Have you or someone you know been personally impacted by disengagement? Do you manage someone (or more than one) who isn't engaged? Is a loved one struggling to reconnect and reengage in all facets of their life?
The 21st century organization requires bold leaders who understand they live in a world of opportunity to create and lead others around a shared purpose. Unfortunately, the system is still massively broke.
Maximizing shareholder return is not sustainable, nor is it the way in which a corporation should be run. B Corps, however, just might provide a little levity if not innovation to curbing this financial only fallacy of shareholder return myopia once and for all.
Social media, of course, are the favored form of communications. With smartphones, tablets and other digital devices, each tap matters greatly as they share thoughts and concerns or read what friends and others have to say.
Imagine if every entrepreneur had at least one key team member who could self-manage, continuously become more effective, communicate efficiently and excellently and still have the time and energy to lead a fulfilling life.
Spurned on by passion and impatience, entrepreneurs push ourselves and our teams as we strive to change the world. This all-consuming drive often inspires others to action, yet simultaneously creates the very real danger of burnout.
The purpose of this article is not to criticize Buffer, their team or their culture because it works for them and they are doing very well. The lesson to be learnt here is you need to really think about where you apply as a cultural fit.
Wondering how to improve your team's employee engagement and productivity at work? An engaged, productive workforce is the lifeblood of company success. But sometimes leaders take the wrong approach and end up harming their workforce culture instead of nurturing it.
Your social media may be someone else's first impression of your company. And when a prospect interacts with your social media, what will their first impression be? Make sure it counts. And if your team isn't accurately representing their employer, perhaps it's time for some counseling.
When your employees understand the purpose of your company and why you started in the first place, it's easy for them to opt in or out. Those who opt in become valuable employees and those who opt out shouldn't have been there in the first place.
Think about when you've fallen in love in your life or the first time you held your newborn child in your arms. The colors looked brighter, the sounds were clearer, and it felt like your heart was going to burst with love and joy.
No amount of bagels could make up for the incredible lack of leadership and engagement that existed at this company. I found it an odd contrast that one of the items touted was "Bagel Wednesdays" when not much attention was paid to anything else meaningful.
As a kid, you were probably offered all sorts of motivators that didn't work: money, candy and gold stars, for example. How did those incentives feel to you? How did they drive, or not drive, the desired behaviors?
The need for employees to be more efficient and do more in less time and with fewer resources will not go away any time soon. How do we deal with this in a way that not only gets the job done well, but also provides value and fulfillment to employees?