In an article from Psychology Today titled, Help — My Boss Is Incompetent!, Beverly D. Flaxington writes:
“They [incompetent managers] may not know which information to impart, which to hold back, and which to hold as confidential.”
I couldn’t agree more.
Upon reading Flaxington’s observations, what immediately came to my mind was all the managers from my past without the good sense to keep some nonsense to themselves instead of passing it on as worthwhile news. Read more…
It’s no secret that employee engagement drives productivity in the workplace.
In fact, organizations with a high level of engagement reported having 21 percent higher productivity, according to research by Gallup.
In an effort to create an engaging company culture that both boosts productivity in the workplace and creates loyal employees, companies are choosing to adopt new, unique ways of keeping their workers satisfied and engaged while at work. Read more…
I left my first post-college professional position after a little over four years on the job.
In that time, I had worked my tail off for the organization with 60-80 hour weeks as the norm, had been promoted twice, and had built a program that was one of the most innovative and forward thinking in the industry.
In return, after I gave my notice, I was refused any future reference (beyond confirming dates of employment), had no acknowledgement of my contribution, and was more or less treated like a leper for my remaining two weeks. Read more…
I spend a lot of time talking about what makes HR professionals fail, but I have strong opinions on the key attributes that make human resources leaders successful.
Here are four (4):
1. Great HR leaders are dependable and reliable
Everybody wants innovative and disruptive until you actually give them innovative and disruptive. Then they want steady and trustworthy. Read more…
Why is it that every other article I read on employee engagement begins by quoting alarming figures on the state of the global workforce?
They all seem to be variation on a theme, something along the lines of:
“Less than 15 percent of employees across the globe are engaged in their work. The vast majority of employees are psychologically absent from their workplace, and are unlikely to be making a positive contribution.” Read more…
I think there are two types of people in the world:
- People who stay in their lane;
- People who don’t stay in their lane.
The first group, lane stayers, are the type of people who follow a natural life path. Basically, these are the people who don’t push the natural evolution of their lives — I started at this company. I worked my job. In a certain time I’ll get promoted. There is a sequence of life that I’ll follow, and for the most part, things will work out. Read more…
Most leaders can describe the values of their organization, but fewer are successful at “walking that talk.”
In fact, as communication increases about an organization’s values, there’s a greater risk that employees and customers will become cynical.
Why? Because the gap between the “walk” and “talk” is always more visible than we think. As anyone involved in a culture change process will know, it takes time and effort to align these two. Read more…
I opened my email last week to see a message from a dear friend that said, “I resigned!!!! I pulled the trigger!!”
My friend and I have talked FOR YEARS about her unhappiness and lack of engagement, about the corporate politics and leadership egos that consume her days, about the constant pressure to do more with fewer people and resources, and about her exit strategy.
That’s right. She has had an exit strategy, and she has been refining and polishing it for years. Like the best strategic plans, it was deliberate, well-thought-out and executed over a multi-year time frame. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles, so every Friday, we republish a Classic TLNT post.
The world is an unhappy place when you don’t like your job.
Job dissatisfaction is the gateway to disengagement, disengagement leads to lowered performance, and lowered performance affects your bottom line.
However, if an employee is disengaged, they rarely verbalize it to their manager — which is a problem. Managers must not only be able to recognize the non-verbal cues of disengagement, but also take steps to re-engage the employee in a positive way. Read more…
The way we do work is always changing.
As new technology continually makes us more efficient, and evolving collaboration strategies have a noticeable impact on the dynamics within the workplace, every organization finds itself dramatically different at the start of a new year from the way it was 12 months ago.
The year 2014 was absolutely not an exception, as new mobile and cloud-based tools brought major change to work as we know it.
What’s interesting is that every time work changes, in theory human capital management should, too. If our employees are modifying their strategies over time, then how is the HR function adapting and keeping up? Read more…