Agon Leadership

Why Some Companies Attract More Job Applicants Than They Need

Tue, 12 May 2026 10:00:30 GMT

Chick-fil-A restaurants often receive far more job applications than they have openings.

This is not luck. It is leadership.

People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success.

That reputation spreads quickly through word of mouth.

Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way.

As a result, employees feel valued. They enjoy coming to work. They tell others.

That is what attracts more applicants.

Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired.

When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens:

People stay.
People perform.
And more people want to join.

This is what leadership really is.

Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees?

Click here to view:
How Chick-fil-A Attracts Quality Applicants

What If Your Biggest Performance Problem Isn’t What You Think?

Tue, 05 May 2026 10:00:10 GMT

What If Your Biggest Performance Problem Isn’t What You Think?

When CEOs think about risk, they often focus on:

Market shifts
Operational issues
Financial exposure

But one of the biggest performance problems is far less visible:

Low trust inside the organization.

Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership.

Over time, that creates doubt—about expectations, personal performance, and priorities.

Employees begin to feel that their job is at risk because they aren’t getting any positive feedback.

They question whether they have the tools, training, and support needed to do their jobs well.

When they only hear about changes at work through the rumor mill, they feel information is being held back.

And when that happens:

Alignment drops
Speed slows
Assumptions increase
Execution fractures

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
— Stephen R. Covey

Trust isn’t soft.

It’s a leading indicator of performance.

When trust is strong:

Decisions move faster
Teams align quicker
Change sticks

When trust is weak:

Everything takes longer
Everything costs more

And here’s the reality :

Trust-building conversations are not a common leadership strength today.

Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment.

Which means trust gaps are rarely about effort.
They’re about conversation skills.

A question to consider:
Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down?

Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET.

If trust is impacting speed, alignment , or execution in your organization, this conversation is for you.

Limited to a small group.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

Tue, 28 Apr 2026 10:00:45 GMT

Most CEOs don’t wake up worrying about culture.
They’re focused on growth, margins, execution.

But culture quietly determines all three.

Because when people feel disconnected, something subtle happens:

Execution slows
Ownership drops
Problems surface later—and cost more

Nearly a third of employees describe their workplace as isolated or impersonal.

That’s not just a morale issue.
That’s an execution risk .

And employees don’t “love” a company because of perks.
They stay committed when they feel valued.

When that’s missing:

Effort becomes transactional
Communication becomes minimal
Discretionary effort disappears

The data is clear—when employees feel valued:

Attendance improves
Conflict decreases
Productivity rises

This is where many organizations misfire.

They try to fix culture with initiatives.

But culture is shaped in daily leadership interactions —not programs.

And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles.

When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential.
It’s due to a current gap in ability.

What can you do about it?

Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”?

�� Join our next 45-minute Leadership Conversation— Workforce Challenges .
We’ll explore how culture impacts performance—and what leaders can actually do about it.

What’s Really Driving Employee Detachment?

Tue, 21 Apr 2026 10:00:32 GMT

Most leaders don’t struggle because they don’t care.
They struggle because the root causes of disengagement are easy to miss.

Right now, many employees are emotionally detached from their workplaces—and a majority are still watching for their next opportunity. But this isn’t about perks or pay.

It’s about something more foundational.

Less than half of employees clearly know what’s expected of them. Even fewer feel encouraged to grow, connected to purpose, or heard at work.

Those aren’t surface issues.
They’re leadership gaps.

And they show up in everyday conversations.

Engagement is built—or broken—through how leaders communicate expectations, opportunities, purpose, and voice.

For example:

When expectations aren’t clear, people guess and stay busy—and performance suffers.
When employees don’t see how their work matters, connection fades.
When leaders don’t ask for employees’ perspectives, people disengage—even if they stay.

These aren’t big system failures.
They’re missed conversations.

The good news?
What causes detachment is also what fixes it.

Where could clearer, more intentional leadership conversations reconnect your team?

Look at your last two workplace culture or employee engagement surveys.
What do they show about how well your leaders meet employee needs?
Where are leaders falling short?

How do these strengths and gaps affect your bottom line?
How long are you willing to accept the underperformance that follows?

Your Next Step: Click here to book a free conversation with Cathie Leimbach about discovering and/or closing leadership gaps in your organization.

What Problems Disappear When Leadership Gets Stronger?

Tue, 14 Apr 2026 10:00:35 GMT

Most workplace issues don’t start big.
They build slowly—through missed conversations, unclear expectations, and more people leave.

That’s where disengagement shows up.

And when it does, the cost is real:

78% higher absenteeism
51% higher turnover
63% more safety incidents

These differences come from comparing the 25% of organizations with the strongest employee engagement to those in the bottom 25% (Gallup).

And across the U.S., the bigger picture is hard to ignore— disengaged employees cost organizations nearly $2 trillion annually in lost productivity (Gallup).

These aren’t just HR problems.
They’re leadership problems.

When people don’t feel connected, clear, or supported:

They call off more
More people quit
Mistakes and risks increase

The good news?
These patterns are preventable.

Strong leaders reduce these issues by:

Addressing problems early
Creating clarity instead of assumptions
Having consistent, direct conversations
Reinforcing expectations before things drift

It’s not about doing more.
It’s about leading differently—every day.

A question to consider:
Which of these challenges is quietly costing your organization the most right now?

�� Join our upcoming Leadership Conversation on April 27th, 3:00 PM—this is not a webinar .

This is a candid conversation with leaders comparing their employee engagement challenges and successes.

Most organizations are tolerating more of this than they realize.
The question is—are you?

What Changes When People Actually Feel Engaged?

Tue, 07 Apr 2026 10:00:09 GMT

Most leaders don’t struggle because they don’t care.

They struggle because engagement feels hard to influence.

But when people are engaged, the impact is hard to ignore:

18% higher sales
23% higher profitability
70% higher wellbeing

These differences come from comparing the 25% of organizations with the strongest employee engagement to those in the bottom 25% (Gallup).

And the stakes are bigger than most realize— disengaged employees cost U.S. organizations nearly $2 trillion in lost productivity each year (Gallup).

This isn’t about perks or programs.
It’s about how people are led every day.

Engaged teams are clearer on expectations.
They feel supported.
They know their work matters.

And most importantly—those conditions don’t happen by accident.

They’re created in conversations:

Clarifying priorities
Reinforcing what good looks like
Checking for understanding
Following through consistently

Small leadership habits drive big business outcomes.

A question to consider:
Where could stronger day-to-day leadership conversations improve results in your team?

�� Join our next 60-minute Leadership Conversation: Inspiring High Performance — Monday, April 27 ^th at 3:00 PM ET (this is not a webinar)

It’s a small-group discussion with other leaders looking at a simple question:

What’s actually driving engagement—and what’s quietly holding it back?

If a shift in leadership could impact sales, profitability, and wellbeing…
it’s worth exploring what that might look like in your world.

4 Leadership Behaviors That Drive Trust, Performance, and Accountability

Tue, 31 Mar 2026 10:00:29 GMT

Most leaders don’t struggle because they lack knowledge.
They struggle because leadership opportunities show up in daily conversations —and those moments are easy to miss.

The difference between average and high-performing teams often comes down to four leadership behaviors:

1. Build Trust Through Everyday Conversations

Trust is built in small moments.

Listen to concerns
Ask thoughtful questions
Follow through
Address issues quickly and respectfully

�� Trust grows through consistent, everyday conversations.

2. Reinforce What Good Looks Like

People repeat what gets recognized.

Be specific:

“I appreciated how you handled that client issue quickly—that made a difference.”

�� Clarity + recognition = stronger performance.

3. Address Problems Early—Kindly and Clearly

Avoiding issues creates bigger ones.

Keep it simple:

What was expected?
What happened?
What needs to change?

�� Clear, timely conversations reduce drama and improve results.

4. Support People So They Can Succeed

Your role is to help your team succeed.

Clarify priorities
Remove obstacles
Provide resources
Coach progress

�� When people have clarity and support, performance follows.

The Real Lever: Conversations

None of this requires new systems.

It happens in everyday interactions—
1:1s, quick check-ins, and follow-ups.

Better conversations → better results.

Quick Reflection

Which one would make the biggest difference for you right now?

Build trust
Reinforce performance
Address problems early
Support success

�� Join our next 60-minute Leadership Conversation – Inspiring Employee Performance on Monday, April 6, at 3:00 pm ET.

Not a webinar. A working session with other leaders looking at what’s actually happening on their teams—and how small shifts in daily conversations change performance fast.

If you're curious what even a 10% shift in consistency could look like for your team…
this is a good place to start.

Three Small Shifts That Change Everything

Tue, 24 Mar 2026 10:00:03 GMT

You don’t need to make big changes in your leadership practices to get better results. Often, it’s small shifts in everyday leadership conversations that quietly change how work gets done.

Here are three that work:

1. Make priorities clear
Start meetings by stating current priorities. That creates focus right away and helps conversations stay on topic.

2. Ask instead of solve
Instead of answering an employee’s questions, ask, “What are your suggestions?” Such questions encourage employee thinking and stronger follow-through.

3. Hold short monthly one-on-one check-ins

Meeting with each employee one-on-one allows the regular review of goals, progress, and obstacles. These short conversations surface issues early and keep everyone aligned.

These small habits keep teams steady and focused.

Your challenge this month:
Pick one shift and try it. Notice what changes in clarity, buy-in, or accountability.

Sometimes the difference between teams that struggle and teams that move smoothly comes down to a few simple leadership conversations happening consistently.

�� Join our 60-minute Leadership Conversation on March 30th at 3:00 PM to see how small shifts in everyday leadership conversations can quickly improve clarity, ownership, and results.

From Performance Problems to Possibilities

Tue, 17 Mar 2026 10:00:24 GMT

Most leaders can list what’s wrong fast: missed deadlines, uneven effort, or teams that seem capable of more.

The bigger shift happens when leaders stop asking, “What’s broken?” and start asking, “What’s possible if we lead differently?”

Limits like time, budget, and pressure are common. The resulting overwhelm is reduced when leaders get clear about what really matters. Strong leaders respond to these limits by focusing on priorities, simplifying decisions, and actively guiding their teams.

Often, the shift begins with better leadership conversations.

The right conversations clarify expectations, surface issues early, and help people take ownership before small problems grow into bigger ones. When leaders create space for clear, honest dialogue, teams stop guessing and start moving forward.

Performance improves when leaders:

Get clear instead of assuming
Address issues early through direct conversations
Set priorities people can follow
Notice and praise progress, don’t comment only on mistakes

These small, steady choices create momentum.

We often hear questions like:

“How do we stop reacting?”
“What if our team is capable but inconsistent?”
“How do we improve without burning people out?”

Those questions point to opportunities for growth. Don’t think of them as failure.

�� Where might your team be guessing instead of knowing? Identify one gap—and use your next conversation to close it.

From Firefighting to Predictable Performance

Tue, 10 Mar 2026 10:00:21 GMT

Most leaders don’t struggle because they don’t care. They struggle because every day feels reactive. One issue gets fixed, and another one pops up right away.

What separates high-performing teams from constant firefighting is simple: predictable leadership .

When leaders are consistent, teams become consistent. People know what “good” looks like. They know how decisions are made. They know when feedback will happen. That removes stress and guesswork.

Teams quickly learn what leaders reinforce and what they let slide. When expectations, follow-up, and accountability happen the same way every time, focus goes up and chaos goes down.

This is how leaders move from reacting to leading. Regular check-ins replace urgent interruptions. Clear ownership replaces confusion. Small problems get handled early instead of turning into big ones.

Much of this predictability is built through simple leadership conversations that clarify expectations, reinforce priorities, and address small issues before they grow.

The result? Fewer surprises. More trust. Better momentum.

�� If leadership sometimes feels more reactive than predictable, join our Leadership Conversation on March 17 at 3:00 PM to explore a few small shifts that can stabilize performance.

Accountability Without Drama

Tue, 03 Mar 2026 11:00:26 GMT

Accountability doesn’t have to feel tense or awkward. When done well, it’s calm, clear, and supportive.

Most leaders avoid it because they don’t want conflict. But avoiding it creates something worse — inconsistency, frustration, and missed results.

Strong accountability is simple:

What was expected?
What actually happened?
What needs to happen next?

When leaders address issues early and clearly, drama fades. People know where they stand. Follow through improves.

Common mistakes:

Waiting too long
Being inconsistent
Attacking the person’s character

These patterns can change.

With the right habits, accountability becomes predictable instead of stressful — and work gets better fast.

��Download our Accountability Without Drama Checklist to practice these conversations with confidence.

Communication Gaps

Tue, 24 Feb 2026 11:00:35 GMT

Most communication problems don’t happen because people aren’t listening. They happen because leaders assume clarity instead of checking for it.

“I think they get it” isn’t the same as “they really do.”

When people don’t clearly understand what’s expected of them, they make their own assumptions to fill in the gaps. That’s when rework, missed deadlines, and frustration show up.

Strong leaders ask better questions:

What do you see as the top priority?
What does success look like to you?
What could get in the way?

These don’t slow work down — they prevent costly resets later.

Try a simple weekly habit:

Think about one key conversation.
What did I mean?
What did they hear?
Where was the gap?

Small awareness leads to big gains.

�� You’re invited to a Leadership Conversation with other leaders to discuss common leadership gaps and how they quietly influence results.

How Managers Drive 70% of Performance

Tue, 17 Feb 2026 11:00:11 GMT

Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers.

Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies.

Managers either multiply energy or drain it.

Clear, supportive managers raise performance.
Avoiding, inconsistent managers quietly lower it.

The good news? Small habits make a big difference:

Clarifying expectations
Giving timely feedback
Addressing issues early
Reinforcing priorities

These moments add up.

Instead of telling managers to “motivate people,” try asking:

Where might expectations be unclear?
Where is inconsistency allowed?
What conversation is being avoided?

When managers improve just a little, results improve a lot.

�� Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

Tue, 10 Feb 2026 11:00:10 GMT

When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue.

Engagement starts with expectations.

Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly.

Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement.

Strong engagement cultures focus on leadership basics:

Clear priorities
Shared definitions of success
Aligned expectations
Consistent reinforcement

When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed.

Perks can support engagement—but only after clarity is in place.

�� Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.

How Could You Create a 5-10% Productivity Shift?

Tue, 03 Feb 2026 11:00:00 GMT

When it comes to improvement at work, the focus is often on big changes. But frequently, it’s  small shifts that quietly create big results. 

Productivity rarely improves without strong leadership practices.

So, what if better leadership increased productivity by just 5-10%? 

That could mean: 

Less rework 
Faster decisions 
More follow-through 
Less firefighting 
More output — without more people

That’s not wishful thinking. When leadership improves, absenteeism and turnover drop. Work flows more smoothly. Results, and the bottom line, improve. 

When leaders get clearer, communicate better, and follow through more consistently, friction fades. People know what matters. Decisions move faster. Energy shifts from fixing problems to getting real work done. 

Organizations that invest in leadership development often see: 

Higher output 
Lower turnover 
Better use of talent 
Stronger momentum

The real shift happens when leaders stop asking, “ Should we invest in leadership ?” and start asking, “ What is it costing us not to ?” 

�� Join our 60-minute  Leadership Conversation  to see what a 10–15% shift could mean for your organization.

Why New Tools Don’t Change Behavior

Tue, 27 Jan 2026 11:00:06 GMT

New tools promise big results. New software, dashboards, and systems all look great on paper. But months later, many leaders are still asking, “Why hasn’t much changed?”

Because tools don’t change behavior — leadership does.

A system can organize work, but it can’t create ownership. It can’t set expectations. It can’t follow through. Without strong leadership habits, even the best tools just make problems more visible.

What really drives results?

Clear expectations
Consistent follow-through
Helpful feedback
Leaders who model the right behavior

When those are missing, people work around the tool instead of with it. Adoption drops. Frustration rises. And the old problems stay.

So the better question isn’t, “What tool do we need next?”
It’s, “Do our leadership habits support the results we expect?”

�� Join our 60-minute Leadership Conversation to explore the habits that actually drive performance.

If Nothing Changes, What Will This Cost?

Tue, 20 Jan 2026 14:26:57 GMT

When things feel “manageable,” leaders often continue with status quo. People are busy. Work gets done. But small issues quietly add up.

Rework becomes normal. Deadlines stretch. Decisions take longer. None of it feels like a crisis, but together it eats away at time, energy, and profit.

Inconsistent leadership makes it worse. When expectations change from day to day or from one manager to another, people stop giving their best. Some coast. Some get frustrated. Some start looking elsewhere. Turnover rises, along with hiring and training costs.

The warning signs are usually right in front of us:

Work keeps getting redone.
Managers avoid tough conversations around poor performance.
Good people are doing less than they could.
Progress feels slower than it should.

The real question isn’t, “Can we live with this?”
It’s, “What is this costing us if nothing changes?”

�� Join our 60-minute Leadership Conversation to explore how today’s patterns may be impacting your results — and what small shifts could make a big difference.

When Leadership Feels “Fine”… But Results Tell a Different Story

Tue, 13 Jan 2026 11:00:16 GMT

Many leaders feel things are mostly on track. Goals are set. Meetings happen. People stay busy. On the surface, it all looks fine .

But underneath, small cracks often tell a different story.

You may notice work getting redone, decisions slowing down, or people quietly avoiding ownership. These aren’t just workflow problems. They’re leadership signals — and they’re easy to miss when everyone is moving fast.

Leaders often believe they’ve been clear. They think people know what’s expected and who owns what. And they assume that if something was wrong, someone would speak up.

But in real life, expectations get interpreted in different ways. Ownership can feel risky. And many people stay silent just to keep the peace.

That gap between what leaders intend and what teams experience is where performance starts to slip.

A few simple questions can help reveal what’s really going on:

· Where is work quality lacking?

· What decisions keep getting stuck?

· Where do leaders step in instead of letting others own it?

Start noticing those patterns. They point to exactly where stronger leadership can make the biggest difference.

�� See what a 10–15% leadership shift could mean for your bottom line.
View the Leadership ROI Chart .

Why Leadership Skills Matter More Than Ever in 2026

Tue, 06 Jan 2026 11:15:00 GMT

People are essential to your business success—yet many organizations underestimate the return on leadership development. Payroll and benefits alone account for 15 to 60% of operating expenses for most companies. In industries with lower payroll percentages, the trade-off is often expensive equipment—but without well-trained people, even the best tools underperform.

The truth is simple: mediocre employee skills produce mediocre business results. What’s often overlooked is where performance and engagement are truly shaped. Employees themselves only control about 30% of the factors that drive engagement and high performance. Leaders control the other 70%.

Despite this, only 18% of organizations say their leaders are very effective at achieving business goals, even though 71% offer leadership training. Why the gap? Much of that training focuses on strategy or systems—not on people leadership skills that directly improve performance.

When leaders do build those skills, the impact is powerful. Employees who feel supported give 57% more effort and are 87% less likely to leave. Organizations can see earnings increase by as much as 147%. In fact, leadership training delivers a $7 return for every $1 invested—more than double the return on technology investments.

Since leadership capability is being touted as the most critical factor for organizational success in 2026, it’s worth asking: Which people leadership best practices have your managers truly adopted? What currently weak areas are the most important to strengthen this year?

A short leadership quiz can surface strengths and growth areas that aren’t always obvious—especially when you take time to talk through what it reveals.

Looking Ahead to a Fruitful 2026

Tue, 30 Dec 2025 12:30:02 GMT

As the New Year approaches, it’s a natural time to look forward and ask what you want the next chapter to bring. One simple way to reflect to ask yourself three questions to create a stronger year ahead, what should you: Stop?, Continue?, and Start?

Stop focusing energy on habits, meetings, or expectations that no longer serve you or your team. This might mean letting go of outdated processes, unnecessary urgency, or ways of working that drain momentum without adding value.

Continue the practices that helped you gain traction this year. Think about what worked—perhaps clear communication, strong collaboration, consistent follow-through, or time spent developing people. These are the behaviors worth protecting and reinforcing.

Start being intentional about what will move you forward in 2026. This could include setting clearer priorities, investing in leadership development, building healthier team rhythms, or creating space for innovation and growth.

Taking time to reflect now helps you enter the New Year with purpose rather than pressure. Small, thoughtful shifts can create meaningful impact over time.

Ready to turn reflection into action?

�� View our Stop • Continue • Start Worksheet for a simple, practical way to reset priorities, build on what’s working, and step into 2026 with clarity and momentum.

Take a Moment for Joy

Tue, 23 Dec 2025 12:00:36 GMT

As the year comes to a close, it’s worth pausing to ask a simple question: What brought you joy this year at work and in life?

Joy doesn’t always arrive in big, headline moments. Often, it shows up quietly—in meaningful conversations, shared laughter, progress made, lessons learned, or the steady presence of people who support us. Sometimes joy is found in growth, sometimes in rest, and sometimes in simply getting through a challenging season with resilience and grace.

Take a few minutes to reflect. What moments made you smile? When did you feel most connected? For what are you grateful?

This reflection isn’t about ignoring the hard parts of the year. It’s about honoring the bright spots that sustained you through them. Recognizing joy helps us close the year with perspective and open the next one with hope.

As the holidays approach, give yourself permission to slow down, savor meaningful moments, and share joy with others—through kindness, gratitude, and presence.

May this season be filled with moments that lift your spirit, and may you carry that joy with you into the year ahead.

�� Take a moment to pause this season—view the Reflecting on Joy one-pager and reflect on what brought meaning to your work and life this year.

Wishing you a truly joy-filled Christmas season .

Wrapping Up Your Year – Celebrate Your Wins

Tue, 16 Dec 2025 11:00:30 GMT

As you’re wrapping presents this season, it’s also a great time to wrap up your year with intention. The end of the year offers a natural pause—a chance to reflect, appreciate, and celebrate the people who made a difference along the way.

At work, we often move from one deadline to the next without stopping to say thank you. Take a moment to recognize your teammates. Maybe it’s the coworker who always had your back, or the leader who helped you stretch and grow. A sincere “thank you” or a short handwritten note can go a long way. It doesn’t need to be elaborate—just genuine.

The same holds true in your personal life. When was the last time you told a friend or family member how much they mean to you? Between holiday plans and to-do lists, it’s easy to forget that our presence often matters more than any present.

Every year brings both highs and lows. As this one comes to a close, choose to focus on what went right. Celebrate the small wins and acknowledge the people who supported you through the challenging moments.

So, while you’re taping up gift boxes, take a little time to wrap up your year with gratitude. Send the text. Write the card. Let people know they’re valued.

After all, the most meaningful gift you can give is helping someone feel truly appreciated.

Want more simple, meaningful ways to express appreciation—without overspending? 
�� View Sharing Joy at Work Without Breaking the Bank for practical ideas you can use right away.

Connectional Intelligence: The Power Skill Behind Big Results

Tue, 09 Dec 2025 11:00:28 GMT

In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes.

Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures:

Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious.
Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding.
Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving.
Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals.

Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters.

Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

Tue, 02 Dec 2025 11:00:02 GMT

When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need.

As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them.

A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it.

Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this:

· You may hear difficult feedback, but it helps you grow.

· You are encouraged to take risks, and supported when you slip.

· You are stretched beyond your comfort zone, and guided along the way.

When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance.

To explore more of these ideas, visit R. Michael Anderson's website .

Thanksgiving: Beyond the Turkey and Thank-You Notes

Tue, 25 Nov 2025 11:00:01 GMT

As leaders, we know Thanksgiving week is prime time for employee appreciation. But here's the thing—a generic "thanks everyone" email hits differently for different people.

Dr. Paul White's research on the 5 Languages of Appreciation in the Workplace offers a smarter approach. Just like people receive love differently, your team members feel valued in distinct ways: through words of affirmation, quality time, acts of service, tangible gifts, or physical touch (think handshakes and high-fives in professional settings).

That all-star on your team? She might light up from a handwritten note praising her specific contributions. Your behind-the-scenes problem-solver might feel more appreciated if you help him out by clearing his schedule for an afternoon so he can tackle his backlog.

This Thanksgiving, skip the one-size-fits-all approach. Take ten minutes to consider how each team member prefers to be recognized. It's not about grand gestures—it's about matching your gratitude to what actually resonates with each individual.

When appreciation lands in someone's preferred language, it doesn't just feel nice. It builds loyalty, boosts morale, and reminds people why they show up every day.

That's something worth being thankful for.

Curious about what languages are preferred? Click here to learn more!

The Power of Strategic Choice: Making Room for What Matters

Mon, 10 Nov 2025 17:10:05 GMT

In most organizations, the instinct is to add —more goals, more projects, more meetings. But as Juliet Funt, founder of the Juliet Funt Group, teaches in her Strategic Choice process, real leadership strength lies in deciding what to stop doing .

Strategic Choice is the intentional narrowing of priorities—cutting away the clutter so teams can focus on what truly drives results. It’s a disciplined act of letting go: saying no to good ideas so there’s room for the great ones. Funt’s approach challenges leaders to pause, think, and create the mental and operational space their people need to perform at their best.

By removing unnecessary tasks and misplaced effort, leaders make room for precision, innovation, and real thinking time. This isn’t about doing less—it’s about doing what matters most. When businesses adopt this mindset, they replace overwhelm with clarity and regain control of their time, energy, and outcomes.

For small to mid-sized companies, embracing Strategic Choice can transform busyness into focus—and that focus is where sustainable growth begins.

Want a quick visual overview? View Strategic Choice: Making Room for What Matters to see how this process helps leaders focus on what truly drives results.

Unlock Your Team's Potential: Fix Dysfunction, Boost the Bottom Line!

Tue, 04 Nov 2025 11:00:34 GMT

Hey team leaders! Ever wonder why some companies soar while others stumble? Patrick Lencioni's bestseller, The Five Dysfunctions of a Team , nails it: workplace dysfunctions such as no trust, fear of conflict, lack of commitment, avoiding accountability, and ignoring results lead to mediocre performance at best. But here's the good news—smart leadership development changes the game!

Start with building trust . Train leaders to open up and be vulnerable. Teams bond, ideas flow, and costly mistakes drop.

Next, embrace healthy conflict . Teach team leaders to make it safe for team members to share the pros and cons of current or new ways of doing things. This helps everyone understand different perspectives.

Then, drive commitment . Leaders who clarify goals, ask everyone to share their level of buy-in, and address their concerns get everyone bought in. People focus on high value work and get more done. .

Hold folks accountable through coaching. Leaders learn to give kind, direct feedback by praising good work and calmly providing more training as needed. Turnover plummets and the quality and quantity of work improves.

Finally, focus on results . Be clear on expectations. Keep score by monitoring progress weekly or daily. Acknowledge team wins when the goals are met.

Winning sports teams pay attention to these Five Behaviors of a Team. How would a World Series winner have been determined this week without trust among the players and coaches, openness to tough coaching, the whole team working together, players focusing on their specific positions, and getting players around the bases to get the top score?

Every workplace can benefit from these team behaviors as well. Lencioni's research proves it: Companies who prepare their leaders to overcome these 5 common workplace dysfunctions, improve the culture and see huge financial gains. Invest in your leaders today. Your bottom line will thank you!

Click here to learn more about the painful cost of team dysfunction.

Quiet Cracking: Why Burnout Is Harder to Spot—and Fix—Than You Think

Tue, 28 Oct 2025 10:15:00 GMT

Based on Jen Colletta’s article To Tackle ‘Quiet Cracking,’ Start with Transformation in These 3 Areas.

Many employees today are quietly struggling. They’re showing up, doing the work, but inside they’re stressed, burned out, and feeling stuck. Experts call this “quiet cracking.” It’s not loud or obvious, but it’s a serious warning sign.

In a climate of layoffs, workers may hide their stress to avoid looking weak. They won’t speak up until things feel unmanageable. That’s why companies need to act early—before cracks turn into breaks.

To truly address quiet cracking, organizations must transform three key areas:

Leadership : Empower managers as the first line of defense with coaching, career development, and tools to spot invisible stress.
Culture : Shift away from hero culture where burnout is seen as commitment, and toward sustainable goals, clear boundaries, and psychological safety.
Technology : Use data-backed insights to predict burnout, track wellbeing, and hold leaders accountable for improving employee experience.

When managers understand workload and performance expectations clearly, they can lead with empathy and action. And when employees take regular time off, retention and wellbeing improve—along with business results.

View 4 Statistics on Quiet Cracking at Work for key stats on quiet cracking and why it matters for your workforce.

Maximize Your Day: Start the Night Before

Tue, 21 Oct 2025 10:00:06 GMT

Want to boost your performance? According to James Hewitt, author of Regenerative Performance , a truly high-performance day doesn't begin when your alarm goes off—it starts the night before.

Hewitt shows that rest isn't a reward you earn after a busy day; it's a vital part of your work strategy. Think of sleep as a required meeting for your brain and body to repair and prepare. Without proper rest, you can't show up as your best self, and the consequences are serious.

Here’s a startling fact from research: Staying awake for 17 to 19 hours straight can impair your performance as much as having a blood alcohol concentration (BAC) of 0.05% . While the legal limit for driving in the U.S. is 0.08% BAC, many countries consider 0.05% to be legally impaired. After 24 hours of wakefulness, impairment is similar to having a 0.10% BAC, which is well over the legal limit. This level of fatigue slows your reaction time by up to 50%!

To avoid this dangerous drop in performance, Hewitt offers a few top tips for better sleep:

Create a Buffer: Spend the hour before bed winding down. Avoid work, stressful news, and intense exercise.
Manage Your Light: Dim the lights and stop using electronic screens about 30 minutes before sleep.
Be Consistent: Go to bed and wake up around the same time every day.

By making sleep a priority, you're not just resting; you're actively preparing for success with a sharp, clear, and high-performing mind.

View Maximize Your Day to see exactly how fatigue affects your performance!

Boost Your Focus with Cognitive Gears

Tue, 14 Oct 2025 10:00:10 GMT

In his book, Regenerative Performance, author James Hewitt suggests thinking about your brainpower using the idea of cognitive gears. This simple idea can help you manage your energy and get more done without burning out. Just like a car, your mind has different gears: high, middle, and low. Learning to switch between them is key to working smarter.

Understanding the Gears

The high gear is for your toughest, most important work—the stuff that needs all your focus, like solving a hard problem or writing a detailed report. Use this gear when you have lots of energy and can block out all distractions. It's powerful, but you can’t stay in it for long; it drains your energy quickly.

The middle gear is your everyday speed. Think of it as "autopilot" for tasks that need less intense focus, such as checking emails, attending routine meetings, or working on familiar projects. You can stay in this gear for longer stretches, and it's where most of your day-to-day work happens.

The low gear is for recovery and maintenance. This isn't about working at all! It's about taking breaks, moving your body, and doing activities that let your mind rest, like going for a walk or chatting with a co-worker. Using the low gear helps you recharge so you can shift back into middle or high gear when you need to.

Drive Your Day Smarter

The secret to regenerative performance is to be mindful of which gear you're in. Don’t try to do high-gear work all day. Schedule short, focused bursts in high gear, then shift to middle gear for less demanding tasks, and always make time for the low gear breaks. By consciously managing your cognitive gears, you'll improve your focus and keep your performance high without running out of gas.

Want a quick visual reminder? Check out Cognitive Gears , summarizing these gears!

Better Leadership Starts with Belief

Tue, 07 Oct 2025 10:00:12 GMT

Great leaders don’t just manage tasks—they build people up. Christine Caine’s leadership advice reminds us that believing in others is one of the most powerful things we can do. When leaders believe in people, they help unlock potential that might otherwise stay hidden. It’s not about perfection—it’s about possibility.

Believing the best of others means choosing trust over suspicion. Instead of assuming someone will fail, assume they’ll rise. This mindset creates a culture of encouragement, not fear. People work harder when they know their leader sees their strengths and believes they can grow.

Leadership isn’t about being the smartest person in the room. It’s about helping others shine. That starts with listening, showing respect, and giving people room to learn. Mistakes will happen—but leaders who believe in their team use those moments to teach, not tear down.

Christine Caine’s approach is simple but powerful: speak life, not doubt. Expect excellence, but lead with grace. When leaders believe in people and believe the best of them, they build teams that are confident, creative, and committed.

In the end, leadership is less about control and more about trust. And trust begins with belief in people.

Want a quick visual summary? Check out Better Leadership Starts with Belief , for a clear, inspiring breakdown you can share with your team.

The Performance Gap: Why Half Your Team is Burning Out

Tue, 30 Sep 2025 10:00:02 GMT

Based on insights from James Hewitt's "Regenerative Performance"

Something's not adding up in today's workplace. While companies demand more from their teams, the results tell a concerning story. Research shows that 50% of employees now show clear signs of burnout, and an alarming 73% feel disconnected from their work.

James Hewitt, performance expert and author of "Regenerative Performance," points to a critical mismatch. We're asking people to perform at peak levels without giving them what they need to recover and recharge.

Think of it like a smartphone. You can't expect your phone to run at full power all day without plugging it in. Yet that's exactly what we're doing to our workforce. We pile on meetings, deadlines, and pressure while cutting back on the very things that restore energy: breaks, development time, and meaningful connection.

The solution isn't working less—it's working smarter. Hewitt's research reveals that sustainable high performance comes from balancing intense effort with intentional recovery. Teams that build in time to recharge actually outperform those that push through exhaustion.

Smart leaders are already making the shift. They're protecting their people's energy as carefully as they manage their budgets. Because burned-out employees don't just hurt themselves—they hurt the bottom line too.

Want to dive deeper into this issue? View The Burnout Crisis to understand the full scope of this workplace challenge.

"Sustainable high performance comes from the rhythm of oscillation—not from the intensity of effort alone." —James Hewitt

Why Boring Beats Brilliant

Tue, 23 Sep 2025 10:00:00 GMT

Craig Groeschel's Blueprint for Real Leadership

What Great Leadership Really Looks Like

Great leadership isn't about being the loudest person in the room or having all the answers. It's about showing up every single day, even when you don't feel like it. Real leaders understand that flashy moments don't build lasting success—consistent actions do.

Great leadership IS:

Doing the right thing when nobody's watching
Making small improvements daily
Taking responsibility for your team's growth
Being reliable, not just remarkable

Great leadership IS NOT:

Waiting for perfect conditions to start
Focusing only on big, dramatic changes
Leading only when it feels exciting

The Boring Path to Greatness

Pastor and author Craig Groeschel knows that boring builds greatness. In "The Power to Change," he shows us that while others chase the next shiny opportunity, successful leaders master the basics. They show up, do the work, and trust the process.

Craig Groeschel's formula is simple but powerful:

(CONSISTENCY + FAITHFULNESS)

TIME

LASTING IMPACT

This means choosing boring discipline over exciting impulses. It means practicing your skills when others are scrolling social media. It means having the same productive morning routine for months, not just weeks.

The magic happens in the mundane moments that others skip.

Ready to transform your leadership approach? Schedule a call with Cathie to discuss your leadership needs and create your own path to greatness.

The Manager Effect: How Good Leadership Drives Business Success

Tue, 16 Sep 2025 10:00:21 GMT

Your manager might be the key to your company's bottom line. Gallup's extensive research shows that quality managers don't just make employees happier—they directly boost financial results.

The Numbers Don't Lie

Gallup studied thousands of business units and found striking patterns. Teams with engaged managers see 23% higher profitability compared to those with disengaged leaders. The research also reveals that companies in the top quartile for employee engagement achieve 10% higher customer ratings and 18% higher productivity.

What Makes the Difference?

Great managers create a ripple effect throughout their teams:

· Boost employee engagement - Engaged workers are 31% more productive and have 37% better sales performance

· Reduce turnover costs - Good managers cut voluntary turnover by up to 40%

· Improve customer satisfaction - Teams with strong leadership see 12% better customer metrics

· Drive innovation - Engaged employees are 3x more likely to contribute new ideas

The research is clear: investing in manager development isn't just good for morale—it's essential for financial success. Companies that prioritize manager training see measurable improvements in revenue, profit margins, and overall business performance. Check out our visual breakdown to see all the numbers in action.

Ready to transform your bottom line? Schedule a 15-minute meeting with Cathie Leimbach to share your hopes and explore how Agon Leadership might be able to assist you in upskilling your managers so they are equipped to help today's employees excel.

Which Behaviors Cause Frustrations at Your Workplace?

Tue, 09 Sep 2025 11:45:04 GMT

Every workplace has its challenges. Some common behaviors create frustration for both leaders and team members. When these patterns show up, they can lower morale and productivity:

Showing up late for meetings or shifts
Calling in sick often
Missing deadlines or forgetting important details
Avoiding teamwork or refusing to help others
Complaining without offering possible solutions
Ignoring feedback or repeating the same mistakes

These behaviors can drain energy from the team. Yet, here’s the good news: people tend to show up differently when they feel valued and appreciated. When employees know their efforts matter, they’re more reliable, more engaged, and more willing to go the extra mile.

Creating a culture of appreciation isn’t complicated—it starts with small, intentional actions. Leaders who show genuine care for their employees as people see better teamwork, stronger morale, and improved results for the organization.

Want to learn how? Join us for a 30-minute webinar on Strengthening Your Culture - by Showing Appreciation in the Workplace on Monday, September 22, at 12:30 pm Eastern . You’ll leave with at least one simple action that will increase your employees’ willingness to contribute more at work.

Managing Anxiety During Unstable Times

Tue, 02 Sep 2025 10:30:00 GMT

The past five years have brought many big changes. From world events to personal challenges, life feels less predictable than ever. This constant uncertainty affects our emotions and mental health both at home and at work.

When everything feels unstable, it's normal to feel confused and frustrated. Sometimes we react in ways that don't help. Anxiety happens when we worry about what might go wrong in the future. Our minds race with "what if" thoughts, affecting us both physically and mentally.

The good news is we can build emotional resilience to handle these tough times better. Here's how to start:

Focus on what you can control: When something specific is making you worry, figure out what steps you can take to reduce negative outcomes. If you're stressed about being late to a meeting, set a reminder on your phone to leave with enough time to arrive 15 minutes early. If you're concerned about finishing a work project on time, schedule dedicated time on your calendar to work on it. If you realize you can't finish it alone, ask your boss if you can have more time or see if a coworker can help out.

Take positive action: Instead of worrying about problems, do something small to make your situation better. Clean your workspace, call someone you care about, or take a short walk outside.

Build stronger relationships: Reach out to family, friends, or coworkers. Have lunch together, share your worries with someone you trust, or simply check in on others. These connections help us feel less alone during hard times.

When we work together and support each other, we can step back from fear and worry about situations we can't control. Remember, we can't control everything that happens, but we can control how we respond.

The Need for True Human Connection

Thu, 21 Aug 2025 13:37:36 GMT

In today’s fast-paced world, it’s easy to get caught up in schedules, screens, and endless to-do lists. But what people really crave is something deeper—true human connection. Dr. Paul White, who studies workplace relationships, reminds us that appreciation and connection are not just “nice to have”—they are essential for our well-being. And researcher Brené Brown shows that real connection comes from vulnerability, where people feel safe, seen and valued.

Without this kind of connection, many struggle with loneliness, anxiety, or even depression. On the other hand, when we feel truly connected, we’re happier, more engaged, more resilient, and more productive.

So how can we build better connections? Start small. Proactively reach out for a live conversation instead of only sending a quick text or email. Take time to connect with peers at work or in your community. Ask others to share something personal about themselves, and share something personal about your life.

These simple actions can create moments of trust and belonging. And in a world that can sometimes feel disconnected, these moments are not just valuable—they are vital.

Join Us!
We invite you to explore this topic further at our upcoming virtual event: Managing Performance in Today’s Workforce. Learn practical strategies to strengthen workplace connection and performance. View event details here.

Why Your Company's Success Depends on This One Thing (Hint: It's Not What You Think)

Tue, 19 Aug 2025 10:00:26 GMT

What separates thriving companies from struggling ones? ��

Professor Lynda Gratton from London Business School spent decades studying this exact question. Her findings will change how you think about leadership.

Here's what she discovered:

Organizations that invest in developing collaborative leaders consistently outperform their competitors. Not by a little—by a lot.

Through her groundbreaking study of 21 global companies and 200+ executives, Gratton identified the three game-changing elements:

✅ Cooperative culture - Moving from "me vs. you" to "we together"

✅ Rich networks - Breaking down silos so ideas flow freely
✅ Shared purpose - Giving work meaning beyond the paycheck

The results speak for themselves: → Better innovation → Higher employee engagement
→ Stronger financial performance

Companies that train managers to be collaborative leaders (not just bosses) create environments where teams actually want to work together.

My takeaway?

Leadership development isn't a "nice to have"—it's your competitive advantage.

When leaders learn to cooperate and inspire others, entire organizations transform.

What's your experience with collaborative leadership? Have you seen this play out in your organization?

Want to dive deeper?

View Three Pillars of Success which breaks down how to produce measurable results in innovation, efficiency, and engagement.

Inspiring Positivity Through Trust

Tue, 12 Aug 2025 15:43:46 GMT

In leadership, hope may spark positivity—but trust is what sustains it.

Trust means your team believes you’re honest, reliable, and truly have their best interests in mind. Without it, people hesitate to share ideas, take risks, or fully engage.

Great leaders build trust through consistent actions. They follow through on promises, admit mistakes, and lead with transparency. They listen without judgment, treat everyone with respect, and make decisions that are fair and thoughtful.

When leaders communicate clearly and regularly—even when the news is tough—they create a culture of openness. When they give credit generously and support their team both publicly and privately, trust grows even deeper.

Over time, trust becomes the foundation for loyalty, collaboration, and high performance. People feel safer, more motivated, and more willing to contribute at their best.

Trust doesn’t happen overnight. But with patience, consistency, and care, leaders can build it—and with it, a stronger, more positive workplace.

Inspire Positivity Through Hope

Tue, 05 Aug 2025 10:00:19 GMT

Leadership isn't just about solving problems—it's about fostering a culture of hope. Hope is a powerful force that can transform workplaces, especially during challenging times. When leaders embody hope, they inspire their teams to believe in a brighter future and persevere through adversity.

A hopeful leader sees beyond obstacles and focuses on opportunities. They set clear goals, celebrate small victories, and maintain a positive outlook even in the face of uncertainty. By nurturing hope, they empower their team to stay motivated and resilient.

Imagine a workplace where every challenge is met with optimism and every setback is seen as a learning opportunity. That's the environment a hopeful leader cultivates—one where individuals feel supported, valued, and capable of achieving great things together.

Let's embrace hope as a cornerstone of leadership. Together, we can create workplaces where positivity thrives, challenges are conquered, and success is a shared journey.

How Leadership Development Powers Economic Growth

Tue, 29 Jul 2025 10:00:00 GMT

Rosabeth Moss Kanter, a respected professor at Harvard Business School, has spent her career connecting the dots between leadership and economic innovation. Her work shows that developing strong leaders doesn’t just benefit companies—it creates ripple effects that boost entire communities and economies.

Effective leaders encourage teamwork, spark innovation, and help their organizations adapt to change. That kind of forward-thinking leadership attracts investment, drives productivity, and supports long-term growth. Kanter believes leadership isn’t a soft skill—it’s a strategic asset. She famously said, “Strategic leadership is an economic resource,” reminding us that developing talent is more than an HR initiative—it’s an engine for prosperity.

But good leaders aren’t born overnight. Building strong leadership takes training, mentorship, and a commitment to continuous learning. And when businesses and governments make that investment, the rewards show up as better jobs, stronger institutions, and thriving local economies.

Kanter’s research is clear: the path to economic progress starts with leadership development. If we want innovation and growth, we need people equipped to lead with vision and impact.

�� Want to explore this connection further? Check out: How Good Leadership Helps Innovation and Growth

Why Smart Companies Make Leaving Easy

Tue, 22 Jul 2025 15:12:34 GMT

The Power of Positive Exits

When employees leave your company, how you handle their departure matters more than you might think. A positive exit process isn't just about being nice – it's a smart business move that keeps doors open for the future.

People leave jobs for many reasons. Some think the grass is greener elsewhere, only to discover their new role isn't what they expected. Others leave to grow their skills and gain fresh perspectives. Both types of departures can benefit your company if handled well.

Here's a surprising fact: 35% of new hires today are actually rehires – people returning to companies they once left. These "boomerang employees" bring valuable experience and fresh insights from their time away.

Companies with positive exit processes create a talent pipeline for tomorrow. Former employees become brand ambassadors, potential customers, and future rehires. They remember how they were treated on their way out.

Make your exit process smooth and respectful. Conduct honest exit interviews, maintain professional relationships, and keep alumni networks active. Today's departing employee could be tomorrow's perfect hire.

Click here to learn more about rehiring Boomerang Employees →

Making a Great First Impression: Avoid These 3 Common Mistakes

Tue, 15 Jul 2025 10:00:19 GMT

According to research by Vanessa Van Edwards, who analyzed thousands of first encounters, your first impression happens before you even speak. People decide if they like, trust, or want to work with you the moment they first see you. Unfortunately, many of us unknowingly sabotage ourselves with what she calls the "triple threat" of first impression mistakes.

The 3 Problems That Kill Your First Impression

Problem 1: Making Yourself Small - When you tuck your arms close to your body and hunch your shoulders, you signal low confidence. Looking down at your phone while waiting creates the "universal defeat posture" – chin tucked, shoulders hunched, taking up minimal space. In simple terms, you look like a loser.

Problem 2: Hiding Your Hands - Keeping your hands in pockets or out of sight creates subconscious distrust. People need to see your hands to feel safe around you.

Problem 3: Avoiding Eye Contact - Direct eye contact triggers oxytocin, which builds trust and connection. Skip this in the first few seconds, and you miss a crucial bonding opportunity.

How to Fix These Mistakes

The solution is straightforward: keep your hands visible and expressive, stand tall with good posture to take up appropriate space, and make deliberate eye contact within the first few seconds of meeting someone. Master these three elements, and you'll create positive first impressions that open doors instead of closing them.

For more detailed research findings and background on Van Edwards' extensive studies, check out Why Vanessa Van Edwards' First Impression Studies Matter .

Why Great Leaders Are Worth Every Penny

Tue, 08 Jul 2025 10:00:05 GMT

Based on research by Boris Groysberg, Harvard Business School

When it comes to business success, leadership matters more than you might think. Harvard researcher Boris Groysberg studied top companies and found that leadership talent has a major impact on the bottom line. The best leaders don’t just manage teams—they drive profits, boost performance, and shape strong workplace cultures.

One approach that stands out is conversational leadership—leaders who listen well, ask thoughtful questions, and encourage open dialogue. Groysberg’s research shows that this kind of communication builds trust, keeps employees engaged, and leads to smarter, faster decision-making.

Companies that invest in leadership development—especially in communication skills—see better results across the board. Skilled leaders create high-performing teams and help people do their best work.

On the flip side, poor leadership can be expensive. It leads to high turnover, low morale, and missed business opportunities. Real life case studies show that the improvement in the annual bottom line can range from 4 to 20 times the cost of Conversational Management training.

The takeaway? Leadership isn’t just a soft skill—it’s a business strategy. Want better results? Start by building better leaders—and better conversations.

Why Employees Stay: Building a Workplace People Love

Tue, 01 Jul 2025 10:00:42 GMT

Keeping good employees isn't about luck – it's about creating a place where people genuinely want to work. When companies focus on what really matters to their staff, they see amazing results in loyalty and performance.

Talk Openly and Build Trust The best workplaces encourage honest conversations. Employees feel safe sharing ideas and asking questions without worry. When managers are clear about company goals and changes, it creates trust. People stay when they feel their voices matter.

Help People Grow Nobody wants to be stuck in the same job forever. Smart companies invest in training and show clear paths for advancement. When workers see chances to learn new skills and move up, they choose to grow with the company instead of leaving for something better.

Respect Life Outside Work Great employers know their people have families and interests beyond the office. They offer flexible hours and reasonable workloads. When companies care about their employees' well-being, those employees care more about their work.

These simple changes create a win-win situation where everyone benefits. For even more insights on building a workplace people love, check out Employees Never Quit . What could your workplace do differently to keep great people around?

3 Ways Toxic Workplace Culture Hurts Everyone

Tue, 24 Jun 2025 10:00:19 GMT

A toxic workplace can make even the best job feel like a nightmare. When negativity takes over, it creates serious problems that affect everyone involved.

Lower Productivity and Performance - When employees feel stressed, unappreciated, or constantly criticized, their work quality drops. People spend more time worrying about drama than focusing on their tasks. This means projects take longer to finish, and the company's overall results suffer. Workers who feel beaten down simply can't give their best effort.

High Employee Turnover - Nobody wants to stay in a place where they feel miserable. Toxic environments cause good employees to quit and look for better opportunities elsewhere. This creates a costly cycle where companies constantly need to hire and train new people. The remaining staff gets overworked trying to cover for those who left.

Mental Health Problems - Toxic workplaces take a real toll on people's well-being. Employees often experience increased stress, anxiety, and even depression. This doesn't just hurt them at work – it affects their personal lives too. When people dread going to work every day, it impacts their relationships and overall happiness.

To consider whether your culture might be toxic and what you can do about it, click here to learn about 8 Signs of a Toxic Culture and suggestions for overcoming the negativity.

Having a positive workplace culture isn't just nice to have – it's essential for success. What action could you take to create a healthier workplace culture?

How Leadership Growth Drives Business Performance

Tue, 17 Jun 2025 10:15:00 GMT

Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform.

Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success.

Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities.

By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results.

�� For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.

Age and Gender Shape How Employees Want to Be Appreciated

Tue, 10 Jun 2025 10:15:02 GMT

In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore.

Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts.

Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.

The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender.

For further details, see Dr. Paul White’s article on gender differences in appreciation preference.

Why Better Leaders Mean Better Bottom Lines

Tue, 03 Jun 2025 10:45:00 GMT

Let’s talk straight—leadership development isn’t just a “nice to have.” It’s the engine behind real economic progress. John Kotter, a world-renowned voice in leadership and change, made it clear: organizations don’t rise or fall on products alone—they succeed because of how well they lead through change.

When leaders know how to cast vision, inspire action, and adapt quickly, the ripple effect is huge. Teams become more engaged. Strategy gets implemented faster. Resistance turns into momentum. And yes—revenue and results improve.

Kotter’s work shows that companies with strong leadership navigate uncertainty better and capture more market share during tough times. Why? Because effective leaders create clarity in the chaos. They don’t just manage—they lead change with purpose.

If we want to strengthen our teams, our organizations, and even our communities, we have to prioritize leadership development. Not later—now.

Because when leadership improves, so does everything else. That’s not just theory. That’s proven strategy.

Click here to view the document: Better Leader = Better Bottom Lines and see why investing in leadership pays off.

Let’s build leaders who build better futures.

How Remote Work Decreases Life Satisfaction

Tue, 27 May 2025 12:35:15 GMT

In today's global workplace, the rise of remote work presents a paradox: while fully remote employees often report higher work engagement, they are less likely to thrive in their overall lives compared to their hybrid or on-site peers. According to Gallup's latest findings, 31% of fully remote workers feel engaged at work, surpassing hybrid and on-site counterparts. This higher engagement stems from the autonomy remote work offers, allowing individuals to leverage their strengths and achieve a productive flow.

However, the flip side reveals a stark reality: remote workers also experience higher levels of distress, including feelings of anger, sadness, and loneliness. Despite their engagement at work, they struggle with the emotional toll of isolation and the absence of social interactions that on-site and hybrid work environments naturally provide.

These insights underscore the importance of balancing engagement with overall wellbeing. While autonomy boosts engagement, it can also lead to stress without proper boundaries. Addressing these challenges is crucial for fostering a workforce that is not only engaged but also thriving in both work and life. By prioritizing social connections and providing support for mental wellbeing, organizations can create a remote work environment where employees feel both productive and fulfilled.

Why Self-Leadership Is Tough for Young Professionals (and What Employers Can Do About It)

Tue, 20 May 2025 10:00:14 GMT

Starting a first job is exciting—but it can also be overwhelming. For many young professionals, self-leadership doesn’t come easily right away, and that’s not a reflection of intelligence or motivation. Instead, it’s the result of a mix of biological, educational, and social factors that employers need to understand.

1. The Brain Is Still Under Construction

Let’s start with biology. The prefrontal cortex , which handles planning, prioritizing, and self-regulation, continues to develop into a person’s mid-twenties. That means young professionals are often still building the mental wiring needed for independent decision-making.

2. School Prepared Them for Structure, Not Ambiguity

Most educational systems are built around standardized testing and structured learning environments . Students are trained to follow clear rubrics and respond to well-defined expectations. But the modern workplace often requires people to operate in gray areas —to take initiative and figure things out without much guidance. That’s a big adjustment for someone fresh out of school.

3. Parenting Styles Play a Role

Many young adults grew up under the watchful eyes of “helicopter” or “snowplow” parents —well-meaning guardians who hovered or cleared obstacles from their paths. While these styles may reduce stress in the short term, they can unintentionally limit the development of autonomous decision-making and risk-taking . The result? Lower self-efficacy and a tendency to hesitate in unfamiliar or challenging situations at work.

4. Technology Has Changed Problem-Solving

We live in an era of instant answers. When a problem comes up, it’s second nature to Google it or ask ChatGPT. While this can be efficient, it also means that many young professionals haven’t had as much practice with internal problem-solving strategies —like critical thinking, trial and error, or strategic patience.

What Employers Can Do

The key takeaway: this is about inexperience, not a lack of potential . With the right approach, employers can help young professionals grow into strong, self-led contributors. Here’s how:

Set crystal-clear expectations from day one

Provide thorough onboarding and training

Start with close supervision , then gradually reduce it as they gain confidence

Offer regular, structured feedback

Encourage self-reflection and ownership

Pair them with mentors who model professional self-leadership

A Helpful Framework: Situational Leadership II®

One tool that’s especially helpful here is Ken Blanchard’s Situational Leadership II® model . It outlines four stages of leadership support—from directing, to coaching, to supporting, to delegating. It’s a great roadmap for helping a new employee grow from needing guidance to performing independently.

The Payoff

With intentional support, most young professionals develop workplace autonomy within 12 to 18 months . They just need time, guidance, and the chance to stretch their wings.

Final Thought:
If you're leading early-career professionals, your role isn't just to manage—they're looking to you to help them grow. Be patient. Be clear. And remember, self-leadership is a skill that develops over time—with the right leader, it can flourish.

