Our reader poll today asks: What portion of your team works remotely?
We’re 100% remote 14.61%
We’re 75-99% remote 13.78%
We’re 50-74% remote 15.70%
We’re 25-49% remote 16.25%
We’re less than 25% remote 19.00%
We’re 100% onsite 20.66%
Staying connected. 43% of you are spending more than 50% of your time working remotely, as are your teams. While the benefits of remote work are clear (less wasted time on travel, saving money, having freedom to work in a comfortable environment), it presents an ever-increasing leadership challenge. It is hard to substitute for real human connection. While video chat can help with that, there are interactions that don’t translate (like body language, facial expressions when someone has their camera off or is on of many squares on a crowded screen, etc.). Your job as a leader is to find ways to stay connected to your team beyond those superficial video, email, or chat interactions. A team member that feels disconnected from the organization can suffer morale issues and present a productivity or even attrition risk. Spend some time today connecting more deeply with your team members to keep them engaged.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-04-11 13:00:092024-04-09 21:12:47What portion of your team works remotely?
Use this common budgeting technique to set goals that are more relevant and actionable.
When you’re setting goals, you can borrow a technique from a common budgeting process called zero-based budgeting. What you do is look at last year, forget about it, and then look at where you are today and what you can achieve going forward. Every dollar you’re going to spend in the budget is justified. And every number you’re going to deliver is based on your current reality. Read more
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/04/20240409-Zero.jpg?fit=1920%2C1472&ssl=114721920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-04-10 06:32:502024-04-09 21:09:18Do You Set Zero-Based Goals for Yourself?
Dr. Sam Adeyemi reveals the six secrets to an enviable working culture for values-driven leaders and C-suite executives.
Today’s guest post is by Dr. Sam Adeyemi, author of “Dear Leader: Your Flagship Guide to Successful Leadership.”
6 Secrets to Creating an Enviable Working Environment
If your organization were a mechanic, your working culture would be the tools of your trade. Is your circuit tester compatible? Are your pliers and ratchets in good repair?
Companies with successful working cultures believe in the future of their success, and 47% of these organizations actually see significant annual upticks in revenue thanks to their improved working atmosphere. So how does an executive build an uplifting and attractive professional environment? Here are six secrets to creating an enviable working culture.
1. Values that are defined.
Dictionaries have been around for over 4,000 years. The Akkadian Empire of Ancient Syria chiseled stone tablets that functioned like translation tools, or bilingual glossaries. By 200 BCE, Ancient China had produced the Erya, a dictionary, thesaurus, and encyclopedia rolled into one. Why? Because clarity is essential.
Defining your personal and organizational values is where it all begins. In fact, around 95% of employees say they don’t even understand their company’s overall strategy. Creating a positive working culture is never easy, but a well-defined and value-driven perspective makes every difficult decision along the way just a bit easier. How is our time usually spent? How are our resources typically allocated? These are easy-to-define indicators that provide us with useful insights into what matters most to our organizations — and to us as leaders and executives.
2. Values that are aligned.
In eight-person rowing, or crew as it is often called in the United States, the coxswain sits at the front of the boat, facing the other members of the team. Equipped with a waterproof megaphone, it is their job to steer the boat and keep the group in rhythm. Without an effective coxswain, a team can’t possibly hope to lead the pack.
It’s important that you and your team commit wholeheartedly to your organization’s goals. Such dedication not only increases productivity and performance, but it also makes it easier for your employees to get happy and stay happy. So, how do you achieve this level of commitment? By aligning your organization’s values with the individual values and motivations of your team members. This doesn’t mean making any unnecessary or uncomfortable compromises. It does, however, mean taking a long look at how one set of values can serve the other — and vice versa.
3. Values that are modeled.
Role models are undeniably powerful. We already know they have a profound impact on children, and recent studies show that observing modeled behavior can improve self-control among adults and inspire new behaviors. Simply put, setting the right example can lead to big changes.
