Ever hear the phrase “What got you here won’t get you there?” This is especially true for new managers. What got them promoted was an ability to do their job well as an individual contributor. But to be a successful first time manager, requires a major transition for which many people are not adequately prepared. Organizations, on average, don’t invest in their leaders until the age of 42, or 10 years after they have been promoted. That is 10 years of learning bad behaviors. Behaviors that lead to reduced productivity, reduced influence and an inability to effectively give feedback just to name a few.
Secrets Revealed: Winners Answer the Tough Questions About Employee Engagement and Workforce Culture
Ever wonder what it really takes to build and sustain a candidate-attracting, employee-retaining and customer-engaging company culture… one that positively impacts the organization’s bottom line? Learn the practices, traditions, beliefs, customs and behaviors that propel organizations to top of the competition. Participate in this live webcast discussion in which a group of Colorado leaders will uncover best practices in building organizational culture and enable employee engagement that align directly with an organization’s business goals.
Ever hear the phrase “What got you here won’t get you there?” This is especially true for new managers. What got them promoted was an ability to do their job well as an individual contributor. But to be a successful first-time manager requires a major transition for which many people are not adequately prepared. Join ICC experts Shawna Simcik and Meredith Masse as they discuss how to effectively develop first-time leaders for greater productivity and greater ROI for the organization.
It’s clear that how the layoff is handled, how employees who are let go are treated and how the surviving workforce is supported are the key factors in determining the organization’s ability to rebound for future success and viability. In this live webinar, learn the critical elements of what to expect and and practical steps of how to lead through change after a layoff to support the vitally important employees the organization is relying on to bring operations back to a “new normal.”
Gone are the days when leaders simply conduct one performance conversation with employees annually or use the words, “do it because I’m the boss.” More and more managers are being asked to coach their work teams to get the most out of their people. Join ICC experts as they discuss the role coaching plays in being a great leader and how to adopt the right mindset for holding effective coaching conversations.
Does training in your organization need a refresh in order to deliver more value to learners and a higher return on development investment to the company? Only 10% of what we learn is from what we are taught using traditional lecture methods, 20% from social-based learning methods (talking with others to work through problems), and 70% comes from direct experiences and practice in realistic settings (Bersin, 2013). Reinforced learning represents that 70% and can actually boost retention to 90%.
A recent Harvard Business Review issue featured “The Culture Factor” in which the authors define culture as an “elusive lever because much of it is anchored in unspoken behaviors, mindsets and social patterns.” Best companies to work for, however, realize when expectations around these characteristics are well-defined and overt, the culture is better equipped to produce best business outcomes. [And isn’t achieving business objectives the real reason we’re concerned with culture?]
The good companies to work for provide compassionate outplacement services when business needs dictate a reduction in force. The BEST companies to work for provide the same philosophy to keep their employees, especially high performers, from jumping ship and going to the competition.
In this one-hour complimentary webcast as they present on the critical elements to include in an internal career coaching initiative to maximize STAYplacement services as a retention tool.
What happens when opposing opinions, strong emotions and high stakes come together in any situation? What impact does that have on your team and your company’s performance? How we, as leaders, react (or avoid) conflict can have lasting ramifications on individuals, teams and companies. Dramatic improvements in organizational performance are possible and measurable when people learn the skills routinely practiced by those who have mastered conflict in the workplace.
Deciding to invest in your leadership development is only half the battle. Once the decision has been made, the struggle for most is maintaining that initial desire. For example, research suggests that about 50% of people who make New Year’s resolutions give up on the resolution within the first four weeks! Leadership development, like any behavior change, requires motivation to commit initially, and motivation to sustain the process.