carlissarunnel

Growth Mindset: The Skill That Changes Everything

Wed, 29 Apr 2026 09:38:31 GMT

In today’s world of advanced technology and improved performance, one belief can quietly determine your success more than talent, experience, or even opportunity: your mindset. A growth mindset is the belief that your abilities, intelligence, and talents can be developed through effort, learning, and persistence. In contrast, a fixed mindset assumes that your qualities are static; you either have it or you don’t. Whether you're leading a team, building a business, or developing your career, your mindset shapes how you respond to pressure, failure, and change. The term was popularized by psychologist Carol Dweck, but it’s often misunderstood. A growth mindset isn’t about being endlessly positive or pretending everything is easy. It’s about how you interpret what’s hard. It’s the difference between seeing struggle as a signal to stop or a signal to lean in. People with a growth mindset don’t assume they’re naturally great at everything. They just don’t assume they can’t become great at it. And that subtle shift changes everything.

Choosing Growth

Here’s where this gets real. Growth mindset sounds great until it asks something of you.

Because choosing growth often means admitting you don’t have all the answers. It means trying something where you might not be good at. It means diving into uncharted waters and being okay with figuring it out as you go. It means risking the identity you’ve worked hard to build, and the possibility of pubic failure. And ironically, the more successful you’ve been, the harder this can become. When you’re used to being the one who knows, the one who delivers, the one who gets it right, stepping into something unfamiliar can feel like a threat, not an opportunity. So instead of stretching, we stay where we’re comfortable and call it “playing to our strengths.” But growth doesn’t live there. Growth forces you to explore new situations and uncover new strengths.

Practice Growth

A growth mindset isn’t something you declare. It’s something you practice, often in small, almost invisible ways. It might look like catching yourself mid-thought and adding one simple word: yet. “I’m not good at influencing senior leaders… yet.” It might look like walking out of a tough situation and, instead of replaying what went wrong, asking yourself, “What did this teach me?” It might look like raising your hand for something you’re not fully ready for, knowing you’ll have to figure it out as you go. Or asking for feedback in a way that actually invites truth, not just reassurance: “What’s one thing I could have done better in that meeting?”

None of these are dramatic moves, but over time, they compound.

Share Growth

Your mindset doesn’t stay contained; it spreads, and your team is constantly taking cues from you. They’re watching how you respond to mistakes, how you handle not knowing, how you react to risk. If you shut down failure instead of embracing it, they’ll play it safe. If you reward only expected outcomes, they’ll avoid experimentation. If you always have the answers, they’ll stop asking questions. But if you model curiosity, if you create space for learning, for trying, for getting it wrong and improving, you don’t just grow yourself. You create an environment where other people can grow, too. And that’s where real performance comes from.

What Great Leaders Start Doing

Wed, 18 Mar 2026 12:13:04 GMT

Leadership excellence isn’t achieved through titles or authority; it’s built through intentional

behaviors practiced consistently over time. As leaders grow, they don’t just stop ineffective

habits; they start doing different things that elevate their impact, strengthen their teams, and

shape healthier organizations. Great leadership is not about doing more; it’s about doing what

matters most.

1. Great Leaders Start Leading with Purpose

Great leaders are clear about why they lead, not just what they do. They connect daily work to a

larger mission and help people see how their contributions matter. Purpose-driven leadership

fuels motivation, alignment, and resilience, especially during periods of change or uncertainty.

When people understand the “why,” commitment follows naturally.

2. Great Leaders Start Listening More Than They Speak

As leadership responsibility increases, listening becomes more important, not less. Great leaders actively listen to understand perspectives, concerns, and ideas. They ask thoughtful questions, stay curious, and resist the urge to immediately respond or solve them. Listening builds trust, surfaces blind spots, and strengthens decision-making.

3. Great Leaders Start Developing People Intentionally

Great leaders view talent development as a core responsibility, not an HR task. They have

regular development conversations, provide meaningful feedback, offer stretch opportunities,

and coach instead of directing. By investing in growth, leaders create stronger teams and

sustainable performance, not dependence on themselves.

4. Great Leaders Start Creating Psychological Safety

High-performing teams are built on trust. Great leaders intentionally create environments where

people feel safe to speak up, ask questions, challenge ideas, and admit mistakes. They model

vulnerability, welcome dissent, and respond constructively to failure. Psychological safety

doesn’t lower standards; it raises learning and innovation.

5. Great Leaders Start Making Decisions with the Long Term in Mind

Great leaders balance immediate results with long-term impact. Instead of asking, what works

right now? They ask, what builds capability over time, what strengthens culture, and what

prepares us for the future? This long-term lens guides better decisions around people, strategy,

and resources.

