We live in polarizing times. You’re either on my side, or you’re not. You agree with me, or you don’t. You get it, or you’re one of “them.”
The COVID-19 outbreak is testing the status quo. In less than one month, the way we do business has dramatically changed globally. Nearly every company is now requiring all employees with the capability to work from home to do so. Some experts have suggested this is accelerating the arrival of a new era of work; while current adaptations are seen to be temporary, many of these changes will carry forward even after the pandemic has passed. With that in mind, let’s consider what we already know about remote working.
There is a blind spot at the executive level when it comes to Leadership Development. More often than not, a company’s top performers get promoted from within to fill vacant or newly created leadership roles. But without being prepared for their new position, their upward career trajectory starts to level off.
Giving feedback is one of the essential components of establishing credibility and trust with your team, yet it’s often overlooked as an essential component in management training programs.
In part one of "Creating a Listening Culture" I shared a staggering statistic. 89% of companies have written core values statements, but only 53% of employees know what they are.
After reading Gallup’s recent State of the American Workplace report, I would say we have a crisis in the American workforce. There are 100 million full-time employees in the United States and only one-third of them report feeling engaged at work. The other two-thirds are either actively disengaged (16%), or actively looking for a new job and watching for openings (51%). What is most striking is that only 13% of U.S. workers strongly agree that their organization's leadership communicates effectively.
This week I had a rich and thought-provoking conversation with Tom, a seasoned business strategy consultant, about how he uses the ECHO Listening Profile with his clients.
I just had one of those nightmare sales situations. Maybe you can relate? Once the rep started talking, he didn’t stop. He gave me every detail about his product and service without stopping to take a breath, never mind to ask me questions about what was most important to me. Even worse, what he was explaining had no relevance to what I really needed. I was being “pitched” and up sold, and I didn’t like it. He didn’t get the sale.
As a leader, are you ever disappointed in your team? How we make requests of others can predict their success or failure.