View from Inside

3 Reasons Why It’s Not Your People Skills That Are Lacking

We’re not lacking in people skills. We’re lacking in the understanding of what really makes individuals tick.

The knowledge of our human minds is increasing everyday, by leaps and bounds. We can use this knowledge to adapt our own leadership behaviors.

We can learn to fuel employee performance, lead effective change, drive increased job satisfaction and become the influential leaders we all strive to be…. Read More»

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The Paradox of Pursuing Trust

Trust is the foundation on which most (admittedly, not all) relationships are built and maintained.

In business, a wide range of research validates that trust is also a powerful driver for competitive advantage and for most organizational success measures. However, before you rally the troops to form a circle of trust, a warning in this post to get clear on the Paradox of Pursuing Trust, because without an understanding of this fragile paradox, you may just receive the reverse of that which you intend…. Read More»

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5 Actions of Transformational Leaders

As a business leader, inspiring people to follow you in pursuit of your company’s mission is your job.

After all, your personal success is directly linked to the success of the company. If the top and bottom lines don’t improve, you don’t have a winning team. And if your culture and organization aren’t wired for sustainable growth, you won’t succeed…. Read More»

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Are Millennials The Most Engaged Generation?

Our conventional wisdom about millennials is often proven false when we look at the research. While millennials get a reputation in the media for being lazy or noncommittal, research from Modern Survey shows that Gen Y is actually the most engaged generation in the American workforce. 18% of Millennials are fully engaged at work (compared to just 12 or 13% of Gen Y and Baby Boomers)…. Read More»

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The 3 Beliefs of Human Business

It’s all too easy to forget the human side of business. We get so bogged down in the processes and procedures, the board meetings and balance sheets, that we forget that business doesn’t exist for its own sake. Business is about human beings. It was invented to serve human beings. It employs human beings. It rewards, develops and sadly sometimes discards human beings. And any business has an impact on the human beings all around it…. Read More»

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How to Leverage Succession Planning to Drive Strategic Change

Talent management professionals design succession management/talent review processes that help leaders set, monitor and recalibrate their efforts to align people and strategy. Yet there is a great opportunity for improvement in these processes. Only 57 percent of leaders who named succession planning a current top priority are confident in the results produced by the process…. Read More»

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Why Fresh Starts Matter

Katherine Milkman is determined to help us do better next time. In one of her most recent studies, the James G. Campbell Jr. Assistant Professor of Operations and Information Management at the Wharton School at the University of Pennsylvania looks at what she and her coauthors call the “fresh-start effect”: the energy and determination we feel when we’re able to wipe the slate clean. According to Milkman’s research, the same momentum that drives us to join the gym in January can be harnessed to help us focus on the pursuit of goals at other times throughout the year. … Read More»

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Why Our Complex World Needs Connective Leadership

“Diversity trumps ability” as a sufficiently diverse, large group of non-experts often outperforms a small group of experts,” found Future Perfect author Steven Johnson. In our increasingly complex, disruptive world, we will face more situations where we’ll benefit from calling on the so-called wisdom of the crowd.

Thus it behooves us to have colleagues with very different work and life experiences, and from diverse professions and industries…. Read More»

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    There’s a more human way to do business.

    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.

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