6. Great Leader Start Holding Themselves Accountable First

Great leaders don’t demand accountability; they demonstrate it. They own their mistakes, follow

through on commitments, and model the behaviors they expect from others. When leaders hold

themselves to high standards, teams naturally follow. Credibility is built through consistency

between words and actions.

7. Great Leaders Start Using Feedback as a Leadership Tool

Rather than saving feedback for formal reviews, great leaders make it part of everyday work.

They give feedback that is timely, specific, constructive, and balanced. They also invite feedback on their own leadership, signaling humility and commitment to growth.

8. Great Leaders Start Empowering Others to Lead

Great leaders don’t hoard responsibility; they distribute it. They identify potential, delegate

meaningful work, and encourage decision-making at all levels. By empowering others, leaders

build leadership capacity across the organization. The result is not loss of control but multiplied

impact.

What Great Leaders Stop Doing

Tue, 17 Feb 2026 10:45:08 GMT

Leadership growth isn’t only about learning new skills it’s also about unlearning behaviors that no longer serve the leader, the team, or the organization. Many leaders work hard to do more: more meetings, more decisions, more oversight. But truly great leaders understand that impact often comes from knowing what to stop doing. As leaders develop, they become more intentional, more focused, and more human. They let go of habits that limit trust, hinder growth, or drain energy and replace them with behaviors that empower others.

1. Great Leaders Stop Trying to Have All the Answers

Early in their careers, many leaders believe credibility comes from always knowing the solution. Over time, this mindset becomes a liability. Great leaders stop pretending to have all the answers and start asking better questions. They recognize that insight often lives within the team and that collective intelligence outperforms individual expertise. By shifting from expert to facilitator , leaders create space for innovation, ownership, and shared accountability.

2. Great Leaders Stop Micromanaging

Micromanagement is often rooted in good intentions, quality control, accountability, or speed. But it sends a powerful message of mistrust. Great leaders stop controlling how work gets done and focus instead on clarity of outcomes. They define expectations, provide resources, and then step back. When people are trusted, they are productive. When they’re controlled, they disengage.

3. Great Leaders Stop Confusing Activity with Impact

Being busy is not the same as being effective. Many leaders fill their days with meetings, emails, and tasks that create busyness but not progress. Great leaders regularly ask: Is this adding value? Does this align with our priorities? Should I be doing this at all? They stop doing work that others can do and focus their energy where leadership makes the greatest difference: direction, alignment, and people development.

4. Great Leaders Stop Avoiding Difficult Conversations

Avoidance is comfortable but costly. Unaddressed issues don’t disappear; they grow. Great leaders stop postponing hard conversations and start approaching them with clarity and empathy. They give timely feedback, address conflict early, and set clear boundaries. Courageous conversations build trust, prevent resentment, and strengthen relationships over time.

5. Great Leaders Stop Leading With Authority

Command style leadership may produce short-term compliance, but it undermines long term commitment. Great leaders stop relying on position, titles, or fear to drive results. Instead, they lead through influence, purpose, and example. People don’t give their best because they’re told to; they do so because they believe in the leader and the mission.

6. Great Leaders Stop Ignoring Their Own Development

Leadership growth doesn’t stop at promotion. In fact, the higher the role, the greater the need for self-awareness and learning. Great leaders stop assuming experience alone is enough. They seek feedback, invest in coaching, reflect on their impact, and continue learning. They understand that their personal growth directly shapes organizational growth.

7. Great Leaders Stop Doing What Others Need to Learn

Rescuing, fixing, and stepping in may feel helpful but it creates dependency. Great leaders stop solving problems for their people and start developing their ability to solve problems themselves. They coach instead of rescue and guide instead of direct. The goal is not to be indispensable but to build capable, confident teams. In the end, great leadership isn’t defined by how much a leader does but by how much they enable others to do.

The Power of Purpose

Tue, 20 Jan 2026 15:34:32 GMT

When you think of purpose, what comes to mind? For most people, it is meaning, importance, or significance. However, I would like to challenge you to see purpose as a tool that helps you succeed as a leader and in life. It is your strength that will help you to effectively utilize your talents and gifts. Imagine running a race without knowing where the finish line is or putting together a puzzle without a picture of the finished product. In both situations, you may have great intentions to finish, but getting there will be frustrating and difficult…if you finish at all. Think of your purpose as the cheat sheet. You know all the answers because it’s your purpose, you know where the finish line is, and you know what the puzzle should look like. Knowing your purpose gives you the direction you need to move forward with confidence and capability. Thus, allowing you to perform more efficiently.

