It’s natural for leaders to emphasize the importance of hitting financial targets, but making numbers the centerpiece of your leadership narrative is a costly mistake.
Financial results are an outcome, they’re not a root driver for employee performance, and a growing body of evidence tells us that overemphasizing financial targets erodes morale and undermines long-term strategy. Leaders looking to motivate employees must instead use their time with their teams to build belief in the organizational purpose, the intrinsic value of the employees’ work, and the impact they have on customers, and each other.
To do so, the authors recommend three tactics: 1) Reevaluate how you use your leadership airtime; 2) Discuss your customers with specificity and emotion; and 3) Resist the urge to widely share every measure of financial performance. READ MORE
by Lisa Earle McLeod and Elizabeth Lotardo
Source: hbr.org
With endless meetings, incessant emails, and casts of thousands, companies have mastered the art of unnecessary interactions. It’s no wonder a recent McKinsey survey found 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution in how people work due to the COVID-19 pandemic.
Rosalie Harrison and Andrew Kris discuss how business professionals are no longer “in shape” for work travel and in-person meetings, as well as how the expectations about work schedules is changing.
The high level of uncertainty around us right now may increase even more in the new year and beyond. And with such instability, you may find it challenging to excel in your career now and plan for your future. The author offers four tips that can help you not only weather the uncertainty around you but even find a way to leverage it for your future benefit.
