"employee engagement enhancement"

This serves as a counter balance to a recent article by a person who wrote about trust and it did not make sense.

Great scoop!  From the article:

Forgiving—Trust assumes the best intentions of others and looks to forgive when someone falls short of expectations. Trust knows that people aren’t perfect and that mistakes will happen, but people will generally prove themselves worthy of the trust placed in them.

For those of us who follow English football, the dismissal of Roberto Mancini and the elevation to sainthood of his Manchester counterpart Sir Alex Ferguson are interesting contrasts in this debate.

Show me a "leader" whose employees don't trust him/her, and I'll show you a "leader" without followers.

If any initiatives are being implemented in a low-trust culture, its chances of success are really remote.

Any mentor of Bob is a mentor of mine. 

From the post:

It reminds me that, as leaders and influencers, we always need to ask ourselves where our focus is and who it is on.

As Dale Carnegie taught us in his classic, How to Win Friends And Influence People, “Ultimately, people do things for THEIR reasons; not our reasons.”

FOOLS - Those who have a Fear Of Open Leadership.

Interesting but recognisable view from Dan Pontefract.

Need for PURE Thinking

Useful evidence based article on what most organisations should already know - yet too few do something about...

Recent research confirms that leaders who exercise compassion produce loyal, dedicated, and passionate employees. In fact, numerous studies have found that workplaces led by compassionate bosses enjoy increased rates of employee satisfaction, greater employee engagement, lower levels of overall stress and fewer reported sick days.

Thought provoking read.  I find a similar issue working as a communication consultant, I usually find people feel the organization needs to communicate better but when it comes time to apply tools that will help communication, many people resist using them.  These barriers are true for communication as well as collaboration.  

 From the article:

Collaboration Barrier #1 – Hoarders

Collaboration Barrier #2 – Hidden knowledge

Collaboration Barrier #3 – Not invented here syndrome

Collaboration Barrier #4 – Transferring hard to encode information

(From the article): Collaboration Barrier #3 – Not invented here syndrome

Siloes are a common feature of many workplaces. They could exist around functions or regions or even hierachies. It’s also increasingly common that these siloes are given a large degree of autonomy as to how they operate. Whether these barriers are physical or merely mental they are often extremely damaging to collaboration. For instance, do your senior managers accept ideas from those beneath them in the hierachy or is there a culture whereby only those on the same level can collaborate? Is there a culture where asking others for help is seen as an admission of failure or ignorance?

(From the article): Collaboration Barrier #3 – Not invented here syndrome

Siloes are a common feature of many workplaces. They could exist around functions or regions or even hierachies. It’s also increasingly common that these siloes are given a large degree of autonomy as to how they operate. Whether these barriers are physical or merely mental they are often extremely damaging to collaboration. For instance, do your senior managers accept ideas from those beneath them in the hierachy or is there a culture whereby only those on the same level can collaborate? Is there a culture where asking others for help is seen as an admission of failure or ignorance?

We need to integrate passion with compassion.

Good list...what would you add?

Tpotally agree with Don on item #5.  I also like #3.

Create an environment of trust.

Many organizations believe internal trust is nice to have but not a key factor for bottom line profitability. That simply isn’t true. Trust directly affects speed and cost. When trust diminishes, speed goes down and costs go up. These economic factors are usually disguised as other things, but when there isn’t trust between team members, or between the company and its customers, it is impossible to achieve real success. The myths are that trust is built solely on integrity, that you either have it or you don’t, that if lost it can’t be restored, and that it can’t be taught. The realities are that trust is a function of both character and competency, it can be both created and destroyed, it can be restored (in most cases), and be taught and developed into a measurable strategic advantage.

from article : "managers need to reposition their roles as catalysts, coaches or facilitators to their team members to avoid violating employee expectations that managers must be answer givers".

An older artcile but still very true today.

To achieve the highest level of CRM,  not only does customers have to get involved, every employee in organisation should also have the awareness of ownership. 

Very true!

Why waste the incredibe abilities talents and insights that humans have? Because they can be difficult to manage? 

The employee experience is inextricably linked to the customer experience and we should focus on both in equal measure. If you think otherwise then you under estimate the significance of your workforce and the potential benefit they can bring to your organisation.

Simple concepts often overlooked. From WIIFM to putting strategy before tech.

Simple, easy to read, colorful inforgraphic on the 'Principles of Collaboration'. Nice!

How are you collaborating?