When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.
"THERE are two kinds of motive for engaging in any activity: internal and instrumental. If a scientist conducts research because she wants to discover important facts about the world, that’s an internal motive, since discovering facts is inherently related to the activity of research. If she conducts research because she wants to achieve scholarly renown, that’s an instrumental motive, since the relation between fame and research is not so inherent. Often, people have both internal and instrumental motives for doing what they do."
Managing a hospitality business worth £80 million, I know only too well the importance of staff engagement. My philosophy is that to get the very best service for my clients and consumers, as well as my P&L, engagement is paramount.
Having recently been reaccredited for Investors in People (IIP), I was looking for something that would take us to the next level, complement our incentive schemes and employee initiatives, and drive up our Employee Net Promoter Score (ENPS).
It can be exhausting to feel that you are dragging your people behind you as if they were dead weight. Their lack of enthusiasm or the fact that they are unwilling to make a sincere effort to move in the direction you’ve identified as important may be a danger sign you need to address.
It is no fun to catch yourself nagging your people to do what you need them to in order for team expectations to be met. Leadership should be a process of encouraging and supporting your people and supporting their growth and efforts.
Anyone who’s ever tried to create change will have – at some point – reached for the headache tablets. The truth is, creating change in any organisation can be difficult and trying at times. Staff may be reluctant and people can feel insecure and exposed. Change never happens overnight so these feelings stretch on and on, especially where it seems to be done in compartments: Process change; structural change; culture change.
We don't have enough strong leaders. No wonder. We can't even define the term.
Business technology sites such as this one have long exhorted CIOs to take on a bigger leadership role in their companies. It's a capital idea except for one problem: No one seems to know what the heck leadership is.
There are more leadership quotes, definitions, and explanations than there are strong leaders. Before we settle on a good one, let's examine why so many of them are wrong in the first place.
Our lives today weave between formal and social spaces, no longer defined by the four walls of the office or a clear distinction between technologies and communities. Social Leadership is a style suited to the Social Age: it’s about building reputation that leads into authority.
I am a great fan of curation and use Scoop-it on a regular basis to bring together and publish articles and blogs on key areas of interest. One of my curates is called “New Leadership” and a couple of weeks ago one of my Twitter followers asked me what I meant by that. It was a fair question and following the death last year of Margaret Thatcher, it was one which got me thinking about the way that our concept of leadership has changed over the last couple of decades.
Is a customer with four complaints in a row a whiner-- or your best source of customer service expert information: the one person focus group that will tell you what's going wrong in your customer experience?
As the shift to an information-based economy has taken over much of the world's workforce, it follows that the tools people use to work should evolve accordingly.
Digital ways of working now takes over two thirds of the working day, demonstrating a shift in how people work. As businesses continue to adapt to changing habits, they must ensure that workplace productivity and effective collaboration keep pace.
A recent report from Forrester predicted that tablet use will triple to 905 million devices for work and personal use globally by 2017, pointing to the reality of a growing mobile workforce.
Many employees are now anytime, anywhere workers and the geographic nature of work has changed, with one third of all American and European countries working together from disparate environments.
There’s a major disconnect between what companies look for in their top performers and best leaders, and what students learn in school. Why don’t we better align these skill sets? For instance, among educators there is lots of talk these days about “grit”: the tenacity to focus on working toward a goal despite obstacles and... Read more »
Leaders are often looking for ways to increase the efficiency of their workforce. By engaging them enthusiastically, logically and collectively, employee productivity can be attained. However true that is, this was the first time any company had ever mentioned my happiness and employee greatness in the same sentence