"To build the type of trust that carries teams to win the championship to develop the type of loyalty that's unshakeable, the only way to foster this type of culture is through vulnerability." The article focuses on a conversation between two co-workers discussing leadership style and communication in relation to vulnerability.
"Vulnerability is taking a risk, stepping into the emotional unknown, and exposing who you really are. You're comfortable showing your deficits as well as your assets." The traits of leadership are explored in this article as well as its connection to shame and being insecure.
An interview is conducted in this article with Brene Brown, research professor and author of Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent and Lead who "talks about how's she has been able to embrace her own vulnerability, shares a story of an entrepreneur who
Gearing Up Conference “Connecting and Leading With Your Best Self” Workshop 6/7/13
Global Leadership Skills Workshop “Knowing When Your Strengths Become Weaknesses & Weaknesses Become Strengths” 6/5/13
"Employee involvement in the missions and visions of an organization, and the types of employee commitments towards an organization remain at the center of designing any management style." The article describes the three types of organizational commitment of employees such as affective commitment, continuance commitment and normative commitment which are known
"External engagement cannot be separated from everyday business; it must be part and parcel of everyday business." The article concentrates on how to "integrate external considerations into decision making across a business?" The four action items to achieve this are "define what you contribute, know your stakeholders, apply world-class management, and
"People's attitudes are caused by how they perform and they determine their performance. In short, they are both a cause and a consequence of behavior." The article gives a review about the realtionship between work attitudes and performance; for example, "performance causes satisfaction not because satisfaction causes performance" and speaks to
"According to a 2010 employee engagement study by Gallup, disengaged employees erode an organization's bottom line while breaking the spirits of colleagues in the process. Within the U.S. workforce, Gallup estimates this cost to the bottom line to be more than $300 billion in lost productivity alone." The article explores ways how
"Some of the most engaged employees in your organization are your worst performers and some of the least engaged are your highest performers." The article explores how high performers can get disengaged when standards are not clear, reinforced and when lower performing employees can slip by.