CEOs who want to build employee motivation, morale and performance to create a positive, productive and more profitable work environment in their small business need to get comfortable asking questions about those issues.
Author Archive | Skip Weisman
Whoever spent time as a child on a school playground and been the victim of name calling knows the deflective phrase used to counter those slurs, “sticks and stones may break my bones but names can never hurt me,” isn’t enough to overcome the impact of those bullying communications to youthful, developing ears. Words are […]
One of the biggest trust-killers is so basic it is easy to overlook. It is and has always been in the realm of communication. And one of the most destructive communication sins when it comes to trust is what I call ‘indirect communication.’
Training is not a panacea for all a company’s problems. Of course, training can be of immense value and benefit in addressing many problems, but if the cause of the problem comes from higher up or outside their area of influence, then it can be a waste of time. You need to address the root cause […]
Pushing a pig out an airplane door at 15,000 feet to try and teach them to fly will just give you a dead pig when they hit the ground with a loud “splat!” Trying to get employees to perform tasks they are not suited for will cause them to fall just as flat!
What I’m about to say, will shock most organizational leaders….It’s time to retire the mission statement.
Organizational leaders must take it upon themselves to address issues promptly and directly. By doing so they point out the specific behavior they witnessed, outline why and how it is a problem, and ask for a change in behavior to which they can then hold the individual accountable.
When you focus on desirable behavior it gives you something measureable. It is easier to judge if the desirable behavior was fulfilled. Trying to prove a negative, that something you didn’t want to happen didn’t happen, is much more challenging, it’s subjective and can be open to debate.
A lack of specificity is just one of seven communication mistakes organizational leaders are making when interacting with their peers, direct reports and those they answer to such as shareholders and board members.
These seven leadership communication habits can cause significant damage to an organization’s culture, including negatively impacting employee morale, motivation and productivity. Long-term toleration of these communication styles can create a low-trust, highly toxic work environment.