The the start of the year is a time when many of us look forward to improving both our personal and professional lives. Sometimes the greatest challenge is knowing what it's going to take to make that desire a reality.
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It’s been said that people don’t leave companies, they leave managers.
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There is no simple formula for great leadership. With this in mind, it’s critical for companies to identify the skills and abilities they desire in a leader to help them properly recruit and train future managers and executives while helping existing ones improve.
To see what good leadership entails, let’s consider how senior staff and executives interact with employees and examine a key set of skills, both personal and professional, that can strengthen leadership.
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Institutional barriers to effective workplace communication, while relatively easy to identify, are certainly hard to disassemble and take out of practice.
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Do you feel respected at work?
Greeting people on the street, in the store, at the gym, or even in the workplace can seem like such a chore for some people. But what many forget is that saying “good morning” isn’t just being polite. By saying “good morning,” one person is showing respect for another person, not just by greeting them, but by simply acknowledging that they exist.
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Introducing new technology in your organization isn’t always easy. There are many considerations, from finding the right tool for your needs (i.e., communication, marketing, or engagement), to gaining leadership buy-in, and launching it. To make sure you get the most from the time and energy you invest in rolling a new technology out, we put together a list of tried and tested tips that are sure to make a positive impact.
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Most employee recognition programs position senior leaders as champions or role models, not candidates for feedback. In fact, everyone can improve in some way; everyone’s drive wavers sometimes, and money is not always the best motivator.
For leaders with greater influence, continuous personal improvement and targeted motivation can have a significant impact on an organization. Senior leaders make excellent champions and role models for receiving recognition as well as giving it.
That’s why their participation is so crucial.
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There's little controversy over the value of emotional intelligence (EI). Yet most efforts still focus on arguing its importance without much, if any, organizational scaffolding in place to support its pursuit.
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With all the talk, hype, suggestions, practices, and training that goes into keeping employees engaged, it’s troubling that disengagement is still an issue in so many organizations — especially considering the significant bottom line impact it can have.
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We have all seen emotion at work: occasionally someone cries or yells, and everyone shares an uncomfortable moment. Of course, we ourselves are rational, and know how to separate personal feelings from business.
Right?
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