My love for running began in the fourth grade. I signed up for the elementary school cross–country team and trained for a few local 5K races. The most influential part of the experience was running with my dad, who jogged by my side in each race. I can still remember his words of encouragement and little bits of advice interspersed throughout our steps and the excitement in his voice when we could see the finish line, pushing me to finish strong.
In my last post, I shared my reasons for staying at the same company for almost thirteen years. This week, I share why I left.
Just a few weeks ago, I packed my belongings and turned in my Boeing badge. While my reasons for leaving are an important topic, I first want to focus on why I stayed so long.
Recent research from CareerBuilder.com suggests that nearly 50% of college graduates stay with their first employer for less than two years, yet I stayed with mine for almost thirteen. Why did I stay? What kept me there? Three things.
In last week’s post, we discussed the scientific benefits of gratitude—how research studies show that practicing gratitude produces healthier and happier individuals and workplaces. This week, we will take it one step further to discuss how you, as a leader, can apply these concepts to transform your entire organization. Leaders who effectively create a culture of gratitude simultaneously create a culture of engagement, where employees feel valued and motivated, resulting in stronger productivity, profitability, retention, customer satisfaction, and more. So how can you create a culture of gratitude? Start with these six steps...
As we celebrate Thanksgiving this week, I challenge you to fully immerse yourself in this season of gratitude. Giving thanks feels good, but those warm, fuzzy feelings don’t just happen by accident—research studies show that gratitude is directly associated with greater happiness, health, and overall well-being. The simple act of giving thanks has remarkable benefits.
We are expert “assumers”. We assume we know what others want, how to communicate with them, the best approach to recognizing them, and more. Unfortunately, our assumptions aren’t often correct. They are typically direct reflections of our own preferences, not others’. The result? Challenging, even strained, relationships and team dynamics.
So what do we do about it? It’s quite simple really – we become intentionally curious. Instead of being expert “assumers”, we must become expert “askers”.
Here are five simple, but powerful questions to help guide intentional curiosity.
A while back, I asked a senior executive to meet with a group of relatively young, but eager rising leaders. He showed up in jeans, which did not match the company’s cultural norms, hoping to come across as approachable, despite his high ranking. He adjusted his style to draw near…and, in return, they felt comfortable to ask candid questions and share their ideas.
Good leaders draw near. But it's often hard, uncomfortable, and inconvenient, so we fight it. Are you missing out on the power of proximity?