The report uncovered an important distinction between transactional and emotional engagement and found employees that are transactionally engaged (i.e. engaged only with the task or job role at hand) may respond positively to engagement surveys and display the outward behaviours associated with engagement, but are less likely to perform well and will quickly leave for a better offer.
"You have to learn that you make better decisions through collaboration" - John Chambers, CEO and Chairman, CISCO.
Chambers’ career was built on his ability to command and control but he now says; “That’s not the future – it’s about collaboration. I believe that companies and leaders who do not change will be left behind. And so I had to move from being a command and control leader. You have to learn that you make better decisions through collaboration.” 
Le management, cette activité qui consiste, dans les organisations, à obtenir des gens qu’ils fassent ce que l’on souhaiterait qu’ils fassent, est en grande souffrance. Via Anne-Laure Delpech 
Bob doesn’t attribute his successes to himself but always to the cultures he has built. He’s so persuasive in his “why you need to stop being a boss and start being a leader who builds cultures” philosophy, that he has changed the lives of several people simply through one conversation. 
When you are a leader, sometimes you get to pick the people you work with and other times they’re chosen for you. Hopefully, most of the people you lead will have positive attitudes, follow your leadership, and be an all-around team player.
Unfortunately, there will always be some who know how to push your buttons, frustrate your leadership, and cause friction amongst the team.
I call these folks: difficult people.
Rather than avoiding or dreading the time you must deal with people who are difficult, it may be helpful to identify ways difficult people can make you better.
Via donhornsby 
Employee engagement is vital to a successful workplace environment . This infographic shows how an unengaged employee can drain your resources. Community Theories. As I write this article, Talent Communities are finally making the corporate rounds. Enterprise is catching on folks! Yay! It’s just what we always wanted. Talent communit... Via Arnaud Liégeois 
Ironically, although trust is one of the most common core values that companies aspire to, if you walked into any given workplace, you would rarely see managers discussing the importance of trust with their employees. Based on a survey of leading market analysts globally, the report finds that the quality of senior leadership—including core capabilities as well as personal qualities such as honesty and integrity—has a direct, and measurable, impact on analysts’ assessments of whether companies have been successful and will be successful in the future. 
The days of hiring people for a steady job, with a predictable workload, are over. In today’s organisations, change is becoming constant. So much so, that few - if any - leaders can predict what their organisation will look like in a year’s time. The unpredictability of change has created an entirely new challenge - that of leading into the unknown. 
Many organizational theorists have begun to reframe leadership, getting away from leadership as a person or role, to leadership as a process. Leadership can be enacted by anyone; it is not tied to a position of authority in the hierarchy or any one individual. Leadership can be distributed throughout networks of people and across boundaries and geographies. Who the leader is becomes less important than what is needed in the system and how we can produce it. 
Engaged employees = Engaged customers = Better financial performance. Right? Well, not exactly. It’s a little more complicated than that. While there is a definite statistical linkage bet... |
The IBM 2012 Global CEO Study of more than 1,600 chief executives from 60 countries, its fifth since 2004, reveals a trend towards more open, team-based working environments in which employees are empowered to facilitate innovation, creativity and collaboration. But CEOs are struggling to balance tight operational and financial control with a culture and structure that encourages disruptive creativity. 
Happy workers will produce more and do their jobs better. Pro or con? 
According to Crunch Time: The Power of Purpose, working for an organisation with a clearly defined purpose - an underlying ethos that goes beyond commercial and operational goals - ranks ahead of other factors such as level of responsibility in a job and even career progression. 
What leaders believe is important, and their beliefs show up in their actions. A focus on hope and building community separate great leaders from terrible ones. Via Susan Bainbridge 
mproving pay may be the top reason people give for wanting to move jobs in the current climate but employers that neglect concerns about trust in senior leaders, stress in the workplace or job satisfaction risk losing their top talent, according to a report published this morning by the CIPD. 
If we can broaden leadership by empowering employees to assume the responsibility for change, we are sure to find new ways to transform business. 
Elizabeth Morrison and Frances Miliken are both academics at New York University. When they asked a broad range of executives whether they had ever had issues at work that they had not voiced, fully 85% said that they had, at some point, felt unable to discuss their concerns. Morrison and Miliken called this "organization silence" and their research demonstrated that there is a lot of it around. 
The trick is to start promoting from within on day one. I'm not just referring to moving people to new positions, but giving all employees enough flexibility to take on new responsibilities within their current jobs. When employees tell you about their good ideas for the business, don't limit your response to asking questions, taking notes and following up. If you can, ask those people to lead their projects and take responsibility for them. From those experiences, they will then have built the confidence to take on more and you can take a further step back. 
Y aurait-il un grand malentendu entre collaborateurs et managers sur la question de la reconnaissance attendue ? Via Karine Aubry 
The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right. 
We consider the ability to manage a team so important that, in a recent book, we made it one of the "3 Imperatives for Becoming a Great Leader:" Manage Your Team — the first imperative — is about creating a real team and managing through it. 
What makes your employees feel vulnerable and skeptical--and how to overcome it to build a higher-performing organization. |
| 1 | 2 | 3 | 4 |  |
5 |
|
Next |
