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  • The Secret of a Thriving Company Culture

    Have you ever sat in a meeting and wondered where the discussion was going or what was happening? Maybe the point being made seemed questionable, or the actions of others were divisive. It's frustrating and confusing when values are only words for marketing campaigns and corporate communications. A recent study found that only one in four employees strongly agree that they can apply their company's values daily. You've probably experienced this to some extent before, and maybe now you're in a leadership position. I'll tell you a secret: company values don't have to feel aspirational to employees. Thriving company cultures are possible. They just require an actionable understanding of company culture and the ability of leaders to transform values into actions. Here is how you can set your company up with thriving culture. Why a positive company culture makes a big difference Your company culture is the one thing that influences every aspect of your business. It directly impacts the overall success of your organization, employees, customers, and communities where you do business. An organization's underlying values influence employees' behaviors and decisions. Company culture is an often-hidden shared pattern or system of beliefs, values, and behavioral norms. Stated simply, it's how things get done when no one is watching. Much has been written on the competitive advantage of a positive company culture. Research has directly linked the effects on financial performance, customer satisfaction, employee teamwork, team cohesion, employee motivation, employee retention, and employee engagement. Your company culture creates an internal and external brand identity that influences what and how people think about your organization. A recent human capital trends study by Deloitte suggested 95% of candidates believe culture is more important than compensation. Also, companies with a positive culture experience 8x higher profitability than S&P 400 firms. No company is looking to stay the same year. As the world changes, people and businesses must change. Organizational culture is key to innovation. Just as some organizational culture characteristics can support innovation, others can also inhibit innovation. An actionable measure of company culture Organizational culture is complex. But, defining the culture in measurable and actionable terms is essential for a thriving company culture. The concept of culture is often considered too abstract to address and is not well understood. A recent study found that only 12% of companies claim to have a program in place to define and improve culture. The organizational culture assessment instrument (OCAI) based on the Competing Values Framework is an actionable measure of company culture. The survey was adapted from work by Dr. Kim Cameron and Dr. Robert Quinn as part of their Competing Values Framework research at the University of Michigan. The study empirically concluded that a company's focus and flexibility moderate effectiveness. The Competing Values Framework identifies four fundamentally different cultures. Clan Culture creates a collaborative atmosphere like a family. This culture emphasizes the value of teamwork, participation, and a consensus decision-making style. Adhocracy Culture creates an energetic and entrepreneurial atmosphere. This culture stresses the importance of research and continuous improvement. Market Culture creates a competitive, fast-paced, results-oriented environment. This culture highlights coming in first. Hierarchy Culture is a top-down formal rule-based atmosphere. This culture emphasizes efficient, reliable, and cost-effective performance. Note: Adapted from Cameron and Quinn (2011). The framework enhances cultural understanding by simplifying the cultural description to only two fundamental dimensions: flexibility or stability and internal or external focus. The OCAI survey measures six aspects of the current and preferred organizational culture: Dominant characteristics describe the overall organization. Leadership style and how leadership competencies align to culture. Management of employees and the work situation. Organizational glue that holds everything together. Strategic emphases are the aspects of culture that guide strategy. Criteria for success determine the outcomes of an organization's culture. Instead of requiring companies to choose one ideal culture type, the survey and framework enable leaders to identify a preferred culture that uniquely aligns with current market trends and company strategic objectives. The survey highlights cultural congruence across teams. Evidence suggests that while cultural congruence is not a determinant of company success, incongruent organizations are much less effective. Congruence is the degree of alignment between current and preferred cultures along the six aspects of culture assessed. How leaders can transform company values into the company culture Individual change leads to organizational culture change. Different cultures have different needs for leadership competencies. Before looking for ways to change the company, leaders should reflect on their leadership style. Consider how your leadership habits align with your company values and the preferred culture. If you are looking for actionable and individualized feedback from others, you will love using a 360-degree assessment customized to your needs. "Success is the sum of small efforts repeated day in and day out." Robert Collier After you have taken a look in the mirror, use these six proven leadership strategies can change how employees behave and what they think, feel, and perceive: What leaders pay attention to regularly: This is one of the most potent mechanisms leaders have available. What leaders choose to measure systematically, reward, and control matters, and the opposite is true as well. For example, suppose an organization wants to build an analytical orientation within the culture. In that case, a great starting point is to ask leaders what data they use to make decisions or reward leaders for making data-driven decisions. How leaders react to critical incidents: Much can be revealed when a business or a leader faces a significant challenge. These crucible moments are like a refining fire. It is the heightened emotional intensity that increases individual and organizational learning. For example, the recent global pandemic revealed much more about an organization's values than any about page on a website or company orientation ever would. Sodexo is one positive example of an organization demonstrating its commitment to employees through leadership's pandemic response. How leaders allocate resources and control costs: Budgets reveal a lot about the organization's assumptions and beliefs. Resources include physical assets such as equipment, tools, and human resources. What gets resourced gets reinforced. Going back to the example of creating an analytical orientation, leaders should consider what tools and resources employees have available for data analytics. Deliberate role modeling and training: How leaders act and behave outside of training is more significant than what is said or demonstrated within leadership development events. Leaders looking to build an analytical cultural orientation would benefit by explaining to and showing the organization how they use data to make decisions on a routine basis. How leaders allocate rewards: Rewards and recognition come in many different forms. Also, what is considered a reward varies from person to person. What gets rewarded, how it gets rewarded, and what does not reinforces organizational culture. There are tangible rewards and social rewards. Simply saying thank you for presenting a decision using data analytics is a form of social reward. How leaders recruit, promote, and excommunicate: Who gets hired, promoted, and fired, and for what creates and reinforces organizational culture. Talent management decisions can be viewed as a more subtle nuance to culture change because decisions are influenced by explicitly stated criteria and unstated value priorities. A leader looking to influence an analytical cultural orientation would benefit from assessing the skill sets needed within the organization and then hiring based on those skills. Architecting a thriving company culture is time-consuming, but there is too much riding on it not to do something about it. As you get started, keep in mind that organizations are likely to deny the need for change and become defensive at the suggestion of change. Organizational change creates anxiety for valid reasons. To overcome the barriers to change, the change leader needs to create a desire to survive and reduce learning anxiety by creating psychological safety. Leaders build psychological safety by demonstrating humility, selfless love, performance-based accountability, and vulnerability and consistently helping followers comprehend and accept the challenge. A plan on the front end will ensure desired results during execution. Sell the change within the company with a few concrete short stories, representing the best of the new culture and the necessity for change. Ensure a quick win is visible across the company. Be the change and turn your company values into action: Act! What is the real challenge ahead of you for a thriving company culture? References Bersin, J. (2015). Culture: Why it’s the hottest topic in business today. Forbes. Bremer, M. (2019). How culture boosts performance. OCAI online. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing Cameron, K., Quinn, R., Degraff, J., & Thakor, A. (2006). Competing values leadership: Creating value in organizations. Clark. (2020). The 4 stages of psychological safety : defining the path to inclusion and innovation (First edition.). Berrett-Koehler Publishers, Incorporated. Dvorak, N., & Nelson, B. (2016). Few employees believe in their company’s values. Gallup Business Journal. Flamholtz, E. (2001). Corporate culture and the bottom line. European Management Journal. Vol. 19 (3). 268-275. Schein, E. H., & Schein, P. (2016). Organizational culture and leadership, 5th edition (5th ed.)

  • 4 Steps to Develop More Motivation

    We all have experienced a lack of motivation at work. It's not that something is too difficult, but we procrastinate. How do some employees seem to develop the motivation to change while others struggle to start or persevere? Intentions without actions are only aspirations. You can't be successful in life or work without motivation, yet finding it is a struggle in some situations. So, can you motivate yourself to do something you don't want to get a result you really do want? A significant amount of behavioral psychology evidence suggests that the Premack Principle provides the key to unlocking motivation. Psychology is the same whether starting a more challenging workout, an advanced leadership certificate, or an undesired task at home or work. Here are four steps you can take to develop more motivation when you find yourself or those you lead procrastinating. Why work motivation matters Developing motivation is crucial because it allows us to change, grow, innovate, achieve big goals, make plans, and enhance our engagement. As a leader, motivation is a catalyst for business growth and organizational effectiveness. "Action may not always bring happiness, but there is no happiness without action." William James Procrastination comes at a cost, and in this short video by Tim Urban, he explains the mind of a master procrastinator. Work motivation is the force within (intrinsic) and beyond (extrinsic) an employee to initiate work-related behaviors. The degree of an employee's motivation influences the intensity and duration of work behaviors. Evidence from numerous studies suggests that increased work motivation leads to the following: Improved performance Increased productivity Enhanced innovation and creativity Decreased absenteeism Decreased employee turnover Understanding motivation One of the earliest and most discussed models of motivation is Maslow's hierarchy of needs theory. Maslow suggested that physiological needs motivate employees. The requirements for food and water are at the most basic level, and self-actualization is at the highest level. Another early model from Herzberg suggested that work motivation is mainly influenced by challenge and reward reinforcement. Motivators increase job satisfaction, such as performance achievement, recognition, job status, and development. Hygiene Factors decrease job dissatisfaction, such as salary, working conditions, physical workspace, and supervisor quality. More recent studies have led to the categorization of work motivation into four categories: Positive-Negative. Positive motives include things perceived as pleasurable. Negative motives are those things perceived as punishment or fear. Intrinsic-Extrinsic. Intrinsic is doing something because it is inherently interesting or enjoyable, and extrinsic refers to doing something because it leads to a reward. Cognitive-Affective. Cognitive includes doing something for knowledge and mental or intellectual development, whereas affective is doing something for feelings or emotions. Economic-Moral. Economic motives are to achieve a goal associated with a fundamental need or support a desired standard of living. Moral motivation is to do something right or avoid doing something wrong. Evidence suggests that intrinsic motivation is more effective in the long term than extrinsic motivation. The Premack Principle is based on intrinsic motivation. What is the Premack Principle? The Premack Principle states that you will perform a less preferred (low probability) behavior to gain access to a more preferred (high probability) behavior. This might sound vaguely familiar if you are like me. I remember hearing my parents say that if you eat your vegetables, then you can have dessert. This principle explains how you can arrange contingencies to motivate yourself and others. However, the most significant leadership challenge often comes from accurately identifying the high-probability behavior. For example, you may enjoy reading versus watching a movie in your free time. But if you just finished reading a lengthy book, you may choose to go for a walk. Intrinsic motivation can change depending on the situation, how we feel, or what we have been doing. Here is a short video from leadership and behavior management expert Dr. Daniels on productivity and the Premack Principle. 4 Steps to develop more motivation at work Here are four steps to help you accurately implement the Premack Principle for yourself or others to develop more motivation in the workplace. Motivation Step 1: Make a list of what needs to get done. Start by creating a list of what needs to get done. Take about five minutes and write down everything you need to accomplish that is on your mind. When working with others, have them complete this task rather than attempting to guess. If implementing this principle with a new employee, it may help to have them use their job description. Motivation Step 2: Pinpoint the low-probability and high-probability behaviors. The more precisely you pinpoint a behavior leads to a more accurate and reliable behavior ranking. Rank the list from what you most like doing to what you least like doing. Get curious about what is motivating. When working with those you lead, you may find it helpful to create a structured reinforcement survey to learn about how employees spend their free time outside work. Although motivators are not always good reinforcers, they help enhance understanding. Motivation Step 3: Effectively communicate the contingency. Effective communication moderates implementation effectiveness and typically involves more than sending an email. The contingency refers to what follows a low-probability behavior to increase the probability of that behavior. Don't expect this to be obvious, and check for understanding. Motivation Step 4: Start at the bottom. Start with the item at the bottom of the list (low probability behavior) from step 2. When working up the list, each task becomes more desirable. Working down the list of tasks becomes more punishing. Studies have shown you will get two to three times more done by starting at the bottom of your list. One caveat is that if the bottom of your inventory is full of extreme drudgery, you will benefit by making the desired behavior the immediate following action for every third or fourth drudgery task. Motivation matters, especially for achieving big goals in life and work. As a leader, when you leverage the Premack Principle using the steps listed above, developing more motivation in others becomes easier. But let's be honest; we don't always get these steps right in the real world. It is essential to maintain a mindset of experimentation rather than simply success or failure. What is your real challenge with implementing the Premack Principle at work? References Daniels, A. C. (2000). Bringing out the best in people: How to apply the astonishing power of positive reinforcement (New & updated.). New York: McGraw-Hill. Dalphonse, A. (2022). Premack principle: A guide to using the first/then rule. Master ABA. Fishbach, A. (2018). How to keep working when you're not feeling it. Harvard Business Review. Klatt, K. & Morris, E. (2001). The Premack principle, response deprivation, and establishing operations. The Behavior Analyst, 24(2), 173-180. Reed, C. (2022). The truth about motivating employees to be more productive. National Business Research Institute. Vo, T., Tuliao, K., & Chen, C. (2022). Work Motivation: The Roles of Individual Needs and Social Conditions. Behavioral sciences (Basel, Switzerland), 12(2), 49.

  • 3 Battles Worth Having at Work

    "You've got to know when to hold 'em, know when to fold 'em, know when to walk away, know when to run." The message in the lyrics popularized by Kenny Rogers is clear: There is a secret to knowing when enough is enough. This classic card game advice highlights the growing tension in the minds of employees fueling the great resignation. A recent Gallup survey revealed an alarming trend. More than 50% of US employees are quietly quitting, and 18% are actively disengaged. You hate the lack of clear expectations and feedback. You think finding a work-life balance is out of reach. You believe career growth opportunities are woefully inadequate. No leader or company culture is perfect, but when do you take action or walk away? Here are a few tips for wisely choosing when to take action, three battles worth having, and giving critical feedback you won't regret. How to wisely choose your workplace battles It's normal to experience difficult situations in life and at work. But you can't fight every battle. There is a fine line between being a problem solver and being the problem. Here are three points to discern the difference. Control vs. Concern: It helps to understand the difference between your circle of control and your circle of concern. The circle of control includes things you care about and can actually control, and your circle of concern contains stuff you care about but have very limited to no control over. If the challenge is with something outside your circle of control, the first step you take needs to build your influence over the situation. You will be more likely to be successful with battles in your circle of control. Solution vs. Problem: Next, you want to ensure a constructive solution. Awareness of the challenge is the beginning of taking action, but awareness alone isn't all that helpful. You can build political capital by being seen as someone with a solution vs. someone with a problem. Who wants to be around someone that always has a problem? Small Scale vs. Large Scale: Adopt a mindset of experimentation. Large-scale fixes are slow and more difficult. Identify experiments that can be tested and modified based on what you learn. Also, find early adopters. It is not essential to have everyone on board initially, so start small, where there is the least resistance to the change. 3 Workplace battles worth having Notice I am not implying three reasons you should quit. Let me be very clear; it is important in difficult situations to keep your focus on why. You want to look for reasons to do something difficult rather than look for reasons to avoid a challenge. Battle #1: Toxic Culture Company culture is the one thing that influences every aspect of a business. It directly impacts organizational success, employees, customers, and communities. An organization's underlying cultural values affect employees' behaviors and decisions. A recent study by MIT Sloan identified that a toxic organizational culture is more than ten times stronger of an influence on employee attrition than pay. Sadly, the effects of a toxic culture extend beyond the workplace. Employees working in a toxic workplace report experiencing decreased well-being and increased work-family conflict. Detoxing the company culture begins with being the change you want to see in the world. Often bad leadership habits trickle down and become acceptable ways of behaving. Model good behavior and ask for feedback from followers about what you do that bothers them. Second, actively architect and manage the workplace culture. Hire and fire employees to create and reinforce the desired company culture. Teach leaders and employees through stories about how they should respond in different situations and the costs of tolerating toxicity. Reinforce and communicate the importance of trust and teamwork. Reward employees that live the desired culture. Measure company results and the preferred company culture. Battle #2: Leadership & Organizational Entropy In our ever-changing world, there are many theories but few laws. Entropy is a fundamental concept governing life and work. Entropy is defined as disorder and randomness in a natural system - the second law in thermodynamics states that, left unchecked, entropy increases with time in closed systems. Leaders with closed minds and organizations closed to new ideas quickly fall behind and become obsolete. One proven way to battle against workplace entropy is for leaders and organizations to continually develop and evolve at a pace consistent with the change in our exacting world. The bad habits of leadership that we have all witnessed or engaged in are not destiny. One of the greatest myths I encounter in coaching leaders and business owners is that their current reality reflects a permanent reality. We don't stay the same. Even passions and proficiency can change. You can learn how to apply proven solutions to create life-changing leadership habits. Battle #3: Transactional Leadership Leadership is a relationship, and people are the most significant resources within an organization. Transactional leadership is centered around a paradigm in which leaders give employees something they want in exchange for getting something in return. Transactional leaders approach the workplace with the belief that most workers are not self-motivated and require structure, instruction, and monitoring to achieve organizational goals correctly and on time. Compelling evidence indicates that leadership moderates company performance and results. Controlled studies involving leaders across different markets have found a positive correlation between the leader's effectiveness and employee retention, sales, margin, labor costs, and net profit. Contemporary employees are looking for leaders that possess the following characteristics: listening to self and others empathy healing self and others awareness persuasion conceptual thinking foresight stewardship of other's needs commitment to development building community As the adage goes, what got us here will not get us there, and it is vital for today's leaders to learn more about new emerging leadership styles and theories. Servant leadership, transformational leadership, authentic leadership, and spiritual leadership are four new emerging leadership styles and theories gaining increased attention globally and stand in stark contrast to transactional leadership. Have you ever wondered if you are a servant leader? Maybe you already understand the basic concepts but are unclear on how servant leadership differs from other contemporary leadership styles. This Servant Leadership Style Checker answers these questions and provides your Servant Leadership Style Score. The benefits of a servant leadership style are evident to followers, teams, and organizations. Giving critical feedback, you won't regret Masters of critical feedback create a gap between action and response to choose what conversation matters most. Like a ship approaching an iceberg, what alerts a leader of a potential problem is often what is seen, but what lies below the surface presents the most incredible opportunity to be addressed. "Don't let the truth run faster than love." Erwin McManus Regardless of leadership level or amount of experience, all leaders struggle with the tension of being vulnerable or not. When receiving critical feedback, followers want to know their leader cares about them. But, concerns about managing perceptions can keep leaders from showing vulnerability. And when leaders are guarded, it promotes distrust. To identify your tendency—to be vulnerable in difficult conversations —take the following free five-question quiz and learn your vulnerability leadership score. Fail to plan and plan to fail. To avoid regret, your communication plan should include checking personal motivation, vision, and perspective (MVP) before giving critical feedback. Motivation. Is your motivation about caring for others first? Or is your motivation to be right? Reasons for a conversation matter. It is less likely that the conversation will lead to positive changes without a positive reason. Vision. How do you see the result of the conversation going? Is it the best of what might? Or is what you see a list of all the things that could go wrong? When you anticipate a positive step in the journey, it provides a sense of purpose and direction to inspire your best and achieve success. Perspective. When the lens through which you perceive the difficult conversation is off, your results will turn out poorly. Is your paradigm for the difficult conversation that real transparent conversation will provide the best foundation for a healthy culture and your relationship? Or is your perspective that it is best to avoid difficult conversations because you need to manage your image? The truth is there is a lot you can learn when you don't walk away. It is in these difficult conversations that you can grow, and good things can happen. Where are you tempted to walk away or run? Why are you going to take action? What is at stake if you do or don't? References Bartell, R. (2011). Before the call: The communication playbook. Hudson House. Brown, B. (2022). The power of vulnerability: Teachings of authenticity, connection, and courage. Grenny, J., Patterson, K., McMillan, R., Switzler, A., & Gregory, E. (2021). Crucial conversations. McGraw-Hill Education. Harter, J. (2022). Is quiet quitting real? Gallup. Hayes, J. (2008). Workplace conflict and how businesses can harness it to thrive. CPP Global Human Capital Report. Spears, L. C. (1998). Servant-leadership. Executive Excellence, 15(7), 11.

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  • Organizational Talent Consulting | Your Talent Consulting

    Do you want a better year than the one you just had? Achieve your goals with transformational executive coaching and organizational consulting solutions that work. Get Weekly Inspiration GET WEEKLY INSPIRATION Schedule a Conversation SCHEDULE A CONVERSATION PERSONALIZED SERVICES Bringing Out Your Best EXECUTIVE COACHING Accelerating your career, shifting your mindset, and living life to the fullest ORGANIZATIONAL CONSULTING Leading change, making decisions for today and tomorrow, and managing organizational talent to grow the business LEADERSHIP DEVELOPMENT Bringing out the best of those you lead and being the leader you want to be and your business needs you to be Hi, I'm Dr. Jeff Doolittle. Are you ready to unlock your full potential? I am determined to turn your aspirations into your advantage. YES, I WANT TO WORK WITH ORGANIZATIONAL TALENT CONSULTING Organizational Talent Consulting is your best choice for a talent consulting firm Jeff has a brilliant mind with regard to learning and improving human performance. He is thoughtful, decisive, intelligent, and collaborative. He is highly regarded and is sought out for his expertise and opinion. Jeff makes everyone around him, including me, better at what they do. Chief Human Resource Officer Check out our latest reviews on Google Striving for life-changing habits is a competitive advantage available to any leader looking for a powerful point of differentiation. Dr. Jeff Doolittle Leading with Life-Changing Habits Dr. Jeff Doolittle has helped business owners and executive leaders of small businesses to global Fortune 50 companies, and his work is taught in university classrooms. Connect with me WHO IS JEFF DOOLITTLE ? 3 Steps To THRIVE In Volatile, Uncertain, & Complex Times STEP 1 Schedule a Call Let's talk, so we can understand your specific needs and determine the best next steps. S chedule a 20-minute discovery meeting. VIEW AVAILABILITY STEP 2 Partner with Us We assess and analyze your situation, make recommendations, and partner with you to develop solutions that bring out your best. STEP 3 Learn - Change & Thrive Realizing benefits requires putting a plan into action. We possess the character, competence, and experience needed to unlock your full potential so you can thrive! Upcoming Webinar Series Free live leadership development webinars based on the latest research with no travel costs. ​ We know you are going to love these events! LEARN MORE & REGISTER Organizational Espresso Get fresh ideas proven to stimulate individual, team, and organizational effectiveness Leadership: Why Gratitude Really Matters Now 5 Levers for Creating a Culture of Accountability 3 Tactics for Accelerating Company Performance Despite an Economic Downturn VISIT OUR BLOG Read our latest article in the The 5 Best Resources Your online store to learn more about change management, coaching, culture, innovation & creativity, leadership style, servant leadership, and strategic planning CHECK IT OUT WHITE PAPER: FREE GUIDE Discover the critical steps to ARCHITECTING CULTURE In this powerful white paper, discover the proven principles that lead to extraordinary success in shaping organizational culture. A download link will be sent to your email. Pick where you'd like to start (It doesn't matter where, just so long as you start somewhere.) LEARN Up CHANGE Up THRIVE Up Accelerating your career, shifting your mindset, and living life to the fullest. Check out my executive coach bio page, and learn about our leadership and executive coaching services . Leading change, making decisions for today and tomorrow, and managing organizational talent to grow the business. Learn more about our organizational consulting services . Bringing out the best of those you lead. Effective leadership makes a difference in the personal and professional results you achieve and the life you live. Check out our leadership development programs , free webinar series , free tools, and our top 5 resources online library .

  • Organizational Talent Consulting's Permission Policy

    BLOG Permission Policy ​ With the exception of “guest posts” written by others (see the bottom of this page), I own the content on this Web site. It is copyrighted in my name. I want to strike the appropriate balance between getting my content widely distributed while at the same time protecting my intellectual property rights. Thanks in advance for your cooperation. ​ Without My Permission You are free to do the following without my permission: Link to my site or any specific post on my site. Extract and re-post less than 200 words on any other site, provided you link back to my original post. Print off my posts and photocopy up to 50 copies for internal distribution within your own company or organization. Print my posts in any non-commercial publication (e.g., company newsletter, church newsletter, class syllabus, etc.), provided you include this copyright notice: “© 2020, Organizational Talent Consulting. All rights reserved. Originally published at https://www.organizationaltalent.com ” Not Without My Permission You must have my express written consent to do any of the following: Use this content for commercial purposes, including selling or licensing printed or digital versions of my content. Alter, transform, or build upon this work. Re-posting and Translation Rights I do not permit the re-posting of my posts in their entirety. This is because Google penalizes websites for publishing duplicate content. It often can’t tell which site hosts the original, so I risk getting penalized myself for granting permission. ​ In addition, I don’t allow the translation and publication of my work in other languages. I simply don’t have the resources to validate the quality of the work. ​ Guest Posts Guest bloggers retain the copyright to the posts they write. The above permission guidelines do not apply to their work. If you are interested in re-posting or publishing their content, you must contact them directly. I cannot serve as a broker, agent, or contact point. If you have some use for my content that is not covered here, please email me at info@organizationaltalent.com

  • Organizational Talent Consulting’s Blog

    Organizational Espresso Ideas to stimulate individual, team, and organizational effectiveness Join our mailing list Never miss a new idea Subscribe Now Want a better year than the one you've just had? Yes, I want to partner with Organizational Talent Consulting to thrive BLOG I want to learn about: Dr. Jeff Doolittle 4 min Leadership: Why Gratitude Really Matters Now Dr. Jeff Doolittle 4 min 5 Levers for Creating a Culture of Accountability Dr. Jeff Doolittle 5 min 3 Tactics for Accelerating Company Performance Despite an Economic Downturn Dr. Jeff Doolittle 5 min 4 Steps to Improving Your Strategic Thinking Passion and Proficiency Dr. Jeff Doolittle 5 min Chances Are, You Are Not as Good at Performance Management as You Think! Dr. Jeff Doolittle 5 min How to Navigate Machiavellianism in the Workplace Dr. Jeff Doolittle 5 min 2 Leadership Tactics for Motivating Your Team Dr. Jeff Doolittle 5 min Finding Surprising Success by Supporting Interesting Failure Dr. Jeff Doolittle 5 min Leadership Habit Jailbreak: Overcoming 5 Common Objections Dr. Jeff Doolittle 6 min 4 Keys to Creating Psychological Safety Dr. Jeff Doolittle 6 min Are You Destined to Repeat Leadership Mistakes? Dr. Jeff Doolittle 4 min How to be a Seriously Effective Leader in a Crisis Dr. Jeff Doolittle 5 min 4 Ways Leaders Keep Hope Alive In Uncertain Times Dr. Jeff Doolittle 6 min How to Build Organizational Commitment Dr. Jeff Doolittle 5 min 6 Steps to Creating Better Leadership Habits Dr. Jeff Doolittle 6 min Is Executive Coaching Really Worth it? Dr. Jeff Doolittle 5 min 3 Keys to Giving Critical Feedback You Don’t Regret Dr. Jeff Doolittle 4 min Leadership: Why Character Trumps Charisma Dr. Jeff Doolittle 4 min Company Culture: Are You Tolerating Toxicity? Dr. Jeff Doolittle 4 min Why Leaders Need To Take A Hike Change Management Coaching Culture Development Diversity, Equity, & Inclusion Human Resource Development Innovation Leadership Habits Professional Development Strategic Planning Succession Planning VLOG Online Resource Library Visit Resource Library Free Webinar Series Upcoming Webinars Free Tools Check Out Our Free Tools New Book WHITE PAPERS: FREE GUIDES Architecting Culture: The Importance of Leadership Behaviors & Attributes ​ M&A: The Importance of Creating a Shared Culture Are you having an organizational talent crisis ? GET OUT OF CRISIS MODE NOW

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