Meaningful Work: How to Do Great Business, Find Your Calling, and Feed Your (and Your Employees’) Soul | with Shawn Askinosie, CEO of Askinosie Chocolate

This episode is about a true story that is interesting and well told — a story that is important for all leaders and entrepreneurs … especially those of us who aspire to use business not only to make a living for ourselves but to help make the world a better place.

read more

Transforming Resistance to Change | with Christine Comaford

How do great leaders overcome resistance to change ― and the stress that accompanies it? Navigating change is hard, and people often get emotionally hijacked in the process.

Leaders need potent, easy to learn, highly effective brain-based tools to navigate the emotions connected with growth and change ― and get their team on track.

read more

Herding Tigers — Leading a Creative Team | with Todd Henry

Leading talented people in creative fields requires a different skill set than what many management books teach. How do you ensure your team consistently delivers a brilliant work product from an inherently unpredictable creative process? How do you manage pushback from your team of super-smart, headstrong creatives?

read more

The Power of Everyday Sabbatical

Several years ago, I called to reconnect with one of my mentors from my college days at Xavier University. Early in my conversation with Gene, I mentioned that I thought I recalled reading in Xavier’s alumni magazine that he’d recently completed a one-year sabbatical. (As at most colleges and 15% of US companies, Xavier periodically provides what is essentially an extended paid vacation so that a staff member can recharge and perhaps focus on a special project, such as writing a book or learning something new. The typical sabbatical program provides 2-12 months of paid leave for every 5-7 years worked, but the details regarding length, frequency, and pay vary greatly among employers.)

read more

How Engaged Are Your Employees? Find Out with This Simple Test

In his book, Locked in the Cabinet, former U.S. Secretary of Labor Robert Reich describes what he calls his “Pronoun Test.”

I ask front-line workers to tell me about the company, and I listen for the pronouns. If the answers I get back describe the company as “they” and “them,” I know it’s one kind of place; if the answers feature “we” and “us,” I know I’m in a new world.

It doesn’t matter much what’s said. Even a statement like “They aim for high quality here” gives the game away. The company still flunks. Workers don’t have a personal stake. Employees still regard the company as they — perhaps benevolent, perhaps evil, but unambiguously on the other side of a psychological divide. Most places flunk.

read more