Build Morale by Catching People Doing Something Right

Creating a workplace culture that breeds high morale and engagement doesn’t happen by accident. It requires leadership – wise, empathetic, discerning, thoughtful, strategic, and caring leadership. And it’s a leadership you can’t fake. It has to flow from the ethos of who you are as a person…. Read More»

Workplace Morale Unplugged

HR gurus at conferences mouth the word ‘engagement’ more times per minute than Robert Plant used to sing ‘baby’ in the average Led Zeppelin song. But what do the terms engagement, morale and motivation mean in practice? Here we look at some core principles and exemplars of how engagement, morale and motivation really work, so that you may adopt adapt them for your own purposes…. Read More»

Do You Have Game-Changers on Your Team?

Every business is looking for the “game-changer” — the new approach, the new product, the new account. Something that radically shifts the financial prospects of the Company. To become stable, sustainable and grow, most companies have to do it the old fashion way – hardwork, sound management systems and processes, and making good decisions…. Read More»

Why Feedback Is a Business Imperative

The importance of measuring the climate you create cannot be understated. I submit that you, as the leader, have the responsibility to take your organization’s temperature on a regular basis so that you can validate whether or not it meets with your intentional objectives, or if a course correction is required. Without regular and consistent updates, you may never truly understand the environment you are creating for your team…. Read More»

transparency

The Future of Work is Found in the Transparent Organization

Ford created a revolution when he put people on a production line. The new labor movement takes us off the line and into management: management of tasks, relationships, and results. Coming off the production line also allows us to collaborate, innovate, make decisions and solve problems. People work to accomplish together what they cannot do […] Read moreRead More»

4 Needed Shifts in the Traditional Boss-Subordinate Relationship

The Boss-Subordinate relationship is unnatural by design. We sell our power for money. We look to a person we have not chosen (whom we may or may not respect) for affirmation, evaluation, and reward. In order to “succeed” we strive to figure out what will make this guy like us, and adjust our style accordingly. We take every criticism to heart, even when we don’t believe it. We take this already unnatural structure and impose even more awkward performance feedback systems…. Read More»

Motivational Leadership by Example

Would you consider yourself a leader, manager, or both? In most cases, managers consider themselves leaders, but do you think your team members would agree with you? Pat Owings, the Co-Founder of Inbound Marketing Agents, advises managers to challenge their current perspective on leadership skills by asking themselves, “If you asked your team to take the hill, would they because it is the right thing to do or because you are the boss and they want to keep their job?”… Read More»

Why Do You Do It?

Years ago, when I was just at the beginning of my speaking career, before I really launched my leadership practice, my keynotes and other talks were on customer service as a competitive differentiator in business. Many of my audiences at that time were small business owners, so I made sure I left them with concrete advice to take back to their staff that they could institute the very next day. … 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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