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 is the third blog in a series of three that is covering active listening, cognitive diversity, and then how these two components combine to skyrocket team performance through Listening Intelligence. As the last two blogs have described, both active listening and cognitive diversity are important tools to enhance team creativity, cohesiveness, and productivity. But they also carry hidden drawbacks when implemented one without the other that may lead to potential decreases in collaboration. Listening Intelligence merges the high value of active listening and cognitive diversity, fashioning a combination stronger than the sum of its parts.
This is the second blog in a series of three that is covering active listening, cognitive diversity, and then how these two components combine to skyrocket team performance through Listening Intelligence. Recognizing the diverse viewpoints on your team (i.e., cognitive diversity) is the key to fostering creativity and boosting productivity.
This is the first blog in a series of three that will explore active listening, cognitive diversity, and then how they combine to create even greater business success through Listening Intelligence. The first step to improving your listening is to be an active, attentive listener – let's explore this below.
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.