June 2021

So I’m sitting at a large round table, talking with a team of eight senior-level leaders who work for a large corporation.  These are smart, sophisticated people, who have both street cred as field operatives and many years’ experience leading various types and sizes of work groups.  We’re discussing the best ways to gain team input.  Their comments start to flow: “We need to be more open-minded”“Our younger workforce expects to be part of the conversation”“How do we invite more participation?”“It’s a more informal process these days….” Heads are nodding in agreement.  The group is engaged, building on each other’s responses.  The Challenge of Silence at Meetings Then, one person is brave enough to be the Devil’s Advocate:“OK, so let’s say that I do all of these things.  I’m asking for input, I’m trying to get them involved. Which, by the way, I think I’m pretty good at.  So I ask for feedback and all I get is, you know, The Crickets.” To which I inquire— The Crickets? “Yeah,” he says.  “You know—so quiet you could …

Charlie is a charming, highly persuasive marketing executive for a growing technology company. He’s a delight to work with—until you tell him what he’s asking for isn’t possible. Then, his charm rapidly dissipates. On a good day, you’ll get a reptilian smile with, “I’m sure someone with as many years in the business can find a way to make this work.” On a bad day, it’s a terse “just find a way.” No amount of reasoning will work with Charlie because, in his mind, there are two types of people: winners and losers. And Charlie doesn’t lose. The media routinely report stories of CEO’s, celebrities and highly paid sports figures run amok with their inability to take “no” for an answer. Whether their reactions are all-out tirades or a more subtle approach like Charlie’s, leaders who must hear “yes” at all costs put their organizations’ financial health at risk. Moreover, these win-at-all-cost types create a culture that damages trust. According to Loyola University professor Linda Stroh, people who consistently respond poorly to being told “no” cultivate a reputation …

Well-being in the workplace (or “wellbeing” if you prefer) is having a moment. From leadership trends that toute the importance of empathy to listicles from a snack company, everyone is talking about how to help employees bring their healthiest selves to work. Last month, three new books arrived on the scene, each with a roadmap to help leaders and employees alike gain well-being in the workplace. What follows is a rundown of each book so you can determine which ones to check out. For each of the books, I’ll give you the following highlights:  The Premise – “What’s this book about in a nutshell?”Golden Nugget – wisdom from the book that makes it worth the price of purchase“If You Like . . .” – summarizes the vibe of the book and/or the formatting  WellBeing at Work First up is Wellbeing at Work: How to Build Resilient and Thriving Teams by Jim Clifton and Jim Harter. The Premise: using The Gallup Organization’s mammoth database of million+ interviews, the author team of Clifton and Harter lay out the five …