curious about things that are not on their mind.  Therefore, many service leaders fail to develop the skill, the virtue, of showing empathy. As I mentioned earlier, the effects of reciprocal inhibition suppress the strengthening of neural pathways associated with empathy and communicating empathy. Simply training service minded people to be as curious about others as they are about technology will go a long way along the path of leadership development.”

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Why Aren’t We Making the Progress We Need to with The Talent Gap?

January 27, 2025 | 6 Mins Read

Why Aren’t We Making the Progress We Need to with The Talent Gap?

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On last week’s podcast, I interviewed Joern Lindstaedt, SVP of Global Customer Service at Rolls-Royce Power Systems about the service leader’s duty around the “silver tsunami.” Joern shared that he first heard this term last fall at the Service Council Symposium in Chicago and he’s working to determine how best to articulate the challenge within his organization to advocate for the appropriate change.

While the term “silver tsunami” may have been new to Joern, the concept behind it – and the massive challenge it presents for organizations – isn’t new. In fact, the talent gap is a challenge we’ve been discussing on Future of Field Service as far back as the second episode of the podcast (and for reference, we hit 300 last week!). That episode featured Roy Dockery, former service leader, author, and Director of Field Service Research at TSIA presenting a very valid point: we don’t actually have a talent gap, we have an experience gap. Meaning, field service organizations are accustomed to hiring based on previous experience – and while that’s becoming harder and harder to do, there isn’t a lack of talent if we’re willing to work differently.

So, if this is a conversation we’ve been having for at least six years, why aren’t we making more progress in solving the problem?

It’s a good question without a single, easy answer. And that’s because it’s a challenge without a simple, easy solution. Solving the talent gap will look a bit different for each organization but will require all to fundamentally and significantly change how they’ve been finding, hiring, training, managing, developing, and retaining talent. The solution must be multi-dimensional as well as cross-functional – meaning, you can’t make the necessary changes without working with colleagues in HR, training & development, and elsewhere across the business.

It sounds like a lot of hard work, doesn’t it?

It is. And for many service leaders, it probably feels like too much on top of the other fires they’re working hard to put out. And I think this leads us to a couple of the reasons we haven’t made the progress we need to:

  1. Service leaders are overwhelmed and don’t know where to start
  2. The changes needed require collaboration across the business that is hindered by organizational silos
  3. Some are wasting precious time hoping “what was” will return rather than getting to work navigating the what is (and what’s to come)

In our podcast discussion last week, Joern said it very well, “It’s time for service leaders to move beyond the victim mentality and fall in love with the problem.”

He’s right – it’s the only way we’re going to make the progress we need to; dig in and do the hard work. Leaders and organizations that do are going to be leaps and bounds ahead of their competition, because the talent landscape isn’t going back to what was – it’s only continuing to evolve, and service must too.

Exploring Aspects of Action  

Good for you if you’ve taken the leap of “falling in love with the problem,” now let’s dig into some of the elements of change that are required. First, determine how to attract a new generation to field service. This starts by uncovering new sources of potential talent to tap and continues by understanding what it is that appeals to today’s talent (and if you/how you can offer that). If you’re interested in an open conversation about what younger talent is seeking in field service roles, have a listen to this podcast I did with Teresa Carneiro, Field Service Engineer at STEMCELL Technologies.

It also means it’s likely time to review your job descriptions, keeping in mind Roy’s wise words above – if you’re still requiring extensive experience, you’re limiting your talent pool detrimentally from the jump off. According to the Stand Out 50 Service Trends report we published last year, more than half (52%) of respondents seek demonstrable skills and capacity for learning but have no experience requirement or have created an apprenticeship/training program that allows them to bring in talent with no experience and guide them through the learning process.

Updating job descriptions with wording that’s free of hard-to-understand terminology and ensuring it reflects perks today’s talent is drawn to is also important. One of the biggest desires among younger talent is flexibility, which historically hasn’t been possible in field service. But with more remote service capabilities and/or some good old-fashioned creativity in how your teams work, it’s certainly possible and something I’d strongly urge you to consider how to incorporate. Daniel Trabel, Director of Field Service EMEA at Thermo Fisher Scientific, spoke with the Future of Field Service Live audience last year in Cologne, Germany about exactly how his organization has made significant yet attainable, and most importantly beneficial, changes to how – and who – they hire.