How you interact with your organization’s values is your forward-facing testament to what matters. These interactions can influence your workplace expectations, day-to-day routines, and overall vision. For example, if your executives are not willing to live up to a certain standard themselves, then they should never expect it from their employees. When you model and embody the values that you demand from others, you are much more likely to receive support and inspire in-house ambassadors of your own.
4. Values that are widespread.
The typical stages of technology adoption are divided into two basic groups: early market and mainstream market. To progress from one to the other, a new technology needs to cross a chasm between the early adopters and the early majority. Those technologies that fail to bridge the gap never achieve mainstream success.
At the end of the day, your organization’s values can’t make a serious impact on your working culture unless they’re adopted en masse. No matter the industry, your organization is an interdependent system of professionals — a team working together. Each person and department has its own sphere of influence, meaning you need buy-in at every level before any set of values will begin to prevail within the system.
5. Values that attract top talent.
Most everyone has heard that “you can catch more flies with honey than with vinegar.” The phrase is an English proverb that dates back to the 1600s. It is a staunch reminder that kindness is rewarded, and that you only attract that which you are able to entice.
In an ideal world, your values should be as famous as your brand. Your organization’s priorities should be a known quantity, and these priorities should create a working culture that is attractive to the most sought-after talent in your industry. If your values are already defined, aligned, and modeled across the board, these character-driven professionals will serve to further bolster your brand — and the values attached to it.
6. Values that reward the right people.
Before the Code of Hammurabi appeared in 1750 BCE, no society possessed a consistent and recorded set of laws. Every case was decided individually, which meant legal proceedings were both wildly unfair and increasingly chaotic. That said, once the code was inscribed on a basalt slab, the “rule of righteousness” had begun.
Rewards and reprimands are essential to managing your team’s morale. Unfortunately, it can be difficult to ensure consistency with any values-driven reinforcement if your organization hasn’t thoughtfully outlined values that promote the right behavior. Employees want to correct their mistakes. Employees want to reach for and celebrate their successes. Still, it’s important that your organization’s values reward this behavior when it’s happening and encourage course corrections when these standards are neglected.
Atlanta-based Dr. Sam Adeyemi (SAY: Ah Day yeh me) is CEO of Sam Adeyemi, GLC, Inc. and founder and executive director of Daystar Leadership Academy (DLA). More than 45,000 alumni have graduated from DLA programs, and more than 3 million CEOs and high performing individuals follow him on top social media sites. Dr. Sam’s new book is “Dear Leader: Your Flagship Guide to Successful Leadership.” He holds a Doctorate in Strategic Leadership from Virginia’s Regent University, and is a member of the International Leadership Association. He and his wife, Nike (say Nee keh) have three children. Learn more at SamAdeyemi.com.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Our reader poll today asks: How frequently do you deal with rumors and misinformation at your company?
All the time. It’s non-stop 11.02%
Frequently. I hear it more than I’d like 30.51%
Sometimes. We face occasional distractions 26.70%
Not often. Maybe once or twice a month 16.94%
Not at all. It’s not a challenge for us 14.83%
Eliminating distractions. While the majority of you report not having to deal with rumors and misinformation at work, a significant portion of you (41%) deal with it frequently. These discussions can fester if left unchecked and you can enable a culture where these issues run rampant. As a leader, step up and shut down rumors, gossip, and misinformation. When you hear about it, confront it. Let your team know the workplace is no place for unsubstantiated discussions that can harm reputations and ruin relationships. Direct their energy toward more productive pursuits like building better relationships with colleagues, team members, partners, and customers. While it’s uncomfortable to confront such behavior, failure to do so will create the culture you deserve.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-04-04 13:00:022024-04-02 21:31:32How frequently do you deal with rumors and misinformation at your company?
Learn how to identify distractions and focus your team on the most strategically important initiatives for your organization.
