arvard University published a new study by Michael Housman and Dylan Minor called “Toxic Workers.” They conclude that talented and productive people who engage in harmful and negative behavior may hurt your bottom line. Nicole Torres wrote about it in Harvard Business Review: Avoiding a toxic employee can save a company more than twice as much as bringing on a star performer–specifically, avoiding a toxic worker was worth about $12,500 in turnover costs, but even
If you’re a hiring manager, you’ve noticed that we are smack in the middle of a talent shortage. If that’s not bad news already, reports coming out over the years estimate that 25 percent of top performers plan to leave their company within 12 months. Adding insult to injury (I’ll get to the bright side, I promise!) smaller companies can’t compete with the high salaries being throw around in markets like Atlanta, San Francisco and
ears ago, I was a member of an executive team and got to witness firsthand the leadership styles of each person. It was a great case study on what not to do to get your tribe to follow you, and I had a front row seat. One executive was a prolific visionary with an impressive resume. His Achilles heel was his over-confidence arrogance. It came in the form of bravado, swagger, and positional authority that
ast week we discussed how to solve your turnover problem with this one overarching principle that some of the world’s best and most profitable company cultures (think Google) practice on a daily basis. Check that post first to set the stage here before scrolling down further. In part two of this two-part post, lets dig much deeper and get into the practical aspects of that principle. These ten practices, if applied consistently, will help stop
Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked, “What are the biggest barriers to serving well?” This is a short highlight we captured from the 2015 Servant Leadership Summit three-hour webinar.
Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked, “what does it look like to think of others above ourselves without becoming a doormat? What does that look like in practice, and not just theory?” This is a short highlight we captured from this year’s Servant Leadership Summit three-hour webinar.
Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked the question: “Is it possible to be an effective servant leader under the thumb of oppressive, command-and-control leaders? And if so, how?”
s your company struggling to retain its workforce? Pretty expensive habit, but you’re not alone. According to data from Harvard Business Review and the Corporate Leadership Council, 25% of top performers plan to leave their company within 12 months 50% of executives say their organizations are ineffective at managing and keeping top talent. 33% of “emerging stars” report feeling “disengaged” from their companies. 40% of “high potentials” have little confidence in senior management. If you’re
n November 9, Becky Robinson (Weaving Influence) and Karin Hurt (Let’s Grow Leaders) hosted a Servant Leadership Summit: An Exclusive 3-hour Webinar from the World’s Top Servant Leaders. It was a fantastic time well spent and a terrific way to start the week. The speakers included some heavy hitters, including Ken Blanchard, Cheryl Bachelder, and Ken Jennings, to name a few. → Click here for the event page with all speaker bios. ← Close to 700