If it is in fact true that organizational performance rises with growing levels of agreement, collaboration, reciprocity and shared vision, why do leaders accept significant (and largely avoidable) costs of disunity? Much has to do with widespread below-the-line beliefs that disunity is just the way things are. “It’s human nature,” clients have again and again suggested in our consulting work, …
Involving employees in decisions that affect them and their work is crucial to capturing the human spirit in the workplace. Leaders, however, often resist involving employees in day-to-day affairs. Such reluctance stems in large part from leaders’ perceptions of both themselves and their employees. Because they were promoted into a position of leadership (and their employees were not), mangers often …
Some leaders rarely, if ever, recognize the efforts of their employees. Others sincerely believe they give sufficient recognition, but in fact do not. Of the two scenarios, the latter is the more challenging by far. When our hearts are in right place, it is difficult for us to realize that our desired outcomes are not actually being achieved. (This is …