On Leadership, Employee Morale and The Joy of Ketchup

The Joy of Ketchup

My father has always been a picky eater. He doesn’t like bold flavors at all, so we did not have the joy of trying different foods as kids. He liked things to be overcooked and unfortunately for us, that meant the rest of us had to eat our dinners that way too.

He would cook steaks so well that they were tough to chew. I didn’t know how good a steak could be because ours were tough and burned.

The Joy of Ketchup

Ketchup is a wonderful invention. It was created to enhance the flavor quality of certain foods, but wasn’t ever intended to be used with every item on your plate. But in our house, it was a necessity!

The only way to make some of Dad’s overcooked food palatable was to cover it with ketchup.

We put it on overcooked steak, mashed potatoes, and even the plain white rice he would cook! What was intended to be an enhancement to the dinner experience became a necessity in order to hide the underlying fact that the food was terrible.

The Ketchup of the Workplace

There once was a company called Lomo Ralé Inc. The culture was very fragmented at there:

  • Departments worked in silos
  • Management dictated decisions rather than collaborating with employees
  • The people were both over-worked and under-equipped
  • The environment was a stressful place for employees

As a result of these conditions, employees only gave the effort that they were required to give. There was no reason to give any extra effort. For most of the frontline employees at Lomo Ralé, the company seemed to drain the life out of them.

Then the CEO had read an expert’s book about what incentive awards could do to morale in the office. She gathered her executive team together and came up with a program that would allow the employees to take short breaks in order to to play games and also provide them with plaques and other awards for strong performance.

She was convinced that this would fix the morale issue.

Short Shelf Life

The program was implemented quickly and there was an immediate boost to energy level in the office. Employees smiled more and seemed to actually enjoy themselves. That feeling slowly faded over time because the games and awards didn’t change the underlying work conditions.

Employees still did not feel like the managers had their best interests in mind. Decisions were still dictated downward. The “steak” of the company was still overcooked. The “ketchup” that management had thrown on top was only a mask for what was really underneath.

Cooking a Better Steak

The situation at Lomo Ralé is an all-to-common occurrence.  Managers throw a bunch of “ketchup” on top of a burnt “steak” and wonder why the best people in the organization leave.

For sustained performance, leaders have to cook a better steak – they have to provide a better environment for their people.

Turning Around a Culture

As John Maxwell said, “Everything rises and falls on leadership.” It’s up to you to make the change for your people, no matter where you are in the organization.

Here are some tips for turning around the culture of your organization.

  1. Value your people. People don’t leave organizations, they leave companies because of people. Be the leader that they know you value them. Spend time with your people. Learn about their personal lives (within reason, of course). Stand up for them if they have a suggestion for an improved process. Be their champion and they will champion you. Nothing keeps a stressed group of people together better than people they know value them.
  2. Include your people in the change. Have discussionswith your people to find out what they would do to improve productivity and morale. Take the best of their ideas and do everything in your power to make them happen. Recognize them for their contributions. If they see that they can make a difference, they will want to continue making a difference.
  3. Develop your people. Not many people want to be stuck without hope of improving. Be a proponent of additional training, special projects, and other ways to help your people develop. Their improvement will only boost the team’s capabilities.

So how much ketchup have your employees been putting on what you have been serving up? Have you known that your cooking might be up to par? What can you do to change the recipe of your leadership so that people start loving what you serve? I would love to hear your thoughts!


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Rich Bishop

Rich Bishop is President of Bishop Coaching & Consulting Group
He takes a hands-on approach to your Development through Coaching & Training
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6 Ways to Communicate Better With Employees

Of all the contributors to business success, the ability to effectively communicate with employees is essential. Organizations that understand the importance of good communication tend to have highly unified workplaces.

They also enjoy more motivated, productive, and loyal employees than those companies that take communication for granted.

Still for many businesses, implementing effective employee communication practices is often easier said than done. To that end, here are 6 proven ways to better communicate with employees that any organization can put into practice right away.

