Category: Management, Supervision & Leadership

Different employees want different developmental opportunities. Some prefer the stability of a long-term dedicated role; others want to be stretched to grow and learn something new. Some may see new opportunities as the organization just continuing to raise the stakes; others may seek that challenge.

With rapid shifts in the economy and business landscape, retaining current employees feels like an important mandate.  Employee retention is certainly vital for operations and continuity. 

The news is tough these days for organizational managers!  They need to redefine the workplace for a more virtual remote workforce; they face daily supply chain uncertainties and constraints; and turnover seems to be at an all-time high.

There is a tough balance between authentic leadership and situational leadership.  We ask leaders to be true to who they are, while also asking them to adjust their approach to fit the situation or person at hand.

We recently worked with an organization with two important teams. One was an “operations team,” focused on basic case management—where consistency and steady thruput were important success factors. 

Leaders and managers are responsible for leading teams to success—but what does that look like in these uncertain times?  In some parts of the country, leaders are navigating the realities of returning to the office after long-term telework.