“Employees can be highly engaged with their job, and not their employer,” Right Management senior consultant, Colin Couzin-Wood, told the audience at a breakfast meeting in Melbourne this morning. “That means they are looking for the next opportunity and it is very likely to be outside your organisation.”
Engaged workforces are valuable, the survey finds. Workplaces that score high on employee engagement have 44% higher retention, and are 33% more profitable, 56% higher in customer loyalty and 50% more productive.
Yes, I recently wrote the 7 deadly sins of entrepreneurship.This is the same construct but instead on the topic of leadership. Hey, don't judge me; if Hollywood can take a good concept and reuse it with a different angle, so can I.
Five months ago I resigned as Director of Social & Digital Strategy at RadioShack to embark upon a new challenge with Intuit. As if the task of building an enterprise-wide social practice for one global brand wasn’t enough, I was brought to Intuit with an ambitious goal: do it again, faster.
But this time around things are different. When I began crafting the blueprint for RadioShack’s digital proficiency, I was entering an empty lot. There was no foundation or framework, no sheetrock or shingles – simply potential. Conversely, at Intuit’s Accounting Professionals Division I’m more renovator than architect, responsible for casting a vision, enhancing the skills and upgrading efforts.
Your failure-to-success journey is the most interesting thing about you. All successful leaders stumble, fall, and climb out of the ash heap only to be better for it.
Your failure-to-success journey is the most interesting thing about you. All successful leaders stumble, fall, and climb out of the ash heap only to be better for it. Flaunt it; don’t hide it. Facades cripple leadership.
Success coupled with frailty is beautifully inviting.
Your transformations represent your greatest ability to transform others. Don’t tell me about arriving; tell me about the journey.
“Leaders are defined, not defeated, by setbacks.” Alyse Nelson
Setbacks are opportunities for clarity, humility, growth, and wisdom; faced well, they strengthen resolve. I asked Alyse Nelson, author of Vital Voices, about her own setbacks,
“I do my job, I get my results, and no one has to chase me down or manage me. Well my employees are also ‘big boys and girls’ and should be able to get results: I pay them top salaries, they were hired because of their competence and expertise, I trust and expect them to get things done. But when things become critical, or go wrong, no one steps up and takes responsibility and delivers results! I don’t know what to do!”
It took Gulf Coast lawmakers more than two years to persuade a divided Congress their communities deserve most of the billions of dollars BP will pay in fines for its role in the 2010 oil spill.
Now comes another challenge: figuring out how to spend that money.
Officials in the five states affected — Alabama, Florida, Louisiana, Mississippi and Texas — have some time to weigh which projects and programs will best help the Gulf Coast recover from the nation's worst environmental disaster.
The first payments of the estimated $5 billion to $20 billion in fines imposed by the federal government aren't expected until early next year, after a scheduled civil trial. If a settlement is reached before that, the money could arrive sooner.
Under the RESTORE Act, 80% of the fine money levied against BP is earmarked for the five Gulf Coast states. It's an unprecedented arrangement. Typically, such financial penalties go to an oil-spill liability trust fund and the U.S. Treasury's general fund for distribution nationwide.
Much of the money is expected to finance projects already on the drawing board, including some proposed by the U.S. Army Corps of Engineers.
Local officials are figuring out great plans for how we can do giant restoration projects on the Gulf Coast.
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Creating engaging newsletters with your curated content is really easy.