In the last article I explored how leaders can sometimes feel alone due to the nature of the decisions they make. Now I will look at a simple way to improve the quality of decisions.
I know that sounds odd. But it is often true. Leading any organization is not a popularity contest and sometimes leaders need to do things that really make them realize how alone they are. I feel this myself as a leader of our company.
Leadership is tough no matter where you work. Let’s face it, work is a complex place and getting more complex every day. Expectations of leaders are high. Management literature has ensured that.
ACCESS Employment webinar on “Empowering Women in Leadership”, held on October 9, 2018. Watch our very own Amrita Garg – Executive & Leadership Coach at Impact Coaches, talk about her own journey in the overseas leadership role and how she established her career in Canada. https://attendee.gotowebinar.com/recording/1281094168088838669
Studies consistently show that between 50-70 percent of planned change efforts fail. Why is this case, especially considering the extensive amount of time and resources many organizations devote to getting change right? From my experience, it is less about what these organizations are doing, and more about what they are not doing.
A dream team. A volunteer army. A group of people who truly believe in what you hope to accomplish. These are the individuals you need to rally together to support you in your quest for change. They include other members of senior leaders who are good at what they do, credible in the eyes of others, and influential enough…
Companies with engaged employees outperform those without by up to 202%, according to a recent Gallup study on employee engagement. This indicates the significance of employee engagement in the workplace and the difference it can make between a thriving change process built on a shared vision and a change attempt…
The most recent Change and Communication ROI survey indicated that while employers felt 55% of change management initiatives met initial objectives, only 25% felt that gains were sustained over time. How do we improve these odds and bring about positive, long-lasting organizational change?