Regardless of whether a recession happens, the mere rumors of a recession can have a massive impact on our employees and their feelings about work, and managers should be considering how to adapt their leadership style to handle any economic worries by their direct reports.
The dearth of up-and-coming managers has led to greater turnover for both managers and the direct reports in their charge.
As more teams continue to work remotely, we must find new leadership methods that can ensure productivity without relying on visibility without context.
One thing everyone could agree on was that there is no one-size-fits-all solution for building an effective culture, but that, whatever culture you have built, it must be readily understood, inspiring, and not general and exclusively aimed to benefit the organization.
Management is a skill that can’t be learned in sprints; it’s learned through a marathon of consistent, focused practice on improvement. Consistency is the key.
One of the most important characteristics of strong managers who engage their team and help them feel connected to the work is their ability to conduct effective one-on-one meetings with direct reports.
Some executives I have interviewed have blamed working from home and the general burnout from the increased uncertainty as reasons for this struggle. Other executives blame generous unemployment benefits.
This article is for people in those companies that tried new business ideas, regardless of whether they worked. Most leaders would agree that it’s important for their company to be innovative but struggle to empower their people.
As executives, one way we grow our impact and scale our performance is by creating standard operating procedures for our team. So why can’t we do that for ourselves when distinguishing between work and life?
People management abilities are extremely valuable, whether or not you are in a leadership position or have the title of manager.
In a 360-degree assessment, in which we compare leaders’ self-ratings to how their colleagues rate their performance across several categories, 70% of executives rated themselves lower at specific skills than did their colleagues.
As a society, we assume the most prominent business leaders have it all together—that they are brimming with confidence and are unshakable. We have conditioned ourselves to believe that leaders must be ever confident—that an organization’s CEO must have the answers, whether that’s because he or she is at the top of the organizational chart or because the leader has control.
If you are a senior leader at a company or a business owner, look around at the people you work with. Who is engaged versus disengaged? The answer might surprise you.
Your quantifiable goals, such as revenue, might not be achievable if the customer no longer believes in your product.
It can be tough to break through our shell and show vulnerability, but the initial investment pays dividends.
Here are some tips for building trust with your manager so you can eventually stake a claim that you deserve to work remotely.
Engagement has clearly shown a correlation to greater productivity and workplace happiness, but how accurate is our method for measuring workplace engagement? There are better ways.
Remote work removes many of the inconveniences associated with going into work, but it takes away a key component of what makes company culture—connection!
Workers run in their own lanes and live their own lives and can achieve happiness and self-actualization in their own ways.