When is the last time you lost trust in an individual? Think back to that moment and try to recall what you were thinking or feeling. I am sure you can vividly remember what the person did or said that caused you to lose that trust.
Try to keep that feeling present as you continue to read on.
Today’s multigenerational workforce includes employees between the ages of 18-80 years. Some employees are only starting their careers while others are approaching their retirement. The dominant three generations, which are forming a balanced mix of the workforce environment remain the same: baby boomers, Generation X-ers and millennials.
With the New Year right around the corner, this is often the time for self-reflection. What have we accomplished this year and what do we hope to accomplish in the next? We find ourselves thinking of the type of person we were and more mindful of the person we want to be.
Why we do the things we do is a question that can be constantly analyzed. Effective leaders are visionaries who have the ability to influence and inspire others to achieve a common goal. How our brain works, how we make choices, and how we act on those decisions is part of the neuroscience behind effective leadership.
In today’s hyperconnected work environment, organizations are continuing to expand, building a multicultural workforce spanning the global marketplace. In order to be successful and stay relevant and competitive, it is critical to develop emotionally intelligent leaders capable of producing bottom line results.
Millennials have secured themselves as a dominant workforce within a majority of businesses and it’s time for many to take high-level executive positions and occupy the corner office of a reputable company. Nevertheless, by benefiting from the gained experience in large companies and a variety of learning technologies available, millennials prefer to test deep waters of a particular industry with their own start-up vessels rather be circumscribed inside the glass cabin. In such circumstances, an important question arises in regards to determining millennial leadership styles without emphasis on senior positions at the company.
As people stand in line today to cast their vote for the next president of the United States, it is important to recognize what makes great leaders influential. Discussed in the previous blog, effective leaders, whether political or corporate, have the ability to empower, influence and inspire others.
With Election Day right around the corner, we are continuing to analyze opposing opinions and perspectives on various issues, and determine the intrinsic leadership qualities we’d like to see in our next president. While there isn’t a standard, definitive list of key characteristics that make up an effective leader, great leaders, whether political or corporate, have the ability to influence and inspire others.
As a busy leader today, you are barraged with interruptions and demands for your attention. Much of a typical leader’s workday is spent reacting to the influx of emails and calls, responding to customer and/or employee requests, and checking off a lengthy to-do list. To make matters worse, the need for a leader to make thoughtful decisions on demand despite the array of distractions adds to one’s pressure and stress.