Why is it employees want consequences placed on others that they wouldn’t place on themselves?

It is very typical that people ask me what my opinion is about certain real-life and hypothetical situations in order to extract my opinion.  The other day I was conducting a business briefing and was asked how I would respond to a real situation that my questioner Mark experienced.

He described to me a situation where a group of employees were not providing the level of passion and commitment the company was looking for.  He said this group was responsible for supporting a very important product line that was only available from his company.  For the company, the customers that purchased this product were some of the most valuable customers in the entire company.  Making sure these customers were served well and had high customer experience levels was very important.  The executive team wanted the employees that were in this service team to be some of the most enthusiastic company loyalists in the organization.  Unfortunately, the were not.

Mark then told me about a co-worker (Edwin) that shared his own advise on what to do to get this group energized and engaged.  Edwin said to Mark that he should provide specific details on the level of performance and actions the company wanted the employees in this group to perform and how they were supposed to behave.  Edwin then said to Mark that he needed to make it very clear what the consequences were to be if things did not change to meet the expectation.

The question Mark posed to me was, “How would you respond to Edwin’s advise?”

After a brief moment to put everything in context I answered Mark’s question.  I said to Mark that I would thank Edwin for his advise, tell him it was a great idea, and that we were gong to start this process with him (Edwin).  I then shared with Mark the irony of human behavior when it comes to punishment and consequences (negative reinforcement).  People want you to give OTHER people consequences, but when you start giving them consequences their position changes.

This starts at an early age too.  If you have kids you know what I am meaning when I say they are not happy unless they are creating conflict.  It seems as though they have to create conflict in order to experience some sort of weird satisfaction for being a sibling.  Retaliation is also very common and the words, “He’s touching me,” rings in my ears at times even when I am alone.

I practice the advice I gave to Mark with my kids on a regular basis.  I suspect the response Mark received from Edwin is probably the same response I get from my kids.  When one of them tells me that I should place the other in time-out for their bad behavior they most often are both guilty of bad behavior.  So my response is “Okay, you get over there first.”  It is amazing to see how much squirming and deflection of responsibility occurs when this happens.

Why is it we want others to be subjected to command and control tactics but do not want to be part of them ourselves?  Why is it that many people in power positions with oversight of many employees are very willing to HOLD people accountable and construct policies, consequences, and punishments but do not want these constraints placed on themselves?

Why does it take so long (sometimes never) for people to realize that the most productive type of reinforcement is positive reinforcement and that command and control is not wanted by anyone?.

There have been times when I have entered a workplace and just felt the weight of the emotional tension. The air was so thick that it was hard to breathe despite it being a smoke free environment. When you looked around you could see the employees walking around on tip toes with their shoulders slumped over.

The first time I walked into a place and felt this, my first assumption was the leader must be a tyrant. While that is a very understandable assumption to make, after investigation I found this was not the case. Actually the manager was a nice person and very easy to get along with. While she was very nice and personable she unfortunately went out of her way to avoid conflict.

There are a few things I have learned about avoiding conflict, one is that avoiding conflict does not mean it will go away and another is that when avoided it will most likely escalate to more destructive levels.

Over time the negative behaviors that result from unresolved conflict become habitual behaviors and many of them become sub-conscious reflexes and thoughts that drive conscious actions. The pattern created just repeats and people find more and more things to create conflict over. Even things that would not create conflict in other circumstance becomes something that generates conflict.

Too far gone

When the situation progresses to this level, and many times it does, training is not going to help. Giving people knowledge about conflict and dealing with conflict at this point will do very little to modify the behaviors that have now become habit. It is so hard to change habits that billions of dollars are spent each year on medications to help people change their behaviors.

In order to help people change their behaviors you will have to implement a program that focuses on behavior modification. A behavior modification program is not conducted over a couple of hours or a couple of days. A behavior modification program is conducted over several weeks in smaller pieces. Overall these programs do not take a significant time away from work, and they actually help to regain time that was once lost to dealing with the conflict at work.

To me gifts are special things for which I am grateful. It has nothing to do with physical items or monetary value. Gifts are things that I feel have enriched my life. Do you think the same way? I don’t think we are strange because we think this way. I have met many people in my life that have expressed the same sentiment. Have you?

Think about your workplace for a moment. Do the employees communicate positively with one another? Are they gladly working together? Do they care about each other and your business? Are they finding the greater sense of purpose and meaning they so desire? Are the results of your business exceeding your expectations?

