Who can blame a new employee for breezing into the office with a big list of ideas about how to change things up? But, unless you specifically hired this individual to be a change agent in your organization, your new hire will need a little sensitivity training before she creates unnecessary drama with other employees.
On the TalentSpace.com blog, Susan Mazza explores why team members hesitate to say what they really think. She also suggests a few ways to develop a culture which encourages them to take risks and speak up.
Over time, as an organization grows, the culture should grow, too. When it doesn’t, you’ll run into trouble.
In a newly released study, McKinsey analysts say the best CEOs share a few characteristics. It all comes down to how far you’re willing to go to improve the company’s bottom line.
The way you work with your team members, coaching versus managing, will mean the difference between success and failure in the long term. To learn about the differences between coaching and managing, check out the work published by Jack Zenger and Joseph Folkman.
With the economy now on firm footing, employees who don’t like their current company cultures are seeking new opportunities. It’s not always easy to fix your culture, but Matthew Gonnering, the CEO of Widen, has a few ideas.
There’s a fine line between confidence and arrogance. As a leader, it’s especially important to find that line. If you don’t, and your employees perceive you as being too full of yourself, your company’s bottom line will take a hit.
Your product or service might be so technical that your sales reps need extra training in order to successfully sell. They shouldn’t encounter the same situation with respect to the compensation plan you are offering.
“There is an epidemic,” Tony Nuckolls told the crowd at the Schey Sales Symposium. “The ‘good enough’ epidemic is our current problem.”