Organisational development budgets are limited these days — companies are running lean on all fronts and training resources are as pared back as they have ever been. So it's important that every initiative counts.
Training leaders who are trying to do more with less often ask us which approaches will produce the best results: 1) Training the more senior ranks in the organisation to become better leaders or 2) Focusing on theengagement of the broader employee base?
If you want to improve employee engagement, boost employee morale, and maximize employee productivity, you cannot simply do the “right things.” It’s not enough to model best practices … (RT @EmplyEngagement: 10 #Employee Engagement-Destroying Perceptions...
In recent months I’ve talked at different times with two leaders, each facing the loss of his job because of a corporate merger or acquisition. Although their situations were the same, their responses could not have been more different.
Niccolò Machiavelli pondered that timeless conundrum 500 years ago and hedged his bets. “It may be answered that one should wish to be both,” he acknowledged, “but because it is difficult to unite them in one person, it is much safer to be feared than loved.”
What do employees really want from company leaders? The answer may surprise you — and, more important, may prompt you to change some of your practices.
“I don’t think the people who work for you want you to be an optimist anymore,” says GE CEO Jeff Immelt. “They want you to be realistic. They don’t want hollow promises, they want action: What’s your plan, and how are you going to solve problems?”
The hallmarks of what Immelt calls “positive leadership” are authenticity, transparent communication, a focus on the future, and the ability to solve problems and take action.
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