Attracting new talent is only one part of the equation, though. You also need to consider what must change to keep that talent. Gone are the days of field technicians happily working in one role for 10, 15, 20+ years, so you need to determine instead how you offer career development opportunities paired with career pathing that helps your company retain strong talent while you continue to bring new talent in. Ensuring you have a strong employee value proposition – not only on paper, but in reality – is critical, and this means strong leadership and a good culture.

It's imperative to consider the role technology plays in your overall talent gap strategy. First, if your field operations are inefficient, you are exacerbating your own problem. Having solutions in place that help you optimize scheduling and routing, improve utilization, reduce repeat visits, increase remote resolution, and equip technicians with the insights they need to be successful help to ensure that you’re getting the most value out of the workforce you have.

The role of technology is also crucial in knowledge management, an area of understandable concern for organizations who have high volumes of experienced, skilled employees soon retiring with years and years of knowledge held no where but in their brains.

Finally, with AI significantly changing how employees across every industry work, you need to be thinking about what areas of the service workflow can benefit most from automation and intelligence, while protecting the areas where your employees deliver that “something special”. And this means hiring and training in ways that are aligned to how AI will evolve the skills that equate to success.

Some businesses have had success leveraging the Gig economy, augmenting their full-time teams with independent contractors, which can be another lever to consider. I’ve also talked with some leaders who are considering what the future of talent strategy may look like in terms of the creation of alliances, pooled resources, or an ecosystem approach. While there are a lot of details to sort through in that sort of scenario, leaders who are thinking and looking ahead are forging that future instead of struggling to catch up.

These are just some of the aspects of action organizations can take to address the talent gap. While it can be helpful to get inspiration from others who are working to solve the same problem, the solution starts with – going back to Joern’s wise words – “falling in love” with the problem. It’s the service leaders’ role to translate the stories of what service needs to succeed into terms other functions of the business will understand, and it’s the service leaders’ responsibility to fight for the future. Kudos to all of you out there doing just that!

Do you have other aspects of action you’re taking to solve the talent gap? I’d love to hear what’s working! Reach out via email or on LinkedIn.

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These 3 Skills May Determine Whether Service Leaders Will Sink or Swim in 2025

January 20, 2025 | 5 Mins Read

These 3 Skills May Determine Whether Service Leaders Will Sink or Swim in 2025

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In an era when field service finds itself in a sea of constant change, what does it take for a leader to swim rather than sink? The recipe for success is far different today than it was even a handful of years ago – and only continuing to evolve. I sat down recently with Roy Dockery, former service leader, Author of The Art of Leading, and Director of Field Service Research at TSIA to talk about the state of service and what it means for leaders. With his multi-faceted experiences, Roy brings a unique perspective to the conversation and offered some excellent advice.

Kill the Culture of Complaining

Roy’s first point is simple and clear, but potentially harder than it may seem: service leaders must stop complaining (and teaching their teams to do so). “We have to kill the culture of complaining. In service we speak a different language, so we tend to get frustrated that other people don't hear us,” explains Roy. “So, within your organization, you create a culture of complaining and it creates a disconnect. You think you're just venting until you start seeing it become a tangible part of your organizational culture.”

This culture perpetuates the siloing of service and Roy also believes it leads to attrition. “It's normally the new technicians leaving and the reason they're leaving is because of this culture of complaining. Everyone's losing their one- to two-year technicians because they're being poisoned by a culture of complaining,” he says. “It also keeps talent from being interested in other functions of the business. If you can create a culture where people want to stay, you develop leaders that vertically move up, but it's also going to create a culture where your people move horizontally, which I call spreading field service DNA. When I worked at Swisslog, we wound up having field service people in engineering, in the warehouse, in sales, in customer success. So now I have someone in customer success who understands me; I have someone in sales who understands me. But if you make it ‘us against the world,’ which a lot of times we do, you don't get that growth. You create an environment where people tend to leave, especially if they're new, because it doesn't feel healthy, and it doesn't feel productive.”

