Leadership 2013: Resolve to Increase Employee Engagement

Posted on January 13, 2013 by Melissa Lanier

Bored Employee

Hey Leaders: Imagine a brand new team providing excellent results for your initiatives. Imagine high productivity, increased production, and sky-high loyalty.

Is this something that you would like to work with 2013?

Your Brand New 2013 Team

Well if this is what you are looking for in 2013, then I have some new recruits for your team.

How would you like to lead people who:

  • Generate new ideas
  • Show up enthusiastic about work
  • Take initiative
  • Solve problems
  • Consistently exceed expectations

Sound too good to be true?  Wondering where you can sign up? Asking “How do I get some of that!?!?“

Finding Your Players

This isn’t a whole new team.  These are the people you already have – engaged in their work at your organization.  There are quantifiable benefits to creating a work environment where people are highly engaged.

According to the Towers Watson 2012 Global Workforce Study:

  • 6.5 Fewer Days Absent

An average of 7.6 days lost per year for employees with high engagement vs. 14.1 days lost per year for the disengaged.

  • 41% Lower Retention Risk

Only 17% of employees with high engagement are high retention risk compared to 58% of disengaged employees.

  • 3x Operating Margins

High sustainable engagement companies’ operating margins are 3x higher than those with the lowest levels of engagement.

Who Build These Teams?

So who is responsible for building these newly dedicated and engaged teams?

  • Immediate managers hold the key to engaging their teams.
  • HR certainly plays a role in developing great employee benefits.
  • Corporate communication can also help out with timely messages about the direction of the business.
  • And even the CEO can boost engagement with a clear organizational vision.

But my experience in organizations has proven time and time again that it is the manager who makes or breaks the engagement for their team.

If you don’t trust your boss, you’re not likely to stick around for the outstanding dental plan.

The Manager’s Role

What can you do engage the people on your team?  Since we’ve just started 2013, I’d like to suggest 10 resolutions – each one can help up the engagement level on your team:

  1. Demonstrate a sincere interest in the individual well-being of the people on your team
  2. Show trust and confidence in the job being done
  3. Explain how the work your team does contributes to the goals of the organization
  4. Manage stress levels at work
  5. Create flexible work arrangements
  6. Staff to do the job “right”
  7. Encourage new ideas
  8. Initiate effective career development conversations
  9. DWYSYWD – do what you say you will do
  10. Keep your-self engaged

Is your team ready to take on the challenges of 2013?  Are you engaged and motivated?  What are you doing to increase employee engagement? I would love to hear your thoughts!

**********

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———————–
Melissa Lanier

Melissa Lanier leads Global Talent Management for an S&P SmallCap 600 Firm
She is driven to build High Performing Cultures Aligned to Strategy
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On Leadership and The Force of Connection

Posted on January 9, 2013 by Alan Mikolaj

Connect With People

“If knowledge traps are the cholesterol of organizations, then the force of connection that fosters relationship excellence is the statin drug that breaks up knowledge traps, restores knowledge flow, and keeps the environment healthy.” ~ Michael Lee Stallard

An Eye-Opening Story

There’s a story about a manager who bumped into one of her former employees in the grocery store. The former employee gave her the cold shoulder.

“What’s the matter, Phyllis? We used to get along so well when you worked for me!” the manager asked quite puzzled.

“Well, to be quite frank, I was only nice because I worked for you. I’ve never liked you. You’re a conceited, power-hungry, hypocrite who never listens to what anyone else has to say! And now that I don’t work for you anymore, I don’t have to be nice!” the former employee exclaimed as she stormed off.

Relationship Excellence

“What does relationship excellence have to do with employee engagement? Plenty!

And depending on where you lead, the term employee engagement may be substituted with other terms.

  • If you teach, you might call it school spirit or classroom morale.
  • In the military it is called esprit de corps.
  • If you lead in a church, you might call it fellowship.
  • In your personal relationships, it may be what I call your state of being.

No matter what term works for where you lead, employee engagement is not about some New Age, feel-good fad.

Employee engagement and the force of connection

In fact, research has closely tied employee engagement to our innate need to connect and belong as a species – relationship excellence or the force of connection. In a recent Webinar, Most Admired Companies: Boosting Employee Engagement, experts Mark and Bonita Thompson presented some interesting findings from a survey they conducted of over one-thousand employees.

