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Workplace conflict costs industries $359 billion annually. To address this costly problem, most organizations simply look to their employees and demand that they get along and act civilly or threaten to reprimand. However, most conflicts should be circumvented or resolved by leaders and managers, not by employees themselves.
It’s hard to overstate the importance of genuine employee engagement. Employees who are engaged at work often work harder and smarter; encourage others to do the same, whether by word or deed; are less likely to leave for a different job; and may even act as brand ambassadors, even while not on the clock.
Anyone who has worked in virtually any organization long enough has probably worked with a manager who is impotent when it comes to exerting influence. Even though managers have the authority to make decisions and ask others to take action, their requests may go unfulfilled, be delayed, or be completed sloppily or only partially.
Training Industry recently released its 2019 Top Leadership Training Companies list, which includes organizations like the American Management Association®, Skillsoft, and others.
The Myers Briggs Type Indicator® personality test, as well as more intricate personality tests developed from its framework, has proven useful in developing prominent organizational leaders, which is why around 80% of Fortune 100 companies rely on it.
The Myers Briggs Type Indicator® personality test, as well as more intricate personality tests developed from its framework, has proven useful in recruiting and developing prominent organizational leaders, which is why around 80% of Fortune 100 companies rely on it.
In a previous post, we discussed the importance of listening as a core leadership skill. In short, we wrote, leaders need to learn to listen more and speak less.
Being a leader isn’t easy. While there are plenty of companies and educational tracks that attempt to “groom” people into effective leaders, there are also many that don’t do enough to prepare individuals to excel in leadership positions.
There’s an old expression that says, “It’s lonely at the top.” If we picture a company’s management structure as a pyramid, with the seniority of the staff increasing as one moves up the pyramid, we can see how this makes sense.
It seems far-fetched to look for similarities between weather and leadership, but that’s what O.C. Tanner Institute researchers and authors, David Sturt and Todd Nordstrom, recently uncovered.