You worried? You’re not alone.

I consider many relationships in life as special gifts for which I am grateful. I know many of us think this way. Just like in my personal life, when I have strong relationships at work, I am more grateful and appreciative. I have more energy, I want to help more, I am more fulfilled when my relationships are going well.

Would you believe it if I told you it’s getting harder and harder for people to have strong relationships at work? Well it is. One of the main reasons is the curse of diversity. You read that right…DIVERSITY. Don’t misunderstand, I want diversity at work, I appreciate it. But when you have more diversity, the same benefit in differences is also a curse on relationships. It is hard for people to build relationships when they don’t understand how and why others think and believe differently then them. They assume and interpret things with their own filter and this leads to conflict.

Large corporations have money and other sources to implement programs designed to address the problems noted above, they fail anyway. Why, because they are repeating (outdated) habits of the past. Do you really want to follow them?

I want to share something personal with you. Because of what I have learned recently, I have a better relationship with my wife of 18 years. I have learned more about her than I ever knew because of this system I found. It has given me the know how and support mechanisms to better approach her and understand where she is coming from on different issues. I have a greater sense of connection, purpose, peace, and meaning in our relationship that I thought would not be possible. Do I have more to learn…of course. But where I once had despair and frustration, I now have hope and confidence that we will have a better future. I am grateful for this gift (and it’s growing).

This system is easy to use and cost effective and invented by a well known Psychologist. It focuses on seven core elements and when used builds better relationships. It is designed for today’s workplace.

You know your best strategy to achieve organizational goals and create a competitive advantage is by implementing a transformational process that helps everyone to create a culture of caring, mutual trust and respect at ALL levels; not another survey or training session. By focusing your efforts on these seven core elements you can develop the full potential of all staff and the business. You can give them the skills to create the gift of relationships. That itself is a gift.

How is this known? It has worked for over 20 years. How? By helping people identify what is needed to connect in the workplace and how to do it. The results have been unbelievable.

I’ve seen firsthand the uplifting impact this experiential process has had on leadership development and employee happiness…and ultimately their business. Organizations succeed because of people. Strong relationships among these people deliver extraordinary achievements. It has changed my life professionally…and personally.

I want to share this life-changing gift with you. This resource page on employee engagement training has many items to help you learn about winning the hearts and minds of employees everyday. They can find the hope I have found.

In addition, you may register for a complimentary webinar on employee engagement and leadership development. During the session we will be covering a variety of topics. We will discuss:

• What do the most successful leaders do?
• What are the core fundamentals, skills and mindset that drive employee engagement?
• By how much do stronger teams make a difference in a company’s results?
• How higher employee engagement generates more powerful visions, shared objectives, goals, values and accountability within your organization.
• How you too can implement a process of developing and training leaders and employees to unlock the total potential of each other.

Contact David stating you want to attend this Complimentary Session. (David is my brother, I now have a better relationship with him too).

I wish you the best in whatever you do. Here’s to you and a great 2012.

Sincere Regards,

In a Harvard Business Review article, The Cure for Horrible Bosses by Rosabeth M. Kanter she talks about the dark comedy film Horrible Bosses and how you can neutralize a bad boss. She states as many as half of American workers feel low levels of employee engagement stem from poor management.

To explain how to overcome the affects of a bad boss she talks about a character Pierre that was placed into a low performing subsidiary as a COO. In the organization, the CEO was an imperialistic and antagonistic boss that immediately resented Pierre’s presence. After a bout of depression, Pierre then sets out to build relationships in the organization. The relationships that Pierre creates over the next several weeks eventually renders the toxic CEO powerless.

She states that organizations that promote strong, multidimensional relationships among colleagues weakens the control of single autocratic boss. It is the same strong, multidimensional relationships that also builds stronger teams and work groups that diffuses overbearing and domineering team members.

Everybody has to Manage

As organizations continue to reduce traditional organizational structures you find at any given point during the work day that any person has to take on the role of manager. When these individuals have stronger relationships they will experience less conflict and the work they are responsible for managing will get done faster and be of higher quality.

The reality is that the quality of our relationships affects our professional and personal lives. Not everybody can do what Pierre did. We must work on all of our relationships if we are to have a greater sense of belonging and meaning in our lives. How to do it is the hard part.

