Decision making is a perennial topic for leaders. It is one of those skills that we all use every day, yet we know it is sometimes hard, and we could probably be better at it. So how can you more confident when you have to make a hard decision? Science to the rescue! Today I
By Kevin Eikenberry, co-founder of the Remote Leadership Institute. Today, I am going to share with you the secret to success. It’s a simple, but powerful, three-step formula that any team, regardless industry, role, type (e.g., remote, virtual, hybrid or co-located), or size can use to dramatically improve its performance, productivity and overall results. Here
We talk about motivation and engagement a great deal here on the Bud to Boss blog because it is critically important. Employee disengagement leads to low productivity and poor performance, and can seriously hurt the bottom line. As this Quill infographic shows, disengaged employees cost the U.S. $450-550 billion dollars annually, according to Gallup. Take a
Consider the following scenarios: Scenario 1: A manager always turns out the light and locks his door before leaving for the day, unless he slips out before 5 p.m. Then he leaves the light on and the door open, giving the appearance that he’s still somewhere in the workplace. Scenario 2: A manager and several
Certain materials have consistently been valuable throughout history. People have valued gold and silver, literally, forever. The value of other precious metals has varied over time. Today, I am going to tell you the brief history of aluminum; I think it will surprise you. But more importantly, I will translate these lessons to us as
Most organizations still require managers to conduct annual evaluations. We recommend offering more frequent, timely feedback to improve and maintain performance. Still, if the annual review is one of your jobs requirements, you can’t avoid it. As a new leader, it can be pretty overwhelming, especially if you have to conduct several reviews all at
By Kevin Eikenberry, co-founder of The Remote Leadership Institute. It’s critical that you conduct regular one-on-one sessions with your employees (even if one is located in London, another in Australia, one in California, and one across the hall from you). While scheduling, planning and executing these sessions is a bit tougher for leaders of virtual
Change is a major part of life—and so is resistance to it. So when you inherit a team that is resistant to your new role and the changes that come with it, be prepared. Engage your resistant team with the following techniques: Acknowledge the change Don’t sugarcoat it. Your employees will appreciate your candidness if
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