Become a Translation Engine

Start by cutting the complaining and then take action to help change your organizations’ feeling of being misunderstood. How? Learn a new language – or, as I suggested in my 2025 predictions, get better at storytelling. “As leaders, we have to learn everyone else's language. We've got to be the Rosetta Stone, and then we've got to take the concerns of our organization and go effectively communicate them to those teams in their language so that our team feels heard,” says Roy.

And not only the challenges, but the opportunities as well. We know service is in such a unique position in the company to understand customer needs, to see new potential, to contribute to product development, to sell, and so much more – but if service leaders can’t position all of this in a language the broader business leaders understand, they continue to feel isolated and frustrated.

“Most field service organizations do not report directly into the CEO, so we're often outside of the C-suite table. But we have to learn how to speak C-suite. We've got to know how to speak to everyone upstream from us, or, as I like to say, field service should be a Rosetta Stone,” says Roy. “It doesn't matter what's going on, I should be able to take a problem to the CTO, the CFO, the CEO, the COO and be able to translate it to them in a way where they can take action on what I'm saying.”

Taking the time to understand the key objectives of the business is imperative, and then work on being able to translate what’s happening in field service – the challenges and the opportunities – into a language aligned to those objectives. And keep in mind that every company has a common interest – customer satisfaction. Use this common interest to help create a common language.

Be a Forecaster, Not a Firefighter

“Field service is a reactive organization by nature. Our teams should be reactive – our teams should be the firefighters. We, as the service leaders, need to be forecasters and not storm chasers,” urges Roy. “A lot of us come from that, a lot of us enjoy that. We tend to lean more towards getting into the tactical, getting into the problem resolution. But we need to be strategic.”

Protecting the space to do the forecasting versus the firefighting is the only way to start to bridge some of the silos of the business. “What we actually need to do is get into what we're talking about and look across the silos. You need to go forecast and say, hold on. Our sales department just got a 30% revenue increase target. Our product team just got told that they need to make three new widgets in the next two years and say, how does that affect us? How is that going to affect my headcount? How is that going to affect my employee training?” explains Roy. “Or we're already seeing the decline. We got a bunch of people retiring. Instead of waiting and then reactively saying, hey, HR, I need a bunch of people. Let's develop your own workforce strategy and say, I need some apprentices. I need entry-level positions. I need people to start coming in and shadowing my senior employees because I don't want to lose this knowledge.”

This strategic work is ultimately what will help the service function get its spot among the C-suite. “You need to be the person that's at the helm saying, okay, where's the CEO trying to go? Where's the organization trying to go?” says Roy. “We’ve got to be more intentional about pulling ourselves out of our natural inclination to be technical and into the problems. Look at the company as a problem and say, what is the field service solution to the company's problem, not the customer's problem? Let your team deal with the customers’ problems. Shift your view to the future because that keeps you learning. It keeps you engaged. It keeps you jumping into those silos.”

And as AI is poised to take every industry, including its service function, by storm - that strategic work is the work that holds greater value. If your goal is to swim not only through 2025, but for years to come, stepping back from the work of fighting fires and embracing the need to do more thoughtful, creative, strategic forecasting is a must.

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5 Themes I Believe Will Shape the World of Service in 2025 

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Welcome to the new year! As we step into 2025, I find myself reflecting on trends, challenges, and opportunities that lie ahead for service organizations. If you’ve followed my podcast, you know I’ve always hesitated to make bold predictions. After all, none of us can truly predict the future. 

Instead, I’ve decided to share some *non-predictions*—observations grounded in conversations with service leaders, insights from our community, and findings from the Stand Out Service Trends report. Let’s explore what might shape 2025 in the world of service. 

1. Greater Workforce Flexibility Is No Longer Optional 

Organizations will need to offer more flexibility to their frontline workforce. Why? Because it’s what today’s talent demands—and because it’s now entirely possible. 

Historically, field service organizations have dismissed flexibility as “impossible.” But times have changed. Technology, creativity, and a willingness to reimagine service delivery have made flexible schedules, remote work, and other work-life balance initiatives feasible. 

In our Stand Out Service Trends report, we found: 

- 29% of leaders already offer flexibility as part of their employee engagement efforts. 