Your Purpose is Unique

Leaning into your purpose first requires you to understand the uniqueness of yourself. Just like your fingerprint or DNA, your purpose is not and will not be identical to anyone else. You can admire another person’s purpose, but you cannot replicate it. Even if your purpose is similar, there will always be noticeable differences that cater to your skills and abilities. Take time to reflect on what you do naturally. Remember, just because something comes naturally does not mean you may not need further development; it just means you have potential in this area. Also, consider what interests you. Focus on what keeps your attention. Not just what grabs your attention, but what will keep you engaged after the initial allure wears off. Think about your current or future job roles and responsibilities, organization affiliations, or social groups, and ask yourself three questions: 1) Why am I doing this? 2) What do I enjoy about this? 3) What does this mean to me? These questions will help put you on the path to identifying your purpose.

Your Purpose Evolves

Technology evolves, people evolve, companies evolve, so why do we think our purpose should remain stagnant? Sometimes your purpose has been completed, and it is time to start a new path. Other times, your purpose expands and grows as you do. Either way, it is important to keep an open mind about where your purpose is leading you. One way to deviate from your purpose is to not recognize when it is evolving. You may become stuck on a path that you have outgrown or that you are no longer being productive in. As leaders, this does not mean that you stop leading as your purpose evolves, but it does mean that your leadership may look different in the future or based on those you are leading. King Solomon was the wisest man in the bible, and he tells us there is a season for everything. Take inventory of what season in life you are in to ensure your purpose is aligned. Look for signs of passion and productivity to ensure that you are growing and developing with your purpose.

Your Purpose Fulfills

Many people have successful careers, education, family, etc., but they do not feel fulfilled. That is because we all need a sense of purpose, and when we walk in the light of that purpose, we experience a sense of accomplishment that no tangible thing can provide. Mark Twain has been credited with saying, “The two most important days in your life are the day you are born, and the day you find out why.” Chasing after physical things first and trying to find purpose later leads to a life of constant chasing. On the other hand, following your purpose first and letting the material things come later, as they will, provides Inner peace and allows you to enjoy the success that you achieve. Finding your purpose is not easy, staying in your purpose is even harder, but being fulfilled by your purpose makes it all worth it. So, as we move forward in the new year ahead, let us live and lead in the power of our purpose.

Rest and Reset

Tue, 24 Dec 2024 11:56:24 GMT

Being a productive employee means knowing when to invest back into yourself. Taking small breaks is fine, but sometimes it is not enough. In those moments, the best way to rejuvenate yourself is to take a few days off and decompress.

Rest

I have seen people have the most significant breakthroughs and produce the most innovative ideas after returning from a much-needed vacation. When and where is up to you. Whether you are at home resting or you decide to venture out. The point is to unplug and disconnect from your work. That means leaning into delegating your work so you do not have to interrupt your rest time to complete assignments. Leader support is key for employees to implement this self-care action. They must lead by example and prioritize their time off. Doing so will give employees the security to take time off as well. Employees who feel compelled not to use their sick or vacation time will become less productive over time.

Reset

Taking time to reset is actually a strategic approach to self-development. Resetting is the next step after rest because it is more efficient when you have a fresh outlook. After your body has gotten sufficient rest, you can see situations in a different light. The expectation with a reset is that you now have a new viewpoint on the tasks and assignments for which you are responsible. When taking time to reset, you are stepping back, refocusing, and then beginning again. Resetting helps you eliminate distractions and focus on the important things. Resetting boosts creativity and spurs innovation. If you ever feel like you are overwhelmed, stuck, or just need to refocus it may be time for you to rest and reset.

Beating Employee Burnout

carlissarunnels@hotmail.com (Carlissa Runnels) — Fri, 22 Nov 2024 16:04:34 GMT

As motivated as we are to become great leaders and employees, we should be just as motivated to prioritize our own personal well-being. Otherwise, we can begin to experience signs of burnout, which can negatively impact our performance and health. When employees are consistently exposed to workplace stress, they are at risk of becoming burned out. If you experience constant exhaustion just by thinking of your work before you even get to the office, feelings of cynicism related to your job, or reduced personal effectiveness, you may be encountering burnout. Burnout will rob you of your joy, passion, and motivation. Therefore, to be the best version of ourselves personally and professionally, we must take steps to manage workplace stress. Many programs and models will help you accomplish this. However, you can also do three things on your own to increase your well-being and decrease burnout: (1) Identify the source, (2) Intervene promptly, and (3) Improve the environment going forward.