6 Ways to Communicate Better With Employees

1) Promote Genuine Face-to-Face Interactions

There’s no denying that there’s a number of new and novel ways for people to interact and communicate using technology. However, when it comes to communicating in the workplace, no technical tools are as effective as good old-fashioned face-to-face interaction with employees.

As efficient as texts and emails can be, their impersonal nature does little to strengthen working relationships the way that real-time, face-to-face communication can.

In addition, when managers take extra time and effort to talk face-to-face with employees, the employees tend to feel more valued and respected by the company, which in turn makes them more engaged and productive.

2) Promote Openness and Inclusion

Nothing motivates an employee more than feeling that what they do has a direct benefit to the company. Being open and inclusive with employees with respect to corporate objectives gives them a better understanding of the big picture and the role they play in moving the company forward.

The key is to communicate regularly, as this promotes engagement by keeping employees updated on how their efforts are contributing to the achievement of corporate goals.

3) Exchange Opinions and Ideas 

Along with feeling appreciated for their work, employees like to feel that their ideas and opinions matter. Companies where management solicits and listens to employee feedback—without employees fearing retaliation for negative comments—are making wise use of a valuable communication tool.

Comments made anonymously through surveys and suggestion boxes are also effective in making employees feel that they have a real voice in how things are done.

4) Break Down Walls 

By definition, there will always be walls between employees and management. More often than not, these walls can become real barriers to communication by making management appear more isolated from employees than may actually be the case.

Therefore, a vital role of management is to break down these walls so that employees can feel comfortable about approaching them with any issues or ideas they might have.

5) Action-Based Communication

Few things can stifle communication more in the workplace than management that fails to take action with respect to employee feedback. Employees who feel that their comments are falling on deaf ears will soon stop trying to communicate, because what’s the point?

This can lead to a drop in morale and productivity, which could potentially spread throughout the workplace like a virus.

Managers wishing to maintain a workplace of frequent and open communication need to act on what they hear—or soon they won’t be hearing anything.

6) Express Employee Appreciation

While many of the above communication techniques can help employees feel more appreciated, nothing takes the place of managers directly communicating employee appreciation for a job well done.

Open and ongoing communication in the workplace helps to ensure that, when the time for recognition comes, employees will be rewarded in personal, relevant and meaningful ways.


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Robert Cordray

Robert Cordray is a freelance writer with over 20 years of business experience
He does the occasional business consult to help increase employee morale
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Edited by Valentina Hoyos

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On Leadership, Communication and Your Email Address


If you make a list of your pet peeves about work, I bet high on the list are, being kept in the dark, being patronised, and being misinformed.

Contrary to this type of workplace environment, healthy and successful organisations communicate as transparently as they can and keep secrets only as long as is absolutely necessary.

Great delivery also depends upon great communication, which should start at the top.” ~ Sir Richard Branson

Misunderstanding Communication

Talk to many leaders about communication and they think about, “how can I get my message out to the staff?” This is a symptom of how they perceive their relationship with their followers. They are in charge, they’re paid the big bucks to create the vision and strategy and they make all the important decisions.

Consequently they see communication as top-down delivery of their important information which should be understood and acted on in proscribed ways. This “information” is generally perceived by the recipient as poorly cloaked instruction and coercion intended to drive the company’s agenda.

In doing this leaders miss the purpose and full power of authentically open integrated communication entirely.

A Two-Way Street

Communication is at its simplest a two-way interaction but more often than not (and often unintentionally) is multi-directional.

On the one hand, your response to a message from your boss might be restricted to your own thoughts. On the other, you discuss the matter with a colleague who in turn talks to another and so on, with the inevitable distortion created by the rumour mill.

As is the case with the physical conservation of energy, human communications can never be destroyed, they are simply converted into other forms of communication often with unforeseen, unwanted and uncontrollable consequences.

Transparent Communication

Victor S. Sohmen (Drexel University) clearly explains the fundamental role of transparent communication in his paper “Leadership and Teamwork: Two Sides of the Same Coin” in the Journal of IT and Economic Development.

Ask yourself this:

  • If all communications are multidimensional, are never truly secret and you can never learn less from them, why not take full advantage of its power for good?
  • Why not give out your e-mail address to everyone and invite them to use it?