Why Leadership Development Is a Business Strategy, Not Just a Perk

Tue, 13 May 2025 10:00:22 GMT

Inspired by the research of Linda Hill, Harvard Business School

When we talk about leadership development, it’s easy to think of it as a “nice to have”—something for high-potential individuals or executive teams. But according to Linda Hill from Harvard Business School, that mindset is outdated. Her research makes it clear: leadership development is directly tied to organizational performance and even broader economic outcomes.

Hill emphasizes that organizations investing in leadership aren’t just improving individuals—they’re building systems that foster innovation, agility, and resilience. In her view, leadership today is less about authority and more about creating environments where collaboration thrives, where diverse voices are heard, and where people feel safe to take smart risks. Click here for 5 Key Action Steps

One key outcome of this investment is stronger self-leadership. When people are equipped with the right tools and support, they begin to recognize and leverage their strengths. They build the confidence to volunteer for new challenges, contribute beyond their roles, and reach out when they need help. This kind of empowered behavior doesn’t just benefit the individual—it creates a ripple effect that strengthens teams and drives collective performance.

And here’s the kicker: companies that do this well outperform their peers. They’re more likely to weather disruption, adapt to change, and drive sustainable growth. In other words, leadership development isn't just about personal growth—it's a business strategy.

So, if leadership is still a line item buried in your HR budget, it might be time to move it to the top of your strategic agenda. Because when you invest in leadership, you’re not just shaping better leaders—you’re shaping a better future.

The Power of Core Values: Why They Matter for Companies and Employees

Tue, 06 May 2025 10:00:04 GMT

Having strong core values is like giving your company a compass. These values guide decisions, shape culture, and help everyone work toward the same goals. When employees connect with these values, both they and the company benefit in many ways.

First, core values create a sense of unity. When everyone follows the same principles, teamwork becomes easier. People understand what matters and why certain choices are made. This shared understanding builds trust among coworkers.

Core values also make decision-making simpler. When facing tough choices, employees can ask, "Does this align with our values?" This creates consistency across the organization and helps avoid confusion.

For employees, connecting with company values brings greater job satisfaction. Working for an organization whose principles match your own feels meaningful. You're not just earning a paycheck—you're contributing to something you believe in.

If your organization doesn’t have core values, or you have values on paper that are no longer relevant, click here for a tool to help you identify values that express your business principles.

Companies with clear values tend to attract people who naturally fit their culture. This leads to stronger teams, less turnover, and better performance. When new hires already share your values, they adapt more quickly and stay longer.

Finally, strong core values build customer trust. When a company consistently lives its values, people notice. This authenticity creates loyalty that advertising alone cannot buy.

Leadership Development: The Hidden Superpower for Your Business

Tue, 29 Apr 2025 10:15:00 GMT

Ever wonder why some companies consistently outperform their competitors? According to Ram Charan's "Leaders at All Levels," the secret often lies in their approach to leadership development.

Think about it: when organizations invest in developing leaders at every level, they're not just checking a box for HR—they're directly fueling their economic engine. Charan says that leadership talent is actually the biggest constraint on business growth worldwide.

Too many companies treat leadership development as a nice-to-have program rather than a strategic necessity. But those who get it right create a continuous chain reaction of leadership excellence throughout their organization, resulting in measurable business advantages.

The most successful companies don't just develop executives at the top. They identify potential leaders early, move them through increasingly challenging assignments, and ensure they gain the necessary skills to drive performance at every level.

In today's competitive landscape, your leadership pipeline isn't just about succession planning—it's about creating the sustainable competitive advantage that drives superior business results and economic performance right now.

The Power of Reflective Listening at Work

Tue, 22 Apr 2025 11:30:00 GMT

Have you ever felt like someone wasn't really hearing you? Reflective listening can fix that problem in the workplace. Reflective listening means truly understanding what someone is saying before you respond.

When a coworker is speaking, focus completely on their words instead of planning what you'll say next. Many of us start forming responses while others are still talking, which means we miss important parts of their message. True listening requires patience and practice.

To become a reflective listener, start by giving your full attention. Put away your phone, turn away from your computer, and make eye contact. Then, after the person finishes speaking, briefly summarize what you heard. You might say, "So what I'm hearing is..." This shows you were truly listening and gives them a chance to clarify if needed.

The benefits of reflective listening are huge. It reduces misunderstandings, builds trust between coworkers, and helps solve problems more effectively. People feel valued when they're truly heard, which creates a more positive workplace.

With practice, reflective listening becomes a habit that improves all your work relationships. Remember: listen first, respond second. Your workplace will be better for it.

The Self-Discipline of a Growth Mindset

Tue, 15 Apr 2025 10:00:00 GMT

A growth mindset means believing you can get smarter and develop new skills through hard work and practice. People with a growth mindset see challenges as opportunities to grow. On the other hand, a fixed mindset means thinking your talents and abilities cannot change much, no matter how hard you try.

People with a growth mindset are more likely to exercise self-discipline to learn new behaviors. This helps us adapt to new opportunities. When we push ourselves to try different approaches, we open doors that would otherwise remain closed. This takes courage and commitment, especially at first when new ways of doing things feel uncomfortable or difficult.

Our brains have amazing potential to change throughout our lives. When we repeatedly practice new skills or ways of thinking, our brain creates new pathways that make these actions easier over time. What once felt impossible can gradually become second nature.

The hard part is sticking with new behaviors long enough for them to become normal. This is where self-discipline comes in . By consistently practicing different approaches, what once required enormous effort eventually feels natural. This ability to adapt keeps us growing, helps us keep up with our changing world, and unlocks possibilities we might never have imagined.

Why Master Open-Ended Questions

Tue, 08 Apr 2025 13:53:46 GMT

In today's busy workplace, asking good questions can make you better at your job. Open-ended questions—ones that need more than just "yes" or "no" answers—help you learn more and have better conversations with others.

Research shows these questions really work. Gallup found that managers who use open-ended questions have 27% less employee turnover and 18% better productivity. These questions make team members feel safe to share their ideas.

Harvard Business Review says that when bosses ask at least four open-ended questions in meetings, teams come up with 42% more creative solutions. By asking instead of telling, leaders get more ideas from everyone.

McKinsey discovered that managers who are good at asking open-ended questions find 34% more opportunities for process improvement. These questions help spot problems and challenge old ways of thinking.

These benefits go beyond just team conversations. The Journal of Applied Psychology found that salespeople who use open-ended questions with customers make 23% more sales. By better understanding what customers need, they can offer better solutions.

Learning to ask open-ended questions isn't just about talking better—it's a skill that helps you succeed in all parts of work. Click here for more information.

The Perils of a Bad Boss

Tue, 01 Apr 2025 10:30:02 GMT

Bad bosses aren't just a nuisance – they're an epidemic. A staggering 70% of employees report that problematic managers are commonplace in today's workforce. This reality has serious consequences for both workers and companies alike.

What drives employees to pack up their desks? Unethical behavior tops the list, with 62% of workers citing it as a reason to quit. Following closely behind are hypercritical managers (54%) and those who burden their teams with unrealistic expectations or excessive workloads (54%).

While some managerial shortcomings are merely frustrating rather than deal-breakers, they still damage workplace morale. Disorganized bosses frustrate 33% of employees, micromanagers irritate 29%, and unapproachable or inflexible leadership styles bother 27%.

Perhaps most concerning is the communication breakdown: 72% of employees wish they could openly discuss workplace concerns with their managers, but 59% fear retaliation if they speak up.

How might these issues be affecting your organization? High turnover rates don't just disrupt workflow – they devastate your bottom line. Between recruitment costs, training expenses, lost productivity, and institutional knowledge walking out the door, each departed employee can cost between 50-200% of their annual salary.

Ready to understand what turnover is truly costing your company? Click Here for access to a free Cost of Turnover Calculator.

Achieving Commitment in Team Decisions

Tue, 25 Mar 2025 10:00:04 GMT

When leaders make decisions or teams vote on changes, not everyone automatically supports them. However, getting everyone's commitment can be crucial for team or organizational success.

Two key factors create real commitment: clarity and emotional buy-in. Clarity means removing all confusion about what's changing and why. Everyone needs to understand exactly what they're being asked to do. Emotional buy-in happens when people want to support the change rather than just following orders.

To build both clarity and buy-in, talk openly with your whole team. Encourage questions about how changes will work and when things will happen. Listen to concerns instead of ignoring them. Remember that feelings—whether worry, resistance, or excitement—strongly affect how people respond. Don’t be surprised when change doesn’t happen. Use a team engagement process that helps leaders understand and increase each team member’s readiness.

Good leaders know they can't force real commitment. Instead, they build it by including team members in conversations about why and how to make changes work. This turns "their decision" into "our project," creating the team commitment needed for successful change.

Mastering Conflict: Turning Disagreements into Opportunities

Tue, 18 Mar 2025 13:23:48 GMT

When conflicts arise, embrace them rather than avoid them. Different perspectives actually improve the quality of decisions and create better solutions.

Effective conflict management requires genuine listening. Pay real attention to what others are saying, even if it challenges your own thoughts. It's all about respecting each other and improving how we communicate.

When working with others, it is important to make quality decisions while maintaining healthy working relationships. The Thomas-Killman model of conflict management describes five styles for handling conflict. It helps us figure out the best way to deal with issues, depending on how important they are.

And don't sweat disagreements—they're part of the process. If everyone agrees all the time, chances are some key perspectives are being left out.

Keep your focus on the problem itself, not on getting emotional. Understanding the core issue is key to moving forward, instead of getting stuck on personal stuff or past arguments.

Remember, conflict isn't about winning or losing. It's about finding the best solutions together. When we see disagreements as opportunities to explore new ideas, we can turn tension into innovation and strengthen our working relationships.

Building Trust and Confidence in Professional Relationships

Tue, 11 Mar 2025 10:00:02 GMT

Trust is like the glue that holds a team together and makes it thrive. When people on a team trust each other, it's like they're saying, "Hey, I've got your back." This trust lets everyone bring their best ideas and skills to the table without worrying about being judged or overshadowed.

When you feel trusted at work, you're more likely to take risks and share new ideas. You're not afraid to step up when challenges arise. This kind of environment isn't just productive; it's where problems get solved in ways no one person could do alone.

But trust isn't a one-way street. It's about finding that balance. The best professionals know how to be open and vulnerable while also setting clear boundaries. They understand when to give trust as a way to build strong relationships and when to protect themselves from being taken advantage of.

The key is finding that sweet spot: trusting enough to foster collaboration and teamwork but also staying grounded to navigate professional relationships wisely. This balance creates a workplace where people feel safe to speak up and take risks, yet everyone is accountable for their actions.

Trust isn't just nice to have—it's essential for a thriving team and a successful career.

�� For additional tips on building trust, check out David Horsager’s 8 Pillars of Trust from his book The Trust Edge:

David Horsager’s 8 Pillars of Trust (PDF)

Making Change Stick

Tue, 04 Mar 2025 11:00:00 GMT

Change is one of those things that’s easier said than done, right? We all love the idea of progress and innovation, but when it comes down to actually shaking things up in our workplaces—well, let's just say not everyone is on board from the get-go.

Did you know that around 70% of the time, those big change efforts in organizations flop? It’s not because people hate new ideas. It’s more about feeling unsure when things aren’t predictable anymore. We like our routines!

So, how do you actually make change stick? Well, it’s all about how you sell it. Leaders need to really explain why these changes matter, not just for the company’s bottom line, but for everyone involved. Keeping everyone in the loop and being straight-up about what’s happening can build trust and calm those nerves.

Here’s the secret sauce: get your team involved early on. Show them some quick wins to get everyone excited. And don’t ignore the stuff that’s gonna hurt a bit—acknowledge those losses and help people through them. Oh, and don’t forget the training and support they need to actually succeed in this new setup.

The best changes aren’t about tearing everything down and starting over. They’re about building on what’s already great and moving toward something even better. When people feel like they’re part of the plan, not just watching it happen, that’s when magic really starts to happen.

So, think about it: how does your company handle change? Got a game plan for making sure your leaders and teams are all on the same page? If you’re looking to level up your leadership skills and tackle change head-on, drop Cathie a line at cathie@agonleadership.com or shoot a text to 440-320-3113 with “Workplace Leadership” in the subject line. Let’s chat about how to make your next big change a smooth ride for everyone involved.

Reaching Your Dreams by Focusing on Clear Goals

Tue, 25 Feb 2025 11:15:00 GMT

At just 19 years old, Manjit Minhas embarked on an ambitious journey to start her own wholesale liquor business. Her success didn’t happen overnight; it was the result of careful planning and determination.

One of her key strategies was setting SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. This method helped her clarify what she wanted to achieve and keep her focus sharp.

Daily reviews of her goals were also crucial. By regularly checking her progress, she could make adjustments and stay on track. Manjit understood that surrounding herself with experienced mentors made a huge difference. These mentors provided invaluable advice, sharing their insights and helping her navigate challenges she faced in the industry.

Additionally, creative negotiation played a vital role in her business dealings. Manjit learned to approach negotiations with flexibility and open-mindedness, allowing her to find win-win solutions that benefited both her and her partners. This combination of setting clear goals, seeking mentorship, and honing her negotiation skills not only set her apart from others but also laid the foundation for her successful business.

Today, Manjit Minhas serves as an inspiration to young entrepreneurs everywhere, showing that hard work and smart strategies can lead to incredible achievements.

The Four Cs of Effective Conversation

Tue, 18 Feb 2025 11:00:00 GMT

Based on “Four Cs of Effective Conversation” - The Ohio State University Leadership Center.

Ever walked out of a meeting thinking everything was settled, only to realize later that key actions didn’t happen, or alignment was off? That’s because effective conversations require four key elements: clarity, candor, commitment, and completion.

Clarity: Make Sure Everyone’s on the Same Page

Miscommunication is one of the biggest productivity killers. It’s easy to assume people understand what’s being said, but without clear expectations, mistakes happen. Take the time to check for understanding—what’s obvious to you might not be obvious to everyone else.

Candor: Say What You Mean, Mean What You Say

Honest, direct conversations build strong teams. When people hold back their real thoughts or concerns, issues fester, and progress stalls. Creating a culture of candor—where people feel safe to speak openly—makes teams more effective and relationships stronger.

Commitment: Get Specific About Next Steps

A vague “I’ll handle it” often leads to dropped balls. When commitments are specific—who will do what by when—things actually get done. Leaders sometimes hesitate to ask for deadlines, fearing it feels like micromanagement, but clear commitments drive accountability without overstepping.

Completion: Don’t Move On Too Soon

Before wrapping up a discussion, check that everything’s been addressed. Did we answer all key questions? Does everyone know what happens next? Ensuring a topic is fully covered prevents confusion later and keeps teams aligned.

Mastering these four Cs can turn routine workplace conversations into powerful tools for productivity and collaboration.

Improve Leadership to Boost Workplace Productivity

Tue, 11 Feb 2025 11:00:01 GMT

Today's workplaces are changing, and managers play a key role in increasing workplace morale and productivity. Research shows that managers impact 70% of what affects how engaged and effective employees are.

Surveys show many employees are dissatisfied. They say that expectations are unclear, they don’t feel respected by management, they don’t get enough training, and they don't see how their work matters. With the increasing number of seniors and fewer people in the workforce, increased productivity is essential. Strong leadership is more important than ever.

Managers need to develop skills to help their teams succeed. This includes:

• Setting clear goals,

• Showing appreciation,

• Providing good training, and

• Helping employees see the purpose of their work.

The innovative Conversational Management program helps managers build these leadership skills. It focuses on the leadership practices which boost engagement and productivity. Managers can participate in a virtual Test Drive to see how these strategies can improve teamwork and performance.

If you want better results and productivity, REGISTER HERE to join a Test Drive and learn about this highly effective leadership approach!

Start with the Hard Task

Tue, 04 Feb 2025 11:15:00 GMT

Rory Vaden, a well-known author and speaker, highlights a common challenge many face: avoiding hard tasks or jobs we don’t enjoy. This avoidance can be one of the biggest barriers to achieving our goals. Instead of tackling these important tasks, we often find ourselves busy with less significant activities, distracting ourselves without even realizing it.

Many people fall into the trap of responding to urgent tasks and interruptions, which can lead us away from what truly matters. For example, we might spend hours answering emails or checking social media, thinking we’re being productive, but we’re actually avoiding the important work that needs to be done.

To overcome this challenge, Vaden suggests being disciplined about our time. One effective strategy is to decide to tackle important tasks early in the day when our energy and focus are at their peak. By prioritizing these tasks, we set ourselves up for success and make significant progress toward our goals.

Staying focused on what matters most is essential for high achievement. With practice, we can learn to recognize our avoidance behaviors and develop habits that help us stay on track, ensuring we use our time and energy wisely to accomplish what truly counts.

Learning to Remove Obstacles

Tue, 28 Jan 2025 01:08:17 GMT

Lisa Bilyeu, the co-founder of Quest Nutrition, is a powerful example of what it means to be a lifelong learner. Her journey to success was not always easy, but her dedication to overcoming obstacles has inspired many. Lisa believes that every setback is an opportunity to learn and grow. When things didn’t go as planned, she focused on understanding what went wrong and how to improve for next time.

One of Lisa's key lessons is to be aware of the habits that can hold you back. She encourages everyone to take a close look at their daily routines. If you notice habits that aren’t serving you, it’s essential to replace them with better ones. For example, if procrastination is a problem, try setting small, achievable goals to keep yourself on track.

Lisa's approach to life emphasizes resilience and self-awareness. By embracing challenges and constantly seeking knowledge, she has built a successful company. Her story teaches us that success is not just about reaching the finish line but also about the journey of growth and improvement. So, whether you’re facing obstacles or trying to form better habits, remember that every day is a chance to learn something new.

Vision Provides a Clear Target

Mon, 20 Jan 2025 22:55:01 GMT

Ari Weinzweig, co-founder of Zingerman's, takes vision statements seriously. For him, a vision statement is not just a few lines; it’s often a page or two long, painting a vivid and inspiring picture of the future. He believes that a good vision should describe what people will see and feel when they achieve their goals. It should include details about the environment, the atmosphere, and the experiences that make it special.

Creating a powerful vision is essential for success. It needs to be inspiring and strategically sound, guiding everyone involved toward a common goal. Ari emphasizes that writing down this vision is just the first step. It’s equally important to communicate it effectively so that everyone understands and shares the excitement.

Now, Ari trains others to develop their own vision statements that inspire success. He encourages people to think deeply about their dreams and aspirations, helping them craft visions that motivate and unite their teams. By focusing on a clear, inspiring vision, individuals and organizations can create a strong sense of purpose and direction. Ari Weinzweig’s approach reminds us that a well-crafted vision can be a powerful tool for achieving great things.

As you step into 2025, take an hour or two in a quiet, comfortable place to think about what would make the year ahead your best year yet. What do you want your spiritual life to be like? Your home life? Your work life? If you had an ideal life, what would that feel like? What would you experience? What would you accomplish? Jot down your answers to these questions and review them every day. Staying focused on the important things in your life, will bring more joy to you and enable you to show more love to others. May focusing on your Vision help you experience a Happy New Year!

How Much is Employee Turnover Costing You?

Tue, 14 Jan 2025 11:00:00 GMT

Employee turnover is more expensive than you might think. Replacing a worker can cost between 40% of annual pay for entry-level positions and 200% of a senior executive’s salary. These costs include recruiting new hires, lost company knowledge, training and time for the new hire to get up to speed, and the ripple effects of leaving customers underserved.

Shockingly, about half of the workforce is quietly looking for new jobs. Why do they leave? Poor leadership is the top reason—70% of employees who quit cite negative experiences with their managers. 40% of the employees who quit said that with better support from and communication with their manager, and more action on their concerns, they likely would have stayed. Meanwhile, only 30% leave primarily because of pay or benefits.

Turnover doesn’t just hurt morale; it impacts your bottom line. Imagine the cost of losing even one college-educated employee. Investing in leadership development could not only improve retention but also pay for itself by keeping key talent on board.

How much is turnover costing your organization? If you’re curious, try our free Cost of Turnover Calculator. Chances are that reducing turnover by providing highly effective leadership training could be the smartest investment you make this year—one that pays off big time by keeping your best employees engaged, committed, and productive.

Planning for a Bright New Year

Tue, 07 Jan 2025 11:00:05 GMT

As we step into a brand-new year, it’s the perfect time to reflect, dream, and plan for what’s ahead. The start of a new year is like a blank canvas, and you get to decide what masterpiece you’ll create in 2025.

Think back to last year’s successes—what worked well? What accomplishments brought you the most pride and satisfaction? These are the foundations to build on this year. Whether it’s a project you’d like to expand, a habit you want to strengthen, or a relationship you hope to nurture, use last year’s wins as a launchpad for even greater achievements.

Then, take a moment to consider the challenges you faced. Which obstacles held you back, and how might you overcome them this year? Every challenge is an opportunity to grow, and with a fresh perspective, you can turn those roadblocks into stepping stones.

What about new projects or dreams? Is there something you’ve been itching to start? This is the time to set clear, achievable goals and map out your path to success.

As you plan for 2025, remember that success starts with intention and focus. Wishing you a year filled with growth, joy, and exciting opportunities. Here’s to your best year yet!

Reflecting on a Year of Growth and Resilience

Tue, 31 Dec 2024 11:00:02 GMT

As we reach the year’s end, it’s the perfect time to pause and reflect on all that we’ve experienced—our successes, challenges, and the lessons that shaped us.

This year brought its share of accomplishments worth celebrating. Whether it was reaching a major goal, completing a challenging project, or simply staying consistent in the face of uncertainty, you’ve worked hard, remained resilient, and leveraged your problem-solving skills. Congratulations on what you’ve achieved! Your successes are a credit to your dedication and "stick-to-it" mindset.

Of course, not everything may have gone as planned. There might be goals or dreams you were hoping to accomplish but didn’t quite get to. That’s okay. Sometimes, the timeline shifts, but the vision remains. Take a moment to identify those unfinished goals and carry them forward into the new year with renewed determination.

Each challenge you faced this year has added to your strength, and every success has proven what you’re capable of. Celebrate what you’ve accomplished, learn from what didn’t go as planned, and move forward with hope and determination.

Here’s to an even brighter and even more fulfilling 2025! Happy New Year!

Embrace Rest This Christmas Season

Tue, 24 Dec 2024 11:00:00 GMT

As the holiday season wraps around us like a warm blanket, it’s easy to get caught up in the whirlwind of to-do lists, year-end projects, and festive preparations. But this time of year also serves as a gentle reminder to pause, breathe, and embrace rest.

Rest isn’t just a luxury—it’s a necessity. It rejuvenates the body, clears the mind, and refreshes the spirit. Leading yourself well begins with taking the time to recharge. So, whether that’s enjoying a quiet cup of coffee in the morning, curling up with a good book, or taking a brisk walk in the crisp winter air, make space for moments of stillness this week.

The holiday season is about more than bustling activity. It’s a time to savor the peace and joy that come from slowing down and being present with loved ones. As you reflect on the year behind and dream about the year ahead, may your heart be filled with gratitude and hope.

May this Christmas season bring you and your family peace, joy, and abundant blessings. Take time to rest, and let the spirit of the season renew and uplift you.

Rest is a Key Success Factor

Tue, 17 Dec 2024 11:00:00 GMT

Rabbi Miriam Terlinchamp emphasizes the importance of rest in both leadership and creativity. She believes that our brains are most creative when we allow ourselves to take a break. When we rest, our minds can spark new ideas and solutions that we might miss while constantly working. This is especially true for leaders, who play a vital role in setting the tone for their teams.

Leaders who model rest not only take care of themselves but also show their followers the value of balance. By prioritizing rest, they help prevent burnout, which can affect productivity and morale. When everyone is well-rested, they are better equipped to tackle challenges and think more clearly, especially in emergencies.

Rabbi Terlinchamp encourages leaders to recognize that taking time off isn’t a sign of weakness; instead, it’s a smart strategy for success. When we are rested, we can respond to unexpected situations more effectively and make better decisions. By embracing the idea that rest fuels creativity and clarity, leaders can create a healthier and more productive environment for everyone. In the end, rest isn’t just beneficial—it’s essential for growth and success in any endeavor.

Energizing Employees for Change

Tue, 10 Dec 2024 11:00:03 GMT

Let's talk about the third E in the “Three Es of Effective Change”: Energize.

Think of it like this. You want to climb a really big mountain. It's going to be tough, right? You need a lot of energy to get to the top. And just like summiting that mountain, transforming a whole company is a big challenge.

So, how do you get your team energized and ready to climb that mountain?

Well, first, you've got to be clear about where you're going and why it's important. Tell them the big picture, the vision. Explain why this change is going to make things better for everyone.
Next, make sure everyone knows their role in this journey. Show them how their work fits into the bigger puzzle. This will help them feel like they're making a difference.
But talking isn't enough. You need to listen too. Have open conversations with your team. Let them share their thoughts and concerns. This will help you understand their perspective and make sure they feel heard.
Finally, give your managers the tools they need to inspire their teams. Train them on how to communicate effectively and motivate their people.

Remember, when everyone feels energized and involved, it's a lot easier to climb that mountain – or implement a major change in your organization. It's like having a whole bunch of cheerleaders cheering each other on!

Giving Tuesday Spurs Generosity

Tue, 03 Dec 2024 18:16:06 GMT

Now that the Thanksgiving-Christmas-New Years holiday season is upon us, it’s the perfect time to reflect on the power of generosity. This year, many of us have been touched by organizations that step up to serve our communities. Whether it’s food banks, shelters, or mentorship programs, these groups remind us how impactful giving can be. Which organizations have made a difference in your life or your neighborhood this year? Maybe it’s a local nonprofit providing meals for families, or a group ensuring kids wake up to gifts on Christmas morning.

Think about the causes that resonate most with you. Is it fighting hunger, supporting education, or helping those experiencing homelessness? Whatever it is, there’s an opportunity to make a difference. If you’re looking for ways to give back, explore local organizations hosting holiday food drives or gift programs. Even a small act of kindness can create a ripple effect.

Generosity isn’t just about donations—it’s about showing others you care. Is there someone in your circle you could help with your time, resources, or even a kind word? This season let’s come together to uplift those around us. By sharing what we have, we can spread warmth, hope, and joy to many in our community.

Grateful Reflection

Tue, 26 Nov 2024 14:00:23 GMT

Thanksgiving week is a perfect time to reflect on the milestones and moments that have made this year special. Personally, this may mean cherishing family milestones, unexpected joys, or the support of loved ones. Professionally, it could be celebrating projects that hit their mark, collaborations that sparked innovation, or even lessons learned from challenges faced.

Gratitude allows us to focus not just on achievements but on the growth and relationships built along the way. This year may have been a testament to resilience and adaptability—key qualities that drive success both in life and business. It may have been a season of innovation or accelerated success. Now is a great time to pause to recognize the people, big or small wins, and even the setbacks that enriched our paths.

At Agon Leadership, we are grateful for the opportunity to share insights that help you lead with confidence and build stronger teams. Your trust in us to provide practical leadership and team-building guidance is invaluable. Thank you for being part of our journey!

Self-Reflection for Great Leaders

Tue, 19 Nov 2024 14:39:15 GMT

Thinking about yourself and how you work is important for everyone, especially leaders. When you take time to look at yourself, you can:

· Find out what you're good at

· Figure out what you need to improve

· Learn how to do your job better

Why is self-reflection so important for leaders? Here are three big reasons:

1. Know Yourself - Self-reflection helps you understand your leadership style. Think about how you act as a leader and how that affects your team. Are you helping people do their best work? Are you creating a positive workplace?

2. Be Flexible - The world changes quickly. By thinking about yourself, you can learn how to adapt. This means you'll be better at handling new challenges and information when they come up.

3. Make Better Decisions - When you look at situations without letting your ego get in the way, you can see things more clearly. This helps you make smarter choices that benefit your entire team.

Your Challenge

Pick one day this month to spend an hour thinking about your leadership. Ask yourself:

· What am I doing well?

· What could I do better?

· What's one thing I can improve next month?

By taking time to reflect, you can become a stronger, more effective leader.

Empowering Your Team for Change

Tue, 05 Nov 2024 11:15:00 GMT

Have you ever felt like you were the only one trying to push your organization forward? It's a common struggle. But what if you could inspire a whole group of people to become champions of change?

That's where the "Three Es of Effective Change" come in. Let's focus on the second E: Empower.

Why is empowering a broad group of change champions so important?

Role Models: When change-ready team members embrace new ways of thinking and working, they set an example for others to follow.
Adoption: These role models can inspire and motivate their colleagues to adopt new behaviors.
Positive Reinforcement: By highlighting successful behaviors, change champions can strengthen desired actions and discourage unproductive ones.

How can you do this?

Identify Influencers: Look for people who have a strong influence on others. These might be managers, supervisors, or front-line employees.
Provide Training: Equip these champions with the knowledge and skills they need to drive change.
Give Them a Voice: Ask them to provide feedback to senior leadership on their progress on inspiring change and listen to their ideas and perspectives for addressing challenges along the way.

Remember:

It's not just about communication: Change champions should also be seen as partners who can provide feedback and support.
Be bold: Encourage your team to challenge the status quo and take risks.
Create a tipping point: Even a small group of change-ready committed individuals representing a cross-section of the company can significantly impact the entire organization.

By empowering a broad group of change leaders, you can create a culture of innovation, collaboration, and continuous improvement.

Getting Clear on How

Tue, 29 Oct 2024 10:00:07 GMT

Only 6% of people who set goals or try to change habits succeed. Why? According to David Horsager, the major challenge is not identifying ‘what’ they want to achieve, but rather ‘how’ they’ll get there. Change is tough, and it’s easier when broken down into small, manageable steps.

For example, if you aim to lose 30 pounds by March 31, 2025, your first ‘how’ might be to avoid candy and baked goods, and drink 4 glasses of water daily for two weeks. Then ask, ‘How’ will I avoid candy and baked goods? A good answer: throw out any candy and baked goods in your home. ‘How’ will I drink 4 glasses of water daily? Decide to drink a glass within 5 minutes of waking up, and at set times throughout the day – perhaps 12:00 noon, 3:00 pm, and 6:00 pm.

Once you have determined ‘how’ you will make the desired changes in your life, get ready to start implementing the how immediately or the next day. Waiting reduces the chances you will ever get started. When you have a plan of ‘how’ you are going to proceed and you start following the plan, you start trusting yourself. You start believing that you are capable of changing – that achieving a goal or having better habits is realistic.

The key is to get specific with your "how." Define who is going to do what, when. Then you’ll find yourself far more likely to reach your goals and create lasting change.

Elevate Your Employees for Successful Change

Tue, 22 Oct 2024 15:11:20 GMT

According to experts Skerritt and Parsons, harnessing collective energy to drive change can be created by a three-step process, known as the “Three Es”. Let’s focus on the first E – Elevate.

Want your change efforts to be a success? It's all about getting your employees on board. Research shows that the results of change initiatives are much better when companies involve 20% to 30% of their employees throughout the whole change process.

How do you get more people involved? Elevate a broad diversity of employees from simply doing what they are told to investigating, testing, providing feedback, and communicating the change.

1. Engage employees who love change. Ask them to beta test new processes and share their excitement for the benefits of the planned change.

2. Leverage the capacity of employees who already have the skills needed to excel with the new technology, process, product, or service.

3. Get input from a few employees who tend to discover problems and voice their concerns. Task them with finding solutions for the pitfalls.

4. Request and listen to feedback from the ‘elevated’ employees with a ‘we really want to know the truth’ mindset.

5. Involve several people who will be heavily impacted by the change in solving challenges that come to light.

6. Once the beta testers and internal experts believe that the change will be beneficial, communicate the nature and timeline of the change in diverse ways. Be sure to include group meetings where beta testers share their experience, support, and excitement.

By elevating many employees throughout the initial stages of the change effort, you can create a strong core of employees who are committed to your transformation. And that can make all the difference in your success.

Going All In: The Three Es of Effective Change

Tue, 15 Oct 2024 10:00:05 GMT

In their article "Going All In: Why Employee 'Will' Can Make or Break Transformations," Dominic Skerritt and John Parsons stress the importance of harnessing collective energy to drive organizational change.

They propose a three-step process, known as the "Three Es," to create the momentum needed to overcome challenges and achieve transformation success.

The first E is to Elevate a core group of employees from all levels in the organization to lead the change. Research shows that involving a significant portion of the workforce in key initiatives is crucial for achieving positive results. Companies that aim to involve 21 to 30% of their employees in change projects often see the highest returns.

The second E is to Empower a broad coalition of change leaders to embody new ways of thinking and working. Studies suggest that a small group of deeply committed individuals can create a powerful tipping point, influencing the entire organization's mindsets and behaviors.

The third E is to Energize all employees to change. Inspiring and engaging the entire organization is key for most of the workforce to become willing to change. Leaders must communicate effectively, explaining the vision and the benefits of the transformation. Studies indicate that leaders who successfully share the importance and direction of the change are more likely to achieve high adoption and stronger performance.

By implementing the Three E's, organizations can create a culture of engagement, empowerment, and collective energy, setting the stage for successful change.

Effective Communication for Leaders

Tue, 08 Oct 2024 10:00:05 GMT

Effective leadership communication is crucial for guiding a team to success. Here are a few key aspects:

Define Long-Term Goals: Clearly outline the long-term objectives of the organization. This helps everyone understand the bigger picture and stay aligned with the overall mission.
Be Specific About Results: Clearly state the expected results for each task or project. This ensures that everyone knows what is required and can work towards these targets.
Listen and Understand: Actively listen to team members and show that you understand their perspectives. This builds trust and encourages open communication.
Engage with Questions: Ask questions that prompt dialogue and involve team members and stakeholders in discussions. This fosters a collaborative environment and enhances problem-solving.
Communicate Proactively: Share information and updates regularly to keep everyone informed. Proactive communication prevents misunderstandings and keeps the team on track.
Provide Guidance and Truth: Offer clear guidance, especially during tough or emergency situations. Always be honest, as transparency builds credibility and trust.

By practicing these communication strategies, leaders can effectively guide their teams towards achieving their goals.

Self-Reflection Questions for Personal Growth

Tue, 01 Oct 2024 09:00:01 GMT

Written by John Maxwell

Asking personal leadership questions is one of the most powerful and effective things you can do to improve your life and your leadership.

Great self-accountability questions often stem from a difficult situation in our lives. As people, our natural tendency when dealing with a challenge of some kind is to become frustrated. That moment of frustration presents us with a tremendous opportunity to ask self-leadership questions that help us leverage challenging situations.

John Maxwell calls these “crucible moments,” and they can be powerful teachers. We can up-level our leadership and make better choices in the moment by practicing self-reflective questions before responding.

Here are 3 simple guidelines for creating your own personal leadership questions (PLQs):

1. Begin with “what” or “how” – avoid “why” “when” or “who.”

The word “why” in problem-solving or selling can be helpful. But when it comes to personal reflection, the “why” word can leave you powerless and feed victim thinking. Asking yourself “what” or “how” will stimulate more productivity.

Example: “What did I love? What did I learn?”

2. Contain an “I” – avoid “they,” “them” or “we.”

“I” questions enable you to be assertive and help you take responsibility for your own actions. Using “we” instead of “I” gives you an opportunity to pass the blame if something goes wrong. “I” questions also help you become aware of problematic or redundant behavior. You will take responsibility for your own thoughts when you use “I” questions.

Example: “How is my heart? Do I love what I am doing?”

3. Focus on action – avoid inaction.

Effective leaders make an intentional effort to prompt action in themselves through personal leadership questions. They gain insight through reflection and hold themselves accountable to turn insight into action. A question is only as productive as what it drives you to do. It’s important that we are honest with ourselves and then focus on how to grow.

Example: “How can I better live out my values in my day-to-day life?”

Nobody understands you better than you. But you have to be honest with yourself in order to grow.

Intentional Leadership Development

Tue, 24 Sep 2024 10:00:17 GMT

Most leaders aren’t born with the natural ability to lead well. Effective leaders usually result from intentional leadership development. Here are some helpful strategies for developing the mindset and skills for effective leadership:

Leaders' Buy-In: Ensure leaders fully understand and support the organization’s strategic objectives and initiatives. Their commitment is crucial for success.
Time and Resources: Dedicate sufficient time and resources to help potential leaders grow. Investing in their development is key to their success.
Critical Mass Training: Train a significant number of leaders to create a meaningful impact. A larger group of well-trained leaders can drive positive change more effectively.
Value-Adding Practices: Focus on leadership practices that add the most value. Prioritize skills and behaviors that benefit the organization the most.
Experiential Activities: Include hands-on activities that shift mindsets and encourage change. Practical experiences are powerful in fostering growth.
Measure Impact: Regularly measure the overall impact of leadership development efforts. This helps ensure the strategies are effective and making a difference.

By using these strategies, organizations can cultivate strong and effective leaders.

One-on-one Feedback Spurs Performance Excellence

Tue, 17 Sep 2024 10:30:00 GMT

Quality one-on-one feedback plays a crucial role in boosting employee engagement and highlighting career growth opportunities within an organization.

Regular, personalized interactions between managers and employees foster open communication and trust. When managers praise specific incidences of good performance, the employee knows the manager is paying attention to them and values their work.

Employees that receive adequate recognition are four time likelier to be engaged, and in turn are more productive.

One-on-ones also provide a setting for employees to share constructive feedback tailored to the employees’ strengths and areas for improvement, making them feel valued and supported.

As managers provide clear guidance and set achievable goals, employees gain a better understanding of their roles and the steps needed for career advancement. Such feedback sessions also enable managers to recognize employees' aspirations and align their growth paths with organizational goals. When managers take time for these conversations, employees are 5 times likelier to see the potential for a quality future within the company.

Ultimately, these one-on-one sessions create a positive work environment, reduce turnover, and enhance overall productivity by ensuring that employees feel heard, appreciated, and guided in their professional journeys.

4 Tips for Empowering Employees

Tue, 10 Sep 2024 09:00:00 GMT

Empowering employees is key to a successful workplace. Here are some tips:

1. Provide Clarity on Success : Clearly explain what success looks like for each task. Employees should know the goals and standards they need to meet.

2. Define Decision-Making Roles : Make it clear who makes which decisions. When you delegate a decision, let the employee handle it without stepping in to take over.

3. Teach Necessary Skills : Train employees in important skills, such as how to have difficult conversations. This helps them handle challenges confidently and maintain a positive work environment.

4. Seek Feedback : Regularly ask for feedback on your leadership style. Find out from employees how your approach helps or hinders their work. Use this feedback to improve and better support your team.

By following these tips, you can empower your employees, leading to higher satisfaction and productivity.

5 Ideas for Sharing Kindness

Tue, 03 Sep 2024 10:00:00 GMT

In today's fast-paced work environments, where deadlines loom and pressures mount, kindness can sometimes take a backseat. However, fostering a culture of kindness at work is not only beneficial for individuals' well-being but also for overall productivity and morale. Here are five simple ways to show kindness in the workplace:

1. Check-In with Colleagues : Take the time to notice when a colleague seems down or overwhelmed. A simple check-in can make a world of difference and show that you care about their well-being.

2. Be Understanding and Tolerant : When others make mistakes, respond with empathy and understanding. Instead of blaming or criticizing, offer support and help them learn from the experience.

3. Invite Someone to Lunch or Coffee : Extend a friendly invitation to a coworker who may be feeling isolated or left out. A casual lunch or coffee break can provide an opportunity to build connections and strengthen relationships.

4. Share Praise : When you notice a colleague's hard work or achievement, don't hesitate to share it with their boss or team. Recognizing others' contributions publicly not only boosts morale but also fosters a culture of appreciation.

5. Ask for Others' Perspectives : Actively seek out the opinions and perspectives of your coworkers. Show that you value their input and consider their viewpoints in decision-making processes.

By incorporating these simple acts of kindness into our daily work routines, we can create a more supportive and inclusive workplace where everyone feels valued and respected.

Beyond Brainstorming: How Collaborative Efforts Drive Results

Mon, 26 Aug 2024 17:19:40 GMT

Group collaboration isn't just about getting things done; it's about unlocking a treasure trove of benefits that empower both individuals and communities. By working together towards shared goals, we unlock a synergy that fosters creativity, efficiency, and a strong sense of camaraderie.

Boosted Morale and Engagement: One of the most significant advantages of collaboration is the boost it gives to morale and engagement. When team members work shoulder-to-shoulder on a common objective, a sense of belonging and connection takes root. This fosters a more positive work environment, leading to increased job satisfaction and a willingness to go the extra mile. Feeling valued and supported within a collaborative team motivates individuals to contribute their best work.
Effective Communication Skills: Collaboration also acts as a training ground for effective communication. Group discussions, meetings, and projects necessitate active listening and clear communication. By actively participating, individuals hone essential skills like articulating ideas confidently, expressing opinions respectfully, and truly hearing out different perspectives. This fosters a more open and productive communication dynamic within the team.
Shared Accountability: Shared accountability is another key strength of collaborative environments. Each team member takes ownership of their role within the project, understanding that their contribution directly impacts the collective outcome. This sense of shared responsibility keeps everyone motivated and committed to achieving success.
Community Building: The positive effects of collaboration extend far beyond the walls of the workplace. In community organizations and volunteer groups, working together strengthens social bonds and fosters a true sense of community spirit. Collaboration allows residents to tackle local challenges, organize events, and implement initiatives that benefit everyone. By working towards a common good, communities become more cohesive and empowered to create positive social change.

In conclusion, group collaboration is a powerful tool that benefits both individuals and communities. From boosting morale and communication skills to building stronger communities, working together allows us to achieve more than we ever could alone. So, the next time you have an opportunity to collaborate, embrace it! You might be surprised at the positive impact it can have.

Setting Senior Leaders Up For Success

Tue, 20 Aug 2024 10:00:15 GMT

Over 35% of new CEOs fail within 18 months. Those who succeed often exhibit these five leadership mindsets:

Future-Focused: Successful leaders look to the future and help others handle the discomfort of change. They prepare their team for disruptions and guide them through transitions.
Customer Relevance: They ensure that the company's products and services remain relevant for customers and society. They keep an eye on trends and adjust offerings to meet evolving demands.
Adaptability: They adjust the work and culture of the company to meet changing needs. Flexibility and willingness to evolve are key to staying competitive.
Collaborative Leadership: They work collaboratively, valuing input from others. This approach leads to more informed decision-making and stronger team support.
Balancing Profit and People: They balance profit with human needs, aiming for a sustainable future. They understand that long-term success involves caring for both the business and its people.

Adopting these mindsets sets senior leaders up for success, helping them navigate challenges and lead their companies for ongoing success.

When Employees Know the Benefits of their Benefits

Tue, 13 Aug 2024 10:00:15 GMT

Many workplaces offer valuable benefits in addition to salary and wages. When employees understand the true value of these benefits, they generally feel that the company cares about them and their families. Retention increases because employees are less likely to leave on a whim or for a small increase in pay.

However, workplace benefits have the most impact on employee retention when employees understand their value. For instance, the cost of an employee's health insurance, often fully or partially covered by the employer, can be substantial. Tell your employees how much you are paying each month for this valuable coverage. Don’t leave them in the dark.

Another common practice is for employers to match portion of the employee’s contributions to their retirement plan such as a 401(k). This can greatly increase retirement savings. And, when employees understand the power of compound interest they are more likely to start retirement savings at a young age to benefit from this employer-funded boost to their account.

Additionally, employers often pay for life insurance equivalent to one year's salary. Employees and their families appreciate the financial security this provides in the event of a tragedy.

Offering such benefits and ensuring employees understand their value strengthens employee commitment and retention.

Servant Leader Roles

Tue, 06 Aug 2024 10:00:02 GMT

Leaders who serve their organization and its people are breaking away from the mold of the autocratic and controlling boss. They are engaging and empowering others to build trust and enhance both satisfaction and productivity in the workplace.

Let's look at five roles of these servant leaders:

Visionaries: Servant leaders articulate a clear vision that inspires and aligns the team. By sharing the organization's mission and goals, they provide direction and purpose, motivating employees to work towards a common objective.
Business Architects: They design and structure the organization to ensure that processes, resources, and systems support the team's efforts. This involves strategic planning and creating an environment where innovation and efficiency thrive.
Catalysts: Servant leaders act as catalysts for change by encouraging new ideas and fostering a culture of continuous improvement. They empower employees to take initiative and drive positive transformation within the organization.
Coaches: They invest time in mentoring and developing their team members. By providing guidance, feedback, and opportunities for growth, they help individuals enhance their skills and advance their careers.
Humans: Above all, servant leaders demonstrate empathy and genuine concern for their employees' well-being. They build strong relationships, showing that they value and care about each person's contributions and overall happiness.

Through these five roles, servant leaders create a thriving, dynamic, and supportive workplace where both organizations and individuals flourish.

Stamp Out Bullying: Address Workplace Harassment Head-On!

Tue, 30 Jul 2024 10:00:12 GMT

Bullying is the act of asserting dominance by belittling or intimidating others. Rooted in the desire to appear superior, bullies often undermine their peers to bolster their own status. This behavior perpetuates a toxic environment, eroding morale and hindering collaboration within the workplace.

Addressing workplace bullying is paramount for fostering a healthy and productive environment. Shockingly, it's four times more prevalent than sexual harassment, yet its impacts are equally damaging. Victims of bullying often experience heightened stress, anxiety, and depression, leading to a decline in self-confidence and overall well-being.

Additionally, the repercussions extend beyond individuals, affecting workplace dynamics as a whole. Absenteeism rises and productivity plummets as employees struggle to cope with hostile environments.

By confronting bullying head-on, organizations can mitigate these detrimental effects and cultivate a culture of respect and support. Establishing clear policies, providing comprehensive training, and fostering open communication channels are essential steps towards creating a safe and inclusive workplace. Together, let's prioritize addressing workplace bullying to ensure every employee feels valued, respected, and able to thrive.

Coaching – A Valuable Leadership Development Tool

Tue, 23 Jul 2024 10:00:14 GMT

Coaching is a vital leadership development tool, especially for organizations that prioritize building trust, caring, and empathy over profit. Leaders who put people over processes are better equipped to guide others through change, enhancing the company's long-term success. Coaching helps leaders adopt people-centered approaches that yield bottom-line results.

Organizations which incorporate regular coaching into leadership development see impressive benefits, including 20% lower turnover and 46% higher leadership quality. High-performing companies are five times more likely to provide coaching and ten times more likely to train leaders on how to coach effectively.

One-on-one coaching offers tailored support, focusing on each leader's specific development needs. This individualized approach ensures that leaders can grow in their areas of greatest need, fostering a more adaptive and supportive leadership style.

Ultimately, coaching not only improves leadership quality but also creates a more engaged and loyal workforce, driving sustainable success.

The Value of Kindness at Work

Tue, 16 Jul 2024 10:00:20 GMT

Kindness at work isn't just a feel-good notion; it's a powerful tool for fostering a positive workplace culture and improving productivity. When kindness is practiced, it creates a ripple effect, leading to happier employees, increased morale, and enhanced teamwork. Here are three ways to show kindness at work:

Express Appreciation: Take the time to acknowledge and thank your colleagues for their contributions. A simple "thank you" or a note of appreciation can go a long way in making someone feel valued.
Offer Support: Be there for your coworkers during challenging times. Whether it's lending a listening ear, offering assistance with a project, or providing guidance, showing empathy and support can make a significant difference.
Practice Active Listening: Truly listen to your colleagues without judgment or interruption. Show genuine interest in their ideas and concerns, and validate their feelings. This fosters open communication and builds trust among team members.

By incorporating kindness into our daily interactions at work, we create a more inclusive and supportive environment where everyone can thrive.

4 Ways to Generate Creative Solutions at Work

Tue, 09 Jul 2024 11:00:00 GMT

In today's dynamic workplaces, innovation and creativity are essential for overcoming challenges and driving success. Here are four effective strategies to foster creative problem-solving and generate innovative solutions. By incorporating these approaches, teams can tap into their collective creativity, leading to breakthrough ideas and improved outcomes.

Playing 'What If' Games: Encourage brainstorming sessions where team members freely explore hypothetical scenarios. By asking "What if" questions, such as "What if we had unlimited resources?" or "What if we approached this problem from a different angle?" new perspectives and innovative solutions can emerge.
Considering General and Specific Ideas: Encourage thinking both broadly and narrowly when generating solutions. Start with broad, general ideas and then drill down into specific details. This approach allows for the exploration of various possibilities while also ensuring practicality and feasibility.
Making Wish Lists: Have team members create wish lists of ideal solutions without constraints. This exercise encourages thinking outside the box and helps uncover innovative ideas that may not have been considered otherwise. Once the wish list is compiled, identify common themes or elements that can be incorporated into practical solutions.
Approaching the Problem from Someone Else's Perspective: Encourage team members to step into the shoes of different stakeholders or even fictional characters to gain fresh insights into the problem. By considering the problem from various perspectives, new ideas and solutions can emerge, leading to more creative and effective outcomes.

By incorporating these approaches, teams can tap into their collective creativity, leading to breakthrough ideas and improved outcomes.

Good Pay Does Not Define A Quality Job

Tue, 02 Jul 2024 13:15:12 GMT

Emotional health in the workplace is a critical aspect often overlooked in today's fast-paced environments. Shockingly, only 23% of employees report thriving at work, with nearly half of those under 30 stating that their job has negatively impacted their mental well-being. However, fostering emotional health not only improves individual satisfaction but also boosts overall productivity and retention rates.

Good pay alone does not define a quality job. Thriving at work requires both a living wage and a positive emotional experience. One key factor in promoting emotional health is providing employees with a sense of ownership in their work. When individuals feel empowered and valued, their motivation and loyalty soar. This can be achieved through alignment between personal values and company purpose, granting autonomy to leverage strengths, and fostering mutual respect and trust.

Building psychological ownership is crucial. This involves soliciting employee input, actively listening to their ideas, and implementing valuable suggestions. By prioritizing emotional health and fostering ownership, organizations can create a workplace where employees thrive, driving success for both individuals and the company as a whole.

5 Live Leadership Development Experiences

Tue, 25 Jun 2024 10:00:13 GMT

Since leadership is rooted in human interaction, live leadership development experiences are essential in building highly effective leaders. Let’s take a look at five live methods that can significantly benefit stressed and burned-out leaders by providing support and skill-building opportunities.

1. Coaching: Personalized coaching offers leaders a confidante to share and work through their struggles, helping them manage stress and improve their leadership capabilities.

2. Developmental Experiences and Exposure: Job shadowing and leading project teams provide hands-on experience, allowing leaders to build essential skills before stepping into formal leadership roles.

3. Training Programs: Comprehensive training lays a solid foundation for effective leadership, equipping leaders with the necessary tools and techniques to manage teams successfully.

4. Operational Knowledge: Understanding how work gets done is also crucial. Leaders need to grasp the intricacies of their organization’s processes to lead efficiently and make informed decisions.

5. Mentorship: Mentors who share their personal experiences offer valuable insights, enriching a leader’s development journey with practical wisdom and guidance.

A variety of live experiences builds leadership knowledge and competence, preparing leaders for real-world application and enhancing their overall effectiveness.

4 Key Behaviors of Highly Effective Leaders

Tue, 18 Jun 2024 10:30:00 GMT

Great leadership begins with a mindset that fosters the success of others. This leadership mindset is pivotal for organizational excellence. It encompasses four key behaviors: being supportive, maintaining a strong results focus, considering multiple perspectives, and solving problems effectively .

Leaders who are supportive build trust and encourage team members, creating a positive work environment.
A strong results focus ensures that goals are met efficiently and effectively, driving the team towards success.
By considering multiple perspectives , leaders can make well-rounded decisions, fostering innovation and inclusivity.
Effective problem-solving enables leaders to navigate challenges swiftly, maintaining progress and morale.

McKinsey studies found that together, these behaviors account for 89 percent of leadership effectiveness, demonstrating that a balanced approach combining empathy, goal orientation, inclusivity, and strategic thinking is crucial for leading teams to success.

This mindset not only enhances individual performance but also cultivates a collaborative and thriving organizational culture.

Two Heads, One Goal

Tue, 11 Jun 2024 09:00:00 GMT

Collaboration is essential, but have you considered the magic that happens when you team up with just one other person? One-on-one collaboration goes beyond efficiency; it fosters deeper connections and unlocks a surprising amount of power in all kinds of relationships, from your spouse to your work colleagues.

Here's how focusing on one partner can create something truly special:

· Enhanced Accountability: Working closely with someone fosters a sense of mutual responsibility. Each person feels invested in the success of the partnership, leading to greater motivation, commitment, and a shared sense of accomplishment.

· Conflict Resolution: Disagreements arise in every relationship. One-on-one collaboration provides a safe space for open dialogue and active listening. By addressing issues directly and constructively, conflicts can be resolved efficiently, preserving the bond and preventing future resentment.

· Empowerment and Growth: When you collaborate one-on-one, both individuals feel a sense of ownership. They are valued for their unique contributions and empowered to make decisions, take initiative, and pursue their goals. This supportive environment fosters personal and professional growth.

· Quality Time and Connection: Collaboration isn't just about tasks. One-on-one sessions create space for quality time and deeper connection. Sharing personal stories, celebrating successes, and offering emotional support strengthens the relationship and creates lasting memories that go beyond the project at hand.

Remember, the strongest teams are often built on the foundation of strong one-on-one relationships. So next time you're looking to build something meaningful, consider the power of two.

6 Es of Leadership Development

Tue, 04 Jun 2024 01:30:42 GMT

LEGO defines leadership as the act of creating a safe space where everyone feels energized daily. This inclusive approach emphasizes that leaders aren't just managers or supervisors, but also shift leads and project leaders.

The Josh Bershin Company supports this perspective by promoting a 6-Es approach to leadership development.

1. This framework encourages organizations to Envision good leadership within their unique contexts.

2. Education is key; leaders at all levels must be trained in both task management and people skills.

3. Hands-on Experience is crucial, providing leaders opportunities to lead projects and teams, learning by doing.

4. Exposure through observation, discussion, and feedback is vital for understanding effective leadership in action.

5. Evaluation tools offer feedback to refine leadership practices.

6. Lastly, Empowerment ensures leaders have the resources and tools they need for continuous development.

By embracing these principles, organizations can cultivate leaders who foster energized, productive environments.

