Perhaps the single most important cornerstone for any organization is trust — between partners, employees, and teams. It runs through every layer of business, from the CEO to the customer.
In a recent Inc.com post, contributor Laura Garnett interviewed Lee Burgage, chief people officer at the Motley Fool. Burgage shared his perspectives on how the company has created an environment that creates a loyal workforce.
As a business leader, you’ll occasionally be called upon to provide feedback to vendors, employees, and partners.
Good, honest feedback is essential to reinforcing good behaviors and correcting bad ones, but what makes some business leaders so effective at providing quality feedback?
In a recent Entrepreneur post, Gwen Moran explores five key elements of effective feedback.
Most business and leadership advice focuses on the things you should do, rather than the things you shouldn’t.
In a recent post on peoplematters.in, contributor Andrew Warren Smith suggests HR leaders start practicing the idea of limiting choices, and reinvesting recaptured time and energy into other priorities.
To begin narrowing down areas of focus for 2014, he offers the following list:
The beginning of the year always provides business leaders with an opportunity to think about setting goals, and also change bad habits, and rededicate themselves towards professional development.
For some, that means increasing their likeability factor: Being liked and respected in their organizations, and among their peers and colleagues.
In a recent Inc.com post, contributor Jeff Haden examines six habits of likable people, and how they succeed in setting everyone else at ease.
With a fresh year dawning, business leaders and entrepreneurs are setting about improving their leadership style, helping their teams succeed, and positioning their businesses for growth.
In a recent Forbes post, contributor Scott Edinger identifies seven characteristic pitfalls leaders should absolutely avoid in 2014.
Edinger begins by noting there are times when all leaders need to address their areas of weakness, particularly when they begin to overshadow a person’s strengths in their chosen role.
Business owners and leaders spend a lot of time trying to understand what employees really value more than the size of their compensation package.
Business writer and contributor Geoffrey James sums up the top ten employee wants based on “hundreds of conversations he’s had about bosses and jobs” in a recent Inc. post.