In a fast paced world, there is no shortage of distractions. Side projects, interesting new ideas, and the crisis of the day can divert resources from key strategic initiatives. In isolation, pursuing these small ideas make sense, but when you put them in the broader context of your strategic initiatives, you get to see exactly how nonstrategic these distractions are. You have to remind people of their priorities. Eliminate these resource-draining distractions. Chasing these ideas prevents your strategy from being executed. Read more
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/04/20240402-Focus.jpg?fit=1920%2C1280&ssl=112801920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-04-03 06:30:392024-04-02 21:39:20Focusing and Eliminating Distractions
Establishing goals is crucial to keeping remote workers accountable and aligned with the organization’s vision and mission.
Today’s guest post is by Shiela Mie Legaspi, President — Cyberbacker
The pandemic showed us the value of remote work, not only as a solution to the immediate obstacles of the pandemic but also as a long-term shift in the workplace. However, many employers have struggled to cope with the differences in this new future of work, including how to help their workers set and achieve their goals for personal and professional development and productivity.
Accountability in the remote work landscape
One of the shifts employers have most struggled to embrace in the face of a remote and hybrid workforce is the lack of a method to hold people accountable for their productivity. In an in-person office, you can check in on employees by stopping by their desks or talking to them at the water cooler, but there is no virtual counterpart to these in the remote work landscape. Furthermore, constantly sending check-in messages can be overwhelming, distracting, and counterproductive, meaning employers must trust their employees to manage their own productivity.
At the same time, this productivity has obstacles that are outside the employer’s control, much of which is due to the increasingly blurred line between work and home. Though some employees might be lucky enough to have a dedicated home office or workspace where they can be in “work mode,” others may not have the benefit of such a divide. They could have increased distractions at home, like those from family members sharing the home.
Goal setting in the remote workplace
Similarly, the blurring between work and home has caused the merging of many personal, professional, and organizational goals. For example, a goal like improving productivity in the workplace can fall under all three categories, as it involves minimizing distractions in one’s own home and improving professional and organizational performance. Some of the most successful employees in a remote environment are those who can find a way to align their personal goals with their professional objectives, as this gives them greater motivation and stakes to achieve both.
The most effective and achievable goals follow the acronym “SMART,” which stands for “Specific, Measurable, Achievable, Relevant, and Time-Bound.” For example, a goal of wanting to increase productivity would not fit these parameters,” but the goal of “complete three tasks by lunchtime today” is. By setting SMART goals, individuals create a metric by which they can hold themselves accountable for their success or lack thereof.
Still, these goals can only be as effective as the techniques one uses to hold themselves accountable for their progress. In the absence of direct in-person supervision, remote employees should instead turn to methods like self-reflection and self-assessment — often encouraged by their employer. For example, leaders could periodically send their workers surveys that ask them to reflect on their performance, rating themselves on a scale based on their efficiency and encouraging them to think of their strengths and potential areas for improvement.
Valuable accountability tools for remote workers
Several technologies have also emerged to help employees with their personal goal tracking. Some of these tools, like Asana, offer a total project management solution, allowing employees to organize tasks, set deadlines, create reminders, check KPIs, and celebrate milestones — among other functionalities. Other employees may use simpler tools, such as their phone or computer’s notes or calendar app, to manage their productivity and stay on track to accomplishing their goals.
One of the most underappreciated resources in the new remote landscape of work, though, is a support network. Surrounding oneself with trusted individuals is essential not only for collaboration but also accountability. Sharing goals with mentors and other trusted contacts is a great way to get encouragement, guidance, and motivation in the face of an inherently isolated work environment. The shared commitment to success created by this network can also be a great way to kickstart or sustain personal and professional growth.
Remote employees should also not ignore social media’s power, particularly business-forward platforms like LinkedIn. In the era of remote work, recognition can be hard to come by, but LinkedIn offers a platform for workers to connect with like-minded professionals who want to lift each other up and celebrate their successes. This sense of community can give remote employees a much-needed boost of encouragement when feeling alone and distant from the rest of their organization.