Identify

Identifying burnout might not be as easy as you think. This is because burnout can show up in various ways for different people. A few examples include excessive tardiness or absenteeism, irritability at work, or feelings of dissatisfaction. Take time to reflect and see if you are acting out of character negatively regarding your job and performance. If so, what is contributing to this change in your feelings or performance? It might be a situation where there are inconsistencies with your workload that are leading to your feelings of burnout. Or do you feel you no longer have any growth opportunities at your job; this can also be a source of burnout. Another source that many people overlook is a misalignment in company and personal values. The key to properly identifying burnout is to recognize what is causing your perception or performance to change and then drill down to the source.

Intervene

After identifying the source, the next step is to intervene promptly. This is important because acknowledging that there is an issue is not enough. We must take action if we want to see positive results. At the same time, you do not want to immediately put your solutions in place until you have adjusted the current situation. Doing so may reduce the effectiveness of our solutions. For instance, if your cause of stress is constantly working on the weekend and your solution is to stop working on the weekend, that is great. However, you missed the intervention step of setting boundaries and telling others that you will no longer work on weekends. As a result, people may still send you work during that time, and this could lead to other issues and greater stress. After identifying the source of your burnout, make the necessary adjustments, such as talking to your boss about your workload, being clear about your career growth expectations, expressing your boundaries, being open to accepting help, etc. Many people miss this step because we are so eager to implement solutions. However, this step is where the actual process of beating burnout happens.

Improve

The final step is to make improvements going forward. In this phase, you simply want to ensure that what you have implemented is sustainable. We do not wish to beat burnout this week, only to return to the same situation next month. The critical thing to remember here is that whatever solutions you put into place, find ways to maintain them in the future. This might mean that you implement your solutions on an incremental basis or start with small, manageable actions you are comfortable with. An example would be cutting back and working only one weekend a month instead of every weekend a month. This takes your intervention action of not working weekends and implementing it in a way that you can make continuous improvements without reverting back to the environment that caused your initial burnout. These steps are not all-inclusive ways to combat burnout; however, they are things you can do right now to decrease your chances of burnout at work.

Creating a Culture of Civility

Tue, 15 Oct 2024 03:06:15 GMT

As an employee, you get to choose where you work, but you do not get to choose who you work with. That is why organizations are full of people with varying opinions, backgrounds, upbringing, education, morals, values, and beliefs. Within these organizations, we encourage leaders to promote diversity. However, we also need to establish a positive way to engage with others when faced with diversity of thought. That is why SHRM is promoting their campaign for 1 Million Civil Conversations . Fostering civility at work can lead to a better employee experience, improved well-being, fewer employee relations issues, and increased innovation, among many other benefits. I believe there are two interpersonal skills we can all work on to help us drive those civil conversations: consideration and courage.

Consideration

The only way we can seek to understand, work, and communicate better with others is to consider what they are saying. Consideration does not mean you have to commit to the opinions of others, but it does mean that you give careful thought to what they have to say. We should listen with an open mind and positive intent. Unfortunately, when presented with differing opinions, we often skip this step and go straight to defending our position. However, taking a few moments to consider the thoughts of others can lead to more civil conversations. You may even find that others are more receptive to your suggestions once they see your willingness to listen to theirs. Remember, it is okay to disagree and debate, but how we do it will make all the difference.

Courage

Next, we must have the courage to embark on these civil conversations. Shying away from complex discussions will only make the situation worse. We must be willing to engage in difficult conversations to promote positive work environments. The more we lean into these talks, the more routine they become and eventually part of the workplace culture. Employees and leaders who champion this change step up and set an example of civil behavior by showing respect for others. Likewise, they look for ways to promote harmony instead of hostility. Having the courage to break from the norm and move toward a better way of thinking is the first step in moving toward a culture of civility.

Meaning at Work

Thu, 26 Sep 2024 16:50:23 GMT

Meaning at Work

Finding meaning at work is just as important as knowing the functions of your job or having your leader’s support. At the core of every engagement initiative is helping employees find and embrace their meaning. Without meaning, employees will come to work for the paycheck, but they will not be fully committed, will not perform to their best ability, and eventually will burnout. Experiencing meaning is felt through a psychological feeling that your very existence is significant. When applied to the work setting, employees want to know and experience that same feeling of significance related to their job function. To assist with this process, employees can utilize the ICE (Identify, Connect, Explore) Connection Method to help foster a personal feeling of meaning at work.

Identify The Meaning

When cultivating a deep sense of meaning at work, we must first identify what that meaning is and what it looks like. So, we start by identifying the meaning. Think about your job function. How does your role impact your family? Is there any direct correlation between the product your company produces and the people you care about? In addition, think about the effects your job role has on your environment. Is your company positively or negatively influencing the community you are part of? Also, consider the organization as a whole. How does your role contribute to the overall success of the company? Asking yourself these questions and investigating the answers will help you to develop a greater attachment to your job role.

