The Versatile Coach

| Julie Giulioni | Leave a comment Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Guest Post by Karen Voloshin The makeup of the workforce has never been more varied. A mix of cultures and backgrounds surround us. We bring a wide range of different work and life experiences. Motivations and priorities differ. Differences in style, work preferences and the conditions under which we do our best work—all are part of the fabric of who we are. The best leaders take all of this into account, particularly in the way they coach. In this article, you will learn how to adjust your coaching conversations to better connect with each individual and get the best results. …

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The FUEL that Propels Today’s Organizations

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Organizations today face unparalleled pressures and challenges—from balancing the needs of customers and shareholders to combating new and evolving competitive forces to anticipating and planning for an uncertain future by ensuring a never-ending flow of innovations and improvements. It’s an exhausting 24/7 effort that can leave many organizations—and the individuals within them—depleted. Yet despite the punishing conditions, some organizations thrive. Their employees remain energized and effective in the face of initiatives and tasks that are daunting to others. What accounts for the difference? Why are some organizations propelled forward while others stall? It all comes down to what powers the …

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Subtle sabotage: The invisible impediment to change

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Change is a deeply human phenomenon, activating deeply human responses that don’t always help to advance organizational goals relative to change. But given today’s business environment—in which it seems that constant and escalating change is the fuel behind much progress and results—leaders must quickly master their ability to understand and constructively respond to the range of responses that could inhibit success. Any leader who’s been on the job for more than a day has seen evidence of some of the most frequent and noticeable employee responses to change: Open resistance, characterized by the obvious and verbalized messages that let you …

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Career Development Begins with CARE

| Julie Giulioni | 2 Comments Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Career development is among the most personal and intimate ways leaders interact with employees in the workplace. These conversations are the nexus of hopes, dreams, perceptions, and business realities. They are also a key driver of important outcomes like engagement, discretionary effort, innovation, quality, productivity and retention. Leaders who excel at career development know that navigating these conversations effectively requires CARE. But CARE involves more than mere concern and or even active attention to others. Genuine development today is characterized by an evolving set of expectations and requirements.  Leaders who CARE find ways to make sure that their efforts and …

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Battling the Bulge: Handling the Expectations of Too Many Employees for Too Few Promotions

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Many organizations today are fighting the battle of the bulge. No, it has nothing to do with wellness programs, insurance premiums or weight loss competitions. But it is a huge health hazard for business. Over the past decade, many companies and institutions have suffered downsizing, right sizing, outsourcing, rationalizing and a whole lot of other ‘zings’ that have dramatically changed the organizational landscape. Structures are meaner and leaner. Baby boomers are waiting longer to retire. The old corporate ladder has toppled. Yet many organizations have continued to hire and set expectations with employees that, if they perform well, they’ll enjoy …

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The Surprising Benefits of Manager/Employee Interactions

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Leadership IQ released a study called “Optimal Hours with the Boss.” It’s an insightful report based upon research conducted with more than 30,000 executives, managers, and employees in North America. The results understandably made news. The findings are profound: “The median time people spend interacting with their leader is 3 hours. But 3 hours spent per week interacting with one’s leader is not enough. For the 32,410 people in this study, the optimal amount of time to spend interacting with one’s leader is 6 hours.” This is helpful information indeed and a welcome metric for managers who are increasingly looking …

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The Engagement Ring

| Julie Giulioni | 2 Comments Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Engagement continues to be a big topic in leadership circles… and a bit of a mystery to many. We assign numbers to it. Chart it. Analyze it. Fret over it. All because we know how just how critical it is in business today – the key to individual satisfaction, leadership success,  and sustainable organizational results. In this brief animated video, we’ll crack the code on engagement.  Specifically, I’ll outline exactly why leaders need to make enabling engagement job #1…. and what they can expect to gain if they do. I hope you enjoy the video… and I would love to hear your …

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Career Development: The Swiss Army Knife of Leadership

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Given today’s hyper-competitive business landscape, career development is quickly being re-branded. Rather than the ‘nice-to-do’ activity of the past, it’s now getting the respect and attention it deserves as the mission-critical business priority that it is. Of all the tools available to leaders, career development just might be the most flexible, effective and far-reaching—with the ability to positively influence the individual and the organization. In fact, it’s so agile and multi-purposed that career development really is the Swiss Army knife that every leader should have and use. While the Swiss Army knife opens bottles, cuts seat belts, and strips wire, …

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Exploring the Myths of Team Building in the Digital Age

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Guest Post by Crystal Kadakia I’m really excited to introduce you to a new Berrett-Koehler author, Crystal Kadakia, who is launching her first book, The Millennial Myth, this week. Crystal’s book is a refreshing take on the current media hype surrounding this now largest segment of today’s workplace. Her message resonates deeply for me given my research last year into generational differences—which, as it turned out, pointed instead to overwhelming similarities Millennials, GenXers and Baby Boomers all share. Here’s a brief article from Crystal that will introduce you to her thoughtful themes and compelling style.  I thoroughly enjoyed The Millennial Myth and …

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When the Growing Gets Tough

| Julie Giulioni | 4 Comments Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Think about the learning that contributed most powerfully to your development and who you are today. Consider the experiences that built the expertise you use and value most every day. Reflect on what you’re most proud of mastering during the course of your career or life. This memorable learning that has made a significant difference to you (and to the organizations you’ve served) likely didn’t come easily. The kind of learning that sticks with people, helping them achieve lifelong results, generally: Challenges them to change how they think, act, or perform in new ways. Takes significant energy and attention. Involves …

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