The best employees bring something to the table that no one else can. However, sometimes these talents and strengths are overlooked, underutilized or even mistaken for weaknesses. When we don't know each other's strengths, we're not maximizing the effectiveness of the conversations we can have and we're not making efficient use of our talent resources.
John Rampton writes: As a leader, and someone who's all about productivity, I have a confession to make. I've been guilty of exchanging the terms and actions involved with productivity and efficiency. While that may seem harmless, the fact of the matter is that they're quite different from each other.
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Communication skills coaching will be even more important in a post-coronavirus business world — especially for leaders. The global business landscape has already seen significant change. When we emerge from the grip of the coronavirus pandemic, many of the changes we have begun to adapt to will be permanent. The ability to communicate effectively has always been the foundation for success in business and leadership.
A month into the COVID-19 pandemic, HR software firm Zenefits conducted a survey that found a majority of workers felt that their employers genuinely cared about their well-being and were doing their level best to ensure their safety and retain jobs. Even as they felt anxiety about the future, employees were generally pleased with the way their companies provided clear and timely communication as the crisis unfolded.
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Each day employees spend 56 minutes on their smartphones and 42 minutes on personal tasks. That means 20% of each workday is wasted on distractions. We're up against internal and external challenges when it comes to overcoming distractions, but there's hope for those who need more focus. Find out more with this infographic.
This year is like a sea of uncharted waters. We are all dealing with things we never dreamed we would ever face. And so, leaders at all levels are facing a crisis no one's talking about — a crisis of leadership confidence. Leaders want to lead, know they must lead, and yet the situation leaves them wondering how to best meet these challenges and move forward with confidence.
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A question I hear often — from colleagues, board members, HR directors, recruiters, and people at workshops and conferences &mdahs; is how you can tell whether someone will be a good or a poor leader. What are the signs, qualities, traits that predict excellent leadership?
As the nature of the modern workplace continues to shift amid a global crisis, companies must be intentional about culture so that employees stay motivated and engaged. To do so, companies must take a "whole-person" approach to managing the employee experience, which involves integrating existing corporate well-being, diversity and inclusion, employee engagement, and other programs to foster an overall sense of feeling cared for among employees.
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Change in the workplace was a reality even before COVID-19, and we all had ideas on how to cope and manage the changes. Today, organizations are at the mercy of a pandemic, rapidly changing laws and regulations by their countries, states and cities, and new remote-work policies.
In 2020, even teams who have never worked remotely are starting to embrace a distanced mode of operation. However, remote work comes with its unique set of challenges, and if you've never embraced them before, you might find yourself struggling more than you expected. We're here to help you out, so let's look at seven ways to manage your remote teams better.
In the middle of an unprecedented health and financial crisis, businesses across every sector are being tested, moving quickly to adapt to a changing landscape. Within those businesses, individual employees, teams and their managers are also grappling with a variety of unexpected challenges. Facing an uncertain and dynamic future, many employees are rallying around company leaders more than ever before — looking to them to provide a sense of security, a vision of hope and an actionable path forward.
The very traits that make a leader strong can lead to their downfall if taken to extreme. Interestingly enough, even a leadership positive can turn into a leadership negative if it remains unchecked. There is a very fine line between successful leadership and failed leadership.
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While leaders are generally satisfied with their teams' productivity during the coronavirus pandemic, they are concerned with their ability to forge personal relationships with team members and manage their well-being, according to a report by ExecOnline shared with HR Dive. The leadership training provider compared results from two polls, one from April and another from July, to see how managerial sentiment has changed since the start of the pandemic.
In a world of constant change where the status quo is a myth, making decisions are part of the lifeblood of any successful organization. Leaders who try to make all those decisions will be pressed, stressed and likely behind. Whether thinking about the short-term need for decisions to be made or the long-term implications for empowering team members, leaders must distribute decision making to the team. The question is how to do it.
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Taking the first steps into any profession is an exciting transition, and that's certainly true when you're starting out in leadership. You've worked hard to advance in your career, and in turn you've been rewarded with a leadership position.
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You've met them. You've probably worked with them. You may have hired them. They're everyone's friend. Smile to your face. Pretend to care about you and support you. But turn your back, and they're nobody's friend. They're smooth and masterful saboteurs. It's all part of the game plan. Why do these saboteurs engage in such demoralizing, unhealthy and toxic behavior?
James Schenck writes: Early in my career in the Army, I learned an important lesson: leadership isn't a solitary endeavor. As a Black Hawk helicopter pilot, I quickly learned the value of every member of the team. I learned the value of engineers who designed and built the helicopter; the crew chief and mechanics who prepared the helicopter for flight; the petroleum specialist who provided refueling en route in the middle of the night; and every member of the team who contributed to accomplishing our mission.
The past few months have tested our collective ingenuity and resolve in countless ways. How quickly can we roll out new things? Will our business be sustainable using a new delivery model? If employees aren't at the office, can we trust them to get work done?
