Developing leaders in an organization is vital to its success. But identifying potential leaders is not always easy. Looks can sometimes be deceiving.
Nobody likes to believe they waste four hours on a daily basis. But, it happens. If you want to develop a culture of increased productivity, you’ll need to lead by example and through recognition.
If you are blessed with outstanding employees on your team, you probably also have a few C employees. I’m not talking C-suite material. Here, I’m focusing on the employees who never quite seem to get the job done.
Is the new service you just introduced to the market a big hit? Congratulations. Now, all you have to do is maintain company culture as you grow. Here are a few suggestions.
Being a good role model and acknowledging success builds employee trust and loyalty. But, the constant positive feedback won’t do much for employees who need to focus on specific aspects of personal style if they want to get ahead.
Even among teams that have worked together for years, there’s room to build trust between team members and their leader. For teams that have recently undergone a fundamental change – such as absorbing new members from other teams, or resizing to a smaller team – re-forming and rebuilding trust are absolutely critical.
When too many employees leave, execs throw more training at managers. This action, senior execs figure, will keep staff turnover to a manageable level. Companies that dig deeper to get at the root cause of employee departure may be in for a surprise.
The problem with change is the way it can disrupt the established culture and working systems in an organization. If you fail to properly plan for and communicate upcoming changes to your employees, you can expect turmoil, lost productivity, and in some cases, subversion.
Many employers believe that money is the most effective instrument for motivating employees. The problem is that this method gets expensive and doesn’t work as well as positive, non-monetary motivators. There are other positive motivators that excite many employees even more than money.
When employees do a great job, your managers may publicly praise them, and they may get a gift card or a bonus. This established pattern in most organizations certainly builds loyalty. But your recognition programs could be doing so much more.
For some managers, work life equals meetings, which means you’re not really getting anything done. You can put a stop to this time sink by implementing some of the suggestions Dorie Clark made in a recent post on Harvard Business Review.
What is the appropriate boundary between being a boss and being a buddy? Use these seven tips to keep yourself on the right track.