Years of Bad Influences

Unfortunately, for decades our minds have been corrupted about how to build strong and mutually respectful relationships. I can remember as a kid staying up late at night to watch The Morton Downey Jr. show. If you want to see the pioneer of trash on TV, just do a Google search and get ready to see how not to behave.

I also noticed the other day as my daughter was watching the Disney produced show iCarly starring Miranda Cosgrove that she was picking up some very bad relationship eroding behaviors. Just listening to the sarcastic language and the way they talk so disrespectfully about other people on the show does not give an 8-year old good examples on how to build rapport and show respect for others. Little does she know that I have made an effort to keep her occupied so that show is no longer watched.

Present but not Interacting

Then I look at these kids that are out to dinner at a restaurant with their parents and they just sit there the entire time playing video games, listening to music with headphones on or texting and never having a conversation or interacting at all. Do you think these are bad influences that contribute to the lack of relationship building skills we experience in our lives and work? Do you think these things contribute to people’s unhappiness with their personal and professional relationships? Or is it just too easy to blame others?

For deeper insights into this issue you need to get your complimentary of the ebook Averting the Leadership Development Crisis.

For the longest time the Cleaver’s, in the popular 1950′s television show “Leave it to Beaver” was represented as the ideal American family.

June and Ward (Cleaver) were conscience parents that viewed their responsibility for instilling values to their boys (Wally and Beaver) as an duty to the world. They did’t use force or intimidate to teach the boys lessons but used verbal communication and leading by example as the methods.

June Cleaver had a very calm demeanor while she protected the boys from bad influences like Eddie Haskell. Ward Cleaver consistently supervised the behavior and moral education of the boys with a quiet dignity full of understanding.

Does that sounds like your childhood? Mine either. If you were like many the instruction you remember as a child might have been:

• “Don’t do as I do, do as I say.”
• “Be seen and not heard.”
• “If I wanted your opinion, I’ll slap it out of you.”
• “That’s no reason to cry, come here I’ll give you a reason.”
• “Don’t talk to strangers.”
• “Don’t say things like that.” (With no instruction on what to say)

What type of impact does that type of upbringing have on people at work?  Has that treatment (brain washing) in childhood caused many not to know how to communicate, be considerate, and build stronger relationships? Are they more dysfunctional? Since employee engagement is deeply rooted in relationships, is this lack of coaching and education from parents a contributing factor to the low levels of engagement?

I find more people have more experience with command and control parenting than Ward and June’s moral education and values building instructional parenting. Do you think the producers of the show were trying to give the television viewers a reflection of what the ideal family’s are doing or what you need to do to be an ideal family?

It appears from the conversations I have with others, the producers were trying to teach the audience parenting skills. It appears very few of us grew up with Ward and June as our parents. Do you suspect people are having problems talking about needs, feelings, and considering others before self because June and Ward were not their parents? Do you see people having problems with moral decisions and integrity because of this same issue? Do you notice that larger numbers of people are totally avoiding conflict of any type because of their lack of skills? Do you see more people intolerant of others (writing hate of others into legislation)?

Our Parents Weren’t Coached Either

It appears the kids that grew up in the 1950′s that are now our senior leaders did not get the proper coaching and instruction on how to be conscience children with high integrity. Is it surprising that we have such a huge issue with trust in leaders today? It is any wonder these people repeated than same pattern and have raised kids with these same problems? Are we building an entitlement nation? Are they to blame for the moral degradation of today’s society? Would it have happened anyway?

Now that you know will you repeat the pattern?  We all have choices to make.  For me, I choose not to blame anyone but myself as whether or not my children become assets to society.  If they don’t, you can blame me.

Do you want to break this cycle? Get your complimentary copy of Averting the Leadership Development Crisis now.

What happens when your needs aren’t met?  Can you recognize this in yourself?  What about in others?  A valuable outcome of the Systematic Leadership process inherent in the Beyond Morale program is the ability to better understand what your needs are and the needs of others.   Why is this important?

Let’s look at how a simple ‘unmet need’ follows a process to manifest into all out dysfunctional conflict; conflict that hurts relationships and damages great businesses.  It’s important to note that in every situation the indicators are all there, but all too often we just don’t see them.  The goal is to improve your skills on how to spot them and stop them in their tracks before they become whining, accusations, slammed doors, days off sick, disputes, strikes etc….