How Collaborative Efforts Drive Results

Tue, 28 May 2024 15:59:19 GMT

1. Boosted Morale and Engagement: One of the most significant advantages of collaboration is the boost it gives to morale and engagement. When team members work shoulder-to-shoulder on a common objective, a sense of belonging and connection takes root. This fosters a more positive work environment, leading to increased job satisfaction and a willingness to go the extra mile. Feeling valued and supported within a collaborative team motivates individuals to contribute their best work.

2. Effective Communication Skills: Collaboration also acts as a training ground for effective communication. Group discussions, meetings, and projects necessitate active listening and clear communication. By actively participating, individuals hone essential skills like articulating ideas confidently, expressing opinions respectfully, and truly hearing out different perspectives. This fosters a more open and productive communication dynamic within the team.

3. Shared Accountability: Shared accountability is another key strength of collaborative environments. Each team member takes ownership of their role within the project, understanding that their contribution directly impacts the collective outcome. This sense of shared responsibility keeps everyone motivated and committed to achieving success.

4. Community Building: The positive effects of collaboration extend far beyond the walls of the workplace. In community organizations and volunteer groups, working together strengthens social bonds and fosters a true sense of community spirit. Collaboration allows residents to tackle local challenges, organize events, and implement initiatives that benefit everyone. By working for the common good, communities become more cohesive and empowered to create positive social change.

In conclusion, group collaboration is a powerful process that benefits both individuals and communities. From boosting morale and communication skills to building stronger communities, working together allows us to achieve more than we ever could alone. So, the next time you have an opportunity to collaborate, embrace it! You might be surprised at the positive impact it can have.

Choosing Your Next Leader

Tue, 21 May 2024 03:32:12 GMT

Selecting quality leaders is crucial as their primary role is to make others better. Effective leaders are those who collaborate well, fostering a team environment where everyone thrives. High emotional intelligence (EQ) is essential, enabling leaders to understand and manage their own emotions while effectively navigating the emotions of others. Self-awareness is another key trait, allowing leaders to recognize their strengths and weaknesses and seek continuous improvement.

Empathy is vital, as it helps leaders connect with their team on a personal level, fostering trust and loyalty. Integrity ensures leaders are honest and transparent, building a foundation of trust. Lastly, humility allows leaders to acknowledge their limitations and value the contributions of others. By embodying these qualities, leaders not only drive success but also cultivate an environment where everyone is empowered to excel.

The Power of Two: Why One-on-One Collaboration Wins Every Time

Mon, 13 May 2024 14:38:36 GMT

In our fast-paced world, collaboration is key. But have you considered the power of one-on-one collaboration? Ditch the crowded conference rooms and lengthy email threads. Diving deep with just one other person can unlock a treasure trove of benefits, strengthening both personal and professional relationships.

Here's why one-on-one collaboration is a secret weapon:

· Building Trust: Sharing ideas, concerns, and even vulnerabilities in a safe, confidential space is the cornerstone of trust. One-on-one sessions foster this by creating a platform for genuine connection and a deeper understanding of each other's perspectives.

· Effective Communication: Imagine a focused conversation, free from distractions. One-on-one settings allow for clear and direct communication. This leads to better alignment on goals, expectations, and tasks, ensuring everyone is on the same page.

· Personalized Support: We all learn and grow differently. One-on-one collaboration allows for tailored support and feedback. Understanding each other's strengths and weaknesses paves the way for personalized guidance, maximizing individual potential.

· Problem-Solving Innovation: Brainstorming with just one other person can spark a firestorm of creativity. The sense of truly being heard in one-on-one sessions encourages out-of-the-box thinking and risk-taking, leading to innovative solutions that might get lost in a larger group setting.

So next time you're looking to build stronger bonds, improve communication, or spark innovation, consider the power of one-on-one collaboration. It might just be the key to unlocking hidden potential and achieving great things, together.

The Power of Collaboration: Building Success Together

Mon, 06 May 2024 16:42:24 GMT

In today’s dynamic work world, collaboration isn’t just a buzzword; it’s the cornerstone of success. Defined as the synergy of individuals pooling their strengths and ideas towards a common goal, collaboration fosters innovation, productivity, and workplace harmony. Here’s why it matters:

Increasing Productivity : studies, like those from Stanford, revealed that collaborative efforts can boost productivity by a staggering 50%.
Combatting Workplace Failures : according to 86% of executives, the lack of collaboration stands as a primary cause of workplace failures; underlining its critical role in organizational success.
Decreasing Turnover : Gallup research highlights that fostering a collaborative environment can reduce turnover rates by an impressive 50%, showcasing its impact on employee satisfaction and retention.

Collaboration isn’t just about working side-by-side; it’s about harnessing diverse perspectives, skills, and experiences to achieve goals collectively. In essence, collaboration isn’t just a means to an end this—it’s the essence of progress and prosperity in today’s interconnected world.

Clarity of Vision, Goals, and Boundaries

Tue, 23 Apr 2024 14:16:53 GMT

A crystal-clear vision, coupled with well-defined goals and boundaries, forms the cornerstone of a thriving workplace. A compelling vision acts as a guiding light, inspiring employees and aligning their efforts toward a common purpose.

However, without specific goals, this vision risks being irrelevant words. By setting three or four key goals, leaders can direct focus onto the vital 20% of tasks that yield 80% of desired outcomes. When goals are communicated clearly, ensuring that all team members fully understand expectations, having a clear vision and goals fosters efficiency and prevents wasted effort on non-essential activities.

However, as Ken Blanchard and Phil Hodges point out in their book, Lead Like Jesus, leaders often conclude that “they have been “perfectly clear” in their initial instructions about what they want, and then they hold their listeners accountable for perfect comprehension and perfect retention.” In reality, being a leader who helps employees and the organization succeed requires two-way conversations to check for understanding and frequent repetition of the goals to keep everyone focused on priorities.

Additionally, establishing clear boundaries provides employees with a framework within which to operate, empowering them to make decisions confidently and autonomously. These boundaries serve as guardrails, ensuring that actions remain aligned with organizational objectives while allowing room for creativity and innovation.

Blanchard and Hodges explain that “Boundaries channel energy in a certain direction. It’s like a river. If you take away the banks, it wouldn’t be a river anymore; it would be a large puddle, devoid of momentum and direction. What keeps the river flowing are its banks.”

Together, clarity of vision, goals, and boundaries creates a roadmap for success, guiding both individual and collective efforts towards organizational success. Leaders have the responsibility to ensure that vision, goals, and boundaries are established, frequently communicated, and fully understood and followed by all team members.

Overcoming Workplace Drama

Tue, 23 Apr 2024 13:36:46 GMT

Workplace drama can be like a dark cloud looming over an otherwise sunny organization. Cy Wakeman, a renowned expert, describes workplace drama as emotional waste—a drain on energy that could be better spent on positive endeavors. It’s that negativity that pulls focus away from productivity and towards unproductive mental processes. Instead of fostering a harmonious work environment, drama can disrupt workflows and hinder progress.

To tackle workplace drama, it’s vital to question our initial thoughts and stick to the facts. Drama often arises from misunderstandings or assumptions, so taking a moment to reassess can prevent unnecessary conflict. Instead of jumping to conclusions or engaging in gossip, seek out factual information and consider different viewpoints. Clear communication with all involved parties can help gather accurate perspectives.

Distinguishing between facts and opinions is key. While opinions may differ, facts provide solid ground for decision-making and conflict resolution. By focusing on facts rather than emotions, we can prevent drama from escalating.

Creating a positive work environment also involves addressing issues promptly and directly. Ignoring problems allows them to worsen, leading to more drama in the long run. Encouraging transparency and accountability among team members fosters mutual respect and understanding, reducing the likelihood of drama.

Ultimately, combating workplace drama requires a collective effort. By questioning assumptions, sticking to facts, and fostering open communication, teams can create a more harmonious and productive workplace were drama takes a backseat to collaboration and success.

Quiet Quitting is a Manager Problem

Tue, 16 Apr 2024 02:55:03 GMT

Earning the respect of your employees

In today’s work world, many employees are quietly losing enthusiasm for their jobs. This isn’t just a problem for the employees. It’s a big issue for their bosses too. Studies show that a whopping 80% of workers are happy with their tasks but are unhappy with their managers. This mismatch is causing serious problems like lower productivity, fewer repeat customers, and less money for the company.

Employees are yearning for managers who are approachable and open to feedback. They want leaders who create an atmosphere where they feel comfortable expressing their opinions without the fear of facing negative consequences. For instance, instead of feeling hesitant to share ideas or concerns, employees desire an environment where their voices are heard and valued. Moreover, fairness in treatment is crucial; workers want managers who treat everyone on the team equally, without playing favorites or showing bias. When managers embody these qualities, employees feel more empowered, respected, and motivated to contribute positively to the workplace.

To fix this situation, companies need to focus on training managers to be better leaders. They need to learn how to build trust, treat employees with respect, and keep communication open. By doing this, leaders can reverse the trend of workers losing interest and create a happier, more successful workplace for everyone.

If your organization would like to overcome some of these manager concerns, register to attend a Test Drive for Conversational Management™, a skills development program that equips leaders to create a trusting, respectful workplace.

Don’t Get Complacent with Virtual Workers

Tue, 02 Apr 2024 13:52:07 GMT

They are more apt to jump ship!

Gallup reports that although engagement of virtual workers is increasing, their connection and loyalty to their employer is sliding. These individuals enjoy the benefits of working from home. And, they are being productive for a sense of personal satisfaction and financial stability.

However, there is a tendency for them to make independent decisions which serve their personal preferences. They can be more productive if they aren’t bothered by interactions with their manager, colleagues, or customers. Hybrid workers want to choose which days they go into the office based on how it impacts their personal schedule, not when their team members are going to be available for lunch or when the client is in town for a project progress meeting. Only 12% of remote-ready workers have conversations with their team members when deciding which days to go to the office.

Yet, making independent work decisions that fit one’s own needs leads to being less considerate of others, reducing one’s collaboration with colleagues and customer service. Individuals are enjoying the freedom of not being in the office, but they are drifting away from being aligned with their colleagues and the company’s vision. Their distance from others during the workday often results in them drifting from the organization’s purpose and values. They are more likely to consider opportunities with other companies so their current employer risks losing capable productive employees. who had been top performers.

Here are 3 reasons remote workers may feel less connected and ways leaders can reduce their drift.

Lack of Face-to-Face Interaction: Human beings build rapport, deeper connections, and a sense of belonging from face-to-face interactions. Sharing drinks and food further enhances interpersonal connections. Leaders can periodically schedule compulsory in-person days with a group lunch to keep people connected with each other and the organization’s vision, mission, and values.

Communication Barriers: Email, instant messaging, and videoconferencing are great tools for sharing information, but non-verbal cues to the meaning behind the message are lacking in the first two and limited in the third. Misunderstandings in communication can lead to feeling isolated and disconnected. Leaders can reduce misunderstandings by asking employees to summarize their understanding of expectations and next steps.

Reduced Visibility and Recognition: The out-of-sight, out-of-mind maxim is true. We more often think about people whom we see regularly. Therefore, managers and supervisors are less likely to communicate with remote workers or thank them for their work. Remote workers aren’t nearby offering their assistance with little tasks and getting acknowledged for being team players. And, since their manager and team members are out-of-sight, remote workers don’t have strong bonds and loyalty to them or the company. Leaders can be sure to check-in with remote workers multiple times every week, to monitor their progress on projects, give them a quick phone call or thank you email, or have their favorite coffee delivered to their home.

What is one thing you will do this week to build a stronger personal and company connection with your remote workers?

Stop Throwing 7% of Your Revenue Down the Drain!

Tue, 26 Mar 2024 02:53:27 GMT

There is a lot of evidence that the biggest potential for growing your organization’s top line, bottom line, or mission impact this year is through leadership development!

Lack of strong leadership skills and behaviors impacts the bottom line.

“For every year a company delays leadership development, it costs 7% of their annual sales.” - Blanchard – “Making the Business Case” Report

Lack of strong leadership skills and behaviors impacts retention.

“1 in 2 people state that they’ve left a job at some point to get away from a bad manager.” - Gallup

Lack of strong leadership skills and behaviors impacts engagement and productivity.

“Managers control 70% of the factors that impact employee engagement.” - Gallup

In 2024, for the first time, managers and supervisors are more disengaged than frontline workers. - Gallup

“There aren’t a lot of tools that promote leadership development.” - Bravely

The need for leadership development has never been greater. With few people applying to your job postings, you don’t want a right-fit hire to become disenchanted and leave in 3 to 6 months. Managers of remote workers have to be more intentional about communicating with their employees because they can’t touch base in the break room or drop in as they are walking past their office.

Today’s employees want a positive workplace culture but 90% of leaders aren’t focusing on building rapport, increasing engagement, and providing the various types of support team members need to become high performers.

Yet, there is very good news in the leadership development space! Culture Impact has developed a stellar management training course which helps leaders:

realize the need for trusting and inspiring employees,
learn about effective leadership practices,
develop the foundational skills for engaging and empowering team members, and
build confidence to regularly use these effective leadership practices to support employee and organizational success.

If you have been losing sleep at night, or pulling your hair out, over low employee morale and productivity, it will be well worth your time to investigate the highly effective Conversational Management training. Click here for more information and to register for a 2-hour interactive workshop experience. Attending a remote Test Run of this highly effective leadership development program could transform your work and personal life – and the workplace reality for everyone on your team! When you decide to offer Conversational Management to your people leaders, the training can be delivered in-person or via Zoom.

I look forward to seeing you at one of the upcoming Test Drives! Register Now!

Please reach out with any and all questions about leadership development or Conversational Management. Contact Cathie Leimbach of Agon Leadership at 440-320-3113 or cathie@agonleadership.com .

Leaving Industrial Age Leadership Behind

Tue, 19 Mar 2024 01:34:24 GMT

Leading with Collaboration, Trust, and Inspiration

In the 21 ^st century, effective leadership is not about issuing commands but rather fostering collaboration, growth, and authenticity within an organization. This approach emphasizes holistic impact and shared success among stakeholders.

At its core, effective leadership today revolves around encouraging collaboration. Leaders recognize that diverse perspectives drive innovation and problem solving. By creating an environment where every voice is heard and valued, leaders harness the collective intelligence of their teams, leading to more robust solutions and outcomes.

Also, nurturing employees’ development goes beyond just honing their existing skills. It involves cultivating new mindsets, knowledge, and skills that are essential for adapting to an ever-changing world. Leaders who prioritize continuous learning empower their teams to thrive in dynamic environments and embrace change as an opportunity for growth.

Authentic leadership is crucial in the 21 ^st -century workplace. Leaders who bring their whole selves to work foster trust, transparency, and inclusivity. By embracing vulnerability and displaying authenticity leaders inspire loyalty and commitment among their teams, creating a culture where individuals feel empowered to do their best work.

Effective leadership in the 21 ^st -century is characterized by a commitment to collaboration, continuous learning, and authenticity. By adopting these approaches, leaders can cultivate environments where all stakeholders thrive, driving innovation and sustainable success.

How Important is Empathy at Work?

Tue, 12 Mar 2024 01:45:49 GMT

Empathy, often considered a soft skill, plays a pivotal role in fostering a positive and productive work environment. Yet, this ability to recognize, understand, and share the thoughts and feelings of another person, is often undervalued.

In the workplace where deadlines and targets dominate, understanding and connecting with colleagues on a personal level may seem secondary. However, research and workplace dynamics suggest otherwise.

Empathy is not just a natural trait but a skill that can be cultivated. Actively practicing empathy can enhance one’s ability to comprehend and share the feelings of others. In the workplace, this results in improved communication, collaboration, and a sense of belonging among team members.

When employees feel a genuine connection with their colleagues and managers, the benefits extend far beyond the emotional realm. Increased empathy correlates with higher efficiency and productivity. Managers who invest time in understanding the personal lives of their team members create an environment where employees feel valued and supported which, in turn, leads to greater job satisfaction and a stronger sense of loyalty to the organization.

In a fast-paced and competitive workplace, showing empathy might be the most efficient use of a manager’s time. Taking a moment to inquire about an employee’s well-being not only builds trust but also fosters a culture of mutual respect. Ultimately, a workplace rich with empathy becomes a breeding ground for creativity, innovation, and sustained success.

Providing Employees with Frequent Feedback

Tue, 05 Mar 2024 01:15:14 GMT

When employees receive regular feedback on their performance, their productivity and morale, as well as the organization’s retention and bottom line, improve. Once leaders have set and communicated clear expectations and monitored employee progress and results, it is important to let them know how well they are performing.

When you catch employees doing something right, tell them so they know which tasks they are doing correctly. Their stress level falls because they know they are on the right track. This gives them more confidence in their work.

When you see that an employee is not meeting expectations, it is important to have a conversation with them, identify the bottleneck, and determine a corrective action. Employees may lack appropriate equipment and tools, not fully understand expectations, or need more training.

Nobody likes negative feedback, so few people underperform intentionally. Many are afraid of being fired if they approach their manager to ask for help. Studies show that most employees are very thankful for negative feedback if it is followed by a plan to correct their performance, helping them be successful. So, it is important that leaders have the courage to address underperformance in a calm manner which helps the team member become a valued employee.

The frequency of praise and corrective feedback varies with the employee’s competence and confidence. When an individual is new to a task, it is appropriate to provide feedback every few minutes initially, dropping back to hourly, and then daily. As people become more familiar with a task, positive and corrective feedback can become less frequent. However, to build and maintain an engaged and productive workforce, it is important that managers acknowledge even highly competent individuals at least weekly.

Monitoring Employee Progress

Tue, 27 Feb 2024 15:00:31 GMT

Once you have shared expectations with a team member, it is important that you monitor their progress, compare their work with your expectations, and provide appropriate feedback.

Depending on the individual’s development level and the nature of the task, the frequency and method of monitoring progress varies. During the initial stages of learning a task monitoring may take place every 5 minutes or hourly and move to daily. A highly skilled person may be asked to provide their manager with weekly or monthly progress reports.

Before comparing an employee’s results or progress-to-date with your expectations, it is important to review the written description of your expectations. We often don’t tell others or put in writing exactly what we were thinking when we assigned the task. If the individual’s progress is not in line with the written expectations you provided, then providing guidance for them to make changes is appropriate. However, if the work they are doing is in line with written expectations but not in line with what you really wanted, it is important that you acknowledge having left out key elements of your written expectations and revise them promptly.

The third part of monitoring employee progress is to communicate successes and areas for improvement. Provide specific positive feedback on parts of the task your team member is doing well. Communicate areas for improvement in a calm manner. Discuss how they can improve their work towards meeting your expectations.

Your role as a leader is to support employees for success. This requires that you monitor their progress, compare progress to stated expectations, and provide both positive feedback and corrective action that helps them become high performers.

Clear Expectations Yield Success

Tue, 20 Feb 2024 14:28:21 GMT

Effectively communicating workplace expectations involves providing specific details about the desired outcomes and setting clear deadlines. For instance, if a marketing team is tasked with launching a new product campaign, expectations could include developing a comprehensive marketing strategy, creating engaging content for various platforms, and achieving a specific target for website traffic or sales conversions.

To illustrate, one expectation might be to increase website traffic by 20% within the first month of the campaign launch. This expectation is clear, measurable, and aligns with the overall goal of the project. Additionally, specifying a deadline, such as achieving this milestone by the end of the first quarter, provides a tangible timeframe for team members to work towards.

Similarly, if the software development team is working on a new app release, expectations could include delivering a bug-free product with specific features. Deadlines could be set for the completion of coding, then of testing, and finally, ensuring the app is ready for launch by a particular date, such as the end of the fiscal year.

By providing concrete expectations and deadlines, employees gain a clear understanding of what is required of them and when it needs to be accomplished. This clarity fosters accountability, enables effective planning, and ultimately leads to successful project outcomes.

The Power of Curiosity

Tue, 13 Feb 2024 05:20:26 GMT

Curiosity is often dubbed the engine of intellectual growth. It is the key to many benefits that extend far beyond gaining more knowledge. It is a catalyst for personal and professional development, broadening one’s horizons, and strengthening relationships.

At its core, curiosity sharpens thinking skills. By questioning the status quo and seeking answers, individuals develop critical thinking and problem-solving abilities. This drive to understand sparks innovative activity, enabling individuals to tackle challenges with ingenuity and resilience.

Also, curiosity is a gateway to knowledge. It propels individuals on a continuous journey of exploration and learning, fostering a deeper understanding of the world around us. From uncovering new interests to mastering new skills, curiosity fuels intellectual growth and empowers individuals to adapt to an ever-changing landscape.

Beyond personal enrichment, curiosity also plays a pivotal role in nurturing meaningful relationships. Genuine curiosity about others fosters empathy, understanding, and connection. By actively listening, asking insightful questions, and showing genuine interest, individuals build rapport and forge stronger bonds with peers, colleagues, and loved ones.

In essence, curiosity isn’t merely a trait; it’s a way of life – an ongoing pursuit of understanding and growth. Embracing curiosity opens doors to new possibilities, enriches experiences, and cultivates a more vibrant and fulfilling existence. So, dare to ask questions, explore the unknown, and let curiosity guide you on a journey of discovery and transformation.

What are you curious about? How can you reach out to explore new possibilities in this area of interest?

Maximizing Employee Engagement by Leveraging Strengths

Tue, 06 Feb 2024 02:20:09 GMT

Employee engagement is the cornerstone of a thriving workplace, and managers play a pivotal role in nurturing it. By recognizing and leveraging team members’ strengths, managers can create a more engaged workforce. Understanding each individual’s unique talents allows managers to tailor tasks, provide opportunities for growth, and foster a culture of appreciation.

Firstly, it is important for managers to conduct regular assessments to identify team members’ strengths and areas for development. These insights enable personalized goal setting and task allocation, ensuring employees feel valued and motivated. Also, offering training and development programs which leverage individuals’ strengths increases employee effectiveness, cultivates a sense of accomplishment, and boosts morale.

Additionally, providing constructive feedback and appreciation reinforces positive behaviors and encourages continuous improvement. Acknowledging employees’ contributions publicly fosters a supportive environment where individuals feel empowered to excel. Also, fostering collaboration allows team members to leverage each other’s strengths, promoting synergy and innovation.

By harnessing the strengths of their team members, managers can foster a highly engaged workforce that is motivated, productive, and committed to achieving organizational goals. This proactive approach not only benefits individual employees but also contributes to the overall success and sustainability of the organization.

Is the ROI of Remote and Hybrid Work Options Worth the Effort?

Tue, 30 Jan 2024 14:54:52 GMT

Studies show that many hybrid and remote workers are more engaged with their work and are happier with their life than when they worked at company facilities. Yet, the need to support hybrid and remote workers with intentional strategies for communication, collaboration, and relationship building and the challenges in setting effective policies around work location are contributing to increased stress at work.

52% of employees report experiencing ‘a lot of stress at work yesterday’. Since this leads to poor wellbeing, productivity, and longevity, it is important that we address significant workplace stressors. However, work location is not the most critical stressor.

Let’s remember that one of the common reasons for employees quitting or choosing to work remotely is to get away from a bad boss. Gallup’s research indicates that ‘how employees are managed has about four times as much influence on employee engagement and wellbeing as their work location’.

Today, there is a downward trend in employees’ sense of connection with their organization’s mission and purpose. When employees don’t have faith in their leaders, they lose faith in the organization’s potential to offer them a future. Only 23% of U.S. employees strongly agree that they trust the leadership in their workplace. Yet, when leaders communicate clearly, lead and support change, and inspire confidence in the future, 95% of employees report fully trusting their leaders.

It is pretty clear that gaining employees’ trust by leading effectively is a much bigger concern than work location! Yet, few organizations invest in training people leaders in effective people management practices. Why are many sweeping this elephant under the carpet?

· Perhaps the hard task of changing one’s leadership approach is too daunting.

· Maybe the challenge of measuring the benefits of investing in soft skill training doesn’t meet their return-on-investment criteria.

· It could be that they don’t know what practices are effective, so they don’t know where to start with training.

Although it isn’t well known yet, there is very good news in the leadership development arena. There is a solution to these dilemmas! The developers of a program called Conversational Management digested a lot of credible research on management practices. They studied the intersection of these research findings and developed a very impactful, interactive training program which guides leaders in becoming effective people managers. At least one company has documented a 20-fold return on its training investment.

And they offer an easy try-before-you-buy opportunity! To learn more, participate in the first module of Conversational Management by registering for the next Zoom Test Drive . I look forward to seeing you there!

5 Tips for Showing Empathy

Thu, 25 Jan 2024 16:13:51 GMT

Human beings are emotional beings. At work as well as in our personal lives, it is important that we feel respected and noticed as a valuable human being. People feel most valued at work when they have a trusting and supportive relationship with their supervisor and their team members. This includes feeling empathy from others.

Whenever people are troubled, hurting, or dealing with serious problems, they want to feel that others understand what they are going through and are concerned for them. When we show interest and support for a colleague who is facing a tough situation, we are showing empathy. Yet, many find it uncomfortable to reach out to others when they are experiencing difficulties.

Keven Eikenberry offers 5 tips to increase one’s ability to show others that we are concerned for them and wish to understand their situation and their feelings.

Lean In – Get close to the person by spending time together or verbally acknowledging you are aware of their tough situation and care about them.
Listen – Ask how they are doing or how you could help them, and fully listen to their response. What are their words telling you about their situation? What feelings are they expressing? What is their tone of voice, volume, or talking speed telling you?
Look – Focus your eyes on the other person. What are the facial expressions and other body language telling you about their current challenge and how it is impacting them?
Let Go – Let go of your ideas about how they could handle their current situation. Don’t take over the sharing time, not even to share details of your similar experience and how you handled it. Help them feel heard. Focus completely on understanding them and their current reality.
Learn – Really learn how the other person feels and how they are responding to their situation. Learn more about them as a person.

Ask questions to show you are interested in learning more. Ask how you could help them.

Once you have used these 5 tips of empathy, the other person will likely feel that you care. If, and only if, their words, tone, and body language show that you have good rapport, you could tell them in one sentence that you have experienced something similar and ask them if they would like you to share what helped you get through it. If they say no, then don’t share. The purpose of your conversation is to show empathy - help them see that you care about them, not for them to listen to you.

Who in your life is going through a tough time just now? When could you support them with the gift of empathy so they know someone cares about them?

5 Behaviors of Highly Engaged Employees

Tue, 16 Jan 2024 06:02:30 GMT

How we choose to live our lives greatly impacts our attitude, our relationships, and our success at work and in life. Our job satisfaction level impacts workplace productivity, physical and mental health, and personal relationships. Employees, themselves, control 30% of the factors that account for their outlook and productivity. Let’s look at 5 actions individuals can take to increase their own workplace engagement and satisfaction.

Be aware of your own values and needs, apply for jobs at right-fit companies. If you value integrity and collaboration, look for an organization that is known for teamwork and good customer service. Avoid those with a bad reputation.
Be honest about your strengths and weaknesses and explore right-fit jobs. Look for positions that leverage your strengths. Avoid situations in which your weaknesses are apt to cause frequent stumbling. Using your strengths for 80% of your workday yields very high engagement, satisfaction, and productivity.
Build relationships with your colleagues. Get to know each other during breaks and lunch. Offer to help others with their projects and ask others for ideas that could enhance your work. A friendly collaborative workplace experience increases results and personal satisfaction.
Embrace accountability. Monitor your progress towards workplace goals. When you encounter an obstacle or a setback research alternative approaches and ask others for their input. Appreciate those who praise your progress, point out shortfalls kindly, and support you in overcoming challenges.
Be proactive. Speak up when you foresee a problem, you’re aware of customer dissatisfaction, or a colleague is down. Take the initiative to resolve small issues so they don’t turn into serious bottlenecks.

When individuals seek out right-fit jobs and take the initiative to add value at work, their intentional behaviors enhance their commitment and enrich others’ workplace experience. What can you do this week to strengthen employee engagement, job satisfaction, and organizational results?

5 Tips for Virtual Meeting Engagement

Mon, 08 Jan 2024 22:48:34 GMT

Virtual meetings have their pros and cons. We can meet without travel time and expenses, so we can connect with people far and wide with shorter notice. However, screen fatigue and double tasking can result in them being less effective. Here are a few tips that help overcome the downside of virtual meetings.

Ensure that everyone in the meeting is familiar with the technology you will be using. Before you call the meeting to order or in the first minutes of the meeting, take time to show participants how to use the software. A helpful approach is to show your screen as you demonstrate various features.
When two-way communication is expected during the meeting, ask or require everyone to have their camera on. This reduces double tasking and allows participants to get a better feel for each other’s buy-in or concerns with the matters being discussed. In some companies anyone who does not have their camera on during a team meeting is noted as being absent.
If the meeting will last more than 90 minutes, schedule a break every 90 minutes. This prevents or greatly reduces random absences as attendees get drinks or use the restroom. Getting up and moving also re-energizes the participants’ brains so they can continue paying attention, engaging, and retaining important information.
Use breakout groups, allowing pairs, trios, or groups of up to 5 people to share their thoughts. In larger groups many don’t feel they have enough to add to speak up. These small groups allow everyone to learn other people’s perspectives and to feel heard. Having a group spokesperson share the highlights of their breakout group’s conversation, makes the large group aware of the range of perspectives in their midst faster than having every individual talk in the large group.
Periodically instruct everyone to stand up for a short activity. You might just be asking them which project team they wish to join or to read the 5 possible next steps on the screen and share which they think should be tackled next. Standing up for 3 minutes is enough for blood flow to the brain to increase, enhancing the value we will add to and take away from the meeting.

Which tip could increase the effectiveness of your virtual meetings? What is the date of your next meeting and how will you incorporate this idea?

I would love to hear other ways of engaging people in virtual meetings. What else have you experienced?

Focusing on Your 2024 Goals

Tue, 02 Jan 2024 15:00:30 GMT

2024 has just arrived! May it be a Happy New Year full of achievement and fulfillment!

The first step in having a great year is to decide what will make it a great year for you. If you don’t have a destination – where you wish your life and work activities will take you this year, they you can’t map out a path to get there. If you haven’t yet set goals for this new year, then this week is the best time to determine a few 2024 goals with deadline dates.

Once you have some important measurable goals, it is important to hold yourself accountable to consistently take actions towards achieving them. Here are a few steps that will help you stay focused on these priorities.

Review your goals daily to keep them top of mind.
Set milestones indicating how much progress you wish to make each week or month.
Review your progress weekly or monthly to see if you are meeting your milestones.
When you meet a milestone, celebrate. Go out for a specialty coffee or go see a movie. For major milestones, you might go out-of-town for the weekend or treat yourself to dinner at a high end restaurant.
When you miss a milestone, review the actions you have taken, what helped you make progress, what were your bottlenecks. Develop plan B that will enable you to make more progress in the coming week.
If you are stumbling, get an accountability partner to encourage your success and help you stay on track. This could be a business colleague, friend, family member, or a professional coach.
Keep taking the actions that yield progress.
And, when each goal is achieved, celebrate!

Wishing you a year full of achievement and joy!

Preparing for a Great 2024

Tue, 26 Dec 2023 12:54:45 GMT

The New Year is quickly approaching. Now is the time to think about how you are going to make it a great one.

Let’s start by briefly reflecting on 2023. What experiences contributed to your happiness and joy this year? What achievements helped you feel successful? What are your disappointments with 2023? What would you like more or less of in the coming year? Jot down what you would like to Continue doing, Stop doing, and Start doing in 2024.

Then, set goals for the 3 most important things you wish to Continue and/or Start. Rather than having a goal to Stop something, it is best for the goal to be what you are going to Start doing to overcome the behavior that you wish to Stop. It is okay to set more than 3 goals, but it is important to work on just 3 or fewer change goals at once. Humans have limited will power so if we spread it thin over more than 3 change goals we may not achieve any of them.

Make your goals clear and vivid. Clear goals are SMART goals. They state Specifically what you want to achieve. If your goal is to improve your health, are you going to do it by eating better or being more physically active. Be sure the goal is Measurable such as working out for 1 hour per day, 5 days per week? Ask yourself if these things are Achievable for you. If your schedule is tight and you haven’t been exercising at all, maybe 20 minutes per day is a better goal for the first month. R is for Relevant. Does improving your health even matter to you? If you aren’t bought into being healthier you aren’t going to make exercise a priority. And set Time boundaries on your goal? Perhaps you will start on January 1 and be consistent at this goal every day of the month.

Also, making your goals vivid increases the chances of success. What will it look like and feel like on January 31 if you exercise every day? Jot down your answers and read them every day. Reminding yourself regularly that the reason you are going to the gym daily is to look trimmer and feel more energetic will increase your motivation to stick to your plan!

What are 3 goals you have for 2024? Is at least one of them a change goal – something you are going to start doing differently to improve at least one aspect of your life? Write your 3 priority goals down and post them where you will see them every day to keep you on track. Best wishes for 2024.

Celebration, Relationships, and Rest

Mon, 18 Dec 2023 21:51:04 GMT

The holiday season is upon us! During the next two weeks, most of us will be taking a break from our normal routine to celebrate Christmas, New Years, Kwanzaa, or simply time off. This is a great season for celebration, relationships, rest.

Take advantage of this season to celebrate! Enjoy traditions that celebrate your faith. Treasure group events and the small things that affirm your beliefs. Acknowledge your achievements throughout the year. Maybe you have become healthier, taken up a hobby that energizes you, or furthered your education. Perhaps you started a new business or got a promotion at work. You may have achieved a financial goal or taken your dream vacation. Celebrate your successes!

Invest in your personal relationships. Take time for long dinners and conversations. Have fun with the people in your life. Encourage others around you by giving them a meaningful gift or lending them a hand with a project.

Enjoy some rest. Sleep in or take naps. Make time for both physical and mental rest. In today’s society, it is easy to feel overwhelmed and overburdened. Give yourself permission to play, to do things that give you joy and recharge your spirit.

I encourage you to live the next two weeks intentionally, so you get the most out of this holiday season. How can you have a Merry Christmas or Happy Holidays? What celebrations are most important to you? What relationships do you wish to enjoy or strengthen? What will allow you to feel rested? Scheduling these life-giving activities is the first step in making them happen.

Wishing you a holiday season filled with joy, hope, love, and peace!

Red Cars and Goals

Tue, 12 Dec 2023 01:34:05 GMT

In their ebook, What Do Red Cars and Goals Have in Common? , the PREPARE2RISE organization explains why setting clear goals sharpens our focus and greatly increases our success in any aspect of life.

After buying a new car, many people are amazed at the popularity of the same make, or even the same model and color. Before they chose that car, they didn’t realize there were so many on the road. Why do our choices impact our perception of the world around us? This ebook explains how this phenomenon can help us achieve our goals.

Human beings are wired with a Reticular Activating System (RAS) which is a network of neurons in our brainstem. This system filters the information we are exposed to, bringing our attention to pictures, conversations, articles, etc., that are relevant to something we have been focusing on lately and lowering our awareness of topics that aren’t currently top-of-mind.

When we buy a red car, our awareness of other red cars on the road increases. Similarly, if we focus on setting a goal that will make a difference in our lives, our awareness of resources and strategies for achieving that goal increases greatly. When we are intentional about our priorities for the near future, we will notice online posts, magazine articles, and conversations that increase our ability to achieve our goal.

If we just let life happen to us without being intentional about setting priorities, our RAS doesn’t know what matters to us so we don’t benefit from its filtering capacity. Setting a clear, specific goal sends a message to our brain that we care about this area of our life. Then our RAS filter starts to work, heightening our awareness of related resources and opportunities, increasing our progress towards our goal.

2023 is winding down. 2024 is on the horizon. In what area of your life would you like to be more successful next year? What specific goal will you set for 2024 so your brain’s filtering mechanism can support your success?

To dig deeper, read next week’s blog or click here to access the What Do Red Cars and Goals Have in Common ebook.

Creating a Peaceful Life

Tue, 05 Dec 2023 14:51:50 GMT

“Peace is Power”

Jeremie Kubicek

In his book, The Peace Index, Jeremie Kubicek identifies 5 aspects of our lives that greatly impact our personal peace. He explains how we can assess our Peace Index and take steps to conquer chaos and increase satisfaction in our lives.

Let’s take a look at the 5 Ps in Kubicek’s Peace Index:

Purpose – The reason you get out of bed. Do you know what excites you, what makes you get up in the morning anticipating a wonderful day? How often do have a chance to exercise your purpose? If you aren’t living your purpose, what can you do to have a job, a hobby, or other activities that make your life feel purposeful?
People – Those who make or break us. How much time are you spending with people who lift you up, who make you smile, and who you look forward to seeing? If you feel stressed by the people around you, how can you pursue relationships with others who could brighten your mood?
Place – The spaces that supercharge us. Do you feel relaxed and recharged by laying on a beach by the ocean or by climbing in the Rockies? Are you happier living in a large city with lots of entertainment options or in a small town where you see familiar faces every day? Do you like to start your Saturdays with coffee in bed or at the local café? If your environment is not energizing you, what can you do to increase the time you spend in pleasant places?
Personal Health – Choosing something better. How healthy is your diet? What exercise are you getting regularly? If you aren’t happy with your health, what is one personal health goal you would like to work towards in the next 6 months? What step can you take towards that goal this week?
Provision – Nothing to Fear. Does your personal or household income enable you to have shelter, food, clothing, and funds for leisure activities? How stable is your income? If you are anxious about how you are going to pay your bills, what can you do to earn more money or reduce your expenses?

To determine your Peace Index, rate your current situation on each of the 5 Ps from 1 (very discouraged) to 5 (very satisfied). To increase your Peace Index, what is one step you can take this week to improve your P with the lowest rating?

When we make decisions and take actions to move towards a more peaceful and fulfilling life we will be happier, healthier, and more resilient. We will be experiencing more peace which gives us the power to achieve our goals and support others in achieving theirs. When you take steps to being more at peace how will both you and others around you benefit?

Take control of the chaos in your life. Do something that lights up your life so you can experience peace this holiday season.

Psychological Safety Increases Workplace Success

Tue, 28 Nov 2023 14:46:41 GMT

Erica Keswin, a workplace strategist and coach, suggests that Workplace Performance = Psychological Safety + Purpose. When people feel safe at work and believe their work has purpose, they will be a stronger performer. And, appropriate rituals at work help employees feel safer.

A ritual is a sequence of activities involving gestures, words, and/or actions that mark a specific occasion. Rituals that make people more connected to the mission and people in their organization create a greater sense of belonging, increasing employees’ sense of being in a safe place and motivating them to meet and exceed workplace expectations.

Consider these ideas around rituals:

In-person rituals help employees get to know each other, they help people want to develop valuable connections with each other rather than hiding behind technology.
If we want the benefits of psychological safety, we need to be intentional about establishing and maintaining them. Rituals don’t come out of thin air.
Rituals can include celebrating recurring events such as welcoming a new employee, acknowledging promotions, marking the end of a week or the completion of a project.
Rituals can be accessible to everyone. They don’t have to cost money or be complicated or intimidating. They can be as simple as a Monday morning team coffee break.

What simple ritual could your company adopt to increase human connection and workplace pride? What is one step you can take towards starting this ritual?

Thanks Giving at Work

Mon, 20 Nov 2023 23:54:52 GMT

Expressing gratitude and thankfulness in the workplace is essential. It not only creates a positive and supportive environment but also has a large impact on employee morale, overall productivity, and the success of an organization.

By cultivating a culture of appreciation, peers and supervisors can value and acknowledge each other’s contributions, fostering comradery and teamwork. This leads to improved communication, collaboration, and problem-solving abilities.

Furthermore, expressing gratitude motivates and inspires employees to perform at their best. When they feel valued for their hard work, it boosts their self-esteem and job satisfaction. As a result, they become more engaged and productive, benefiting all aspects of each individual’s life and the entire company.

Thankfulness also plays a pivotal role in building strong relationships between team members. Regularly expressing gratitude promotes trust and respect among coworkers. This harmonious work environment allows individuals to feel comfortable sharing ideas, seeking help when needed, and receiving constructive feedback.

Lastly, thankfulness goes beyond mere words: actions speak louder when showing appreciation in the workplace. Small gestures such as little gifts or rewards, growth opportunities for employees’ careers, or flexible work arrangements can genuinely show care for their well-being.

In conclusion, prioritizing thankfulness in the workplace holds incredible value. It fosters a positive work culture while building strong relationships among employees. By making gratitude a priority, organizations create an environment where individuals thrive both personally and professionally.

May you experience the joy of Thanksgiving this week and beyond!

Managing AI So It Doesn’t Manage You

Mon, 13 Nov 2023 22:39:14 GMT

"The biggest mistake you can make is thinking AI is just another chatbot."

-Dr. Radhika Dirks

Dr. Radhika Dirks sees AI as both a valuable aid and a dangerous tool. Who is Dr. Radhika Dirks? She is a leader in multiple AI companies and is considered one of the top women in the AI world by both Forbes and Deloitte.

Dirks believes humans do, and always will, have the potential to add value at a higher level than machines. However, she warns that realizing this potential requires people to proactively develop their potential. It requires organizational leaders to be intentional about leveraging human capacity rather than blindly trusting AI technology.

Dirks suggests that there are three waves of AI and that we, humans, need to strengthen our skills to respond to each wave prudently.

Wave 1 – Explosion of Creativity: AI creates content creatively. AI generates pictures, websites, and text which challenge the human identity. Many are questioning the future of human work.

Leaders need to be adaptable and have a growth mindset to add value in the world around us

Wave 2 – The World of Illusions: AI generates fake news and realities, posing a threat to our ability to distinguish between fake and truth. Many of the pictures which have accompanied media stories in the last month are computer generated. Many of the articles references in AI writings do not exist.

Leaders must rely on intuition and e thical decision-making as well as develop guidelines for the use of AI within their organizations.

Wave 3 – The Race to Intimacy: AI mimics human emotions and forms connections, posing a challenge to genuine human relationships. To truly feel cared about and connected with others, we need to hear the human voice. Machines can’t fill a relationship void.

Leaders must prioritize in-person interactions, emotional intelligence, and intuition.

What is one step you will take in your organization to use AI wisely and help people develop the skills to have meaningful lives in a world in which AI has an expansive reach?

Intuition: The Leader's Next Best Friend

Tue, 07 Nov 2023 01:43:54 GMT

Intuition, an underutilized aspect of Human Intelligence

“The organization that fosters intuitive decision-making will make better and quicker decisions.”

Andy Stanley

Andy Stanley has recently suggested that intuition is a leader’s next best friend. He defines intuition as cognitive knowing without knowing why. It is not an emotion but rather a gut feeling that comes from having extensive experience in a field.

Andy and many others encourage us to listen to our gut feelings. When we are part of a team, it is helpful for us to share our gut feelings with others and get their feedback. Introducing the ideas we can’t explain may spark innovative and effective strategies.

Here are a few pointers he shares to help us recognize and explore our intuition.

1. When there is something about a proposed decision that doesn’t feel right, ask “Is there a tension that deserves my attention?” Pay attention to such tension. Let’s speak up with our concerns because this is our intuition speaking.

2. When we start selling ourselves on an idea but really aren’t buying it, we may be trying hard to justify a logical decision rather than exploring an option that seems to have come from nowhere. We may be squelching our intuition which could have taken us down a better path.

3. Ambition and intuition are not the same thing. Ambition is often self-serving and focused on what we want. Intuition is more often something we simply feel compelled to do that could benefit the group or the organization.

4. Let’s discover who on our team has experience and intuition in various aspects of our work. Then, include them in discussions that relate to their areas of intuition and seriously consider their insights when making decisions.

The next time you have a gut feeling, consider its possibilities. Going down that path may take you and your team out of your comfort zone to a better place.

Supporting Employees for Success

Fri, 27 Oct 2023 13:49:46 GMT

Communicating your expectations to employees and ensuring they understand what you want them to achieve are not enough for them to succeed in your organization. Managers and supervisors in highly effective organizations often spend half of their work week supporting their employees.

Be Consistent: Consistency in your messaging and expectations is crucial. Ensure that your team always receives the same message from you and understands what is expected of them.
Encourage Feedback: Create an open and transparent communication environment where team members can ask questions, seek clarification, and provide input. This fosters a sense of ownership and engagement.
Monitor Progress: Regularly review and assess progress toward the desired results. Adjust your approach as needed and celebrate milestones to maintain motivation.
Provide Support: Offer the necessary resources, training, and support to help your team achieve the results. Address any obstacles or challenges that may arise.
Lead by Example: Demonstrate the behavior and work ethic you expect from your team. Your actions should align with your words and goals.
Acknowledge and Reward: Recognize and reward team members for their efforts and achievements. Positive reinforcement can boost morale and motivation.
Be Patient and Persistent: Understand that achieving significant results may take time. Stay committed to the vision, and don't be discouraged by setbacks.
Adapt and Learn: Be open to feedback and be willing to adapt your goals and strategies if necessary. Learning from mistakes and evolving is a sign of effective leadership.

Supporting one’s direct reports for success means serving their needs as they endeavor to meet workplace expectations. This includes reinforcing expectations, being available for two-way conversations, giving employees feedback about what they are doing well and support to be more effective in weak areas, and genuinely caring about your team members as valuable human beings.

What is one aspect of supporting your employees that you are doing well? What is one aspect that is a growth area for you to enhance employee and organizational success?

Setting and Achieving Clear Goals

Sat, 21 Oct 2023 01:47:49 GMT

Setting clear goals is a foundational skill for effective leadership and personal growth. To harness this skill, leaders should focus on three essential elements: specificity, communication, and perseverance.

Firstly, specificity is key. Ambiguous goals like "improve performance" lack the clarity needed for successful execution. Instead, leaders should define objectives with precision, such as "increase quarterly sales by 15%." Specific goals provide a roadmap for action and empower teams to channel their efforts effectively.

Secondly, communication is the bridge between vision and execution. Leaders must articulate their expectations clearly, providing context and rationale. This enables teams to align their efforts with the overarching goal and fosters a sense of purpose.

Lastly, perseverance is the secret ingredient. Achieving significant results often involves facing challenges and setbacks. Leaders must remain patient and persistent, continuously monitoring progress and adapting as necessary.

In conclusion, clear goals, communicated effectively and pursued with determination, are the cornerstones of success in leadership and personal development. By mastering these elements, leaders can inspire their teams to achieve remarkable results.

Are You Being Heard?

Mon, 16 Oct 2023 22:22:05 GMT

Effective communication is the cornerstone of successful leadership, and it's equally important for a leader to ensure that their message is not just conveyed but also heard and understood by their employees. Here are some key indicators that a leader can look for to know if their message has been received:

1. Active Listening: A leader can gauge an employee's engagement by observing their active listening skills. Are they making eye contact, nodding, or asking clarifying questions? These are signs that the message is being absorbed.

2. Feedback and Questions: When employees ask questions or seek clarification, it indicates they are processing the information. Leaders should encourage such queries as they demonstrate an employee's genuine interest in understanding the message.

3. Paraphrasing: Ask the employee to summarize the key points of the message in their own words. If they can, they have likely grasped the information correctly. If they can’t, it is important to further explain and/or demonstrate until their words or actions indicate they know what is expected.

4. Body Language: Non-verbal cues such as facial expressions and posture can reveal much about an employee's comprehension. An engaged employee will exhibit open and receptive body language.

5. Follow-Up Actions: Ultimately, an employee's actions speak louder than words. If they take appropriate actions in line with the communicated message, it's a clear indicator of understanding.

If the employee does not exhibit the above indicators of understanding and engagement they are unlikely to meet your expectations. To ensure that their message is understood, a leader must be attuned to these signs of effective communication, fostering a culture of clarity and productivity in the workplace.

The Need for a Good Job Description

Mon, 09 Oct 2023 19:44:06 GMT

In today's competitive job market, a well-crafted job description is not just a formality; it's a crucial tool for attracting the right talent, ensuring a successful hiring process, communicating expectations to employees, and establishing a reference for performance feedback.

Once you are clear on what you expect employees in a given position to accomplish, prepare an expanded job description which serves as a blueprint for the position. This document will include the position title; the position or name of the supervisor; the positions or names of those whom they will supervise, if any; a brief summary of the roles of this position; the detailed specific expectations; and qualifications required. Ideally, the job description will reference the importance of aligning with the organization’s values which may be stated in the job description or provided in an accompanying document. This expanded job description helps the employee to understand the context in which they are to work as well as the measurable outputs for which they are responsible.

Here's why quality job descriptions are essential:

1. Attracting the Right Candidates: A clear and detailed job description helps potential candidates understand the job's expectations, ensuring that those who apply are genuinely interested and qualified.

2. Reducing Turnover: When expectations are clearly communicated from the beginning, employees are more likely to thrive in their roles, leading to higher job satisfaction and lower turnover rates.

3. Legal Protection: Job descriptions can serve as legal documents, defining essential job functions and minimizing potential disputes over duties or responsibilities.

4. Streamlining the Hiring Process: A well-defined job description helps HR professionals and hiring managers identify the most suitable candidates quickly, saving time and resources.

5. Employee Development: Job descriptions are valuable tools for employee performance evaluations and career development discussions.

In conclusion, good job descriptions are the foundation of successful hiring processes, strong workforce performance, and high employee retention. They provide the basis for clarity, efficiency, and employee satisfaction in today's dynamic job market. Employers who invest time in crafting accurate and informative job descriptions are more likely to find and retain top talent.

The Art of Setting Clear Expectations

Tue, 03 Oct 2023 00:43:59 GMT

Being clear about the type of results you want is essential for effective leadership. It provides direction, alignment, and motivation for your team. Here are some tips to help leaders be clear about the results they want:

Paint a Clear Vision : Create a compelling vision of the desired results. Help your team understand the big picture and why their work matters in achieving that vision.
Define Specific Goals : Clearly articulate your goals in specific, measurable, achievable, relevant, and time-bound (SMART) terms. For example, instead of saying "improve customer satisfaction," specify "increase customer satisfaction scores by 10% in the next quarter."
Provide Context : Explain the context and the "why" behind the goals. When people understand the reasoning, they are more likely to be engaged and committed to achieving the results.
Break Down Goals : Divide larger goals into smaller, manageable tasks and milestones. This makes it easier for your team to see the path to success and stay motivated along the way.
Set Key Performance Indicators (KPIs) : Identify key metrics and KPIs that will measure progress toward the desired results. Share these metrics with your team so they can track their performance.
Prioritize : Clearly define which results are most important and should be prioritized. This helps your team focus their efforts on what matters most.

Being clear about the specific results you want will help your team stay focused, motivated, and aligned toward achieving team and organizational goals.

Unlocking the Power of Collaboration

Mon, 25 Sep 2023 16:13:55 GMT

Leadership is not a solo act. In fact, the best leaders are not those who go it alone, but those who understand the power of collaboration. Collaboration allows leaders to tap into the collective intelligence and strengths of their team, resulting in better decisions, stronger relationships, and greater innovation.

When everyone on the team contributes their ideas, insights, and expertise, the result is a more comprehensive and well-rounded solution. By listening to different opinions and perspectives, leaders gain a broader understanding of the challenges and opportunities they face.

Collaboration also fosters strong relationships and trust among team members. When leaders actively involve their team in decision-making and problem-solving, they show that they value and respect their input. This creates a sense of ownership and empowerment, which leads to increased engagement and commitment from the team.

Collaboration is not only beneficial for a sense of team; it also drives innovation. When individuals with different backgrounds and perspectives come together, they bring a wealth of ideas and creativity. By encouraging brainstorming and open dialogue, leaders can foster a culture of innovation and push the boundaries of what’s possible.

Fostering a collaborative culture also requires clear role definitions and accountability. Clarifying each team member’s responsibilities as well as ensuring they have a clear understanding of the group’s objectives is critical. This enables your team to work together more seamlessly.

Open communication channels are essential for collaboration. Provide frequent opportunities for team members to share ideas, ask questions, and provide feedback. Encourage active participation in team meetings and support open discussions. This promotes transparency and ensures everyone has a voice.

As a leader, it’s crucial to recognize that it is best for you to not do it all alone. Embracing collaboration not only yields better outcomes but also strengthens the relationships within your team, increasing morale, productivity, and bottom-line results.

How Critical Thinking Supercharges Your Leadership Skills

Tue, 19 Sep 2023 14:44:28 GMT

If you want to up your leadership game, it’s time to embrace critical thinking. Why? Because it enables you to make informed decisions, solve complex problems, and navigate uncertain situations with relative ease.

In today’s fast-paced and ever-changing world, leaders face numerous challenges daily. Critical thinking allows leaders to analyze and evaluate information objectively. It enables them to consider multiple perspectives, uncover hidden biases, and identify logical fallacies. It also helps them think outside the box and explore new possibilities.

Developing critical thinking skills takes consistent practice. One of the first steps is to constantly seek out new knowledge and information. This can be done through reading books, attending seminars, or engaging in meaningful conversations with experts in your field.

Another effective strategy is to regularly challenge yourself by asking thought-provoking questions. Don’t just accept things at face value. Dig deeper and explore different perspectives. This will expand your thinking and enhance your problem-solving abilities.

Also, seek out mentors or join networking groups where you can engage in stimulating discussions and learn from others.

Here are two strategies you can utilize to independently strengthen your ability to dig deeper and consider other people’s perspectives.

An effective way to dig deeper is to use the “Five Whys” technique. Whenever you encounter a problem or a decision, ask yourself why it is the way it is or why you are considering this decision. Once you answer that question, ask why again. Keep asking yourself why until you have dug deeper 5 times. This helps you uncover root causes and explore different angles.

Another helpful exercise is the “Red Team” approach. Put yourself in the shoes of an adversary looking to critique and challenge your ideas or plans. What concerns would they raise? This technique helps you identify weaknesses and biases in your thinking and find ways to strengthen your reasoning and your plans.

In summary, developing your critical thinking skills will help you make good decisions by gathering diverse input, viewing feedback as a valuable gift, and thinking outside the box.

What is one thing you have done in the past week to strengthen your critical thinking skills? What is one other way you could strengthen your critical thinking this week?

3 Reasons Leaders Must Have Negotiation Skills

Fri, 15 Sep 2023 16:30:49 GMT

Leaders must have strong negotiation skills in order to navigate the complex landscape of business and effectively resolve conflicts that may arise. Negotiation is an essential skill for leaders as it allows them to build relationships, find common ground, and achieve mutually beneficial outcomes.

