Employee “engagement” has been an elusive goal of business organizations for decades. Yet despite the introduction of a wide range of “comfort perks,” the levels of engagement haven’t budged much. But have we been measuring the wrong things?
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Employee engagement, we’ve been told for decades, is an imperative key to business success. But what if engagement turned out to be the wrong metric to follow? What if something else has a greater influence on people’s productivity in the workplace?
For many CEOs, a critical challenge is coming to grips with the real essence of the job—what the CEO should do and what should be delegated. The author of "The CEO Tightrope: How to Master the Balancing Act of a Successful CEO" talks here about five specific responsibilities of a CEO.
While most of my entrepreneurial success has come as a solo operator, I’m aware that a partnership approach can bring much gain. However, before starting a partnership, here are ten things I would insist on in a written partnership agreement.
Great leaders don’t set out to be leaders. They set out to make a difference. Jim Kouzes and Barry Posner understand this better than most. They are esteemed academics (Jim at Rice University, Barry at Santa Clara University), but as leadership consultants and coaches they’ve also earned high praise in the real world of real work.
Many issues contribute to rising anxiety levels. People struggle with “always on” work styles, increased use of social media, unhealthful comparisons to others, and concerns about job security. Here I sit down with Adrian Gostick and Chester Elton authors of Anxiety at Work: 8 Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done.