Most companies are not preparing, nor taking seriously, the future of work. Many organizations are not quickly embracing next generation thinking, evolving associate expectations, and new ways of motivating and inspiring talent. The problem is that many managers don’t ask the right questions.
Dynamic cultures are comprised of diverse personalities and complicated team dynamics. Learning to manage difficult personalities is a life-skill of critical importance. When we understand how to transform friction into understanding and discord into cooperation, we cultivate a workplace where individual differences are celebrated, allowing both employees and teams to thrive.
Most people are looking for a transparent, candid, and coachable boss who will mentor, advise, and get their hands a little dirty. Leaders have a choice: open themselves up or potentially lose top talent. Why do people leave companies today? They depart because of inflexible cultures, lack of career development or organizational toxicity. Most individuals leave because their boss is derelict in their duties as a coach, advisor, or counselor.
The expansion of digital, home delivery, and curb side pickup seriously threatens the price position of most retailers. This puts new pressures on those committed to serving their customers. A period of disruptive change leads to significant opportunities for those with courage and the desire for personal growth... My friend reminded me that big change is an opportunity to take ground back from competitors and declare what you stand for with customers and peers. It’s not the time for fear and to run from the moment. Be courageous, don’t flinch, and run to the opportunity.
I view the film Glengarry Glen Ross as a cautionary tale about fear, intimidation, and demotivation from a tyrannical business leader. Creating an atmosphere of Darwinian competition, especially within your own team, is a relic of the past. Unhealthy competition creates poor service providers, and pushy sales teams create unfit, untrustworthy partnerships. The very best sales leaders know that real relationships are not transactional, they are human, experiential, and vulnerable.
I view the film Glengarry Glen Ross as a cautionary tale about fear, intimidation, and demotivation from a tyrannical business leader. Creating an atmosphere of Darwinian competition, especially within your own team, is a relic of the past. Unhealthy competition creates poor service providers, and pushy sales teams create unfit, untrustworthy partnerships. The very best sales leaders know that real relationships are not transactional, they are human, experiential, and vulnerable.
More than 8-in-10 employees worldwide are not engaged or are actively disengaged at work, despite companies throwing more resources at this opportunity than ever before. Most people are looking for an empathetic boss who will mentor, advise, and lend a helping hand.
A lot of us are feeling less patience, more fatigued, and more anxious. There is an unspoken belief that we all have lost some control in our lives. Why is it that most leaders avoid courageously confronting how their teams are feeling?
A lot of us are feeling less patience, more fatigued, and more anxious. There is an unspoken belief that we all have lost some control in our lives. Why is it that most leaders avoid courageously confronting how their teams are feeling?
Creativity and originality are high-risk, high-reward traits. Coming up with an original idea or approach goes hand in hand with self-doubt for a reason – it’s uncharted territory. To think outside the norm, it’s essential to acknowledge how comfortable the norms can be. We often shy from discomfort and retreat from pressure because we are out of our comfort zones.
