Your employees not only want to succeed, they need to feel successful.
Contrary to the premise behind many traditional management approaches, people want to contribute – we all have a basic need to be productive and succeed. Your job as a leader is not to coerce your people to get the work done; rather it is to create an environment that supports their success…. Read More»
For our ancestors, belonging to a group that shared the workload and helped protect each other was essential for survival. As a result our brains are hard-wired to motivate us toward connection and belonging. In fact, recent research in neuroscience has indicated that social needs are managed using the same neural networks as used for primary survival needs such as food and water. Belonging can literally feel like a life or death matter…. Read More»
A vibrant and effective business culture creates a palpable energy that you can feel the moment you walk in the door. It’s more than employees who enjoy their work and it’s more than employees with a single-minded focus on execution. What you feel is a sense of purposeful activity, passion and commitment. You feel the dynamic resonance of a group of people with diverse talents and perspectives, joined by a common passion. You feel the energy of a group of people who have come alive…. Read More»
Can you think of a job that you were absolutely loved and were committed to, despite your inability to feel successful? Can you think of a truly collaborative organization where all of the respect, recognition and accolades are reserved for a small minority?
How can you connect your employees with what they need to feel successful?… Read More»
It’s difficult to understate the importance of interpersonal communication in almost every aspect of our lives. Communication builds relationships – and relationships form the basis of any successful collaboration, be it business or personal.
Why then, aren’t we better at it?
Like me, you’ve probably encountered many different teachings on the topic of effective communication over the course of your career. Most of these correctly identify listening as the process where most communication breaks down, and therefore focus on techniques designed to help us improve our ability to listen effectively. However, the following operating rule from the Improvisational Theater community more succinctly captures the essential element of true listening than anything I have ever come across in a traditional training:… Read More»
There is a piece of advice that I frequently heard given (and probably even doled out myself) over the course of my corporate career, that now with a little distance and perspective strikes me as absolutely absurd. Learn to accept that you are going to drop balls… just make sure you don’t drop the glass […] Read more… Read More»
I love the fresh, unburdened way that children can see things. Driving in the car the other day, my 13 year old daughter said to me, “Mom, have you ever noticed how there are times when nothing seems to be going well, but then not that long later, everything just seems to work?” We launched […] Read more… Read More»
In large corporations, women continue to be under-represented in executive leadership roles, with many self-selecting out of the running for these jobs by mid-career. What can we learn from this continuing trend? Could it be a call to re-evaluate the corporate culture and potentially even how businesses are managed? The dominant paradigm of today is […] Read more… Read More»
In yesterday’s post I raised the possibility that the number of women in C-level leadership positions may be lower because many women define success differently and therefore may not aspire to these roles. My premise was women tend to desire a multi-dimensional life, which is difficult, if not impossible, to attain as a C-suite executive […] Read more… Read More»
I find it interesting how business forums tend to frame the discussion of the low numbers of women in C-level leadership positions. One perspective is the “establishment” is holding women back, the Glass Ceiling theory. The premise of which is that there are discriminatory practices at work preventing women from rising beyond a certain level […] Read more… Read More»
In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.