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.
We have lost the script on the role and art of facilitating engaging meetings. Meetings must invigorate your work in a concise and imaginative way instead of detracting valuable time (and energy) throughout the day. Let me remind you of three preparation questions that are guaranteed to improve meeting outcomes, encourage connectivity, and save time.
We have lost the script on the role and art of facilitating engaging meetings. Meetings must invigorate your work in a concise and imaginative way instead of detracting valuable time (and energy) throughout the day. Let me remind you of three preparation questions that are guaranteed to improve meeting outcomes, encourage connectivity, and save time.
It’s hard to be an effective leader when you are emotionally disconnected from your team and your work and many leaders have lost their edge over the last two years. Are you still having fun?
In safe cultures, feedback isn’t top-down or ground up, it’s a fluid conversation between all levels of the organization. Everyone on the team has a responsibility to coach and offer feedback to all teammates.
In safe cultures, feedback isn’t top-down or ground up, it’s a fluid conversation between all levels of the organization. Everyone on the team has a responsibility to coach and offer feedback to all teammates.
In safe cultures, feedback isn’t top-down or ground up, it’s a fluid conversation between all levels of the organization. Everyone on the team has a responsibility to coach and offer feedback to all teammates.
