whylead

Why Leaders Should Focus on Employee Investment, not Engagement

The modern workplace is a collection of new technologies, new business strategies, and new leadership methodologies… and the same staggering number of disengaged employees.

What was once an emerging trend is now a full-blown problem that costs US businesses an estimated $450 to $550 billion each year. However, the cost of poor employee engagement is hardly confined to a monetary figure…. Read More»

5 timeless

Five Timeless Qualities We Should Be Encouraging in Employees

Times have changed. We are quick to explain the change by putting it down to the way our needs have altered over the years and how technology is constantly adapting to meet them. However, when it comes to what an employer expects from their employees, are things really that different?

I often think they shouldn’t be. When you strip away all the new technologies, modern processes and latest innovations much of what makes good management is still the same as what it was 100 years ago.

Here are some timeless skills and qualities we should always be thinking about when we hire, train and manage employees.
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using customer

Using Customer Service as a Competitive Differentiator

It is my opinion that delivering consistently superior customer service is one of the ONLY competitive differentiators left for most businesses and should be a key area of strategic focus by the leader. In this video I will share with you several important ideas around how to build a culture of delivering great customer service to drive higher levels of success in your business…. 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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