Gratitude — being thankful for the people, experiences, and things that have made our lives better. An important practice for our well-being. At the same time, as Adrian Gostick and Chester Elton remind us in their recent book
In my last blog, inspired by recent events, I wrote about the importance of compassion. Why, as both organizational leaders and members of society, we should strive to understand and empathize with the experience of those who have suffered due to social
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.
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.
Language counts. The language you use sends subtle messages – intended or not – that speak to your effectiveness as a leader.
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.
I was having coffee with David, a university student and football player who asked to meet with me to get my insights about starting a consulting practice. I’m always happy to meet with ambitious, young people who are eager to learn and grow.
Bad meetings are as painful as good meetings are productive. How do you make sure that your meetings are the latter, that people are checked-in, not checked-out, and that they’re bringing their A-game?
Everyone knows the Golden Rule: “Do unto others as you would have them do unto you.” It’s a simple yet powerful reminder to treat others the right way.
Many leaders do it. Because it’s so easy to do. They only see things through their own eyes.
You’re right and they’re wrong. And you know it.
But if you tell someone they’re wrong or argue about why you’re right, then you’ll likely antagonize them. Cause them to be further entrenched in their position. Or even damage the relationship.