- 52% are expanding self-service capabilities for customers. 

- 33% have transitioned a significant portion of service delivery to remote. 

Flexibility can take many forms: rotating schedules, work-from-home days, or even customized start and end times. Those who embrace this shift will find themselves ahead in the ongoing war for talent. 

2. Customer Expectations Will Expose Service Complacency 

Keeping up with customer expectations is no easy feat. But staying stagnant? That’s a recipe for trouble. 

For years, we’ve discussed how consumer experiences set the standard for what customers expect in all aspects of their lives. Yet many service organizations have failed to evolve. 

Key findings from the Stand Out Service Trends report highlight this divide: 

- Peace of mind and guaranteed performance ranked as customers' second-highest priority. 

- Yet only 26% of respondents offer outcome-based services, AND another 26% still operate reactively (offering only break-fix service). 

The gap between what customers want and what organizations deliver is widening. Companies that prioritize innovation—be it through new service offerings, modernized delivery methods, or advanced technology—will stay competitive. Those that don’t risk being left behind. 

3. Addressing Technology Debt Becomes Urgent 

Modern service demands modern tools. Yet many organizations are held back by outdated systems. 

Our report revealed that: 

- Only 15% of respondents have a fully future-ready service management platform. 

- 50% have automated less than 10% of their field service tasks. 

The good news? Nearly half of respondents plan to increase their technology budgets in 2025. Whether it’s replacing legacy systems or investing in automation, organizations must act now to build scalable, sophisticated digital foundations. 

4. AI Will Bring Big Wins—and Big Missteps 

AI is no longer a buzzword—it’s a game-changer. From chatbots to optimized scheduling, AI has immense potential to revolutionize service operations. 

Here’s what respondents shared in the Stand Out Service Trends report: 

- 62% of respondents are using AI in some capacity. 

- 76% believe advanced AI is critical to staying competitive in service. 

That said, AI isn’t without challenges. Concerns about accuracy, bias, and lack of readiness loom large.

In 2025, we’ll see some major success stories emerge from those who thoughtfully implement advanced AI to positively impact their businesses, their employees, and their customers. But I believe we’ll also the first significant missteps from organizations: everything from failing to see AI as a tool that can augment the work of talented people and instead trying to replace them with technology to the detriment of the customer experience, or rushing into AI use that isn't rooted in real business case or supported by capable technology. To be clear, I'm not concerned about the fail fast type of mistakes that are part of any innovative project, but more so the “what were you thinking”-type missteps that come from believing that there's some sort of loophole to the realities of the hard work that is involved in getting AI right.

5. Storytelling Will Be a Must-Have Skill for Service Leaders 

Finally, service leaders must learn to tell compelling stories—both within their organizations and externally. 

John Carroll of the Service Council has spoken about the existential threat to service leaders: being excluded from strategic decision-making. To counter this, leaders must articulate how service drives business value, aligns with financial objectives, and fuels innovation. 

Storytelling isn’t just about data. It’s about connecting the dots between service and your company’s vision—and doing so in a way that resonates with stakeholders. 

What do you think 2025 will bring? I’d love to hear your perspective—reach out via email or LinkedIn. 

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Two Opportunities for the Concept of Convergence to Propel Field Service Forward

January 6, 2025 | 4 Mins Read

Two Opportunities for the Concept of Convergence to Propel Field Service Forward

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Deloitte published its annual Tech Trends report earlier this year, and as you might have expected, it focuses heavily on how artificial intelligence seems to be affecting nearly every sector. In fact, they position AI as potentially being as “foundational as electricity to daily business and personal lives.”

While the vast majority of service organizations are still working to determine exactly how the full potential of AI fits their businesses, it’s already having an effect on the need for additional computing power; how organizations manage their data (which will be used to fuel AI solutions); and how the technology could potentially help address the shortage of tech talent that has been plaguing several markets (including field service).

It’s certainly worth having a read through what Deloitte had to say about AI in the Tech Trends report, but what sparked my interest that I want to discuss here is the final section of this year’s report, which focuses on "intentional intersections.” This is really about convergence – where new technologies and existing applications/use cases cross paths and affect each other in interesting ways.