First, let’s look at the value of negotiation skills in building successful relationships. Negotiation requires effective communication including open-ended questioning, active listening, and empathy. These skills are vital for leaders to understand the needs and motivations of their team members, coworkers, clients, and other stakeholders. By being skilled negotiators, leaders can establish rapport based on trust and respect, fostering a collaborative and productive work environment.

Secondly, negotiation is essential in resolving conflicts and reaching agreements. In any organization, differences of opinion and conflicting interests are inevitable. A leader who possesses negotiation skills can mediate conflicting viewpoints, find compromise, and facilitate win-win situations. This not only helps to maintain harmony within the team but also ensures that decisions and agreements are mutually beneficial and aligned with organizational goals.

Thirdly, negotiation skills are instrumental in achieving favorable outcomes and seizing opportunities. Leaders with strong negotiation skills can effectively advocate for their organization, secure advantageous deals, and leverage their position to create strategic alliances. They possess the ability to navigate tough negotiations, make persuasive arguments, and influence key decision-makers.

In conclusion, negotiation skills are invaluable for leaders in any field. They enable leaders to build strong relationships, resolve conflicts, and achieve favorable outcomes. By honing their negotiation skills, leaders can become more effective communicators, problem solvers, and decision-makers, ultimately driving success for their organization and creating a positive and collaborative work environment.

Emotional Intelligence is a Game-Changer

Tue, 05 Sep 2023 13:58:51 GMT

Emotional intelligence (EQ) has increasingly become recognized as a crucial trait for effective leadership. EQ is more important than IQ for managing our emotions well when we are disappointed with staff or challenges within the company or the business environment. EQ is also essential for noticing and appropriately responding to the emotions of the people around us. The ability to respond to emotions well is critical in building trust, fostering collaboration, and driving team and individual success within the organization.

Here are five reasons why emotional intelligence is a game-changer for leaders:

Building Strong Relationships : Leaders with high EQ empathize and understand the perspectives of others, fostering trust and open communication.
Effective Communication : Leaders with high EQ can express themselves clearly as well as listen and respond appropriately to others, reducing misunderstanding and conflicts.
Conflict Resolution : Leaders with high EQ can remain calm in difficult situations and facilitate the development of mutually beneficial solutions.
Inspiring and Motivating Others : Leaders with high EQ acknowledge others’ contributions and inspire them to make valuable contributions to the organization’s purpose.
Decision-Making : Leaders with high EQ consider both logical and emotional factors when making decisions, resulting in decisions that align with both the organization’s and the team members’ interests.

By developing their emotional intelligence, leaders can create a positive work culture, increase retention, improve productivity, and strengthen the bottom line. In other words, leaders with high EQ improve employee satisfaction and the organization's ROI.

What is one skill you could strengthen to improve your EQ and the positive impact of your leadership?

Why Adaptability Matters

Tue, 29 Aug 2023 13:58:44 GMT

In today's fast-paced and ever-changing world, adaptability has become a key trait for success in the workplace. The ability to adjust and thrive in new and challenging environments is crucial for staying competitive and relevant.

Adaptability allows individuals to face unforeseen obstacles and effectively navigate through them. Whether it's a sudden shift in priorities or a change in technology, those who can quickly adapt are more likely to find solutions and remain productive.

Furthermore, adaptability fosters innovation and creativity. Openness to new ideas and approaches encourages individuals to think outside the box and find unique solutions to problems. This not only benefits the individual but also the entire organization, as it promotes growth and development.

Lastly, the importance of adaptability extends beyond personal and professional growth. Employers value adaptability as it ensures the overall success and resilience of their organization. Flexibility and adaptability are attractive qualities that enable businesses to stay agile and responsive to market demands.

In conclusion, adaptability in the workplace is crucial for personal, professional, and organizational success. By embracing change and being open to new challenges, individuals can thrive in today's dynamic work environment.

How are you adapting to meet the needs of the people in your organization? Are you asking open-ended questions and really listening to their answers? Are you checking that you heard them correctly? Are you asking follow-up questions to understand their perspective more fully?

If you aren't adapting your leadership practices to serve your employees needs, you are limiting their productivity. To improve your ability to adapt, I encourage you to register for the SBDC sponsored Conversational Leadership course I will be leading in September. Click here for more information.

Increasing Profits Requires Skilled Managers

Mon, 21 Aug 2023 15:07:46 GMT

Best way to strengthen your bottom line

Effective managers play a pivotal role in driving increased company profits. Their leadership and management skills directly impact the bottom line either negatively or positively. Millennials and Gen Z employees are not willing to tolerate the emotionally draining workplace conditions that older generations put up with. Also, recent research shows that managers themselves are less engaged than ever. Today, fewer managers are modeling positivity, commitment, and initiative. Many are not inspiring employee productivity. No wonder business owners and senior managers are concerned about declining profits.

Effective managers are adept communicators, ensuring seamless information flow among individuals and between departments. This alignment helps employees feel respected and informed, increasing their commitment to doing their work well. Also, good communication reduces errors and delays, positively affecting workplace timelines and outcomes. How have your managers been trained in clear, inspiring two-way communication skills?

Also, effective managers nurture talent by offering guidance and growth opportunities. A skilled workforce is more productive and innovative, contributing to enhanced profitability. How often do your managers catch employees doing things right and praise them, kindly coach them to correct underperformance, and encourage them to participate in ongoing learning opportunities?

Prioritizing employee engagement is a hallmark of effective managers. A positive work environment boosts morale, reduces turnover, and increases loyalty. Engaged employees are more likely to invest discretionary effort, directly impacting customer satisfaction, and consequently, company profits. Only 33% of employees are actively engaged, yet, in a few organizations

engagement exceeds 90%? How does your company’s employee engagement rate compare?

In summary, effective managers significantly contribute to increased company profits through quality communication, talent development, and employee engagement. Although the role of managers is to help employees be highly successful, many have not yet had the opportunity to develop the leadership skills that are essential for cultivating a thriving workplace and driving

financial growth.

What are you going to do this week to strengthen your managers’ skills so they in turn can lead your workforce effectively, improving your organization’s financial position?

You may wish to learn more about Conversational Management training, or register one of your managers in a unique Lorain County Conversational Leadership workshop.

Effective Managers & Coworkers are Kind

Tue, 15 Aug 2023 13:59:32 GMT

“We know that managers are the single biggest determinant of employee satisfaction, performance, and perceptions of well-being,” says McKinsey partner, Emily Field. Yet, too often they are considered just cogs in a wheel, taking instructions from above and pushing the people below to get results.

Often, employees experience their manager as a task master breathing down their back or neglecting them though they need help to succeed. However, effective managers are coaches. Such leaders care about both the people and the workplace results. Here are a few ways that managers can show they care for their team members as individuals and as employees.

Say good morning to your colleagues. Take a quick walk around the office when you arrive and say hello to several coworkers who are already there. Acknowledge those who walk past your work station as they arrive.
When working remotely, take a few minutes in the morning to call someone who told you they had an appointment with a medical specialist yesterday and ask how it went. Or, call a colleague who has just returned from vacation and ask them to share a couple of highlights from their time away.
When you read in the newspaper that one of your colleagues children were the MVP in a sports game or won an academic award, congratulate your colleague in-person, by phone, text, or email.
Ask others a question about themselves or about their workplace priorities this week. Really listen to their response. Ask a few follow-up questions to learn more.
When you know a coworker has a big deadline or an unusually taxing workload, ask how you could help. If you can only spare 30 minutes, say “I could take 30 minutes today or tomorrow to help you. What would you like me to do?
When someone can’t get away for coffee or lunch, grab something for them when you are getting your own.

Next week is “Be Kind to Humankind Week”. How will you show kindness to the people in your life at work and beyond? Click here for 15 ways you could express kindness at work.

The Foundation for High Performance

Thu, 10 Aug 2023 02:05:54 GMT

Craig Groeschel, author of The Power to Change, emphasizes 3 leadership behaviors which are necessary in developing high performing employees. He believes that the essence of employee and organizational success is for the leader to consistently:

1. Be clear about what you expect.

2. Reward it when you see it.

3. Correct it when you don’t.

Being clear about what you expect includes telling your employees the specific results you want them to produce. It is important for expectations to include quantities, quality, deadlines, and any financial or procedure limitations. “Focus on producing widgets” is very different than “every day produce 20 widgets that meet quality standards with no more than 5% waste”.

It is important to fully communicate expectations, yet, about 50% of employees say they are not clear what is expected of them at work. Show employees what a quality finished product looks like. Share expectations in writing, state expectations out loud, and ask employees to explain what is expected and why these results are important.

Rewarding when you see it means acknowledging employees' good work. This requires you to monitor their work so you know if they are meeting expectations. Productivity is higher when each employee receives specific positive feedback on some of the things they are doing well a few times every week, with at least some of this recognition coming from their supervisor. 36% of people who feel they receive the right amount of appreciation are watching for other job opportunities while 57% of those who don’t feel adequately appreciated are watching for job opportunities. Especially in a tight labor market, rewarding employees for meeting expectations is a critical tool for increasing retention, productivity, and profit.

Correcting when you don’t see it means having a kind conversation with underperformers. Discuss the gap between what they are achieving and what is expected. Ask what they think is causing the gap. Provide more training, a job mentor, or more effective equipment. If they don’t know they aren’t doing their work correctly they will never improve. In one study, 86% of people would rather receive feedback about something that isn’t right than continue missing the mark. However, only 48% of people would give feedback. This suggests that when managers develop a habit of speaking to employees about performance gaps, employees will welcome the feedback and their work will improve.

What will you start doing in the next week that will enhance your employees’ workplace success?

1. Be clear about what you expect.

2. Reward it when you see it.

3. Correct it when you don’t.

How Appreciation Impacts Workplace Satisfaction & Retention

Tue, 01 Aug 2023 13:52:40 GMT

Human diversity is caused by many factors including genetics, environment, and life experiences. This wide range of human diversity affects many aspects of leading people including their response to receiving – or not receiving – appreciation at work. Recent Gallup research has found that the variability in people receiving appreciation is significantly correlated to the sense of fairness in the workplace, employee burnout, and turnover.

This article summarizes some of the differences between employees who feel they are receiving the right amount of recognition and those who don’t feel they are receiving the right amount. Many of the survey respondents indicated that the right amount of recognition is receiving positive feedback at least a few times a week from colleagues – supervisors and/or other coworkers.

First, let’s look at the feeling of being treated fairly at work, a factor that greatly impacts the workplace culture, morale, and productivity. Those who feel they receive the right amount of recognition are seven times more likely to feel treated fairly than those who don’t receive the right amount. Also, those who receive the right amount of recognition are four times more likely to feel respected and valued at work.

Second, let’s look at the impact of feeling appreciated on burnout. When women don’t receive the right amount of recognition, 31% of them feel burned out while only 11% of those who feel adequately recognized feel burned out. However, 24% of men report being burned out whether they feel appropriately recognized or not. Providing quality appreciation increases women’s sense of well-being and their productivity.

Third, let’s explore the potential impact of recognition on employee retention measured by people actively looking for or watching for other job opportunities. Gallup’s 2023 study found that 40% of men who feel they are receiving the right amount of recognition are looking for or keeping their eyes open for a different job. Of those not feeling well appreciated, 58% of men are paying attention to opportunities elsewhere. 32% of women who are feeling appropriately recognized are looking for or watching for other job opportunities while 56% of women who don’t feel well appreciated are considering working elsewhere.

These realities highlight the importance of managers showing appreciation to employees who are fulfilling any or all aspects of their workplace expectations. When people feel treated fairly they are less likely to complain and will be more productive. Women who feel well appreciated are much less likely to be burned out and, thus, be more productive. Overall, both men and women who feel they are receiving the right amount of recognition are more likely to be committed to staying at their current workplace leading to increased engagement and productivity.

Managers who prioritize recognizing their employees’ contributions at work will likely receive a high return on this investment. Showing appreciation at work is well worth the time and effort!

How Workplace Recognition Impacts Performance & Wellbeing

Tue, 25 Jul 2023 14:25:18 GMT

The recognition employees receive at work has a significant impact on their wellbeing – how well they feel their lives are going.

However, most employees do not feel adequately recognized at work for their performance, their efforts, or for being a valuable person. For people to have good mental health and be strong workplace performers, organizations need to place more importance on employee recognition and managers need to express appreciation more often and effectively.

Recent Gallup/Workhuman research indicates that 76% of those who feel they receive great recognition at work are high performers, 72% of them indicate they are thriving in life, and 37% of them are job searching.

63% of those who feel they receive inconsistent recognition at work are high performers, 58% or thriving in life, and nearly half of them (47%) are job searching.

However, only 33% of those who feel they receive poor recognition at work are high performers, only 39% are thriving in life, and 67% are job searching.

Many managers believe that recognition should only be given to employee who are achieving 100% of workplace expectations. However, individuals won’t become high performers if they aren’t acknowledged for the things they are doing right and supported to become better in their weak areas. Even poor performers overall should receive praise for the things they are doing right at work. They should receive friendly hellos in the morning. Those with good attendance can be acknowledged for being reliable. In the rare instances where an employee is not doing anything right, why are they still on the payroll?

Being recognized (noticed, appreciated, praised) enhances employees’ quality of life and workplace performance. Managers have a responsibility to regularly recognize their employees as valued human beings who are essential for organizational success.

Which day this week will you individually praise each one of your employees for one of their recent workplace successes?

One-on-One Meetings Reduce Employee Quitting

Tue, 18 Jul 2023 13:59:48 GMT

The role of a people manager or supervisor is to achieve organizational goals through the work of other people. The leaders' success is usually measured by the results achieved by their team. With this in mind, highly successful leaders proactively support each of their team members to be successful. They tend to hold regular one-on-one meetings with each employee, increasing both productivity and retention.

Because team members have differing experiences, responsibilities, strengths, weaknesses, and personalities, the best way to support their unique contributions and needs is to have regular one-on-one meetings. When employees have quality weekly one-on-ones with their manager, they are more likely to be clear on what is expected of them, share where they are struggling, get answers to their important but not urgent questions, and receive relevant training to enhance their skills. This increases the individual's and the organization's productivity and morale.

During one-on-one meetings the manager can learn something about the employee's personal life, give specific praise for areas of employee success, and provide constructive support in areas of uncertainty or underperformance. This helps the employee feel valued and respected, reducing employee quitting and improving their work quality and quantity.

Ideally, most of the one-on-one meeting is spent on the employee's agenda. Rapport is built when the first few minutes is used for personal updates or interests. Then, the manager can ask, "What would you like to talk about during out time together?" Now, the employee has the floor for whatever is on their mind. The employee may provide a progress report, clarify expectations, or get help overcoming a stumbling block. Sometimes, they may share a family challenge that is interfering with their focus at work. Another important question for the manager to ask is, "How can I help you be successful this week?" This gives an employee permission to ask their leader to remove an obstacle whether it is bureaucracy, information, or time.

Many organizations find that 30-minute one-on-ones provide the most effective balance of having enough time for meaningful discussion and not taking too much time away from revenue-generating activities. If that seems far too long for you, even 10-minute employee-focused one-on-ones can yield great results.

One-on-ones don't waste time. They are so effective at increasing morale and productivity that they may generate the highest rate of return on your payroll dollars.

When could you start having weekly one-on-ones with each of your employees to reduce turnover and improve productivity? Register for - and attend - our free 45-minute webinar “ 3 Tips to Reduce Employee Quitting ”.

Setting Clear Expectations Reduces Employee Quitting

Wed, 05 Jul 2023 16:20:40 GMT

Remember when you had a coach, teacher, mentor, parent, friend who believed in you 100%? Their high expectations and total belief for what you could do enabled you to perform better than you imagined, consistently and confidently. You felt good about being successful and you wanted to experience more of these good feelings. You knew you were in a right-fit place and never considered quitting the team. You took more courses with that teacher because you understood their expectations. You spent more time with that friend because you both had similar expectations of the friendship. Likewise, when managers are clear about workplace expectations and provide reinforcing feedback, employees are likely to succeed and much less likely to quit.

However, a recent Harvard Business study found that 69% of managers reported being uncomfortable communicating with their employees. When managers don't tell employees specifically what they want them to do in a way that the employees understand what is expected, there is little chance of them producing the desired results. This often leads to managers complaining about employee performance or ignoring underperformers. Employee frustration with their failure and inadequate communication with their boss causes them to resign, work with mediocre effort, or become a quiet quitter (to collect a paycheck but not even try to accomplish anything).

Effective managers make it a priority to clearly communicate expectations. They share exactly what results they are expecting from each employee, specify which procedures are to be followed, and regulary provide feedback so employees know when they are or aren't fulfilling expectations. Imagine how your employees will feel when they know what is expected. Good performers will be confident about keeping their job and poor performers will know where they need to improve. Nobody will be wondering if they are on the right track so they won't be wasting time and energy worrying about their job security. They will be likely to become strong performers who aren't thinking of quitting your organization.

Here are some best practices for communicating expectations an regulary reinforcing them so your employees are clear about workplace expectations:

Connect the company "why" to your employee's "Why". Your employees need to know why what they do matters. More importantly, they need to find a sense of purpose in your organization's mission. Treat your employees like they make a difference, and they will.
Be clear. Set clear expectations and goals. Meet with each of your direct reports one-on-one periodically to make sure they understand what "good performance" is. And put it in writing so that it is easy to keep track of what has or hasn't been communicated.
Co-Create Goals. Don't dictate. Co-creating goals and expectations will create higher buy-in and more significant accountability. Having a conversation with each of your employees will empower and support them to meet and exceed expectations.
Provide C.A.R.E feedback. Continuous. Accessible. Regular. Empathetic. Schedule regular meetings continually. Be responsive, approachable, and empathetic. You have a unique opportunity to unleash the most significant contributions of others.
Hold them accountable. Praise their successes, kindly point out where improvement is needed, and willingly give them the support necessary to become more effective.
Be approachable. Encourage your employees to reach out to you with their questions. Be available when they need clarification. Welcome the disruption to your schedule when the purpose is to equip an employee to do their job more effectively.
Get out of their way. Develop agreed-to expectations with each employee. Give them the support they need. And then let them do their thing. Trust that they can solve the problem, find the solution, take care of the customer, innovate and inspire other team members.

As managers, it is essential that you communicate and reinforce expectations effectively and frequently. You will be making huge deposits into your employees' confidence and performance, greatly decreasing the likelihood that they will quit your company.

What can you do this month to communicate your expectations more clearly? Register for - and attend - our free 45-minute webinar “ 3 Tips to Reduce Employee Quitting ”.

Meaningful Feedback Reduces Employee Quitting

Tue, 04 Jul 2023 02:37:39 GMT

Everyone wants to feel valued and respected. Feeling successful at something in their lives increases their self-esteem, self-confidence, and happiness. When they feel successful at work, they are more likely to be productive and less likely to be looking for work elsewhere.

Their manager's leadership practices are the number one factor in an employee's workplace experience. Regular feedback has a huge impact on an employee's feeling of workplace success, yet, leaders often give their employees too little helpful feedback. When we rarely catch our team members doing things right and acknowledge their positive contributions, they aren’t sure if they are meeting expectations. And, when we don’t let them know what we wish them to do differently, how are they to realize improvement is required?

Even when leaders provide feedback, they may not be encouraging them to repeat positive behaviors and to work towards improving their performance in weaker areas. Managers may tell employees they did a good job assisting customer Jones but if the feedback isn’t specific the employee doesn’t know which aspects of their customer interaction should be repeated and may not realize the positive impact of quality customer service. On the other hand, when employees don’t meet expectations, if they don’t realize there is a need for improvement and don’t ‘hear’ and internalize ways to improve, they likely won’t become reliable high performers. They may quit their job, continue to underperform because they don't know any better, or come to work but do as little as possible. When managers fail to affirm good work or to address need for improvement they are setting the company up for a poor bottom line.

When providing feedback, keep in mind that people are seven times as likely to remember something they say than something they just heard. Also, we have to hear, see, or say information several times before we will act on it. Therefore, when leaders and their employees have two-way conversations about the team member’s performance, good performance gets repeated and areas that need improvement get addressed.

Let’s explore what meaninful feedback looks like. Positive feedback has the most impact when it is shared in a live conversation. In-person is ideal with a video call or phone call being next best. The leader’s tone and body language tell the employee if their manager is simply going through the motions of showing appreciation or if the thank you is authentic. Only heart-felt thanks spurs an employee to make a habit of doing quality work. The most effective positive feedback is expressed promptly after the good work is noticed, names the specific behavior that is appreciated, and shares the impact of the employee’s action on the company or other people.

Highly effective corrective action involves two-way collaborative conversation. The manager briefly and calmly states the action or behavior that failed to meet expectations. Then he asks the employee questions to encourage self-realization about what caused the unfavorable situation and the impact this has on the people involved and on the organization. The employee is asked to suggest ways to correct the situation and is provided the support needed to improve performance. When the manager and the employee develop corrective action plans together the employee has a better understanding of what is expected and is usually more motivated to address the challenge at hand.

When employees feel that their good performance is valued and receive support to overcome their challenges, they become more engaged, increasing their satisfaction and the company’s success. Conversational feedback is the foundation of win/win/win workplace experiences, increasing employee retention, customer satisfaction, and company results.

What can you do this month to develop your meaningful feedback skills? Register for - and attend - our free 45-minute webinar “ 3 Tips to Reduce Employee Quitting ”.

Enhance Business Success by Building A Deep Bench

Tue, 27 Jun 2023 04:31:01 GMT

People often talk about the merits of sports teams having deep benches. Ensuring the teams’ players have a breadth and depth of skills is seen as preparing for a successful sports season, but many businesses aren’t following suit. Let’s consider how workplace managers could benefit from adopting some common practices of sports team coaches.

Sports coaches build deep benches by recruiting talented individuals, focusing on further development of their abilities, fostering a winning attitude, and instilling accountability. They prioritize enhancing individual skills and strategically rotating players to determine their best-fit position. Open communication and constructive feedback are emphasized, creating a collaborative environment where athletes feel valued and motivated. Coaches also encourage teamwork and learning from one another, promoting healthy competition and pushing everyone to excel.

When business leaders and managers follow suit, their organizations tend to flourish. They hire people with potential and provide training and coaching to prepare them for success. They give them a variety of opportunities and monitor their performance to determine the best fit position for each position within the company. As a result, employees feel supported and are positioned to be successful, increasing employee loyalty and the company’s bottom line.

When managers invest in developing people around them, they are ensuring operational continuity by having employees prepared to address unexpected challenges or promptly fill a vacant position. This mitigates the risk of spikes in workload or long vacancies in key positions. Development of a deep bench also fosters a culture of growth and development. People are equipped to be flexible, adaptable, and resilient allowing the company to quickly respond to market changes and seize emerging opportunities.

What is one thing you can do to build a deeper bench that will enhance your organization’s success in our ever-changing business environment?

Adaptive Leaders

Fri, 16 Jun 2023 01:45:08 GMT

Adaptive leadership is a way of leading that focuses on solving problems and achieving success. It means being creative and willing to do things differently. It requires flexibility, taking initiative, trying new things, and considering different ideas. Prior to Covid, adaptability was not listed in the top 10 leadership skills. However, post-covid it has been ranked as the most important leadership skill for thriving in our fast changing world.

To be an adaptive leader, you need certain qualities and skills. First, you should be creative. Adaptive leaders think outside the box, explore new ideas, and find unique solutions. They're not afraid to make mistakes and learn from them. They also value different opinions and ideas.

One way team leaders can show adaptive decision-making is by creating an environment where everyone feels comfortable sharing different ideas. They can ask questions that make team members think of different ways to do things. By having open and

inclusive discussions, team leaders can benefit from everyone's knowledge and find the best solution together.

Adaptive leaders also understand the importance of having diverse perspectives. They know that a team with people from different backgrounds and experiences can bring new insights and innovative solutions. By respecting and appreciating different viewpoints, adaptive leaders create a culture where everyone feels welcome to share their ideas and have constructive discussions.

In conclusion, adaptive leadership is important in a world that is always changing. It means being flexible, creative, and open to new ideas. It requires working together and considering different viewpoints. Adaptive leaders help their teams solve problems and achieve success by encouraging creativity and embracing diversity.

The Impact of Leaders Who Communicate Stability

Tue, 13 Jun 2023 00:00:23 GMT

Employees are 8 times more likely to be engaged if they feel the company is financially secure.

When leaders effectively communicate stability, it has a profound impact on employees within an organization. Stability provides a sense of security and assurance, fostering a positive work environment and enabling individuals to thrive. Here are a few key ways in which such communication impacts employees:

Reduced anxiety: Uncertainty breeds anxiety, which can hinder employee productivity and engagement. When leaders communicate stability, whether it's related to the company's financial position, long-term goals, or changes within the organization, employees feel more at ease. They gain confidence in their job security and can focus on their work with a clear mind.
Increased trust: Leaders who demonstrate stability through their communication build trust among their employees. By providing consistent and transparent messages, leaders show their commitment to openness and reliability. This fosters an environment of trust and encourages employees to believe in the leadership's vision and decisions.
Enhanced motivation: Stability in communication helps employees see a clear path forward. When leaders articulate the company's objectives, strategies, and plans, employees understand their role in achieving those goals. This clarity provides a sense of purpose and motivates individuals to contribute their best efforts towards the organization's success.
Improved retention: Employees seek stability in their careers. When leaders effectively communicate stability, it reassures employees that the organization is reliable and invested in their well-being. This creates a sense of loyalty and reduces the likelihood of turnover, as employees are more likely to stay with a company that offers stability and security.
Better decision-making: Stability in communication allows employees to make informed decisions. When leaders provide consistent updates on the organization's progress and share relevant information, employees are empowered to make choices that align with the company's direction. This autonomy and clarity facilitate efficient decision-making and promote a culture of accountability.

In conclusion, leaders who prioritize stability in their communication positively influence employees. By reducing anxiety, building trust, enhancing motivation, improving retention, and enabling better decision-making, stable communication sets the stage for a thriving and engaged workforce, as well as a more profitable and productive organization.

The Impact of Leaders with Hope for the Future

Mon, 12 Jun 2023 17:00:55 GMT

Only 1 in 10 leaders communicate hope for the future

In the fast-paced and ever-changing world of work, leaders who inspire hope in their employees possess a remarkable ability to drive engagement and foster success. Gallup, renowned for its extensive research on workplace dynamics, highlights the profound impact of hopeful leaders on organizational outcomes.

A hopeful leader embodies optimism, instilling confidence, and trust within their teams. Their positive outlook and belief in a better future empower employees, creating a shared vision and sense of purpose. Gallup's studies consistently reveal that employees who work under hopeful leaders exhibit higher levels of engagement, productivity, and job satisfaction.

Hopeful leaders foster a supportive work environment where employees feel valued, challenged, and motivated. By communicating openly, listening attentively, and providing constructive feedback, they cultivate a culture of growth and development. Gallup research also highlights the critical role of hope in fostering resilience during challenging times, enabling employees to overcome obstacles and persevere.

In conclusion, leaders who embody hope have a profound impact on employee engagement, well-being, and performance. By fostering a positive workplace culture and inspiring their teams to believe in a brighter future, these leaders create a path towards success, driving organizational growth and transformation.

The Impact of Compassionate Leaders

Wed, 31 May 2023 13:42:15 GMT

When employees feel cared for at work, they talk more positively about their employer.

Gallup, a well-known research company, has studied how compassion helps leaders be more effective. Their research shows that leaders who show compassion have a positive impact on their organization and the well-being of their employees.

Gallup found that compassionate leaders create an environment where employees feel valued and supported. They listen carefully to their team members, give helpful feedback, and offer assistance when needed. This kind of leader builds trust and improves communication.

Compassionate leaders are also good at handling difficult situations and conflicts. They understand and care about their employees' feelings, which makes them feel safe to share their ideas and concerns. This openness leads to more collaboration and problem-solving.

Gallup's research proves that compassion in leadership has real benefits. Companies with compassionate leaders have happier employees, lower turnover, and higher productivity. By being understanding and empathetic, leaders can create a positive work culture where people can grow both personally and professionally.

The Impact of Trustworthy Leaders

Mon, 22 May 2023 12:19:22 GMT

5-fold increase in employee engagement

Trust in leadership is crucial for organizational success, as revealed by Gallup research. It plays a significant role in building strong relationships, fostering employee engagement, and driving performance.

Gallup's studies consistently indicate that employees who trust their leaders feel more motivated, committed, and satisfied.

When followers strongly agree they trust their leaders, 1 in 2 are engaged.
When followers don’t find leaders trustworthy, only 1 in 12 are engaged.

Trust creates a sense of safety, enabling individuals to take risks, collaborate, and innovate. Additionally, trust in leadership positively affects employee retention, as people are more likely to stay in organizations where they have faith in their leaders.

Trust also extends to customers. Gallup's research shows that businesses with trustworthy leaders enjoy greater customer loyalty. Trustworthiness influences consumer perceptions of product quality, reliability, and overall satisfaction.

To cultivate trust, leaders must demonstrate integrity, transparency, and accountability. They should communicate openly, listen actively, and align their words with their actions. Prioritizing trust allows leaders to foster a culture of engagement, collaboration, and high performance, essential for succeeding in today's competitive landscape.

Retaining Institutional Knowledge During the Silver Tsunami

Wed, 17 May 2023 18:51:32 GMT

The global workforce is experiencing a significant demographic shift, commonly referred to as the "Silver Tsunami." This term denotes the wave of retiring baby boomers. As these experienced employees exit the workforce, organizations face the challenge of ensuring a seamless knowledge transfer to adequately prepare the next generation of workers. However, a potential obstacle arises when retirements occur before younger employees have completed their training, posing unique obstacles for businesses to overcome.

To address the challenges posed by the silver tsunami, businesses must adopt proactive strategies. Here are some key steps organizations can take:

1. Succession Planning: Implementing robust succession plans enables organizations to identify key positions, document essential knowledge, and facilitate smooth transitions. This includes cross-training initiatives to ensure that younger employees gain exposure to critical tasks and responsibilities.

2. Knowledge Transfer Programs: Establishing formalized knowledge transfer programs, such as mentorship initiatives or "buddy systems," facilitates the transfer of expertise from retiring employees to their successors. This hands-on approach helps bridge the gap and accelerates the learning curve for younger workers.

3. Upskilling and Reskilling: Investing in comprehensive training programs equips younger employees with the necessary skills to fill the void left by retiring workers. Offering mentorship, workshops, and online learning platforms can help bridge any knowledge gaps and build a capable workforce.

4. Embracing Technology: Leveraging technology solutions, such as knowledge management systems and collaborative platforms, can facilitate the efficient capture and sharing of institutional knowledge. These tools enable seamless collaboration and knowledge exchange across teams, ensuring smoother transitions during the retirement phase.

A successful transition requires careful planning and proactive measures. By implementing robust succession plans, knowledge transfer programs, upskilling initiatives, and embracing technology, businesses can navigate the challenges of baby boomers retiring before their successors are fully trained. A strategic approach will minimize disruptions and position organizations for continued growth and success in the face of changing workforce dynamics.

5 Ways to Amplify Your Voice at Work

Tue, 09 May 2023 12:14:36 GMT

When is the last time you spoke up at work? Do you share your ideas for improving communication in your department, respond to your manager’s email asking what training you would be interested in this year, or drop a possible solution to a frustrating workplace situation in the staff suggestion box?

Workplace dissatisfaction is common. Employee morale is falling. Employee turnover is high. Many people share workplace frustrations and potential solutions with their family and friends. Yet, they don’t use their voice at work. Instead, they put up with workplace drudgery or change jobs again in search of a rewarding experience.

Often, leaders who ask employees for their input and offer opportunities for team problem solving get few responses. If you wish to be heard and valued at work, amplify your voice.

Here are 5 ways you could speak up to improve the workplace experience for your colleagues, yourself, and the organization.

Speak up during meetings: Whenever there is a meeting, make sure to contribute your ideas and opinions.
Use communication tools: Utilize email, instant messaging, or project management software to share your ideas and feedback with your team. This can help you reach out to others even when you're not in the same physical location.
Seek out one-on-one conversations: If you feel uncomfortable sharing your ideas or feedback in a group setting, try to have one-on-one conversations with your supervisor or other colleagues you feel comfortable with. This can help you build a rapport with your colleagues and foster more productive discussions.
Provide written feedback: Sometimes, it can be difficult to express your thoughts and ideas verbally. Provide written feedback, such as in an email or memo, to share your perspective with your team.
Participate in employee surveys: If your organization conducts employee surveys, take the time to fill out these surveys and provide detailed responses to help shape the company's direction and improve the workplace.

You have valuable ideas for improving the workplace experience and/or productivity in your organization. Which of the above ways will you use to put these ideas forward for consideration? What will you do this week to amplify your voice?

Encouraging Others to Amplify Their Voices

Tue, 02 May 2023 04:01:41 GMT

Too frequently, leaders make workplace decisions with inadequate information. A group decision may be based on only the leader’s preferences and experience. It may serve the leader’s personality style and ignore the emotional or functional impact of team members. The organization fails to experience the benefits of group collaboration.

Many employees have tried to speak up, only to have their input ignored, so they have stopped offering ideas. They do their work but keep their great ideas to themselves. What can you do to encourage team members to share their insights, experience, and preferences for higher quality decision-making and stronger organizational results?

Let’s consider 5 ways you can encourage others to speak up in workplace meetings.

Let your team members know you want to hear their ideas. Tell them in group meetings, by email, or during one-on-one conversations that you want their input on workplace matters.
During meetings, ask your team members to share their thoughts on an agenda item before you share your own. This usually brings out a variety of information rather than everyone simply agreeing with your thinking.
Call on team members individually. Share the meeting topics a day or two before each meeting and ask them to be ready to share their perspective on each topic. During the meeting call each person by name and ask them to share their thoughts.
Listen to what each person says. Acknowledge their contribution by paraphrasing it or asking an open-ended question to learn more.
Show you value their input. Thank them for sharing. Put their best ideas into practice and let them know why the others aren’t being implemented.

As the leader, be intentional about amplifying other people’s voices. They will experience more job satisfaction and buy-in. Your decisions will be more informed. And, the organization will be more successful.

Managing at Work is Like Teaching School

Tue, 25 Apr 2023 12:10:59 GMT

In a busy workplace, managers can be tempted to treat every employee the same despite the diversity of experiences, strengths, and preferences among human beings. The reasons might be not wanting to show favoritism, not making it a priority to get to know each person as an individual, or simply believing that the best management style is the best in all situations.

Let’s think back to our childhood experiences at school. Did everyone in our second-grade class read at the same level? Did all our high school classmates love English literature or struggle with geometry as much as we did? Was it only the kids who didn’t do their homework or study for the test who got Bs, Cs, or Ds? When we got C on the first science test, what helped us get an A on our first quarter report card?

Sometimes, reading the textbook, completing assignments, and studying for tests made the difference. Other times, putting in the extra effort only raised our grade from a C- to a C. How discouraging! Often, it was the teacher who made the difference. At the University of Guelph, the outstanding reputation of one first year chemistry professor led to his classroom always being full. Rather than attending a different professor’s chemistry class as their official schedule directed, many students crowded around the open classroom door to hear the preferred professor explain chemistry in a way that made sense to teenagers. The Oberlin High School teacher who was recently awarded National Teacher of the Year captured the hearts of his students by talking one-on-one with those who seemed troubled, attending athletes’ games, and being available for extra help. His interest in the students’ success helped these young people with school and with life. Many flourished due to his emotional, academic, and life-relevant support.

Many students succeed because teachers took notice, offered time, and taught lessons in different ways to serve varied needs and learning styles. The most appreciated managers at work exhibit similar attitudes and behaviors. They invest in the success of their employees. They explain and re-explain. They train and retrain. They praise progress and achievement. They listen to employees’ workplace or life pains. They set expectations and patiently support individuals along the road to fulfilling expectations. And sometimes, they point individuals towards a path that better suits them.

Effective leaders at home, at school, or at work recognize that people are unique individuals. They pay attention to human differences and modify their leadership strategy to appropriately guide each-and-every valuable human being to success.

How skilled are you in meeting your team members where they are and supporting them along their success journey? What steps could you take to enhance your leadership practices? Conversational Management may be a right fit for you. Check it out by contacting me at cathie@agonleadership.com.

Leading Self-Reliant Achievers

Tue, 18 Apr 2023 11:18:51 GMT

Let’s further explore Ken Blanchard’s Situational Leadership II ^™ model. This article discusses the most effective leadership practices for empowering Self-Reliant Achievers, employees who are in the fourth quadrant of developing competence and commitment for a new job or task. At this point employees are highly competent and highly committed to their new responsibilities.

Learners in the fourth quadrant have the skills to do their regular work well, the knowledge and confidence to overcome most variances and obstacles, and the commitment to doing quality work that serves the organization’s mission. Now, the leader’s main role is to delegate work, provide task-related support when the employee has a need, and maintain a supportive, appreciative relationship with the employee. Since these individuals have many employment options, when these individuals feel undervalued, it won’t take them long to find another job.

Here are some of the ways highly effective leaders can support self-reliant achievers and avoid the negative impacts of high turnover.

Clearly communicate your expectations and goals for the project and give the self-reliant achiever the autonomy to make decisions and execute tasks in their own way.
Assign tasks that align with the self-reliant achiever's strengths and interests and provide resources or support when needed.
Set up regular check-ins to track progress and provide feedback but avoid micromanaging or hovering over their work.
Encourage the self-reliant achiever to take ownership of the project and feel a sense of pride in their accomplishments.
Recognize and reward their achievements and contributions, whether that be through praise, public recognition, or other incentives.

Although Self-Reliant Achievers can generally accomplish their work without their leader’s help, it is important that supervisors don’t abandon these valuable employees. They still need enough leadership support to know they are valued by the organization.

Leading the Capable but Cautious Performer

Tue, 11 Apr 2023 13:58:27 GMT

Let’s further explore Blanchard’s Situational Leadership II ^™ model. This article discusses the most effective leadership practices for Capable but Cautious Performers, employees who are in the third quadrant of developing competence and commitment for a new job or task. At this point they are highly competent in doing the work, but since they have been getting so much corrective feedback they aren’t confident about their ability so their commitment to working independently is still low.

Learners in the third quadrant have the skills to do the task to at least 80% of ideal performance. Ongoing experience will increase their speed and consistency as well as give them opportunities to learn the finer points of the work. Since their core skills for the task are high, they need just a little task direction. However, because their confidence has been shaken, their commitment is low. Now, the leader’s main role is to build their confidence so they will believe in themselves and be committed to doing the job. This requires a lot of specific praise and employee empowerment.

Effective third quadrant leaders check-in and observe their employees frequently and regularly. They are accessible to their employees almost daily so the Capable but Cautious Performers can get confirmation they are on the right track. These learners need assurance that they are finally ‘getting it right’ before they will be confident moving forward without their leader’s approval.

Throughout the first two stages of skill development, the leader has focused on showing and telling the employee what is expected of them and how to do the job well. The employee is now in the habit of relying on their leader’s expertise and input. Now that the leader is satisfied they have the core skills required for doing the job well, the leader must prove they believe in the learner’s ability to do the task independently. This requires the leader to stop providing task direction.

In the third quadrant, the leader’s role is to help the learner develop the skills and confidence to make day-to-day decisions themselves. When the learner comes with a question, the leader responds with a question such as, “What do you think might work?”, or “What approach do you think might be best?” Help the learner think through their suggestion by asking a few follow-up questions.

“What will be the likely outcome of that approach?”
“What problems could result?”
“How could you overcome that problem?”
“What is the outcome you are working towards today?”
“How well will this approach serve the required outcome?”

By being able to answer these questions, the learner realizes they really do know a lot about this task now. Their confidence and commitment increase.

If the employee’s suggestion won’t achieve a reasonable result, and they haven’t been able to come up with an alternative in response to your questions, it is important for the leader to give them further direction. Provide information they are missing or retrain them in their weak area.

And, now comes the tough part for most leaders who are task experts! If the original suggestion will achieve the results you are expecting, or if in response to your open-ended questions they have adjusted their approach so they now have a suitable plan, send them off to implement their plan! Ask them to let you know how it goes. DO NOT fall into the ‘and if you just add this tweak you will get even better results’ trap!! It is tempting for task experts, which the leaders likely are, to think that since the employee has mastered the basics it is time to introduce them to the finer points. Yet, this is a classic wrong tactic for a Capable but Cautious Performer. If they are truly in the third quadrant of developing their capacity for this task, they are capable of meeting basic expectations. Their next development step is not to become a stronger performer who relies on your availability every day. Their task skills are strong enough that you would like to be relieved of your task training role to focus on other things.

So, DO NOT continue giving them task direction, proving to them that they still don’t know enough to get the job done correctly without your daily input. Instead, indicate that you think their plan could meet current expectations. Build their confidence that their ideas are enough! Support their thinking which shows them they can be trusted. This is what increases their commitment to doing the task independently, so they don’t need as much of your time.

It is essential that leaders of Capable but Cautious Performers focus on developing the employee’s confidence and commitment by asking questions to help them suggest their next steps, evaluate the impact of their ideas, propose ways to close the gaps, and empower them to implement their ideas. Only give them directions on how to do the task if your guiding questions don’t spur a suitable response from them. Effective supervisors of Capable but Cautious Performers provide a little task direction and lots of relationship and trust support!

Leading Disillusioned Learners

cathie@agonleadership.com (Cathie Leimbach) — Mon, 03 Apr 2023 19:30:07 GMT

Let’s further explore Blanchard’s Situational Leadership II ^™ model. This article discusses the most effective leadership practices for Disillusioned Leaners, employees who are in the second quadrant of developing competence and commitment for a new job or task. At this point in their learning process, individuals can perform the basics of the task but are disappointed they haven’t mastered it. They’ve been receiving praise for what they are doing well. But they are also getting corrective feedback daily. They may wonder if they’re ever going to become competent.

Although improving, their skill level is still relatively low. They are achieving neither the quality nor quantity goals. Because of frequent corrective feedback, their commitment and confidence have fallen to a low level. Appropriate supervision in this quadrant includes daily positive and specific feedback along with patient coaching for continued skill development.

As the leader continues to provide strong skill development support, they will be asking the employee to restate the expected results for this task and compare their results with expectations. They will praise successful performance and the progress the learner is making. A leader-coach asks the employee what they think is limiting their skill development and how they think the gap could be closed. The leader asks what help the staff person thinks they need and then provides the requested support. In the second quadrant, it is important for the leader to be actively engaged in the employee’s ongoing training, so their skills continue to improve, adding more value for the organization. When the supervisor praises good work, it encourages the employee to continue learning. And, when the leader listens and responds to the employee’s needs, the learner’s commitment is maintained. Leaders who fail to provide ongoing training and encouragement during this second stage of skill development are likely to have high staff turnover. Most people want to be successful at work, so if they don’t feel they are making adequate progress, they will move on to another opportunity. Let’s avoid ineffective leadership, the top cause of today’s resignations and quiet quitting.

It is essential that leaders make it a priority to support employees for success by taking the time to develop their skills and commitment. This investment helps employees become high performers who feel valued, reducing turnover, improving morale, and strengthening the organization’s bottom line.

Supporting Employees for Excellence

Tue, 07 Mar 2023 15:00:28 GMT

There is a lot of concern today about the state of the workplace. Most of the conversation I hear focuses on employee shortfalls such as limited skills and effort, turnover, low morale, and mediocre productivity. Yet, studies show that employees only control 30% of the factors that impact workplace engagement and, therefore, the bottom line. Let’s talk about the people leaders who control the other 70% of factors that impact workplace engagement which in turn impacts most current concerns about the workforce.

Workplace excellence requires employees to have strong competence in the work they are doing and high commitment to the organization, its leadership, and their job. Leaders can make or break the employees’ commitment and have a responsibility for placing employees in roles that match their competence or providing training to develop the necessary skills.

Only about 10% of people leaders give adequate attention to developing and maintaining employee commitment. Stephen M.R. Covey calls their style of leadership ‘trust and inspire’. They lead in a way that builds trust with and among employees and inspires employees to do their best.

Covey and Gallup call the other 90% ‘command and control’ leaders. They tell their employees what to do but seldom interact in a way that considers, engages, or empowers them. They don’t get their employees best.

Trust and inspire leaders engender high commitment and provide support to develop high competence in their employees. By paying attention to both factors that impact employee success, their organizations have lower turnover, higher morale, and a stronger bottom line.

How can you move from any command and control tendencies you may have to become a strong trust and inspire leadership? Conversational Management training equips leaders with the mindset and the skills to develop a trust and inspire leadership culture. You can learn about this transformational program by contacting Cathie Leimbach at cathie@agonleadership.com.

Listening to Your Employees?

Tue, 28 Feb 2023 14:56:49 GMT

With our current workforce reality, it is particularly important that we listen to our employees and act on their input. Millennials and Gen Z, which make up the majority of our workforce, are quite willing to speak up with both suggestions and concerns about their career experience. With the high number of open positions in most communities, they are willing to look around rather than stay in a poor or mediocre environment. Paying attention to their input will reduce turnover and increase morale, positively impacting the bottom line.

Let’s look at 4 common ways managers listen to and act on employee feedback.

Conduct a large-scale survey a few times per year and share the information with HR and the executive team.
Conduct a survey or conversations around specific topics within the organization and share the findings will most leaders.
Use a strategic listening approach using at least 2 different feedback methods and quickly act on suggestions and concerns.
Various listening approaches are used throughout the year to get feedback on matters that impact business goals and their achievement. All levels of the organizations take responsibility for acting on improvements and all executives champion the process.

Organizations that regularly use multiple approaches for listening to and acting on employee input are 3 times as likely to meet or exceed financial targets and 10 times as likely to have high levels of customer satisfaction and retention.

What is one way you can enhance your employee listening?

Engage Your Employees with Conversational Feedback

Tue, 21 Feb 2023 14:13:38 GMT

Conversational feedback is very effective at improving employee engagement. Yet, leaders often give their employees too little helpful feedback. When we rarely catch our team members doing things right and acknowledge their positive contributions, they aren’t sure if they are meeting expectations. And, when we don’t let them know what we wish them to do differently, how are they to realize improvement is required?

Even when we provide feedback, we not be encouraging them to repeat positive behaviors and to work towards improving their performance in weaker areas. Managers may tell employees they did a good job assisting customer Jones but if the feedback isn’t specific the employee doesn’t know which aspects of their customer interaction should be repeated and may not realize the positive impact of quality customer service. On the other hand, when employees don’t meet our expectations, if they don’t realize there is a need for improvement and don’t ‘hear’ and internalize our suggestions for improvement, they likely won’t become reliable high performers.

We are seven times as likely to remember something we say than something we just heard. Also, we have to hear, see, or say information several times before we will act on it. Therefore, when leaders and their employees have conversations about the team member’s performance, good performance gets repeated and areas that need improvement get addressed.

Let’s explore what conversational feedback looks like. Positive feedback has the most impact when it is shared in a live conversation. In-person is ideal with a video call or phone call being next best. The leader’s tone and body language tell the employee if their manager is simply going through the motions of showing appreciation or if her thank you is authentic. Only heart-felt thanks spurs an employee to make a habit of doing quality work. The most effective positive feedback is expressed promptly after the good work is noticed, names the specific behavior that is appreciated, and shares the impact of the employee’s action.

When employees feel that their good performance is valued and receive support to overcome their challenges, they become more engaged, increasing their satisfaction and the company’s success. Conversational feedback is the foundation of win/win/win workplace experiences, increasing employee morale, customer satisfaction, and company results.

What can you do this month to develop your conversational feedback skills? You may be interested in enhancing your leadership skills through Conversational Management ™.

Setting Clear Expectations Increases Retention and Productivity

Tue, 14 Feb 2023 07:11:55 GMT

Remember when you had a coach, teacher, mentor, parent, friend who believed in you 100%? Their total belief and high expectations for what you could do enabled you to perform better than you imagined, consistently and confidently.

Believing in people lifts them up. Cheering on your employees, giving them the support they need to grow, and the "can do it" message will increase productivity and employee engagement.

Interestingly, a recent Harvard Business study found that 69% of managers reported being uncomfortable communicating with their employees, and more than one-third were uncomfortable giving direct feedback.

Management expert, Ken Blanchard, taught the importance of catching people doing things right. Rather than just saying "thanks," be specific about the contributions your employee or team made. And guess what? You will get a lot more of precisely what you want as a manager.

Your employees will always move towards someone who encourages and away from anyone who diminishes them. Stephen Covey taught that making deposits into your employees' emotional and professional well-being builds trust and increases performance.

Effective managers empower their teams by pointing out their strengths and partnering together to develop their strengths and opportunities for growth. Imagine how your employees will feel when they feel you believe in them and are enthusiastically supported. Here are some best practices:

Connect your "why" to your employee's "Why". Your employees need to know why what they do matters. More importantly, they need to find a sense of purpose in your organization's mission. Treat your employees like they make a difference, and they will.
Be clear. Set clear expectations and goals. Meet with each of your direct reports periodically to make sure they understand what "good performance" is. And put it in writing so that it is easy to keep track of what has or hasn't been communicated.
Co-Create Goals. Don't dictate. Co-creating goals and expectations will create higher buy-in and more significant accountability. Having a conversation with each of your employees will empower and support them to meet and exceed expectations.
Provide C.A.R.E feedback. Continuous. Accessible. Regular. Empathetic. Schedule regular meetings continually. Be responsive, approachable, and empathetic. You have a unique opportunity to unleash the most significant contributions of others.
Get out of their way. Develop agreed-to expectations with each employee. Give them the support they need. And then let them do their thing. Trust that they can solve the problem, find the solution, take care of the customer, innovate and inspire other team members.

As managers, you can make huge deposits into your employees' confidence and performance. Be the coach and mentor that helps your team members thrive and grow to do the very best they can. The result? Higher performance and higher engagement.

Your Employees' Experience REALLY Matters

Mon, 06 Feb 2023 02:09:02 GMT

For years HR has handled all ‘people’ matters in most companies. The other departments focused on producing products and serving their customers. However, since productivity is greatly impacted by how employees are trained, informed, treated, and rewarded, a strong bottom line depends on all leaders caring about their people.

The foundation for a positive employee experience is seeing everyone as a partner and stakeholder and worthy of being treated with respect. The employee experience consists of all the thoughts and feelings employees have of the company. This includes the culture, the brand, clarity of workplace expectations, being provided with the training and tools to do their job, pay and benefits, how the job impacts their personal life, and being listened to.

A recent workplace study found that the top three reasons employees quit are:

not feeling valued by their organizations,
not feeling valued by their managers, or
not feeling a sense of belonging at work.

Each of these reasons were cited by 50 to 55% of employees. This emphasizes the need for all people leaders to invite employees to share their perspectives, listen to them, and take action to address their concerns. This requires leaders to prioritize one-on-one and small group meetings with their employees.

Other factors that impact the employee experience are quality technology with user-friendly interfaces, ongoing skills development, opportunities to use their expertise, and a diverse and inclusive environment.

You may see that an employee’s workplace experience is important, yet, wonder just how important it really is. A global company with over 1000 retail locations measured several factors, including employee longevity, full-time versus part-time status, experience in multiple roles, and skill level. They found that when employee experience scores at a store moved from the bottom quarter of the company’s retail outlets to the top quarter both revenue and profits increased by about 50%.

If you like the idea of a 50% increase in your bottom line, what is the first step you will take to improving your employees’ workplace experience? It might be asking open-ended questions to learn the obstacles they are facing and collaborating with them to create a more favorable workplace. You can almost count on win/win outcomes for the employees and the company.

Getting Off the Starting Block

Tue, 31 Jan 2023 13:20:03 GMT

“The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small, manageable tasks, and then starting on the first one.” Mark Twain

How often have you had writer’s block or just couldn’t get going on a workplace project? You were willing to do the job but your brain just wasn’t ready to start. For some reason you weren’t crystal clear on exactly what outcome you were aiming for, or the best path to get you there, or even the first step to take.

Many of us have spent hours, days, or maybe even weeks making little or no progress. Why not reach out and ask for help? It may be your responsibility to do this work, but when you are still on the starting block you aren’t being very successful. If you just knew how to get going you could be up and running.

Many people do their best thinking when they are talking about the subject at hand. You may have found that sometimes while you were explaining a dilemma to another person the solution comes to your mind. Why not repeat this process often?

Why not ask a friend or colleague if they have 5 or 10 minutes to talk with you about a current bottleneck? Have them ask you a few open-ended questions about what you need to accomplish and a couple of ways you could approach it. You could leave that short conversation raring to go because your brain responded to someone else’s listening ear, friendly nudge, or curiosity.

Collaborate with those around you. Don’t be afraid to ask for a few minutes help to enhance your thinking. When you ask a work colleague or a family member to assist you in this way you achieve a win/win outcome. The company gets better results and your family’s needs are better served.

Where are you stuck today? Who could you ask to spur you over the hump?

Inspiring Accountability

Tue, 24 Jan 2023 13:59:45 GMT

In your organization, how often are tasks not completed to your satisfaction and on time? For most of us this is a common reality. This article outlines important steps for helping your team members be accountable for regularly getting important work done well.

First, let’s look at a definition of accountability.

Accountability is where team members hold themselves and each other responsible for fulfilling their commitments in a positive and productive way.

Now, we’ll consider the steps a leader can follow to position their team and each team member for success.

Clearly define the results you want achieved by when. Be very specific. For example, “Complete the first full draft of the annual report in Microsoft Word, including the layout, footers with page numbers, table of contents, and other introductory pages, and email the Word document to me by February 19, 2023, at 4:00 pm Central Time.”
Ask your team member what training, resources, or help they may need to achieve this. Determine if you will provide this support or assign the work to someone else who is a better fit for it – and communicate your decision.
Ask the person you are delegating this work to, “On a 1 to 10 scale with 10 being the highest, how committed are you to fulfilling this responsibility?” If they aren’t a 10, ask what they would need to be a 10. Work with them to fill the gaps, or if they really aren’t a right fit, assign the work to someone else.
Collaborate with your team member to set up a monitoring timeline and method to check progress periodically along the way. This ensures there are opportunities for the team member to alert you to bottlenecks and seek help if necessary. Praise them for their progress, encourage them to try to solve problems along the way, and guide them in making effective decisions.
Tell your team member to reach out to you for help if they can’t resolve challenges in a timely. Ask them to alert you whenever they discover something beyond their control that may delay the completion date or impact work quality.
Celebrate their success when they achieve expectations! When people are acknowledged for doing the job well it builds their confidence and commitment, increasing their future success.

