As your leader, your job is about so much more than checking tasks off a to-do list and telling your staff what to do. You have the power to make a real difference in the business and in the lives of your employees. You need to always be thinking about the big picture and how
By Kevin Eikenberry Everybody talks about the importance of building rapport with clients, employees, coworkers and supervisors. The idea is that once you establish a rapport, you can go on to build stronger relationships, teamwork, collaboration and communication. All of which are critical in the workplace. But when you can’t rely on chit chat in
By Kevin Eikenberry, co-founder of The Remote Leadership Institute. There are two key words in the title of this post, and one, or the combination of them, is why you are reading. So before I get to the tips, let’s look at those two words. First up: Unusual. Much has been written about productivity, so
If you’re a leader, best-selling author Jon Gordon wants you to take this message to heart: Spreading negative energy solves nothing. In fact, it causes people to shut down. Morale suffers, employees disengage, productivity takes a hit, and profits fall. “It’s easy to get upset and derailed by anger when things go wrong, but then
Do you inspire your team or discourage them? Your leadership style—whether positive or negative—matters more than you realize. In fact, your attitude makes all the difference in the culture and success of your team, especially when it comes to virtual employees. They often feel isolated, and you may be their most important connection to the
By Kevin Eikenberry Almost everyone has worked for a micromanager at some point. You know the type who insists on signing off on everything, who wants you to document your every move, who requests ridiculously long status and progress reports, and who basically dictates how employees should do their work. I never understood why a leader
We’ve all attended meetings that were a big waste of time. There are many ways meetings can go wrong, but as a manager, you can prevent many of those problems. Check your meeting behaviors against the following list, and make changes if you’re guilty of any of these sins: Meeting for the sake of meeting. Don’t
It’s one thing to be proud of your successes and promotions; it’s quite another to allow that pride to morph into arrogance. Reflect on your attitudes and actions, and identify whether the following statements are True or False: I behave toward my subordinates very differently than I do toward my superiors. If forced to choose,
Page [tcb_pagination_current_page] of [tcb_pagination_total_pages]