According to Deloitte, convergence can illuminate two key perspectives: Insight into adjacent industries whose current research and development efforts could point to an organization’s future; and clarity on how different technologies can be combined in a way where the sum is greater than the component parts.

In the case of the former, Deloitte quotes author William Gibson: “The future is already here; it’s just not evenly distributed.” In other words, the next big innovation in field service might already exist in an adjacent industry/geography/competitor. The report uses examples like the space and biopharma sectors working together, Uber delivering food, or Amazon establishing a successful pharmaceutical business.

Over the last handful of years in field service, I’ve heard many times at conferences and in conversation the need to think about the “Uberization” of the industry or to pay attention to what’s making companies like Amazon so successful. But exactly how much have companies taken the understanding of the need for outside-their-industry influence and turned it into action?

The Value of Looking Outside Your Own Industry

Deloitte’s point about looking outside the boundary of your own industry emphasizes the opportunity that exists for more field service organizations to exercise this much talked-about concept and to reap the benefits of the innovation that cold come from doing so. There’s significant potential for field service organizations to take inspiration from how companies in other industries are getting creative about how to meet customer demands (and create new demand) as well as how they are using technology to solve business challenges – which brings us to the second major point of Deloitte’s report.  

This point is examining where technologies intersect in interesting ways. Deloitte points out that while new technologies are often deployed to solve specific problems, they can provide even greater benefits when they are combined with other technologies or directed at new applications. A good historical example in field service was the advent of mobile computers – companies were rapidly able to combine work order management, dispatch, location tracking, fleet management, and other activities on a single platform, while eventually enabling things like digital repair manuals or remote diagnostics.

Within the silos that commonly exist within organizations, it can be tremendously valuable to take a broader look at what technologies are in place across those different silos – service, sales, manufacturing, marketing – to determine if there are areas where existing (or commonly agreed upon) technologies have a farther-reaching impact and therefore greater ROI. Depending on the sophistication and degree of silos in your organization, you may start by asking questions such as: The service team likely has data that the sales team and design/manufacturing groups would find valuable – do/can they share it? Are processes automated in one group but not in another? Are there redundant platforms in place?

As Deloitte puts it: “For leaders, this serves as a nudge to see odd-combination dual degrees, bridges between disparate teams, and interest in adjacent industries as necessary features, not bugs. If organizations can see beyond the silos of specialization and embrace these intentional intersections, we might very well find ourselves on the cusp of a reimagined renaissance. What convergence will your organization discover next?”

You can read more about Deloitte’s thoughts on convergence here, and download the entire report here. If you’ve spotted areas where field service could benefit from lessons learned in other industries, or found ways to leverage technology in new ways, I would love to hear your thoughts.

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My Favorite Moments of 2024

December 23, 2024 | 7 Mins Read

My Favorite Moments of 2024

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As 2024 comes to a close, I (like many) want to take a moment to reflect back on a year full of ups and downs, ebbs and flows, laughs and tears, and so much more. I’ve shared before that I am working on my ability to slow down and reflect – I am one to move quickly, propelling myself on to the next thing, next year without reaping the benefit that comes from this practice of reflection. As a work in progress, this exercise in and of itself is a bit of self-prescribed homework and I appreciate you coming along for the ride.

As I share below my five favorite professional moments and my five favorite personal moments, it’s impossible not to acknowledge how interconnected the two lists are. This is because, for me, I have found that the idea of work/life balance is very hard to achieve – creating a flexible work/life blend is more realistic. Here’s a couple examples to help you visualize what I mean: On my anniversary trip to Iceland, I was working hard on and off on the upcoming Stand Out 50 announcement. While at IFS Unleashed, I was up extra late putting the finishing touches on plans for my son’s 8th birthday the following week.

This blend is also reflected in the wonderful friendships developed with people I’ve met in my professional life – the moments shared with those individuals are most definitely a highlight of the year and the reason I gladly pour so much of myself into my work. So, here goes – my favorite moments of 2024!

