The Daily Recruiter

The Ezine for Executive Managers … brought to you by The SearchLogix Group.

Category: Leadership (Page 1 of 13)

Warmth a Skill Leaders Need

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“By Loran Nordgren, KelloggInsight”

When it comes to success in leadership, there has never been just one playbook. Some leaders are extroverts, natural mentors, and charismatic speakers; others prefer to lead by example and take a more hands-off approach.

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“Compliant” Workforce

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“By Sue Bingham, Smartbrief”

In my experience, most leaders want to cultivate a work environment where employees feel like valued individuals — they’re just terrified of being sued. This may explain why HR departments are often empowered to focus solely on mitigating the risk of bad apples.

And employees can tell: A survey by Globoforce found that 47% of employees don’t believe their employers care about developing a “human” workplace.

In a wonderful onboarding program I was fortunate to participate in, new hires were asked about previous negative work experiences. One woman shared that when her grandmother (who had raised her) passed away, her employer wouldn’t allow her any bereavement time off. Company policy applied to “immediately family” only, and her grandmother didn’t meet that definition.

This very specific policy allowed no room for human judgment; the result was barbaric treatment of an employee. The best possible outcome of a rules-based environment is a culture where people are compliant — and nothing more.

But there’s another way. You can win people’s hearts and minds and inspire commitment, not just compliance, by promoting originality, compassion, and autonomy when handling employee issues.

There are three ways to do this:

1. Focus on the 95%.

In my experience, only 5% of employees put in minimal effort and take unethical shortcuts. The other 95% are responsible adults who take pride in their work. Rather than demoralize them with negative assumptions, create a workplace where they can do their best every day.

If a performance problem develops, assume the individual will want to solve it rather than fall back on an ineffective discipline policy. Enforcing the same policy for everyone drives away good people, hurts productivity, and damages your credibility as a leader.

2. Hire HR people who “get it.”

Let’s face it: Most HR leaders have been trained for risk mitigation. CEOs hire these people without much thought and brush it off as a cost of doing business. But it’s up to the CEO to avoid these people.

Look for progressive HR professionals who can help prepare your organization for change. If you are worried about hiring the wrong person or have trouble finding a good fit, consider taking advantage of the gig economy to contract with a progressive leader on a project basis.

3. Let policy assert your values.

If you aren’t trying to create a workplace where people think the leaders are waiting for them to slip up, don’t establish policies that give that impression. Develop a handbook that engages staff and feeds job satisfaction while communicating clear expectations.

Knight Transportation, for example, decided its lengthy driver handbook was largely unnecessary and cut it down from 160 pages to one laminated page that drivers keep in their trucks as a readily accessible reference. Recognizing that each of its drivers is entrusted with costly assets and valuable cargo, Knight’s leadership wanted the new one-page playbook to reflect that trusting adult relationship.

Most of your workers want to do well in their jobs and contribute to company success. Don’t let bureaucratic policies stop them from succeeding in those goals.



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Talking about political topics

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“By John R. Stoker, SmartBrief”

Although many people have had business communications training, some still approach difficult conversations with a degree of fear and trepidation.

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Five Bold Choices

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” By Jay Coughlan, CEO & MD, TruBalanced”

Everybody in leadership has some adversity from time to time. The great leaders, the ones we remember and revere, are the ones who find a way to win and move forward with the least collateral damage. Leaders like that are unique, and they do unique things in their organizations, inspiring others to keep moving forward as well.

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“article courtesy of Leadership Freak”

#1. Complain a little and move on. “We’ve talked about this the last three times we met. How might we move on?”

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“By Dan Rockwell, Leadership Freak”

“It is strange to be known so universally and yet to be so lonely.” Albert Einstein

You can be loved, respected, successful, and appreciated, but still feel like you’re swinging the sword alone

It’s normal to feel alone. It’s the pattern that weakens your knees and crushes your spirit.

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5 Min. Change Everything

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“By Steve Keating, LeadToday”

As you leader you need good judgment. You also cannot afford to be judgmental. That’s never more important than when considering the potential of the people on your team.

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Quiet Team Leader

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“By Ilene Marcus, Great Leadership”

It’s crunch time. Your team is on overdrive. Each decision matters. Every moment counts. You can’t afford to be distracted and yet, there it is – the workplace annoyer. A team member with a trait, a quirk that gets under your skin. You rationalize, we have just been spending too much time on this project. Or as the leader, I have so much more on my plate that I can’t be involved in every detail and they keep dragging me in. Already you are spending valuable time thinking about it. And it’s costing you and the team time and energy. You know the project is starting to stall. You need a surge, a bump, a crescendo. You need an unexpected hero, not annoying subordinates.   

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Give the Millennials What They Want—Great Leaders

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“By Marcia Reynolds, of”

Employees are finally speaking up, holding bosses accountable for being true leaders and walking away from their jobs when their needs aren’t met.

“Why can’t she just be happy with the job she has?” It’s a common question managers are asking today—and one I recently received at my leadership development program. I answered it with another question: “What are you doing to help her appreciate her work?”

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12 Things Even the Best Leaders Can Forget

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“By John Rampton, of”

Leaders have a lot to do, so sometimes they forget things—important, big-picture things.

Leaders might seem superhuman at times. They aren’t. They’re mortals, just like anyone else. And with a lot on their plates, caught up in the details of their role, they can forget to do things—big-picture things, like the 12 below.

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