Authentic Leadership Tip:
I know you may have the title of leader, but that doesn’t automatically make you one.
You must know this: You cannot lead those whose trust you have not earned!
In an earlier article, I spoke about loyalty being the #1 issue facing corporate leaders today. In it, I explained that “fear of conflict” often lies at the root of loyalty issues because when employees don’t know how to handle conflict, loyalty erodes faster than a sandbag in a tidal wave.
One of the reasons, so many organizations are struggling to keep their top talent both loyal and engaged is because of the natural evolution high-performance individuals.
People who are high performers have an innate desire for personal growth as well as professional growth. Today’s top talent want to maximize their human potential, and here’s the most important part…this is in complete alignment with the fact that today’s workforce has a deep desire for mastery in what they do.
Do you know there are three major keys to opening the door to the kind of success you want for your business? These three keys are essential for Creating a Loyal Corporate Culture. Furthermore, not using them may be (probably is) costing you your Top Talent?
Margret (not her real name) is a high power executive with a Silicon Valley software company. Now in her forties, she had made the decision to pursue career over being a traditional mom. She had worked hard to rise through the ranks and was both highly respected and in demand. She knew that there was always another offer on the table; all she had to do was return a call from yet another headhunter and she would have a list of opportunities with any number of perks. Despite the current trend of jumping ship, Margret was getting tired of the changes. She didn’t want to go somewhere else. To use her words, she thought that with this organization and the corporate culture she was sold into, she might have found her home. She sat across from me saying that she was certain that the organization she was currently with was the one she could finally call home. And yet…
You probably know about the concept of cause and effect, AKA causality. It’s the relationship between an event (the cause) and a second event (the effect), when the effect is the direct result of the event.
For instance, if you hit your thumb with a hammer (the cause), your thumb is going to hurt (the effect.) Often we can figure out the cause simply by looking at the effect. In this example, if you see a smashed thumb and a hammer nearby, you can be pretty confident that the cause of the injury was the hammer.
But when it comes to people, particularly in relation to corporate culture and specifically declining innovation cause and effect can get more than a little fuzzy.