Research has shown mentorship increases employee engagement and satisfaction. While mentorships often happen naturally, the reality is, these tend to be two parties of the same gender or race; and while they feel good, they lack some of the benefits of diversity that organizations need to flourish. The good news is organizations can formalize mentorships without losing the authenticity that natural mentorship brings. Here is how to do it.
Artificial intelligence sounds very futuristic. But the fact is that organizations, even those outside of the technology space, can benefit from the use of artificial intelligence (AI). Many organizations are already using AI to improve efficiency.
Being an agent of change for an organization’s culture requires solid strategic and communications skills. Those experienced in helping organizations to change their culture confirm that it can be a massive undertaking.
Business leaders, association leaders, and peer academic leaders need to collaborate on identifying, and filling, emerging skill gaps. This is your call to action.
Strategic thinking may not come naturally to all your team members, but it is a skill you can help them develop.
As we move to higher levels of the organization, it’s not always our job to make decisions – it’s our job to make sure decisions get implemented. This takes intentionality and an understanding that our “value” to the organization becomes more difficult to see. As with the transition from functional expertise to leadership expertise, our value goes from short-term wins and projects to long-term strategies that increase value to the organization over time.
Frontline managers often feel responsible for doing the heavy lifting of organizational change efforts. This “manager’s dilemma” is not a guarantee of failure. When managers embrace four specific roles related to change efforts, they can be more successful in moving a change forward.
If you’re dead set on having employees physically in an office building even if it’s not essential to your business, you’ll likely lose out on finding and keeping good employees.
Is your leadership style outdated, or are you well prepared to manage the evolving workforce? If you define yourself as a leader, you operate on trust and believe that people want to work, enjoy their work, and will do their best work in an environment of trust and accountability.
Managing well, whether in-person or at a distance, requires the same skillset. You’ll need to coach, give timely and actionable feedback, set priorities, clarify expectations, protect your team’s time, and use one-on-ones to increase engagement, certainty, autonomy, meaning, progress, and social inclusion.