The paradigm shift towards remote work is filled with opportunities, but employees may still be overwhelmed if they approach their remote work with the same strategy as working in an office, and employers will find their success limited. By implementing and encouraging goal-setting strategies tailored to the new landscape of work, businesses can improve the productivity and success of their remote workers.
Shiela Mie Legaspi is an organizational development expert and the President of Cyberbacker, the leading provider of world-class administrative support and virtual assistant services from anywhere in the world to anyone in the world.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/04/20240401-Zoom-Call.jpg?fit=1920%2C1536&ssl=115361920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-04-01 08:02:192024-04-01 04:36:40Tips for Goal Setting and Accountability for Remote Workers
Our reader poll today asks: What’s the likelihood that you’re going to voluntarily leave your current company within the next 12 months?
100%: 17.22%
66-99%: 11.80%
33-65%: 11.79%
1-32%: 20.99%
0%: 38.20%
Bye. 28% of respondents are headed out the door in the next 12 months. Guess what, leaders? These results are probably indicative of your team members’ sentiments too. If you’re not careful, you’re going to have some vacancies to fill. We all know it’s cheaper (and more effective) to keep the talent you have versus finding new employees. Do what you can to keep your folks on board. Don’t make the foolish short-term decision on being cheap on a bonus or raise that they deserve only to cost yourself a great employee and possibly replace them with someone who isn’t a fit for the role or takes 6-12 months to achieve role competence. Take care of your talent or another organization will be more than happy to have them fill a vacant role on their team.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-28 13:00:302024-03-27 01:37:35What’s the likelihood that you’re going to voluntarily leave your current company within the next 12 months?
Do you struggle to get things done because you overthink your work? Try these three tips to overcome “analysis paralysis.”
Many times I’ve heard it said that perfect is the enemy of done. A big barrier to executing initiatives is analysis paralysis. The team gets bogged down on proving their case is 100% accurate and risk-free before they act. That slows down execution and leads to missed opportunities. By understanding the risks you face and making appropriate trade-offs between timeliness and accuracy effects, you can speed up execution and break through analysis paralysis. Read more
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/03/20240327-Man-Using-Laptop.jpg?fit=1920%2C1280&ssl=112801920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-27 06:30:102024-03-27 01:45:51How to Overcome Analysis Paralysis
Employees are the backbone of your organization. Showing appreciation for their hard work and dedication is not only good manners but also good business.
A recently updated report from Gallup reveals that when companies prioritize employee recognition, they experience significantly decreased turnover and increased employee engagement. Despite this, Gallup also finds that only one in three US employees feels appreciated for workplace contributions.
To boost employee satisfaction and retention, try recognizing your employees with personal and meaningful gifts.
Ways employers show appreciation through personal gifts
Everyone loves receiving a gift, but when that gift is tailored to individual interests and preferences, it becomes even more special. As you practice gifting to show your appreciation, take the time to learn about your employees’ hobbies, favorite snacks, and preferred brands. Including these personalized touches will demonstrate that you know and value them on a deeper level.
Establish recognition programs that reward your employees’ exceptional performance with personalized gift cards or merchandise. Recognizing outstanding employees boosts their morale and motivates others to perform better, creating a culture of excellence within your organization.
Gift certificates or vouchers allow your employees to choose something they truly want or need. With vouchers for spa treatments, restaurants, bookstores, and more, personalized options for expressing appreciation are endless. By allowing your employees to select their gift, you show respect for their individual preferences and provide an opportunity for them to unwind and enjoy themselves outside of work.
With each gift, take the time to write a sincere and heartfelt message. Acknowledging your employees’ contributions and accomplishments in writing boosts morale and creates personal connections.
Personalizing employee gifts by remembering life events and important dates
Personalizing gifts is about understanding and celebrating the individuality of each employee. Acknowledging important dates and life events shows that you care about each employee’s personal life beyond the workplace. This extra personalized touch goes a long way in making employees feel seen, valued, and appreciated.
