There is one thing that is common to every individual, relationship, family, organization, and nation; one thing which, if removed, will destroy the most successful business, the greatest friendship, the strongest reputation. On the other hand, if developed and leveraged, that one thing has the potential to create incredible success and prosperity in every dimension of life. That one thing is trust; a simple yet very complex thing.
Whether you are a leader or an employee, failing to understand the differences and similarities between generations can lead to friction, mistrust, and unhappiness in the workplace. Even worse, communication breakdowns can occur that lead to the prevention of effective teamwork and can decrease productivity, job satisfaction, and staff retention.
The Human Resource function has undergone tremendous change over the past 20+ years. Recently, organizations have begun to consider HR managers key players in developing and executing organizational strategy. In order for HR mangers to fulfill their role, they must understand the mission, vision and strategic plan of the company.
People experience feelings of ownership in empowered organizations. This ensures that they will do everything they possibly can to create success. Not only are their egos invested in the organization, but their abilities as well. In the end, the result is victory for the person and the organization. Where is your organization today?
High turnover can be devastating to the bottom line of any organization. Yet, despite our best efforts, often our most valuable employees leave. How can we do a better job of retaining valuable employees?
There are two ways to increase the "bottom line" profit of an organization: Increase the income and or decrease the cost of doing business. The latter may be easier to achieve than the former ... without sacrificing product or service quality. Consider the high cost of losing talented workers.
A company's success depends increasingly on the knowledge, skills and motivation of its work force. Yet, leadership is often buffered from the truth of the trenches and we often make decisions based on what we think we know. We set direction and tactics using information gotten from our inner circle or we sometimes hear one voice and believe it speaks for the many. What's a leader to do?