5 Professional Highlights

  1. Connecting with the Future of Field Service community IRL. There’s something special about the community that’s been created with Future of Field Service, and one of my very favorite things is spending time with that community in person. This year that happened at our Stockholm and Cologne events, at IFS Unleashed, and at a variety of other industry events. At an event this fall, someone who had attended one of our Paris events last year said, “I’m not sure you remember me…” Of course I do! The individuals who engage with Future of Field Service are who make it what it is – and I’m so thankful for each of you. The moments of human connection, the thoughtful dialogue, the knowledge sharing that pushes us as individuals but also our

respective industries forward – it’s the best part of what I do.

Spending time with Joern Lindstaedt, SVP Global Customer Service at Rolls-Royce Power Systems, who spoke at our Future of Field Service Live event in Cologne in June.

  • Speaking at/engaging in industry events. Beyond our own community, I appreciate all that comes from taking part in other industry events. This year that included giving keynote presentations at Lely’s annual leadership conference, Field Service Palm Springs, and Field Service East, speaking to a class at The American University in Cairo about service transformation and innovation, being a guest on Aquant’s podcast, taking part in the Advanced Service Group’s Service Innovation workshop at Tetra Pak, presenting alongside IFS customer Alfa Laval at Field Service Europe, and taking part in the Service Council’s Sustainability Service Journey Day at Tetra Pak. Phew!

Rehearsal for my keynote presentation at Lely’s Care Conference in Texas in February.

  • The first-ever Future of Field Service Stand Out 50 Leadership awards. I spoke at length about why we decided to create the Stand Out 50 and why it was such an important initiative – not only to recognize 50 leaders creating significant impact, but to continue to emphasize the value these leaders – and the service function itself – bring to their respective businesses. What will stand out in my mind (no pun intended ?) from launching the awards this year is the heartfelt thank you’s I’ve received from the recipients. To see their organizations acknowledge the award with press releases and their own social campaigns, and then to hear from many of them 1-1 what that meant to them and their teams made the hard work of bringing this to life more than worth it.

Promotion of the Stand Out 50 in Times Square, NYC.

  • IFS Unleashed. Not only did the official Stand Out 50 announcement take place at IFS Unleashed in October, but so did much more! From witnessing sessions from the likes of Usain Bolt and Gary Player that quite literally brought me to tears, to all the energy created as IFS shared its vision for the future, it was a week for the books. More than anything else, though, what meant the most to me was the ability to spend time in person with our amazing customers. I shared on LinkedIn after, “For me, it's never first about the business or the deals or the next big thing; it's always first about the people, the relationships, the community (and I do genuinely believe that's what drives the best outcomes). There's simply no substitute for having the opportunity to see customers in person and give them a hug, or ride a crazy rollercoaster, or sit and talk about what this journey all means. Those face-to-face moments - that human connection - is what makes all the innovation happen, and it's also what makes this work matter.”

The incredible Usain Bolt at IFS Unleashed in Orlando in October.

  • The UNSCRIPTED podcast. This year we changed the name of the Future of Field Service podcast to UNSCRIPTED, to ensure it’s clear we are talking about more than just “field service.” We’re at 296 episodes to end the year and it remains one of my favorite aspects of my work – the conversations are a great way to share among service leaders what’s top of mind, to feature voices championing important issues beyond service, and to have discussions that not only inform but inspire. You can find the first half of the Top 10 Podcasts of 2024 here and stay tuned for Part Two on January 1st.

Recording a live podcast with Steven Van Eyck, Center for Excellence Lead, Field Service at Proximus.

5 Personal Highlights

  1. My sons’ first trip out of the country. I didn’t step foot on an airplane until I was a junior in college and, coincidentally, my first destination flying was also my sons’ first destination out of the country: Cancun, Mexico. It may not be the most adventurous, and spending five days at an all-inclusive resort most certainly isn’t the best way to immerse them in culture, but it’s still a highlight. It was exciting to get their passports, this first adventure needed to be one I could handle solo as my husband had to stay home to work, and the experiment went swimmingly which means further adventures await.

Ellis, 7 and Evan, 8 making good use of their brand-new passports in April in Cancun.