For instance, on an employee’s birthday, consider sending a card, selecting a small gift that aligns with their interests or hobbies, and sharing a birthday cake with colleagues. On an employee’s work anniversary, commemorate their commitment with a personalized gift that serves as a constant reminder of your gratitude.
In addition to birthdays and work anniversaries, recognize and celebrate personal milestones such as weddings, births, graduations, and anniversaries. Personalizing employee gifts based on life events and important dates strengthens your relationship with employees and fosters a sense of belonging within the company culture. It shows that you see your employees as individuals with unique lives outside of work and that their personal happiness matters. Celebrating these special occasions creates an inclusive environment where employees feel valued and supported.
Why thank you gifts go a long way in the workplace
One of the most effective ways to express appreciation is through simple thank-you gifts. These gifts are a tangible way to show that employee contributions matter.
When employees receive thank-you gifts, they feel a sense of pride and motivation. This boost in morale enhances employee engagement, increases productivity, and creates a healthy work culture.
When you show appreciation through thank-you gifts, you demonstrate that your company cares about its employees’ well-being and is invested in their success. This builds loyalty, which translates into lower turnover rates, higher employee retention, and a better working environment.
Companies that show appreciation and gratitude eventually develop a positive reputation in the industry. A culture of appreciation shows that the company is not only focused on bottom-line results but also on establishing strong relationships with employees and customers. This reputation attracts top talent and loyal customers, creating a competitive edge in the market.
Showing appreciation by giving simple and meaningful gifts creates a positive feedback loop within your organization. Your employees feel more satisfied and are motivated to do their best work which, in turn, translates into better results for the business, allowing you to continue investing in your team members. It’s a never-ending cycle that can take your organization to new heights and establish a reputation for excellence.
Eshed Doni is the CEO and founder of GiftCrowd, a group gifting platform revolutionizing how people send and receive gifts. Known for his dynamic leadership and strategic vision, Eshed thrives on embracing challenges and recognizing the transformative power of technological innovations in improving people’s lives. Throughout his career, Eshed has achieved a prolific record of success by building and managing elite product and engineering teams. With his talent as an inventor, entrepreneur, and pivotal contributor, he has introduced over 20 groundbreaking products.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/03/20240325-Gift-Box-Red-Bow.jpg?fit=1920%2C1280&ssl=112801920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-25 08:02:562024-03-24 22:55:51Simple Ways Employers Can Show Appreciation for Their Employees
Our reader poll today asks: Have you ever considered launching your own entrepreneurial venture?
Yes, and I’m currently running it 18.70%
Yes, but I’ve never taken steps to launch it 31.74%
Yes, I did it but I returned to a big company eventually 15.65%
No, I’m comfortable right where I am 33.91%
What’s stopping you? 32% of you report considering launching an entrepreneurial venture but haven’t taken steps toward making it happen. Ask yourself what’s holding you back. Is it skill? Money? Desire? Fear? Risk aversion? Lifestyle concerns? Once you have your list of concerns, do some research. Talk to others who have launched a venture. See if your concerns are warranted. Write a business plan to see if you have a viable concept. Understand your “why?” for why you’d do it in the first place. That could be freedom, money, excitement, or a contribution to society. Analyze all these elements and come to an informed conclusion as to whether or not you can and should launch a venture or if you’re really better off and happier in a larger organization. Either outcome can be right. Put in the effort though to get yourself an answer to give yourself some peace of mind.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-21 13:00:112024-03-20 00:10:51Have you ever considered launching your own entrepreneurial venture?
The start of a new year is a great time to refocus your workforce on the vision that drives your organization. Dialing up your mission and reminding your team why it matters can take engagement to the next level.
However, leaders also must keep in mind that growing and maintaining a successful business is a marathon, rather than a sprint. Inspiring employees at the starting line doesn’t guarantee they will continue to be motivated as the race unfolds.
To see your organization thrive, you must find ways to sustain new year momentum well into the second month and beyond. The following are some steps leaders can take to foster an environment in which the energy generated at the start of the year can drive long-term success.
