In business, it’s all about the bottom line. Or is it? A recent study at Baylor University concluded that supervisors who focus on profits without concern for employee well-being or ethical issues negatively affect employee performance.
We’re into the next phase of the coronavirus pandemic. Businesses and consumers are slowly re-boarding, increasingly reengaging the marketplace and revving up the economic engine.
Yet it remains a time of great uncertainty and
There’s an old saying that “adversity builds character.” It’s more accurate, I think, to say that adversity reveals character. We’re living in a time of adversity and much is being revealed about people’s characters.
These are unprecedented times. And much uncertainty remains. Understandably, like all business leaders, you’re anxious.
These are turbulent and, for many, traumatic times. Health fears, economic fears, volatility, uncertainty … in total, it’s like nothing we’ve experienced.
This is a time for leadership. And if you’re reading this, then it’s very likely you’re an organizational leader. This is your time.
You’d think we’d have figured it out by now. Given all of the change initiatives in all of the companies throughout all of the years, you’d think we’d have figured out how to effectively communicate organizational change.
I recently watched a wonderful opera singer perform with the local symphony. Her voice was incredible and her presence captivating. What made it all the more impressive was that while she was there, she wasn’t really there.
It seems to me that more young people than ever are suffering angst about their careers. They’ve started working, they’re energetic, they’re ambitious … but they’re not sure what it will take to succeed, to get ahead.
It’s no revelation that teamwork is critical to the success of any organization. But what exactly is teamwork? Is it when people share a common goal? An underlying purpose? Is it when they work together to complete a task? Or contribute, together or
Language counts. The language you use sends subtle messages – intended or not – that speak to your effectiveness as a leader.
One of the things I like about The Economist magazine is that, unlike most publications at this time of year, it doesn’t simply forecast what lies ahead, but evaluates the forecasts made last year.
Bernadine and I enjoy international travel. We love the feeling associated with adventure, with exploring. It’s the emotional mix of anticipation, exhilaration and apprehension. It’s a feeling of being fully alive.