Craig Ross

Craig Ross joined Verus Global in 1999, bringing a background in curriculum design and an incredible passion and discipline for effective training and development programs. For over a decade, Craig has partnered with C-Suite executives, leaders, and teams elevating performance within global organizations and Fortune 100 companies.

 

long lever questions, leadership

At this very moment leaders everywhere are taking pause and asking questions they don’t always ask. News that employees of Wells Fargo created fictitious accounts – and put honest consumers at risk in the process – should have every leader assessing important dynamics within their organization. Yet, will they see the whole picture – and ask better questions? We must if we are to succeed.

Can you lead effective change? Despite a plethora of research that says there are basic human needs that must be met to achieve desired change, it’s staggering the number of executives who willfully or blindly charge forward – only to see their organizations fall well before the finish line.

It’s useful to keep fundamental, human change dynamics in mind to ensure we function from a reality that leverages what we know about the human spirit. Given the power of these attributes, we might even consider them “laws.” If you don’t follow them, you can’t succeed.

It’s that time of year again: You’re going to press the leaders in your organization to deliver this year’s plan – while also insisting they design what next year will look like. Your team is entering a precarious stretch in the calendar: Because focus is everything, and distractions are everywhere, they’re at risk of failing at both plans.

The key to success it taking these 3 actions to finish strong and begin stronger as you transition between years:

The prediction is clear: The U.S. presidential campaign is one of the nastiest and divisive in history. Both political parties are working overtime to convince us the opposition is not only bad for the country, but they are immoral people, too.

While most workplaces are safe havens from political discussions, the effect of the high-volume bombardment of toxic “we-them” and “us-they” rhetoric can ooze into daily work. The mind-numbing result: If people don’t think like me they must be stupid. (Or at a minimum, I shouldn’t trust them.)

It’s painful: While every leader knows their organization will only win when the workforce is energized, few know how to accomplish this. With over 20 years of supporting leaders in major multinational companies, we’ve observed 3 common mistakes – and identified the steps essential to transforming the behaviors within an organization.

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