Note: the Beyond Morale Program is a scientific and logical method that allows everyone to get clear insight into the complexities of human (employee) engagement, i.e., becomes more aware of what makes people tick in a simple and rapid way.

Unmet Needs Progress

Think about this scenario for example.  I have an ‘unmet need’ insomuch as I don’t feel valued by my team leader and it’s affecting our relationship at work? What should I do? Go up to him and say ‘Excuse me! You are not meeting my needs; I need to feel valued by you at work”?

No, unfortunately I don’t articulate things with such precision when I am upset, annoyed or angry.  Instead, out comes the ‘blocking behaviors’, depending on my personality, I may retreat into myself and disengage, sulk and disengage or even become argumentative and aggressive and ‘engage’ into battle with my team leader, other colleagues and the customers may also experience these behaviors.

Blocking behavior of any type (that is any behavior that blocks a positive reaction or response) is a ‘symptom of disengagement’; it is not the cause of it.  Any block behaviors are just clumsy ways of expressing that our needs are not being met.

If you find yourself dealing with blocking behaviors within your team on a regular basis, then employee morale is guaranteed to be low, disengagement is high and you will also be in fire-fighting mode.  You need to get to the cause of the ‘issue’ at the beginning of the process, the stage when it is just an ‘unmet need’.

How do you do this?

Do you follow others and invest huge amounts of money, time, resource and energy deploying extrinsic motivational props, tricks, strategic communication and training activities; all with the right intention, but with no measurable or sustainable impact on employee engagement?

The Better Way

Create an environment that encourages colleagues to behave openly, engage in pro-active feedback (where people regularly ‘check in’ with each other to see if they are getting it right for the other person); a place where people manage their differences within each team. In an environment of this nature, people tend to feel motivated and feel comfortable discussing the discussable, without fear of criticism or reprisals.

You can learn how to create this environment by getting your free ebook 7 Keys to Employee Engagement now.

We all know what is feels like to be a member of a great  team. Even if you only experienced it for a short time, you know how fantastic it feels to have strong relationships at work, be stress free, confident, fulfilled, optimistic, and full of gratitude to be a member of a winner. When you feel like you are part of a great team your employee engagement is high.

So when you do not feel you are part of a great team, and employee engagement is low, why would not want to take actions to improve employee engagement? So many say, “we are already doing something” while experiencing high unplanned absences, low customer satisfaction, high resistance to change and high levels of conflict and mistrust.  Okay, maybe those people are just insane…doing something that’s not working but expecting a different result.

I don’t want to spend time on those people. I want to share with you a recent exchange with a leader in an organization considering membership to the Beyond Morale Employee Engagement System. I could set this up but I think it’s best to share with you an email I received the other day:

Jim,

Mike Smith and I were having a conversation about some upcoming changes in our organization that will be occurring within the next month or so. Our department is currently conducting a selection process for a new Director. Pending the outcome of that process, Mike may or may not be moved to another department.

Another issue that has come up is one of the team members will be gone the entire month of September. We want him to be involved in the process because he is a part of the team and his participation is key.

We would not feasibly be able to start the program until the first of October. Knowing that, do you still want to have the familiarization meeting tomorrow or should we reschedule for a date that will be closer to the start date?

Thanks,

Ed

Once I received this email, I began to think about a memorable quote from the movie Ku Fu Panda. I have never seen the movie, but I had heard it 30 or more times. You may think I am visually impaired, but the truth is I have 3 kids and they watch movies in the back seat while I am driving. There are several movies I know dialog to but have never seen. Just one of the many joys of fatherhood. Anyway, the quote goes something like this: Yesterday is history, Tomorrow is a mystery, Today is a gift that’s why they call it the present.

So I replied to Ed’s email with the following:

Ed, 

I understand your thinking, and have to mention that these are not unique to you. The system is setup to accommodate changes in personnel. In addition, team members come and go, take leave, vacation, long-term disability, FMLA, etc. These are also the dynamics that need the diagnostics in the Beyond Morale program. Tomorrow will always be a mystery, let’s take care of today.

We can discuss this tomorrow during our meeting time.

Regards,

Jim

What was the outcome? While I would like to think my response made a difference in them moving forward with starting their Beyond Morale program, because they did not delay their program start, I am not 100% certain. What I am certain in is what people are saying about the current times being the new normal. The days of long-term stability are over. Instability is the new constant. If you let uncertainty control your decisions (and indecision), than you will never achieve more than the average. I am also certain about the quote, “Those that are Great don’t sit and wait.”

