A multinational manufacturing firm had long neglected investing in talent development for several groups of outstanding employees. It was now beginning to feel the pinch from a competitor that was recruiting away its top diverse employees.
Your leadership effectiveness and legacy are determined by your capacity to create these experiences for each of the people reporting to you.
It seems that some people don’t just summarily quit a job; they slowly death-spiral their way to resigning.
To create an environment where they flourish, there is plenty that you need to understand about these incredibly capable employees.
Leaders will need to double down on their efforts to forge deep connection with employees because work-from-home preferences are not abating.
Even the best bosses need feedback and to be in partnership with the person they’re trying to lead.
Maybe you look at other successful people and think, “They know how to do this better than I do,” so you devolve into a process of judging yourself harshly.
What would make serving as a mentor in this company different and more productive than the last time around?
I’ve observed a shift in employee expectations, an increasing need to strike more work-life balance and a desire to pursue personal plans that once seemed destined for the future.
What can we do to turn this geographically dispersed group of professionals into a high-performing team that feels valued?
