Have you ever felt someone couldn’t resist the temptation to show how knowledgeable they are – and put you down in the process? Sometimes that’s true. However, there may be more to it. Could your ego be getting in the way of learning something valuable? Mine was. And it made me wonder what I was missing. In some cases, it was the opportunity to reach potential clients.
In the first Avengers movie, Nick Fury, Samuel L. Jackson’s character, is there to lead the disparate group of super-specially-talented independent people. He’s the inspiration that drives them and the glue that keeps them together despite the strong personalities and desires to be individual achievers and heroes. Do you have a team of Avengers or only a bunch of super-talented individuals? Read and find out.
What is the cost of losing one employee? There are the direct costs of the loss and the costs of replacing that person. Here is a list of them. Why care? 3 million Americans quit their job every month. 25% of employees are at a high risk for turnover (these are your top performers). If you could keep the interest of valued employees, wouldn’t that be worthwhile?
With gratitude to the 16 young leaders who let me into their honest opinions. I asked them, “What is the respectful environment that allows you to perform at their best? Describe it.” These are the responses I received.
I was interested in what emerging professionals had to say about the subject of respect in the workplace. They are more self-aware than previous generations. Value and values are always on their mind. I wanted to simply listen and present their personal perspectives without commentary, in an effort to help employers work beneficially with Millennials, rather than being frustrated or confused.
Employees rate the number one desire to receive from their boss and other leaders is to be treated with respect. Mutual respect in an organization allows a company to operate optimally, to shine. How do you show respect? How do you encourage respect? One easy way to energize a team.
