CEOs who Engage for Impact:
- “High performers are more successful than their peers, yet they are less stressed.
- High performers love challenges and are more confident they will achieve their goals despite adversity.
- High performers are healthier than their peers.
- High performers are happy.
- High performers are admired.
- High performers get better grades and reach high positions of success.
- High performers work passionately regardless of traditional rewards.
- High performers are assertive (for the right reasons).
"Cultivating identification with others at work in ways that will fuel empathy and compassion requires being available, both physically and psychologically. Availability becomes real in organizations through simple gestures such as keeping one's door open, arriving early for a meeting, holding online office hours for distributed teams, or lingering in a kitchen or break room to be around others.
- "Before group discussions, give people 2-3 minutes to jot down their thoughts
- In online meetings, encourage responses in the chat box
- Break the team into pairs or small groups to discuss issues and report back to the larger group. This can be done both live and online
- Build in moments of silence for introverts to reflect
- Put a question out to the group, and allow each person 2 minutes to give an opinion on the topic
"In the days of Glassdoor, Twitter, and other fast-moving social media, reputations build quickly and can be hard to change. We've seen seemingly minor missteps torpedo careers. It's a lot easier to avoid these behaviors than having to clean up your reputation after. Among the top missteps to avoid:
Dr. Emily Buck, Co-Director of the OSU Leadership Center and professor at Ohio State, says that her best leadership advice is “be willing to continue to learn from those around you”.
Buck has been fortunate to experience this kind of positive mentorship on a personal level throughout her professional journey through her friend and mentor Kris Boone, director of Ohio State ATI.
- "Individuals talk openly about their strengths and their weaknesses.
- People offer both support and challenge in meetings, clarifying intention and asking questions without appearing judgmental.
- People know more about each other than just their names.
- There are references to people's lives outside the workplace (images, artwork, etc.).
- People seem to assume positive intent with one another.
- Competition is focused on winning in the market or against the competition rather than internally.
“Build skill in perceptive engagement, the capacity to take another person’s perspective and discern what would be helpful.
- "They are on time for meetings, for planes, for phone calls.
- They make individual commitments (who is taking what actions by when) clear in meetings.
- They follow up on agreed-upon actions religiously.
- They make lists (to do, to read, mistakes, people to keep in touch with, useful resources, etc.) - and put those lists into action.
- They are aware of their mood, words, and actions in their interactions with their teams - are their actions and words having the desired effect?
- Personalize recognition. Individuals, not groups, do work.
- Make recognition motivating, not embarrassing, for star performers. Make those recognized part of an elite group - don't focus on the solo star.
- Keep recognition a surprise, not routine. When employees become conditioned to expect rewards, they feel disappointed when they aren't acknowledged.
- Make it clear why the person deserves recognition. Praise the specific performance, skill, judgment, expertise, or accomplishment.