Connect The Meaning

After you have identified the meaning of your job role, the second step is to look for ways to connect with that meaning. Ask yourself how that meaning contributes to your professional goals and objectives. If you are still searching for your purpose, ask yourself if there is a connection with the meaning and what motivates you. Next, recognize any feeling of accomplishment or the lack thereof related to your job role. This is not a feeling of satisfaction but a feeling of achievement as a result of your performance or efforts. Finally, examine if any sense of fulfillment is connected to the meaning of your job function at work. This feeling of fulfillment does not mean that you have no desire to strive for more. But it means you are currently content with what you do while you work toward being better. Connecting with your meaning at work will allow you to be productive where you are as you continue to grow and develop.

Explore The Meaning

The final step is to explore the meaning further. This is where you begin to take a more introspective look at your job role. Ask yourself if this role aligns with your strengths. If not, consider building your strengths in this area, or you might want to reconsider the role altogether. Likewise, ask yourself if this job role aligns with your personal identity. If you have to change who you are while performing this job role, it will impact your performance. The last question you want to ask is whether the meaning related to this job role aligns with your values. A high-performing and engaged employee is one who does not have to compromise their morals or values to perform their job role. To further cultivate your meaning at work, click the link below and complete the Find My Meaning worksheet.

Becoming a Resilient Leader

Fri, 23 Aug 2024 14:49:33 GMT

Becoming a Resilient Leader

Resilient leaders embody the ability to recover from and adjust to difficult and complex situations effectively. As a leader, you will encounter uncertain and volatile times on your journey. However, developing your ability to be more resilient will ensure that you and your team will overcome those challenges and be more successful. Individuals who want to build their resiliency and become better leaders can do so by implementing the following actions: reflect, recover, and refocus.

Reflect

The first step to building your resiliency as a leader is allowing yourself to reflect after a difficult event. Consider what happened, what did not happen, and what should have happened. The intent is not to dwell on the problem but to conduct a retrospective analysis. Doing so will allow you to see what areas might be out of your sphere of control. Chasing after things you cannot change will keep you trapped in an unproductive cycle. Instead, you will find greater success by directing that energy in a more productive area. Reflect on tasks you might need to let go of and delegate, projects that need to be re-assigned, or training gaps on your team. Taking time to reflect on these areas after moments of high pressure will help build your resilience and increase your future success.

Recover

The second step to becoming a resilient leader is understanding the importance of self-care and its impact on productivity. As a result, you will begin prioritizing the well-being of yourself and your employees. Resilient leaders know when it is time to give themselves a break. Constantly worrying without taking time to replenish yourself is a path that will lead to burnout. Step away from the situation and do something that brings you peace and joy. Doing so will build your stamina and endurance for future situations. In addition, recovering from setbacks is more than just getting up physically and pushing forward. It involves mental recovery as well. Resilient leaders remind themselves that failure is a necessary part of growth. Therefore, give yourself the freedom to make mistakes and learn from them. A calm and recharged mind has a greater capacity to bounce back after an adverse situation than a constantly stressed mind.

Refocus

The final step to becoming a more resilient leader is to possess the ability to refocus. Adapting to or overcoming problems sometimes means that you have to alter your goals or objectives. Effective leaders are receptive to the possibility of newer and better ways of doing things. They recognize that sometimes traditions must change. This entails more than just a passion for innovation; it requires having a growth mindset and being open to new techniques, methods, technologies, etc. Resilient leaders are willing to refocus their vision, whether making slight alterations or creating a new plan altogether. They look for ways to refocus others and get them on board, seek new opportunities to motivate their employees and brainstorm new ideas to cultivate greater teamwork. Resilient leaders learn from the past, work efficiently in the present, and prepare strategically for the future.

Buddy to Boss

Fri, 26 Jul 2024 20:13:10 GMT

Buddy to Boss

Most people are excited to learn they are about to receive a promotion and may even be slightly nervous about having direct reports. However, the real uneasiness sets in when they realize they may have to supervise individuals they are friends with. Becoming a new leader comes with a learning curve; adding former teammates as direct reports can make the process a little more tricky. Navigating this new dynamic will take time, but you can start by positively managing these relationships, as it will set the tone for your team's future. Maintain your confidence, and do not let the situation cause you to doubt your ability to perform or your readiness for the role. Remind yourself of the ABCs (acknowledge, break the boss, and clarify) to ensure a smooth transition from buddy to boss.

