Does your team always seem to be in emergency mode? Are you running around endlessly putting out fires and handling crises within your organization? If you answered yes to either of these questions, then you might be experiencing the epidemic of manufactured urgency that often masquerades as productivity but can lead teams astray. In a world that thrives on speed and instant results, it’s crucial to discern between authentic urgency and the deceptive allure of manufactured urgency.
You are the driver of your team’s mission and you know exactly what you want and how it should look, but how do you disperse your mission so that it permeates throughout your entire team or organization? Mission-driven leadership can extend beyond the confines of the C-Suite only if leadership is willing to look beyond its own domain. In other words, you have to get out of the office, traverse the organization, and confidently dive into the work that each department is responsible for and how that department can help the mission the company is aiming for. In a mission-driven company, there is a purpose larger than the work itself.
How can leaders identify and transform toxic team cultures? Toxic work environments are not that uncommon. As a member of many teams as an athlete, a coach, and now an entrepreneur, I can attest that sometimes we find ourselves in work environments that are not positive, communicative, collaborative, or healthy.
I have talked to many athletes of all sports and both genders, business people, top leaders, assistants, educators, medical professionals, and many more who have had to endure a toxic workplace.
What is a toxic work environment?
This past year, I traveled more than any year since COVID hit. It feels good to connect physically with people again, and not rely solely on virtual meetings. My travel has catapulted me around the country, including internationally, and it has afforded me the opportunity to meet many different people from different companies and to ask questions about mental health and teams.
For years, I have been doing an unofficial research project. I ask people, “How is work going for you?” I heard from people at all levels of organizations, from first-year employees to C-Suite executives.
What is the difference between mentorship and sponsorship, and why is it important for all levels of leadership to understand how it impacts organizational advancement between genders?(1) The answer lies in the fact that a large percentage of women are not reaching the C-Suite in their organizations. While both mentorship and sponsorship are important for employee advancement, studies show [Center for Talent Innovation study – 2019 and Felix – 2014] sponsorship is more effective in the employee ascending beyond the glass ceiling.
What happens when a longtime friend and coworker unexpectedly gets laid off? You are hit with a wave of emotions. What comes next? Are you on the chopping block as well? How should you handle your coworker? The situation? The organization?
Whether you are weeks into a job or have been loyal to the same company for years, friendships with co-workers develop at work. Relationships build as you co-exist within teams and across departments within your organization. You share stories, cross-reference issues, collectively come up with solutions to help each other, work similar hours, and experience the job with other people. You become friends in many cases.
Balancing or blending? How do you create a work-life relationship? Holidays may not be the best time to check in with work-life balance, but then again, maybe they are the perfect time. Holidays stretch our balancing act more than most other times during the year. Gifting, gathering, hosting, wrapping, snacking, baking, cooking, shopping, traveling, and church going fill up the calendar leaving little time for work. And yet, work still must be done.
The holidays end and you are so exhausted that you need another holiday, or at least a couple days off just to recoup. You have fallen behind at work and the boss has asked about some upcoming deadlines.
With job openings up, recruiting and hiring qualified individuals with the “right fit” has become more challenging. If you’re looking for solutions to your hiring needs, consider the great value disabled employees bring.
According to the August 30, 2022, U.S. Bureau of Labor Statistics, there are 11.2 million job openings nationwide. This number is up since the COVID pandemic first hit in 2021. We see “now hiring” signs popping up everywhere. With so many job openings, job seekers can be more selective and demanding.
No team, whether workplace, sports, family, or community, is void of conflict. Life is full of differing ideas, values, beliefs, and emotions. And there are countless ways to handle conflict. As we mature in life and obtain more experience with conflict, we learn different ways to handle it. Hence, managing conflict on teams is one of the hats all leaders share. Why do leaders need tips for managing conflict on teams?
When it comes to optimal team performance, strategies for preserving a safe space for discourse (i.e. “the middle ground”) is imperative. Teams who achieve great outcomes rely heavily on the middle ground conversations where ideas are shared and different opinions are welcomed. If teams have no safe space, there is no genuine growth or development in the organization or its employees.
In the last few years, there has been an increase in anger, unrest, and violence around the globe. Everyday, when you turn on the news, there is not much positive out there.
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