Yes, leaders have to be very intentional when delegating work and responsibilities. However, when we take the time to set the stage for accountability, more will get accomplished and everyone will experience stronger workplace morale.

Engaging Everyone in Meetings

Tue, 17 Jan 2023 04:05:21 GMT

The universal purposes of meetings are to share information and make decisions. The best decision-making meetings engage all attendees in the discussion. Yet, attendees sometimes offer so many ideas there is no time left to make a decision. Or, the push to make a decision quickly doesn’t offer space for the sharing of relevant information. If you are wondering how your next meeting can address both aspects of an effective meeting, read on.

Be clear on the purpose of the meeting by precisely stating what you want to achieve by the end.
Then, divide the attendees into groups of 2 to 4 and give them a specific task. For example, ‘List 5 benefits of the merger we are considering” or ‘List 3 program ideas for our monthly meetings”.
Ask the small group members to list their ideas on a flipchart in large print. Post them at the front of the room.
Ask the participants to identify ideas that appear on multiple flipcharts and list the themes on a summary flipchart.
Now that everyone has thought about the topic at hand, shared their ideas, and heard diverse input, dig a little deeper. Encourage whole room discussion by asking open-ended questions such as “What value will this idea add to the project?” or “How can we access these resources”.
After there has been some discussion around each theme on the summary flipchart, ask “What questions or concerns haven’t been addressed yet?”
Now attendees are likely ready for a vote or a consensus decision.

Since all meeting attendees have been involved and informed, they are more likely to buy-in to the decision and support its implementation. Engaging meetings are a great success for the organization and the team members!

Start the Year by Finding Your Purpose

cathie@agonleadership.com (Cathie Leimbach) — Mon, 09 Jan 2023 23:01:54 GMT

“If you can't figure out your purpose, figure out your passion. For your passion will lead you right into your purpose.” T.D. Jakes

“If you have felt hopeless, hold on! Wonderful changes are going to happen in your life as you begin to live it on purpose.” Rick Warren

We are all wired differently. We have different interests and different strengths. What one person finds tedious others love to do. When we are in flow or in the zone, using our strengths in an area of interest, we are happier and more successful. We have positive energy which contributes to a positive workplace culture and strong results.

Everyone has something to offer to this world. When we figure out our passion – something that we love a lot – and determine how we can leverage this passion to serve others, we have found our purpose. This positions us to add great value to the world around us and enjoy doing it!

Many people can’t articulate their passion nor their purpose. They go through life day-by-day without a feeling of self-worth. They don’t feel inspired. Society misses out on what these individuals could offer the world around them.

If you don’t know your passion or purpose, this could be good time to identify them. Take time to think about the things you really enjoy and how these interests can be exercised in your work or life. Position yourself for a wonderful new year.

Put on your thinking cap and jot down:
What you liked to do in your spare time when you were 10 to 12 years old
What you like doing now
What you would like to be doing more of

2. Review the three lists and identify a theme or interest that is common to 2 or 3 of your lists. This is likely a passion for you.

3. How could you add value to your organization, community, family, or friends by leveraging this passion? This contribution to the world around you could be your purpose in life.

What will you do in 2023 to increase your joy in life by exercising your passion and purpose?

Reflect on the Past 12 Months

cathie@agonleadership.com (Cathie Leimbach) — Tue, 20 Dec 2022 17:31:44 GMT

“Achieving success is a challenge but so is struggling, so you may as well choose success.”

Rob Liano

A valuable use of time during the last week of every year is to reflect on the past year of your life. Where have you been successful and what are your disappointments? What helped you be successful and what contributed to your disappointments?

Then decide what you need to keep doing and what you need to change to have a better life next year. Remember that the actions you took – the way you lived your life and did your work this past year – contributed to your successes and disappointments. If you do similar things next year, you will get similar results. Decide to keep doing the things that led to your successes, stop doing the things that led to disappointments, and start doing things that will improve your results.

Below is an example of a chart you might create and complete to gain clarity on the helpful versus the limiting aspects of your life. Also, consider which actions or habits to Continue, which to Stop, and what to Start doing to continue to be successful and reduce disappointments.

After taking time for this reflection, you will be more conscious of your successes and disappointments, your strengths and weaknesses, and different actions that could improve your life. You are now in a position to make an informed plan of action for next year. Instead of disappointments in your life zapping your energy, you will be rewarded for your hard work with greater success and satisfaction.

Create a Happy Holidays Mood at Work

cathie@agonleadership.com (Cathie Leimbach) — Tue, 20 Dec 2022 15:00:18 GMT

It is the holiday season. We talk about this being the season of joy and peace. Yet, as leaders, how well are we modeling joy and peace at work.

For many of us, the Thanksgiving to New Years’ period is the busiest season in our personal lives. Family, friends, and the community often put more demands on our time. In the retail and food service industries it is also the busiest season at work. Businesses with a December 31 ^st year end want a lot of loose ends tidied up the end of the month. These overlapping pressures can cause added pressure rather than offering us a time of joy and peace.

Great leaders are alert to the needs of their employees and take actions that create an uplifting environment where people feel valued and appreciated, limiting their workplace stress during this holiday season.

Here are a few things leaders can do to enable employees to feel joy and peace during this busy time:

Prioritize work-life balance. If this is not the high demand season for your business, don’t require or even request your employees to work overtime. If your client demands require long hours this month, ask employees when their special family and friends events are likely to take place and make every effort to not schedule them at these times.
Make time to connect with your team. Make a point of having 1-on-1s with all of your direct reports to thank them for a couple of things they are doing well at work and to ask about their personal celebrations. Don’t take phone calls or respond to texts during these conversations.
Create a festive opportunity at work. Decorate the office and/or have a special employee event so the workplace team can have some fun together.

As leaders, we have the power to enhance the mood at work, impacting employees' satisfaction on the job and in their personal lives. During this holiday season, let’s be intentional about leading in a way that helps out team members experience joy and peace.

Workplace Seating Matters

cathie@agonleadership.com (Cathie Leimbach) — Tue, 06 Dec 2022 14:59:13 GMT

When employees express concern about their workplace environment, managers often tell them to focus on their own work and ignore what others are doing. A recent study by Kellogg suggests that this advice reduces company performance.

They found that those who work within 25 feet of high performer increase their productivity by 15%. And, those who start working beside a low performer have a drop of 30% in their productivity.

High performers tend to be more positive about their work so their brain sends positive vibes into the space around them. Low performers who tend to be more negative about work send out negative vibes.

Good and bad vibes are airwaves with different wavelengths. When they enter someone else’s head as they move around a room or space, they increase or decrease the average wavelength of the vibrations in everyone’s heads, increasing or decreasing their positivity and productivity.

This study suggests that those who are working with high performers can produce 45% more results than those working around low performers. What action might you take the next time one of your employees mentions that their workmates are interfering with their performance?

Recharge This Holiday Season

cathie@agonleadership.com (Cathie Leimbach) — Tue, 29 Nov 2022 05:18:45 GMT

Many people who are driven to achieve don’t make it a priority to rest, relax, and reflect. They are risking overwhelm and burnout rather than making a difference. Exertion, intense focus, and stress tire our bodies and our minds, negatively impacting results. To be successful in reaching meaningful goals it is essential to step away from the treadmill of activity and hard thinking. Sprinters can’t keep running indefinitely. They need to slow down and stretch their muscles. They need to nourish their bodies. People are most effective when they take time to recharge along the way.

To regain our creativity, motivation, and focus, we can:

Rest by taking a break from activity or work and having peace of mind or spirit;
Relax by taking a break from work or stress to engage in an enjoyable activity;
Reflect on our progress by meditating on a thought, action, or idea to gain insights.

During the U.S. Civil War, Abraham Lincoln told stories. He went to the theater frequently. He took time to unwind despite the turbulent times. Lincoln needed some relief from the stress he was carrying.

During World War II, Franklin D Roosevelt hosted a cocktail party at the White House every night. He insisted that there be no talk of the war despite the turbulent times. The purpose of this event was to offer a mental break and an emotional recharge.

We are experiencing turbulent times. We need to recharge before the first business day of 2023. What are you going to do to recharge during this holiday season? How will you rest and relax? When will you reflect in preparation for a successful new year?

Being Thankful for Workplace Colleagues

cathie@agonleadership.com (Cathie Leimbach) — Tue, 22 Nov 2022 04:20:01 GMT

Employees everywhere want to be valued, respected, and appreciated. They want to be thanked for the contributions they are making at their workplace and be supported to become even more effective at their job! 69% of employees say that the recognition they receive impacts how likely they are to stay with the company.

Being thankful at work really matters! Human beings are emotional beings. We are more content and motivated to achieve when we feel appreciated for who we are and what we offer. When an employee’s manager treats them well, employees feel supported by the organization. This encourages them to engage more fully, enhancing the organization’s success.

Too often, supervisors believe that an employee’s paycheck is reward enough. They don’t express thanks at work unless an employee is meeting or exceeding expectations in all aspects of their job.

However, when employees don’t get feedback, they don’t know if they are meeting expectations. If they don’t know what they are doing well, they may not continue to do their best in these areas. When they don’t realize they are underperforming, they don’t realize they need to improve. Not knowing where they stand leads to insecurity and declining motivation.

Many managers say they don’t know how to show appreciation at work. Let’s consider 3 simple ways.

Use words to thank your employees.

During a one-on-one conversation or a small group meeting, thank them for a specific task that they are doing well and explain how this work matters to other people - customers, the organization, the department, or a colleague. Thank them for their reliability, their thoughtfulness when others need help, or their high-quality work.
Share your thanks by email or in a text or phone call.
Write a thank you card or jot a note on a post-it and leave it on their desk.

2. Use an appropriate form of physical touch.

Congratulate a job well done or a group accomplishment with a high five, fist bump, or pat on the back.
Help them when they have a task that will be easier with two heads or two sets of hands.
Hold the door or help carry boxes when they are loading their vehicle for a trade show.

3. When they have an urgent deadline and you can spare 20 minutes, ask how you can help.

If you are a spreadsheet whiz your 20 minutes could save them 2 hours.
If you’re a grammar nerd, you might quickly improve the readability of an important document.

Who in your department receives little recognition for the value they add in the workplace? How could you make them feel appreciated during this Thanksgiving season and beyond?

The Workplace Experience Employees are Seeking

cathie@agonleadership.com (Cathie Leimbach) — Mon, 14 Nov 2022 21:03:32 GMT

Today, more than ever, employees are looking for non-monetary benefits in the workplace. Even more important to them than money is well-being. They want their work to matter and they want the workplace to enrich their emotional health. They are seeking work that is aligned with their values, leverages their strengths, and enhances their sense of belonging.

Yet, currently, many are experiencing the opposite. Their work isn’t satisfying, isn’t a right-fit for their strengths, and is rife with negativity. At the end of the day, they often feel frustrated and emotionally drained. 41% of the workforce is looking for another job. At least 20% will change employers this year. It is estimated that orienting new employees and getting them up to speed costs US companies $500 billion per year. That is a huge drain on our economy.

Let’s understand more about the discouraging aspects of the employee experience. Below are the 5 top reasons employees quit. (The total is more that 100% because many people stated multiple reasons for leaving.)

Reasons Employees Quit

Lack of career development opportunities (41%}
Lack of competitive pay (36%)
Uncaring/uninspiring leaders (34%)
Lack of meaningful work (31%)
Unsustainable work expectations (29%)

Which of the above are challenges at your workplace? If you don’t know but wish you did, contact Cathie Leimbach at cathie@agonleadership.com to explore doing a Free Culture and Engagement Survey within your company.

What can you and your organization do to improve your employees’ experience, reducing turnover and frustration? Watch for next week’s ezine for some actions that hit the mark.

The Drive to Get Better

cathie@agonleadership.com (Cathie Leimbach) — Tue, 08 Nov 2022 13:26:48 GMT

Molly Fletcher has drive. She has passion and the desire to become her best self. This motivates her to set high goals for herself and to push through obstacles to achieve her next personal best.

Who is Molly Fletcher? A former college tennis player. A young woman who didn’t look for jobs during her senior year. A daughter with little money who drove out of her family’s driveway in Michigan and headed to Atlanta to make her living in the sports world. A wife and mother. A female sports agent who has represented top professional athletes.

Molly tells of sleeping on the couch at a friend’s apartment while figuring out how to quickly start earning some money. During her first days in Atlanta, she took some very strategic actions. She offered to be a tennis pro at apartment buildings with tennis courts. She learned which apartment buildings already had tennis pros. She reached out to a well-connected tennis industry professional she knew. He shared that he knew an apartment building tennis pro who was changing jobs soon but hadn’t given his notice. After negotiating for ongoing free promotional pizzas with the pizzeria across the road from the soon-to-be vacant tennis pro job, Molly returned to that apartment building to let the superintendent know that IF their tennis pro resigned, she would provide pizza at her weekly tennis clinics. Molly also provided an example of the tennis tips she could contribute to the monthly tenant newsletter. A few minutes later, Molly was the tennis pro at that building. The superintendent couldn’t believe her luck in finding a tennis pro just a few hours after their long-time pro had submitted his resignation. And Molly had just negotiated a free apartment in return for giving tennis lessons one evening a week. And Molly’s story goes on because she has drive.

Molly defines drive as the determination to get even better. Many athletes get to the pros because of there talent. Many achieve great thing but once they reach their goal they stagnate. Those who stay at the top of their game have a desire to continually get even better.

Those with drive are internally driven. They compete against themselves, not against others. It is continual growth, not their ranking among their peers, that motivates them. They love the pursuit of continual improvement.

Molly has interviewed many high performing athletes to discover what makes them be so successful and found that the best of the best have internal drive, want to get better, don’t pay much attention to the competition, and help the up and comers.

How many of these attributes do you have? Which ones would you like to develop further? What will you do this week to strengthen your drive to be the best you that you can be? You might be inspired by Molly’s Ted Talk, Secrets of a Champion Mindset.

Your Grit Determines Your Expertise

cathie@agonleadership.com (Cathie Leimbach) — Tue, 01 Nov 2022 14:00:52 GMT

In her book, GRIT, Angela Duckworth shares how all of us can develop our grit to become an expert in our chosen field. The process itself is simple, although it is not easy.

Grit is the ability to persist towards a goal even when we experience setbacks. Duckworth further defines grit as ‘having the passion and perseverance for long-term goals’.

Passion is having a strong feeling or emotion. If we have a strong interest in something – great enthusiasm for the topic – we want to give it time and energy. We work well into the night. We might prefer to spend Friday night learning more about our favorite topic than going to a movie with friends. We share our excitement at a family picnic or during Thanksgiving dinner. Our passion is evident!

Persistence is doing something despite difficulty or delay in achieving success. When our future goal truly matters to us, we are driven by the prospect of long-term success rather than focusing on short-term rewards or fun. We have the discipline to work towards the goal day after day, week after week. Being persistent includes acknowledging progress along the way rather than being discouraged by the investment required along the way.

Becoming an expert takes 10,000 hours of quality practice or experience, often over 5 to 10 years. It is important to make step-by-step progress along the way. We can’t become an expert in everything at once. The way highly successful people become experts, is by developing their expertise bit by bit. They follow the ‘expert practice’ model. This involves practicing one part of the skill set, practicing it with full concentration, getting timely feedback, and modifying your approach in response to the feedback.

Living with grit to become an expert, requires that we are passionate about the long-term goal, we are persistent about moving forward despite setbacks, and we are intentional about practicing expert behavior bit by bit.

What goal are you so passionate about that you are willing to persist with years of expert practice to attain?

Showing Appreciation to Your Employees

cathie@agonleadership.com (Cathie Leimbach) — Tue, 25 Oct 2022 14:00:22 GMT

Many people who believe appreciation is important confess that they don’t know how to show appreciation in a way that is meaningful to their employees. Let’s look at some key factors for being authentically helping your team members feel valued.

Training for managers is a critical first step. Only when leaders buy-into the why of appreciation and have the necessary skills will they be confident and competent in this area.

There are 5 main types or languages of appreciation that help people to feel valued. Dr. Gary Chapman and Dr. Paul White have written a book and provide great resources on “The 5 Languages of Appreciation in the Workplace”. These are:

Words of Affirmation – Thank someone in-person one-on-one or in a group. Give them a thank you note on a card or Post-it. Send them a text or an email. Be sure to think quieter people one-on-one or in a very small group. More outgoing and confident people often enjoy being acknowledged publicly at a special event.

Quality Time – When an employee stops at your office with a question, turn away from your computer and put your pen down. Make eye contact so they know you are focusing on them. Spend coffee break or lunch with an employee or two.

Acts of Service – When a colleague has a big deadline and you have a light day, ask how you could help them for an hour. When an employee is taking cases of supplies to a community awareness event, take a few minutes to help them load their vehicle or hold the door when their arms are full.

Gifts – Only 7% of the workforce highly values gifts at work. Many of them feel valued with small gifts such as a gift card for their favorite coffee shop or a pad of nifty shaped Post-its.

Physical Touch – Yes, physical touch helps people feel valued, but, it isn’t a preferred language of appreciation at work. However, workplace belonging a rapport are enhanced by handshakes, fist bumps, and high fives.

Senior leaders modeling effective appreciation behaviors is also important. When managers and supervisors are the recipients of authentic appreciation, they are much more likely to support their employees in similar ways. When managers and supervisors who appreciation, the employees are more likely to have stronger job satisfaction and productivity and are less likely to resign.

Human beings are emotional beings. When we feel valued, we are happier and add more value. What is one thing you will do this week towards appreciating your colleagues more?

Appreciation is Essential

cathie@agonleadership.com (Cathie Leimbach) — Tue, 18 Oct 2022 13:16:12 GMT

Human beings are emotional beings. For emotional and mental health, we require affirmation that we are valued as a person. To be engaged at work, we also need to know that we are valued for the contributions we make to the organization’s success. Yet, studies show that 40 to 65% of the workforce has not felt appreciated at work in the past year.

When employees don’t FEEL appreciated and valued at work, they are 5 times as likely to be disengaged, 74% more likely to be looking for another job, and 27% more likely to be struggling in their personal life. The resulting depression and poor workplace productivity lead to lower self-esteem, poorer quality relationships, and declining physical health.

Many leaders think they are showing appreciation, yet their employees aren’t feeling valued. Generally this is because we, as leaders, aren’t being intentional enough in how we recognize our team members.

Effective recognition is not everyone getting a standard gift on their 5 ^th anniversary at the company or being chosen as this week’s recipient of their supervisor’s thank you note through the company’s digital peer-appreciation portal. Effective appreciation is fulfilling, authentic, equitable, and personalized.

Fulfilling – Appreciation involves feeling. The method of showing appreciation must help the recipient feel valued and fulfilled. Different people value different forms of appreciation differently. Discover which of the following mean the most to each team member and thank them accordingly. Is it words of affirmation, quality time, acts of service, gifts, or physical touch?

Authentic – Leaders must truly believe in the recognition they are giving their employees. Through the leader’s body language, tone of voice, and everyday attitude towards employees, team members discern whether their leader is being sincere Only sincere appreciation helps employees feel valued.

Equitable – Everyone deserves frequent and honest appreciation and feedback. It is effective to recognize different people in different ways to suit their preferences. However, it is not okay to recognize some people daily and ignore others altogether. If you have an employee who truly is not adding any value in the workplace nor exhibiting any positive behaviors, why are they on your payroll?

Personalized – When you are recognizing an individual, be specific about a way they had energy to the team or a recent time they completed an important project very well and on time. Don’t simply point out that their team gets good results. Let them know that you are paying enough attention to them that you see something they are personally contributing.

To lead with excellence, leaders need to be worthy of followers. Showing appreciation to every team member so they Feel valued is an essential aspect of leadership.

Which of the 4 characteristics of effective appreciation are you already doing well? Which aspect will you focus on improving this week?

Reverse the Burnout Trend

cathie@agonleadership.com (Cathie Leimbach) — Tue, 11 Oct 2022 03:08:59 GMT

The World Health Organization now considers “burnout syndrome” to be an official medical diagnosis! Over 50% of employees report feeling mentally exhausted and drained at the end of the day. 40% say they are functioning on autopilot at work.

These realities lead to employee disengagement, dissatisfaction, and low productivity. Such stress leads to increased mental and physical health problems and an overall lower quality of life. What can workplace leaders do to create healthier organizations?

Let’s look at 3 leadership practices that can decrease employee stress, increasing their engagement, satisfaction, and productivity.

Work-life Flexibility

If your staff members aren’t customer-facing, working as part of a production process, or doing tasks that must be done at a certain hour or place, do they all have to have the same start and stop time or work in a specific location? If an office worker is regularly 20-minutes late due to the starting time of their affordable child care center, could they still fulfill their duties if their start and end times were delayed by 20 to 30 minutes? If some employees spend two days per week at their desk, on computers and the phone all day, could they do that work just as well remotely rather than spending an hour each day commuting?

Recognizing People and Their Achievements

A common reason for leaving a job is not feeling valued and appreciated. Turnover is cut in half when employees feel recognized at least five times per year. In some studies the majority of respondents reported not feeling appreciated even once in the past year. Many supervisors feel that the pay check is thanks enough until employees are doing everything in their job description and more. Yet, employees want to know if they are doing their work well and if they are noticed and valued as a human being. Expressions of gratitude build relationships and trust, which reduces stress and increases workplace productivity and retention.

Listen

Loneliness is an epidemic in our society. Lots of people don’t have friends at work or outside work. When managers don’t take time to have conversations with their employees, workplace isolation can lead to poor productivity. When managers have regular one-on-ones with each staff member, individuals have a chance to share their successes, their workplace and personal trials, and ask for help when they are struggling. When managers ask open-ended questions to learn more about their team members and truly listen to their employees, understanding, rapport, and trust are built. Employees feel they belong; they matter to the organization and their leader. They are less likely to look for a different job and more likely to be engaged and productive at work.

What can you do to reduce workplace burnout in your organization? Are there opportunities to provide more work-life balance for your employees, to recognize their contributions, or to listen to and better understand your team members as valuable human beings?

Focus on Results

cathie@agonleadership.com (Cathie Leimbach) — Tue, 04 Oct 2022 14:01:39 GMT

Since we tend abandon more than half of our New Year’s Resolutions, we don’t achieve the goals we enthusiastically set for ourselves at the beginning of the new year. During the busyness of daily life, we often stop prioritizing our time to fulfill our resolutions.

Similarly, many organizations fail to achieve all the goals they set during annual planning. Sometimes this is due to changes in the business environment. More commonly it is a lack of focus. It can be tempting to do the tasks that are in front of us, to do seemingly urgent tasks first so we can then focus on more important work. However, the little tasks often take so much time that we seldom get the important work completed. Despite being frustrated at quarter end with our mediocre progress, we repeat our ineffective approach again and again. How can we overcome this negative cycle?

Success comes with consistently focusing on results. At the beginning of every work day, read your organization’s mission and its current goals. Remind yourself exactly what you are to achieve every day or every week towards organizational success. Most people say they are not clear what is expected of them at work day-by-day.

For an organization to achieve its goals, it is important for each individual to achieve theirs. It is the responsibility of leaders to ensure that each employee has one or two measurable goals that support one or more organizational goals. The next step is for the supervisor and employee to determine one to three measurable key performance indicators (KPIs) that will be measured daily or weekly to assess if the employee is doing the work that is most likely to result in achieving the goals. Are the individuals focusing on tasks that will yield the desired results?

For someone with a goal of producing 500 widgets who works 50 weeks per year, the weekly goal is 10 widgets and the daily KPI would be 2 widgets. When they track daily, and on Monday they enter 1½ widgets in their tracking sheet, both the individual and the supervisor know that something has to be done differently on Tuesday because if this trend continues they will only produce 375 widgets in the year. Tracking a KPI daily or weekly, helps everyone focus on the intended results. When they are off track, they are alerted to the need to overcome the obstacles in their way so the annual goal can be met.

In summary, regularly measuring a key performance indicator positions individuals and organizations for workplace success. What is your big goal? What are the measurable daily or weekly key performance indicators you can focus on to get there?

Accountability is Essential for Success

cathie@agonleadership.com (Cathie Leimbach) — Tue, 27 Sep 2022 12:28:53 GMT

The success of a group relies on high performance from every individual. An important leadership responsibility is positioning the organization and its people for success by helping everyone do their job well. This requires holding people accountable to meeting expectations by communicating clearly and supporting them to be effective.

3 Benefits of Holding Others Accountable

Greater Clarity of Purpose – When people are clear about the purpose of their work and buy-in to the value the organization provides to society, they have more passion for their job.
Improved Performance – When people are clear about what is expected of them and know that their work is important enough to be noticed by their supervisor and peers, they are more motivated to do their best.
Better Team Dynamics – When there is mutual accountability with the leaders fulfilling their responsibilities and all team members working to fulfill theirs, there is a sense of belonging that inspires collaboration and high achievement.

5 Tips for Holding Others Accountable

Hold Yourself Accountable – Be a visible role model. Follow company rules. Communicate your priorities and achievements to your staff. Keep your promises to them.
Make Expectations Clear – What do you want each person to achieve at work? What are the standards required for a healthy workplace culture?
Set Manageable Goals – Be specific about the quantity and quality of results your staff members are expected to achieve each day or week. Provide them with the training and the tools they need to do their work well.
Offer Constructive Feedback – When a staff member is struggling or underperforming help them to improve. Be curious about what is hindering good performance and provide them support to overcome their challenges. Equip them for success. If they are a right-fit employee for your company but not for their current role, find them a right-fit position.
Implement Consequences When Necessary – If despite sincere and relevant training and support have been provided to an individual and they are still underperforming, negative consequences will be necessary. Dismissing a wrong-fit employee after offering help to overcome their performance gaps sends the message to others that you really do notice the difference between poor and good performers.

Clear and supportive accountability yields high morale and productivity for personal and organizational success.

How Committed are You?

cathie@agonleadership.com (Cathie Leimbach) — Tue, 20 Sep 2022 13:58:06 GMT

At some time or other, we have all failed to keep a promise. We had good intentions to get together with someone, to complete a task, to initiate and finish a project. But life got in the way. We failed to meet the goal because we weren’t fully committed to it.

What does it take to be committed enough to focus on our priorities and achieve our goals? Sangram Vajre believes that commitment requires three things: a crystal-clear mission or purpose, right-fit people, and a healthy culture.

A clear mission or purpose statement simply and accurately states the organization’s reason for being. It provides focus for the company’s, non-profit’s, or government agency’s work. It defines the destination with the intention that all of the organization’s resources will be dedicated to effectively and efficiently travelling in that direction. When the mission is crystal clear, everyone understands what it means, so they can spend all of their time on things that help them reach the destination.

Once there is clarity of direction, it is important to have the right people on the bus. It is important for managers to only hire people whose personal passions intersect with the organization’s mission. They look for fit between personal and organizational values. When there is alignment between the organization’s purpose and the preferences of its people, great things can be accomplished.

Then, a healthy culture enables right-fit people to work together to achieve the clear mission. When the workplace environment encourages collaboration and respects everyone’s strengths, engagement and empowerment can flourish. People apply themselves and the organization excels.

How committed are you to doing your best to help your organization fulfill its purpose? How does your organization rate regarding a clear mission, right-fit people, and a healthy culture? What is one thing you can be committed to that will improve its success?

Disagreement - A Sign of a Healthy Team

cathie@agonleadership.com (Cathie Leimbach) — Tue, 13 Sep 2022 13:43:20 GMT

“Conflict is the natural result of talented, driven people bumping into one another,” says Todd Henry.

When we think about how to achieve our goals and overcome our obstacles, we usually come up with great ideas that could work for us. Our teammates, however, are different people with different experiences, personalities, and strengths which position them to suggest different approaches.

Many leaders and team members are proud to declare that they don’t have any conflicts or disagreements at work. However, this isn’t really something to be proud of. It is a sign that the workplace may not be an emotionally safe place to share one’s ideas or the team members aren’t independent thinkers.

Here are a few common unhealthy realities in organizations that don’t experience conflict.

There is no accountability to achieving priorities, so there is no push for quality work.
Nobody cares about the mission of the organization, so there is no passion about how the work gets done.
Leaders hire improperly so employees often lack the competence to have independent ideas or the confidence to share them.

In an emotionally safe environment with right-fit hires and right-seat assignments, team members often share diverse ideas. This can frequently lead to discord. Here are some tips for managing the discord in a healthy, respectful manner.

Argue over ideas, not people or personalities. Keep your conversation focused on the topic at hand, not on perceived characteristics of the people involved.
Make sure you are clear what the conflict is – that you are talking about the same primary issue.
Look for the good points in each other’s perspectives. Listen to each other and ask questions to fully understand where they are coming from. Find common ground before addressing your differences.

What is one aspect of healthy conflict management that you can implement in your workplace?

Consistency Magnifies Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 06 Sep 2022 13:51:55 GMT

“It’s the little things – done consistently – that make the biggest difference,” says David Horsager. “If I am overweight, it is because I have eaten too many calories over time, not because I ate too much yesterday. It is the same in business. The little things done consistently make for a higher level of trust and better results.”

Consistency is the critical driver for success. Being consistent means dedicating yourself to your goals and staying focused on the things and activities needed to achieve your goals. Consistency requires a long-term commitment from you and involves sustained effort in doing actions repeatedly until you achieve your goals.

Discipline, accountability, and responsibility are all parts of staying consistent. Why is it so difficult to stay focused, to be disciplined, to hold ourselves accountable, and to exercise personal responsibility?

One of the reasons is that the world around us and technology provide so many distractions that people don’t stay focused on their priorities. Another is that most people don’t have a focus because they haven’t been intentional about deciding what they want to do in life, what they want to accomplish.

Let’s look at a few aspects of being consistent.

Set Clear Goals – Determine the priorities in your life and define them in measurable ways. For example, if one of your priorities is to be a high performer at a job you love, you may set a goal for sales, client retention, average customer satisfaction, and/or your performance feedback rating.
Create a Plan to Achieve Your Goals – Write down all the things you need to do to achieve each goal. How much time will each take? How frequently do they have to be done? When will you do each of them. Create a schedule for each day, week, or month and enter all of the things you need to do to achieve success.
Follow Your Plan – Now is the time to demonstrate consistency. Live in the present. Every day, week, and month, do the things on your schedule. Discipline yourself to follow the plan. Find an accountability partner who will check in with regularly to acknowledge your progress or get you back on track. Take responsibility when you fall behind due to your lack of follow-through.
Review and Adjust – Evaluate the progress you are making towards your goal. If you haven’t been following it, what do you need to do to increase your consistency. If you are regularly implementing your plan but not making enough progress, what changes could improve your results? Revise your plan and consistently follow the new plan. If you discover your goal is unrealistic, revise the goal and modify your plan.

When people see that you are clear on your priorities and consistently working towards achieving your goals, they will see you as trustworthy. Your track record of trust will be built over time; there is no other way to lasting success. Deliver the same quality of results every time and you will maintain trust.

Contribution Expands Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 30 Aug 2022 03:13:11 GMT

“Few things build trust quicker than actual results,” says David Horsager. “At the end of the day, people need to see outcomes. You can have compassion and character, but without the results you promised, people won’t trust you. Be a contributor who delivers real results.”

People trust those who make a difference for the organization. When anyone focuses on achieving stated mission and goals, they are making a meaningful contribution. This includes doing their own work well and supporting others to be successful.

Let’s look at four characteristics which many highly-rated contributors have in common.

1 - Ability to Plan and Organize Their Work

Contributors:

Manage their time and others’ time well
Handle multiple demands and deadlines
Monitor their progress without much oversight

2 - Strong Interpersonal Communication

Contributors:

Articulate their thoughts clearly
Ensure they are understood and understand others
Share helpful information with others

3 - Effective at Collaboration

Contributors:

Maintain cooperative work relationships with others
Assist others in the completion of their tasks to support group goals
Collaborate during meetings and in informal settings

4 - Ability to Deliver Consistent Results

Contributors:

Are dependable
Work on the right tasks to ensure they achieve priority results
Take personal responsibility for achieving outcomes

Interpersonal skills as well as effectively planning and completing work are essential characteristics of top contributors. Those who develop these skills and regularly focus on fulfilling their responsibilities will be acknowledged as valuable contributors. In turn, they will be trusted and respected by their colleagues.

Which of these four important characteristics are strengths for you? Which could be your next growth area? What is one change you could make in these areas to increase your workplace contribution, increasing the level of trust others have in you?

Connection Extends Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 23 Aug 2022 02:23:37 GMT

“People want to follow, buy from, and be around those who are willing to connect,” says David Horsager. “Trust is all about relationships, and relationships are best built by establishing genuine connection. Develop the trait of gratitude, and you will be a magnet.”

No person is an island. Human beings are meant to live around other human beings. As Stephen R. Covey says, the highest level of human development is interdependence, not independence. We are at our best when we can enjoy each other’s company and leverage each other’s strengths.

We earn money when we provide a product or service that benefits others, and we pay for goods and services that others provide to us. When we connect well with other people – when we have positive, appreciative relationships with others – we benefit materially and emotionally. Connecting well with others extends trust and loyalty. We have a sense of security and peace knowing that we are part of a reliable community – that we don’t have to ‘go it alone’.

In the work world, we need to have good relationship skills to connect with customers, workplace colleagues, and vendors. Relationship skills strengthen our capability to be a leader, a follower, and a team member during tough times. Connection confidence and competence are critical to thriving in our interdependent society.

Marta Wilson, a Forbes Books author, suggests improving our interpersonal connections by:

Striking up conversations to develop formal and informal relationships with a diversity of coworkers.
Looking for small and large ways that we can be unified with coworkers, customers, and suppliers.
Recognizing other people’s value. Acknowledge their strengths and achievements.
Setting a positive tone in our work environment to build a culture of support and empowerment. This provides a safe environment to try new things, making it easier for people to grow and change to help their organization achieve its goals and fulfill its mission.

Every day of our lives we rely on others in our family, our workplace, and our community. Positive connections with those around us build trust, which in turn, provides a sense of security and peace, increasing our quality of life.

Commitment Raises Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 16 Aug 2022 13:36:33 GMT

“People believe in those who stand through adversity. History’s leaders who have made the biggest impact were willing sacrifice for the greater good.” Demonstrating commitment definitely speaks louder than words in raising trust.

Commitment raises trust because committed people are reliable. They can be trusted to be a team member, pull their weight, be at work every day, share their knowledge and skills, and get things done. This lets others know they aren’t alone. They can count on help and support from the committed people around them. Leaders know they can delegate work to committed people without needing to check in on their progress throughout the day.

Yet, many people aren’t committed to their job or other responsibilities in their lives. And some who are committed to their work bring are in a negative mood much of the time, bringing down workplace morale. Let’s take a look at the components of commitment and how leaders can help employees develop positive commitment.

John Meyer and Natalie Allen developed the “Three Component Model of Commitment”. They suggest that there are three main factors that influence workplace commitment.

1. Affection for your job – emotional commitment

Some people have a strong emotional attachment to the organization and a passion for the work they do. There is likely a connection between their personal values and goals and those of the organization. They truly want to work there.

2. Fear of loss – continuance commitment

Some people, even though they do not enjoy their work or the workplace culture, are afraid to lose the known benefits of their current job because their next job might be even worse for them. They might have to take lower pay or accept poorer health insurance. They might not make any friends at their next job.

3. Sense of obligation to stay – normative commitment

Others, believe that staying with the same organization is the right thing to do. They believe in loyalty even if they struggle. They may feel obligated to stay because the organization has provided them with valuable training, even if they are so uninterested in their work that they have no workplace satisfaction.

The first factor, affection or passion for their job, is the one that drives employee engagement, builds morale, enhances workplace culture, and increases productivity. When leaders focus on developing engaged employees everyone benefits. This requires leaders to help employees understand how they can add value at work, provide clear expectations, praise workplace contributions, support skill development, and leverage employees’ interests and strengths by placing them in right-fit positions within the organization.

When leaders identify employees who may be there due to a fear of loss or a sense of obligation, it is particularly important to learn their strengths, provide work that better suits their interests, and help them identify aspects of their work which motivate them. This increases their affective commitment which reduces the impact of the other factors that keep them at their current job.

What can you do to increase your employees’ affection for their jobs so long-term employees add value and positivity to the workplace? Then their commitment to the organization will raise trust.

Compassion Improves Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 09 Aug 2022 13:59:05 GMT

“People put faith in those who care beyond themselves,” says David Horsager. “And feeling cared for increases trust.”

Compassion can be defined as “concern for the sufferings or misfortunes of others” or “a kind friendly presence in the face of what’s difficult”. Compassion is having patience and giving support to others who are experiencing tough circumstances or situations.

How considerate and understanding are we when those around us aren’t perfect? When they hurt or disappoint us? When they experience a setback or difficulty in their life? We appreciate when others don’t add to our troubles when we are already down. How much grace do we show others when the tables are turned?

Compassion enables us to understand ourselves better and others better, and the more we understand others the more we will want to relieve their suffering. Here are a few ways we can develop the ability to see things from someone else's perspective and offer them support.

Ask them open-ended questions to understand their challenges and how they are feeling? It can be as simple as, “You seem down today. How can I help you?”
Practice active listening. This includes listening to what they are telling you without interrupting, making eye contact, asking questions to increase your understanding, and repeating back to them what you think you heard to check if you are hearing their message.
Offer to help them, even in a small way. Take them a meal, drive them to an appointment, clean their house, or give their child a ride to soccer practice.

We appreciate others who don’t make our difficult circumstances more difficult. When others’ help us handle the trials of life, it builds our trust in them. What do we to show compassion to others, to help reduce or overcome their difficult circumstances? Practicing compassion is an important factor in being a person worthy of trust.

Character Forges Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 02 Aug 2022 03:08:02 GMT

“People notice those who do what is right ahead of what is easy,” says David Horsager. And people trust those who value justice and honesty rather than taking the easy way out of difficult situations.

People of good character consistently live by their values. They are usually conscious of their top 3 to 5 personal values and the live their life accordingly.

Character is displayed by acting the same in similar situations no matter who else is around. Generous people who have good character will donate the same amount to charity in private as they would if they received public recognition. They don’t put on a show for all to see.

People of good character show respect for all people regardless of their social standing, background, or race. They don’t say thank you to others only when somebody else is watching and they don’t join the ‘cool’ group in bullying the new kid at school.

Honesty is another character trait. Honest people own up to their mistakes rather than letting someone else take the blame and the punishment for their poor choices or destructive actions.

We are more likely to trust someone who regularly exhibits generosity, respect for others, honesty, and other positive character traits. Since their actions are consistent with their positive values, we have confidence they will continue to contribute positively to the community around them.

What is one value that you live regularly demonstrating you may be a person of good character? What is one habit you could develop more fully to demonstrate that you are a person of good character?

When you frequently show strong positive behaviors, how will it affect the trust you have for others and their trust in you?

Competency Strengthens Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 26 Jul 2022 13:47:33 GMT

“People have confidence in those who stay fresh, relevant, and capable,” says David Horsager. When one is seen as competent, others are much more willing to delegate work without micromanaging.

Tony Robbins, who is known for encouraging people to develop their potential – to become their best, emphasizes that being competent isn’t all that matters. Others must view us as competent before they will trust us. It is up to us to demonstrate our competence. He shares several ways that we can demonstrate competence.

Don’t be modest. Don’t be arrogant either. However, it is important to speak up about your strengths, volunteer for opportunities to demonstrate your knowledge and skills.
Have an opinion. When a colleague asks for you ideas, share them. Never say that you don’t have anything valuable to say, that they should consult others instead of you, or that you don’t care about the matter at hand.
Ask for advice. When you show that you aren’t a know-it-all, you are open to gathering information from others, and you have a collaborative mindset, others will appreciate you more. This increases their willingness to collaborate with you, giving you opportunities to demonstrate your competence.
Be honest. Tell the truth, even if you think others may not like it. If others ask you to work in area in which you don’t have competence, let them know it is one of your weak areas.
Demonstrate confidence. When you are competent, show your competence and confidence by speaking clearly, using a positive, assured voice, and displaying strong body language.

When you are competent, take advantage of opportunities to demonstrate it. This will strengthen the trust between you and your colleagues.

Compassion Increases Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 19 Jul 2022 14:02:07 GMT

“People put faith in those who care beyond themselves,” says David Horsager. “And feeling cared for increases trust.”

Imagine a working environment where professional relationships are built on a base of mutual trust and respect. Such workplaces are compassionate, and in turn, happier.

Compassion is a process involving the ability to be aware of, feel, or perceive another human’s pain and to be with them or take action to relieve their suffering.

Meysam Poorkavoos believes there are three main problems that organizations have which impede showing compassion in the workplace.

1. Their workplace lacks an open culture where employees are comfortable sharing their issues and problems.

2. Managers aren’t really interested in people. They focus on outcomes without caring about the people who achieve them.

3. Policies and procedures tend to get in the way so people don’t see when staff need support.

Poorkavoos suggests 7 tips for increasing compassion and trust in the workplace.

1. Get to know your colleagues better. Ask them about their life.

2. Offer to help a co-worker when they are struggling with something that you are strong at.

3. Notice a colleague’s mental well-being and ask how you can help them.

4. Praise employees in front of others to show appreciation for their good work.

5. Be a kind, supportive leader or manager by encouraging them and offering flexibility.

6. Encourage constructive criticism to help colleagues be more effective at work.

7. Start with self-compassion by giving yourself slack when you have a bad day.

We are all human. We are emotional beings. Let’s help everyone in our workplace feel that they matter as an individual and as an employee. Increase workplace trust and happiness by being compassionate with your colleagues and yourself.

Clarity Builds Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 12 Jul 2022 03:27:35 GMT

“People trust the clear and mistrust the ambiguous,” says David Horsager. “Everything of value is built on trust, … and the root of most problems is a lack of trust.”

The foundation on which trust is built is clarity. We don’t trust an organization to be ethical if we aren’t clear on its values and how it serves its customers. We don’t trust that our manager will be satisfied with our work if we aren’t clear on what she expects us to accomplish. We don’t trust that our unexpected medical expenses will be covered by insurance if we aren’t clear about our workplace benefits.

A clear vision and mission supported by clarity around core values unifies team members. When everyone is working towards the same outcomes and is committed to the same standards, they are more likely to trust that their colleagues will fulfill their roles.

When employees know precisely what they are expected to accomplish each day and are clear about how to get the desired results, they trust that they can succeed and their efforts will be valued. This builds workplace morale.

When managers and peers acknowledge what an individual is doing well and give specific feedback on how they could improve their performance, employees know what to keep doing and what changes to make to be even more effective. This increases a team member’s trust in having a secure job.

On the other hand, when employees aren’t certain which work is most important this week or today and don’t feel confident that they are doing their job correctly, they may worry about the security of their job. They may not trust that their supervisor cares about their success at work. This often decreases energy, productivity, workplace satisfaction, and attendance. In turn, it weakens morale and trust.

Achieving clarity requires leaders to agree on the organization’s focus and priorities and put their decisions in writing. Expectations must be communicated to everyone involved, ideally both orally and in writing. It is best when supervisors ask employees daily to state their current priorities to ensure accurate communication.

Leadership clarity is the foundation of employee productivity and workplace success. How clearly are you communicating? What level of trust are you generating in your organization?

Developing Team Members

cathie@agonleadership.com (Cathie Leimbach) — Tue, 05 Jul 2022 14:00:31 GMT

An owner of an employee placement agency once told me that the most difficult businesses for him to work with were small family businesses with 1 or 2 employees. Every day the owner/manager worked along side employees. When one task was completed they told employees what to do next and how to do it. The employees simply did as they were told week after week.

And then, when the owners' families went on vacation, employees were left alone to staff the ship without daily instructions. Inevitably, when the owners came back to work they were disappointed with how many tasks weren't done in the preferred way and how many poor or mediocre decisions the employees had made. The owners of these small businesses made all the big and small decisions every day they were at work, yet, in their absence, expected employees to make the same quality of decisions they would have made.

This absence of employee development is not limited to family operated businesses. It is the way many supervisors in several departments of most companies lead - or fail to lead. They tell new employees something about what is expected on the job. Some leaders share a little while others provide a mentor for the first week, month, or quarter. And then, once the employee 'should' be able to handle their work independently, they leave them alone to get their work done. And when errors are discovered by the supervisor, the employee is again told what to do and left alone to implement improved practices.

However, employees don't become competent and confident from being told and then left alone. It is much more effective when supervisors ask employees how they suggest today's tasks should be done. Leaders help employees think when they let employees work independently and then check in every hour or two to answer questions or redirect and retrain.

How well do you support your employees to gradually learn to think on their own? How often do you check in with new hires to be available to help them increase their work quality? How could you enhance your employee leadership practices?

Managers - The Root of Employee Retention

cathie@agonleadership.com (Cathie Leimbach) — Tue, 28 Jun 2022 06:38:39 GMT

Yes, it’s the manager who has the most impact on employee retention!

Employees control only 30% of the factors that contribute to workplace engagement and retention. It’s the manager who controls the other 70%. Gallup’s book, It’s the Manager, introduces 52 insights into workplace realities that inform leadership practices which impact employee satisfaction, engagement, and retention. This article provides a high level look at why leveraging manager effectiveness is the best way to increase productivity and the organization’s bottom line.

For nearly a century the American dream was to have law and order, food and shelter. Once these were satisfied, people wanted to have a family, own a home, and live in peace. Now, in America and globally, the highest priority dream is to have a good job. According to Gallup’s research, the most important contributor to the ‘best life imaginable’ – especially for young people and women – is to have a great job with a living wage and a manager or team leader who encourages your development.

Unfortunately, only 15% of the global workforce reports having a great job. The reality that 85% are either just going through the motions or they hate their job has a negative impact on health, quality of life, organizational results, and the economy.

Imagine the impact of increasing employee engagement to 50% of the workforce! How different individuals’ lives and our communities would be! But how can that possibly be done?

In the past 30 years workplace study after study has identified the factors that impact employee engagement. The biggest impact is how managers lead their people. Remember, managers control 70% of the variance in team engagement. Effective leadership practices have been identified, but few managers know about them. And even fewer put them into practice.

Are your team members crystal clear everyday about what you want them to achieve? How often do you praise them for the things they are doing well? How encouraging and supportive are you when they need to improve their workplace performance? How skilled are you in these aspects of leading people?

What can you do to engage your employees for everyone’s benefit? If you would like to become a more effective leader at work, email me, Cathie Leimbach , asking for further information about developing highly effective people leadership skills. When you lead your team members well, they will become enthusiastic high performers. Don’t you want to experience this in your workplace? What difference would it make to your life?

What Are Your Employees Thinking?

cathie@agonleadership.com (Cathie Leimbach) — Tue, 21 Jun 2022 13:59:27 GMT

How many times have you said, “I wish I knew what they were thinking”? Despite having the ability to make this wish come true, most of us continue to ‘wish’ instead of taking action. A simple question such as “How did you decide to do the job that way?”, would tell us what they were thinking.

Sometimes, our frustrated ‘what was he thinking’ is the result of an employee making mistakes. At other times, we are commenting on the unique and effective approach they took. When we respond to either situation with an interest in truly understanding what influenced their actions, we build rapport with our employees and help them feel they and their ideas matter to us. We also learn what they were thinking.

When talking with an employee who has made a mistake we might ask:

“What result are you wanting to get?”
“How well does this result match up with what you wanted?”
“What happened that you didn’t get the result you wanted?” “What steps did you take when doing the job?”
“What can you do differently next time?” (If they don’t know how to correct the mistake, provide additional training or tools to equip them to be successful.)

When talking with someone who achieved good results in a unique way, we might ask:

I noticed that you did that task differently than how you were trained, but you got the results we wanted. “Why did you do it that way?”
“What are the benefits of your approach?”
“What are the possible pitfalls of your approach?”

Thank them for thinking of different approaches. Verbally clarify whether they may continue doing the task their way or, if due to factors such as unacceptable risks or legal compliance, they have to follow the standard procedure.

Both of these approaches satisfy your wish to know what your employees are thinking. In one situation you are asking the employee to evaluate their own work and to be conscious of the steps they are taking to achieve results. You are also encouraging them to problem solve. In the other, you are rewarding initiative and encouraging creative thinking while also ensuring compliance with necessary parameters. In both, you are guiding employees to achieve quality results and respecting them as valuable human beings.

The next time you are wishing you knew what an employee is thinking, make your wish come true. Ask an open-ended question, listen carefully to the answer, use follow-up questions to clarify their response, and clearly state appropriate actions going forward.

8 Pillars of Trust

cathie@agonleadership.com (Cathie Leimbach) — Tue, 14 Jun 2022 12:10:08 GMT

David Horsager has been considered a leading authority on trust for over a decade. His best-selling books, The Trust Edge and Trusted Leader, share the insights that have helped him guide others in building their trustworthiness and a culture of trust in their organizations.

Trusted Leader expounds on 8 Pillars of Trust which are the foundation of our trustworthiness and, thus, our ability to be a leader worth following. As you review these 8 pillars below, consider which may be your strengths and which are important areas of growth for you?

Horsager suggests that the first pillars to work on to enhance trust in ourselves and our organization are Clarity, Compassion, Connection, and Consistency.

Clarity means being crystal clear about what is to be achieved. This includes the when, where, why, and how of the work to be done. People want to fully understand what is expected so they can meet expectations. When there is ambiguity about what is to be accomplished, employees often receive negative feedback about their performance. Such experiences increase workplace stress and turnover, thus lowering individual and organizational success.
Compassion is caring for others as valuable human beings. It includes putting people above the work itself. For example, be patient with a man whose workplace energy falls a little while he is adjusting to sleep interruption after welcoming a newborn into his family.
Connection with other people requires that you respect them and believe they can add value. Show connection by collaborating with them. Ask them questions that seek their perspective and ideas. Listen attentively to their answers and engage them in ways that validate their input.
Consistency in both big things and little things shows reliability. And people trust those who are reliable. They want to follow leaders whom they can count on.

The other 4 pillars are Character, Competency, Commitment, and Contribution.

Character refers to doing what is right even when it isn’t easy.
Competency is important because people have confidence in leaders who are capable and expand their capabilities to meet changing circumstances.
Commitment is demonstrated when leaders are dedicated to the organization and its goals even when the work or the times get tough.
Contribution is expected of leaders. To be trusted leaders must apply themselves and get results that move the organization and its people forward.

After considering Horsager’s 8 Pillars of Trust, how would you rate your trustworthiness? Which pillars are contributing to others’ trust in you? Which weaker pillar will you focus on strengthening over the next few weeks?

Be Trustworthy!

cathie@agonleadership.com (Cathie Leimbach) — Mon, 06 Jun 2022 17:15:03 GMT

Trust is essential for success in any and all aspects of our lives. When we don’t trust others, we don’t want to spend time with them or collaborate with them. Likewise, when we aren’t trustworthy, others don’t want to work or play with us. The degree to which leaders are trusted by the people around them determines whether they are likely to be leading an enthusiastic results-oriented team or surrounded by lethargic and disgruntled low performers.

Trust is so important that it is the focus of David Horsager’s company, Trust Edge. Trust can be defined as a “firm belief in the reliability, truth, ability, or strength of someone or something”. Do your boss, peers, employees, customers, and suppliers all believe that you are reliable, honest, and skilled? If not, then they don’t see you as trustworthy. Their lack of trust in you is impacting the organization’s performance.

Increasing trust creates transformation. When leaders learn to balance transparency, consistent communication, and healthy, results-based accountability, their colleagues perceive them as more trustworthy. This is true for in-person, virtual, and hybrid work situations. A lack of trust breeds a lack of uncertainty which increases fear. This sparks our natural fight or flight instinct which reduces productivity and increases dissatisfaction, decreasing morale, performance, and retention.

Unfortunately, lack of trust is very common. 10% of people say they have never had a leader or employer they could fully trust. On average, employees indicate that they have mostly or completely trusted their leaders for only 45% of their work life. In early 2022, only 13% of the workforce reported completely trusting their current employer.

Since everything takes longer and costs more when trust is low, the lack of trust can be an organization’s biggest expense. 94% of Americans say that lack of trust affects their performance. Collaboration and strong connections among workplace colleagues create the foundation for business success. Yet, the majority of senior leaders spend more time on finances, technology, strategy, and production than they do on people and culture.

How much attention are you giving to connecting and collaborating with your people? What about engaging and empowering them by helping them know what is expected of them and ensuring they feel valued? Are you one of the 13% of leaders who are seen as trustworthy or one of the 87% who are contributing to suboptimal results by not paying enough attention to organizational culture and valuing your people? If you’re in the majority, when are you going to take your first step towards being more trustworthy and what will that first step be?

Uncovering Your Blind Spots

cathie@agonleadership.com (Cathie Leimbach) — Tue, 31 May 2022 14:02:19 GMT

How satisfied are you with your life and your impact? What rating would you give yourself on a 10-point scale? If you aren't a 10 right now, how interested are you in growing - in closing or at least narrowing the gap?

For those who wish to close the gap, what are you doing about it? Is your self-discipline strong enough to move you forward toward being a 10 in life and workplace satisfaction? Do you have the willpower to hold yourself accountable to taking the daily steps needed for continual growth? If not, don't be disappointed in yourself. We all have a limited amount of willpower each day. An accountability partner or coach can support us to greater heights than we can achieve independently. What is your willingness to be coached to more fully achieve your potential?

Coach Micheal Burt, author of Everybody Needs a Coach in Life , suggests that to reach our potential in life and work we need to be high achievers in 4 areas: body, mind, heart, and spirit. In which of these areas have you not yet reached your potential? If you have hit a ceiling, yet haven’t reached your potential, it may be time to invest in a coach. If you wish you could be more, but think you might have reached your potential, a coach can often help you identify your blind spots and unleash opportunities you have never considered.

Let's take a look at realities and thoughts in each of the 4 areas which could be limiting your impact. Which apply to you?

Body – I’m not happy with my appearance, my strength and energy, or my health.

Mind – I need to expand my knowledge base to get to the next level in life or work.

Heart – I am no longer passionate. I am lukewarm or passive about important relationships in my life and/or about my work.

Spirit – I am just going though the motions of life without any real connection to God or to purpose.

Close your eyes for a moment and dream about the life you would like. What state of body, mind, heart, and spirit would you like to experience every day? Do you have the internal fortitude to close the gap between your current reality and your potential? Be honest with yourself.