Acknowledge

The first step to navigating this situation successfully is acknowledging that this might be an awkward time for you and your former teammates. Communicate with your team collectively and individually to get their thoughts and feelings about the new group structure. Instead of spending time trying to maintain your current relationship with your friends without making any changes, use that energy to recognize and identify the new relationship with them and find ways to make those associations more effective. Create an environment where they can feel safe working through any uneasy feelings about the new reporting structure. Remember, just as they are learning the new structure, you are learning the new role. Highlight the fact that you are all learning and growing together to become a productive and cohesive team.

Break the Boss

The second step is for you and your employees to break away from the term boss. The word boss means that you are in charge of or dominant over another person, which is not indicative of a true leader. Moving away from this terminology will allow your employees to see you as the team leader and not their boss personally. As a leader, your goals should be to ensure that your employees feel seen, heard, and valued. Let them know you will provide the tools and resources they need to succeed, support their development, and remove barriers. Your former teammates will be watching you very closely during this time. So, be diligent to ensure that your actions align with your words. Such alignment is critical for leaders because people believe what you do, not what you say.

Clarify

The third step is clarifying your expectations. The relationship with your peers will change regardless of how close you are to your former teammates. Your responsibilities have changed, and theirs will change as well. Therefore, it is better to be clear and upfront about your expectations from each employee equally (no favorites). In addition, let them know your leadership style and what they can expect from you as their leader. It is also vital for you to clarify or set boundaries with your new employees. You may not be able to attend the happy hour events or social functions in the same capacity as you once did. As a leader, you will need to be able to implement these limitations without isolating your employees entirely.

How to Succeed in a New Role

Fri, 28 Jun 2024 12:46:16 GMT

How to Succeed in a New Role

Starting a new job or moving into a new position can be both exciting and a little nerve-wracking as well. The best way to ensure you perform your best during this time is to have a well-thought-out game plan. Preparing yourself for success in a new role requires strategic effort and planning. Getting the position or promotion was just the start; now is not the time to sit back on cruise control. Instead, employees should keep the momentum going. While organizations understand that you are onboarding and learning a new role, they are still watching your performance. Making a strong positive impression at the beginning will create a lasting impact that will benefit your career in the future. To ensure success in a new role, employees should focus on the following: (1) getting a better understanding of the new position, (2) building your network, and (3) securing early victories.

Get an Understanding

The first step any employee should take in a new role is to get clarification on how they can make an impact in that position. Doing so involves more than just reviewing the responsibilities and duties of the job description; you should already understand that information before accepting the job. At this point, your focus should be on gaining alignment on what tasks and assignments will help you succeed in your role. How can you add value to the department and organization in this role? What are the potholes you need to avoid? What does the unspoken power structure look like? Obtaining this information does not mean you must conform to the current norms. However, it means you take the time to get the lay of the land before jumping in headfirst and making radical changes. What are the expectations of your boss? What is a priority, and what is not? Asking these questions and getting this understanding will increase your chances of success by thinking and performing strategically.

Build Your Network

The next step is creating alliances to help you in your new role. As a newcomer to your position, you must cultivate a network of people within the organization. Connect with these people and make sure they become familiar with you, your work, and your background. People you speak to on the elevator or in the hallway are not considered part of your network. Instead, build your alliances by sitting in someone’s office and conversing with them for more than five minutes. Another way to add to your network is to have coffee or lunch with co-workers or leaders. This will help you build meaningful connections while you learn about them and vice versa. The results will be a pool of people you can contact as you begin to progress in your new role. You may need to call on them in the future, and likewise, they may call on you for partnership opportunities.

Secure Early Victories

The final step is to make sure you get some quick wins under your belt. Here, your focus should not be on achieving risky, audacious goals. Big or stretch goals are fine if you want to show your boss you are a go-getter. However, the critical thing to accomplish in the first few months is to show your boss that you can deliver results. Employees who focus on only achieving one big goal early on may be setting themselves up for failure. They may be missing out on great networking opportunities or the chance to show consistency in their work. Leaders would rather see an employee consistently perform in a new role than a one-and-done employee. That is why getting an understanding and building a network are so essential. They help you identify and prepare for early victories. Keep in mind that quick wins do not mean looking for minor or trivial tasks; it means looking for wins that you can accomplish in a short amount of time. These wins should still be significant and contribute to your growth and the department’s overall success.

