An old adage says, “People don’t leave their companies, they leave their managers.” There are lots of reasons an employee may leave a company . . . higher pay, better hours, shorter commute, etc. . . . but in many cases, a bad boss is in there too. Think about your own work experience and
There is no talent shortage if you’re a great place to work.”
In his book, “What Were They Thinking? Unconventional Wisdom About Management,” author Jeffrey Pfeffer devotes a chapter to “making companies more like communities.” His premise is that a company’s human capital is the key to its success, and the key to attracting and retaining the best people is to develop a caring, community-like culture. In
How does your leadership style make people feel?
Bruna Martinuzzi is a consultant who specializes in teaching leadership and presentation skills. She is also the author of two books, and while I have not read either book, I have read an article she published recently with the rather long-winded title, “If your leadership aura could use some polishing, try these 7 tips for
“The art of communication is the language of leadership.”
Get your workforce engaged! (104) In this fourth and final installment of our series on developing an “engaged” workforce, we’re going talk about the need for effective communication. We touched on communication in the first installment of this series when we said, “Your values, mission, and vision need to be in writing, and they need
Put the right people on the bus . . .
This is the third installment of a series on developing an “engaged” workforce . . . that is, a workforce that energetically supports your company and its goals. In the first installment, we talked about the importance of clearly communicating the company’s mission, vision, values, and culture. Essentially, those four things (with apologies to business
“Can’t lead from behind.”
Our previous posting was the first installment of this series on building an “engaged” workforce. In that posting, we talked about vision, values, mission, and culture being foundational to a truly engaged workforce. After all, we argued, employees need to know what the organization does, why it does what it does, what outcomes it hopes
Get your workforce engaged! (101)
In our last posting, we talked about the need for, and the benefits that flow from, an “engaged” workforce . . . that is, employees who are energized by their work and committed to supporting the company’s goals. In that posting, intended to be an introduction to a series on workforce engagement, we described what
Want an “entangled” workforce?
A lot has been written lately about companies developing an “engaged” workforce, meaning employees who are energized by their work and committed to helping the company achieve its goals. In fact, I blogged about becoming a “winning workplace” a few months ago that touched on this subject. In their book, “It’s My Company Too! How
Be a “winning workplace”
Comedian Jeff Foxworthy’s signature standup bit is, “You might be a redneck.” It’s a whole series of if/then jokes aimed at helping you discover if you could possibly be a redneck. For instance, “If you’ve been married three times and still have the same in-laws, you might be a redneck.” Or, “If you own a
Motivation: toss the carrot and stick
Motivation is a part of leadership, isn’t it? It’s providing something that makes followers want to go where the leader is trying to lead them. Traditionally, business has relied heavily on carrot-and-stick motivational tools . . . reward and punishment. And the carrots (the rewards) usually are money in the form of bonuses or commissions,
