Last week I received an email notifying me that my blog was selected as one of the top 100 leadership blogs by Bestuniversities.com.
Tag Archives: leadership training
Lessons I Learned from Stephen Hopson’s Adversity University
There is a lot of talk these days about focusing people on their strengths. Certainly there’s some wisdom in that but it’s not wise to focus on apparent strengths alone.
Recently, I met an extraordinary man named Stephen Hopson. His life story made me reconsider the wisdom of focusing on apparent strengths.
Stephen is deaf and has been since birth. If Stephen had focused on his apparent strengths, what would he have become? Probably not a financial executive on Wall Street, a motivational speaker or an airplane pilot.
Hopson became all of those.
A Culture of Radical Innovation
In a recent study of 759 public companies across 17 nations, Gerard J. Tellis, Jaideep C. Prabhu, and Rajesh K. Chandy concluded that corporate culture is a better predictor of a firm’s ability to capitalize on disruptive innovations than factors such as government policy and R&D spending. The study entitled “Radical Innovation Across Nations: The Preeminance of Corporate Culture” appeared in the January edition of the American Marketing Association’s Journal of Marketing. These findings are consistent with what I argued in the changethis.com manifesto I wrote entitled “The Connection Culture: A New Source of Competitive Advantage” and in an article entitled “Encouraging Knowledge Flow” published in Perdido.
Employee Engagement During Difficult Times
Here’s another article I’m working on. If you have any suggestions, please email me at mstallard@epluribuspartners.com.
During difficult times it’s natural for anxious individuals to retreat into isolation, a state that nearly always results in diminished productivity. When it comes to the amount of effort employees put in their work, research by the Corporate Leadership Council has shown that emotional connections are on average four times as important as rational factors. Emotional connections arise when employees feel: 1) proud of their organization’s mission, values and reputation, 2) valued by their supervisor and colleagues, and 3) informed and that their opinions and ideas about matters that are important to them are considered by decision-makers before decisions are made.
Recently I visited an impressive organization that is poised to continue performing well even through the challenging economic environment we are presently facing.
Truth, Beauty and Goodness Increase Employee Engagement
Here is the draft of an article I’m working on. What do you think about it? If you have any comments or suggestions, please email me at mstallard@epluribuspartners.
Values of Great Leaders Connect with Employees
By Michael Lee Stallard
When people feel emotionally connected, they put more effort in their work. Research bears this out. A 2004 Corporate Leadership Council study of 50,000 employees worldwide concluded that emotional factors were four times as important as rational factors when it came to employee effort.
Great leaders connect on an emotional level with the people they are responsible for leading. When employees follow their leader’s example, they become more connected with one another, boosting trust, cooperation and esprit de corps throughout the organization. What I have discovered as a leader and as an advisor to leaders over the years is that the emotional connections leaders develop with people are ultimately grounded in the leader’s own values. The values that foster connection among people come in clusters that I refer to as Truth Values, Beauty Values and Goodness Values.
New York-Presbyterian Recognized for Employee Engagement
Congratulations to New York-Presbyterian Hospital for being recognized as the top academic medical center in terms of employee engagement. I wrote an article about New York-Presbyterian entitled “Strengthening Human Value in Organizational Cultures” that appeared in the Winter 2008 issue of Leader to Leader. You can read about it in a blog post of mine entitled “Amazing Things are Happening Here.”
Jim Blasingame and I discuss employee engagement on his radio program
Last Friday I was a guest on my friend Jim Blasingame’s nationally-syndicated radio program entitled “The Small Business Advocate.” In the interview Jim and I talked about employee engagement and why leaders need to clearly communicate their vision and values to the people they are responsible for leading. This is especially important during difficult economic times. You can hear the interview by clicking on the “listen now” below.
New Video Clips on Relationship Excellence, Criticism, Difficult Times and Imbalance
Athenaonline.com sent me links to several video clips I filmed for its MyQuickCoach product that was voted one of Human Resource Executive magazine’s top training products of the year. Take a look and let me know what you think.
Relationship Excellence and Performance
Free E-book on Connection Culture and Employee Engagement
Today, Athenaonline.com sent out an email newsletter to its clients to make them aware of the recent training videos I filmed for its MyQuickCoach program. In the email AthenaOnline included this video clip of me discussing the importance of Connection Cultures.
Athenaonline was voted one of Human Resource Executive magazines top new training products. It includes thought leaders such as Marshall Goldsmith, Ram Charan and David Allen on topics like leadership training and development, employee engagement, team building and time mangement .
For the AthenaOnline clients who are clicking through to check out my blog, I want to make you aware of the free, downloadable eBook I wrote that was published by Changethis.com. You can download it by clicking on employee engagement.
Sad for Siemens’ Employees
Last week Siemens paid a $1.6 billion fine for its bribery violations. The New York Times’ writers Siri Schubert and T. Christian Miller wrote an excellent article about it entitled “At Siemens, Bribery Was Just a Line Item.”
Corporate identity is a source of pride in the best organizations. It is a factor that contributes to connection and employee engagement. When a company’s identity is tarnished like Siemens has been, it rubs off on employees’ identities too. Siemens’ leaders can recover provided they develop a culture that places a high value on integrity, honesty and justice. If they do, it will improve employee and customer engagement. If they fail to do this, I would not be very optimistic about Siemens’ future.