People will work for money. But if you want your team to actually care, it takes more than cash. Whenever I write emotional engagement, I always get a handful of negative responses. The general theme from disgruntled managers is, “My employees get a paycheck, that should be enough to.
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A client of ours was experiencing a drop in sales; financial performance was down, way down. The natural response is fear and panic. Unfortunately the natural response is the very worst path for a leader. Here’s how it usually plays out. The numbers look bad, leaders try to rectify.
[Read More]BUSINESS TREND Game Change: Leaders increase profits focusing on a noble purpose bigger than money They lead different organizations across a gamut of industries: construction, travel, social media, and software. Instead of driving their organizations to improve profit, the se leaders make customer impact their end game. The counter intuitive.
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BUSINESS TREND Game Change: Leaders increase profits focusing on a noble purpose bigger than money They lead different organizations across a gamut of industries: construction, travel, social media, and software. Instead of driving their organizations to improve profit, these leaders make customer impact their end game. The counter intuitive.
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As human beings we are hardwired to seek meaning and purpose in our lives. Nowhere is this more important than work, where we spend so many of our waking hours. Bill McDermott, CEO of SAP, explains, “This is a world where purpose matters more than ever before. I get inspired.
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We’ve long been told, “Change is hard.” The prevailing wisdom is that people don’t like to change. I was recently dealing with a leader who was trying to make organizational process changes. Very few on the team adopted the new processes. They didn’t argue in the meeting when it.
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When our firm first introduced Noble Purpose, we had a concept, but we weren’t very systematic in our methodology. It was more hit or miss, getting by where we could and figuring things out along the way with our clients. I’m grateful to those early adopters, with their help,.
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If you’re not making mistakes you’re not trying anything new. Yet in many organizations, there’s a greater penalty for errors than for inaction. The reason is that inaction often goes unnoticed, while errors are front and center. Yet over time, inaction is an insidious error that will eventually erode.
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We all want the safe space, the space where you won’t be rejected, where you won’t look silly, where there’s no risk, and where you know that things will work. Whenever I talk about emotional engagement, or passion or Noble Purpose, inevitably someone will come up to me afterward.
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I frequently hear leaders complain that their employees just don’t care anymore. Lack of employee engagement has reached epidemic proportions. A May 2014 New York Times article titled, “Why you hate work” was the single most emailed article for an entire week. The article revealed that in a 2013.
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