The best business decisions and outcomes benefit from honesty and transparency among team members and other collaborators. How do leaders foster that mindset, and use this pursuit of truth to align individual and team-based motivational initiatives with the mission?
Convincing skeptical senior executives that investments in employee engagement pay off is still harder than it should be, even with the mounting pile of evidence that the ROI is real and powerful. Perhaps a less upbeat spin will appeal to hardnosed executives: It raises productivity by reducing interpersonal friction in the workplace.
Objections are the hobgoblin of risk-averse corporate minds. Innovation challenges the status quo, and leaders with new ideas must anticipate and confront the hurdles the risk-averse will throw up in order to help new concepts along. What are the standard objections, and how do you counter them?
Here is a telling statistic on the poor state of employee engagement: A survey finds that 80% of respondents agree that receiving gratitude makes them work harder, but only 10% report managing to express their own gratitude every day. Gratitude is not a one-way street, folks! How can we fix this quickly?
In a recent survey by Google, 73% of executives agreed that high levels of collaboration and workplace flexibility foster innovation and raise productivity. Yet organizations struggle to consistently create that type of environment. The urge to control with quality and compliance standards is too great. The biggest irony? Success today is often the enemy of future creativity.
Setting your employee engagement goal at 100% is a waste of resources. Too many factors drive engagement and employee turnover for you to travel that last mile from 90% to 100% profitably. But, you cannot predict winners, so casting a wide engagement net that offers engagement universally is a must. Keep reading by clicking!
Professor Christine Porath has now gathered welcome evidence that civility in the workplace pays off in higher engagement and greater productivity. She found the proof inversely, by measuring the damage done to engagement by boorish boss behavior. Welcome news, nonetheless!
How you express yourself impacts how well listeners receive what you say. And in many instances, business-speak shorthand can confuse matters rather than present ideas clearly. Let's see how "goals," "Big Idea" and "strategy" can swap roles inadvertently, with the help of the Strategy& blog.
A recent survey by SABA found that two thirds of employees consider themselves "leaders" within their organizations. We think those respondents may be confusing leadership with managerial responsibility. They are connected, but not the same! Let's define how a leader acts while managing.
Monthly, quarterly and annual reviews are standard-issue performance assessments. Have you considered shaking up the routine with a "thirdly" review? Meet every fourth month instead of three. In other words, restructure how you interact to keep relationships fresh and people engaged. That could get you out of unproductive routines!