Organizations and teams with strengths-based cultures consistently outperform their competitors, but knowing everyone’s strengths is not enough to create change.

It takes ongoing conversations, reflection and practice to successfully integrate strengths into your organization’s daily routin...

Every company experiences good turnover and bad turnover.

What does a successful exit look like?

(1) The employee feels heard.

(2) The employee leaves feeling proud of their contribution.

(3) You create a brand ambassador.

The experiences and interactions people have...

Pay and promotion discussions need to be consistent with the development and real career progress.

While pay is a personal matter, criteria for pay increases and promotions should be transparent. Don’t use forced rankings to determine pay or promotion for small groups, assuming each team ha...

About half of great managing is rooted in hardwired tendencies, and the other half comes from experiences and ongoing development. Great managers inspire teams to get exceptional work done, set goals and align resources for the team to excel, influence others to act by pushing through adversity a...

Managing isn’t a great experience for most people. Work is worth more for them than for the people they manage. Managers report more stress and burnout, worse work-life balance, and worse physical well-being than the individual contributors on the teams they lead.

Gallup recommends develop...

Employees in the new workforce aren’t looking for amenities such as game rooms, free food and fancy latte machines. They are looking for benefits and perks that will improve their well-being, meaning those that offer them greater flexibility, autonomy and the ability to lead a better life.

Creativity in organizations is essential. Many organizations say they want their employees to be highly creative. Yet most employees don’t believe that they’re expected to be creative or think of new ways to do things, even though every job has the potential for creativity. No one is closer to th...

The old boss-to-employee, command-and-control leadership environment has “worked” when it comes to building process-efficiency systems, engineering large building and creating infrastructure. But the top-down leadership techniques of the past have not adapted to a workplace that now demands coach...

70% of the variance in team engagement is determined solely by the manager. When you have great managers who can maximize the potential of every team member, you have delivered on the new global will which is a great job and a great life.

Inspirational messages are important but the...

There are five general innate traits/tendencies that predict performance across job types. They are motivation (drive for achievement), work style (efficiently organizing work), initiation (taking action), collaboration (building partnerships), and thought process (solving problems through assimi...

Diversity categories include race, age, gender, religion, sexual orientation, socio-economic status, disability, lifestyle, personality characteristics, height, weight, other physical characteristics, family composition, educational background, tenure with the organization, political ideology, an...

Organizations globally need a much higher proportion of women in the workplace, not just because it benefits women, but because it’s good for business. Gender-balanced work groups have a greater capability to get work done and meet customers’ needs.

On average, women are more engaged than ...

Two-thirds of U.S. employees have been either not engaged or actively disengaged in their jobs and workplaces during this time. A high-development workplace requires much more than just administering surveys. Measurement on its own doesn’t inspire change or boost performance or improve the workpl...

Almost universally, men and women mention “balance between work and family” as one of the top challenges that working women in their countries face. Whether an organization offers flexibility and whether it actually honours flexibility are two different things.

Some organizations have an e...

Millennials and Generation Z want a purpose, not just a paycheck. They are no longer pursuing job satisfaction—they are pursuing development. They don’t want bosses—they want coaches. They don’t want annual reviews—they want ongoing conversation. They don’t want a manager who fixates on their wea...

Culture begins with your purpose, meaning why you are in business. It lives or dies day to day through your managers. Culture determines your brand which is how employees and customers view your company. A world-class culture inspires your most talented employees to create superior customer exper...

Beyond luck, which some right decisions are attributed to, there are three keys to success:

• Leaders know their limits, meaning their strengths and weaknesses.
• They apply critical thinking and identify high-risk blind sides.
• They use analytics-driven evidence.

The No. 1 reason people change jobs today is “career growth opportunities.” Experts recommend offering ambitious and productive employees these new paths for advancement beyond becoming a manager:

(1) individual achievement as a manager or high-performing contributor,

(2) personaliz...

Transform your managers into coaches by teaching them to meet these three requirements:

(1) Establish expectations.

(2) Continually coach.

(3) Create accountability.

Employees whose managers involved them in setting goals were nearly four times more likely to be engaged th...