Skip navigation
Around nine out of ten managers have avoided giving constructive feedback to their employees for fear of the employees reacting poorly. Well, is it any wonder that an employee would react badly to getting constructive feedback when less than half of them know if they’re doing a good job? 
Change is hard. Whether you’re facing a big change like reinventing a business model or something simple like the day paychecks come out, change is difficult. One study found that 70% of change efforts fail. Big or small, change efforts seem to run into the same brick walls over and over again. By understanding the basic phases of change and the psychological state of your employees, you can prepare your culture for change and avoid common pitfalls of failed change efforts.
Here’s one of the most important lessons about employee engagement: Everybody has shoves and tugs. Shoves are those issues that demotivate you, drain your energy, stop you from giving maximum effort, and make you want to quit—they “shove” you out the door. Tugs are those issues that motivate and fulfill you, make you want to give maximum effort, and keep you coming back every day—they “tug” at you to stay.
What differentiates CEOs from all the people who never make it to the c-suite? Is it brains? Ambition? Luck? The answer will vary from company to company, but there are some characteristics that appear across organizations. And one such characteristic is how people approach change.
About 50% of employees say their leader rarely or never takes an active role in helping them to grow and develop. Think about that: Why do we have leaders if not to help employees grow and develop? And yet, leader directed employee growth and development is rarely or never happening for half of our people.
Too many people think, “I lack the authority to have any real power at work.” It’s not only a false belief; it’s pretty much impossible to live in today’s world by relying solely on titular power (i.e. power based on having a big title like vice president).
CEOs don’t get many chances to hear the unfiltered voices of their employees. So when you’re conducting your next employee engagement survey, don’t let that opportunity slip by.
Some employee engagement surveys limit themselves to questions about whether employees have a friend at work or like their job.
The Drama Queens (and Kings) at your office need to be the center of attention. They’re provocative, emotional and reactive. And they are highly skilled at getting everyone around them worked-up, frazzled and emotional (that’s how they stay at the center of attention).
t's a commonly-held belief that the CEO gets fired (or forced to resign or retire under pressure) because of "current financial performance." But that's wrong, according to a study by LeadershipIQ.com. It found that 31% of get fired for poor change management, 28% for ignoring customers, 27% for tolerating low performers, 23% for denying reality and 22% for too much talk and not enough action.