Extraordinary teams with high employee engagement take the right actions to build stronger relationships. They know things will change and they create an environment that embraces new team members and wishes outgoing members the best.

This also reminds me of something I was told about waiting for the right time to have kids. They said, “If you wait for the right time to have kids, then you will never have any.”

So if you want higher levels of employee engagement, don’t sit and wait. If you do the mysteries of tomorrow could very well be more like horror stories.

Saying your people are your greatest asset is a very nice marketing statement. But would your integrity be questioned because there is no sustainable application to make it happen. The truth is, people aren’t your greatest asset, unless they’re provided guidance on how to build stronger relationships at work. When relationships at work are strong employees perform better as individuals and in teams.

Decades of research prove that individuals and teams that get along dramatically outperform those who don’t in almost every important business metric. In fact, the single most cited reason (80%) why people leave their job is because of poor relationships at work. Individuals who have stronger relationships at work substantially outperform individuals who don’t, they’re more productive, more profitable, more innovative, have less accidents, contribute more…and on and on.

That’s compelling, but this is bewildering: Research reveals that on average companies spend $2,000 per year on leadership development yet employee engagement and customer engagement is at all-time lows. Also, more than 60% of CFOs do not know the return on their human capital investments. In fact, for the last 6 years in a row the number one thing cited to be preventing organizational growth is leadership development. I was asked the other day, “Why does it seem like there are more leadership consultants than there are good leaders?” Interesting question when put into perspective. After all trust is low, confidence in leadership is low, intentions to leave are high. In general, organizations are fascinated by leadership programs that do not give people the tools for building stronger work relationship skills.

So the reality is, many executives don’t know their people are (really) their greatest asset and they sure don’t know how to turn them into a great asset if they aren’t. For many the statement, “Our Greatest Asset is our People,” appears to be nothing more than marketing hype.

All of this at a time when organizations are trying to do even more with fewer people, it’s vital that work relationships are the strongest they can possibly be, and do it at scale across the organization. The relationships at work movement isn’t about making people happier; it’s about making organizations more productive. It’s about revenues and profits. The best companies are made up of more engaged employees. Employees are more engaged when their work relationships are the strongest.

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By far the most remembered sentence in the Declaration of Independence is the one that starts the second paragraph.

“We hold these Truths to be self-evident, that all Men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the Pursuit of Happiness.”

Immediately after the construction of the Declaration and since, the segment which states “all Men are created equal,” has been part of hundreds of speeches, protests, boycotts and even wars.

But let’s look at the closing of the sentence. “the Pursuit of Happiness.” Much like the varied interpretations of the segment “all Men are created equal,” the Pursuit of Happiness lends itself to numerous interpretations. Does the government need to provide happiness? Some might say, “they owe it to me.” Really?

I think you need review a quote from Benjamin Franklin when he was presented with this question. “The Constitution only guarantees you the right to pursue happiness. You have to catch it yourself.” I would even go a different route and say you must earn it, you have to work for it…you have to create it.

What was the intent of our Founding Fathers in the words “Pursuit of Happiness”? In order to get a better understanding of this you need to do research on John Locke. He was a heavy influence on the written works of Alexander Hamilton, James Madison, Thomas Jefferson, and other Founding Fathers of the United States. His work on political philosophy and social responsibility have said to be the driving force behind the French and American Revolutions.

John Locke first used the phrase ‘pursuit of happiness,’ in his book An Essay Concerning Human Understanding. Thomas Jefferson took the phrase “pursuit of happiness” from Locke and incorporated it into the first sentence in the second paragraph of the Declaration of Independence.

To be more clear on the definition, Locke distinguishes between “imaginary” happiness and “true happiness.”  In the passage where he initially used the phrase “pursuit of happiness,” Locke writes:

“The necessity of pursuing happiness is the foundation of liberty.  As therefore the highest perfection of intellectual nature lies in a careful and constant pursuit of true and solid happiness; so the care of ourselves, that we mistake not imaginary for real happiness, is the necessary foundation of our liberty. The stronger ties we have to an unalterable pursuit of happiness in general, which is our greatest good, and which, as such, our desires always follow, the more are we free from any necessary determination of our will to any particular action…”

Locke talks of happiness being the foundry of liberty, and follows with important words like: highest perfection, careful, true, solid, real and greatest good. So he is putting limits on our pursuit so we don’t damage the greater good with our selfish actions. It is the freedom to make decisions that result in the best life possible for all human beings. This is about long-term sustainability for all and not immediate gratification for ourselves (or shareholders).

