Executives and leaders are critically important in engaging and focusing their teams. The best leaders in organizations help lead their teams and colleagues out from under the cloud of a layoff and use the event to challenge the old ways of working and thinking.
Here is what we’ve seen leaders do amidst a layoff:
Thank God for this week’s guest, Tim Kuppler, former president of Dennison Consulting, author of The Culture Advantage and founder of Culture University. Not only does Tim get it, but he’s been studying it for most of his career. He wrote a book on it, a collaborative effort with four other experts, and he’s built an insight-delivery vehicle for leaders to access the true significance of this all-important aspect of business.
The subject of workplace culture was once again in the limelight with the media and political circus surrounding the massive General Motors ignition switch recall crisis that led to at least 13 deaths. I started the research for this post thinking I would share some fundamentals about true culture change and connect them to GM’s management of this safety crisis. I now believe Mary Barra, the new GM CEO, will successfully lead one of the most significant culture transformations in history. We should all watch as this live case study unfolds because the insights will be meaningful for any organization.
“The first principle is that you must not fool yourself and you are the easiest person to fool.” The article noted that the actions of many of the actors in these unfortunate events “rarely seem to have recognized the path they were going down because they decided to fool themselves.” So how do we, as leaders, avoid fooling the “easiest person to fool”?
If you’ve spent any time around here, you’re bound to know my favorite business book of all time, which we affectionately refer to as “The unofficial manifesto of Switch and Shift:” Give and Take, by Adam Grant.
Yes, it’s that good.
PowerPoints can hide many sins – from incorrect information, no input or validation from the right people or a recommendation that can never work. The “deck” is just the communication channel of choice, not the end game. Are you being fooled?
When Yahoo’s CEO, Marissa Mayer, decided to eliminate telecommuting last year, there was backlash on both sides of the debate. For one side, Yahoo’s decision signaled the end of telecommuting and work flexibility as we know it. But for the other side, Mayer and her senior management team simply served as an example of the out-of-date managerial styles that will someday be far behind us. One year later, it seems that telecommuting and flexible work options are indeed growing trends, and that’s because smart leaders embrace work flexibility.
Here are three reasons why smart leaders embrace flexible work options.
Most of us experience a wonderful and rewarding feeling when someone recognizes us for a meaningful contribution we have made or for a special quality or characteristic we have. Most people enjoy that warm feeling that comes when we feel special – when we know that we matter. When we feel valued and appreciated, we feel energized, are more productive, feel connected, and do our best work. When employees are engaged, organizations excel and become more profitable.
As business leaders we are part of the problem. Leading the process of buying and selling goods and services in an ever-growing number of sectors, we may think that we are simply helping to provide for people’s needs. But through those acts of buying and selling, through saying ‘this thing is for sale’, we are part of a system that does much more than that. And more, in this case, is not good.
As a leader you get the opportunity to help shape the investment in time at work. Show your employees that it matters to you that their investment is valuable. This will help capture their hearts so you can get their best work.
Language is the currency of human interaction. It matters – a lot, actually. What we say, including the words we choose to say it with, says everything about us. We use language to put our best foot forward at the workplace and in social situations, so… let’s be sure that foot isn’t covered in dung, shall we?
“No” is often seen as a rejection and most owners of strategies or initiatives don’t want to see their babies rejected. The challenge is that when we don’t say no by drawing the boundaries and frameworks for our people to execute, we inevitably compromise our impact and hugely frustrate our people. Here are a few ways leaders and managers can do a better job of saying no to create greater engagement and results.
I knew I’d found a brilliant guest for Human Side TV when I found Fitzgerald’s quote, one of my all-time favorites, in Tom Asacker’s must-read book, The Business of Belief. How must-read is it? Well, Inc Magazine named it The #1 Most Inspirational Book of 2013.
As you’ll see in this week’s episode, Tom himself does not disappoint!
A small number of public utilities are redesigning their business models, seeking to enable consumers to sell back energy by leasing tools and means to generate power. Essentially these companies are choosing to view consumers as co-creators, a vital part of a new and potentially vibrant business. If entrenched companies in a sector where innovation is capital intensive can evolve, then what’s to stop your company from doing the same?
In case you missed them, here are the 5 most popular articles for the month of March. Enjoy!
When was the last time you experienced an event that made you feel as if the world was coming to an end for you? It seemed like a big deal at the time, but time has healing powers. In fact, time can also provide much-needed perspective.
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Social media is like Friday night drinks with the girls. You’re interacting with people you actually like, then out of the blue, some guy comes up with a bad pickup line. At best, it’s harmless and you ignore him. At worst, he’s annoying and you tell him to crawl back to the cave from which he emerged. It’s the same thing on Twitter or Facebook. I’m having genuine conversations with my friends. And when I see glaringly promotional things on my timeline, I treat them like terrible pickup lines. If they’re not good company, they’re unwelcome.