Many believe that a great leader is simply a person who has the ability to command a room and the charisma to influence others to rally around their message. But, those are not necessarily the attributes of a great leader. Behavioral science reveals great leadership is much more than just good speaking skills and charm. In today’s workforce, good leadership is characterized by a person’s ability to effectively connect and collaborate with people throughout various contexts of the organization. While the practice of connecting with people is not something that is natural for everyone, the ability to effectively collaborate with others is widely recognized as a critical business skill.
With the recent success of the best-selling business book Measure What Matters by John Doerr, OKRs have become a hot topic for executives trying to bridge the gap between Strategy and Execution. For years, I have set corporate goals with my executive team and have strived to execute them, sometimes with great success and sometimes not. The process of setting corporate goals and leveraging them to make meaningful progress on key organizational strategies was often subjective and sometimes difficult to measure.
Few would argue the importance of strong company culture. In fact, 94% of executives believe a distinct workplace culture is vital to a business’ success. Yet, only 12% of executives believe their companies have the right culture. Why the disconnect?
Learning and development isn’t a new concept, but it’s gained a lot of momentum recently due to a greater emphasis on collaboration and advances in tech. In fact, LinkedIn’s 2019 Workplace Learning Report calls 2019 “the breakout year for talent development.” And an article on the history of learning and development notes that the concept of learning and development as a business partner or business consultant was not even thought of 30 years ago, but is now commonplace.
Your company culture is a set of shared values and goals that unite every employee, regardless of background or department. Company culture is the personality and heartbeat of an organization. It's what sets a company apart from its competitors and ties its employees together. Your culture could also be your biggest liability if it doesn’t enhance your organizational growth. A commitment to cultivate company culture doesn’t just make your company look like a fun place to work; it also makes for a more engaged, productive, and committed employee.
Leaders are always seeking new insights into the art and science of influencing others toward a common purpose. One of the most valuable resources for leaders looking to grow and develop their core competencies is found inside great books on the topic of leadership.
Leadership has the power to influence culture and plays a critical role in the sustained success of an organization. Good leaders have the ability to create a positive culture and optimally motivate their people, while poor leadership drains motivational outlooks and can poison a culture. It’s important to keep in mind that leadership’s impact on cultivating culture gives companies a competitive advantage over other organizations. Today’s modern organizations can not afford to ignore the influence of leadership has on organizational culture. Great companies intentionally invest in leadership development as a viable business strategy and a means to creating a healthy and engaged culture.
Your organization’s greatest asset is its employees, who make up the mindshare, and knowledge base to serve your current and future customers. But how do you measure that asset?
Setting and achieving goals can be a difficult task for anyone, even the most successful leaders. Using the Objectives and Key Results (OKRs) method makes achieving goals possible, helps keep the team on track, and ensures conversations and adjustments are effectively made throughout the pursuit of the goal. Top companies such as Google, Facebook, Twitter, LinkedIn, and Uber use OKRs. This method consists of two aspects of a goal: objectives and key results.
According to Gallup’s 2018 survey, 53% of workers would place themselves in the "not engaged" category, meaning they may be generally satisfied but are not cognitively and emotionally connected to their work and workplace. While these employees may still be executing their duties, they’re likely not performing to the best of their ability and certainly not making a significant contribution to the purpose and culture of the organization.