Unleashing the full capacity of your people

101 Steps Towards Better Leadership

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences.

Edits we would make (open the article to follow along as we go down the list):

Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be.

Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes.

Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.

  • It bugs us (a lot) that “listening” does not appear in this section.

Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation.

Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Point 46, on the other hand, about keeping important tasks ahead of simply easy tasks, is critical. Against that, point 55 about doing the hard tasks first only works when you keep it subordinate to #46.

In Managing Finances and Resources, #61 about well-compensated employees must be clarified: Good pay is only part of the answer. Once people’s basic financing needs are met, they actually look as much for non-financial compensation such as extra paid-time-off, participation in strategic initiatives, and public recognition for what they accomplish. (Click here for more of our thoughts on compensation.)

At last! Under Point #74 we find “Listen attentively”. It is a crime to bury listening way down here under “customers.” This should show up under every section , especially under “Getting Along With Employees”.

Going above and beyond: Here we finally get to our favorite topic: Transformational Leadership! We think points 93-101 should be an integral part of how you lead, not “above and beyond.” (For more on this critical topic, click here.) This section just scratches the surface of the difference between transactional and transformational leadership. Leaders who make the leap from the former to the latter truly rise above the rest!

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Memorial Day – A Day of Remembrance and Reflection

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Wishes You the Best of All Possible New Years!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Fix Employee Disengagement in 2017

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Leadership Habit Changes You Need for 2017

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Power of the Compliment as an Engagement Tool

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

On Memorial Day – Remembrance and Acknowledgement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Help Employees Build a Productive Culture

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

In Leadership Development, Results Should Trump Methodology

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Role of Well-Being in Sustaining Workplace Performance

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Brooke Bovo Featured Speaker at TTISI Winter Conference

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Kick-Start for 2016 – Engage!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

10 Lists to Muse About When Starting the New Year

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Raise Productivity in 2016 Using Team-Based Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Team Leaders Use the Power of Truth to Align Motivation With Mission

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Thanksgiving from All of Us at Bovo-Tighe

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Smart Way to Ask Stupid Questions

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Manager as Teacher

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement is Not Fun!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Human Aspects of HUET Programs – OPITO Abu Dhabi

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Workplace Zombies that Drag Down Productivity – Beware!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Four Leadership Tips to Make November More Productive

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The ROI of Team Engagement – How to Measure?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Well Do You Grow Future Leaders?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Challenge Negative Mindsets When Pursuing New Ideas

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Generation Xers are Today’s Leaders – Invest in Them

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Can Your Words Build or Break Trust With Co-Workers?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Lemonade of Employee Turnover

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement is a Two-Way Street

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

You Will Not Engage Every Employee – Nor Should You

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Make August Your Personal Rejuvenation Month

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Unbiased Opinion is a Myth. Discard It.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

When Motivating Employees, Do Words Get In the Way?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How to Sell Senior Executives on the Value of Talent Development

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Temporary Project Teams Need Scaffolding to Work Well

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

To Manage or To Lead – That is the Question

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Break Conversational Habits to Break Out of Ruts

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Schedule that “Thirdly Review”!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Make Spring Fever a Productive Force at Work

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Change Happens Inside Out – Driven By Middle Managers

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Quickly Does Your Culture Sub-Optimize New Talent?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Do You Fix a Jerk at Work?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Tips for Kicking Off 2015

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement Must Address Professional and Personal Performance Factors

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Holidays from Bovo-Tighe!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

2014 is Done – Time to Kick-Start January

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Thanksgiving from Bovo-Tighe

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Defend Human Development Investments Strategically

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Be Great to Work With

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leaders Must Still Manage. You Don’t Get Off That Hook!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

It Takes Time to Change Employee Habits – And Lots of Support.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Recognition – Easy to Say, Hard (it seems) to Do

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Misguided Advice from Monster about Aspiring to a Leadership Role

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Master the Art of Questioning (and Listening) to Better Raise Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Kick-Start Your Team’s Productivity Push for Autumn

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leaders Master the Art of Questioning to Raise Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Asking Silly Questions Makes You Smarter

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement is Personal, So Personalize Your Approach

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Take Steps to Run Better Meetings – Walk While You Talk

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement is Really Simple – But Does Take Energy and Focus

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Great Leaders See Themselves as Others See Them – And Engage Better

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Reset Your Leadership Mindset for the Next Six Months

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Great Leaders Make Life Better for Their Followers

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Defend No Process – Defend the Mission Against Old Processes

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How to Maintain Workplace Productivity During the Summer Vacation Season

