Research shows that most executives don’t understand the power of progress in meaningful work and don’t act as though progress matters. They may routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways: Trap #1 - Mediocrity Signals - Expressing a high purpose but signaling the opposite through actions Trap #2 - Strategic Attention Deficit - Starting and abandoning initiatives too frequently Trap #3

Too often, the very managers upon whom organizations depend to create better cultures are themselves unhappy and unmotivated at work. Management really isn’t a great experience for most people; managers report more stress and burnout, worse work-life balance, and worse physical well-being than the individual contributors on the teams they lead. Approximately two-thirds of managers are either not engaged or actively disengaged in their work and workplace. Shifting how your com

How a leader manages negative emotions is critical in determining whether the outcome for the team will be positive or negative. People tend to regulate their emotions in different ways: suppression, expression or reappraisal. Suppression is what most people do: hide their feelings and pretend not to feel upset. While this is a popular strategy, it actually leads to a host of negative outcomes for the person: fewer close relationships, more negative emotions, less social supp

When leading remote teams, it is difficult to create the kind of connection you need to help people do their best work. You can’t pick up on non-verbal cues. You can’t tell if they’re having a good or bad day. You can’t have those quick, informal interactions needed to form cooperative relationships. So it is really important to be clear and intentional about projecting to your remote workers the kind of environment and team culture you want. There are a few things that the b

You can’t do anything in business without followers, and followers in these “empowered” times are hard to find. Inspirational leaders share 4 unexpected qualities: - by exposing some vulnerability, they reveal their approachability and humanity. - their ability to collect and interpret soft data helps them know just when and how to act. - they empathize with people, and care intensely about the work employees do. - they capitalize on what’s unique about themselves. You may fi