This post is adapted from “Are You Fully Charged?: The 3 Keys to Energizing Your Work and Life,” by Tom Rath (Silicon Guild, May 2015)
“If you want to make a difference — not just today, but for many years to come — you need to put your health and energy ahead of all else.”
Some of the most caring people also tend to be the least healthy. This is what I observed, time and time again, while spending the last few years focused on health and well-being. After writing the book “Eat Move Sleep,” I heard from thousands of people who were struggling with their personal health and a general lack of energy.
Surprisingly, workers in the professions I admire most, such as nursing, are often the least healthy. One study found that 55% of nurses are overweight or obese. If there is any group that needs to be healthier and set a good example, it is people working in healthcare. (read more…)
One of my clients once had a cardboard cutout of himself made to “sit” with his team. Why on Earth would he do this? Because he was the leader of a dispersed team — he was based in the US and his team was half a world away in Singapore. If he couldn’t physically be with his team, he wanted a tangible reminder that he was there, at least in spirit.
Virtual, or as I prefer, “dispersed” teams are almost more common than not these days. According to the 2013 Global Workplace Analytics Survey, between 2005 and 2013, the number of employees who worked virtually grew by 80%. There are plenty of reasons for this rapid growth: extended market opportunity; increased efficiency, productivity, innovation and synergy; access to a wider pool of talent; better effort, performance gains and job satisfaction; and cost savings.
But for all the positives, there are a lot negatives that come with not sharing a physical space with your team and colleagues. (read more…)
This post is excerpted with permission from “No-Drama Leadership: How Enlightened Leaders Transform Culture in the Workplace,” by Marlene Chism (Bibliomotion, 2015).
If you enjoy this article, join SmartBrief’s e-mail list for our daily newsletter on being a better, smarter leader.
The difficult conversations avoided today become the lawsuit the company fights a decade later. Every single day, supervisors and managers complain about employees’ behavior and lack of accountability, but ultimately the problem is the leader’s lack of responsibility, the evidence of which is the evasion of difficult conversations.
If leaders are unwilling to take ownership, how can those same leaders blame the employee? Signs that indicate a lack of leadership include:
- Blaming employees instead of coaching them
- Avoiding performance feedback
- Gossiping about the employee’s ineffectiveness
- Transferring the troublemaker to another department
- Firing a long-term employee who has had no warning
- Making excuses for the lack of clear direction
- Failing to communicate expectations
There are many reasons individual leaders struggle with responsibility and accountability. (read more…)
Good management habits are the foundation of great leadership. They grow at the intersection of knowledge, skills and desire. Leaders are passionate about acquiring the knowledge available and marshaling the skills needed to get the job done right.
It is work, hard work to cultivate those habits but they pay off by supporting your goals and by building the confidence to anticipate and look forward to meeting new challenges to the success of an enterprise.
Too often, success allows those habits to go fallow. When it is pointed out that they are not practicing the good habits that brought them success, some CEOs respond, “I have a good team around me and they need to practice those habits more than I do,” or, “I have to focus on strategy,” or, “My time is needed on building the new ____.”
Many CEOs think that applying new knowledge and utilizing new skills means losing their identity, abandoning what got them to the top. (read more…)