Create equally powerful multiple well-integrated lines of communication bottom to top as well as top to bottom in your organisation. The rest is about building flexible yet robust systems to manage information flow and integration.

Open Authentic Communication

In an excellent article “Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction”, Yafang Tsai clearly describes the fundamental foundation of open authentic communication to building high performing organisational cultures.

Imagine a scenario where the brother of someone who cleans the toilets knows someone who is the father of a genius kid who has recently invented a new widget which could revolutionise your business. If you always excluded that cleaner from contributing their ideas they’ll cease to bother and you will lose out. If that sort of communication disconnect is a cultural norm in your organisation, then you are in trouble.

“The most important thing in communication is hearing what isn’t said.” ~ Peter Drucker

Best-Centered Communication

I am convinced most leaders are well-meaning and attempt to improve communication, but their efforts are generally self-centered and inevitably come across as patronising and back fire disappointingly. A good rule of thumb is to “ask” twice as many times as you “tell”.

As Vincent van Gogh said, “It is the little emotions that are the great captains of our lives.”

If we know that day-to-day we’re really heard, truthfully informed and treated as adults we feel valued, are more internally motivated and are much more likely to identify with our place of work and go that extra mile for the team.

Too many organisations feel that incentives will drive staff to behave like the 300 Spartans who laid down their lives at the battle of Thermopylae in an attempt to drive back invading Persians; THEY WON’T! But if they feel they can influence the future of their organisations THEY JUST MIGHT!

Closing Thoughts

Ask yourself these questions today:

  • Do you feel communicating with staff is a chore or a key element of business?
  • Did you communicate to your staff today? If your answer is “no”, why didn’t you?
  • What information did you send out today, to what extent might it be viewed by the recipient as patronising, opaque or misleading?
  • What open questions did you ask your staff?
  • Who has your e-mail and phone number; why them?

Make a brief cost/benefit analysis if you opened up your lines of communication.

A really good place to find your voice is “Leading Out Loud: A Guide for Engaging Others in Creating the Future by Terry Pearce.


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 Gary Coulton

Dr Gary R Coulton is CEO of Adaptive Intelligence Consulting Limited
He empowers leaders to release their Adaptive Intelligence
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5 Ways to Build Organizational Strength in Risk-Taking Arena

Time for Change

Because business, technology, and economics have changed so drastically, today’s leaders and organizations need to provide for stability during times of chaos.

They need to excel at the implementation of change in shifting work environments. And they need to provide tenacity of purpose that offers surety and clarity in times of uncertainty.

Unfortunately, these practices aren’t in the average organization’s arsenal.

For many, it feels like they are moving through white water, experiencing significant paradigm shifts, leading at the edge, operating in chaos and dealing with ever-increasing amounts of complexity.  We’re living the headlines, book titles, and dire warnings we’ve heard over the past decade.

The Key: Increase Your Risk-Taking Capacity

It’s going to take courageous leadership to make these necessary changes happen.  And, it’s not going to be an easy journey based on the results of this year’s Mindful Leadership Practices Survey.

Risk-taking is not the forte of the average organization.

Over 21% of respondents believed the following behaviors were rarely or never demonstrated in their organizations:

  • We are risk takers.
  • We confront each other, obstacles and “undiscussables” in order to unlock progress.
  • We excel at helping tap their hidden talents and potential.
  • We take gutsy steps that make a difference.

Deep fundamental change of our organizational and leadership practices is going to take a whole lot of risk.

What Got Us Here…

Won’t get us to tomorrow.

  • Our organizational and leadership practices need to change.
  • They don’t need massaged.
  • They don’t need tweaked.
  • They need to experience a shift as significant as the business world in which we operate has experienced.

It’s Robert Quinn’s Deep Change  concept applied to organizations.

5 Ways to Build Your Risk-Taking Arena

Here are five things you can do to help build organizational strength in the risk taking arena.

1) Learn from those who take risks (even if the outcomes aren’t always perfect).  Invite them in to speak to the organization, hold a video conference, or host panel discussions to learn about:

  • How they view challenges
  • How they determine what they should do
  • What they think about as they push boundaries
  • What they do when things don’t look promising, etc.