You could close the gap a little on your own and live an okay life. Or, you could work with a coach to narrow the gap so you can uncover your blind spots, use more of your potential, and experience a higher level of impact and satisfaction. Which is it going to be?

The Courage to Overcome Divisiveness

cathie@agonleadership.com (Cathie Leimbach) — Tue, 24 May 2022 14:00:17 GMT

We are living in very divisive times. Do we have the courage to overcome the division that stresses our communities and our lives?

Currently, divisiveness in the United States is the greatest it has been since the Civil War, says Chuck Mingo, the founder of Living Undivided. We tend to be afraid of the unknown and afraid to ask questions about things we aren’t familiar with. This fear often results in us lashing out against the realities around us that we done understand. Mingo says this fear is unconstructive, unrelenting, and unresponsive. He has a passion to help people overcome this fear by having the courage to reach out and collaborate with those who are different than us.

Mingo and others suggest that the opposite of fear is courage. Perhaps the best way to overcome fear is to have the courage to get to know people who are different than us. We need to move through our fear courageously, not skirt around the things that we are afraid of.

Courageous love may be the most effective way to overcome the fear of differences. We can love people who aren’t like us at work, in our families, and in the community if we believe that they are worthy human beings and take time to get to know them. This allows us to understand each other, which usually leads to us finding common ground. Then we can build bridges that reduce divisiveness so everyone can have a less stressful and more meaningful life.

When we live with fear and indifference, we let poor conditions and situations thrive. However, when we have the courage to take the time to listen to each other’s stories and perspectives, we usually discover that we can live side by side without being fearful.

Within your leadership context, where could you be exhibiting courageous love? Where can you build bridges to understanding that add value to your life and the lives of those around you?

Being an Ally Requires Speaking Up

cathie@agonleadership.com (Cathie Leimbach) — Tue, 17 May 2022 13:43:42 GMT

"Courage matters more than niceness", says Austin Channing-Brown. She speaks up for justice, for diversity, equity, and inclusion. She believes that everyone has someone to offer and that all of us deserve to have opportunities to feel valued and appreciated. She believes that it is our responsibility to help others be positioned to contribute to the world around them rather than being continually sidelined, marginalized, and battered.

However, in our society today there is unspoken and spoken pressure to just get along - to just keep quiet and not rock the boat. Yet, when we turn a blind eye to inappropriate behaviors in our homes, workplaces, and communities, we are allowing people to be hurt and our culture to erode. As Channing-Brown says, "Speaking up for others, for orderly meetings, for the bullying to stop, is disrupting the 'safe' norm". When we turn a blind eye to disrespectful words and hurtful behaviors, we may be maintaining social and physical safety at the moment, but our tolerance silently gives others permission to continue, and even increase, their negative actions.

It's not okay to put up with ineffective and disrespectful behavior. Yet, it takes courage to go against the norm and do what is right. Being 'nice' is often not being kind. People are often described as nice when they are agreeable; they are stuck in neutral and don't offend or argue. On the other hand, being kind is showing that you care about others, that you have their best interests in mind and you support them towards a more fulfilling life.

In her book, Radical Candor , Kim Scott shares that due to having a 'nice' culture she had to close her small business. Nobody in her company spoke up when an employee did not do their work well; rather than offend the underperformer, they redid the work. Not having tough conversations with a pleasant employee wasted everyone's time, became frustrating for all, and prevented the business from being viable.

Channing-Brown encourages everyone to be allies in making a difference in organizational and community diversity. Marginalized people generally don't have the connections and resources to influence systemic change. Causes led by one person rarely make meaningful headway towards changes in organizational systems in government, businesses and non-profits, neighborhoods or families. Allies are needed in the cause. Society will benefit from strong allyship. (This is a new word for me, too.)

"Allyship is a life-long process of building supportive associations and relationships based on trust, consistency, and accountability with marginalized individuals and groups. An ally actively promotes and aspires to advance a culture of inclusion through intentional, positive, and conscious efforts." Do you care enough about living in a strong, vibrant community to practice allyship in your organization or community? Do you have the courage to speak up even when it means upsetting the unspoken norm?

When you see someone being marginalized due to race, gender, education, economic status, disability, life experience, etc., I encourage all of us to have the courage to speak up for them. Go to bat for them to be considered and supported. When you see someone speaking up for the marginalized, support them. Speak up in the moment. Go beyond words and take action. Ask others to join the cause of creating organizations and communities where all people have opportunities to have a meaningful life.

Change is Essential for Growth

cathie@agonleadership.com (Cathie Leimbach) — Tue, 10 May 2022 13:59:12 GMT

“Organizations are perfectly designed to get the results they are currently getting. To get different results, they have to change.” Many leadership experts use variations of this quote to remind us that if we want different results, we need to do things differently. Yet, all of us, at some time or other, get stuck in a rut rather than risk the uncertainty of change.

C. S. Lewis said “ We all want progress. But progress means getting nearer to the place you want to be and if you have taken a wrong turning, then to go forward does not get you any nearer.” When our current path is not taking us towards our goal, if we really wish to achieve our goal we must change our path, no matter how difficult that may be.

Why do so many of us keep doing what we have always done, even though we are unhappy with the results. Andy Stanley says it is because “We become so comfortable with how we do what we do, that we forget why we do it and who we do it for.” Paying attention to our purpose, our destination, and frequently adjusting how we get there is what leads to success.

The pandemic has brought many changes, most of which we had no control over. Since, when we are in control, we feel more confident about being effective, our stress levels increase when our circumstances change rapidly. We are living in a whirlwind of change which we may be tempted to resist. Yet, if we don’t want to be left behind the norm, it is important for us to embrace the most important changes in our circumstances.

Since it is best to focus on only a few changes at a time, it is important to make the most important changes first. Let’s take Stephen R. Covey’s advice to “Begin with the end in mind.” This requires that we are crystal clear on the end result from our work. Where are we headed? What are we providing to our customers? Why does the organization exist? Leaders must define the intended results and continually communicate the desired end to every employee and volunteer.

Once there is clarity about the purpose and goals of the organization, then it is time to develop an effective way to get there. What are the processes that will best achieve the end results? Regularly evaluate progress towards the intended end result and focus all workplace changes on improving end results.

Since the world around us is always changing, we frequently need to change aspects of our lives. When we focus on WHAT we want to achieve, are clear on WHY this is important, and then adjust HOW we do our work and live our lives to achieve our goals, the benefits of changing will outweigh the stress of changing.

May you embrace quality change and be the better for it!

Providing Growth Opportunities

cathie@agonleadership.com (Cathie Leimbach) — Tue, 03 May 2022 14:00:22 GMT

87% of millennials strongly prefer jobs that offer them opportunities to grow, yet only 40% of employees indicate their workplace has offered them opportunities to learn and grow in the past year. They want to get better at their current job, prepare for their next workplace position, and equip themselves to be successful in all aspects of life in our fast-changing world. If you don’t provide opportunities for employees to be lifelong learners, they will be less passionate and engaged at work, reducing the organization’s success.

And, don’t think you are saving money by not investing in employee development. 65% of currently employed people are looking for another job. 25% of employees changed jobs last year. 30% of new hires quit within 90 days. Once someone is working within a company, they experience its culture and growth mindset, or lack thereof. When the environment doesn’t feel like a right-fit for them, they are on the lookout for potentially better opportunities.

Many people are looking for diverse growth opportunities, not just formal training programs, so continuing education doesn’t have to be a big budget concern. Here are some possibilities:

Formal group training
Coaching to support the implementation of training content
Mentoring by a more experienced person in their role
Mentoring by someone in another role in the company
Job shadowing someone in another part of the company
Working on a group project for the company
Working on a community service project with others within the company or beyond the company
One-week job exchange or transfer to experience another position within the company for which they have most of the necessary skills

To determine which opportunities are most appropriate for an employee, ask them what knowledge or skills they would like to learn. Suggest 2 or 3 possible options and let them choose, or simply ask them how they think they might be able to fulfill that desire.

At performance review time, ask employees to set a personal growth goal and help them get access to the necessary resources.

The world around us is changing quickly. You and your employees need to change to keep up. Help your employees fulfill their desire for growth opportunities and your company will be a winner.

Great Coaching Doesn't Focus on Giving Advice

cathie@agonleadership.com (Cathie Leimbach) — Tue, 26 Apr 2022 13:57:22 GMT

A leader’s job is to support their employees to success. This includes ensuring employees are clear on what is expected of them, sharing important information, and developing necessary skills. It also includes providing positive feedback to encourage employees in what they are doing well and to kindly provide corrective feedback to help them perform even more effectively.

Leaders worth following also coach employees from being dependent on them, to being independent, to being interdependent with their colleagues.

Guiding employees to be independent and interdependent requires leveraging their knowledge and skills for diverse tasks and a variety of circumstances. This requires that leaders help their employees expand their understanding of how to apply their knowledge and skills as they are assigned new tasks and asked to work on different challenges. This increases individual job satisfaction, team morale, and organizational results.

Yet, many leaders have a tendency towards micromanagement such as telling people specifically how to do each new task and regularly solving problems for them. When leaders learn how to support and trust experienced employees to handle day-to-day workplace variables independently, it frees the leaders to support others in developing their capacity and to address higher level tasks.

Let’s explore a coaching approach that positions leaders to develop employee competence and confidence, the precursors for independence, interdependence, and collaboration. When leaders use coaching skills they can guide their employees to reflect on their strengths and growth areas and develop the ability to apply their knowledge and skills in new situations. This involves having frequent 2-way one-on-one conversations with employees using open-ended questions and reflective listening. For example:

The leader:

1. Asks the employee what specific, measurable goal or end result they are working to achieve.

2. Restates the end result and checks with the employee if they have accurately understood what they said.

3. Asks the employee what progress they have made towards this goal and listens carefully to their answer. The leader periodically summarizes what they heard to be sure she is understanding.

4. Asks the employee what actions they still need to take to achieve the goal, periodically checking she has heard the employee’s intent.

5. Asks additional questions to guide the employee to listing all of the significant steps required to achieve the goal. Only if the employee is missing critical elements of the work or is stumped, does the leader make suggestions of how the employee might proceed.

6. If, and only if, the employee cannot fully develop their action plan themselves, asks the employee if they would like a suggestion. Only if the employee says yes, the leader shares their ideas. If the employee doesn’t want suggestions but hasn’t developed a complete plan, then the leader asks the employee to take some time to think about their action plan. Before ending this meeting, the leader asks the employee to set a date, time, and location to reconvene the conversation.

7. After a potentially successful action plan has been developed, asks what resources, information, training, or help they need to achieve the goal.

8. Asks how she, herself, can help them. The leader confirms what she will do to support the employee.

9. Asks the employee to state when and how they should connect for accountability. The leader may need to ask further questions until a specific, feasible approach and time are agreed to.

When leaders support their employees through such a self-discovery process, they build employee confidence and competence, as well as demonstrating that they trust the employee. This leadership style gradually, even quickly, increased employee engagement, morale, and productivity.

7 Steps for Resolving Conflict Effectively

cathie@agonleadership.com (Cathie Leimbach) — Tue, 19 Apr 2022 04:39:45 GMT

We all know that every individual is unique. People have diverse goals, backgrounds, education, personalities, experiences, and personal preferences. So, it shouldn’t surprise us that we often disagree on what to do or how to do it. When disagreements arise, it is important to resolve them respectfully without succumbing to heated relationship-damaging conflict. Differences of opinion and perspective arise frequently. When they become emotionally charged, we aren’t likely to think clearly or agree on productive solutions. Consider these 7 steps for resolving conflict respectfully.

1. Find a safe and private place to talk.

Gather in a place where only those involved in the conflict are within earshot and view of the discussion. Avoid other people gossiping or making assumptions that will complicate conflict resolution and interpersonal relationships.

2. Clarify what the conflict is.

What is the disagreement about? Be clear on what you are trying to accomplish together. Write down the common goal where everyone can see it to remind yourselves of the desired end result of your work.

3. Let everyone have their say and listen actively.

Uncover the needs or factors each person feels aren’t being met by the current direction or other people’s suggestions. Ask open-ended questions of each other to learn all the perspectives. Restate what you thought you heard to determine if you really understand their thoughts and feelings or need further explanations. Go around the room, giving each person a chance to be heard and understood without allowing any discussion on the merits of their ideas or concerns.

4. Determine possible ways to meet the common goal.

Now that you have clarity about the common goal and have truly heard everyone’s individual perspectives, list all the options anyone can think of to accomplish the goal. Withhold discussion about the merits of any option until all options suggested are captured on a whiteboard, flipchart, or screen.

5. Select the best solution.

Identify the common elements in the options. List the pros and cons of each option on flipcharts so everyone can see them. Discuss which pros will be most impactful in achieving the goal and which cons will be most detrimental. Determine which options everyone believes are strong enough to consider further. Explore the merits and weaknesses of these in more depth. Ask questions of each other to increase everyone’s understanding of options still on the table. Then, have every person rank the options. Drop the options which nobody or few people rank first or second. Check if anyone wishes further discussion and then ask each person which of the remaining options are their first and second choice. Discuss the impact of the differences in the options which receive lots of votes and then come to consensus or vote on which one to implement.

6. Be clear on how the chosen solution will be implemented.

What steps will be taken by whom to move forward. Write down the steps, the responsible persons, and the deadline dates. Circulate this document to all involved.

7. Evaluate progress and hold each other accountable to achieving the goal.

Determine when everyone involved will meet to share their progress and address the obstacles that are encountered. Ask for help when you run into a bottleneck. Continue to schedule progress review meetings until the goal is achieved. Once the goal is achieved, or along the way, discuss and write down lessons learned and strategies for reducing future conflicts.

Sometimes different perspectives can be understood, options considered, and the implementation plan drafted in an hour or less. In more difficult situations, it could take multiple meetings over several days. However, as long as everyone agrees on the goal to be achieved and the goal has a meaningful impact on the organization’s results, the time is well spent. The goal will be accomplished, people will feel respected, and the foundation will be laid for ongoing group trust, engagement, and results!

Encouraging Employees to Solve Problems (Part 2)

cathie@agonleadership.com (Cathie Leimbach) — Tue, 05 Apr 2022 14:00:55 GMT

When employees solve many of their day-to-day workplace problems there are several benefits:

· They feel good about themselves and their abilities.

· They can get through the problem and on with their next task even when their supervisor or a colleague aren’t available to help them.

· Their supervisor has time to help other employees and work on more strategic tasks.

· Employee self-esteem, satisfaction, and morale increase.

· Productivity and bottom-line results increase, improving the mission impact and the sustainability of the organization.

Despite these benefits, in many organizations the managers solve more problems than do the employees. There are two primary factors that underlie this inefficient and often ineffective reality. Managers may believe their job is to be the star decision-maker and the primary source of information and ideas so they, consciously or unconsciously, make it uncomfortable for employees to solve problems. Managers may discourage employees by regularly telling others how they would have done it differently, by micromanaging employees’ every move, or by not thanking employees for taking the initiative even when their approach achieved the desired results. Or, employees may not have the knowledge or skills needed to solve problems. The Part 1 article focused on how the manager can create a workplace environment that empowers employee decision making. This article, Part 2, shares how managers can help employees develop the ability and confidence to solve problems.

5 Ways Leaders Can Encourage Employees to Solve Problems

1. Define the Problem

Be clear about what the problem is. What result are you trying to achieve that you are not getting? At what step in the process is the problem occurring.

2. Describe the Situation

What actions or events led to the problem? What were the conditions in which the problem occurred? What other problems were encountered in tandem with this problem?

3. Determine the Root Cause

What factors caused the problem? Was the machine inadequately maintained or broken? Were the people doing the work in too much of a hurry or not focused on their work? Did the people not understand what was expected of them or not provided adequate training? Were too few people assigned to the task or were the necessary tools not available? The purpose here is not to blame someone for creating the problem, but rather to be clear about the primary causes of the problem so they can be addressed to avoid or reduce the problem in the future.

4. Identify Potential Solutions

Quickly brainstorm actions that might be taken to address each factor that contributed to the problem. At this stage record all possibilities, whether they are practical in your situation or not. Sometimes what doesn’t seem feasible in the short run, is the best option. By discussing all possible solutions, we often figure out a way to make a new idea work.

5. Choose and Implement the Best Solution

Consider the pros and cons of each potential solution. Select the one that is most likely to work for you. Quickly determine the steps and timeline for implementing the solution and put your plan into action.

Having a clear process for solving problems helps both leaders and employees develop effective problem-solving skills. And when the purpose of identifying the cause of the problems is to assist in solving the problem, not to blame the people who were involved, everyone is more willing to address concerns that move the organization forward.

Encouraging Employees to Solve Problems (Part 1)

cathie@agonleadership.com (Cathie Leimbach) — Tue, 29 Mar 2022 13:59:24 GMT

When employees solve many of the day-to-day problems they encounter at work there are several benefits:

They feel good about themselves and their abilities.
They can get through the problem and on with their next task even when their supervisor or a colleague isn’t available to help them.
Their supervisor has time to help other employees and work on more strategic tasks.
Employee self-esteem, satisfaction, and morale increase.
Productivity and bottom-line results increase, improving the mission impact and the sustainability of the organization.

Despite these benefits, in many organizations the managers solve more problems than do the employees. There are two primary factors that underlie this inefficient and often ineffective reality. Firstly, managers may believe their job is to be the star decision-maker and the primary source of information and ideas, so, they, consciously or unconsciously, make it uncomfortable for employees to solve problems. Or, secondly, employees may not have the knowledge or skills needed to solve problems. This Part 1 article focuses on how the manager can create a workplace environment that encourages employee decision making. Part 2 shares how managers can help employees develop the ability and confidence to solve problems.

5 Ways Leaders Can Encourage Employees to Solve Problems

1. Be Approachable

Smile. Say hi to your staff every day. Be friendly in the break room. When an employee comes to you for help, quickly set aside what you are working on and given them your full attention. If you are in the middle of an urgent task, set a slightly later time for your conversation.

2. Create a Mistake-Friendly Environment

We learn through our mistakes. When employees do something wrong, ask them what they were trying to achieve, what result they got, what they learned from this experience, and what they could do better. Make mistakes a healthy learning experience.

3. Share Insights and Information

Be generous with your information. When you learn something that adds value for their workplace responsibilities, share it. Give them tips to do their work even better.

4. Have Weekly Team Meetings and/or Employee One-on-Ones

Meet individually with each employee every week, even if it is only for 15 minutes. Ask how they are doing. Inquire about their hobbies or families. Confirm your workplace expectations. Ask how you can help them achieve their workplace goals. Meet with your team weekly so everyone receives helpful updates and to encourage collaboration among employees.

5. Let Your Employees Educate You

Your employees are doing the bulk of the day-to-day tasks. Ask them what is going well and what challenges they are having. Ask for their ideas on how to schedule their day or overcome a setback.

Creating an environment where employees feel it is safe to try solving their own problems is a key leadership responsibility.

The Value of Collaboration

cathie@agonleadership.com (Cathie Leimbach) — Tue, 22 Mar 2022 12:36:46 GMT

Study after study shows that collaboration improves productivity and results, yet few organizations are highly collaborative. Collaboration involves multiple people or organizations working together to achieve a common goal. It involves a mutual understanding of and commitment to a desired result and working together with a win/win attitude.

When people with diverse experiences, knowledge, skills, and resources work together the group makes more informed decisions and adds more value to the organization and/or community. When everyone leverages their strengths, both the individuals and the group achieve more and have a greater sense of satisfaction.

However, collaborating requires us to value each other’s opinions and contributions and to support consensus or majority decisions. We have to avoid the tendency to be in charge, doing things our way. Collaboration requires being interested in other people’s ideas, asking for their suggestions, and listening to their input. It explores multiple options and discusses the pros and cons of each before taking action. Unfortunately, in our society, a competitive mindset tends to overpower collaborative efforts. Fortunately, though, examples of successful collaboration can inspire us to take this approach more often.

Let’s look at two recent successes involving safety services departments in and around the City of Lorain, Ohio. The media frequently alerts us to discord within police and fire departments, but Lorain’s police department is currently seen as a desirable place to work by many officers throughout Lorain County. Lorain’s Police Chief, Jim McCann, is a collaborative leader. He has an advisory council of several police officers with various positions in the force. When the group meets, he updates them on department initiatives and asks them to provide feedback on what is going well or not so well. He listens to their concerns and queries and explains the rationale behind various decisions. Also, Chief McCann values the leadership role of lieutenants and captains by reminding officers to address day-to-day concerns with them.

He believes that his strengths are best suited to leading within the department so has delegated community relations to an officer with greater strengths in that area. McCann believes his role as Police Chief includes providing clear expectations, communicating effectively, and equipping and supporting his staff for success.

Chief McCann also believes in collaborating with neighboring cities. Preparations for and security during President Biden’s recent visit to Lorain involved safety services personnel from Amherst and Vermilion. Chief McCann was quick to give much of the credit for Biden’s safe visit to the strong cooperation among the people from all three cities. They worked so well together that the Secret Service praised them for being one of the best local security teams they have worked with. What a great reputation to have!

Collaboration requires thinking and acting beyond our personal interests with the intent of achieving win/win results. Yes, it takes effort to invite diverse involvement and consider multiple perspectives, but I believe the long-term benefits are well worth the effort. What about you?

Develop a Culture that Invites Employee Input

cathie@agonleadership.com (Cathie Leimbach) — Sun, 13 Mar 2022 19:16:11 GMT

I hear it often. Employees have concerns at work and ideas for solving problems, but they don’t speak up. They don’t share their thoughts or needs with their manager. Yet, their managers tell me they wish employees would show more initiative. Why the lack of communication?

The root of the disconnect is employees’ perception of the managers’ interest in their ideas and their poor experiences with change. In the rare situations where employees say their workplace communicates and handles change very well, 77% of employees are engaged. However, when employees rate communication and change management as poor, only 1% are engaged. More intentional leadership practices are essential to improve workplace satisfaction, engagement, and productivity.

Let’s look at 3 ways managers can improve the employee experience and impact the organization’s bottom line.

Initiate frequent relaxed and casual conversations with staff.
When an employee arrives at work, or you see one of your direct reports in the break room, ask them about the evening before or their weekend.
Begin weekly one-on-one meetings by asking what they’d like to talk about. Address your work-related agenda items after hearing what is on their mind, whether it be their family, a hobby, or a workplace challenge.
Ask your employees what is going well in their job and what suggestions they have for doing things better.
Consider their suggestions. Listen to them and clarify your understanding.
Ask them to think of 3 or 4 solutions to their concerns. Have them share the pros and cons of each.
Support the adoption of helpful, viable changes.
When a problem isn’t resolved or a suggestion isn’t implemented, share the reasons for maintaining the status quo.
Explain the reasons for company-wide and top-down changes.
Communicate how the changes will contribute to the company’s future success.

When there is open, two-way communication between employees who happen to be manager and employee, workers are better informed, feel valued, and become more engaged. When managers are intentional about serving their employees, they create a win/win environment, increasing morale, retention, and productivity.

What is your next step towards creating a workplace culture that encourages employee input?

Listening to Your Team Members

cathie@agonleadership.com (Cathie Leimbach) — Tue, 01 Mar 2022 14:54:35 GMT

Listening is a skill that adds great value to every aspect of our lives. Yet, few workplace leaders leverage the power of listening. Why should we make it a priority to be attentive and active or reflective listeners?

The most important factor in employees enjoying their job, and therefore, not becoming part of the Great Resignation, is feeling valued and respected by their supervisors and their peers at work. If one of your 2022 goals is to have good employee retention and morale, then listening effectively is critical.

People feel valued when they feel others care about them. When we ask questions about what is going well with their work this week, what we could do to help them succeed, and how they think they could do an even better job, we are curious about their current job satisfaction and offering to support them further. When we ask questions about their weekend or their family, they believe that we think of them as people with an interesting life outside of work. Human beings are emotional beings. We are wired to seek positive relationships with others in all areas of our life. And, since we spend more of our awake hours at work than anywhere else, quality workplace relationships are important for our mental, emotional, and physical health. Asking questions, listening to the answers, and reflecting what we heard, help our team members have an enjoyable and productive workplace experience.

Another aspect of listening to our team members is being accessible and attentive when they come to us with questions or suggestions. When employees tell you that the equipment they use all day long is not working properly, stop what you are doing and listen to them. Ask how the problem is impacting their work. Ask what they think the problem might be and what help they need to get it resolved. If it is simply time to replace the five-year-old laptop, ensure the new computer gets ordered.

When they figure out a quicker way to get a job done, ask how well the end result meets the company standards. If it meets the standards, doesn’t use more resources, and doesn’t negatively impact colleagues or production schedules, encourage them to implement their innovations. Engaged and empowered employees frequently find ways to enhance workplace culture and profit. Encourage this by listening.

Collaboration is valuable in workplace satisfaction and productivity. When leaders ask questions an listen to others’ suggestions to truly learn more about their employees as people and their strengths and needs in the workplace, they will bring out the best in people and enhance the organization’s bottom line.

Really Hearing Your Employees

cathie@agonleadership.com (Cathie Leimbach) — Sat, 19 Feb 2022 18:12:01 GMT

Human beings need to have a purpose, they need to matter. When we feel irrelevant or unimportant our energy and commitment tank. We accomplish less. We are less kind and less patient. When we are heard, when someone pays attention to our emotions, our actions, our experiences, or our suggestions, we feel valued. We feel that we have worth as a person.

Everyone experiences not being heard. The one not hearing us may be our child, partner, friend, neighbor, acquaintance, teacher, doctor, customer, employee, colleague, boss, or stranger. If an acquaintance or stranger doesn’t notice us or listen to us, it is usually not a big deal. They aren’t part of our daily life so we have no need to be valued by them. But when we feel undervalued by members of our household, our close social circle, or a colleague who is important to our workplace success, the quality of our life is impacted.

Employees may be excited to tell their boss they have finally mastered a key task, but we don’t take two minutes to hear about it and acknowledge their success. They may be struggling to understand an assignment, be completely stuck on the next step, need a technology upgrade to handle the current volume of work, or have an innovative idea that could enhance productivity and the bottom line, but we don’t listen to their bottlenecks and provide the support that would help them achieve company goals. Your team member may wish to ask if they could do their end-of-day paperwork remotely the week their children’s after-school babysitter is on vacation. Perhaps it would be a relief if they could come in half-an-hour later the week their take-the-kids-to-school carpool parent recovers from surgery. How open are we to helping reduce their anxiety so they can be more focused at work?

The job of supervisors and managers is to help their employees be successful. When we don’t take time to hear them out, to consider their requests and their ideas, we become their biggest bottleneck. You may not realize that as leaders, we control 70% of the factors that affect our team’s performance. Yes, our employees only control 30% of the factors that impact their results. Some research suggests that employees might control as little as 20%! How intentional are we about reducing the bottlenecks that our employees can’t control?

When employees incorrectly interpret our instructions regarding an urgent assignment, the emergency gets worse. If a virus or software update prevents them from doing important computer work, we may want them to focus on another high priority task.

When they figure out a way to improve results by tweaking a standard procedure, we might want to listen when they try to tell us about it before they teach their more successful method to everyone in two departments. When we suddenly assign an urgent task to busy experienced employees without helping them reprioritize their normal critical responsibilities, we are setting them up for failure.

Results-oriented employees seldom make excuses. If they say ‘but’ they are likely about to share a real bottleneck – a challenge they don’t know how to solve. They are interested in both the company’s success and their personal reputation and they are trying to figure out how to accomplish the increased workload or which tasks can be rescheduled or put on the back burner. As leaders, we need to be thankful they are sharing their concerns with us and asking for help. In a few minutes, we may be able to put their mind at ease so they can focus on the priorities at hand. Without our help, their mental overwhelm or under-informed decisions may negatively impact the speed and accuracy of their work for days.

When we make a habit of not listening to employee concerns or not considering their ideas, they often feel that we don’t want them to be their best, to solve problems, or improve performance. They stop asking questions to clarify expectations and understand the context of their work. They stop trying to engage or innovate. They stop trying to be open, honest, and collaborative. Eventually, they decide to either cope with their workplace disappointments or join the great resignation.

Leaders have the greatest impact on employee retention. Our job is to equip and support our employees for success, not to spur failure and disenchantment. It is important that they feel valued for sharing their challenges and ideas for improvement. We have to ensure they feel heard.

What is one thing you can do differently to help your employees feel heard?

Engage Your Employees with Conversational Feedback

cathie@agonleadership.com (Cathie Leimbach) — Tue, 15 Feb 2022 06:05:24 GMT

When employees feel that their good performance is valued and receive support to overcome their challenges, they become more engaged, increasing their satisfaction and the company’s success. Conversational feedback is the foundation of win/win/win workplace experiences, increasing employee morale, customer satisfaction, and company results.

What can you do this month to develop your conversational feedback skills? You may be interested in enhancing your leadership skills through Conversational Management ™.

Supporting People to Fulfill High Expectations

cathie@agonleadership.com (Cathie Leimbach) — Mon, 07 Feb 2022 02:09:05 GMT

Believing the best of people usually brings out the best in people. When you tell people what you expect, you believe in their capacity to meet your expectations, and they feel valued, they will be motivated to fulfill high expectations. But, when people don’t know what you expect from them, don’t know if they are on track, and don’t have your support to do their job well, don’t be surprised by underperformance.

If you want your team members to achieve more, here are 3 ways that you can support them towards fulfilling high expectations.

1. Co-Create Goals

Rather than simply telling your people what you expect them to accomplish, review with them the organization’s mission, values, and goals; discuss why their role is valuable; and invite their ideas about what they could contribute towards fulfilling the company’s goals. Explore how their preferences can be aligned with the company’s needs and together develop meaningful goals. Your belief in their ability to add value at work encourages them to put their best foot forward. They are more likely to buy-in and achieve such co-created goals.

2. Be Clear on the Quality, Quantity, and Timeline for Achieving the Goals

Ensure the Co-Created Goals are clear. Doing better this year can be achieved by a 1% increase in sales but you might be expecting a 10% gain. As well as being clear about the quantity of results you expect, be specific about the quality required. State the measurable outcome you expect each day or month, and reinforce your expectation by monitoring performance.

3. Provide Frequent Feedback and Support

Setting high expectations, yet not acknowledging when they are achieved, demotivates your employees. If it is not important enough for you to praise their work, then their work must not really matter. When you find that the goals haven’t been met, talk with your employees to discover what prevented them from meeting your expectations and support them in overcoming these obstacles. When you demonstrate that the goals really matter and you believe they have the potential to meet your expectations, people will rise to the occasion. Weekly manager-employee one-on-ones provide regular opportunities for the manager to lift their people up with praise and encouragement and for the employee to ask for guidance.

When managers have high expectations for their team members, believe in their capacity to contribute, and support them in overcoming hurdles along the way, their employees will be empowered to fulfill those expectations. Individuals, managers, and organizations win when managers engage their employees and support them to achieving meaningful goals.

When Employees Choose Their How

cathie@agonleadership.com (Cathie Leimbach) — Tue, 01 Feb 2022 14:34:40 GMT

When employees have the freedom to decide how to do their work satisfaction, retention, and productivity increase. Human beings like to make a difference in the world around them. They want to matter. They want the freedom and satisfaction of having some control over their life and what they do at work. When they feel valued and trusted by being given some freedom to decide how to do their work, they become more productive and loyal.

Organizations want to hire the best employees. They are seeking people who can help the company achieve its goals without handholding, individuals who can solve everyday problems and pivot their focus to meet tight timelines or handle emergencies. Yet, many supervisors voice their frustration when staff stray from the way they were taught to do the job.

The owner of an employment firm whose clients are small family-run businesses explained the dilemma well. His clients want employees who will follow his hour-by-hour instructions on the days he is working, yet, when the owner is on vacation he expects his staff to achieve the same quality and quantity of work and make the same decisions as he would have. We can’t have both worlds.

However, before employees can effectively decide how to do their work, leadership has to prepare them for success. This includes:

Having and communicating clear company goals and setting the measurable results you expect from each employee
Defining and communicating company values to guide the employees in their workplace behaviors and decisions
Assigning employees a right fit position that allows them to use their strengths and interests at work at least part of every day or week
Equipping them with the knowledge and skills needed to do the job well
Showing them one way that achieves the desired output and coaching them to follow that process to get the desired results

Now, they know why the company exists and what makes it successful. And you and they have evidence that they can achieve the desired results.

At this point, it is time to give your employees freedom in how to do their job. Many will figure out a tweak to the process that allows them to do their work more quickly. Others will adjust the order of their tasks to match their personal energy levels. Some will come up with a great new idea that reduces the cost of production or provides added value to the customer. They may even solve a workplace problem that has been frustrating their colleagues for years.

And, they will enjoy their work, have some control over their day, like making a difference, and become a long-time value-adding employee. All because you prepared them and trusted them to decide how to do their work.

The Essence of Servant Leadership

cathie@agonleadership.com (Cathie Leimbach) — Tue, 25 Jan 2022 14:56:48 GMT

What does Servant Leadership mean anyway?

In 1970, Robert Greenleaf coined the term ‘servant leadership’ to emphasize his belief that effective leaders serve their followers towards success. He believed that great leaders develop great employees.

John Maxwell says “The only way to create great relationships and results is through servant leadership. It’s all about putting other people first.”

Servant leadership is the opposite of self-serving leadership. The latter involves designing the work flow to serve your own preferences, kowtowing to the desires of your supervisor and the higher-ups, and ensuring you are in the good graces of other influential people in the organization. If those you are trying to satisfy put their power above the organization’s mission and goals, having a culture that retains high performing employees and serving the needs of customers isn’t their priority. In these circumstances the organization’s bottom line may be at risk.

However, servant leadership creates a healthy culture where people feel they matter, they enjoy coming to work. They produce quality products and provide helpful customer service. To fulfill the company’s mission and goals, both employees and leaders have to be flexible to respond to the needs of those around them. Then they achieve positive results, feel valued, and enjoy being part of a successful workplace.

Today’s Great Resignation reality is causing angst for many organizations and their leaders. They can’t afford to have 55% of their staff leave. Yet, this risk is real as 55% of the workforce plan to voluntarily look for another job this year. Employees care about their pay, but once their basic living costs are covered most care even more about being respected and valued at work, doing work that matters to the community and its people, and having the training and support to do their job well. When they aren’t experiencing these non-monetary benefits at work, their job satisfaction and life satisfaction are low and emotionally destructive. They either stay for the pay check but are lethargic and mediocre performers at best, or they leave for another opportunity.

What steps can you take to start being a servant leader who serves the organization’s and the employees’ interests? Try following Ken Blanchard’s One Minute Message 3-part formula:

Set clear goals and communicate them.
Catch people doing something right and praise them.
Redirect your employees kindly when you see them underperforming.

Best wishes along the servant leadership path. Let your people know what you expect, praise them when they meet expectations, and kindly help them improve when they underperform. Serving your employees so they can achieve organizational goals serves them, the organization, and you as well.

The Quadruple Bottom Line

cathie@agonleadership.com (Cathie Leimbach) — Tue, 18 Jan 2022 14:55:44 GMT

In Ken Blanchard’s book, Leading at a Higher Level , he says that “In high performing organizations, everyone’s energy is focused on … four bottom lines – being the:

Employer of choice
Provider of choice
Investment of choice
Corporate citizen of choice.”

The Ken Blanchard Companies’ research reveals that the most important leadership function is “creating a motivating environment for your people”. This is the cornerstone of being the employer of choice. When employees work in a motivating environment, they are engaged at work; they pay attention to the quantity and quality of their work and provide great customer service.

When customers rate their satisfaction with customer service at 9 or 10, they will purchase 7 times as much from the company as when customer service is rated at 8 or lower. When customers are raving fans, the company becomes their provider of choice.

The strong revenue from raving fans yields strong profits. Investors want to be shareholders. Lenders offer favorable terms on loans to help the company grow or upgrade its facilities and equipment. The company becomes an investment of choice.

The financial health of the company increases its sustainability. It can operate with the long-term view in mind and it can be generous to the community. Healthy companies have the resources to make choices in favor of long-term environmental health and to support local non-profits and community development. They become a highly respected corporate citizen.

And respected corporate citizens attract motivated employees, who serve customers well, yielding higher profit, and strengthening the organization’s presence in the community. The cycle continues.

How are your leaders creating a motivating environment to develop and retain engaged, productive employees who are essential to the organization’s short-term and long-term success? What are you doing to equip your leaders to build a win/win/win/win reality in your organization?

How to Have a Stellar 2022!

cathie@agonleadership.com (Cathie Leimbach) — Tue, 11 Jan 2022 15:00:01 GMT

Are you ready for a stellar 2022? If not, you still have time to build a sound foundation for the year.

If you haven’t started your annual business plan yet, now is the time to:

Sit down at the computer with your word processor open.
Type out a few sentences that summarize what you wish your business to accomplish this year.
Pick 3 key goals that are key to achieving success in your business. Set a measurable target for each.
Reflect on how last year went for you. Type out the things you wish to continue doing, the things you will stop doing, and things you can start doing for 2022 to be even better than 2021.
From your start and stop lists, pick the top 3 change areas to focus on this year. Since we have limited change energy, don’t try to make changes in more than 3 areas at once.

Once you have prepared your simple business plan, having a stellar year requires being intentional about your business activities every week and each day. This includes having a basic written plan for each week and each day, monitoring how well you implemented your plan, and gradually improving your implementation.

The steps of weekly and daily planning are simple:

At the beginning of each week, read through your 3 key measurable goals and your 3 change areas.
Write down the 3 tasks that are most important to complete this week to achieve your key goals.
At the beginning of each day, write down the 3 most important things to do that day towards the week's most important tasks.
Also, write down other things that need done as part of your regular business operations.

Monitoring and revising your plans can be simple, too:

At the end of each day, review what you achieved, acknowledge your successes and identify things to do differently the next day.
At the end of each week, review your achievements and develop your plan for the next week accordingly.
At least monthly, review your progress towards your 3 key measurable goals and your 3 change areas.
Revise your strategy if you aren’t making enough progress. Modify your big picture plan if you learn that your original plan isn’t realistic.

I wish you a stellar 2022! If you develop your plan, work your plan, monitor your plan, and revise your plan, you will be celebrating success a year from now!

Where is Your Business Heading in 2022?

cathie@agonleadership.com (Cathie Leimbach) — Tue, 04 Jan 2022 14:39:26 GMT

You have likely thought about where you wish your business to head in 2022. But have you thought about HOW it is going to get there?

A wish without a plan is just a dream. Our default approach tends to be to continue doing what we have always done, which gets the same results as we have always been getting. If your wish is to achieve different results in 2022, it is necessary to be intentional about doing work differently.

You may not see how you can take a day or two to develop a 2022 plan for your business. However, spending a few hours to outline your business strategy for the year is essential if you really wish to achieve more during the 12 months ahead.

First, write down how you will measure your business success this year. What dollar amount of revenue or profit are you aiming for? Choose an amount that balances your desire for growth with what is realistically possible. You may wish to measure your success by the number of clients you retain or the number you gain. Employee morale or employee retention might be one of your success factors. If you list several potential metrics, select the 1, 2, or 3 that you will focus on for the year. Achieving desired results requires us to focus on our priorities. If we give equal attention to more than three priorities, we dilute our energy and resources so much that we will be lucky to achieve even one of these important goals.

Second, review last year’s business practices and consider what you will continue and what changes would be beneficial.

Write down actions you will continue doing to support this year’s success.
Jot down the actions you will stop doing, the things you did last year that hindered your success or won’t help you achieve the success you want in 2022. For example, maybe you were spending five hours per week developing relationships in an industry you haven’t been serving. Despite your diligence, not only did you not get clients, you didn’t even get leads. It might be best for you to stop pursuing clients in that industry.
Jot down actions you will start doing. What new activities do you think could help you achieve your 2022 goals? For example, what industries are you currently serving well? In which of them is the market not saturated? Perhaps you should be devoting your relationship development efforts here.

Third, review your priority goals and the actions you think you might stop or start. Decide one, two, or three of these changes that could have significant impact on achieving your priority goals and are feasible to implement in your organization. Perhaps there is one thing you will stop doing and two things you will start doing. Just as we dilute our efforts too much if we focus on more than three business results, we will have little success in changing our actions if we focus on changing our behavior in more than three areas.

Fourth, determine how you will monitor your progress towards achieving your priority goals and making critical changes. Decide how and when you will report progress to your team.

Fifth, communicate your brief business plan to all members of your team. Share your one to three priority goals and your one to three areas of change. Most people are resistant to change so it is important to change just a few things at a time. Maintain stability for you and your team members by continuing with several of your most effective business practices from recent years. Follow through with your monitoring and communication plan all year long so your team members see the benefits of doing the hard work involved with change and focusing on desired organizational goals.

Best wishes for 2022 to you and the work and people you lead!

Learning Lessons from 2021

cathie@agonleadership.com (Cathie Leimbach) — Tue, 28 Dec 2021 14:59:38 GMT

We are at the end of another year like no other. The incredible rate of change in our lives over the past couple of years has exceeded our normal capacity to comfortably handle uncertainty. Society has been challenged by the spread of Covid, the supply chain crisis, and the decrease in the working age population (as the birthrate continues to decrease). Being resilient, finding ways to move forward differently, has become essential for success!

Resilience requires knowing where you want to go, reflecting on what has and has not been helping you get there, and making changes that increase your success. This week is a good time to remind yourself what you were trying to accomplish this year, reflect on what helped you or hindered you, and decide what you will change to have a more successful 2022.

First, what were you trying to accomplish? What were your revenue or profit goals? What were your quality goals? How were you planning to maintain or grow your business? Did you meet, not meet, or exceed your goals?

Second, what helped you achieve the results you had and what hindered you from doing better? Continue to do the things that helped your success and stop doing the things that hindered your success. For example, one thing that helped me achieve my 2021 goals was outsourcing more administrative tasks to free up time for prospecting and program delivery. I contracted to diverse individuals. To some I delegated tasks in which I was competent to others who also had the required skill base. To others I delegated tasks in which they were highly skilled so I wasn’t floundering in areas that don’t come easily to me. I will continue to contract out a diversity of tasks in 2022. On the other hand, one thing that limited my success was not planning my week’s and day’s work in advance. I will stop starting my work week without reviewing the full scope of the tasks ahead of me and I will stop starting my work day without blocking off time on my day planner for each priority task.

Third, what do you need to start doing to be more successful next year. For example, I need to think ahead about the upcoming tasks that others could be doing for me and delegate them in advance to free up even more of my time for the work that only I can do.

What do you notice when you reflect on 2021? What will you Start, Stop, and Continue so that 2022 is a successful year for you?

May You Experience Peace and Joy

cathie@agonleadership.com (Cathie Leimbach) — Tue, 21 Dec 2021 14:49:33 GMT

The festive season has arrived! Bright lights and appealing decorations are all around us! The air is full of happy celebration!

Peace and joy are abundant in the communities around us. Are you feeling this peace and joy in your heart, at work, and at home?

When people like their work they are more productive and have a more positive life experience. One of the main contributors to people liking their job is that they are making a difference at work because their job matters and they are doing their job well. When people are confident in these areas, they feel valued and stable, giving them a sense of peace about their livelihood.

Another contributor to people liking their job is having friendly relationships at work. When someone is appreciated and feels comfortable appreciating others, when workplace colleagues trust each other, and when coworkers smile and regularly greet each other in a friendly manner, they experience joy and contentment at work. And these positive emotions spill over into their personal lives.

If your workplace is a place of peace and joy, continue to be a leader who positively impacts the environment around you. If this isn’t your work experience, what can you do to inject positivity and appreciation so you and others can start experiencing peace and joy at work.

Thinking about being positive and appreciating the diversity of people around me brings back wonderful memories of enthusiastic sing-alongs at Junior Farmers’ Association of Ontario events. Hundreds of teens and young adults expressed peace and joy as we sang the following chorus written by Paul and Ralph Colwell.

Up! Up with people! You meet ‘em wherever you go,
Up! Up with people! They’re the best kind of folks we know.
If more people were for people, All people ev’rywhere,
There’d be a lot less people to worry about, And a lot more people who care.

Wishing you a Merry Christmas and a Happy Holiday Season!

May you experience peace and joy and be a source of peace and joy for others.

Want More Engaged and Productive Employees? Set Clear Expectations.

cathie@agonleadership.com (Cathie Leimbach) — Tue, 14 Dec 2021 03:57:45 GMT

Believing in people lifts them up. Cheering on your employees, giving them the support they need to grow, and the "can do it" message will increase productivity and employee engagement.

Connect your "why" to your employee's "Why". Your employees need to know why what they do matters. More importantly, they need to find a sense of purpose in your organization's mission. Treat your employees like they make a difference, and they will.
Be clear. Set clear expectations and goals. Meet with each of your direct reports periodically to make sure they understand what "good performance" is. And put it in writing so that it is easy to keep track of what has or hasn't been communicated.
Co-Create Goals. Don't dictate. Co-creating goals and expectations will create higher buy-in and more significant accountability. Having a conversation with each of your employees will empower and support them to meet and exceed expectations.
Provide C.A.R.E feedback. Continuous. Accessible. Regular. Empathetic. Schedule regular meetings continually. Be responsive, approachable, and empathetic. You have a unique opportunity to unleash the most significant contributions of others.
Get out of their way. Develop agreed-to expectations with each employee. Give them the support they need. And then let them do their thing. Trust that they can solve the problem, find the solution, take care of the customer, innovate and inspire other team members.

Your Employees’ Strengths Make Your Company Stronger and More Profitable

cathie@agonleadership.com (Cathie Leimbach) — Tue, 07 Dec 2021 01:15:02 GMT

Focusing on employees’ strengths does more than engage workers and enrich their lives. It also makes good business sense. Gallup recently completed an extensive study of companies that have implemented strengths-based management practices.

By positioning employees to work from their strengths – doing what they do best – they have higher energy, less stress, and are six times more likely to be engaged at work.

Additional research provides a compelling business case for implementing a strengths intervention showing performance increases, which, even at the lower end, are impressive:

10%-19% increase in sales

14%-29% increase in profit

3%-7% increase in customer engagement

9%-15% in engaged employees

6 to 16 point decrease in turnover (in low turnover organizations)

26 to 72 point decrease in turnover (in high turnover organizations)

22%-59% decrease in safety incidents.

All employees have strengths – the unique combinations of talents, knowledge, skills, and practices that help them do their best daily. These strengths provide employees and employers with their greatest opportunity for success. And, the best way to do that is through their managers.

Wondering how to get started? Here are some best practices to begin moving into a strengths-based culture:

It starts with leadership. When isolated departments implement strengths interventions, a limited impact can be achieved. When leaders make these interventions a strategic priority, change really happens. For example, when leaders push strengths through the entire organization, the potential for increased employee engagement and profitability multiples.
Don’t assume your employees know their strengths. People often take their powerful talents for granted, may be unaware of them, or undervalue them because it comes so naturally. Spend time in conversations with employees to uncover their strengths and consider using standard assessments for a more detailed picture.
Generate awareness and enthusiasm company-wide. Managers can communicate the company’s business strategy in terms of the company’s unique strengths. Employees use their strengths more when the strengths concepts are consistently communicated.
Be mindful of strengths when creating project teams. Leaders need to create ways for all employees to increase their self-awareness; they should also employ tactics to ensure teams are assembled reflecting each individual’s innate talents.
Use team meetings to help team members deepen their understanding of the strengths approach. Encourage them to be open with their fellow team members about their strengths and help them think strategically about how to complete a successful project using all of the members’ abilities and talents.
Focus performance reviews on the recognition and development of employees’ strengths. A strengths-based approach is straightforward, appealing, and decisive. Conduct performance reviews that encourage and use each employee’s talents and offer development aligned with their strengths. Provide clear performance expectations and help employees set achievable but challenging goals based on their strengths.

Employees can’t completely avoid their weaknesses. However, instead of wasting too much time trying to improve in areas in which they are unlikely to succeed, form strategic partnerships and thoughtful processes that help them work around those weaknesses.

Higher employee engagement, increased profitability, lower turnover, and helping your employees make a difference based upon their talents to contribute to the organization’s goals and objectives will create greater success throughout each department and the company as a whole.

Creating an Innovative Culture Will Help Your Company Succeed

cathie@agonleadership.com (Cathie Leimbach) — Tue, 30 Nov 2021 00:52:27 GMT

When thinking about innovation, people often assume it is limited to brilliant people coming up with new products or disruptive ideas. While that is sometimes the case, creating a culture of innovation more frequently helps your organization adapt quickly to new challenges, thrive in unforeseen scenarios, and execute strategic objectives more effectively and efficiently.

Gallup reports that only 1 in 3 employees believe they are encouraged to bring forward ideas to improve their company’s products or services. Think about what that might mean for your company. Your employees who are doing the work aren’t encouraged to share how it can be done better. Not only does that lead to a loss of potential profit, but it also frustrates and disengages your most talented team members.

Creating an innovative culture requires a shift in thinking. Rather than creating a top-down approach, collaboration is encouraged and nurtured. Risk and failure are embraced as a part of the process. Your employees are provided opportunities to learn, contribute, and grow beyond their job description. Everyone, from the CEO to the most junior staff person, is encouraged to contribute to your company’s success. Even the most innovative employee is unlikely to contribute unless the culture supports innovation at every level. This results in few robust solutions and approaches and diminishes engagement by your top talent.

Several years ago, the incoming CEO of Frito-Lay asked ALL the employees to think like a CEO. This motivated one of the janitors to learn more about the company and to develop a spicy snack food that his Hispanic friends would love. His home kitchen became a product innovation space as he and his wife developed and taste-tested spicy Cheetos. The janitor shared his idea with the CEO. Flamin’ Hot Cheetos have generated 2 billion dollars of revenue for Frito-Lay and eventually Richard Montanez became the company’s product innovation leader.

What would it mean if everyone on your team was clear about the long-term strategic objectives of your company? If they fully understood the goals of differentiating in the marketplace, providing the best product or service possible, and were infused with a sense of purpose? It would be a gamechanger in terms of productivity, profitability, and employee engagement.

Sounds good, but you are unsure how to start? Here are some beginning concepts:

Provide and reward collaboration. Innovation occurs when every member of your company is involved in solving problems, overcoming challenges, and creating results. Great ideas come from anywhere. Reinforce the importance of collaboration and new ideas. Reward them. The more pronounced the support for collaboration and innovation from recognition to performance reviews, the more you will get.
Focus and communicate the big picture. President Kennedy’s space initiative was successful in part because of an inspirational goal. Apple has been successful because of its laser focus on customer experience. Google’s approach to staff-driven innovation keeps its people engaged, happy, and motivated while helping the company achieve tremendous accomplishments. Zappos has grown, in part, because of its emphasis on every employee using innovative solutions to keep customers happy. Your employees will do more, and your company will be more profitable and productive if they have a sense of shared purpose.
Embrace risk and failure. An innovative culture encourages people to try new ideas, solutions, and approaches. Some will work. Some won’t. And those “missteps” will show a better way to proceed. Let your employees know it is okay to fail.

Consult your employees regularly and get their input in critical decisions geared towards your company’s success that directly impact their work. If their input isn’t accepted as the best path, let them know why in detail.

Remember that you win three ways when you foster innovation.

You get ideas, many of which are good.
Your employees are committed to executing ideas they have been involved in creating.
You improve both engagement and feelings of inclusion.

Count Your Blessings

cathie@agonleadership.com (Cathie Leimbach) — Tue, 23 Nov 2021 14:47:07 GMT

What thoughts are dominating your mind this Thanksgiving week? You might be looking forward to Thursday’s delicious food, or to time with some of your favorite people. Maybe you are grateful that the company you work for is financially stable so you have had consistent income or you may appreciate your new job. Perhaps you are thankful for your good health or that you are regaining your strength after a serious surgery. Being thankful for the good things helps us push through the inevitable challenges that come our way.

What about your work life? How thankful are you for having a job you love or for competent, supportive colleagues? If you are a manager or supervisor, how appreciative are you of your employees? How do you let your reliable, productive employees know how valuable they are? When you have the habit of expressing gratitude at work, both morale and retention will be relatively strong. Less chance of employee burnout increases productivity and profit.

Also, being thankful increases our mental, physical, and emotional health. When we are positive, our body produces more dopamine and serotonin, two of the happiness hormones. This positivity gives us a can-do attitude and increases our resilience when facing challenges. Gratitude supports our physical health by improving our sleep, strengthening our immune system, and reducing pain. When we express thanks, show appreciation to others, and share the positive things in our lives, people enjoy spending time with us and we are emotionally stronger.

I have a fond memory of the dishwashing time sing-alongs my mother and I had when I was growing up. They often included the hymn:

“Count your many blessings, name them one by one

And it will surprise you what the Lord has done.”

Counting your blessings requires no money. It just requires a desire to notice the bright side of things and consciously acknowledge the many good parts of your life. Try keeping a gratitude journal in which you daily write down one to five things you are grateful for. If you do this from today to the end of the year, you will be able to reflect back on the many blessings that came your way in a short five weeks.

This Thanksgiving, enjoy the people you spend the day with, the activities of the day, and your turkey dinner. Tryptophan, the hormone in turkey that might increase your need for a Thanksgiving afternoon nap, is also a happiness hormone. It’s a blessing that turkey, the go-to food for Thanksgiving and Christmas, helps us be in a good mood to better handle the busyness and the crowds of the season and enjoy the precious celebrations.

Happy Thanksgiving!

Leveraging Individual Strengths for Team Success

cathie@agonleadership.com (Cathie Leimbach) — Sat, 13 Nov 2021 21:31:51 GMT

Win/Win/Win situations are the reality in healthy workplaces. Individuals, teams, and the organization are all successful. Individuals are engaged and morale is high. Trust within the team is strong and team goals are achieved. The organization is serving its mission and reaching its targets.

However, such success isn’t magic. It requires clarity and collaboration on everyone’s part. The organization needs to set growth-oriented yet realistic goals and allocate adequate resources. Each team requires clear goals that support the organization’s success and appropriate resources. Then, team leaders have the task of determining how to engage their people and apply their resources to achieve the expected results. Also, individual employees have the responsibility to fulfill their role. To achieve individual, team, and organizational success, good communication and strong collaboration are essential at all levels.

