I’ve been reflecting lately on who is actually responsible for employee engagement.
At first, it might seem like a pretty straightforward answer. After all, if a company wants employees more engaged, isn’t it the company’s responsibility?
But after some recent conversations with a few colleagues, it occurred to me that it might be worthwhile delving into this a bit more. Read more…
The more resilient your workforce, the greater your ability to:
- Adapt nimbly to marketplace changes.
- Provide friendly, alert, loyalty-generating customer service.
- Implement change rapidly, with minimal resistance.
- Get maximum productivity from your employees without burning them out. Read more…
Last week I wrote about the sometimes hidden costs of a leader asking a question, and the danger of not recognizing the risk and expense it can cause.
Another lurking cost I see is what happens when they are unwilling to let go of detail.
Leaders who not only personally require a deep level of detail, but also require that everyone in the management chain understands and processes a deep level of detail, are paralyzing and de-motivating their organization. Read more…
Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Following on my recent post about why company culture is important (from the viewpoint of two experts), today I’m sharing why company values are important, from the viewpoint of two CEOs.
Lesson 1: Developing Values is a shared exercise
From Ken Rees, president and chief executive of Think Finance (in the New York Times Corner Office column): Read more…
“If you want to increase your success rate, double your failure rate.” – Thomas Watson Jr., former CEO of IBM
As children, we are naturally inquisitive, curious, eager and willing to try new things.
When they don’t work out we are quick to move on and try something else. We don’t waste time or emotions worrying about what didn’t work, we simply move on to trying something else.
Then something terrible happens. We learn that failure is unacceptable and are admonished, shamed and ridiculed for it. Read more…
An argument for the “end of HR” has been made from time to time.
Heck, just a few months ago we read a scathing takedown of the classic HR model by Bernard Marr, which he titled Why We No Longer Need HR Departments. He led off by saying:
Nothing matters more to companies than the people who work there. Companies are nothing without the right people! And I am sure that not one, single individual wants to be referred to as a ‘human resource’.” Read more…
There we were — discussing the factors that make “great” employers so special.
I couldn’t resist asking how organizations on Fortune magazine’s list of 100 Best Companies to Work For compare with those featured in Jim Collins‘ best-selling books, Good to Great and Built to Last.
Similarities? Differences? Read more…
Frank Sonnenberg wrote a terrific blog post recently on “Tough Love: A Lifelong Gift.”
His context was parental responsibility and his descriptions of common scenarios that occur when parents don’t set strong parameters for appropriate behavior would make conscientious parents squirm.
His premise is that if parents don’t set boundaries and hold children accountable for operating within those boundaries, the children don’t learn right and wrong. They don’t learn how to behave properly, and in turn misbehave.
What do you think? Does this have relevance to the workplace? I think that it does. Read more…
With a veritable army of scientific researchers, the Gallup Organization spent decades developing their famed Q12 Survey.
They now package and market this tool for organizations that want to determine the level of employee engagement in their workforce calling it “The Only 12 Questions that Matter.”
To date, more than 25 million employees worldwide have taken that survey, and the findings reveal the sad truth that most workers are not engaged in their jobs. Read more…
Second of two parts
We all strive for a harmonious workplace that offers us the opportunity to bring out the best in ourselves and others and to do meaningful work we believe is important.
However, many of us find something much different — strained interactions with leaders and colleagues that sap our motivation rather than helping us to excel.
Talented leaders know the strategies that help them thrive may not help their colleagues or direct reports, and may even prove counterproductive for others. In part one of this article Motivating Employees Can Simply Be a Choice of Promotion or Prevention, we learned about two powerful — but very different — personality attributes that define employees’ preferred working style and performance. Read more…