2) Help people baby-step their way into increased confidence and skill in the risk arena.  Most big risk takers learned their way there by taking earlier and smaller risks.  Ask people to find:

  • One innovative method a year that makes a difference
  • One practice that they would recommend be dropped
  • One wacky idea that if implemented could make a significant difference

3) Ask yourself (or the greater organization) what may be preventing you from supporting innovative approaches that are controversial.  Listen, really listen.  Then, take a couple of gutsy steps that would truly make a difference.

4) Publicly recognize and reinforce risk-taking efforts – both those that are successful and those that are less than fully successful. Point out that there is always learning that can contribute to future success.

5) Foster an environment of experimentation. What needs to happen to unseat the need to be perfect before moving forward, the need to research before taking action, and/or the need to nitpick an idea before experimenting?

One of the greatest inhibitors to success is the fear that a new idea, approach, or technique will not be perfect.  It won’t.

Collectively, we need all the help we can get. What other advice would you suggest?


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Rosaria Hawkins

Rosaria (Ria) Hawkins, PhDis President of Take Charge Consultants
She helps organizations build mindful strategies to ensure long-term success
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Engaging Adult Learners: Avoiding the Rabbit Hole

Rabbit Hole Learning

What comes to mind when you think about designing coursework and presenting the staff development content to a group you’ve never met? 

Perhaps is it nervousness? Dread? Excitement?

Designing for Adults

It can be a challenge to design learning sessions for adults whom you don’t know personally. I’ve experienced the good and the bad when it comes to presenting. Facilitators, trainers and instructors can face a myriad of challenges that can make them wonder if they are truly being effective.

And not all of the post-training survey questionnaires (aka “smile sheets”) really provide the kind of honest feedback needed for course or delivery improvement.

So what is the best way to configure and design the most effective course content for adult learners? Well, a lot of answers pertain, but probably the most important one is participant engagement.

5 Ways to Engage Adult Learners

Here are five ideas that have helped me engage a crowd:

1) Backward Planning

Decide what it is you want the audience to know, understand, and be able to do at the end of the training. Be very specific with this. Then plan the training so as to maximize time and achieve the goals.

Show others you value their time by not wasting it on unnecessary tasks that don’t lead to a greater and deeper understanding of the topic or training. Comedians are not the only ones who face “tough crowds.”

Don’t be a time waster! Instead, be a bucket filler!

2) Have a Hook

In his book “Teach Like A Pirate,”  Dave Burgess emphasizes the importance of capturing a student’s attention with a hook. The same technique is important (and just as effective) when working with adult learners.

The first few minutes of any training determine whether or not you will draw them in-or have them thinking of what to fix for dinner instead. I have used funny videos that relate to the topic, pictures, and even storytelling.

What matters here is that your choice is relevant, brief, and motivating.

For example, recently I delivered a training on progress monitoring and examining data. Not very exciting stuff.  So I used storytelling  to pique interest. I started the session off with this:

“For the next few minutes, I want you to imagine progress monitoring in a way you never have before. Imagine it as a map. A map you will develop and use on your journey toward maximizing student progress.”

My audience was quietly listening and immediately intrigued by this. They wanted to hear the rest of the story. They wanted to become a part of the story.


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3) Respect Learning Styles

Students are not the only ones who fail to flourish with the “sage on the stage” type of instruction. Engage your audience using activities that draw upon multiple intelligences.

  • If you present with slides, make sure the have limited wording on them…maybe even only an image. The audience will remember what you have said by having an image to which they can relate the thought. There is no need to include every word you are saying on your slides.
  • For every ten minutes you talk, allow an equal opportunity for participants to engage in dialogue with those around them and with the larger group. Be comfortable in the role of “facilitator.”  This is easy to say and most would agree, but often times we fail to do this. Whether due to nerves or time constraints, this seems to be an area we want to cut corners on. Don’t do that.

4) Establish Importance

Nothing helps motivate learners more than seeing a real connection between what is being learned and their own lives. Better still if you can share personal testimony on how you have experienced it.