  • Celebrating our 11th anniversary in Iceland. My husband supports all my work travels from home base in Erie, PA, and while we do try to take one trip together a year, it’s usually nothing too far since we have a son with significant medical needs. But this September, we visited Iceland for the first time and had a wonderful time exploring the beautiful country, remembering what it’s like to be “just us,” and laughing until our bellies hurt on more than one occasion.

My husband and I at the Jokulsarlon lagoon in Vatnajokull National Park in Iceland in September.

  • My first-ever personal retreat. Taking the time and spending the money to attend a retreat by myself in Italy in August was a huge decision and a major indulgence and privilege. It was also a life-changing experience for me that I am so incredibly grateful to have had the opportunity to take. I didn’t realize just how close to burnout I had become and how much I needed to slow down, and I learned so much about myself in just four short days. It’s no coincidence that three of my five personal moments involve travel, because it’s very important to me – I feel the way you learn about the world, about people, and about yourself while traveling is so special.

Beautiful Lago di Orta in northern Italy in August.

  • Reading 25+ books. When I was young, I loved reading – I kept a light and a book under my mattress and would stay up late reading each night (my older son does the same thing and I absolutely love it). Between graduate school and later motherhood, I’d largely fallen out of the habit – I’d read from time to time, but it hasn’t been a daily practice for me in a long time. In 2024, I aimed to change that and as I’m writing this, I believe I’ve finished 27 books. I prefer to read hard copy books (I’ve tried audiobooks but have never been able to get into them) and have made time for reading this year by eliminating TV and really minimizing time on social media.

One of my favorite books I read in 2024.

  • Pushing myself on personal growth. This is a result of a collection of things, including trauma therapy, incorporation of meditation, deciding to give yoga “another” try, prioritizing movement knowing how much it helps my mental health, being very intentional about social media and its influence, being honest with myself about where I need to push outside of my comfort zone, and more. While this is a journey that will be forever ongoing, I’m proud of the work I’ve done in 2024.

The beaches of Lake Erie on Presque Isle in Erie, PA – about 15 minutes from my home and where I like to spend time thinking and relaxing.

I hope you, too, take the time to look back on 2024 and reflect on all that you’ve achieved, what you’ve learned from the moments that have pushed you, and be proud of yourself for what you’ve done and what you’ve weathered. If this list reads like a lot of sunshine and rainbows, I promise you there were also thunderstorms and plenty of snow! But it does us all good to focus on what we have to be grateful for. Wishing you a restful, peaceful end to 2024 and a wonderful 2025 to come.

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7 Tried and Tested Leadership Tactics to Consider Adding to Your Repertoire

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7 Tried and Tested Leadership Tactics to Consider Adding to Your Repertoire

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Last week, I welcomed Ryan Snellings to the UNSCRIPTED podcast. After more than 25 years in service and operations leadership roles at companies like Fresenius Kabi, Luminex Corporation, and Agena, Ryan recently founded The Jobless Leader to provide career development and executive coaching.

I first met Ryan more than ten years ago during his tenure at Fresenius Kabi and even back then his honesty and quick wit stood out, which you see reflected today in his thought-provoking LinkedIn posts. During our podcast discussion, we talked about three areas of leadership Ryan believes are crucial for service leaders: self-awareness and personal development; building effective leadership processes; and learning how to navigate corporate complexity.

As we talked through these three areas, Ryan shared not only his reflections on why each are important, but also provided some examples of what he’s learned – sometimes the hard way – works best. If you’re an aspiring leader, early in your leadership tenure, or a long-time leader who is always looking for fresh perspective, be sure to check out the full conversation. But here are seven specifics Ryan shared that I feel any leader would benefit from adding to their repertoire:

  1. Spend 10 minutes daily on self-reflection. As Ryan and I discussed the importance of self-reflection as a leader, I asked him exactly how service leaders who are stretched thin should make time for this. “Best way to do it is 10 minutes at the end of every single day,” he says. “That's when you are going to remember the emotion you were feeling at the time, the specific incidents, what came up in 1-1s, what goals you met (or didn’t) and why, etc. Writing it down, too – that helps. It’s relatively simple, but it can be eye opening.”
  2. Take responsibility for managing your career. Ryan touted the importance of managing your own career, which to him means understanding that hard work doesn’t always speak for itself – you will get further if you learn to articulate your accomplishments in language your boss cares most about (i.e. their goals). “No one is going to manage your career for you, not because they don’t care about how things turn out for you, but because they’re busy,” explains Ryan. “How are you highlighting what you’re doing? If you can talk about or demonstrate the things that you are doing well, and how they align to what your manager's objectives are, it isn’t bragging it’s clarifying your value. Don’t wait until your annual review to bring in a list of what you’ve done, talk about it in every 1-1.”
  3. Ignore the “rule” that you can’t be friends with people you work with. “You hear all the time that you ‘can't be friends with people you work with,’ and to me, that's some of the biggest BS there is out there,” says Ryan. “We spend half our lives at work. If you don't like the people you work with, then what are you doing? That sounds miserable. Now it doesn't mean you're going to spend the holidays with them, but you can have a real relationship where you truly care about them and what they have going on in their lives.” We also talked about how a genuine care leads to a natural curiosity about how people are doing, making empathy more sincere. Not that you have to be friends with your team to practice empathy, but the point being that employees can sense when you are “practicing empathy” versus living it intentionally. Ryan highlights this example: “How many times has someone asked you how you're doing, only to look down at their phone and check email or something? To me, they're showing you that they don't really care what you have to say.”
  4. Prioritize regular, real-time, personal recognition. “There are a lot of wins throughout the week we just kind of blow by. Seek out a specific thing to recognize – it’s superficial when it’s just ‘good job this year,’ says Ryan. “When someone does something good, you need to acknowledge it right then and there; it's more genuine. I’ve always gotten great feedback when I pay for top performers to take their family out to dinner. It's not about the fact that you're paying for the dinner; it's their family seeing the company recognizing them as a top performer. It makes them proud. As leaders, we get very lazy when it when comes to recognition – not because we’re bad or forgetful, but because we’re busy. We can’t forget to make time for the impact that just a simple handwritten note has.”
  5. Ask your employees for advice. As Ryan and I were talking about the value of even something as simple as saying ‘thank you’ more, he brought up the multidimensional power of asking your employees for advice. “Saying thank you is great, but if you want to blow an employee away – ask them for advice,” says Ryan. “Ask them to weigh in on something, not even necessarily related to their role, but something you’re working on. To be honest, their advice is almost always better than what I was thinking.” As Ryan points out, the payback here is two-fold – the employee feels valued because you are interested in their thoughts and opinion, and you often come away with great ideas you wouldn’t have arrived at otherwise.
  6. Recognize how clearly employees see through the BS. Ryan is disheartened by the volume of examples you see in the media today of senior leaders of companies acting in ways that are nothing less than questionable. He gives a few examples – a CEO on a Zoom call demanding all employees return to full-time work in the office, with a row of leadership books on the shelf behind them. A company announcing record-breaking profits, then two weeks later do layoffs because they want that much more (only to announce hiring again soon thereafter). “Or organizations announcing a ‘flat structure’ or lack of hierarchy, which is really just a way to imply employees are supposed to take on more responsibility without the pay,” Ryan adds. “There’s a lack of transparency, and people see through that – all the jargon and corporate slang to make things that aren’t sound ‘nice.’ People see right through it.” Ryan fully acknowledges the hard decisions that leaders sometimes have to make, and the hard conversations those decisions result in – he isn’t suggesting they can be avoided, but rather emphasizing the importance of being honest with employees to build rather than erode trust
  7. Don’t tolerate toxic people (no matter how high performing they are). You know the story: someone at work is horrible to be around and you can’t for the life of you understand why they’re still there. Oh yes, they hit the big numbers – so anything is tolerated (insert eyeroll). In Ryan’s view, a good leader will eliminate the toxic behavior, no matter what the (short-term) cost. “Toxicity in any form erodes culture. Sometimes these people don’t realize they have destructive habits, and that’s an issue that falls on their manager’s shoulders. If they’ve been given the feedback and refuse to improve, they need to be removed,” he says. “Refusing to tolerate toxicity is the only way to build a strong culture. With the job market being tough currently, you see people staying still – but it’ll be interesting to see what happens to the companies that are refusing to address toxicity when things get better.”

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