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A More Productive Mindset for Work in Six Steps

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Honor the Last Full Measure of Devotion on Memorial Day

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

As a leader, you will get angry – How you handle that anger is critical to team productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Middle Managers Can All Lead – If You Show Them How

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Never Assume: Pursuit of Truth Makes Decision-Making Better

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Last Mile of Employee Engagement is the Hardest to Travel

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

We Love the Energizing Month of May

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Transformational Leadership Skill Spring Shape-Up

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Toyota Agrees: Machines Don’t Innovate – People Do.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Development Gaps Expose a Lack of Strategic Commitment

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

“Overnight” Organizational Change Takes Great Long-Term Leadership

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Does Your Online Presence Promote You?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leaders Don’t Pick Winners: Develop All of Your Team Members

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

May the Wind be at Your Back this St. Patrick’s Day

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Lessons for the Ides of March

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Our Foundations of Excellence Refresher

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Great Conversations Build Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

i4cp Research Isolates Six Key Employee Engagement Factors

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Tap Untapped Talent You Have Already Hired

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Each Great Leader is Unique, But They All Engage

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Annual Performance Reviews Should be the Icing not the Cake

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Resources We Rely On for New Ideas about Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Machines Don’t Innovate: People Do.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Hide From Your Manager to Get More Done!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Quotes to Get Your Mind Set for February

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Development Does Not Have to Cost an Arm and a Leg

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Why Does Leadership Development Fail to Create Great Leaders?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

New Year Resolution: Make a Habit of Your Productive Mindset

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Lessons from Scrooge and the Grinch

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Merry Christmas from Bovo-Tighe

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Lean Manufacturing Demands Fully Engaged Employees

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Thanksgiving from Bovo-Tighe

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Flexible Job Schedules Can Win Employee Loyalty

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement a Strategic HR Imperative for 2014

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Maintaining Work-Life Balance During the Holidays

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Remember Veterans on Veterans Day with a Heartfelt Thank You

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Halloween from Bovo-Tighe!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Pessimists Keep Optimists in the Black

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Gallup Employee Engagement Results Not Budging

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Stop Being Nice at Work? Not So Fast!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Three Leadership Tasks That Unleash Team Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

What Prevents Teamwork From Adding Value?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Can You Make a Vacation From Work Truly Stress-Free?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Have Employees Track Their Own Successes to Raise Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A Quick Cost/Benefit Analysis of Employee Training and Development

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Participates in 2013 CLO Forum

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Labor Day in the U.S.: A Connection to Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Great Employee Engagement Starts by Asking a Lot of Questions

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Inspiration for a Hot Day in August

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

More Thoughts on the Great Value of Middle Management Leadership Training

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Working from Home Does Raise Employee Engagement, if Done the Right Way

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Define leadership more broadly. Anyone can lead, at any level.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Engaged Employees Accumulate Business Acumen

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Build a Corporate Culture that Embraces Change

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Happy Independence Day

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

CEOs Must Foster Culture Based on People – Not Process

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Gallup Confirms the American Worker Remains Unengaged

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Is it possible to be overworked and underutilized?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Create Great Leaders in Your Organization

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Retain Talent by Fostering Professional and Personal Growth

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Starts with Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Take the Time to Say Thank You to Those Who Died Defending Us

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

When Should You Micromanage Employees?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership in Public Management

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Time to Rehire Yourself?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Of Lollipops and Leadership

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Why We Love May at Bovo-Tighe

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Are Millennials Really Different About Job-Hopping?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe and Harvard Business School Are On the Same Page

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Lessons on Leadership from Britain’s Royal Navy

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Raise the Meaning Quotient for Employees to Raise Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employees Can Only Manage Their Time if the Organization Lets Them

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Goal Alignment Takes Work and Communication that Counts

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Our Philosophy about the Pursuit of Truth Includes Your Health

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Three Key Drivers of Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

March Madness is a Leadership Moment

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

May the road rise to meet you on this St. Patrick’s Day.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Tales from Top People – Courtesy of LinkedIn

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Marissa Mayer Should Focus on Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Accelerative Learning Article Now Posted on eZineArticles.com

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Drop Your Information Filters to Boost Engagement with Fellow Employees

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

More Thoughts on How to Engage Employees

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Quotes that make you think – Are you open to the truths you need to hear?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Passion at Work: Nurturing it Starts the First Day of Employment

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Summer Thoughts on the Pursuit of Truth

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Stop Hating Meetings: Fix Them Yourself!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Transformational vs. Transactional Leadership: A Worthy Distinction

