Negotiation and conflict resolution are often looked at as the difficult conversations and actions which leaders need to take. These are often uncomfortable conversations to have with our coworkers and subordinates; however, they are absolutely essential in order to ensure that our organization is an effective one. Therefore, we need to get past the uncomfortness…
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In our modern business landscape, the war for talent is more complex than ever. You need to attract and retain the best talent for your organization to win, but without the right strategy or mindset, you won’t be able to compete. If your revenue is declining, you’re losing market share to your competition, or your…
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Productivity makes or breaks peak performance in ourselves, our teams, and our organizations. However, since the development of more and more “productivity” tools there’s been a steady decline in productivity. Simply put, we are getting overwhelmed with everything which “must” be done to be productive. Productivity is about simplifying the process and enabling people to work in their zone of genius and not zone of failure.
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Productivity makes or breaks peak performance in ourselves, our teams, and our organizations. However, since the development of more and more “productivity” tools there’s been a steady decline in productivity. Simply put, we are getting overwhelmed with everything which “must” be done to be productive. Productivity is about simplifying the process and enabling people to…
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Heather R. Younger is an experienced keynote speaker, two-time author, and the CEO and Founder of Employee Fanatix, a leading employee engagement, leadership development, and DEI consulting firm, where she is on a mission to help leaders understand the power they possess to ensure people feel valued at work. Known as The Employee WhispererTM, Heather…
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Impostor syndrome is a psychological pattern in which an individual doubts their skills, talents or accomplishments and has a persistent internalized fear of being exposed as a “fraud”. Despite external evidence of their competence, those experiencing this phenomenon remain convinced that they are frauds, and do not deserve all they have achieved. Individuals with impostorism…
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Among the most important skills in leadership are gaining trust and knowing how to collaborate under stress. A great leader is the kind of person others want to follow. They know how to break down silos and model collaboration. They have the courage to build meaningful relationships, and are experts at establishing trust and touching hearts, creating an environment where people feel heard, small problems don’t escalate, and businesses succeed.
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Leadership is a difficult skill to master. Ultimately, we all want to become a leader who matters. For that if we do not matter then there is no reason for another to follow us. However, on the other side of the coin, to matter as a leader we need to inspire and motivate our followers. Therefore, we are caught in a chicken and egg situation. To matter as a leader is something which can bring meaning and joy to your leadership journey.
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Competitive advantage and financial gain have become widely accepted strategic priorities for companies. Yes, many companies invest in professional development for employees and support volunteer and charitable programs. Yet, such efforts are rarely incorporated into the organization’s core focus, outcomes, and actions, let alone its true purpose for being in business. Putting competition and profits first not only devalues individual workers; it hurts the entire organization. With the outbreak of COVID-19, many people responded with anxiety and lost their motivation for working as their companies scrambled to adapt to the challenges, including managing a remote workforce. Focusing on problems and clinging to the goal of market dominance at all costs takes a toll on employees, customers, and their communities, as well as a company’s reputation and bottom line.
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It’s no secret that unmotivated employees can ravage a business. Even before the COVID-19 outbreak, nearly 70 percent of employees were less than enthusiastic about (and less than committed to) their work, costing U.S. businesses between $450 and $550 billion each year. Add in one worldwide pandemic, newly remote and anxious employees, and news of daily layoffs, and leaders are left to plead, “Now what?” as employees mentally check out. Though it’s tempting to blame homebound workers and current events for cratering employee engagement, the most significant cause of demotivation—despite everything above—are the managers and leaders themselves.
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