The National Criminal Justice Reference Center writes this:

“A key principle in adult learning is that the ultimate educator needs to develop an appeal, a “need to know” in the learners—to make a case for the value in their life performance of learning what is offered. At a minimum, this case should be made through testimony from the experience of the instructor.”

5) The Closing

Just as we embrace the importance of the closing in our lessons in class, we must also give this consideration when working with adults.

Allow plenty of time for your participants to ask questions, share insights, and debrief with others.

I often encourage people to use social media both during and at the end of the session to share out their own takeaways. This builds ownership and solidifies the learning while allowing you an opportunity to address any lingering questions.

Include a way to further the conversations after the session ends. You may consider using Today’s Meet, your website, or another back-channeling tool. The learning shouldn’t stop at the end of your session.

Focusing on these five simple areas has helped me tremendously in engaging a group and leaving them inspired and informed…and also avoid many rabbit holes along the way.

What strategies have you found particularly effective when delivering adult training? I’d love to connect and share ideas!


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Traci Logue

Traci Logue is an educator at Northwest ISD
She has twice been named Teacher of the Year
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On Leadership and Knowing the Importance of Importance


Who is the most important person in your organization? Is it the Chairman of the Board, the CEO, a Senior Vice President, or someone else?

But more importantly, why is this question so extremely important?

Knowing the Importance of Importance

When I was doing my doctoral work, I took a course on leadership that required me to interview several leaders in my community and then write a paper about what I learned.

This assignment was one of the most memorable and educational experiences of all 18 years of my formal schooling.

One of the people I interviewed was Stirling Pack, Jr., PhD, of Cypress, Texas.  Pack is a former Senior Vice President of a major energy corporation in Houston, Texas.  In the course of interviewing Stirling, he shared a story that deeply resonated with me – a story I have shared many times with audiences for which I have done leadership and management training.

Real-Life Impact

The story went like this…

Shortly before Stirling retired, a man entered his office to present him with a gift.  The man said: “Stirling, you were the only corporate officer who ever treated me like a human being.  I appreciate it, and upon your retirement, want you to have this gift as a token of appreciation.” After presenting his gift – a bronze Bear and Bull statue by I. J. Bonheur – he turned around and walked out.

Stirling expressed to me his surprise at this unexpected and expensive gift, and explained to me that he was having difficulty recalling the name of this man.  After thinking about it for a while, he remembered that it was “Nick,” one of the graphic artist technicians, “one of the tech guys,” who had assisted him in setting up his audio/visual equipment for some of his executive presentations; that was the only association he had ever had with the man.

Stirling did not tell me what he had said or done to make such an impression on Nick to make him feel so valued.  I doubt he remembered himself.  What matters is that he did make him feel important and valued, and it left an indelible impression on the man to be treated with the kindness, respect, and dignity that Stirling showed him.


Senior Vice President or not, millionaire or not, frequent flier on corporate jets or not, Stirling understood the vital truth that no one is a “just-a…”

You know what I mean…

  •  just-a tech guy
  •  just-a receptionist
  • just-a custodian

Every person in an organization has an important role to play.  No one is a second-class citizen in the organizational body, which represents an interdependent ecosystem where the hand is no greater than the foot, nor is the head any more important than the heart.

This Little Piggy

But, you may say, “I’m just a toe in my organization.  There are ten of us, and nothing would change if they did away with me.” Makes sense, doesn’t it?  You could spare a toe, couldn’t you? I mean, it is true that you do have 10 of them.

Did you know that the loss of a single toe affects the balance of the entire body?  While you may be able to balance sufficiently to get around with the loss of a toe or two, you may never be the same again, and the difference will be felt.

Great leaders understand that no one is a “just-a.”

Great leaders recognize, as the great poet Longfellow penned in his poem, The Builders:

Nothing useless is, or low;

Each thing in its place is best;

And what seems but idle show

Strengthens and supports the rest.

Human Being or Human Resource?

No matter how high you rise in the organizational hierarchy, remember the example of Stirling Pack, Jr., PhD, and never forget that no one is a “just-a.”  Truly GREAT leaders are the ones who recognize and remember this – no matter how high they rise.

