CEO and Business Coaching
Inheriting an existing team when you come into a new organization or business in a leadership role is a pressured situation and challenge. The first weeks and months are critical to re-shaping the organization. More communication with employees is required at the start to establish trust, rapport and importantly a united understanding of how the organization is moving forward.
Part of your responsibility as a leader is to enroll employees into your organization’s future vision. It’s a critical aspect of your leadership role, because unless you can get employees to “buy in” you’ll struggle to create a group with collective strengths to improve performance.
It’s no surprise that what we wear puts us in a certain mood or frame of mind. We’ve all felt powerful, intelligent and sexy depending on the clothing we wear.
We live in a world where communication dominates our day to day life. However, we will often hear slectively. The power of listening lies in taking an interest in what others actually have to say.
“Wisdom is the reward you get for a lifetime of listening when you’d have preferred to talk.” — Doug Larson
Today’s leaders cannot demand respect. They must alter their mindset and become more accountable, actionable and fully engaged. They must realize that their actions influence productivity. Rather than command respect, in order to create an environment of trust, loyalty and earned admiration, they should roll up their sleeves and lead by example.
A Strong Company Culture Does Not Happen By Accident. Here Are Some Ways That Managers Can Be Culture Builders
Whether your workplace is casual, creative, social or competitive, a cohesive workplace culture reinforces the way your business operates. Clearly productivity improves when an inclusive culture makes every person feel like they’re part of the team.
One of the most common analogies for organizational vision is a roadmap. The leader’s vision guides the vehicle—or the company—towards that destination, managing change along the way. Eric Basu, Forbes contributor, offers a different viewpoint: “The vision is the reason for being in the car and driving in the first place.” This statement highlights the importance of establishing vision, which is step one in my model for managing complex change. A map has many alternate routes, but the reason for being “on the road”—or in your business—remains constant. Getting at that reason often trips up an organization.
It may surprise you to know that many cognitive theorists have emphasized a strong link between what people say to themselves and their behaviour. Studies suggest that this inner dialogue can affect a person’s emotional and behavioral outcomes, bringing on anxiety and negative thoughts during a presentation, completing a project or a performance.