Defining the culture is easy–what’s most difficult is to convert cultural beliefs into actual, congruent behaviors.
From 2008 to 2010, employee engagement dropped to 56%. This was the largest rate of decline in 15 years, according to Aon Consulting. How can you measure employee engagement within your organization?
For genuine employee engagement to occur there must be an underlying culture that meets and satisfies basic human needs.
Among the most critical of all influence skills is an organizational leader’s ability to maintain equanimity (emotional balance) during times of difficulty and uncertainly.
The difference between a good company and a great one is its people–providing the right human incentive systems is what ultimately creates a great company.
For organizational leaders, success is tied to the well being and the performance ability of staff members.
Not everyone who is in leadership is really fit to lead! The real qualifications involve those who are good at the influence process (they understand and know how to work with humanity), and they realize their purpose in life is well beyond themselves–it’s about others.
Conflict in the workplace is disruptive. It can have a negative impact on productivity, and may pose a threat to other employees. The quicker you can resolve a situation of conflict the better off your employees will be.
Today’s business environment is so challenging that we must fully employ the resources at our disposal. We underutilize our staff when we fail to delegate or tap into their thinking and judgment.