Conflict at work seems to be more frequent now as society becomes more polarized, affecting language, behavior and willingness to speak up. Most managers have not been trained in conflict prevention and resolution and may resist getting caught in the crosshairs of differences and establishing productive compromise. Here are my thoughts on what to do and a process.
Having crucial and hard conversations requires at least a basic level of thrust. Trustworthiness is the most sought-after trait in leaders according to recent surveys. So why is it declining? And how can it be established or rebuilt? What is the connection with loyalty and safety? READ ON
Trust has largely gone missing, and a lot of people, though they have lost trust in institutions and many of the people they work with, are not happy about it.
Keep reading for some ideas on how to restore trust as a trustworthy leader, manager or colleague below.
In the first article in this series, I spent a good deal of space explaining the context with a dramatized example of the difficulty people have talking with – not to or at– each other. Just focusing on the obvious symptoms won’t provide the necessary deeper mind and behavior changes that identifying and dealing with the root causes can bring. READ ON for some questions to get at the root causes.
Both the current degree of societal divisiveness and awkwardness since pandemic times have raised my level of urgency for speaking out and writing about this dilemma. I was recently sparked by a fascinating play I saw called “American Rot” in New York at La Mama. After viewing it, I remarked that the play portrays how people of many differences cannot talk civilly or at all with each other anymore. I was asked why that is. This is the first of a series I am writing to attempt to answer and change the conversation.
Trust has gone missing, seemingly in every sector, everywhere.. The Harris Poll and U.S. News & World Report found a majority of respondents said the most sought-after trait in leaders is trustworthiness (including: honesty, transparency, reliability, ethics, respect) despite political and demographic differences.Read On for details about the challenges with some ominous stats.
Continuing the discussion on how to stay relevant in all your roles and relationships at work, we dive in here to action steps and everyday behaviors.
Just about all of us are very concerned about being and staying “relevant” to others in our life and work. A brief summary of my recommended strategies and action steps appears listed below.
If work as we know it is broken, as a large part of the talentforce seems to believe, how do we fix it? In the majority of organizations, the relationship between employer and employees is “strained,” if not painful or toxic. Mostly we point to symptoms. Solutions lie in identifying and addressing root causes.
This is a time in the calendar to think about the past year, a new year coming on, and possible changes. These questions apply to both work and your life outside of work, how you relate to others, and how you relate to yourself. Ponder as you look back and forward.
Second to someone I care about dying or being very sick, significant tech issues are probably my greatest stress factor. It occurred to me that good, patient, and persistent tech support people are similar to emergency room doctors. We need quick action, empathetically delivered. Described here are two agonizing experiences I had in the last two years and some recommendations for managers and employers to add to wellness support behaviors.
Today, with different perspectives, habits and preferences, it’s increasingly clear that what satisfied and motivated older workers won’t be the secret sauce for every generation at work. Reframed and expanded mentoring can play a central role in maximizing the potential of your talent force. Read on to learn how to begin to apply the reasoning and principles IRL with dedicated mentors.
Demographers are projecting that the two youngest generations at work today will account for about three-quarters of American workers in less than 10 years. Today, with different perspectives, habits and preferences, it’s increasingly clear that what satisfied and motivated older workers won’t be the secret sauce for the entire workforce. Mentoring can play a central role. Read on to learn why.
A recent Pew Research center survey reveals how workers are experiencing the workplace and finds both good and concerning news for employers as a lasting labor shortage looms and the workforce mindset leans toward mobility options. READ ON for stats and details.
Many mentoring matches and programs have proven to be valuable and accomplished their objectives. Probably many more, have not. To learn about what’s been missing, what people of different generations and levels of experience are looking for and alternative approaches to mentoring, READ ON.
All generations are changed over their lifecycle by what they confront as they make their way through the world they inhabit. First, each generation tends to be defined by the economic, social, political and cultural influences they typically experience in their formative years.
But given the powerful impact of terrorism, wars, the Great Recession, the youngest generations, Gen Z and younger Millennials have been marked even earlier. And many Millennials are thinking “this isn’t what middle age is expected to look like” and feel like.
It’s a time when many of us are searching for meaning, rethinking our purpose in life and in our work, and to do good for people around us: Realizing that we could be living with some form of the pandemic indefinitely, that the future work and personal circumstances are constantly changing:
Are you looking for a way to assure you make a lasting mark?
The challenge of our current times at work is the great reshuffle. Numerous surveys and studies have found what workers want from employment and why they will stay at an employer. More money alone won’t do it. it’s time to look for culture fixes and some overlooked approaches related to motivation and how the work is actually performed. Read on for effective action steps.
Start 2023 with a new mindset about organizational glue. Middle managers, often under-valued, under-appreciated and over-worked, can be the key to organizational cohesion and stability. Read on for practical remedies.
Extensive research has found that connection is the #1 human need. Connection has broken down owing to physical separation as well as the divisiveness of today’s society and fears such as lack of psychological safety. Many have lost the skill during pandemic restrictions times. That needs to be rectified. Cross-generational conversation, connection and relationship building is a key ingredient to fulfill the desire for belonging. Read on for some tips to reach out and bridge the gap.
Corporate Boards are focusing on the human side of governance priorities as never before– at last! They are getting more concerned with workforce issues since COVID threw a wrench in almost all aspects of operations and life. READ ON for the corporate challenges getting new attention from boards.
My Story: What to do when I/you have no email service from/to my/your business and primary address for 12 days and counting? (and worse, being in the midst of an outreach campaign for a new service?) What’s not productive? Read for mindset suggestions to retain your sanity till life goes on.
Unfairness is an issue we’re hearing about in the workplace more openly as a serious pain point since pandemic conditions set in and remote as well as hybrid working became common and a long-term trend. In the research that I have been conducting with one-on-one interviews for our forthcoming masterminds as well as larger studies by companies such as Gartner’s HR practice for their report “11 Trends Shaping 2022 Work,” the call for more fairness in the workplace is looming larger and louder, and more urgent.
Inclusiveness is not enough for talent retention, engagement and long-term loyalty. The most important initial in the DEIB acronym is the B, “belonging.” Start with the B. Read here what belonging feels like to an individual.
Giving people the ability to evaluate circumstances and decide what is the best choice for them or their teammates or community or society on a whole host of issues is likely to produce higher motivation, engagement and productivity. Here’s what I mean by pro-choice at work.
The idea that everyone should find a passion in their work is only two or three decades old. But especially for the Millennials and Gen Zers, it’s been what they have come to think is a requirement early on or they have failed. Passion, life purpose and work legacy usually have a through thread and take time and experience.
As much as psychological safety is necessary for lasting employee engagement and sustainable diversity, equity, inclusion (DEI), there has often been reluctance on a policy or core values level to integrating it institutionally. We explore here why, and what management and individuals can do.
In most companies/organizations, psychological safety is a new concept they are not yet focusing on. But it’s crucial because it is at the root of employee engagement, and indeed, instrumental in effective teamwork and innovation.
Joining the parade of tributes to an outstanding diplomat from a complex background who was a standout in so many ways, I offer up these tips to aspiring legacy-makers from reviewing her accomplishments.
Here are TIPS on when to be prepared with good questions and how along with my recommendation on the best question to avoid as a starter for networking and what to do instead.