Dwell on the possibilities
The new year is full of possibilities. Ambitious leaders will have plenty of ideas as to how their organizations can convert possibility into accomplishment, but they should also allow space for their employees to share their aspirations.
If your idea of motivating the troops is a State of the Union address, you probably won’t maximize the potential of New Year’s energy. A “town hall” meeting is a better approach, so take the time early in the year to create a space where team members can share their aspirations as well as hear yours.
Dialogue on possibilities for the new year can involve both personal and professional goals. Ideally, professional goals will flow from the organization’s overall vision. Managers can assist by identifying ways that aspirations can be aligned with corporate goals.
Channel individual aspirations into team goals
Setting the right kind of goals can be a key component in inspiring long-term motivation, which is why setting and adhering to achievable, relevant, and specific goals is crucial. There’s nothing wrong with stretching the team, but overwhelming employees with something that is clearly not attainable will only demotivate them and cause morale to plummet.
Leaders can help teams see how their individual aspirations can be channeled into achievable goals and show how those individual goals can be combined into team goals to maximize their impact. For example, members of a marketing team may have individual goals related to lead generation or increasing brand awareness. By tailoring those goals to focus on certain segments of the market, team members can contribute to an overall company goal of increased market penetration in those segments.
Stacking goals in this way creates alignment, which increases the potential for sustaining the business’s overall momentum.
Revisit goals regularly
Shifting into autopilot is not a sound strategy for creating sustained momentum. Revisiting goals regularly helps to maintain focus, which can fade as the tyranny of the urgent intrudes on daily operations. Revisiting goals allows the entire team to see the progress that has been made, which can play a key role in maintaining momentum.
As goals are revisited, leaders may find that updates need to be made. A variety of things in the business landscape — economic indicators, technology innovations, market sentiment, etc. — can affect the long-term potential of business goals. As the world experienced during the COVID-19 pandemic, events can crop up overnight that profoundly impact the direction businesses must take.
Even under normal business conditions, the actual progress made on goals may not match initial expectations. To keep delays from becoming disappointments, take time to review and update goals periodically. Allowing team members to provide feedback on their progress and weigh in on what factors could contribute to better progress can help keep them motivated.
Build a culture of long-term success
Sustainable momentum will be much easier to achieve if you build a culture of long-term success. This doesn’t mean you can’t celebrate short-term wins, however — just take the time to show how they can be built upon to achieve more substantial goals.
Every win should be a milestone on a year-long journey toward long-term goals. As wins are achieved, leadership should take the time to communicate their significance and encourage sustained effort to reach the ultimate finish line.
Leaders who provide nurturing support can create and sustain momentum throughout the year. Take the time to join your teams in developing, organizing, and pursuing meaningful goals, and then deploy a strategy that keeps those goals in focus, making adjustments when needed to keep teams motivated.
The ultimate result will be a workforce that is more engaged and more motivated to pursue organizational goals.
– Craig Goodliffe, CEO and founder of Cyberbacker, is an entrepreneur, leadership expert, and business coach known for his expertise in cross-cultural business development. Under his visionary leadership, Cyberbacker has become a global leader in virtual assistance and administrative support services, transcending geographical boundaries to empower businesses worldwide.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/03/20240319-Year-2024.jpg?fit=1920%2C1920&ssl=119201920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-19 08:02:022024-03-19 02:00:46Nurturing Support: Leadership’s Role in Sustaining New Year Momentum Beyond January
Explore the shift from toxic positivity to authenticity in the workplace, fostering genuine connections and a culture of empathy.
Today’s guest post is by Satyen Raja, Leadership Coach and Founder of WarriorSage.
In an era where the corporate mantra often echoes the need for unwavering positivity, we find ourselves grappling with the unintended consequences of this singular focus. The concept of toxic positivity, though wrapped in the guise of motivational encouragement, can inadvertently create an environment where the authenticity of our human experience is overshadowed by a relentless push for positivity. This cultural phenomenon, while stemming from a place of good intention, can lead to a work environment where genuine emotions are sidelined, and superficial exchanges become the norm.
