Even the smallest act of kindness can help meet our need for love. According to researchers, committing kindness over a seven-day period increases our sense of happiness. And, it matters not if it is offered to strangers, acquaintances, co-workers, or close friends—all have an equally positive effect.
There is a growing urgency to strengthen manager-employee interpersonal relationships, and for some organizations, a shift or addition of a CPO. You see, at a minimum, the volatility we are experiencing creates stress for individuals, poor working relationships, and decreased productivity. Left unchecked, psychological abuse, violence, and ruin ensue. Great leaders can manage and even avoid these worst-case scenarios by leading with love.
As a leader, how do you get the right people on your bus? While the U.S. unemployment rate declined to 3.9% in December 2021, many managers and leaders feel an increasing urgency to fill open positions. And it’s understandable: short-staffed teams are at greater risk for disengagement, errors, and burnout. So, it’s not uncommon to see new-hire incentives including signing bonuses, flex work schedules, and childcare grants. Unfortunately, filling open positions with the wrong person can make matters worse.
When an apology is in order, how do leaders in your organization apologize? We can’t help but notice when it goes poorly. Sometimes, it’s a matter of people (or a person) not ready or able to forgive. And that’s understandable, especially when there is no attempt at restorative justice. Other times, apologies go sideways when egos get in the way. At best, it falls short as a polished explanation; the apology is an attempt to justify the behavior. This often results in the erosion of trust. Great leaders—whether they are seasoned executives or untitled leaders—know how to humbly apologize.They understand that mistakes happen and that they are not infallible. Real leaders hold themselves accountable and make amends.
Why are some people promoted to positions that bring out the best in them, while their peers, who are equally talented, get left behind in positions that do not allow them to flourish? Are there secrets to a rewarding and satisfying career in the corporate world?
The challenges of 21st-century work—rapid innovation, unrelenting change and unprecedented uncertainty—have created a stress pandemic. Depending on your disposition, you may view the future as ripe for a spectacular explosion of creativity or poised on the brink of self-destruction. Either way, there’s no going back.
The way we live and work has changed dramatically the past year, upending our routines, our identities, and for many, our sense of security. The trauma of job insecurity, health insecurity, major intergenerational loss, and culture assaults leave us reeling and impact our productivity. Leaders are concerned about their employee’s well-being and safety.
The process of habits includes neurological cravings for the pleasure-inducing neurotransmitter dopamine, which motivate us to take action. However, motivation alone is not enough to help us change our behavior and create a habit.