To be effective in organizations today, building influence at work is essential. And it’s not always about having a fancy title. You will often be required to persuade others without necessarily having the authority. To some, this skill comes naturally. But to others, not so much. The good news is that you can learn to build influence at work in
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Organizations struggle to identify their next-gen leaders, and for good reasons. When you don’t know what the future will bring, how do you figure out who has — or can acquire — the right strengths to meet those challenges? Which high potentials will give you the best return on your development efforts? Faced with these uncertainties, businesses tend to focus
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There are a variety of areas to learn about leadership strategies, but one of my favorites is learning from the military forces. They have been around for many years and have constantly had to figure out ways to motivate people. If you look at the army ranks you will see that at each level there’s increased responsibility and recognition that
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Veronica was a good listener by nature. Early on, she committed to making “listening” a key aspect of her leadership style. That’s one reason she was so beloved and trusted as a CEO. With Veronica as a role model, her company became known as a workplace where people deeply listened and really cared. Three traits make Veronica and other leaders
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In an ever-changing business landscape, we’re seeing how important it is to have authentic leadership development that is built to last. Those who have successfully developed their brands have learned to strategically apply what they know about themselves as individuals to create more meaningful connections with others — connections that ultimately drive business success every day. Authentic leadership style isn’t
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This may potentially be the secret to effective teamwork. The word “accountability” gets a bad rap in business circles. We often associate it with blame or punishment, making leaders hesitant to talk about it, let alone put it into action on their teams. But it doesn’t have to be like that. In her book Unstuck: Reframe Your Thinking to Free
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For a company to be successful, it must find a way to develop talent. It isn’t always possible to hire leadership from the outside. Being able to develop leaders within the ranks will help the company to grow and fill future needs that come about organically. When I worked for a company that was growing, we knew we had to
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Imagine this scenario: You are behind your competitors in digital transformation and are even more worried about startups with massive funding that may leapfrog you. You are trying to make progress, but cannot hire enough data scientists, agile coaches, engineers, product owners, cyber experts, or design thinkers. They are going to fun, young organizations, not the old-school companies with siloes,
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I’ve written before about how people come for the organization’s mission but leave because of their manager when it comes to hiring and retention. That’s why it’s so critical for organizations to constantly monitor how they are training their managers–especially their middle managers and supervisors–because it’s an overlooked area where retention can be won or lost. The problem arises because
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As America’s mental health crisis deepens, more employers are taking well-being seriously, and with good reason. According to Gallup’s “State of the Global Workplace” report, roughly 7 in 10 employees are struggling or suffering in their overall lives, with negative emotions at an all-time high. Most organizations are set up to plan for what happens after an employee is at
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