The value of a measurable recognition strategy is far reaching for employers and by conquering common misconceptions, organizations can help elevate employee engagement and promote a more positive and productive workplace
Behind the controls of the Metro-North train that derailed in New York earlier this week was a tired driver, according to new reports that engineer William Rockefeller fell asleep at the wheel. Could lack of sleep cause such a fatal mistake?
Corporate Culture can make or break your business. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors. To achieve success, you need to figure out what your culture is, decide what it should be, and move everyone toward the desired culture. But changing an organization’s culture is the most challenging task you’ll face as a CEO or senior executive.
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
According to a survey published this month by Right Management, 83% of employees said they are actively seeking a new position for 2014. Gallup’s State of the American Workplace study earlier this year found that 70% of workers are not engaged or actively disengaged and emotionally disconnected from their workplaces, and thus less likely to be productive. Gallup’s research also finds that engagement is strongly connected to business outcomes essential to an organization’s financial success.
Here are three workplace trends that are likely to keep employees engaged and retained in 2014:
Toxic leadership always ends badly but it doesn’t start that way. Toxic leadership (as is the case with any from of leadership) requires followership and to assume that at the outset the followership knew what they were in for is incorrect. Toxic leadership goes bad in stages and the followership are sucked in over time to the point that they are unable to see the toxicity emerging – or if they do, they often feel powerless to oppose it. They might feel entrapped and that they have too much to lose by speaking up and so end up by doing nothing.
“Recent study from the annual Deloitte Core Beliefs and Culture Survey indicate several common grounds for both employees and leaders. According to the study, both employees and leaders agree that b...”
Seth Godin argues the Internet has ended mass marketing and revived a human social unit from the distant past: tribes. Founded on shared ideas and values, tribes give ordinary people the power to lead and make big change.
It's how you frame it: Transformational leadership and the meaning of work Timothy P. Munyon and I recently published this article in Business Horizons (May/June, 2013). You can find the article in your local library, but here is ...