They teased out the engaged employees from the sample – the kind of employees we wish all of ours were – and wanted to know what these ‘best’ employees were looking for in a leader.  Of the eight most admired traits, seven of them were relationship-oriented (indicated with *).

Getting Engaged

8 traits engaged workers want from their leaders:

  • Ambitious and Hardworking
  • Cooperative*
  • Supportive and Helpful*
  • Honest*
  • Straight-forward and Clear*
  • “Family” team-focused*
  • Loyal*
  • Fun-loving and Playful about the work*

Build Relationships

The well-respected 2011 BlessingWhite report made four recommendations to managers to foster employee engagement.  One of them was to build relationships.  They wrote, “The more employees feel they know their managers as people, the more engaged they’re likely to be.”

In a 2002 review of the Gallup studies on employee engagement, it was interesting to find that seven of the twelve items defining and measuring employee engagement were directly tied to relationships.

Connecting with others, especially the boss, correlated to lower turnover, higher customer satisfaction, and increased productivity and profits.

Force of Connection

7 employee engagement items that use the force of connection:

  • Opportunities to do what I do best
  • Recognition and Praise
  • Cares about me
  • Encourages Development
  • Opinions count
  • Committed
  • Opportunities to Learn and Grow

“Please allow me to point out again that these were all correlated to lower turnover, higher customer satisfaction, and increased productivity and profits.

The force of connection – our relationship excellence – not only makes sense from a psychological and spiritual perspective, but from a business one, as well.

Effects of Stress on Employee Engagement

In his recent L2L post, Leaders: 4 Ways to Improve Your Ability to Learn, Denis McLaughlin revealed how stress impacts our ability to learn.

Stress can also have a severe impact on your employee’s engagement.

Michael Stallard points out in the Spring 2012 edition of Training Industry Quarterly that neuroscientific research has established that as stress rises; cortisol levels rise. When cortisol levels rise, people tend to behave in reactionary or rash ways.

They simply don’t think clearly and rely on ‘fight or flight’ responses to protect themselves.If relationships with the boss or fellow workers are causing stress, employees will be less productive and less engaged with their work.

In an excellent connection between criticism, stress, and employee engagement, Gary Cohen wrote in his latest L2L post:

“More often, it leads to worse performance, motivation, and engagement.”

However, when stress levels are lower, so too are cortisol levels. When cortisol levels are lower, people tend to stay calm, rational, and think more clearly.

Use the Force of Connection

The feeling of being connected to those around us – of being part of a safe and meaningful team led by a boss with relationship excellence – boosts dopamine, serotonin, and oxytocin levels.

This helps make team members feel more

  • Energized
  • Confident
  • Trusting
  • Engaged
  • Connected

These types of employees are 20% more productive than the average employee is and are healthier and actually live longer!

When relationships flourish and are healthy at work, everybody wins.

People want to give their best effort and become more loyal and productive, turnover drops, customer satisfaction rises, and profits increase! When we feel needed, do fulfilling and meaningful work, and have a great relationship with our boss (teacher, choir leader, coach, etc.), we love our work – and this is true for those we lead, too!

“Take time every day to use the force of connection!”

How do you foster relationship excellence for yourself?  For your direct reports and team? How do you foster employee engagement? What techniques or strategies can you share?

**********

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Learn, Grow & Develop Other Leaders™

——————–
Alan Mikolaj
Alan Mikolaj is Author and Lecturer at A Travel Guide to Leadership Training
He helps clients become happier, more successful, and to become the better leaders
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Hearts and Minds: The Key to Employee Engagement

Posted on September 17, 2012 by Al Gonzalez

Hearts and Minds

When I was Director of Publications & Marketing at Cornell, my staff and I would focus on developing stories that would trigger an emotional reaction before diving into any subject matter that would request anything from our audiences.

Whether we were helping our partners in the educational development department reach their fundraising goals, or partnering with HR and Admissions to recruit the best talent, this was a defining part of our role as strategic communicators.

Through years of research, we knew that the key to motivating any action from target audience members was first to stir their emotions, and then to challenge their intellect.

We had a name for this strategy: “Hearts and Minds”

Crucial Conversations

As a leadership consultant, I find that the same strategy applies to engaging staff members. Managers must communicate with staff as a critically important target audience.  Just like marketing professionals must engage their target audience to prompt the desired outcome, managers need to engage their staff in order to motivate them and maximize their performance.

Marketing professionals learn about the needs of their target audiences by asking questions about them.