Promote Your Employee Voice

Mon, 27 May 2024 15:19:30 GMT

Promote Your Employee Voice

Speak Up

Speaking up at work includes more than just participating in meetings. It also involves advertising yourself, your impact, and how you contribute to the company. Think of yourself as a marketing firm for your personal brand. In organizations, people will not go look for your accomplishments, so you have to use your voice to highlight them. The best way to do this is through one-on-one sessions with your boss. If you do not have regular meetings with your boss, now is a great time to start. In addition, if you can speak to other leaders in your department, do not be afraid to mention your impact on the department’s success. Another way to speak up and get noticed is by volunteering for projects. However, ensure the projects help you grow and develop professionally. Be sure to keep in mind your well-being when volunteering for additional projects. Do not overload yourself with work that you do not have the capacity for.

Speak Out

Speaking out at work means providing feedback that can improve the organization. Leaders are forward-thinking, and they appreciate employees who can help them achieve their futuristic agendas. Look for ways to increase the efficiency of your position. This gives you a chance to go beyond showcasing the work you currently do to emphasizing the work you are capable of doing as well. Your ambition and drive will stand out and get you noticed (positively) even if your suggestions are not implemented. Also, speak out about areas of improvement in the company that can lead to more effective operations. Share your thoughts on things that can be done to streamline processes and ways to cut costs (saving money is always at the top of leaders’ minds). Finally, speak out about things that could prevent the company from experiencing negative impacts, such as safety or workplace concerns. Speaking out this way shows your commitment to the company and sets you apart from your co-workers.

Speak In

Speaking in focuses more on the internal communications that you say to yourself. However, they carry just as much weight as the other elements. By speaking positively within yourself, you cultivate the confidence needed to promote your voice to others. You cannot expect to project great things externally if you do not first generate them internally. Remind yourself of all the things you have accomplished. Give yourself praise even when no one else will. Do not let the doubt silence your inner voice because stepping into uncertainty is what leads to clarity. There is a saying called “Fail Fast.” This is something that most successful people live by. Not because they enjoy failing but because they enjoy the lessons and growth from their failure. So, when in doubt or fear of failure, speak greatness into yourself and remember to celebrate your wins, both big and small. Your voice is the most powerful tool you have to accelerate your career.

The Truth About Employee Accountability

Thu, 25 Apr 2024 19:09:47 GMT

The Truth About Employee Accountability

One misconception about accountability is that it is a reactive action that happens after a significant event has taken place. Usually, something negative has occurred, so someone must take accountability. However, this is not really accountability; it is just taking ownership of the consequences. The truth is that accountability is the proactive action of taking ownership before a project or activity has occurred. When you agree to be responsible for the outcome of a project or situation before it happens, you are taking accountability. It is also important to note that responsibility is taking ownership of a task or duty, but accountability includes taking ownership of the outcome or results. The difference is that with responsibility, you focus on your own task and nothing else. However, with accountability, you focus on all the tasks to ensure the intended outcome.

Another misconception is that you can give someone accountability. The truth is someone has to be willing to take accountability for it to be effective. For example, I can give you a bottle of medicine, but it will not be effective unless you decide to take the medicine and consume it. In the same way, I can give you accountability, but it will not be productive if you do not accept and own it. Now, what you can do is hold someone accountable. The difference is that when you hold someone accountable, you take steps to help them embrace their accountability after they have already agreed to it. Holding someone accountable for something they have not agreed to will not work. That is why accountability is a proactive action and not a reactive action. If you want someone to be more accountable, you cannot force it on them. Instead, you must find ways to increase their comfort level with taking accountability.

The final misconception is that a team can only have one person accountable for the whole group. The truth is that teams work better when everyone is being accountable. That is what true teamwork looks like. Being a team player does not mean carrying your teammates and their workload on your shoulders. Instead, it simply means holding them and yourself accountable. You do this by reminding them of the commitment they have already made, letting them know how important their performance is to the group, and providing assistance or even motivation if needed. If everyone on the team holds themselves and others accountable, unity and productivity will increase. That is why accountability partners are so necessary and effective. They share your commitment to achieving a desired goal. The best teams promote accountability within the group because they know that being a good teammate means being comfortable with accountability.

3 Ways to Promote Employee Empowerment

Mon, 25 Mar 2024 19:01:26 GMT

3 Ways to Promote Employee Empowerment

Empowered employees are more productive, fulfilled, and engaged. In addition, when employees feel empowered, their intrinsic motivation and organizational commitment increase. Promoting employee empowerment starts with the leader. It does not require long surveys, complicated tools, or rolling out new initiatives. Although these approaches are helpful and useful, the fastest and most efficient way to boost employee empowerment comes from the direct supervisor. Therefore, organizations should train and prepare their leaders to continuously support and empower their employees. Doing so will create a culture of empowerment that cultivates positive work environments.

