Leaders already know that keeping their teams motivated, engaged and driven to succeed is a demanding task in itself. But in today’s world it’s even harder, because leaders have to keep their people engaged while responding to huge, disruptive changes in how we work and what we care about in the workplace. It’s a big challenge, but the first step to overcoming it is knowing what the changes are. In Hay Group’s new book, Leadership 2030, we’ve identified six “megatrends” that are transforming societies and the global business environment as we know it.
David Niu knows what it feels like to lose your passion for a job. In 2005, he and Andy Liu raised $10 million to start BuddyTV, but he says that eventually, "I began to feel burnt out. I couldn’t understand why. BuddyTV operated in a fun and dynamic space. It [...]
Want to wreck the atmosphere of a friendly dinner? Speak "industrial quality". Explain how compliance, deviation tracking and process books are important. It's only minutes before the first guest starts yawning and stretching. Yet, I'm moving to Quality, and I'm thrilled. It's an overwhelming challenge. How to transform an old industrial culture, with Quality as a catalyst for change? How to engage employees into making quality products? How to make Quality exciting?
“How can we have the highest profitability in five years and still have gaps in employee engagement?” asks an executive at a large industrial products company. The reality is that the two don’t necessarily go together.
In his new book, 'Strategic Internal Communication', author David Cowan captures why creating dialogue pays dividends in the networked era.
"Dialogue does not need to be constrained to a single issue or strategy; it can feed into the bigger picture," - so argues David Cowan in his new book.What I liked of 'Strategic Internal Communication', is the emphasis Cowan puts on connections, interactions and relationships to build new knowledge and understanding inside the organisation. The process is not easy and "we have to be prepared for difficult conversations." However, when constructive dialogue is created, the result is a more engaged and productive workforce.
Via Gloria Lombardi, steve batchelder, David Hain
Whether you’re directing a small team or an entire company, you already know that one of the most persistent challenges of leadership is motivating people. You’ve probably experienced a host of universal frustrations: “Why do they lose steam when I’m not here? Why aren’t they pushing themselves more? I know they can do better.” Here’s a secret: they know this too.
90% of your job as a leader is relentlessly encouraging people to do the things they already know they should be doing. Sure, leadership requires strategy and vision, but truly successful leaders also develop their ability to inspire, push and motivate their team in countless, imaginative ways.
To help you in this quest, here are a few simple motivational techniques based on scientific studies, some of which had rather surprising results. These tactics can have lasting effects on the productivity and happiness of your team—and maybe even yourself.
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.
This issue of Sustainably Engaged covers the global trends affecting employee attraction, retention and engagement using insights from the 2014 Global Workforce and Global Talent Management and Rewards Studies.
Even when you get a great 360-degree performance review, even when your engagement scores are through the roof, even when you have the most engaged workforce in your space (and you have lots of “Best Place to Work” lists and awards to prove it),...