Managers in different parts of the world are conditioned to give feedback in drastically different ways. A Chinese manager learns never to criticize a colleague openly or in front of others, while a Dutch manager learns always to be honest…
“I get completely caught up in fire-fighting and can’t find the time to advance my longer-term priorities.”- It’s a common managerial wailing. We all have either used it ourselves or have heard people around us use it at work. The…
There is a paradox when it comes to what we expect in leaders. On one hand, we believe that effective leaders display humility — they bring out the best in others, are open to admitting their shortcomings and mistakes, and give…
There is a lot of research – most of it from the West, on what keeps employee engagement high. While there is truth to all that research of understanding an employee’s intrinsic motivation – their values, personal vision aspirations etc.,…
When you exchange pleasantries with a co-worker in the elevator, the two of you are building trust. Face-to-face meetings, office parties, and opportunities to socialize together after work-hours can all contribute to the feeling that your fellow employees will be…
A Deloitte study, conducted in 2014, found that “up to 87% of America’s workforce doesn’t contribute to their full potential”. Though much has been written about a leader’s role in motivating, engaging, & bringing out the best in employees, the…
Many people think of employee engagement as a relatively new idea, though scientists have been studying it for years. William Kahn first introduced the term in 1990, defining it as “the degree of psychological identification employees experience with their job…
Although organizations spend more than $24 billion annually on leadership development, many leaders who have attended leadership programs struggle to implement what they’ve learned – It’s not because the programs are bad but because leadership is best learned from experience.…
Studies show that bosses feel less stressed than their employees do. Bosses’ perceptions of stress are offset by factors such as status, autonomy, and job security – these are generally higher for managers than for their employees. Steve Arneson describes…
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