Leaders with strong presence show support for employees through resources, coaching and appreciation, says John Baldoni in this blog post and video. "The leader supports the team, individually and collectively, by setting expectations and then following through with whatever is necessary to get the job done," he says.
The US Forest Service and Washington state's Department of Fish and Wildlife are flying mountain goats out of Olympic National Park by helicopter. The park is not a natural habitat for the goats, which are damaging endangered plants and archeological sites.
The US and China showed no interest in reducing trade tensions as US tariffs on $200 billion worth of Chinese goods and retaliatory Chinese tariffs on $60 billion worth of US goods took effect Monday. Economists warned that a long trade dispute would depress economic growth not only in those two countries but also across the globe.
Properly conducted 360 feedback collects insight from an employee's superiors, direct reports and peers after explaining to the evaluators how to rate competencies and behavior, writes Bruce Court. "To maximize the return on the 360-assessment process, there must be a connection between the competencies that are being assessed, the selected development areas, and the organization's business objectives," he writes.
Contract employees are a good fit for businesses with unpredictable staffing demands and can be less expensive and pose fewer personnel-related legal risks, writes Alexandra Levit, partner at PeopleResults. However, relying too heavily on contract work may create instability in your culture and invite government scrutiny, she writes.
Be confident when answering questions about your presentation, but do so using important facts, especially if those facts are from prepared materials you've written down, writes Tim Calkins, clinical professor at the Kellogg School of Management. When you are stumped on a question, try saying you'll find the information rather than taking a wild guess.
Researchers measured the performance of three teams who interacted constantly, not at all or sporadically, with the infrequently interacting group producing the highest-quality solutions the most often, writes Adi Gaskell. "[T]he researchers believe it should highlight some of the limits of current physical and virtual workplace designs, and prompt a rethink over when we are best working alone and when we are best collaborating with others," he writes.
Building relationships through frequent check-ins and real conversations is how effective leaders build teams without internal turmoil, writes Wally Bock about what he's learned in the half-century of experience in business. "Your conversations and relationships give you early warning when there's a problem," he writes.
Dallas Mavericks owner Mark Cuban admits he didn't spend enough time monitoring the business offices and put too much trust in the team's former CEO, who committed assaults and created an office environment where sexual harassment and other inappropriate behaviors were tolerated. "There's no way to downplay it, and if someone showed me this from another company and asked me to read it, I would say you can't make a bigger mistake, because that destroys the whole culture of your organization," Cuban says.
Teams value CEOs who make brave shifts in strategy and focus on developing team members, writes Cheryl Bachelder, former CEO of Popeyes Louisiana Kitchen. Employees also want clear statements about your principles and values, as well as seeing how you live those even when pressured to act otherwise, she writes.
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