At first I didn't believe this graphic. Be careful how you interpret your responsibility for an unhappy person’s environment. I do believe as leaders we have to nurture our team culture and provide a safe place for mistakes to happen without shame. I believe we must encourage and be accepting. But when someone is stuck and their behavior is disrespectful and uncalled for boundaries are necessary. We don’t own or placate someone else’s bad behavior or it just enables more bad behavior. If we constantly need to rescue someone from themselves by making excuses for them or declaring that others do the same and cater to them we’ll be rescuing and enabling for a very long time. And the person being rescued’s behavior will only get worse as will their unhappiness.
It’s not our job to fix the flower. It’s our job to create boundaries around what we will and will not allow for ourselves. We can’t change them. Only our own behavior. That...
Gallup reports that only 33% of the 100 million people in the American workforce are engaged at work, loving their jobs and their organization. Conversely 16% of the workforce is actively disengaged, miserable and poisoning their cultures. The remaining 51% are not engaged – they just show up. This means that 67% of your workforce is disengaged.
Traditional leadership styles, benefits packages and training initiatives clearly are not working. The old command-and-control style of leadership is not only ineffective but not respected by millennials who represent the largest sector in the workforce today. Productive and engaged work cultures are switching from power struggles to coaching conversations. They realize purpose and flexibility trump paychecks and perks. They take less stock in annual employee engagement surveys and have monthly check-in coaching conversations for development. And they make sure their employees know the company is interested in their development,...
Last evening a client told me a story of how a customer was being condescending and threatened to report her to her boss in a truly snotty way over something that didn’t make sense. My client felt under siege and desperately asked her not to do that. The customer is doing it anyway. I suggested three things:
My client said that if she had asked...
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