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Cure for Bad Meetings: Pay Attention and Contribute!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Caring for Your Employees Unlocks Great Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership: Its Trappings Lead Good People Astray

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Information Underload: Bad for Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Zen and the Pursuit of Truth at Work

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Client News: Shell Sets Record for Deepest Oil and Gas Well

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Kingsford Charcoal Taught DuPont a Thing or Two About Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Client Newsletter – November 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Dumb Things Bosses Do

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Dumb Things Bosses Do

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Client Newsletter October 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Steve Jobs: A Born Visionary Who Learned to be a Leader

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Power Breeds Overconfidence in Leaders

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Do You Know All the Facets of Employee Engagement?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Coaching for Senior Executives Must Come Up From Subordinates

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe’s September Client Newsletter – 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Client Newsletter – Summer 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Presenting at the National Property Management Association Annual Education Seminar

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe connects with the HR community at the HR Star Conference

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Book Review: How to be Happy, Dammit!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Client Newsletter June 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

One-Foot-Out-the-Door Disease is Bad for Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How best to make leadership training truly work? Never stop!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Leadership: It all starts with you

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe Newsletter May 2011

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe at the Offshore Technology Conference

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Irrational Decision-Making: Embrace the Human Factor!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Performance Management Needs to Recover its Mojo

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe’s March 2011 Client Newsletter

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The Bombardier Case Study: Successful Commitment to Employee Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Talent Management: All agree we need it. Few act on it.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Talent Management: A Strategic Imperative with little actual support

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Influence Competence: Effective Employee Engagement Skills Under a New Name

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Talent Management: How It Helps With Crisis Management

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement: Have you thought about ice cream?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Tasked with Corporate Training? Seek Outside Help

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe explores Kazakh Psychologies of Achievement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Corporate Cultures: Bottom-up change is best.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Are people truly your company’s best asset? Can you prove it?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Compensation Plans vs Employee Emotion

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Pay-For-Performance versus Full Engagement

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

On Leadership: Would you work for yourself?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Employee Engagement is simply the Foundation for Excellence

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Why doesn’t employee training work better?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Change Management: The entire organization needs to participate

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Fostering Innovation: HR Must Lead the Way

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

About that left brain-right brain split: It doesn’t happen.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

With Leadership Development: Are We Smarter that Fifth-Graders?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe’s January 2011 Client Newsletter

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Bovo-Tighe December Newsletter

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Change employee behavior by changing their bad habits.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Be the first on your block to re-engage your employees.

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

What successful transformations share

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The psychology of change management

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

“engagement” and “fun”

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

No One Was Ever Motivated by a Meeting

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

No One Ever Improved by Having Their “Performance Reviewed Annually”

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Meetings That Rock!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Failed IT Investments – Consider People Aspects Before Purchase!

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Workers Are Lazy Ingrates, Say Evil Bosses

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

The irrational side of change management

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Corporate Mission Statements die on Plaques

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

Inhibit Intellectual Growth and Innovation in Your Company

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

How to incorrectly use ‘Management By Objectives’

We found a great thought-provoker about leadership styles and habits on InsideCRM.com. This checklist isn’t perfect, of course, even with over 100 factors to keep top-of-mind. So, we thought we could make it more useful with a few critiques. I am sure you can find other corrections to make as well based on your own leadership experiences. Edits we would make (open the article to follow along as we go down the list): Under Body Language, point 8 recommends that you “always smile.” This is way too broad. Smile only when appropriate, and when you can do it genuinely. False smiles at serious moments can strike the person with whom you are talking as condescending, even if you don’t mean to be. Meeting deadlines: This whole section is missing the critical step of getting buy-in on your goals from team members. Everyone is more efficient if they own a piece of the decision-making process and agree on the goals you choose. You don’t have to govern by consensus, but you do have to invite participation and contribution to the planning and innovation processes. Getting along with employees: Point 31 says “provide motivation”: Easy to say, hard to do if you can’t pay them a lot of money and let them run their own day. Ask for input from employees about how together you can build a sustainable engaged corporate culture.
  • It bugs us (a lot) that “listening” does not appear in this section.
Manage yourself: Most of these points (especially 33-36 and 40-43) support our philosophy of Pursuit of Truth. This is a critical leadership success factor for sustaining employee engagement and innovation. Under Boosting Productivity, #45 needs work: Making meetings productive is more than just being “organized and prepared.” Meetings only have value if the agenda is short, forward-thinking and action-oriented. NO UPDATES. Deliver those by e-mail and require that they be read before the meeting starts.

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