As managers, leaders can do the same to understand what matters to their critically important audience: their employees.  Below is a series of specific questions managers can ask to understand the needs of their staff members.

Question #1

Are they afraid?

A lesson I learned as a competitive tennis player was not being afraid to lose.  Whenever that fear manifested, I would tense up and my game would suffer.  The best approach was to relax and enjoy the game.

Good follow-up questions to this one include:

  • Are your employees relaxed?
  • Do they enjoy their work?
  • Have you asked?

Chances are that there are factors or dynamics that affect the staff’s feeling of safety.  These factors can include collaborating with a difficult customer or colleague, possible layoffs, or simply talking to the boss.

As (strategic) communicators, managers need to know what is causing fear and plan their future communications to address these issues, whatever they are.

It is very difficult for anyone to reach our hearts when we are afraid.

Question #2

What’s the team culture?

A big factor that can affect our sense of safety is the team culture.

Here are some related questions:

  • Is the culture one of respect for others?
  • Do staff members feel confident and are willing to take risks?
  • Is the culture better defined by the opposite of the above characteristics?

If you want to get even more specific, you might also ask the following:

  • Does the “big boss” respect people’s time, or will she/he call people in at anytime without regard to what they are working on?
  • Are meetings organized?  Do managers listen, or do they interrupt before staff can finish a sentence?
  • Is it ok to make mistakes, or are people silently punished when they make one?

To get from our hearts to our minds, leaders need to establish a culture where staff members feel respected and organized.  Listening and understanding must be valued highly.  Also, staff should trust in others when they make mistakes.  This is the kind of culture where people want to work.

Question #3

Are people using their strengths?

When I started using the book Now Discover Your Strengths by Buckingham and Clifton, a consultant asked this:

“Are your employees using their strengths?”

My answer was an arrogant:

“OF COURSE!”

I then explained:

“Designers are doing design, developers are writing code, and my project managers are managing projects!  What kind of stupid question is that?! “

On Arrogance and Ignorance

As usual, my arrogance was a sign of my ignorance.

I had no idea what “playing to someone’s strengths” meant.  As I learned shortly thereafter, in order to play to our staff’s strengths, we have to identify them!

Of course, I had never done that.  Like so many managers, I would focus on weaknesses and all performance plans were based on addressing weaknesses!  For example, I was terrible with numbers and spreadsheets, so I made myself work on budgets and went to training on Excel.

I hated it!!!

Focus on Strengths, Not Weaknesses

To engage staff, we must enable organizations where staff can be their best!  Focusing on  weaknesses until they become strengths is a myth.  Identifying and maximizing our strengths is the surest way to become the best at what we do. This may take some work but the good news is that there is an already established methodology.

Managers don’t have to invent this on their own.

By focusing on strengths, in a safe and organized culture, leaders can then work on inspiring their staff.  Without safety, respect and strengths, inspiration is very difficult.

Below is a basic table managers can use to plan communications and target specific challenges that prevent employee engagement.

Target Audience: Staff Members

Chart - Al Gonzalez 468

See Links: Process for engaging staff during layoffs &  Strengths Dashboard

Costly Disengagement

As you may know, disengaged employees are costing our economy billions of dollars in lost productivity.
Gallup surveys show that the vast majority of workers are disengaged, with an estimated 23 million “actively disengaged.”
The cost to the U.S. economy has been pegged at over $300 billion annually.  This epidemic is something our leaders need to address quickly.

My strong advice: start by reaching the hearts and minds of your staff.

**********

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——————–
Al Gonzalez is Founding Partner at GIVE Leadership
He helps clients develop trust and leverage the strengths of all team members
Email | LinkedIn |  Twitter | Web

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6 Reasons Leaders Don’t Fire Employees and Should!

Posted on September 6, 2012 by Gary B. Cohen

Scared Boss

So leader, are you a scaredy cat when it comes to firing employees? Or do you suffer from potential fear, regret, anxiety, or “analysis paralysis” when you have to let someone go?

If so, you are not alone!

But these (an many other) reasons so not let you off the hook of responsibility when it comes to your role in keeping your team working best and most efficiently. The sad truth in being a boss is that you will have to let people go.

Sometimes it is for performance, and other times is it because of downsizing. But this is still part of your job.

And although having people around who shouldn’t be there is bad enough, many leaders exacerbate the problem by not firing them.

So what’s a leader to do?

