Think about your day-to-day interactions in the workplace: Specifically, how do you react to the question, “How are things going?” We bet that, more often than not, your response is, “I’m so busy” — or words to that effect.
In fact, society has reached a point at which saying “I’m so busy!” is the standard response and has even become a kind of badge or symbol of importance — “Of course I’m busy; I’m important!”
This is not a healthy trend, especially considering how an emphasis on being “busy” has trickled down from company leadership to general staff. Today, all levels are displaying this behavior: Employees who rank lower and earn less are just as fixated as executives on staying busy — or at least appearing to be.
Traditional leadership models were built on hierarchies and managing from the top down. Today we’ve evolved to collaborative leadership models, which has moved customary CEO roles from the one to the many. Richard Branson and other famed leaders built their success with a collaborative approach. Let Branson’s favorite quotes on the topic inspire you to do the same.
Late last year, Officevibe, the leader in employee engagement software, released an unprecedented, real-time report on the “State of Employee Engagement,” based on hundreds of thousands of answers from their customer survey software. Unlike so many dated reports, what employees are telling their companies about what truly matters to them using Officevibe software is in the here and now. It updates in real time, adding new data as answers stream in, like, right now. More than 50,000 employees from over 1,000 organizations representing 150 countries have registered their views since 2013, representing close to 1.2 million data points.
As a leader, you probably look to other leaders for tips on how to think and behave in order to be effective and successful in your role. Some leadership skills may come naturally to you while others may be outside of your comfort zone. While it’s important to push yourself to grow and learn, you might not want to stray too far from your authentic self. Research has shown that an employee’s perception of authentic leadership is the strongest predictor of his or her job satisfaction, commitment to the organization, and overall happiness at work. According to professor and Discover Your True North author Bill George, it takes more than just showing up to work to come across as authentic.
When you wake up in the morning, are you filled with excitement about the prospect of a new day at work, or do you dread the thought of having to make it through yet another day of drudgery? If you’re like much of the population, you fall into the latter category and distain going to work. Surveys have found that only 13% of people around the world actually like going to work–an astoundingly low number.
If a micro-manager is the term to describe an overbearing helicopter boss, I would have to call this guy a nano-manager. So much so that I honestly lost all confidence in my ability to make a work-based decision of any kind on my own. Needless to say, I was not there very long. This is a story about wolves!
Change is hard. Leading change is even harder. Don’t let culture be an afterthought. Use it!
Though well-intentioned, that’s why over half of major transformation efforts fail. Why? Many reasons can include but aren’t limited to a bad strategy, a weak culture lacking trust and accountability, poor communication, low levels of buy-in, change fatigue and competing priorities. But one area where many company leaders fail regularly is learning how to leverage the company culture to drive change.
It’s the combination of mental, business, and measurement models that enables real transformation. The airline industry is a cautionary tale of what happens when companies emulate new business models without bringing over the associated mental models.
Were you to ask any great leader in the world for his or her secret to success, the answer would be simple: listening. That’s because the best leaders aren’t necessarily the best at speaking, in order to dictate, but rather listening, to understand.
Creating a great culture–that puts people first and gives them opportunities–is paramount. What 1981 can teach you about 2017