First, let’s look at the benefits of leveraging employee strengths to achieve team and organizational goals. Recent global research by Gallup found that when employees are regularly using their strengths at work, the organization experiences:

an increase in engaged employees by 9%-15%
a decrease in turnover by 6% to 16% in low-turnover organizations and 26% to 72% in high-turnover organizations
an increase in profit by 14% to 29%

Second, let’s look at the challenges of leveraging employee strengths:

Some employees may not be particularly strong in the skills required to complete the work of their current team or the organization as a whole. Or, their strengths may only add value a few hours per day or week.
The organization or team leader may not be interested in knowing and considering the strengths of each employee.
Most jobs include essential tasks that everyone must do, regardless of their strengths or interests. Seldom is it practical for employees to be using their strengths every hour of the day.
When an employee’s strengths don’t contribute to achieving their employer’s long-term results or current priorities, it is necessary for them to complete whatever tasks are assigned to them.
If the employee’s strengths and preferences don’t match the needs of their current team, they are likely in a wrong-fit position. It’s time to explore if there are right-fit opportunities elsewhere within the organization. If not, then leveraging their strengths likely requires a job search to find a better-fit position.

Third, when the team leader wishes to leverage the strengths and preferences within his team, effectively redistributing the work requires a focus on achieving team results as well as buy-in from all team members. During a collaborative team meeting, discuss the team’s tasks, understand each member’s strengths and preferences, and match strengths to tasks as much as possible. This usually results in everyone’s strengths being better utilized, increased morale, greater job satisfaction.

Leveraging individual strengths for team success is both desirable and achievable. How strong is your organization in this area? What step could you take this week towards leveraging workplace strengths?

Managing your Employees Workload is Critical to Success – Here is Why

cathie@agonleadership.com (Cathie Leimbach) — Thu, 11 Nov 2021 13:27:43 GMT

Your employees’ engagement and productivity are significantly impacted by how reasonable their workload is. More than ever, while we’re dealing with continued uncertainty due to the pandemic and a tight labor market, managing workload expectations is critical to ongoing performance and productivity.

The research is compelling. Multiple studies have uncovered a strong connection between workload imbalance and stress, burnout, and lowered productivity:

The American Institute of Stress reported that 46% of workers cite unmanageable workloads as significant stress.
26% of employees are often or very often burned out, and 22% are juggling to balance work and their personal life.
Unreasonable heavy workloads cause stress and anxiety, leading to accidents, health issues, conflicts, and poor overall performance.
In a 2017 survey by Bizfluent, 60% of workers said that work-related pressure has increased over the past 5 years.
Not surprisingly, a recent study by KPMG reports that Covid 19 has increased work-related stress, with 94% of workers reporting stress and anxiety.

Employees who are stressed are more likely to experience anxiety, depression, and health-related issues. Working longer hours leads to hypertension, fatigue, changes in mood and behavior, problems with focus, decreased motivation, and concentration issues. Covid 19 has exacerbated these symptoms, reduced productivity and employee engagement, and impacted many companies’ profitability.

As the impact of the pandemic lingers, your team is still struggling with balancing family and work responsibilities and often doing more than their job as open positions become harder to fill.

As a manager, one of your critical roles is to advocate for what your team can and can’t reasonably accomplish and identify resources to support their efforts. The first step is to understand how each employee evaluates their workload and the support they need to succeed.

Prepare for one-on-one discussions by identifying what mental and physical demands your team members face to perform their responsibilities efficiently.
Have one-on-one conversations with each direct report to evaluate their current workload:
Ask, “How are you doing with your overall workload?” “Are there additional resources you need?”
For each project, routinely check in by asking, “How is that project going?” “What can I do to support you?”
Work with each of your direct reports to uncover meaningless and time-consuming tasks. These typically drain energy, decrease productivity, and lead to a lack of motivation.
Identify ways to automate repetitive tasks if possible or find lower-cost resources to complete them. Maximize your team’s focus and energy on doing the work that matters.
Manage deadlines – don’t let your lack of planning be your teams’ emergency.
Plan ahead and create a reasonable project timeline, including a margin for the unexpected – because it always occurs.

Today, more than ever, managing each of your team members’ workload is critical. Doing more with less staff, reacting to ongoing uncertainty, and managing employees in different locations make communication and planning around workload and deadlines the key to success. Ensure that your team has what they need to succeed and reduce the scramble due to unreasonable deadlines and poor planning. Productivity, engagement, and employee motivation will increase, leading to higher retention and a better quality of work.

The Right Tools and Resources Increase Engagement and Productivity

cathie@agonleadership.com (Cathie Leimbach) — Tue, 02 Nov 2021 13:46:35 GMT

Employees are more productive when they have the right tools and resources to do their job. A recent Gallup poll determined that less than 40% of employees responded that they had the materials and equipment needed to do their job well. That means that 6 out of 10 don’t. It is not hard to imagine how that impacts overall productivity, employee engagement, and your company’s bottom line.

Research also shows that when employees are equipped with what they need, they demonstrate higher customer engagement and increased productivity, strengthening your bottom line. Equally important, safety records improve, engagement and results increase, and employees experience less stress.

As managers, one of your primary focuses is on equipping your direct reports for success. This includes advocating to make sure they have everything needed to do their job well. Depending on your organization, this may involve recommending better tools and a stronger emphasis on technology to increase efficiency and communication.

The increase of remote and hybrid work arrangements has made resource management even more critical. When Covid forced workers to begin working remotely, often they were sent home with little more than their laptop. Many companies scrambled to put in place the technology and other tools required to help their employees be efficient and productive in new circumstances. Data shows that many employers will continue with some sort of hybrid arrangement, and employees will continue to work remotely for some part of each week. The importance of evaluating whether your employees have the tools and resources they need while working in different locations will continue.

Stress levels are reduced, and the mental health of your employees improves when they have the tools and equipment to do their job well. Your employees’ frustration and stress increase when they are tasked with a job and can’t provide the desired outcome because of a lack of resources.

Best practices for you to follow as a manager include:

Remember that what you do is more important than what you say. The most effective managers are vigilant in looking for new ways to make their team more effective – without being asked.
Identify the equipment and tools that each employee needs to do their job effectively.
Create an inventory of the standard materials and equipment available to each of your employees. Identify and document what else is needed and work to procure it for your direct reports.
Ask your team what resources and tools they need to be more productive and efficient in their work. Many times, minor, relatively low-cost accommodations make a significant difference.
For employees working at home confirm that they have the tools they need to do their work. Even if you have discussed needs previously, it is worth checking in every few months. Items to consider include:
Laptop – fast enough with enough processing speed? Have any functional needs changed?
Monitor(s) – frequently working with two monitors increases productivity significantly.
Webcam and headset for Zoom calls.
Necessary software
Internet service that is fast enough to make connecting to cloud-based platforms as seamless as possible
A printer that is fast enough and a standard way to replace cartridges, etc.
Adequate workspace, including a desk and chair. As well as having a desk at the office, making sure their workspace at home is efficient is a minor investment for increased productivity. Consider identifying coworking sites for employees’ use as an additional resource.

When employees have the right tools and equipment to do their job well, they are more productive and efficient. Equally, your teams’ perception that you are supporting them with the tools they need to do their job increases productivity, serves as an additional motivator, and helps with employee engagement.

Why Employee Training is Critical to your Company’s Success

cathie@agonleadership.com (Cathie Leimbach) — Tue, 26 Oct 2021 18:57:09 GMT

Do you think your employees don’t do what they are supposed to do? If so, you aren’t alone. Wondering why? A research project with 29,000 managers uncovered that one of the primary reasons is they don’t know how to do their job.

Do you think you already have a training program in place? It may be ineffective - here are several reasons employees still don’t know what to do:

The people training them don’t know how to train or how employees learn best.
There is a lack of any evaluation to see if learning has occurred.
Experienced employees are often assigned to train new employees without having the skills to teach effectively.
Employees don’t have an opportunity to practice what they have learned before having to perform the new skill in real time.

Your employees are your most important asset. Investing in training leads to greater business growth and success. A recent Gallup study showed that workgroups that engaged in employee development, including training, saw a sales increase and profits double compared with workgroups that didn’t engage in training

A consistent and effective training program has the following additional benefits:

Higher employee engagement
Lower turnover
Higher productivity and profitability
Better task management because of improved skills
Increased confidence in performing their responsibilities
Standardized processes and procedures leading to less wasted time and effort
Improved company culture by building on each employee’s strengths and providing opportunities for growth and promotion
Reduction of the need for constant supervision because each employee is equipped with the skills to succeed

Managers are key in the development of training approaches and programs. Here are the steps to make certain that the employees you supervise receive the training they need:

Identify the skills and knowledge needed to competently perform each job in your work group. During this evaluation, elicit input and information from each employee doing the job.
Identify available training programs for each of your employees.
Assess each employee’s performance and identify gaps in skills and/or information.
Ask each employee what skills they would like to develop to do their jobs better.
Create and communicate an action plan for each employee outlining the training and desired outcomes.

One approach does not fit all employees. Best practices include:

Targeting soft skills - soft skills help employees fully utilize their hard skills. Skills such as conflict resolution, emotional intelligence, time management, and working well under pressure are critical in the workplace. Employees with soft skills make for good team players and efficient managers.
Personalizing the training – analyze what skills each employee needs to learn, acknowledge their current abilities, build on strengths, and identify their best approach to learning.
Making training easy – remove obstacles by making sure employees are given time and support for learning. Use multiple platforms, including online and mobile, that make it easy to access the training.
Allowing learning at their own pace – most employees prefer to learn when the need arises, making independent online learning a good choice for your workforce.

An investment in training will transform your workforce from “employees that don’t know what to do” to a well-honed team working efficiently and effectively to meet goals and business objectives.

Tips and Strategies for Setting Clear Expectations for your Employees

cathie@agonleadership.com (Cathie Leimbach) — Tue, 12 Oct 2021 13:35:19 GMT

One of the most important roles you have as a manager is to set clear expectations for employee performance. Frustration and lowered performance frequently occur when you believe that your employees know what to do, but instead, they are looking for direction and clarity.

Your employees will appreciate knowing they are on the right track, or alternatively, exactly what they need to improve. Most employees appreciate knowing what to do and why. And they are less engaged when they do not have a clear understanding of what is required.

When developing expectations for performance, collaboration is critical. Your employees know best what the roadblocks to their success are. Allowing each employee to provide feedback and ask questions will increase clarity.

Have regular performance feedback sessions outside of your company’s formal review process, and make sure that performance expectations are in writing as well as shared verbally.

Provide the purpose of each task and why it impacts the overall success of the company.

Determine what your expectations are. Include the why. And make sure they are clear and concise. For example:

o Complete projects by a specific deadline so that the rest of your team can move forward with their tasks.

o Follow up with clients within two business days, which will increase our client satisfaction.

o Have a positive attitude, be open to feedback, and demonstrate a willingness to take input from your team members. This will create an environment where each team member can contribute to the overall project.

Minimize confusion by being crystal clear. Clearly communicate what is needed for success. For example,

o Ensure new hires receive expectations in writing and take the time to get input and feedback to assure understanding.

o Meet with each employee to discuss expectations, ask for feedback, and encourage questions.

o Ensure that each employee understands your expectations and why they are essential.

Provide examples of why your expectations are important. This will help each employee see how their performance fits into the bigger picture and help them feel their work matters.

o Communicate why the expectations being set are important.

o Break down the why of each expectation to minimize confusion.

o Help each employee see how both they and the company benefit when they meet or exceed your expectations.

o Being on time for work ensures operations run smoothly.

o Keeping to project deadlines helps other team members complete their required work.

o Displaying a positive attitude minimizes stress and keeps morale up among your team.

Get an agreement and a commitment from each employee.

o Make sure that each of your employees understands and agrees to the expectations for their performance.

o Document the expectations being outlined.

o When performance falls below expectations, follow up immediately with the employee rather than wait for a formal review. This will help your employee understand the importance of their commitment and get on track in a timely manner.

Each of your employees wants to do a good job, understand how to be successful, and feel that their work and contribution matter. Setting clear expectations, getting buy-in from each employee, and providing consistent feedback will increase performance and employee engagement.

Set Performance Expectations for Higher Performance and Increased Engagement

cathie@agonleadership.com (Cathie Leimbach) — Mon, 27 Sep 2021 15:01:29 GMT

How many times have you thought or said, "of course, my employees know what to do, and I don't understand why they don't do what is expected?" Sound familiar? Most leaders have thought this more than once. And here is an interesting statistic – research shows that only 50% of employees (including managers) know what is expected of them.

Research shows us something else that is important – 60% to 65% of managers are disengaged, without a clear understanding of what expectations are for their performance.

When employees don't know what they are supposed to do, why it is important and how their performance impacts their team, they are less engaged. That means overall performance is negatively impacted, goals aren’t met, and employees are less likely to make the additional effort to get things done.

80% of employees agree that they are 8 times more likely to be engaged when their managers set and communicate clear performance expectations .

Managers are in the best position to make sure employees have clarity about what is expected from them. And it starts with these three questions – as a manager:

do you know what is expected of you for your overall performance?
do you know what is expected from you about how you lead your team?
do your team members understand what is expected, how to do it right, and why their performance is important?

As a manager, understanding what is expected of you is an essential first step. Which means you need to understand it for yourself first. Talk to your leadership to be clear about how to be successful in both your job and as a leader. You will set the bar and demonstrate high performance for your team.

Steps to creating clear performance expectations with your team include:

collaboratively setting performance expectations with your employees. When employees have input, they are more likely to "own" their performance and clearly understand what performance is required.

articulating clearly each expectation. For example:

Instead of: "get the data about X from the accounting department":

Say this: "get the data about X from the accounting department (what). We will use that data to analyze profitability, which is essential to fulfill our 3 ^rd quarter goals in the strategic plan (why). We will need that data by October 8 (when).

create and communicate high expectations to develop more inspired employees. Let each direct report understand what sets high performers apart and how performance that meets or exceeds expectations impacts the company's overall success.

Schedule routine meetings with each direct report, no less than once every quarter, to communicate performance expectations, collaboratively determine how employees can improve their overall performance, and discuss why strong performance is crucial.

You will have the most significant impact as a leader by enabling top performance from your team members by helping them understand what is expected of them and ensuring they have the support and professional development needed to accomplish those goals.

Your Employees Want Much More Than a Paycheck

cathie@agonleadership.com (Cathie Leimbach) — Tue, 21 Sep 2021 02:54:14 GMT

Most managers are facing similar challenges in the workplace. These include:

Increased absenteeism
Lower productivity
High turnover
Unresolved conflicts among team members
Unproductive meetings
Unmet deadlines
Decreased quality and customer service

Research shows that these issues are costing organizations between 450 Billion and 500 Billion Dollars annually. These patterns occur because 65% of employees are disengaged, showing up (or not), uninvested in their job, their team, or the company that employees them.

If it feels discouraging, you are not alone. The way to turn these negative trends around is found in another interesting statistic. 70% of the variance in the overall employee engagement score is because of their manager.

Your employees want much more than a paycheck. They want their job to have an impact, connect to a purpose in their work beyond just the job, and feel that they are providing value. A survey by the Energy Project reaching more than 12,000 employees from various industries found that 50% lack a level of meaning and significance at work.

Your employees also want to understand how their job connects to their purpose and mission. If members of your team feel recognized and appreciated, they will open up about what they want from their work. Their manager is the one person who can connect their purpose to its goals and objectives. And then support them, so they bring their best selves to work every day.

Effective management increases employee engagement. It starts with ensuring that every person the manager supervises understands why and how their job is vital to the organization.

Managers are one of the most important assets a company has in reaching its goals and fulfilling its mission. Here are the actions each manager can learn to implement consistently to make a difference with engagement and productivity:

Understand and explain how each employee's job:

- is essential to the organization

- contributes to the work group's success

- connects to the organization's mission

Schedule routine conversations with each employee to discuss job importance
Explain job importance with new full time and temporary hires
Take the time to understand each employee's work and integrate their input into decisions that will impact their job – they know their job and how to do it efficiently and better than anyone else
Spend one-on-one time with each direct report to understand their personal goals and mission. Support them to link these to their job responsibilities and the organizational mission
Explain the reasons why changes are being made to processes or procedures
Express appreciation for good work and continue to keep the company's mission front and center for each employee

When managers are trained in these management practices and implement them, the employees they lead are more engaged, clear about how they are contributing to the company, and enthusiastic because they can see the connection between their values and personal mission and the work they are doing.

This win-win scenario is worth the investment of time and resources for additional management training. It will lead to more productivity, decreased turnover and absenteeism, better morale, improved quality work, happier customers, and increased profit.

Managers are the Secret Behind Employee Engagement

cathie@agonleadership.com (Cathie Leimbach) — Tue, 14 Sep 2021 12:52:37 GMT

The term employee engagement relates to the level of an employee's commitment and connection to an organization. Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. High levels of engagement promote retention of talent, foster customer loyalty, and improve organizational performance and stakeholder value.

So, how serious is the employee engagement issue? While leaders may be aware that "engagement" is necessary, the data provides an even stronger case. Recent research shows that 70% of American workers are disengaged – meaning they are emotionally disengaged from their managers and their company – showing up for the paycheck and little else. Of that 70%, 18% are actively disengaged and working against the company.

Let's look at a team of 11 people. Using these numbers, three team members are actively engaged, six are disengaged – simply showing up, and two are actively disengaged – working against the company's goals. Your team of 11 employees is creating lower productivity, decreased profitability, and lowered customer satisfaction.

We can understand the differences between engaged and disengaged employees by looking at their characteristics:

Engaged Behaviors

Optimistic
Team-oriented
Goes above and beyond
Solution-oriented
Selfless
Shows a passion for learning
Passes along credit but accepts blame

Disengaged Behaviors

Pessimistic
Self-centered
High absenteeism
Negative attitude
Egocentric
Focuses on monetary worth
Accepts credit but passes along blame

Think about your employees and the teams you have created. How many of your team members are exhibiting disengaged behaviors? And then imagine what would happen in terms of productivity and profitability if you could turn that around.

So, what is the solution? Research shows that disengagement occurs when management practices and organizational culture don’t empower and develop employees. And even more importantly, it is your managers behavior that builds organizational culture.

Managers are the secret behind increased engagement. When managers are taught and empowered to move from just managing the work to coaching and developing their employees, engagement increases significantly.

Investing time and resources to train your managers to be more effective will result in a more robust organizational culture and increased engagement. Equipping them with the tools to focus on coaching and developing their employees will result in a more engaged workforce, leading to higher productivity and profitability.

Managers are your most important asset in increasing engagement. Here are some of the benefits overall when your managers play a critical role in coaching and developing their teams:

If a company increases employee engagement by 10%, research shows that results in $2,400 in annual profit per employee. Now imagine you can improve it by 20%, 30%, or more.
Increased employee engagement and a strong relationship with their manager helps you to retain the employees you need and want in your company. And in today’s job market, that is even more critical.
Increased productivity occurs when employees are engaged – with some impressive statistics:

- 57% more effort

- 41% fewer errors

- 37% decreased absenteeism

- 41% fewer accidents.

Employees don't leave companies; they leave their managers. Providing training to help your managers develop the skills they need to coach and develop their employees effectively will significantly benefit your company.

Tips for Business Success from a Fashion Designer

cathie@agonleadership.com (Cathie Leimbach) — Tue, 07 Sep 2021 12:12:10 GMT

Jerry Lorenzo, founder and owner of the Fear of God luxury casual clothing line, is an intentional leader. His faith and his values guide every decision. His attention to ethically serving his customers’ preferences positioned him for a sneaker partnership with Nike. His belief that “collaboration works best when all parties see the future the same way” led to him leaving Nike and partnering with Adidas.

Here are some of his principles for life success that may inspire you to fulfill your vision and experience your definition of success in your career and personal life.

1. Strive to be the same person in every part of your life.

2. Have a clear vision to guide you.

3. Be disciplined. Choose what you want most in life over what you want now.

4. To energize creativity, start with the problem.

5. When feeling stuck do something that sparks options, such as read, watch a video, or have a conversation.

6. Keep the vision at the front of your mind, but focus on the actions for the week.

7. Be humble when there are disagreements. Ensure you are focused on solving the problem, not on getting your way.

8. Hire people who believe in the organization’s vision.

9. Collaborate with people and organizations that see the future the same way you do.

10. Pray for help from God and listen for his response.

Jerry offers a lot for us to consider! Which of these success tips are already part of your way of life? Which would you like to aspire to? Pick the one that you would most like to become a habit for you.

Which piece of Jerry Lorenzo’s advice will you start to follow this week? I'd love to hear what you are going to do today or tomorrow to achieve more of your life's purpose.

Understanding the Steady Behavioral Style

cathie@agonleadership.com (Cathie Leimbach) — Tue, 31 Aug 2021 03:23:26 GMT

Being aware of your and your employees' primary and backup workplace behavior styles will make you a better leader. This self-awareness helps you to:

more quickly engage and motivate each of your employees
recognize your own strengths and weaknesses
communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

A Steady behavioral work style combines higher-than-average responsiveness with a comparatively low level of assertiveness. Individuals with this work style value relationships and harmony. They tend to be sympathetic to the needs of others and are very sensitive to what lies below someone's outward behavior.

Members of your team with this primary work style tend to have the following strengths:

patience
easy-going
empathetic
loyal
dependable
sensitive to the feelings of others
puts people above tasks and projects

They are most likely to use empathy and understanding to solve interpersonal problems. An individual with this work style will work to mediate conflicts between other employees. The trust they show in others often brings out the best in their colleagues.

Limitations to this work style include:

indecisive at times
over-accommodating
may sacrifice results for the sake of harmony
avoids confrontation even when it is needed
resists change
remembers hurts caused by others

Leaders with a Steady style will benefit from being aware of the constraints of their style and becoming conscious of the need to face confrontations effectively when needed. Their tendency to keep things harmonious can impact their performance and overall effectiveness. Working on being open to change and becoming more flexible will make them stronger leaders. Their empathy and trust in others often brings out the best in their employees. They plan ahead and move steadily towards the completion of projects. However, leaders with a steady style can be over-accommodating and have difficulty making decisions. This can lead to their employees being unclear about expectations for performance.

Coaching employees with a Steady work style will almost always include supporting them in taking initiative and being more comfortable with change. Helping them with the tools to manage conflict effectively will improve their performance within a team.

Make sure that they are in the correct position within the team. These employees are good listeners and have tactful ways of communicating. Relationships are essential to them, and they have a strong inner drive to contribute. Their tendency to take on more and be accommodating can create situations where they are overextended. This will lead to performance issues.

Providing feedback on the quality of their work will be motivating and keep these employees engaged. It is essential to reassure them of their self-worth and recognize their accomplishments. They will react better to input provided empathetically and being allowed to communicate their thoughts and ideas.

Because Steady employees are excellent at working with others , they will thrive when provided with opportunities to demonstrate creativity, work with and mentor others, and communicate.

Understanding the Analytical Behavioral Style

cathie@agonleadership.com (Cathie Leimbach) — Tue, 24 Aug 2021 01:39:31 GMT

Being aware of your and your employees' primary and backup workplace behavior styles will make you a better leader. This self-awareness helps you to:

more quickly engage and motivate each of your employees
recognize your own strengths and weaknesses
communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

Someone with an Analytical behavioral work style tends to take a precise, deliberate and systematic approach to work. Typically they need to gather and evaluate a lot of data before taking any action. They are industrious, objective, and well-organized. Generally cautious, they are self-controlled, preferring analysis over emotion. Clarity and order are essential to them.

Members of your team with this primary work style tend to have the following strengths:

accurate
analytical
detail oriented
thorough
high standards
orderly
controlled

They are most likely to take pride in being organized, punctual, and dependable. Structure is important. Working towards a clear goal keeps them on track. When working with colleagues who are unprepared or undisciplined they can become impatient and frustrated.

Limitations to this work style include:

too hard on themselves
too critical of others
a perfectionist
overly cautious
overly sensitive
needs to be right

Leaders with an Analytical style will benefit from being aware of the constraints of their style and becoming conscious of their tendency to want to be right. They can be viewed as unrealistic and demanding. Typically they resist compromise in problem situations. Employees with an analytical work style will become anxious and stressed when things don't go as planned.

Coaching employees with an Analytical work style will almost always include supporting them to become less rigid and impatient with other employees. Helping them develop skills to consider other people's opinions and input will help them be more productive and better team members. They need to be supported to stop being so hard on themselves and encouraged to be less judgmental and rigid towards others.

Make sure that they are in the correct position within the team. These employees are the backbone of many teams. They are adept at handling details and committed to completing the project regardless of how much time it takes. Groups doing projects requiring analysis, organization, and details will prosper when this work style is part of the team.

Employees with an Analytical work style are good organizers with a strong opinion about how things should be done. They prioritize their time and work efficiently.

It is important for managers to communicate with these employees in a supportive way. For example:

Instead of "Why didn't you get this done on time?" (impatient, frustrated)

Use this: "I see that you didn't meet your deadlines. This put the team behind. What we can do to make sure you can complete work on time?

Instead of: "This is the right way to look at the data and finish the project" (need to be correct, critical of others)

Use this: "You are viewing the data differently than I am. I would like the benefit of your input. What did you see in the data that led to your conclusions?"

Feedback will be most effective when provided in a data-driven, analytical way which will be motivating and keep these employees engaged. Acknowledgment of their strengths in organization and analysis is essential. Providing feedback regarding less optimal behaviors can be offered analytically. For example, "your approach is making it uncomfortable for other team members" versus "when you aren't open to other people's perspective it shuts down team members and we lose their valuable perspective."

Because these employees are excellent at managing time and priorities they will thrive when given opportunities to take and display responsibility, be of service to others, demonstrate leadership, and organize things or people.

Understanding the Expressive Behavioral Style

cathie@agonleadership.com (Cathie Leimbach) — Sun, 15 Aug 2021 23:58:55 GMT

Being aware of your and your employee's primary and backup workplace behavior will make you a better leader. This self-awareness helps you to:

more quickly engage and motivate each of your employees
recognize your own strengths and weaknesses
communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

When someone’s primary behavioral work style is Expressive they blend a high level of both emotional responsiveness and assertiveness. These employees are big picture-oriented and take a look at the overall issue. They can often arrive at a fresh, novel, and creative approach to problems. They are willing to take risks to seize opportunities.

Members of your team with the Expressive primary work style tend to have the following strengths:

good communicator
emotional
passionate
motivational
inspirational
outgoing
fun-loving

Employees with an Expressive primary style tend to process things in a step-by-step linear sequence and observe and remember specific information. These employees will do better when they have flexibility in their work and how their time is managed. They are open to new opportunities like making decisions on the fly, and can sometimes enjoy working on things at the last minute or on their schedule.

Limitations to this Expressive work style include:

unrealistic
not detailed-oriented
excitable
impulsive
becoming bored by routine and details
can be too talkative
get bored easily

Leaders with an Expressive work behavioral style are action-oriented, driven by adventure, and prefer acting outside of the typical leadership norms. Because rules are the bane of their existence, they often feel that creativity is more important than the rule books.

Leaders with an Expressive work style may believe that people perform best when they can establish their processes and ways of work.

If this is your leadership style you will benefit from being aware of how youpra work and how it impacts on your employees. Not all members of your team will feel comfortable or productive managing their own time and work product. These employees will need guidance and structure. Coaching them might seem stressful and a waste of time. However, it is crucial in supporting your employees to reach their potential.

Encouraging your team to define and express their own comfort level related to tasks and workload will create better results. Providing your team with the tools they need, even if it involves detailed structure, will lead to higher productivity.

Conversational management can be implemented in different ways to serve different ways of communicating with their employees. For example:

Rather than saying, "Just do your job and get it done." (results-oriented and unrealistic).

Do this instead. "I would like to get this completed by next Thursday. What do you need from me to help you reach that goal?" (And be prepared to help them with processes and a timeline.)

Rather than saying, "We will get this done even if you think we can't." (Results-oriented and pushing the boundaries of structure)

Say this instead, "I appreciate your input. I think we can achieve this. What do you suggest we do to overcome your concerns?" (Being open to "push back" and reasonable concerns around execution.)

Coaching and motivating employees with an Expressive work style can be challenging. These employees do their best when they create their schedule and processes for work completion. This potentially creates problems integrating with a project team. They are easily bored, thrive on doing a million things simultaneously, and are adept at problem-solving even when they drop the ball.

Coaching these employees will almost always include giving them some freedom to set the way they accomplish goals while helping them see how other people are on the team. Encouraging them to listen to other perspectives will support them in integrating different facts into their evaluation.

Make sure that they are in the correct position within the team. Employees with this Expressive work style add a solid results-oriented "can do" focus. They make excellent motivators and can inspire a team to reach higher levels of performance.

Use their energy and creativity by providing constant challenges and opportunities to solve problems and find ways to get things done. Whenever possible, give them the room to determine their process for accomplishment rather than providing a rigid structure.

Employees with an Expressive work style can light up a room with their creativity, energy, and ability to motivate and inspire. Put them in positions where their strengths will enable their teams to reach higher productivity and results.

Understanding the Decisive Behavioral Style

cathie@agonleadership.com (Cathie Leimbach) — Tue, 10 Aug 2021 03:05:37 GMT

Being aware of your and your employees' primary and backup workplace behavior styles will make you a better leader. This self-awareness helps you to:

more quickly engage and motivate each of your employees
recognize your own strengths and weaknesses
communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

When someone’s primary behavioral work style is decisive they tend to blend a low level of emotional responsiveness with a relatively high degree of assertiveness. Individuals with this behavioral style tend to make decisions using logical analysis, weighing the pros and cons objectively. They prefer to focus on possibilities and the big picture.

Members of your team with Decisive as their primary work style tend to have the following strengths:

goal-oriented
achievement-driven
independent
analytical
conceptual
inventive
logical

They will take their time to concentrate and give correct answers. Challenges, variety, and change are enjoyed and keep them motivated and engaged.

Limitations to the Decisive work style include:

impatience
insensitivity
becoming bored by routine and details
demanding
blunt
poor listeners

Leaders with this Decisive style will benefit from being aware of their limitations and becoming conscious of modifying communication, practicing better listening skills, and effectively connecting with team members who have other work styles.

Management effectiveness can be improved by practicing different ways of communicating with their employees. For example:

Rather than saying "Ok, let's just get this done now" to the team (impatient and demanding),

Do this instead. "I would like to get this completed by next Thursday. What do you need from me to reach that goal?

Rather than saying, "You are just not doing a good job" (both blunt and insensitive)

Do this instead using open-ended questions. "I have noticed that you have been having difficulties meeting deadlines. What has been causing you to miss deadlines? How I can help?"

There are challenges with the Decisive work style. These employees may find it difficult to interact effectively within their team. Because they want to get to the point quickly, they may not listen well to other team members. Their results-oriented and competitive nature can shut down the contribution of other co-workers.

Coaching these employees will almost always include helping them learn more effective communication strategies. Because they are logic-based and analytical, provide reasons why communicating differently with their team members will be beneficial.

Make sure that they are in a right-fit position within the team. Employees with the Decisive work style make outstanding researchers and can strengthen the team by contributing their analytical perspective and objectivity. Positioned correctly, the rest of the team will value the input provided.

Providing feedback on the quality of their work will be motivating and keep these employees engaged. Recognize their capabilities and ideas. Give them opportunities to learn and build competencies and logical processes.

Because Decisive employees can become bored by routines, make sure that they are consistently challenged and able to explore new ideas and options.

Behavioral Styles Can Make or Break Your Team

cathie@agonleadership.com (Cathie Leimbach) — Mon, 02 Aug 2021 21:48:56 GMT

Do you ever experience this? Teams that aren’t effective, even though the members are talented. Conversations that go off track, no matter how hard you try to communicate. There’s one employee you can’t get through to no matter how hard you try. You are left with one question – why isn’t this working?

Here’s the thing. All of us have our own behavioral style. How do we communicate with others? Are we productive on our own, or need to be motivated? Do we question things or follow directions?

Behavioral style is a pattern of habits and behaviors that can be observed. It is how you handle tasks and interact with other people. And behavioral styles impact productivity and how each of your employees interacts with their colleagues.

So why does it matter? Understanding how we approach the goals and tasks in front of us versus our employees’ approach helps us be better leaders. When we build teams based upon the team members’ behavioral styles, they are stronger and more productive. Creating a culture that is sensitive to how each colleague is wired decreases misunderstandings and increases productivity.

There are four styles outlined below. Most of us have a primary and secondary style, with bits and pieces from other styles appearing from time to time. We rely mainly on our primary style to achieve our workplace tasks and goals. It explains 50% of how we behave at work. We exercise our secondary style when the primary style is not achieving our desired results. Our primary and secondary styles together explain 80% of our behavior. When we understand our own style and the style of each of our employees and colleagues, we can lead and work together more effectively.

The Decisive Style blends a low level of emotional responsiveness with a high degree of assertiveness. People with this work style tend to be task-oriented, know where they are going and what they want. They get to the point quickly, are pragmatic and results-oriented. Limitations include impatience, being demanding, poor listening skills, and being quickly bored by routines and details.

The Expressive Style blends a high level of emotional responsiveness and assertiveness. People with this work style look at the big picture, often taking fresh and creative approaches to problems. They are willing to take risks to seize opportunities. They thrive in interactive situations, and their ability to charm, persuade, excite, and inspire people can be a strong motivating factor. Limitations include being unrealistic, not detail oriented, reactive, excitable, and having a tendency to listen to feelings more than logic.

The Steady Style combines higher than average responsiveness with comparatively low levels of assertiveness. Individuals with this style tend to be sympathetic to the needs of others and are sensitive to what lies beneath someone’s outward behavior. They are most likely to use empathy and understanding in interpersonal problem-solving situations. Limitations include being over accommodating, avoiding conflict, and resistance to change.

The Analytical Style tends to take a precise, deliberate, and systematic approach to work. They usually gather and evaluate a lot of data before acting. They are self-controlled, cautious, and prefer analysis over emotion. Limitations include being too hard on themselves, critical of others, overly cautious, and indecisive without “all” of the facts.

Each behavioral style contributes to your organization. Understanding yours and adapting it to meet team members where they are helps you communicate and lead more effectively. Helping your employees understand their style increases productivity, improves communication, and builds more effective teams.

How to Lead in your New Normal

cathie@agonleadership.com (Cathie Leimbach) — Mon, 19 Jul 2021 15:54:35 GMT

Covid-19 created unprecedented disruption in every area of life. Businesses had to scramble to enable their employees to work remotely. Your employees were suddenly juggling work and family responsibilities while working from the kitchen table.

Navigating the chaos and uncertainty created opportunities to become more effective leaders. Managing remote workers required new skills in communication. Supporting employees during this challenging time required empathy. The way work is viewed fundamentally changed. As we emerge from our homes and go back to our offices, employees are requesting to work remotely at least part of the time. Many employers are now planning to have a hybrid model, including remote work options.

We aren't magically returning to "the way it was." The new normal looks a lot different. Your employees are your most important asset. Keeping them motivated, engaged, and productive requires specific leadership skills.

Listen. Each of your employees will have their unique reaction to emerging from their homes and returning to work. Use open-ended questions to understand how they are feeling and reacting to the "new normal."

Watch for behavioral changes. Many of your employees are dealing with internal stress. Covid-19 was a traumatic event for everyone. Some people will be more deeply impacted than others. If your employee is chronically late, missing deadlines, short-tempered, or impatient, it could be a sign that they are having difficulties with the transition. Follow up on your observations, explain how it impacts the team, and help them make better choices.

Go back to your why. Every company exists for reasons beyond profit. Ensuring that your employees understand what your company stands for and why their role is essential will help with engagement and performance.

Keep communication flowing. Ironically, communication in many organizations improved because the teams were working remotely. They learned how to communicate consistently and effectively, experiencing a positive outcome from the disruption. Continue to build good communication into your team's culture and provide staff development opportunities to enhance the skill sets.

Build on opportunities. During the pandemic, certain workplace behaviors arose. Compromise, efficiency, creativity, and compassion became more prevalent among teams. There was a solidarity that came from meeting a shared crisis. These behaviors don't need to go away. They elevate your workplace culture and your company's bottom line. A successful return to work plan needs to include ways to support and integrate these behaviors in the culture going forward.

The "new normal" is different than normal before the pandemic. Organizations had to learn how to react quickly to changing circumstances. Teams had to learn to work together in new ways. Managers were required to figure out how to lead differently. Out of the chaos and disruption came opportunities to strengthen culture, develop skills, and build trust that the work would get done, even if people worked remotely. Continuing to build on those learnings will help to keep your employees engaged and productive. And, your organization will be better prepared to act nimbly when facing any business challenge.

Tips for Coaching Your Employees

cathie@agonleadership.com (Cathie Leimbach) — Mon, 12 Jul 2021 14:38:03 GMT

Coaching employees is a fundamental part of being a good manager. It keeps employees engaged, supports their professional development, and gets more things done more efficiently. Coaching is a learned skill. Too often, we think we are coaching when we are telling our employees what to do. Yet, quality coaching encourages them to proactively manage their own work.

Research shows that there is a significant ROI to coaching. It is a high value activity that positions employees to become better versions of themselves because you are helping them solve problems and accomplish goals.

The ancient proverb, “If you give a man a fish, you feed him for a day . If you teach a man to fish, you feed him for a lifetime ,” illustrates the benefits of coaching employees rather than giving orders or directives. Let’s consider some examples that may help you shift your mindset and leadership style.

Example One – One of your employees may be struggling with a teammate’s defensiveness when receiving feedback from a peer.

Rather than saying, “ok, let’s bring him in here, and I’ll talk to him about it,” or “just be direct and let him know he needs to take feedback,” try the following coaching process.

Ask the employee who wants to discuss this concern with her colleague questions to help her think through how to approach him:

- “What is one example of when he doesn’t accept feedback?”

- “How do you want him to feel when receiving feedback?”

- “How can you help him feel that way?”

By answering your questions, your employee has an opportunity to think through how to approach her colleague to reassure him that she respects him and encourage him to see the benefit of receiving the feedback she is offering.

Example Two – A manager who reports to you may be lacking intellectual curiosity. When her team shares good ideas, she nods and smiles, but the ideas never make it into a plan.

Rather than saying “you’re not listening,” which may trigger defensiveness, or “hey, this is no big thing, but you need to listen better”, which would be just one more piece of feedback to ignore, try the following:

Observe when this behavior pops up. Is she always resistant to other people’s ideas, or does this only happen sometimes? Get some confidential feedback from other teammates, including how this behavior makes them feel.

Share your observations and the themes that you see in other teammates’ observations and feelings. Then ask questions to help her realize the benefits of considering and valuing other people’s ideas when making decisions. Your comments may be something like this:

- “When someone shares an idea with you, and you don’t engage, they feel discouraged.”

- “I wish when ideas were put forth, you took your time to consider them.” “If you don’t like the idea, at least explain your reasoning.”

- “What comes into your mind when your team members share ideas with you?

You may uncover that she was blind to the pattern. Hearing how her behavior affects others on the team will often create new self-awareness and change behavior, positively impacting the whole team.

Becoming a stronger coach for your team takes practice. Learning coaching skills and consistently using them will increase your confidence and help you and your team become more effective. Plan on have one-on-one coaching sessions with each of your employees regularly to clarify goals, deal with potential stumbling blocks, and improve their performance.

Why Coaching your Employees Makes a BIG DIFFERENCE

cathie@agonleadership.com (Cathie Leimbach) — Mon, 05 Jul 2021 21:16:59 GMT

You may know that coaching your employees on an ongoing basis will increase their performance , reduce the line of people outside your office door, and reinforce training. Here is an interesting statistic – after employees receive training, they only implement about 10% of what is learned without ongoing follow-up and coaching.

Effective coaching of your employees will result in more confident, better trained, and more engaged employees. Coaching, rather than telling, creates future capacity in your employees. Here are some of the benefits:

Employees are encouraged to succeed in their roles, surpass their goals, and sometimes are surprised at how much more effective they have become.
It increases engagement – employees feel heard and that their contribution is valued.
Your employees are coached to find solutions and answers themselves, leading to solid leadership skills and good behaviors.
Employees become more motivated.
Morale is increased throughout teams as each employee is equipped with more skills and confidence.

There are challenges for Managers wanting to coach rather than instruct. Ongoing coaching of your team will empower them to be more effective, creative, and confident. This helps your bottom line. Like all skills, developing coaching skills requires training and reinforcement from the organization. The reasons why it is challenging to implement coaching include:

Managers lack knowledge about how to do it effectively.
It feels time-consuming.
Managers are often promoted based on technical skills, and coaching can feel awkward to them.

There is an accessible 12 step format to effective ongoing employee coaching:

Give employees regular, frequent feedback. Employees crave constructive feedback from their managers. Look at our previous articles on providing positive and corrective feedback.
Create a culture of feedback within your team. Encourage employees to provide feedback to each other and you.
Push your employees by motivating them to get out of their comfort zone and perform to their potential. Their abilities and confidence will grow.
Be open to employee ideas. We have previously talked about asking open-ended questions. When employees feel their opinion is respected and valued, they are more likely to be engaged and push harder.
Encourage employees to learn from others. Connecting with their peers opens new possibilities and creates a more connected team. Encourage employees to learn from others.
Ask employees for their opinions. This creates an open dialogue, encourages employee input, and provides an opportunity to coach.
Build confidence. Confident employees achieve goals. Look for ways to coach each employee to set reasonable goals and recognize them for their strong performance and extra effort.
Don’t do their work for them. If an assignment is going sideways, it is tempting to take it into your own hands and complete it. Instead, coach them on how to handle the situation by using open-ended questions to help them navigate through possible solutions to come to the best outcome.
Tolerate and support failure. Do a second look. Make every failure a learning opportunity. Review what went wrong and talk through how to succeed in the next project.
Recognize employees often. Don’t forget to celebrate success frequently. Little acknowledgments go a long way toward securing buy-in and building a stronger team. Praise much more often than you offer suggestions for improvement.
Identify goals with the employees. Be clear about your expectations. See our recent goal-setting article for tips on how to do this.
Ask what you can do to help. Let your team know they can come to you for help, AND use open-ended questions to help them arrive at their solutions after some brainstorming with you.

Coaching your employees is key to increasing output, engagement, and morale. Your job as a manager is to enable the success of each member. Next week we will provide some examples of effective coaching dialogue.

How to Provide Corrective Feedback with Less Stress and Better Results

cathie@agonleadership.com (Cathie Leimbach) — Mon, 28 Jun 2021 21:54:35 GMT

Do you dread providing corrective feedback? Maybe you avoid it until a formal performance review. But then, you can’t understand why your employees seem shocked when you finally do give feedback on their performance. If this sounds familiar, you aren’t alone in being uncomfortable and stressed about providing corrective feedback to enable better performance and skill development.

While you may feel uncomfortable giving candid feedback, studies show that it is precisely what most people want. Employees want to know what they can do to improve their performance. Waiting for an annual review risks slowing down their professional development to a snail’s pace.

Failing to respond to performance or behavior issues can have a significant impact on your team. When performance standards are not uniformly applied, resentment and tension among team members will occur. Often, we tend to focus corrective feedback on low performers that need the most improvement. It is equally important to provide feedback to your top performers to support professional development, increase their engagement, and increase retention.

Here are some general guidelines for successfully providing corrective feedback:

It is given in a one-to-one meeting.
It is timely, as close to the actual event or performance problem as possible.
Examples given are specific, factual, and detailed.
Your delivery is calm and supportive.
The feedback session is a two-way conversation that empowers the employee.

Following is a guide to break down a corrective feedback conversation into specific steps.

Step One: Describe the specific action/behavior in neutral terms. Use a calm, supportive tone of voice.

“I notice you have missed two deadlines to provide financial data to the Project XYZ team over the past three weeks.”

Step Two: Ask their opinion as to why this is happening. Use open-ended questions, listen for what is happening, how it is happening, why it is happening, and any identified obsta cles.

“What has caused these deadlines to be missed?”
“What do you think the issue is?
“What specific obstacles are preventing you from meeting the deadlines agreed to?

Step Three: Ask what impact they expect this is having on the flow of work, their team, customers, etc.

“What do you think the result of the missed deadlines is on the rest of the team?”
“How are these delays impacting the overall project?”

Step Four: Ask what changes they are able and willing to make to correct the situation. This is an essential part of the corrective feedback process and empowers the employee to commit to improving performance.

“Now that we have identified the issues, what do you think you can do to correct the situation?”
“What changes are you willing and able to make right away that will improve the situation?”

Step Five: Ask what you can do to support them in their effort to correct the situation. This is an essential part of the process because often employees are unclear about expectations, their areas of responsibility, or have not received enough training and need additional professional development.

“What support can I provide you to help you make the changes you have suggested?”
“What additional information or training do you need to be successful in making these changes?”
“How can I help you make these changes?”

Step Six: Ask them to suggest a time, place, and agenda to monitor their corrective process. Follow-up is crucial. Don’t leave the meeting until the next meeting time is on both of your calendars.

“Let’s set a follow-up time to meet and see how things are progressing. What would be a good day and time for you?”

Providing corrective feedback provides the foundation for each employee to perform well, grow professionally, stay engaged, serve your customer or client, and ultimately impacts the bottom line. Approaching it as a problem-solving exercise using the steps above will make it less stressful for you and your employee.

Catch People Doing Something Right

cathie@agonleadership.com (Cathie Leimbach) — Mon, 21 Jun 2021 20:56:12 GMT

Years ago, Ken Blanchard pointed out that “People who feel good about themselves produce good results, and people who produce good results feel good about themselves.” Unfortunately, too many work environments are focused on catching people making mistakes to point out where they need to improve performance. However, catching them doing something right and praising them will yield a quicker and more beneficial result.

Positive feedback is more than a way to improve performance. It is a powerful tool for employees to feel:

· more confident, which helps them to do a better job

· motivated, encouraging them to repeat the effective behavior frequently

· appreciated, leading to more motivation and engagement

· supported, leading to better working relationships and higher retention.

Helpful feedback is specific to the individual and the situation. There are some general guidelines in preparing feedback for your employee:

· whenever possible, link positive behavior to business results

· deliver the feedback as close in time to the event as possible

· provide positive feedback in front of others if you think they can benefit from it

· be specific and as detailed as possible to help the employee repeat the positive performance

· avoid giving positive feedback for trivial reasons

Provide feedback regularly so that your employees always know where they stand instead of waiting for a formal performance review.

It’s not just about saying “good job.” That can come across as vague and maybe even insincere. Instead, it is better to adopt a what/why approach – what did the person do that was impressive, and why was it effective. This technique helps the employee to understand how to continue performing well. Here are some specific examples:

An employee puts forth extra effort to serve a customer with a positive attitude.

“Thank you for putting in the extra effort during this busy time at work. I understand that working that hard isn’t always easy, but our customers and your team appreciate it. You are a valuable member of the team.”

An employee contributes to meetings by sharing new ideas and insights that are helpful to the team.

“Thank you for being prepared for our meetings. By coming to each meeting with well-researched and thought-out ideas, you’re helping us move forward in our process.”

An employee is submitting high-quality work on time and with attention to the details.

“Your work looks great! It is clear you care about your work and take the time to do it correctly. I especially liked your attention to detail in the analysis and am excited to see what you do next.”

An employee lacks confidence lately. Show him what he is good at.

“You have been doing a great job lately. You are so talented at staying flexible on any project, which helps everyone on the team. You have grown so much in your role since starting here. Thank you for your hard work and let me know if there is anything I can do to make working here better.

An employee finishes a difficult assignment that she hasn’t done before, maintaining a positive attitude and working hard.

“I am pleased with your determination to finish this project. I know it wasn’t easy, but I knew you could do it. Thank you for your extra effort.”

Catching people doing something right and telling them you noticed helps your team feel motivated and engaged in their work, as well as understanding your company’s standards. Provide employees with specific feedback rather than a generic thank you. Your employees want to know what is working and where they excel.

Giving Advice Doesn’t Work. Here is What is Better.

cathie@agonleadership.com (Cathie Leimbach) — Thu, 10 Jun 2021 12:17:22 GMT

As a leader, you want to empower your employees to be independent thinkers, work through issues and come up with the best solution. This helps your team develop and grow professionally. In addition, it allows your organization’s goals and objectives to be met much more efficiently.

Employees who are trusted to think through issues effectively feel heard, appreciated, and are more engaged. They want to show up and do their very best work every day.

When employees approach you with a problem or challenge, it can be easy to jump in and provide what you are sure is the “perfect” advice. Here’s why that doesn’t work:

It’s judgmental. It sends the message that you are the smartest one in the room because they would have already figured it out if they were. This ultimately breaks down confidence and leaves the employee feeling “less than.”

Advice is a directive. When you give advice, you are telling someone what to do. That implies you have all of the answers about what works and what doesn’t. How could you? Chances are you don’t have all of the background in the situation, nor do you have a complete understanding of your employee’s thought process, experience, and skills.

It sets up a “gotcha” dynamic. When you give advice, you give your employee two choices: take the advice or ignore it. If they take it, they are tacitly admitting you are right, and they are wrong. You are almost guaranteed to create defensiveness. When advice is ignored, it invites the possibility of an “I told you so.” Neither of these scenarios supports your employee’s confidence or skill development.

It shuts your employee down. Unsolicited advice means your employee will not only not be open to hearing you, he or she will also be much more hesitant to open up with their opinions and insights in the future.

Your employee ends up being discouraged from thinking through solutions. They stop trying to think on their own. Strong teams are made up of members who can use critical thinking and expertise to analyze issues and craft viable solutions.

So, if giving advice doesn’t work, what does? The answer lies in (a) asking probing, open-ended questions to help your employee think through the issues and (b) always asking permission before giving advice.

Use probing, open-ended questions to gather as much information and insight as possible. For example:

“Share with me what your thoughts are about the situation.”

“What do you think the underlying problems are?”

“What options have you uncovered to overcome the challenge or solve the problem?”

Using open-ended probing questions helps your employee or team think through all of the elements of a particular situation.

Ask permission before giving any advice. Let’s say that your employee has outlined all of the possible options they have considered, and you see one more. For example, you could say:

“I appreciate your summary and insights. I thought of one more option; may I share it with you.”

“I am wondering if I may share something else that came to mind while we were talking.”

“I can think of another option. Would you like to hear it?”

Two tools to banish the advice trap.

Empower your employees by encouraging their analysis and identifying options and solutions through probing questions to develop stronger, more effective employees. That is a win-win-win for you, them, and your organization.

Asking permission before offering options or solutions creates a consensus-building conversation and communicates the respect you have for your employees’ input and ideas.

If you would like some additional help identifying ways to empower your employees, reach out for a free breakthrough consultation at cathie@agonleadership.com .

Helping Your Employees Make Wise Choices

cathie@agonleadership.com (Cathie Leimbach) — Tue, 01 Jun 2021 17:38:12 GMT

Creating a culture that empowers employees to make good decisions will help their professional development, increase employee engagement, and enable your organization to reach its objectives more efficiently.

Helping your employees to make wiser choices requires providing them the tools they need to make high-quality decisions and the right level of guidance and coaching. Unfortunately, it can seem time-consuming and much easier to either do it yourself or tell your team what actions they should take. However, since the research shows that companies that empower their employees with coaching and tools have teams that are nearly four times more likely to make a good decision and outperform industry peers financially, it is well worth the effort involved.

Employee decision-making is enhanced when there is a clear understanding of the company's vision, values, and priorities. Ensure that each of your employees knows how their role and responsibilities contribute to the company's overall success.

Embrace reasonable mistakes as learning opportunities. All too often, employees are willing to make no decision rather than make the wrong one. Unfortunately, that leads to employees lining up outside your door waiting to be "told" what choice is the best one.

Encourage your employees to make decisions on their own. However, be available if they feel they are drifting off course. Supporting your employees to learn how to make the best possible choices means listening to empower rather than jumping in with advice.

Coaching your employees to make good choices requires balancing how much input you give and guiding your employee to make the best decision. Using the following four steps lets you walk an employee through the decision-making process. Your use of reflective listening and open-ended questions will allow your employee to explore the problem with you.

What are the issues? During this step, encourage your employee to identify all of the issues that are impacting the current situation. If things are unclear, ask clarifying questions. Before moving to the second step, take a moment to summarize what you have heard.
What is the desired outcome? Starting with the end in mind helps to bring clarity to the decision-making process. It also helps your employee to focus on what might work to get results.
What are the options? Coach your employee to identify all of the possible options. Then, keep asking "what else" until the list is complete.
Match the option to the desired outcome and make a choice. In this final step, your role is to empower the employee to compare all of the options and choose which one will get results. It is helpful to list the pros and cons. For each option, consider how it will help achieve the desired outcome and the potential pitfalls.

There is a time investment required to effectively coach and empower your team. In the long run, however, it is well worth the effort. Your team will be better equipped to repeatedly make the best decisions possible.

Ready to help your employees make wiser choices? Reach out for a free 20-minute session to discuss what tools can help you empower your team.

8 Tips to Empower and Encourage Your Employees

cathie@agonleadership.com (Cathie Leimbach) — Tue, 25 May 2021 14:22:14 GMT

Do you sometimes think that your employees are doing less than you would like? You might be feeling that they are simply “showing up,” clocking in at 9:00 and out at 5:00. You would like your team to show more initiative and are uncertain how to make that happen.

Empowering your employees to be innovative, take action, and solve problems. Creating a culture where each employee is engaged and invested in doing good work helps your company’s bottom line and increases employee retention.

When employees are encouraged to take the initiative, the benefits extend far beyond the individuals. The entire team is newly motivated to work collaboratively. In addition, the spark that comes from empowering employees creates the space for some excellent work to be done. Here are some tips for creating an empowered culture.