Put this in context of our pursuit of happiness at work. Some might say, “the company owes it to me.” Really? First of all “pursuit” means you have to work for it. Sorry Ben, catching means I got to wait for it to come close to me, I hate waiting for things and would rather take action. Are you taking action?

Okay, so you take action to get happiness at work. What do you do? Unfortunately, most people have no clue what would truly make them happy. Most would say more money, yet 80% leave their jobs due to relationship problems at work. Wait! There you go. Pursue happiness by pursuing better relationships at work. If you pursue better relationships at work, in effect you are pursuing happiness at work. At least you’ll be 80% correct and have a foundation to figure out he rest.

To pursue better relationships at work many would lead you to believe that you must have all of these profiles of the different personalities. And that you must be submitted to learning all of the workings of the human brain and what motivates the different groups and sub-groups and so one. Whew, that’s confusing…and expensive.

Actually, its more simple (and cheaper) than that. There is a proven system that you can deploy to pursue happiness at work and be in control of your own employee engagement. By focusing on 7 key elements at work you can, in effect build stronger relationships at work and become more engaged. You can create an even better place to work by pursuing:

• Feeling Valued
• Openness
• Feedback
• Motivation
• Difference Management
• Ownership
• Conflict Management

If you would like to read more on this simple and proven system, get your free copy of the ebook 7 Keys to Creating Happiness at Work.

Is anything right with leadership today? I am totally overwhelmed by the number of people talking about the leadership crisis that we are currently experiencing. This is a global conversation that’s going on in both the public and private sector. The long-term forecast is it’s going to get much worse before it gets better, because of the actions that have brought us to the economic and socially responsible upheavals that cover our daily headlines.

When you see these words about leadership, what do you conclude:

• Blame
• Manipulation
• Bureaucracy
• Control
• Siloed
• Demanding
• Arrogant
• Ruthless
• Power
• Empire
• Exploit

When I think through this list I can’t help but create a mental image of a person (gender doesn’t matter) that has an enormous ego. And not the good kind of ego that’s associated with charisma or charm, but the bad type of ego that’s associated with jackass.

Are these words familiar to you? Would you use some or several of these words to describe a leader or culture that is impacting your life? Is it impacting your spouse or a friend? The chances are high that many of you may be able to describe the culture or a boss where you work with these words. That’s why so many talk about the leadership crisis.

How did Leadership get so Poor?

The opinions and reasons as to why leadership is so poor are numerous and varied. I really don’t want to spend a lot of effort in this debate or sharing my thoughts as to why. I would rather talk about how it’s your fault. What I mean is it’s your fault if you don’t do something different to affect the changes necessary to improve this leadership crisis.

Employees are demanding more out of work. More people are bypassing work in the best companies in the world, because they would rather work in the best companies for the world.

CEOs Call for a Dramatic Change in People Strategy

What this means is the leadership development programs of old that have produced the big egos described with the words above need to be demolished so we can produce leaders that connect and lead from their soul. In a recent study by PWC, CEOs that were surveyed stated they are demanding changes in their human capital strategies. Leadership development programs are top on this list.

Leading with Soul

When you lead with soul, you focus on building your awareness of your own and others’ needs. You then use this increased awareness to build better relationships with your employees (and peers). This approach provides exciting possibilities for leadership and employee engagement. It will deliver greater innovation, and workplace performance.  And stronger and deeper relationships that contain limitless possibilities. Then, instead of using the words above to describe your work environment you’ll start using words like:

• Valued
• Respected
• Appreciated
• Rewarded
• Recognized
• Important
• Contributing
• Shared
• Fun

So what are you going to do?

You can affect these changes, if you want to. I mentioned above how it’s your fault if you don’t take action to affect the change. You are a leader. Regardless of your title, people look to see what your are doing (or not) at work. So from that perspective, what are you going to do to lead from your soul? You can lead the way or just be a follower and say, “I have too many things on my plate”, or some other excuse. You have a choice to make, it’s all yours. Creating an even better place to work, begins with you.

Shay McConnon has made leading with Soul easy to implement. See Shay explain it here.  You may also read about it in the 7 Keys to Employee Engagement ebook.