Five Ways Leaders Can Boost Employee Engagement

by Judith E. Glaser

The key is to use your conversational intelligence (C-IQ)—your capacity to connect—to recognize social and psychological needs and translate this awareness into conversations that meet these needs. Here are five steps you can take now:

Step 1. Acknowledge people’s social and psychological needs. Our needs are sources of energy, motivation and engagement. Create a culture where people can meet the following seven needs:

  • Inclusion and belonging: we need to feel included and connected and in supportive relationships with others and be included in decisions that affect our job;
  • Appreciation and recognition: we need to be appreciated for our gifts, talents, and achievements and to recognize and appreciate others;
  • Challenge and achievement: we need to feel challenged to take risks and achieve results;
  • Trust and accountability: we need to feel that we can count on others to be fair and honest, clarify expectations, and be held accountable for results;
  • Growth and learning: we need to work where we can learn, grow and develop our skills and talents and contribute to organizational goals;
  • Power and control: we need to influence the results and actions we are accountable for; and
  • Meaning and purpose: we need to know that our work adds value, has meaning, and is part of something bigger than we are alone.

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Why Should Managers and Leaders Celebrate More?

by Judith E. Glaser

Great leaders identify, measure, recognize, and reward meaningful efforts and achievements—and celebrate often with the people involved. Why should managers and leaders celebrate more? Creating a feeling of celebration helps meet people’s needs for inclusion, innovation, appreciation, and collaboration – and now with the advances in neuroscience – we know that celebration elevates oxytocin, which is a neurotransmitter which elevates collaboration and bonding. In fact when we enjoy and celebrate with others we produce these happy hormones – which is the best Conversational Cocktail to elevate spirits for the New Year!Young Workers Celebrating

How WE make Conversational Cocktails

How might the disciplined practice of celebration change the culture? From my study of neuroscience, I know that celebration has a big impact because it literally works wonders in the brain. By releasing dopamine and oxytocin and other positive neurotransmitters, positive celebrations and intelligent conversations are not just ways of socializing and sharing information—they trigger healthy physical and emotional changes in the brain.

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[New Videos] on What Your Employees Really Think of You

Ears burning?

Don’t care? Or, you might not even know how they feel because they’re hiding it from you. But, when they walk out the door or slack off because they’re mad or discouraged, it starts to get time-consuming and costly for companies.

Before that happens, here’s a video on Leadership Feedback with scenarios showing how bosses unwittingly destroy morale and how you can avoid making those mistakes:
So, what do your employees really think?

We’ve also heard of bias in the workplace. Silicon Valley has a rampant problem with this especially if you’re not a white or Asian male.   Here’s a new video training on bias — those beliefs we have that we might not even be aware of that makes us discriminate against others.

This video training is really important because it’s a silent killer of a business and creates the “just like me” scenario.  Clones in the workplace with huge blind spots because everyone thinks alike.

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Grabbing Customers and Engaging from “Hello”

By Judith E. Glaser

customerservice.stockimagesFully engaged customers are more loyal and profitable. A fully engaged customer represents a 23 percent premium in terms of share of wallet, profitability, revenue, and relationship growth. Gallup’s State of the American Consumer report.

How can you effectively engage with your customers who operate at warp speed? We live in a world of right now, and the demand for instant results is seeping into every corner of our lives. Instant gratification is no longer a desire—it is an expectation. Continue reading

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Seven Negative Patterns that Derail Your Business

by Judith E. Glaser

As you read the following seven I-centric habit patterns, identify ones that do not serve your organization and see them as opportunities to develop WE-centric patterns. Monitor your impact. Notice how, by shifting to WE-centric patterns, you increase positive energy, focus your colleagues on creating the future, and enable greater leadership behaviors in everyone.managing conflict at work

  1. So, I’m the boss:
  • Fear of giving up power and control; believe you need to tell people what to do.
    Impact: You do it all; limit others accountability; fail to access organizational genius.
  1. I’ve got a case on you:
  • Blame others for making mistakes; build cases and play off weaknesses; be judgmental. Impact: Holding grudges; resting on your laurels, limiting growth; negative workplace culture. Continue reading
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Shift Your Thinking to Optimism in the Face of Fear

By Judith E. Glaser

Are Your I-Centric Habit Patterns Getting the Best of You?