Here are 5 reason, no six, reasons why leaders don’t fire their employees and why they should.

6 Reasons Leaders Don’t Fire Employees and Should!

No. 1 – You see yourself as nice.

When someone is not performing, it is either because they are not motivated to perform or they do not have the requisite skills. If you’ve tried a variety of motivational strategies and have offered skills training, and yet you still haven’t seen significant progress, you and the employee are better off parting ways.

Firing may not seem “nice” in the short-term, but it’s actually the kindest thing you can do for struggling employees in the long-term; the sooner they’re fired, the sooner they can move on to jobs where they have a better chance to succeed.

Don’t let your self-image get in the way of doing what’s right.

No. 2 – You will have to do their job while you find a replacement.

Sometimes a replacement can’t be found within the organization. Sometimes the only one suitable for doing the job is you, the leader. The search for a replacement may take a while, which makes it even harder for you to swallow the idea of doing your job and another one.

Delaying firing is understandable, but not prudent.

Leaving a poorly performing employee in place not only delays the problem, it can amplify it. There is no telling how much of a drain this employee will place on morale and how much your leadership will be questioned–due to your tolerance of bad behavior or poor results.

No. 3 – You feel like you have not given the employee enough time.

You wake up every day competing with another company or someone wanting to get your job. Customers don’t want excuses; they want the best service available ASAP. Time isn’t a luxury you can afford.

If the deadline for improved performance has passed for this employee, start looking for a replacement.

Don’t keep restarting the clock.

No. 4 – They have been with the company for so long.

Loyalty is important to an organization’s stability and sustainability. All the accumulated knowledge and wisdom held in your employees’ minds helps you avoid past mistakes, maintain group identity, and support each other through ups and downs.

Loyalty, though, is a two-way street. Is it loyal for an employee to decrease output, engagement, alignment, and accountability, or fail to develop new skills? Both parties need to have each others’ backs.

Prolonged let-ups and let-downs are signs that the relationship has run its course.

No. 5 – You make the employee more important than your vision and mission.

As a leader, you are required to put the organization’s vision and mission ahead of any single employee, including yourself, while being true to your values and the organization’s.

Don’t let one employee deter or prevent the organization from fulfilling its vision and mission.

No. 6 – You think the remaining team members will dislike you.

Leaders often worry about the effect firing one employee will have on the rest of the team. They worry about being disliked. They worry about employees being angry or dispirited to the point where it decreases performance. They might worry about key members protesting or leaving.

Usually, though, if the fired employee was dragging the team down (and creating additional work for other team members), the team may miss the person, but they will celebrate your decision.

You will likely see the level of productivity go up,  not down, when everyone is pulling their own weight.

**********

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——————–
Gary B. Cohen
Gary Cohen is Author, Speaker (on leadership) & Executive Coach at CO2 Partners
He serves clients with executive coaching and leadership coaching services
Email | LinkedIn | Facebook | Twitter | Web | Blog

Image Sources: DK Photography

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Meeting Management – These 30 Rules Work Magic

Regrettable Leadership

Escape Velocity

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Leaders: Who’s Managing Your Social Media?

Posted on May 14, 2012 by C.K. Brechin

Tweet

Companies invest millions of dollars a year on their brand, whether they realize it or not.

Everything a company does – from how they engage their customers, to how they recruit employees and how they market their products — are all rolled up in a corporate brand and contribute to people’s perceptions of that brand.

But one aspect many companies simply fail to acknowledge as a significant part of their investment is.

This simple fact has two big word: social media.

What’s in a Word?

With the advent of social media, the value of “word of mouth” has gone up exponentially. That 1970s Faberge commercial that follows along the lines of, “I’ll tell two friends and they’ll tell two friends” has shifted at a pace comparable to Moore’s law and the progress being made with processing power.

In a recent Nielson Social Media Report (October 2011) it was found that 60 percent of social media users create reviews of products and services, and that consumer created reviews/ratings are the preferred source for information about product/service, price and product quality.

In addition, the report also found that 70 percent of social media users make online purchases, 12 percent more than other online users do.

The case in point is that your customers are out there talking about you. And they are doing it now.

They are either positively or negatively influencing others’ purchasing decisions regarding your product or service.

So Where’s the Training? 

A recent survey of HR professionals by the Society of Human Resources Management found that 68 percent of organizations have employees who use social media to reach external audiences, including potential customers and employees. That same survey (Social Media in the Workplace) also found that only 27 percent of employers provide social-media training to their employees. (Only 27 percent!!)