Delegate to develop your employees. It is easy to delegate the tactical assignments you would prefer not to be doing. Having meaningful two-way conversations with each employee, you can determine what their specific talents and interests are. Mindfully delegating responsibilities that will help them develop their abilities frees up your time and makes them stronger contributors.
Set clear expectations. Communicate where your employees are free to act. Rather than micromanaging, permit your employees to make decisions while ensuring their choices align with company goals.
Give your employees autonomy over their assignments. For example, it’s okay if an employee doesn’t get from point A to point B using the same means you would use. (I know, we always think our way is the best!) Empowering employees means letting them figure out, with support, how to get the results.
Make sure your employees have the right resources. Creating a new culture takes time. Often, when you start working to empower your employees, they will still be coming to you to get answers. So instead of quickly providing the answers, offer tools, provide resources, and be a sounding board for ideas.
Give specific, constructive feedback. Telling an employee that they did a “good job” doesn’t help them learn what they should continue to do in the future. Instead, catching them doing things right and telling them where they are succeeding helps them to continue to develop those skills.
Accept ideas and input. Some of the best ideas come from the people doing the work. Involve your employees as much as possible in decision-making and goal setting. Not only does it help empower employees, but you are also likely to receive some value-adding ideas.
See “mistakes” as opportunities to learn, not failure. Nothing shuts down employee initiative faster than creating a culture where everyone fears getting ‘in trouble” for making a mistake. Instead of the blame game, treat mistakes as a great learning experience for future improvement.
Recognize employees for their hard work. Studies show that almost 65% of employees who are routinely appreciated are unlikely to look for a new job within the next six months. In addition, 40% of employees report putting more effort into their position if they are routinely recognized. It will also encourage them to continue being innovative, take action, and solve problems.

Creating a culture of empowered employees means you get your “dream team” of knowledgeable professionals who take the initiative and use their skills to help the company. Sounds pretty good, right?

How to Set Goals that get Results

cathie@agonleadership.com (Cathie Leimbach) — Wed, 12 May 2021 23:41:34 GMT

Goals are important. They are at the core of uniting all members of the team around a common purpose. They motivate and inspire. Goals also prompt employees to plan and provide guidance on which projects they should spend time on completing. Finally, they create the foundation for evaluating each employee’s performance. But, as necessary as goals are, they are not all created equal.

Only 20% of people set goals. And 70% of them fail to achieve the goals they set. Here are the reasons why goal setting often fails:
A lack of motivation to change
Fear of failure
Goal setting processes are confusing and too narrow
Analysis paralysis where your employees overthink everything.

There are five solid principles to effectively setting goals that get results:

Start with the end in mind. Then, embrace and feel invested in the result. For example, exceeding sales goals might result in your employee receiving a big bonus check and that shiny new convertible they have been eying. Understand the steps and push a little beyond what is expected and comfortable.
Make sure that your employees are included in the goal setting. Unfortunately, less than 40% of employees are very involved in their goal setting. Providing ownership increases buy-in and accountability. Strong leaders don’t push goals on their team. Instead, they work together to craft plans in alignment with company objectives.
Track goals consistently. You can’t improve what isn’t measured. When goals aren’t tracked, they are worthless.
Make goals visible throughout the organization. Nearly 40% of employees say they cannot see the goals being set throughout the organization. This inhibits collaboration and reduces awareness of progress.
Review and revise goals. Neither business nor goals are static. One key component to set effective goals and improve performance is to look back and ask “what worked, what didn’t” and “what can we learn to improve our performance.”

A goal without a plan is just a wish. Coaching and empowering your employee to set goals starts with a conversation. Consider these steps:

Ask your employee what specifically he wants to accomplish.
Discuss how Important it is by asking:

o How important is this goal to you, on a 1 to 10 scale?

o What makes this goal important to you?

o On a 1 to 10 scale, how high a priority is this goal for you?

Measure the end result and what is involved in getting there by evaluating and identifying:

o When it will be achieved. Ask, “when would you like to accomplish this goal? Please provide me with a date.”

o Where is your employee currently towards achieving the goal? “Where are you today in your efforts to achieve this goal?”

o What actions need to be taken. “What specific tasks and activities will you need to complete to achieve your goals.”

Explore if it is realistic. “With everything else on your plate is it realistic for you to set and pursue this goal now?”

Empowering your employees to go from thinking about it to doing something about it will improve overall performance, keep your employees engaged and they will help to meet your organization’s goals.

Interested in learning more about effective goal setting? Reach out for a 20-minute breakthrough session!

Do You Have the Right People on Your Bus?

cathie@agonleadership.com (Cathie Leimbach) — Tue, 30 Mar 2021 00:46:55 GMT

As Jim Collins says in his book, Good to Great , the first step in taking a company from good to great is “getting the right people on the bus and getting the wrong people off the bus .” Suppose you lead an organization that is doing okay just now, and you would like to up its game. In that case, the first step is to ensure that every member of the management team is energized by the thought of leaving the status quo behind and doing what it takes to reach new heights.

Yes, that means shaking things up a bit - or maybe even a lot! The current way of doing things is getting okay results. It will take creative thinking, innovative methods, and lots of hard work to break free of existing norms and achieve a greater good. As we enter 2021, most organizations are seeking a breakthrough. This will require a change in staff or a change in the commitment and contributions of current staff.

How can you tell which team members are the right people to move the organization forward or the wrong people to stay on board? Let’s look at three of the factors to consider: personal values, passion, and adaptability.

First, ask those currently on the management team and those who might join the team soon to share their top five personal values. How well do these values align with the organization’s values and the expectations required of management team members during the intended transformation period? Ask the candidates to explain how their values will help them lead organizational repositioning or how they might limit their involvement.

Someone who values family positively may say that he reserves all day Sunday for family time to build strong relationships, create memories, and recharge. He needs to be home for dinner at least two weekdays but has flexibility the other evenings. His insistence on a family day every week may reduce his chances of burning out, and the ability to work late some days enables him to handle a heavier workload.

Another candidate might say that because she highly values family, she coaches the travel soccer teams of both her children year-round. As a result, she will be unavailable after 5:00 pm almost every weekday and most Saturdays and Sundays. This candidate contributes significantly to the community by helping her children and others build strong bodies, discipline, and team spirit. However, it may not be possible for her to devote the necessary extra time and energy required of transformational management team members.

Second, ask management team candidates to explain why the organization exists, why they work for the organization, and why they would like to be on the management team going forward. Those who understand the organization’s purpose and are passionate about it will be the most invested in leading it from good to great!

Third, ask them how they feel about stability, predictability, and change. Ask them to share a time when circumstances changed around them and how they responded. Those who will lead your new initiatives must show their ability to adapt and enjoy overcoming challenges. Adaptability is likely the most essential skill for individuals and organizations positioned for success this year and in the years ahead.

Some organizations embrace this time of challenge and uncertainty as a time to transform their focus, strategies, and culture. Those who move forward intentionally with the right people on the bus are the most likely to be serving their customers and their communities well in the years to come.

What is the next step you will take to be surrounded by the right people to create great success for your organization in 2021 and beyond?

I ’m available to help you move forward. Please contact me if you would like a free consultation to help you define your next steps.

Make Your 2021 Great!

cathie@agonleadership.com (Cathie Leimbach) — Thu, 07 Jan 2021 01:53:55 GMT

One of the outcomes of 2020 for many of us was the opportunity to hit the “pause” button temporarily. It gave us some space to contemplate what worked and what didn’t pre-Covid. Yet, saying goodbye to 2020 hasn’t changed day-to-day life for most of us.

Saying hello to 2021 and embracing the New Year lets us write our own story for the next 12 months. The one thing we can all do is control how we react to the environment within which we work and live. A shift in mindset and some planning can provide an impetus to remain more positive and energized.

We can decide to focus on the things that matter to us. What would you like to change about your life and your work? And what are a few actions you can take to create that change? The good news is that it isn’t complicated. You can create a simple plan in less than an hour. Selecting the high impact actions to take consistently will yield impactful results.

We’ve all fallen into the trap of New Year’s resolutions. Setting ourselves up for failure because the goals and habits we have identified are not sustainable. It isn’t easy to develop new habits. We are most successful at achieving them when we work on no more than three areas of improvement and start small.

Here are some ways to get started:

Start with the end in mind. Identify what you really want to achieve and how you will get there.
Decide what measures you will have in place to track progress. For example, one of my goals is business growth in 2021. I am monitoring progress by tracking the strategies I am using. And, adjusting if what I am doing is not working.
If you have a long list, pick the three most important or most doable ones to work on first.
State your desired result in each area.
Commit to 2 or 3 actions you will take every day or week towards achieving your desired result.
Track your progress daily or weekly.
Write down a reward that will motivate you to stay focused but won’t break the bank.

Here is an example from my 2021 action plan. I am focused on experiencing stronger connections with friends, family, and professional contacts. My overall intent is to feel more satisfied with my interpersonal relationships, so my measure will track my level of satisfaction each month. Here is the breakdown of the actions:

Reach out to an extended family member, friend, neighbor, or community member every day.
Connect with two professional contacts weekly to stay in touch.
Ask how I can help and look for ways to make a positive impact.

I’ve already connected with several people this week and discovered ways to have physically distanced catchup conversations on the porch or during walks. Having phone conversations with my sister and my aunts and uncles during other walks helped me feel connected to my family. A Zoom call (yes, another one) with a business contact helped me catch up on business and personal news.

My satisfaction with relationships and connections has already risen. What a great reward for taking some very do-able actions consistently.

What parts of your work or personal life would you like to change in 2021? I encourage you not to stay stuck in wishing mode. Develop a goal and action step plan and implement it. Take control of your life and create your preferred future!

I would love to hear about the goals you set for 2021 and your progress towards achieving them!

If you wonder how your family or workplace could develop a plan for 2021, email me, and I will send you a group goal setting process that you can accomplish in an hour. If you might like someone to facilitate the development of a basic 2021 plan for your organization, set an appointment for us to talk.

How to Keep the Spirit of Thanksgiving Alive at Work Every Day

cathie@agonleadership.com (Cathie Leimbach) — Wed, 25 Nov 2020 19:58:06 GMT

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Thanksgiving is a time to give thanks and express gratitude. For many Americans, Thanksgiving is the biggest holiday of the year. Families and friends celebrate together, sharing great conversation and wonderful food. While the celebration may look different this year, I suspect it might be one of the busiest days for Zoom as families gather virtually.

E ven the greeting card industry gets into the act giving us a way to let people know we appreciate them. We reach out to friends and family to express our love, say how thankful we are to have them in our life, and show our support when they are facing challenges.

However, the spirit of thanksgiving is sorely lacking in the workplace. The numbers show a clear picture. Only 17% of people say they feel valued at work. 85% of people say that feeling appreciated and valued at work is the biggest contributor to them liking their job. When people are thanked at work, their productivity increases 50%. Yet, 65% of people say they haven’t felt appreciated at work even once in the past year.

Organizations are failing to optimize their bottom line because managers are not expressing thanks to their staff. How can you keep the spirit of appreciation and acknowledgement alive in your organization?

1. Catch people doing something right, and tell them how much you value their regular attendance, quality work, problem solving, or great new ideas.

2. When an employee drops by your office with a question about the work you asked them to focus on this week, stop scanning your email. Lift your hands off the keyboard, make eye contact with your employee, and give them a thoughtful answer so they can complete the task effectively.

3. Schedule frequent one-on-one coffee breaks or office drop-ins with each staff member. Ask how their daughter is enjoying her music lessons. Praise them for a recent personal or workplace accomplishment. Ask how you can help them be more effective this week. Individuals who have one-on-one time with their supervisor at least once per week are more engaged and productive.

Thanksgiving is the start of the holiday season. Say thanks. Ensure your employees feel joy throughout the month of December. Create raving fan employees who know that you see them as a valued member of the team.

Want help in creating your own culture of gratitude? Take advantage of a free consultation so that we can brain storm how to turn your employees into raving fans.

Do You Provide the Tools Your Employees Need to be Rockstars?

cathie@agonleadership.com (Cathie Leimbach) — Wed, 18 Nov 2020 19:04:39 GMT

As a leader, you want employees to be productive at work. You want efficient production and quality results. And, chances are, your employees want the same thing.

To be rockstars, each employee has to be provided the tools they need to be incredibly productive, and less frustrated. Sometimes, the simplest thing can make a huge difference.

When looking at what isn’t working, think about this. There are rarely bad people. There are often, okay, almost all of the time, bad processes. Your team members’ daily output may be limited by realities such as these.

· The summer intern was responsible for a weekly accuracy cross-check of a 200-page warehouse inventory that was printed on unlined paper. But there weren’t any rulers available to help him focus on one line at a time. It was a month before a new ruler was purchased for him.

· The admin assistant was frequently asked to format training and promotional documents attractively. The only software available to her was a free online word processor.

· Staff who worked remotely for months during the pandemic were instructed to join the weekly team ZOOM meeting from their work computers. But only a couple of them had webcams. They quickly felt isolated. Their energy and productivity dwindled.

Highly effective managers ensure their team members have the materials and equipment necessary to achieve production goals.

It is actually a simple fix. Just ask if they have the supplies and equipment they need. Make sure that your staff members are comfortable letting you or IT know when ink cartridges need to be ordered or their computer is blue screening? Quickly respond to their needs so that they are empowered to be as productive and engaged as possible rather than learning to make do as long as possible despite increased frustration and decreased productivity.

Want simple tools to ask those questions and more? Get in touch with me for a free assessment of what your employees are really thinking.

Want a 350% ROI?

cathie@agonleadership.com (Cathie Leimbach) — Wed, 11 Nov 2020 19:18:45 GMT

I’ve got the investment for you! And, it’s not too good to be true. It really does yield a 350% ROI! And, it’s legal!

This investment is training!! On average, one dollar invested in training increases the bottom line by $4.53, yielding a 353% return.

What is the catch? To yield a strong return the training has to be relevant to your organization’s needs. It must meet 3 criteria:

result in trainees learning new knowledge and developing new skills,
have job impact , be relevant and be used at work after training,
improve the organization’s bottom line .

What is limiting your bottom line? Which of your current challenges would be reduced if your employees interacted, behaved, or worked differently? Training could be the solution.

Many of the 385,000 open job positions in manufacturing are paying new hires $40,000 per year. These positions remain unfilled because job seekers lack skills in manufacturing fundamentals or robotics. Vocational schools and community colleges offer such training but enrolment is low.

Many small businesses are always short-handed. Their staff are getting burned out. Managers are reluctant to hire job applicants who are weak in workplace fundamentals. Personal Leadership Effectiveness™ training is available to help individuals become more reliable, positive, and productive so they add value at work.

Most people are doing the best job they can with their current knowledge and skills, but due to their lack of know-how they may be achieving less than half of their potential. Their supervisors are too busy with other responsibilities to coach them. The HR department is prioritizing administration above training. The company could increase its bottom line by $3,500 for every $1,000 invested in relevant training.

90% of managers lack effective leadership skills. Most staff who leave a company do so to escape one of these bad managers. Effective management training leads to enhanced employee engagement and can increase the organization’s bottom line by 50% or more. The Conversational Management™ program can generate such an impact.

Would you like to improve your company’s bottom line by meeting the needs of more customers and helping all employees add value? Then, first, it’s time to identify the gaps in staff knowledge, skills, and behaviors. And, second, invest in training that will produce win/win results for staff members and the organization.

Contact Cathie Leimbach to discuss needs assessment strategies and effective ways to enhance leadership, team player, and soft skills competence within your organization so employees are equipped to achieve profit and impact goals.

What is Leadership?

Wed, 04 Nov 2020 18:17:00 GMT

Leadership is influencing followers to achieve desired results.

The Mind Tools Team believes that, “Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring.”

Do your leaders fulfill this definition of leadership? Do you fulfill this definition? In which aspects are you strong and where do you have room for growth?

Learning more about leadership best practices and common leadership mistakes can help you lead yourself and others to achieve your goals. Explore the articles and videos below for further insights. Decide one way you will enhance your leadership effectiveness this month.

Articles

What is Leadership? 10 Ways to Define It

10 Unforgiveable Leadership Mistakes You Probably Make

Videos

What is Leadership? with David Marquet (9:36 min.)

What is Leadership? from the University of Sydney (2:15 min.)

#leadership #leaders #influencer

Leaders Build Alignment

Wed, 21 Oct 2020 17:19:00 GMT

"Leaders have three fundamental responsibilities: they craft a vision, they build alignment, and they champion execution."

Work of Leaders. Straw, Cullard, Kukkonen, & Davis.

How often do you refer to your organization's most recent strategic plan? Do you have a clear understanding of the organization's priorities and direction?

Are you clear on what your team is to do to support the organization's success?
Have you clarified with your downline what is expected from them to fulfill the priorities in the strategic plan?
Has your leader discussed what you are being held accountable to achieve?

A great vision may have been crafted, but the plan won’t be executed well unless everyone in the organization is on the same page. Leaders are responsible for:

communicating the vision,
discussing the why and the how of the vision
celebrating progress towards the vision along the way, and
ensuring realignment when the work train veers off the tracks.

Fulfilling the vision requires that leaders build and maintain alignment throughout the organization so its resources are applied to its goals. How well do you ensure your downline is aligned with the organization’s priorities so staff are focused on what the organization is paying them to do rather on their personal agendas?

#leadership #vision #success

Which Leadership Values Limit Your Success?

cathie@agonleadership.com (Cathie Leimbach) — Thu, 15 Oct 2020 01:46:38 GMT

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As a leader, I have been guilty of limiting the organization's or team's success by violating Stephen R Covey’s second habit, “begin with the end in mind”.

When I have a vague idea of what I want to achieve, my systematic brain starts listing the tasks and possible ways to get there. When it is clear that I have bitten off more than I can chew, I may delegate pieces and step-by-step processes to others. And the struggle begins.

My team members are usually high capacity people. They can think on their own. They can often use their creativity and strengths to get the work done more effectively than I would have.

But, if I don’t accurately describe what I want them to achieve, there is confusion instead of clarity. If I challenge them to see which person can come up with the best plan to get the work done, I encourage internal competition instead of collaboration. And if I examine their progress several times a day and make little changes that don’t even improve the finished product, they will be groaning about micromanagement rather than feeling empowered to put their best foot forward.

I have also had experiences in leading healthy, high performance teams. In these situations, every team member enhances their competence, utilizing more and more of their potential. I have seen these outcomes when I encouraged clarity, collaboration, and empowerment.

By engaging the full team in discussions about our goals, everyone understands the desired results. Once there is clarity about where the team is headed, team members can collaborate on how to achieve the goals, considering several approaches, developing consensus on the best ones, and assigning roles that leverage each person’s strengths. Everyone now feels trusted to achieve the goals and empowered to make adjustments to the plan along the way. This leads to a healthier, happier, more successful workplace.

Yet, it is common for employees to experience confusion, internal competition, and micromanagement. Few managers regularly provide clarity, reward collaboration, or encourage empowerment. Most leaders have no training in leading people and they aren’t intentional about their leadership practices. Although employees generally wish to add meaningful value at work, their leaders often crush their spirit and initiative, preventing them from reaching their potential.

How can you improve your leadership style so you don’t hold your team members, your team, your organization, and yourself back?

Click here to learn about the "Breakthrough to Inspired Leadership" program which equips managers with the skills to lead people effectively.

Showing You Care at Work

Wed, 07 Oct 2020 16:12:00 GMT

87% of employees say the most important factor in them liking a job is to feel valued and appreciated. Yet, only 17% say they do feel valued and appreciated at work. This means that up to 70% of your employees could be keeping their eyes open for their next job. Start showing employees you care, and you will increase workplace morale, retention, and productivity.

Here are 11 ways you can show that you really care:

Which method will you use today to show at least some of your employees how much you care? For further information click here .

Improving Team Productivity by 50%

cathie@agonleadership.com (Cathie Leimbach) — Thu, 01 Oct 2020 01:58:35 GMT

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A leadership coach friend of mine, recently helped a client increase his department's productivity by 50%. The process was simple.

The department supervisor needed an urgent solution. Since his two staff members had started working remotely, their productivity had slipped a lot. They weren't keeping up with client needs. Their output had to be turned around, and now!

My coaching friend advised the supervisor that employee productivity is based on skill, will, and capacity. If their skills and capacity support strong performance, the bottleneck is likely their will, their interest in doing the job.

When we enjoy our workplace tasks we are self-motivated to get them done and do them well. However, we have a limited amount of will power. We can only push ourselves for long to do work that doesn't inspire us, even if we have the skills and the capacity for excellence. We cannot simply suck it up and move forward.

The supervisor asked his staff to share which parts of the department's work they would they like to be doing. Both indicated a preference for many of the tasks the other was assigned. When the supervisor reassigned their responsibilities, productivity promptly increased by 50%.

A serious problem was solved by the supervisor having collaborative conversations with his staff. Poor productivity wasn't a training problem nor a wrong-hire problem. It was an emotional problem. Once the employees were responsible for tasks they liked doing, their productivity skyrocketed.

The clients are now being served well and the company's bottom line has improved.

The supervisor had caused the bottleneck by not knowing what made his employees tick. What is frustrating you at work? How might a collaborative conversation with your downline or your upline be a valuable tool towards enhancing your workplace satisfaction and productivity?

Enhance Success by Empowering Employees

Wed, 23 Sep 2020 15:44:00 GMT

Many leaders believe that employees don’t care about workplace culture or company results. They stifle success by ignoring strategies that would attract, retain, and empower quality people. At Leadercast 2019, Ginger Hardage , former Senior Vice President of Culture and Communications at Southwest Airlines, debunked several underlying limiting beliefs. She shared five aspects of creating a culture that empowers employees and drives organizational success.

Hardage encourages leaders to:

Equip your employees by providing the right level of information and training, and they will help drive organizational success!

Do Your Employees Know Your Expectations?

cathie@agonleadership.com (Cathie Leimbach) — Wed, 16 Sep 2020 17:56:44 GMT

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Years ago, when I was participating in an exchange program to Britain, I was unclear about how to meet my host’s expectations. She asked me to make cucumber sandwiches and handed me bread, butter, cucumbers, and the necessary kitchen tools. I asked her how she wanted me to make them and was told it was up to me.

My only experience with cucumber sandwiches had been at High Tea. The bread had been cut in dainty circles, spread with cream cheese, and topped with a cucumber slice. But my host hadn’t provided a round cookie cutter nor cream cheese. And I thought it strange to put slices of cucumber between two slices of bread. My host left the kitchen and I proceeded to make basic open-faced cucumber sandwiches with quartered slices of buttered bread and a couple of cucumber slices. When she returned, her quizzical facial expression showed this wasn’t what she had in mind.

She was expecting cucumber slices between two slices of buttered bread. She didn’t care whether I buttered the bread or sliced the cucumber first, nor whether the sandwiches were cut into two or four pieces. She had empowered me to make the sandwiches HOW I wished but had assumed that I knew WHAT a cucumber sandwich looked like to her.

Similarly, many employees report that they struggle to meet workplace expectations because they don’t know what their supervisor or the company expects from them. They don’t know if fulfilling 20 takeout orders per hour or calling 75 prospects per day is considered good performance. The sales rep may not know what to do when they get voicemail; do they leave a message or not?

Effective managers are very clear. Each staff member knows what they are expected to accomplish each day. The manager communicates what the staff are to achieve, the volume of work to be accomplished, and the required quality standards.

Providing a very specific description of the results staff are expected to achieve, is essential in developing high performing team members. Start with one result you want that at least one staff person is not pulling off. Show and tell that individual the exact outcome you are looking for. Then, ask them to state your expectations so you can see if your explanation was adequate.

Until they can list all of your expectations - that is, they can accurately describe WHAT the desired result is - they won’t be able to achieve the results you are seeking. The ball is in your court, manager!

Praising Employees is Overrated!

cathie@agonleadership.com (Cathie Leimbach) — Thu, 10 Sep 2020 02:11:41 GMT

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Are you a leader who believes that ‘no news is good news’? Perhaps you figure that there is no reason to comment on an employee’s work if you have no major complaints. After all, they are doing their job, right?

I used to be a member of this camp, but luckily, I changed my thinking. I was sure each of my team members knew when they were doing a good job and there was no reason for me to confirm or acknowledge. Then, thankfully, a few of my business friends told me that I was being perceived as caring only about getting things done without investing in relationships with team members. Even though I’ve always thought people mattered, I wasn’t showing it. I also discovered I was not alone in my management style. In fact, lack of praise and the impact on employee performance is a serious problem.

Here is the conundrum. Research shows that 85% of employees say that FEELing valued and appreciated is the most important factor in them liking their job. Yet, only 17% of people FEEL valued at work. That means that almost two-thirds of employees (maybe even yours) aren’t happy with their job because they don’t FEEL valued and appreciated at work.

And guess what? That leads to higher turnover and lower productivity. No great surprise, the research also shows that the most important workplace relationship is that between an employee and their supervisor.

Providing positive feedback may seem like a lot of effort, especially if you supervise a lot of people. It does take time, however, it takes much less time than dealing with staff turnover. And, having engaged and productive employees results in a stronger bottom line as well. Starting a habit of regularly praising your team members involves just a few simple steps.

The Results of Praising Employees

In case you still aren’t convinced, the numbers are compelling. Research shows that praising employees:

· Increases productivity 10%-20%.

· Decreases turnover by 65% reducing the need for hiring, onboarding, and new employee training. That leads to cost savings and increased efficiency.

The Process for Praising Employees

It makes good business sense to implement positive feedback loops for our employees.

And it isn’t hard. Here is how you can start:

Catch each direct report doing something right at least once per week.

Immediately provide positive feedback by expressing your appreciation for their good work. Be specific about what they are doing well. (e.g. "It sounds like you had an upset customer on that call, yet you remained calm, listened patiently, and repeated back what you heard to confirm whether you understood them correctly. Thank you for paying attention to their concerns and finding a solution that meets their needs.")

Tell them how their actions are beneficial. (e.g. "That’s how we retain valuable customers.")

Start providing positive feedback right away. Think about the specific actions or tasks that contribute most to high performance. Imagine if your employees do more of these, how it will impact the success of your company. And, then take action. Get started now.

If you want more tips and strategies for motivating your employees, reach out and we can schedule a free consultation to talk about employee productivity in more detail.

Opening the Lines of Communication

cathie@agonleadership.com (Cathie Leimbach) — Thu, 03 Sep 2020 02:14:03 GMT

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Effective communication is transparent two-way communication. However, since our society tends to value accomplishing tasks efficiently more than strengthening interpersonal relationships, it is common for leaders to frequently tell their staff what they want done and assume the message was heard, was understood, and will spur the desired action.

Staff often 'hear' and feel' that they will appear stupid if they ask questions and incompetent if they share the problems they are having doing the task. They don't feel it is safe for them to speak up with uninvited comments.

A more effective leadership strategy is to ask a staff member questions to clarify their understanding and help them overcome barriers to success. Managers could ask experienced employees what their priorities are for the day or the week. If their response is in line with expectations, there is no need for the manager to restate what the employee already knows. The employee now feels trusted by their manager.

If the manager then asks what support they need to meet their goals, the door is open for the staff member to share that they are having blue screen problems or their broken webcam prevents them from video conferencing with customers.

Because the manager took time to ask questions, the employee feels more valued, is more willing to be open and honest with their manager, and the manager is aware of productivity-limiting realities that need to be addressed. This improved communication will lead to a stronger bottom line.

Do you spend more time 'telling' your staff or listening to their responses to your open-ended questions? If you 'tell' a lot, what could you do to encourage more two-way conversation?

Attracting & Keeping Motivated Team Members

cathie@agonleadership.com (Cathie Leimbach) — Thu, 27 Aug 2020 02:16:47 GMT

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If you prefer to have a 50% staff turnover every year rather then attracting and retaining quality team members, this article isn't for you! If you are interested in developing and keeping value-adding team members, read on!

We know that life will never again be like it was six months ago, but we aren't sure what the future will bring. However, we do know some factors that will be key to future success.

People are most engaged and productive when their personal values intersect with the values of their workplace. Therefore, organizations whose culture is aligned with the desired values of the workforce are the most likely to come out of our current disruption profitably.

Barrett Values Centre recently conducted a study on workplace values, gaining insight on future expectations. Barrett asked employees of all ages, and at all levels of many organizations, to indicate the values they experienced at work before Covid, are seeing during Covid, and would like to regularly encounter after Covid.

Which of the preferences uncovered by the survey would help your organization have a bright future?

We have all adapted to unexpected realities this year. Many people now have a mindset that Adaptability is a highly valuable attribute. In the survey, all levels of employees (C-Suite/Executives, Managers, and Staff) indicate that the value that they most want in the new normal work world is adaptability. All ages of employees (Baby Boomers, Generation X, Millennials, and Generation Z) agree.
Are you as a leader ready to adapt to the realities of the majority of your employees? Are you ready to establish workplace practices that they value personally so they are more enthusiastic and productive at work and become experts in serving your customers' needs and wants?
Employee Engagement and/or Teamwork are desired at all levels of the organization and by all age groups except Baby Boomers. Living these values requires that employees appreciate and trust each other and enjoy their work. However only 17% of employees feel appreciated at work, and low levels of transparency, vulnerability, and trust have been the norm in many organizations.
Are you as a leader ready to prioritize healthy interpersonal relationships in your organization? Are you prepared to allocate time and resources for everyone to develop stronger soft skills? Most companies who are developing staff in these areas are experiencing a higher return on such investments than from technical skill training.
Open Communication is desired by the C-Suite/Executives and by Staff. Both Millennials and Generation Z value it. However, it isn't seen as important by Managers, Baby Boomers, and Generation X.
Many mid-level managers are Baby Boomers or Generation X. They may be responsible for hiring, onboarding, training and development, quality output, and performance reviews. Yet, most managers don't excel in these tasks. Open communication is essential for success in these areas. Are you as a leader ready to ensure your organization equips everyone who manages other employees with the skills to excel?

The majority of the workforce is expressing a desire to work for organizations where the values of Adaptability, Employee Engagement, Teamwork, and Open Communication are experienced every day. When employees' personal values are aligned with their workplace values, the organizations have stronger bottom lines.

Are you ready to invest in equipping your managers to lead your staff towards a win/win workplace experience? Or, would you rather put up with turnover, mediocre productivity, and ho-hum bottom line results?

Your Role in Strong Workplace Performance

cathie@agonleadership.com (Cathie Leimbach) — Thu, 20 Aug 2020 02:25:04 GMT

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Good News! If you're tired of your employees not meeting your expectations, there is something you can do about it! You have the power to solve the four most likely reasons for disappointing workplace performance!

Barrier #1 - Most employees (yes, the majority of employees), don't know WHAT they are expected to accomplish at work. Maybe you asked Bob to write a report on how the department is doing during Covid. But, did you tell him that the CFO asked for a report that explains why production has decreased and cost per product has increased? Did you tell Bob that the report requires a one-page executive summary, a table of last-year-to-date and this year-to-date production, cost of production, and staff attendance numbers, and up to three pages of explanation?

Barrier #2 - The majority of employees don't know HOW to achieve the desired results. Bob may never have prepared a report for senior management so doesn't know there is a standard company format. He may not know where to find attendance or cost of production data.

Barrier #3 - Bob may not know WHY this job needs done, WHY completing this task will make a difference? Will the report just sit in the CFO's inbox or will it be used to equip staff to enhance performance? People are more committed to doing work that has value.

Barrier #4 - There may be OBSTACLES that prevent Bob from doing the job. He might not have access to the report-writing software. Those who have the required financial and attendance data may view this information to be their source of workplace power and not be willing to share it with Bob. You may have to ensure they provide the data.

If you aren't satisfied with the performance of your team members, the ball is in your court! When will you ensure they are clear about:

WHAT they are expected to achieve each day?
HOW to do the job effectively?
WHY their work is important?
How you will remove OBSTACLES
that limit their success?

When Managers Create Closure

cathie@agonleadership.com (Cathie Leimbach) — Wed, 12 Aug 2020 17:59:36 GMT

How often do your conversations with team members lead to improved morale or greater productivity? How common is it for your team members to discuss a number of topics or generate several ideas but not determine any specific action steps? Maybe they expressed enthusiasm for several possible ways to improve performance but have implemented none of them. Why aren't they following through?

As the manager, did you ask them at the end of the meeting which idea they were going to try this week?

Did you follow up with them a few days later to see how well the new approach is working?

As the manager, you have a responsibility to be clear about your expectations. If the purpose of your conversation is to improve productivity, ask each team member what they will do differently and when they will make the change.

Also, ask what help they need from you to move forward with this plan. They might need training, access to additional software, or other resources to implement the new strategy.

Be timely about checking in with them to see how well the change is going. They may have discovered some unexpected problems and need your support to work through them.

When you Create Closure at the end of a conversation or meeting, you are ensuring that you and your team members are on the same page. When they are clear on their next step, they can confidently move towards achieving team goals.

When Managers Really Listen

cathie@agonleadership.com (Cathie Leimbach) — Wed, 05 Aug 2020 17:56:49 GMT

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When you talk with your team members, do you assume that you are understanding everything they are trying to tell you? Many of us would say that of course we understand. Both of us are fluent in English and we aren't stupid!

However, such thinking ignores several realities of human communication.

There may be, on average, 28 different precise meanings or innuendoes for each word in the English language.

What we as listeners 'hear' tends to only be 50% accurate. Half of what the other person is trying to communicate has not reached our brain.

The words someone says only account for 7% of the message we receive. The speaker's voice has a 38% impact and body language has a 55% impact on how we interpret the message.

Since there are so many factors that interfere with effective communication, we are wise, not stupid, to utilize reflective listening. This can be as simple as listening intently and then saying, "What I heard is . . . . Did I hear you correctly?" Then the other person can further explain to increase clarity.

How much could you reduce interpersonal discord and wasted time and money if you increased clarity and alignment within your team by regularly practicing reflective listening?

When Managers Help by Asking Questions

cathie@agonleadership.com (Cathie Leimbach) — Wed, 29 Jul 2020 17:56:46 GMT

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How do you structure meetings with your direct reports? Do you give them their assignments for this week and then adjourn the meeting? Or, do you encourage two-way conversations by asking open-ended questions to learn about the successes, joys, and challenges in their personal life and their work responsibilities?

A manager's job is to serve the needs of their staff, to support them to be personally successful and contribute to the organization's success. Asking your employees open-ended questions is the best way to understand their needs.

Asking 'What would you like to talk about today?' or 'How can I help you be successful this week?' opens the door for your team members to share their bottlenecks. Open-ended questions, such as those that start with the '5 Ws' or 'How' allow your direct report to set the agenda for the discussion. When you know what is limiting their performance, you can help close their gaps in knowledge, skills, or tools so they can be more productive.

What open-ended questions could you ask your team members in your next one-on-one meetings?

Autocratic Leaders Can Cause Big Problems

cathie@agonleadership.com (Cathie Leimbach) — Thu, 23 Jul 2020 02:07:43 GMT

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Some leaders are staunch autocrats. They believe that being responsible for team or company performance requires them to control where, when, and how employees do their work.

Others are servant leaders. They leverage their employees’ strengths. They assign tasks that fit with each employees’ natural preferences. They are clear on what the employees are expected to accomplish and encourage their staff to find the best way for them to achieve these results.

Unfortunately, I have experience using both of these leadership styles. Servant leadership is a win/win/win while autocratic leadership can be a lose/lose/lose for the leader, the team members, and the organization. Interpersonal rapport, personal satisfaction, and bottom line results are all stronger with servant leadership.

Servant leaders help employees to feel appreciated and valued, which increases employee engagement, retention, and productivity, resulting in a good bottom line for the organization. Yet, few managers are not servant leaders. 51% of managers think they are showing appreciation to their staff, only 17% of the workforce feels appreciated and valued. 65% of employees have left an organization to escape from a bad boss and the toxic workplace the leader created.

Our economy and our quality of life are both suffering because the majority of managers are ineffective. Only 35% get any training on how to lead people, and only 10% display effective people management skills during their first 10 years in a people leadership position. Many use an autocratic leadership style which frequently backfires.

Autocratic leaders often give employees step by step instructions on when and how to do their work, rather than clearly defining the results they should achieve and giving them flexibility with how to get there. Employees become frustrated with their boss’s micromanagement. (My children have balked when I have used the autocratic style when assigning chores they have done before.) Employees (or spouses and children) may discover ways to do their work that are more efficient and more fun. They may have a more alert mind and more energy in the morning, so want to do their hardest or least-liked work early in the day. Autocratic managers squelch such innovation and insist on following a standard process.

By denying their staff the opportunity to change for the better, autocratic leaders hinder the organization’s future success.

Research shows that when individuals have a sense of control over how they live and work, they have more self-motivation and better mental health. When they don’t have much autonomy, they feel stifled and frustrated. They experience little job satisfaction resulting in less motivation, higher absenteeism, poorer health, and reduced productivity.

Autocratic managers tend to cause more problems than they solve. How long will organizations and society put up with the economic and human toll of ineffective people management practices?

Management skills that empower, encourage, and engage the workforce can be learned. When will you and your organization make it a priority to invest in equipping managers to develop healthy, high performing individuals and teams?

There are few investments that yield a higher ROI than equipping leaders to support their team members for success. When will you invest in sharpening the people leadership skills in your organization?

To learn more about affordable ways to equip your leaders to serve the needs of your employees and increase productivity, contact Cathie Leimbach at cathie@agonleadership.com or 440-320-3113.

Who's Responsible for Employee Success?

cathie@agonleadership.com (Cathie Leimbach) — Wed, 15 Jul 2020 14:25:54 GMT

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When I facilitate client meetings, every person in the room shares their perspective on the matter at hand and contributes ideas of how to move forward. Managers are often shocked at the positive energy and quality of input from their staff. Why are so many leaders, managers, and supervisors unaware of their staff’s potential and their value to the organization?

One reason is that few managers ask questions. There is a tendency for supervisors to give their staff day-by-day, or even hour-by-hour, specific instructions on what to do next, or they leave their staff alone to figure everything out by themselves. Few managers invest a lot of time using an intermediate approach. Daily or weekly two-way conversations between staff members and supervisors are relatively uncommon. Without such discussions, supervisors are unaware of their staff’s strengths and interests so can’t leverage their potential.

And, when staff don’t interact with others at work, they don’t feel valued. Their enthusiasm and productivity drop. Then, managers get frustrated with employee apathy and mediocre productivity.

Leaders push staff to work harder. Staff complain that managers aren't helpful or expectations aren't clear. Decades of Gallup research has revealed that the staff's assessment of the problem is pretty accurate. 70% of the factors that contribute to disappointing morale, engagement, productivity, and profit are the responsibility of managers.

So, what is the root cause of mediocre organizational outcomes? IT’S THE MANAGER!

Effective managers have servant hearts. They develop the skills needed to help their staff be the best they can be. They manage by asking questions that inspire great conversations and by becoming competent in the fifteen core skills of effective management. Unfortunately, this description of an effective manager does not describe the majority of managers.

What will you do this week to move beyond average? What is your next step to becoming a manager who leads with excellence and develops a healthy, high performance workplace team?

Aware of Your Management Style?

cathie@agonleadership.com (Cathie Leimbach) — Wed, 08 Jul 2020 22:20:27 GMT

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A former staff recruiter for small family businesses described the paradox of business owners’ management practices well.

Hands-on business owners often micromanage their staff. Multiple times each day they give very specific directions to their employees about their next task, even once they are experienced and competent with their regular work. The owner makes all the decisions without discussing with staff so they aren't equipped to work independently.

However, when the small business owner goes on vacation, he announces his travel plans to his staff a couple of days before he leaves. He shares no special information with his staff. He seems to believe they have been working for him long enough that they know how to run the business.

But then, when the owner returns to work, he is frustrated that the employees didn’t handle day-to-day irregularities the way he would have. And, of course, now that he is back on the job, they are receiving detailed instructions for routine work.

If you can trust your employees to keep the business going while you are away, is it really a good use of your time, or motivating for them, when you micromanage them?

If you don’t involve your employees in discussions about workplace situations that arise from time to time, how can you expect them to make decisions that align with your preferences?

Does your management style assume that staff aren’t competent to complete their regular work without daily instructions? Or, do you expect that they will magically have strong problem-solving skills when you aren’t there? Maybe you can relate with both scenarios.

What can you do to show that you trust your competent employees and equip them to handle unexpected situations?

When you adjust your management style, you will have more time to manage the business and they will have increased job satisfaction, resulting in higher productivity. And then, you will reap a stronger bottom line.

Appreciation is More Than Words

cathie@agonleadership.com (Cathie Leimbach) — Thu, 02 Jul 2020 01:54:24 GMT

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Have you ever received words of thanks that seemed hollow and insincere? Have you ever, upon opening a gift, wondered why the giver gave you ‘THIS?’

It happens a lot in life and at work! Someone reaches out to express appreciation but their gesture falls flat. The recipient doesn’t FEEL appreciated.

I have felt such a disconnect several times in my life. For example, when a friend gave me a birthday present that was far outside of my taste, I was frustrated that she wasted her money. However, I greatly appreciated that she organized a birthday party for me. I value time with friends much more than receiving gifts.

When I receive a greeting card, I feel valued by the sender acknowledging the special occasion or challenge in my life. However, I don’t always read the pre-printed message, because those words weren’t customized for me. Because generic words don’t make me feel appreciated, I don't expect that others value them either. Since I have a very hard time finding appropriately worded cards for others, I send few cards, even though I now know that I have friends and colleagues who would appreciate receiving cards with encouraging pre-printed words.

This little known diversity in how people express and feel appreciated has a huge impact in the workplace. Two-thirds of the times that managers think they have shown how much they value an employee, the employee does not FEEL valued. Sometimes, the employee even becomes frustrated with their manager who has just demonstrated how little they know about them.

Does a box of gourmet chocolates show that you value a high performing diabetic?

How does someone who hasn’t received a pay increase in the past three years, due to a ‘barely satisfactory’ performance rating, feel when their boss says, “glad we could rely on you today for this rush job, great work as always”?

Being appreciated at work is an important emotional need. It requires a positive emotional connection between managers and employees. 85% of employees report that FEELing valued at work is the biggest contributor to their job satisfaction. However, only 17% say they FEEL valued at work. This gap needs to be closed for employees and organizations to share more win/win experiences.

It is important for managers to build an emotionally positive relationship with every employee. Otherwise, they will experience high turnover and spend a lot of time hiring, onboarding, training, and being stressed about mediocre productivity.

What is emotionally positive for you, is not necessarily emotionally positive for those you work with. Just as there is diversity in our personalities, there is diversity in our preferred ‘language’ of appreciation. Our colleagues will only feel truly valued if we speak their language. Let's explore the five languages of appreciation in the workplace to learn about appreciation diversity.

The 5 Languages of Appreciation in the Workplace ™ are:

Words of Affirmation such as giving specific thanks to an employee for meeting a customer deadline, is preferred by 46% of the workforce.
Quality Time , such as arranging to have a 1-on-1 coffee break conversation, is preferred by 26% of the workforce.
Acts of Service , such as helping the Public Relations Coordinator load the trade show booth and supplies into their vehicle, is preferred by 22% of the workforce.
Tangible Gifts , such as surprising a colleague with their favorite donut from their favorite bakery, is preferred by 6% of the workforce.
Physical Touch , such as a high five, is important for building trust at work but no one has identified this as their primary workplace language of appreciation.

Why Use The 5 Languages of Appreciation Model?

When managers express appreciation in a way that helps their employees FEEL valued, morale increases, turnover decreases, productivity improves, and stress declines, all contributing to a healthier culture for employees and a stronger bottom line for the organization.

Click here to learn more about The 5 Languages of Appreciation™ and how to implement this model in your workplace.

Communicate Your Assumptions

Wed, 17 Jun 2020 15:26:00 GMT

Synergy is a great benefit of effective teamwork. By drawing on each other’s strengths and experiences, the group generally achieves more than if they had worked separately.

Teams may get their best results when:

When there are differences of opinion in a group, there can be a tendency to sweep the ‘elephant’ under the carpet. The big touchy subject is put aside and, on the surface, life goes on as if there is nothing to discuss. This can lead to undercurrents with uneasy whispers causing angst and damaging morale. We may fear that opening ‘the can of worms’ will cause a dangerous explosion that could increase the workplace tension.

How can team members surface their different perspectives so they understand where each other is coming from without lighting a fuse? Many teams schedule a simulation activity which requires them to complete an unfamiliar group task, develop a strategy together, and debrief their process and results. During the simulation, individuals tend to behave in a way that mirrors their normal approach. The group discussion yields insights into our own and other’s habits and positions us to work together more effectively. We may even become comfortable addressing ‘the elephant in the room’.

Arrange for a group at your workplace to participate in a simulation such as ‘The Search for the Lost Dutchman’s Gold Mine™’. You will come away with a list of insights to improve both your workplace productivity and your job satisfaction.

The Gold Mine

Poor Communication Yields Poor Team Results

Wed, 10 Jun 2020 22:45:00 GMT

Celeste Headlee, a communications expert and media personality, believes that a leader is only as strong as the team around them. She believes that leaders need to communicate effectively with their team members to position the individuals and the team for success.

Headlee shares that the time a person spends in face-to-face communication with another human being is directly correlated to their lifespan. She points out that true conversation involves listening to what another person has to say and responding to their comments. Synergy, when two heads are better than one, is the result of people taking the time to understand each other’s perspective and finding the aspects of someone else’s thinking that enrich their knowledge. For us to effectively work with other people we have to have empathy for others, believing that everyone has ideas that can add value to a team’s work.

Not taking time to listen deeply and ask questions so we understand where others are coming from results in miscommunication. And miscommunication among team members is the number one reason for project failure. Research shows that the primary cause of miscommunication is email and texting. These electronic verbal messages do not send body language and tone of voice cues to improve understanding. Neither do they permit emotional connection. They are effective for facts, lists, discussion summaries, and praise but they aren’t good methods for trouble-shooting and collaborative decision making.

Leaders of effective teams take time for face-to-face conversations realizing that the results of quality dialogue yield a high return on the time invested. What is one thing you will do to increase the conversations in your life which will improve understanding and team results?

Celeste’s TED Talk

#communication #celesteheadlee

Effective Delegation

Wed, 03 Jun 2020 17:25:00 GMT

People often say; “If you want something done right, you've got to do it yourself!”. This doesn’t have to be the case if you direct , coach , and support your staff before you delegate a task.

When expectations are clearly defined, communicated, and understood you will be pleased with you and your staff’s increased productivity!

This quick-read e-book summarizes the principles of Situational Leadership II . Before quickly ‘delegating’ a task to someone who hasn’t developed the required skills yet, TEACH them how to do it in stages.

#delegate #leadership #leadershipdevelopment #selfleadership

Why Self-Leadership?

Wed, 20 May 2020 17:07:00 GMT

Strong self-leadership skills position you to build a fulfilling personal and professional life. Those who lack self-leadership skills tend to simply let life happen to them and wonder why they are seldom satisfied with their life experience.

When we have the self-leadership skills to live life intentionally – to identify what we want to achieve and are disciplined to take the necessary actions to achieve our goals we are setting the foundation for personal success and equipping ourselves to be valuable members of a team. We will more likely have a strong social circle and a rewarding career.

What part of your life do you wish to strengthen? What daily habit could you develop so this part of your life improves? Best wishes in leading yourself towards this more rewarding future!

, 5 Reasons Self-Leadership Matters , (for you and your team)

#leadership #selfleadership #team #teamwork

Addressing Your Weaknesses

Wed, 13 May 2020 17:13:00 GMT

We tend to be stressed, unhappy, or ineffective when doing tasks that we aren’t good at. Our lack of results reduces our self-confidence and happiness. It is important for us to enhance our ability in some areas of weakness, to delegate some tasks to others, and to simply stop doing other activities.

Achieving Personal Significance in life, feeling like we are making a difference, requires that we are honest with ourselves and address our weaknesses appropriately. If our personal or professional life requires us to be stronger in a particular skill such as people skills, we need to make it a priority to develop in that area. If we are part of a team, it's helpful for all team members to share their strengths and redistribute the work so everyone is primarily using their strengths.

Delegating or reassigning some of your own tasks to someone with better-fit skills increases workplace efficiency. Much of our time is waste doing unimportant tasks such as reading junk email, leaving less time do to valuable work. That time could be applied to higher value activities.

Which of your skills do you need to develop, what can you delegate to more skilled colleagues, and what will you simply stop doing?

Leveraging Your Strengths

Wed, 06 May 2020 20:37:00 GMT

A key to achieving personal significance, to feeling that we have made a difference in the world around us, is to leverage our strengths. When we know our strengths and send the majority of our time applying our strengths we will enjoy our lives more and add more value to our workplace, our community, and our family.

Here are a few ways you can identify your strengths:

Are you leveraging your strengths? For each area of strength, ask yourself whether you use each strength very little, moderately, or a lot, in your professional or your personal life.

To leverage your natural gifts and talents focus most of your work and personal time on pursuits that utilize these strengths.

#goals #leadership #talented #makadifference

Engaged Employees Overcome Obstacles

Wed, 29 Apr 2020 19:07:00 GMT

It is an everyday occurrence in the workplace – something doesn’t go exactly as intended.

We regularly face obstacles and challenges that we must overcome to fulfill our responsibilities. Some people take such problems in their stride. They maintain a positive attitude as they try alternative ways to get the job done. Such individuals are competent at X-ing Out the Negatives.

Three strategies that can help us have a positive outlook are:

When we have an attitude of focusing on the positives and putting negative thinking and feelings behind us, we will enjoy our work more. We will have a sense of accomplishment at the end of each day. We will look forward to opportunities for creative problem solving. These positive emotions about our work increase our willingness to go the extra mile. We become invested in the organization’s mission and goals. We become engaged employees.

And because we are emotionally engaged at work, having a positive outlook becomes a habit.

What can you do to X-out the negatives in your work and increase your workplace engagement?

Employee Engagement

Wed, 22 Apr 2020 17:00:00 GMT

For June we're focusing on Employee Engagement. Low engagement in the workplace is common. What is employee engagement, why is it so important, and what can you do to improve it?

What is Employee Engagement?

Why Employee Engagement is so Important.

2019 Employee Engagement Trends.

How to Improve Employee Engagement.

Creating a Culture of Innovators

Wed, 15 Apr 2020 19:00:00 GMT

Carla Harris, Vice-Chairman and Managing Director of Morgan Stanley, intentionally serves her followers. At Leadercast 2019 she shared several of her success factors for being a servant leader. One of her leadership practices is creating a culture of innovation and a change-ready workforce.

Innovation means trying new ways of doing things. And new ways of doing things aren’t always successful. So, why should leaders encourage their people to try something new?

In the world around us there is constant change. If we don’t change to adapt to the changes around us, we will no longer be relevant. High performers who stick to the once-best-way of getting the job done will be surpassed by better ways discovered by innovators.

So why doesn’t everyone innovate? Why do many organizations and teams find themselves entrenched in a rut? Often, they are trapped in a culture of fear. They are criticized for trying something new because some resources were wasted or the results didn’t meet the goals. This is fair criticism if the unsuccessful trial becomes the norm. But when innovative ideas that improve the bottom line are adopted, organizations tend to flourish.

Since most people resist change, how can you inspire your team members to have an innovative mindset? Allow them to take risks and fail. Encourage your team members to approach challenges creatively by celebrating what was learned from failed attempts and by implementing the new ideas that yield enhanced results.

May your organization encourage and celebrate those who reach beyond the status quo.

Inspire your staff to explore, to innovate, and to make new discoveries!

Download Carla Harris' Speaker Recap pdf

Create Clarity

Wed, 08 Apr 2020 15:35:00 GMT

In Patrick Lencioni’s book, The Advantage , he outlines four disciplines of leading a healthy, successful organization or team. Team leaders who are intentional about leading in this disciplined manner will build teams who reach their goals and whose members experience job satisfaction.

Let’s look at the second discipline: Create Clarity.

Organizational and team leaders must be crystal clear about the group’s purpose, values, and workplace priorities. In Built to Last , Collins and Porras shared that when people grasp the purpose of the organization they are positioned to focus on the why of their work, and this leads to increased focus, commitment, and results.

If the leaders don’t agree on the purpose and priorities, how are the rest of the team members to be aligned? In The Four Disciplines of Execution by McChesney, Covey, and Huling, they share that when members of the senior management team are asked to list the organization’s top three priorities for the year it is fairly common for the lists to be completely different. If each manager is expressing different expectations to their downlines, it is little wonder that front-line employees are heading in different directions.

It takes time for the leadership team to Create Clarity , but without the leaders all being on the same page there are no common goals. And when team members aren’t heading in the same direction the organization’s efforts are disjointed, yielding mediocre results at best. Effective leaders do the difficult work of Creating Clarity to focus the organization and its resources, building a team that is positioned to achieve the organization’s goals.

#createclarity

#clarity

#teamwork

#healthyteams

#teambuilding

#patlencioni

#builttolast

#the4disciplinesofexecution

#theadvantage

Do What Works for You

brian@aespire.com (Brian Sooy) — Wed, 18 Mar 2020 16:47:17 GMT

It's time to stop listening and start living!

Get ready to leave your comfort zone and discover the exciting opportunities that are open to you. You'll be amazed.

Discover Your Purpose

brian@aespire.com (Brian Sooy) — Wed, 11 Mar 2020 16:42:45 GMT

There's more power in your self than you imagined. Be ready to explore.

The only thing stopping you from achieving your goals and dreams are your own fears.

6 Tips For Success

brian@aespire.com (Brian Sooy) — Wed, 04 Mar 2020 17:48:38 GMT

It may be time to rethink everything you've ever learned about how to succeed in your professional life.

Catch People Doing Things Right

Tue, 09 Oct 2018 14:56:00 GMT

Effective leaders have a heart for helping their followers succeed. They truly care about the people on their team. They believe that all staff members are essential to achievement of the organization’s goals. However, many employees do not feel cared about. This hurts business productivity and the employees’ workplace engagement, personal health, and quality of life.

Let’s consider some facts about the human element at work:

We can help others feel visible and appreciated at work by letting them know they are doing some things right. This requires that we:

During a new employee’s first day on the job, you can hopefully praise them for being on time, or early, for being appropriately dressed, and for promptly and legibly completing the new hire documents. Of course, you aren’t going to announce these expected things over the PA system, but let your new hires know you noticed and value their positive actions. “Thank you for arriving on time. We value the habit of being ready to start work at 8:00.” Or, “Thank you for bringing all the information you needed to complete the new hire process. We like to get new employee files completed on your first day.”

With experienced employees, you can praise them for a positive attitude, for getting the McGill project report sent out two days before it was due, or for taking time to help Bob fix the formula problem with the analysis spreadsheet.

Every staff member must be doing something right. If you can honestly say that some staff are not doing anything right, why are they on your payroll? If they were a right hire, train them; if not, dismiss them. Everyone worth paying deserves to be regularly caught doing some things right and hearing about it so they know they are noticed and valued. This creates a win/win for the individual’s quality of life and the organization’s bottom line.

4 Ways to Build Workplace Morale