We live in a world of moving targets. Once we get into routines we feel comfortable, and from comfort comes confidence. Yet in a world of moving targets, we need to be open to change.

Inevitably, you encounter many changes in our work life—changes that require energy, focus, and commitment. Some changes throw you into I-centric response as you will feel you need to protect what you have and prevent loss. Some changes inevitably lead to defensiveness as you try to hold on to what you have created.

Protect or Connect When Facing Uncertainty?

Protect or Connect When Facing Uncertainty?

Sometimes we don’t change because change means taking risks. We don’t like to fail, and we protect ourselves from looking bad. Not changing feels like a familiar haven that protects us. It makes us feel smart because we repeat what we know and we think we know it all. As we perpetuate the illusions, we fail to realize—precisely because it all feels so safe and reassuring—that we are trapped by our comfortable assumption as to what constitutes safety and success.

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Create and Sustain Change by Creating Trust through Candor

By Judith E. Glaser

Here are 5 ways to elevate every day – and experience a release in the capacity to create and sustain change, growth and transformation:

By setting the context for candor throughout all of your leadership interactions, you level the playing field. You set the tone for people to be candid with each other – and candor leads to trust. “I trust you have my back – I trust your intentions – I trust you care.” Power and hierarchy become less important than the results colleagues can create together through trust, honesty and teamwork.

Can I trust you?

Can I trust you?

Neuro-tip: Candor, truth and trust
While the words – candor, trust and trust – are different, the meaning of these words activate the same networks in our brain. When we display the Prefrontal Cortex, our Executive Brain. This network opens the power of the Executive functions, such as strategic thinking, empathy, foresight, intuition, good judgment and handling uncertainty with less fear. So candor plays a role in elevating our capacity to work through difficult challenges with others – a core activity for change and transformation in organizations. Continue reading

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“I want to change …my arrogance, my control, and my lack of trust.”

by Judith E. Glaser

When Bayer, a $7 billion multinational pharmaceutical company, acquired a smaller $300 million diagnostic company, Rolf Classon the CEO, chose to call it a “merger.”

Power-with Others
He wanted to immediately establish a “power-with others” relationship with the new organization. I was part of a consulting team who facilitated a multi-day vision, values, and leadership session to help the leadership team create the new direction for the culture and the business.

“We are becoming one company,” Rolf told the top hundred people from both companies at their kickoff meeting. He went on to convey that he wanted to set new ground rules for working collaboratively in a new environment in which “together we can create something that never existed before.”

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Two Signals that Create the Highest Trust

by Judith E. Glaser

Most people choose their friends and colleagues based on three principles that even they may not be aware of. That’s according to social science research conducted by Brian Uzzi, professor of leadership and organizational change at the Kellogg School of Management:

  • Identify the most important qualities they’re looking for in the people in their network (often the same qualities they already have).
  • Look for others who share those qualities.
  • Find those new people through people they already know.

creating trust at workWhile this intuitively makes sense for how we grow our business networks, it’s counter intuitive to what human beings need to be doing to ensure deep connectivity in relationships. There is a lot we can learn from the Neuroscience of WE that gives us clues to what makes working relationships as well as personal relationships thrive.
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Mentoring Requires More Than Good Intention

by Lois Zachary

best mentoring steps

It takes time and work. It requires knowledge, competency, skill and a planned strategy. Mentors and mentees who come to mentoring prepared, and know what to expect, report more fulfilling and mutually satisfying mentoring relationships.

So what can you expect?

You can expect your mentoring relationship to unfold in four predictable phases. These sequential phases – preparing (getting ready), negotiating (establishing agreements), enabling growth (facilitating learning) and coming to closure (looking back and moving forward)– are characterized by key tasks. Knowing what to expect during each phase contributes to building a more successful mentoring relationship.

Phase One: Get yourself ready for mentoring
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