A company’s online brand must be responsive, authentic, and innovative in order to maintain both existing “fans” while also attracting new “fans.”

Due to the fast pace of change in the social media arena, companies must think ahead and create a plan that can evolve with the market.

Enhancing your Business and Brand

The beauty of social media is that you can use and tailor it to your needs. This flexibility gives you quite a bit of freedom when using the various avenues available to you to support and build your brand and business. However, you need to be doing a few key things to be utilizing it to its full potential.

It is important that you learn how to correctly use social media so that you don’t let it manage your brand; You need to manage your social media to enhance your brand.

Questions for Leaders

With that, we suggest you ask yourself the following questions concerning your enterprise:

  1. Do you have a social media policy for employees that represent your brand?
  2. Do you allow your employees to add your organization to their LinkedIn, Facebook or Twitter accounts? (Why or why not?)
  3. Have you, as an organization (or as an individual) offered or received training on the importance of social media and the positive and or negatives it may have on you or your organization? (Many companies have an employee termination clause in contracts around disparaging or inappropriate use of social media. Then again, many don’t.)
  4. Do you use social media for “brand-building?”
  5. What, if any, analytics do you track?

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———————–
Kim Brechin is Principal at Look-Solutions
She manages & leads high performance teams within competitive markets
Email | LinkedIn | Facebook | Twitter | Blog | Web | 503-869-3304

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6 Steps to Sustainable Leadership: Maintaining Harmony

Posted on April 17, 2012 by Al Gonzalez

Office Conflict

We all play a role in conflict development. And supervisors need to help all team members understand how conflict develops and what we can do to manage it.   

This is critical to enabling the team’s ability to maintain harmony, maximize its strengths and consistently exceed expectations.

On Leadership and Self-Deception

The most influential book I have read on this topic is Leadership and Self Deception from the Arbinger Institute.

The model of collusion presented in this book provides an excellent explanation of our tendency to distort others’ actions into “self-justifying” reasons for judging others.

This is happening as we see ourselves as good, hardworking, and honest.

In reality, this self-image is seldom the truth, as we often engage in negative politics and confrontations that simply hinder the teams’ ability to achieve the best results possible. T

he consequences of this can range from team members avoiding each other to full-blown HR issues requiring hours of valuable time.

This often results in less than stellar performance and a huge waste of resources.

Graphically Speaking

The graphic below does a wonderful job of illustrating how conflict usually develops

I see I do They see They do

Starting with Step #1:

Someone acts

Then in Step #2:

We “ass_u_me” that our distortion of their action is what the other person actually intended.

We then act Step #3:

In a way that actually is intended as some sort of retaliation or attack.

We then come to step #4:

Where the other person sees our retaliation or attack.

At this point, it really does not matter what their actual intent was in step #1.  By now, conflict has “locked-in” and we are “in the box.”  This is completely irrational but amazingly common.

Not-So-Rosy Glasses

Based on our tendency to distort others’ actions, we tend to see what others do in ways that maximize our frustration.

I often find that our assumptions about others’ intentions are wrong.

It is a lot harder, however, for us to give them the benefit of the doubt and drum up the courage to ask the other person’s intent.

Instead, we typically just get frustrated from someone else’s action, let that frustration grow into negative energy and allow the shadow areas of our personalities to lead us into conflict.

Authority can be a double edge sword!

Lasting Repercussions

Imagine how unfair this process can be when management distorts what staff members do in ways that affect an employee’s performance rating.

This can be one of the most damaging actions a supervisor can make.

When we are given supervisory authority over others, we have to be extremely careful to verify our assumptions as authority can enhance our need to be “right” and justified in our assumptions.

There is nothing more detrimental to staff morale than being incorrectly judged by management.

In addition to hurting employee morale, supervisors can cause an immense amount of damage if they incorrectly interpret the actions of their peers and share their distorted assumptions with their direct reports.

This often leads to issues across departments in an organization.

Acting Responsibly

Supervisors, above everyone else, must understand the damage they can cause by engaging in collusion with direct reports and their peers!  If they don’t, they can negatively affect performance in their department and across the organization.

  • What is a supervisor to do?
  • How can management ensure that distortion and assumptions are not driving their actions?

While we may not always be able to maintain harmony and completely avoid our tendency to distort others’ actions, using feedback as a strategic organizational tool can greatly improve our odds of avoiding costly assumptions in the workplace.

