In her 2011 book, “Behind the Executive Door: Unexpected Lessons for Managing Your Boss”, Karol Wasylyshyn advanced the idea that leadership could be seen as a continuum that ranged from Toxic, to Perilous and then Remarkable.
The book was the result of work that she did with Rohm & Haas Chemicals in the 80’s and the development of a program titled Leadership 3000 which continues today. It was a holistic approach to developing executive talent by focusing equally on classic leadership competencies and leader behaviors. The former included topics such as strategic thinking, driving results and managing people whereas the latter touched on emotional fortitude, courage and a bias for action. You can find out more of this actual data by going to http://www.karolwasylyshyn.com/pdf/developing_leaders.pdf.
This is an excerpt from the introduction to our new Kindle book available on Amazon. We really loved working on this book because there is so much that still needs to be explored and we are looking forward to that happening. Enjoy this snippet:
How often do you find yourself thinking of your workplace as a jungle or, if you are less exotic, the local forest? The conversations and actions that take place seem to be very reminiscent of any number of animals that you may run into strolling in the wild. Sometimes those conversations or actions can be comical and sometimes they can be shocking. That was the idea triggered when we embarked on our book, ‘Together Works: The Ultimate Guide to Effective Collaboration’.
A wise leader is one who is able to anticipate the changes and trends in the market and take proactive steps to leverage the necessary changes as they occur or before. One trend that is in its infancy is the movement of power from employer to employee or contractor.
Recent studies have indicated that by the year 2020 nearly 40% of the work force will be independent contractors or business people. Now, where will these people migrate from? Well, in my opinion they are going to be the top performers of companies who are not paying attention to the needs of their talent. They are going to be people, who are unwilling to commute an hour each way, unwilling to relocate to another city or country and unwilling work 60-80 hours a week without recognition or flexibility of work environment.
Engagement: Are your employees aware of what is expected of them at work? Do you regularly provide support, praise and feedback to them? Do they feel they are understood and the management feels for them in a real and tangible way? Do you provide them with opportunities and encouragement to develop their skills at work? Do they feel as if their input is received and matters? Do they feel engaged?
If you answered “no” to any of the questions above, it’s likely you are dealing with actively disengaged employees. Engagement is the goal, however, according to Gallup’s State of the Global Workplace Report 2013, actively disengaged employees are costing companies billions, in lost revenue.
How can you improve the situation? Three simple things will help start the process: