I have a client with two brothers on the leadership team, who disagreed about how to handle employee-challenge situations. The company has three locations with multiple shifts. Frustrations among midlevel managers were brewing when one of the leaders came across as harsh and cold over something that others considered to be a small issue. The trouble was that the leader didn't have an awareness of how his actions affected the midlevel managers. They were frustrated, hurt, and demotivated by this repetitive behavior.
Many business leaders have worked hard to build their company's culture, only to realize that they've created a culture without accountability. There's a healthy work/life balance and employees enjoy being together, but productivity isn't as strong as it should be and no one seems to be on the same page.
Many leaders are afraid of being "the heavy" and ruining company culture by suddenly holding employees accountable for their work. How can you create accountability throughout your organization without damaging morale?
Although Thanksgiving is about enjoying great food with family and friends, the main ingredient of the holiday is gratitude. While Thanksgiving gives us a day to count our blessings, much can be said for the benefits of cultivating an attitude of gratitude year-round.
Scientists have proven that people who are thankful experience improved health, more positive emotions and better ability to handle stress. People who have an attitude of gratitude are also better able to reach their goals.
Everyone likes to think that their office is highly effective. But, in a place where employees do not feel safe and valued, you are not going to get the sort of feedback and innovation that makes a company a winner. How confident are you about your company culture? Here are several common signs of a toxic organizational culture.
I recently proposed to implement EOS for a large business in a big city. As sometimes happens, the potential client was interviewing another EOS Implementer, as well, and each of us was aware that this company was talking to the other.
In fact, before either of us actually met with the company, we each let the other know when we had spoken to this prospect. We talked together about what he is looking for in an Implementer and how we might be able to help him. We even agreed that we should go after clients together more often because it’s fun!
The camaraderie and spirit of cooperation that exists among EOS Implementers showed in our talks with our potential client, and I could tell he found it a little puzzling. After a few interactions, I received an email from him saying, “I’m curious. It doesn’t appear that the implementers care which one we use. How was that culture developed?”