Great leaders know they have to motivate employees by painting a clear picture of where the job is heading and what is waiting for them down the road. Nothing motivates people in quite the same way as vision-casting for employees. If you can muster enough empathy for that employee, you know the job is a bit tedious.
A culture of trust yields higher engagement, happier employees, greater productivity, and higher profits. And it all starts in the brain.
Call it intuition, call it gut instinct, it doesn’t really matter. We’ve all experienced it in some way. My intuition has saved my life three times. And if I had listened to it more, it would have saved me a lot of grief and money over the years.
In business it manifests with people, deals, projects, opportunities, customers – so many ways. We get a feel for what is going on with no real information, just a sense of what is going on and what we need to do about it. But for many people, the ability to hear and feel their intuition is a lost skill.
During his tenure, he helped grow the company from 28 stores to over 15,000 stores spanning five continents. He now dedicates a large part of his time to the development and education of future leaders and has been a longtime advocate of Servant Leadership. Behar was asked by Fox how more companies are able to create workplaces where employees’ voices matter and people thrive.
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.
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!
When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.