The people part of business operations.

Keith, CEO of a Fortune 500 financial organization, called with an intriguing project—one I’ve never been asked to repeat elsewhere, but one with fascinating results.

The Project

The CEO wanted to know how much I could discover about a person’s leadership style from their writing. “I don’t know; I’ve never had occasion to test my theories,” I told him, quite reluctant to take on what already sounded like an oddball way to lose a good client. He listened as I pointed out that someone might be a great leader, but just an incompetent writer and vice versa—how they might be an eloquent writer, but a lousy leader.

the ceo magazine, productivity,
Trevor Throness, Author, The Power Of People Skills: How to Eliminate 90% of Your HR Problems and Dramatically Increase Team and Company Morale and Performance

My adolescent/young adult years were spent working in farming and construction.  I can’t say that I ever noticed any reticence by bosses in these industries to confront underperformance.  Quite the opposite in fact.  Immediate, stinging criticism was more the norm, often punctuated with clever, compound-word profanity.  In fact some of my bosses were so good at swearing at me and others that I sometimes wondered if they had spent time in prison, or possibly the navy, honing their skills of profane repartee.

the ceo magazine, employee engagement,
Doug Sharp, President, Americas Corporate Solutions, JLL

Three Ways to Improve Employee Engagement and Productivity 

Do your employees feel inspired to show up and give their best, or are they sending an S.O.S.? Mounting evidence demonstrates the real financial impact that employee engagement has on companies. Gallup research indicates that highly engaged business units experienced a 41 percent reduction in absenteeism and a 17 percent increase in productivity, ultimately achieving 21 percent greater profitability.

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