  • When was the last time a supervisor or colleague treated you like a mere “resource” instead of a human being?
  • When was the last time you treated someone else like a mere “resource” instead of a human being?

While you cannot automatically change your supervisors and colleagues, you can make an automatic change in yourself.  What will you do beginning today to re-humanize your personal interactions at work and at home?


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Jordan Jensen, Ed.D.

Dr. Jordan R. Jensen is CEO of Freedom Focused, LLC
He is Originator of Self-Action Leadership, Seminar Facilitator & Keynote Speaker
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Your Leadership Toolkit: The Top 3 Leadership Qualities

Leadership Toolkit

Most leaders possess a number of great qualities that make them an effective leader. They keep and use tools like communication skills, honesty,  attitude, sense of ownership, ability to delegate, and mentoring their people in their ‘leadership tool-kit.’

They also have the innate ability to use and trust their instincts.

Using the Right Tools

Leaders demonstrate these qualities right from managing daily transactions to making strategic decisions. But the effectiveness of using these qualities is actually tested when the chips are down and things are not going well.

In reflecting on how to improve your own leadership results, you have to ask yourself this practical question:

How rich is your tool-kit and how effectively you are using it?

Top 3 Leadership Qualities

In a recent get together with some of my friends from the corporate world, we talked about the qualities that are more important than others especially when wind is not in your favor.

We did the postmortem of some of our experiences from different organizations & zeroed in on:

  • Honesty
  • Communication
  • Ability to Inspire

as our top three recommendations.

To get these results, we did two case studies to help us reveal what are the top 3 qualities for leaders to have and use in their leadership toolkit.

2 Case Studies

Case 1:

There was a case when the business owner was asked to cut down the cost of operations drastically. There were known inefficiencies in the business unit for a long time but the middle and junior management layer always resisted any change because that unit was growing faster and was more profitable than others.

In this case, business owner along with his next level conducted open house sessions for larger set of people across locations and shared real data about inefficiencies and compared it with better performing organizations. He communicated very clearly:

  • with the authentic data (that was never shared with junior management layer before) because he wanted to be transparent with the people who would actually own the change.
  • to emphasize that competition is not with our peers in the organization but we want to be best in our business domain. This inspired the team.
  • that organization needs higher margins to invest in new areas which would create more positions for some of the people to grow faster.

Business unit started seeing positive results within first three months and became a very efficient unit within a year.

Case 2:

Business owner had created two new senior leadership positions to focus on strategic customers and targeting new areas for growth. She had also assessed and finalized two well known leaders from the market who had agreed to join her.

Just then a hiring freeze was imposed by senior management. Since she had made good relationship with the candidates during the selection process and had convinced them about her plan, it was very difficult for her to say no to these guys. HR person suggested that he will own the problem and would inform candidates that they are not fitting into the roles.

  • Instead she chose to communicate directly with candidates and briefed them about the change in organization’s priority and mentioned that she liked them very much for the respective roles. Also told them that she would be in touch and would get them on board as soon she has the approval.
  • In parallel, she reverted to senior management with the critical need “to manage strategic customers” and asked for exception approval to hire the selected guy. She agreed on delaying the hiring for “new areas for growth” position but mentioned that she would hire the selected guy (if he is available) whenever she is allowed to hire.
  • She got approval for first position immediately and made the guy join.
  • Other guy was offered the role after about a year and he accepted the offer happily.

Incidentally I know the second guy quite well and asked him about his feelings at that time when he was told “no” even after getting selected and now when he has joined the organization and playing the same role.

His answer was  – “I liked the role from the time she passionately explained it to me. But what I liked more was the honest conversation this lady had with me when position had gone on hold. In fact I didn’t explore any other opportunity during those twelve months and was confident that she will offer that role to me soon”.

I’m sure there would be different opinions about some leadership qualities that are more important than others but that evening we agreed on Honesty, Communication & Ability to Inspire.


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Madan Mewari
Madan Mewari is the Global Head for Delivery and Operations of eDynamic LLC
He has a wealth of experience in Building Large & High Performance Teams
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