Are surveys still valuable in your business? I have been asking myself this question for the last six months to a year. The sad problem is that I answer myself with the paradoxical “Yes” and “No”.
On the telephone, in the mail, on our computers, smartphones and iPads, American consumers and businesses are being solicited as never before to express their feelings about products and services ranging from meals in fast food restaurants to the latest consulting engagement you presented to a client.
I suspect in some circles there is a remnant of “survey rage”, similar to road rage, where people are contemplating the most absurd answers to the questions the next pollster or online survey they feel they are entrapped into taking.
Over the holiday’s I was thinking about what I believe, a picture of company success would look like if it were run in a new open and authentic way. In reviewing all the teams that I had managed over the years, it became relatively easy to isolate out some of the best characteristics. Taken singularly, there are some ideas and answers that can be brought to bear but in the complex arena of organizational governance and politics it becomes a much more difficult & complex issue. Below are some of my thoughts for you to digest. What do you think? What would you add? What would you remove?
To be a Transformative Leader one must exhibit strength in two very important character areas, trust, and transparency. One’s ability to grow and allow others to grow depends wholly on the results of both of these characteristics.
Today, we have a dilemma that is facing many companies when it comes to hiring. Checklists are getting in the way. Having dealt with the application process for a while, I find it interesting what the automated process has done to the human interaction process.
We have dehumanized the interaction so much that defensive processes have started to appear that further jeopardize employee engagement, in my opinion.
According to a recent government report the business world is currently in a leadership crisis. Up and coming managers, those who will be our business leaders of the future don’t see positive examples of “inspirational leadership” in their work places. Employees long to see a genuine shared vision, real confidence and trust in teams and respect for colleagues, customers and employees. Less than 40% of managers actually see these traits on display in the workplace.
They are looking for fresh and exciting opportunities so they can grow, expand and become the best leaders they possible can be however management is does not fully understand how to implement coaching. The state of corporate coaching today is really nothing but a re-labeling of 50-year-old management techniques. I did a review recently of the state of corporate coaching that is being encouraged each day in many organizations and I was astounded.
One, of many, defined corporate coaching as “providing guidance, feedback and direction to ensure successful performance”. This is a typical old school management process because everything is defined for the employee or new manager. The focus is on short-term results and very structured framework so that it can be micro managed for success. There is no mention of empowering, growing or allowing employees to make mistakes.