#HR #RRHH Making love and making personal #branding #leadership

Global team leaders who unleash ideas, we find, are those who: 1) ask questions, and listen carefully; 2) facilitate constructive argument; 3) give actionable feedback; 4) take advice from the team and act on it; 5) share credit for team success; and 6) maintain regular contact with team members. Members of global teams whose leaders exhibit at least three of these behaviors are more likely than global team members whose leaders exhibit none of these behaviors to say they feel free to express their views and opinions (89% vs 19%) and that their ideas are heard and recognized (76% vs 20%).

Research we conducted at the Center for Talent Innovation reveals a remarkable correlation between inclusive leadership, innovative output, and market growth.

In addition to all of your achievements, you're sure that you're a great boss. After all, your leadership skills have helped you climb the ladder of success. But some of the world's top companies succeed in spite of poor leadership, a result of great products or concepts rather than motivated team members.

According to entrepreneurial counselor Michelle McQuaid, bad bosses cost businesses $360 billion in lost productivity every year. The stress caused by difficult supervisors can negatively affect an employee's overall health and workplace morale, eventually driving him or her out the door. Since losing one employee costs a business tens of thousands of dollars or more, your business will eventually suffer financially if you can't keep employee loss at a minimum.

In the July/August issue of HBR, Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration, led by traditional HR-types, reporting to the CFO; and talent strategy, led by high-potential line managers, reporting to the corner office. While my colleague and I vehemently agree that HR’s status quo is an inhibitor to growth, it is with the same fervor that we disagree with Ram’s proposed solution.

Really? Break up a strategic function in response to underperformance in the wake of severe market disruptions? Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? What would the capital markets look like today if a similar tack had been taken when the CFO role was ripe for transformation?

All workplaces have some challenges and negative characteristics, so it can be difficult to determine if your workplace has a normal amount of challenges, is seriously dysfunctional, or possibly really toxic. Here are five signs that will help you determine the degree to which your work environment may be dangerous to your mental health.

1. Unhealthy Communication Patterns

An initial sign of a dysfunctional, toxic workplace is that there are significant problems in communication, and often across multiple areas—between employees and their supervisors, from management to supervisors, across departments, with suppliers, and even with customers.

You want a team full of motivated employees and a rocking company culture. You're doing everything you can, but somehow it's just not working. Turnover is still high. Employees look good on paper, but seem to get demotivated no matter what you do. What could be going wrong?

Your human resources team could be the culprit. It's time to take a hard look at your company's interviewing practices.

Sometimes HR wants to "sell" a really great candidate on the position. So they start telling them all of the great things about being a part of the company or fulfilling the role they're trying to fill. There's nothing wrong with that on the surface. The problem arises when HR starts making promises on your behalf. Promises you can't keep, or won't keep, for whatever reason.

Companies spend a lot of time and money trying to motivate their employees.

But when was the last time a mug with your company’s logo or a coffee shop gift card made you truly excited? Real motivation doesn’t come from external rewards--it comes from making some shifts in how you think about your situation, says San Diego, California-based personal empowerment expert Susan Fowler. 

“Give a whale a fish and it’ll jump as high as you want. Give a pigeon a pellet and it’ll turn 360 degrees. That whole animal behavior theory is what the workplace is built on. We’ve got to get away from that because we’re not pigeons and we’re not whales,” she says.