Implementing a feedback mechanism is the focus on my next article, “6 Steps to Superior Leadership:  The Feedback Mechanism.”

**********

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——————–
Al Gonzalez is Founding Partner at GIVE Leadership
He helps clients develop trust and leverage the strengths of all team members
Email | LinkedIn |  Twitter | Web 

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Leading Change When it Bursts Through the Doors

Posted on November 1, 2011 by Delana Mckinsley

Open Doors

Whether it is a planned or unplanned change, the disruption through a transition is often underestimated.

Are you ready for change?

4 Key Drivers 

Common to businesses are four key drivers and the organizational strategy for each one of them. Once a successful link has been made to each area, each team and individual goals are understood alongside execution and fair metrics.

Keep in mind, the sum of all the parts are the performance engine of your business.

The four key drivers to business success are:

  1. Financial
  2. Customers
  3. Internal and Operations
  4. People (any or all of HR, Learning, Talent Management, Organizational Development)

However, this framework is not free from effort or disruption. There is a catch to this perfect model.

Handling Change

This level of performance is driven by what goes on in between the lines, what is being measured, the execution of strategy.  In a steady state of business, we can navigate and flex through the ups and downs that occur in between these drivers and the shifts that need to be made to stay on the overall organizational track.

However when change bursts through the door, the drivers are kicked out of gear.

You are now driving a golf cart on a freeway through the mud and it is likely headed for one spot – the ditch.

Your business will neutralize if you do not know how to navigate through transition.

There is no special time limit on transition.  Just know that it just won’t go away with time.

It is a process that has a methodology. Another complexity is do you have the skill set to get through this. It comes down to the leadership through the storm and the management of Change. You must understand it is a skill you can acquire and not an event.

The Change event is liken to a birth announcement, but it isn’t quite so cute.

This baby is going to need a lot of attention. If you have ever raised a child or been on an airplane recently forced to observe these tiny terrors for a snippet of time -  you know it’s not an overnight thing.

Getting an Approach

Do not make the mistake of underestimating what needs to be done. The good news is, there is certainly a systematic approach to get out of the neutral zone.  What can get confusing is there is much literature surrounding the topic.

In my years of teaching about change and transformation, I like what Daryl R. Conner had to say in “Managing at the Speed of Change.”

Use these quick tips to diagnose and learn more about this and  how to out of transition.

Adapting only a snapshot from this book and many hands on experiences with businesses experiencing the underestimation toll –  here is what I took away.

  A change cycle happens.  

Phase 1 is Endings

The way things use to be is no longer. It’s over – whether we like it or not.

Phase 2 is the Neutral  Zone  or Eye of the Storm

We can’t hold onto the past even if we desperately want to because it ended. It’s over. Yet sadly, we are not yet attached to the future. This is the ugliest part of the transition.

Phase 3 is New Beginnings

We start to see the future. We move out of the neutral zone and finally as the phase is aptly named – onto the new beginning of now.

Remember the cycle.  Get back to your drivers: Financial, Customers, Internal Operations, and People.

Take the time to realign the strategy and cascade it back down to link to new goals, metrics, and the  execution will commence again.

Critical Success Factors

Finally, there are critical success factors which all need a plan.

The way things used to be is over so the old plan needs some work.

What does the future look like?

Try planning for success around these  7 Critical Success Factors.

Realign your:

  1. Vision/Mission
  2. Customer Focus
  3. Leadership
  4. Teamwork
  5. Communication
  6. Employee Commitment
  7. Sales and Service

Remember…

 Golf carts are not meant for the freeway. They will only get stuck in the mud. Dont let that happen to your business and its performance.

Have you ever had any formal training on how to manage change in your life or your business? What are the key issues facing change and the leadership in your business or organization? What would you like to see happening that isn’t? What can you do as a leader to prepare yourself, your team and or your organization for the change skill set?

**********

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——————–

Delana McKinsley - Zarokostas is a Consultant at her company, The Werkx.
She serves her clients in building organizational development and effectiveness.
Email | LinkedIn | Web | Skype: delana1973 | (403) 472 – 7779

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Filed under: Coaching Corner, Future Leadership Issues, Leadership Assessments, Leadership vs. Management, Leading & Developing Other Leaders, Leading Change, Organizational Health, Professional Development, Team Building Leadership | Tagged: , , , , , , , | 1 Comment »

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