The flames of burnout can turn any employee into a crispy critter. However, managers who work on their connection skills with employees are the best resources for getting and keeping good employees. Enjoy this guest post and a very helpful infographic. In fact, print out the infographic, laminate it and keep it where you can see it!
 

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The old English teacher in me LOVES active verbs like “cracking”. It implies that one doesn’t suddenly “crack” the code and voila, the genie flies out of the bottle or the stone rolls away from the treasure. Rather, “cracking” demands constant work: revising, seeking, learning and practicing. And a CODE, as any mystery student knows, means looking for clues in unique places. 

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Andy Gove, in his landmark book Only The Paranoid Survive, stated “a strategic inflection point is a time in the life of a business when the fundamentals are about to change.”  This is precisely my mantra in exploring what helps an organization be resilient and forward moving versus a potential dinosaur. Think Kodak, Blockbuster, and video tapes. Change was there but the willingness to pay attention was not.  

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One of Carl Jung’s favorite words was “synchronicity”, that unexplainable convergence of unplanned events which offer insights and opportunities. When I agreed to join a trekking expedition through two remote provinces of the Indian Himalayas, I had no way of knowing that this adventure would coincide with the publication of my book, Gifts from the Mountain-Simple Truths for Life’s Complexities. Ah, synchronicity! 

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Positive role models are always touted. But I believe, we can learn just as much—if not more—from negative examples. What do we NOT want to do? How do we NOT want to behave? These lessons are often more powerful and easier to grasp.  

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My colleague, John Mattone, has graciously allowed us to offer an excerpt of his new book The Intelligent Leader: Unlocking The Secrets To Leading Others And Leaving Your Legacy.  Resilient organizations must have excellent leaders who find and keep outstanding employees.  John shares what it takes to unlock leadership talent. 

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A sustainable, resilient organization needs employees who will hang in through changing times and put their talent and heart into the job.  Sadly, I’ve seen too many relationships disintegrate because of the actions of a manager. Worse—this isn’t rocket science but rather manager behavior that borders on everything from arrogance to just plain carelessness.  See how you would rate: 

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“Fully 90% of managers squander their time in ineffective activities.” That’s the result of a 10-year research project studying the behavior of busy manages in nearly a dozen companies including Sony and Lufthansa. The researchers, Dr. Heike Bruch and Dr. Sumantra Ghoshal, term this “active non-action”. 

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In the face of continuing economic challenges, a roller coaster marketplace, Congressional stalemates, and unrelenting change, leaders in every part of an organization must develop a capacity for resiliency. A cornerstone of resiliency is adaptability. Mind you, this is not the ordinary find-another-answer but rather find MANY answers. 

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Hyper-speed and hypertension. Connectivity 24/7. Disruption upon disruption. Technology that overturns the latest and the greatest. The list is endless as workers at all levels face an array of demands.  According to my colleague, Bill Jensen, 47% of jobs will disappear in the next 25 years which means workers at all levels will face a rethinking and retooling of what “work” really means.  

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