The essence of toxic positivity lies in its denial of the complex, multifaceted nature of human emotions. It’s similar to applying a one-size-fits-all solution to the diverse challenges and experiences that individuals face in their personal and professional lives. In doing so, we not only invalidate the real struggles and feelings of our team members but also risk creating an environment where people feel isolated in their true experiences, unable to share for fear of being perceived as negative or not a team player.
The danger of such an environment is twofold. On one hand, it stifles the growth and development of individuals who may find themselves unable to express concerns, fears, or challenges openly. On the other hand, it hampers the organization’s ability to address and solve problems effectively, as issues are often swept under the rug in favor of maintaining an appearance of unwavering optimism.
Acknowledging the duality of our experiences, as taught in Eastern philosophies and the WarriorSage traditions, offers a path forward. These traditions emphasize the balance of yin and yang, the acceptance that life is an interplay of light and dark, positive and negative. In the workplace, this means fostering an environment where all emotions are acknowledged and valued, where the challenges are seen not as failures but as opportunities for growth and learning.
Creating such a culture requires intentional leadership. It demands leaders who are not only self-aware but also deeply committed to fostering an environment where authenticity is the cornerstone of the organizational culture. This involves developing empathy, the ability to genuinely connect with and understand the experiences of others, and using this understanding to guide leadership decisions and team interactions.
Empathy in leadership is about more than just listening; it’s about creating a space where team members feel truly heard and understood. This means moving beyond surface-level engagements and diving into the deeper, sometimes more uncomfortable conversations that reveal the heart of the challenges faced by the team. It’s in these moments of vulnerability that true connections are forged, leading to a more cohesive and resilient team dynamic.
Moreover, shifting the focus from toxic positivity to authenticity does not mean abandoning positivity altogether. Instead, it’s about embracing a more balanced and realistic approach to how we navigate our work and interactions. Authentic positivity arises naturally when people feel supported, valued, and understood. It’s a positivity that’s grounded in reality, resilient in the face of challenges, and inclusive of the full range of human emotions.
In practice, cultivating such an environment involves concrete steps and strategies. It starts with leadership modeling the behavior they wish to see, openly sharing their own challenges and vulnerabilities, and encouraging others to do the same. It involves implementing policies and practices that prioritize mental health and well-being, offering support and resources for those navigating difficult times, and creating regular opportunities for open, honest dialogue.
Training and development programs can also play a crucial role in this cultural shift. By incorporating emotional intelligence, active listening, and conflict resolution skills into leadership development initiatives, organizations can equip their leaders with the tools needed to foster an environment of authenticity and empathy.
In conclusion, the journey toward dismantling toxic positivity and fostering a culture of authenticity and empathy is both a personal and organizational endeavor. It requires a commitment to recognizing and valuing the full spectrum of human emotions, a willingness to engage in the deep, sometimes difficult conversations that lead to understanding and connection, and a dedication to creating a workplace where every individual feels empowered to bring their whole self to work. Let’s remember that the strength of our teams and the success of our organizations lie not in the facade of constant positivity but in the depth of our authenticity and the richness of our shared human experience.
Satyen Raja, author of Accelerated Evolution, is a world-renowned teacher, mentor, and guide. Satyen has been building and scaling businesses for over 30 years. His Transcendent Leadership programs at WarriorSage feature exclusive coaching, private mentorship, group trainings and intensives, retreats and Spiritual Adventure Tours, designed to bring CEOs, Founders, and entrepreneurs into deeper work-life balance, self-realization, and illumination of their soul’s mission and purpose.
Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/03/20240317-Two-Office-Workers-Smiling.jpg?fit=1920%2C1280&ssl=112801920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2024-03-18 08:02:312024-03-17 22:47:59False Smiles, Real Consequences: The Impact of Toxic Positivity