Responsibility

The first way for leaders to increase employee empowerment is to delegate responsibility and give employees the freedom to work without interference. You hired them to do a specific job, so trust them to execute appropriately. Displaying trust not only encourages empowerment but also strengthens the relationship between the leader and the employee. Of course, you provide guidance and maybe even set boundaries, but then get out of the way and let them work. Providing this autonomy is the best way to foster employee support because adults crave ownership. It is part of our human nature to have a certain level of control over tasks and assignments. As a leader, finding ways to provide autonomy for your employees is essential. However, leaders must also realize that with this independence comes the possibility of their employees making mistakes. When this happens, the response is not to stop providing autonomy. Instead, take that opportunity to engage in strategic conversations that will boost employee safety and not stifle their creativity.

Resources

The second way to enhance employee empowerment is by providing employees with the necessary resources to be successful. This means more than just supplying employees with policies and procedures. A resource can be considered anything that assists the employee with being productive in their tasks. For example, as a leader, you could be seen as a resource for your employees; that means you should be available to assist them when necessary. It could also mean that as a resource, you remove barriers that might impede their success. In addition, another person might be the needed resource, so you will need to connect them with others to help them succeed. Likewise, training is another valuable resource. Leaders should support their employees by attending classes, webinars, workshops, or even providing stretch assignments as a resource to help increase their efficacy.

Reinforcement

The third way to cultivate employee empowerment is by providing positive reinforcement. Leaders accomplish this by delivering timely, relevant, and supportive feedback. Leaders should offer encouragement when an employee seems to struggle at a task and collaborate on solutions. Leaders should also be perceptive to notice when they need to explain or clarify expectations to maintain alignment of employee performance. It is essential for leaders to balance the type of feedback given to employees. Providing only praise and not mentioning areas of improvement will hinder their growth and professional development. On the other hand, only giving feedback when they have missed the mark and need improvement will quickly diminish their motivation.

Remember that positive reinforcement is necessary for people to continue the desired behavior.

Employee Appreciation

Thu, 29 Feb 2024 21:48:04 GMT

Employee Appreciation

Humans have a need to feel appreciated in both their personal and professional lives. However, it is easier to show appreciation to people in our personal lives. As a result, leaders are not as forthcoming with showing appreciation in the workplace.

Think about it: when was the last time you gave or received appreciation at work? If the answer was recently, congratulations, you are one of the lucky ones. Unfortunately, many employees rarely receive appreciation from their leaders. Showing appreciation is the best and most efficient way to promote a positive work environment. Organizations demonstrate appreciation for their employees through recognition and reward.

Showing appreciation may sound like a small act. However, it is a big part of an organization’s culture because what gets recognized and rewarded gets replicated. Recognize. For recognition to be most effective, leaders must first understand how each of their employees prefers to be recognized. Not all employees are the same; therefore, their desire for recognition will differ. For instance, some employees might welcome praise in a group setting; others might choose to receive words of affirmation from just their direct leader.

Another example of recognition is simply saying thank you. You would be surprised how much of an impact those two words can have on employee morale. Verbal thank-yous are good, but written thank-yous are better. Composing a handwritten note (or email) shows that you thought enough of them to take time out of your day and express your gratitude. I guarantee they will not soon forget your gesture. Also, they now have something tangible to refer to for inspiration or to increase their intrinsic motivation.

Finally, remember that recognizing a team is great and necessary, but that should not replace showing appreciation to the individual employee. Reward. While recognition is employee-specific, rewards should be consistent among all employees. The process of rewarding employees should be fair and equitable for everyone in the company. In addition, the rewards process should be communicated and understood by all employees beforehand. Employees should know what the requirements are to receive a reward and what the prize will be. Some examples are gift cards, jackets, vacation days, or whatever works best for your employee population.

Organizations should consider if the reward will be based on production, performance, volunteering, etc. Next, the reward should be distributed uniformly. If the reward for reaching a specific production metric is a gift card, then all employees who reached that metric should get the same amount on the gift card. The only exception would be if the reward program is points-based and those points are tied to different amounts on the gift card. However, even with that system, every employee with the same amount of points should get the same gift card amount. When it comes to delivering rewards, uniformity and consistency are vital.

When employees feel appreciated, the organization benefits through lower turnover and higher engagement. Employee appreciation is about celebrating their achievements and encouraging their development. Leaders who want to motivate their employees to improve their performance should start by showing appreciation. Also, organizations reinforce their company culture by ensuring the behaviors that are recognized and rewarded align with the company values.

Click below to download a weekly checklist that will help you keep track of your progress toward increased employee appreciation.

New Year’s Resolution – Employee Edition

Thu, 11 Jan 2024 19:49:52 GMT

New Year’s Resolution – Employee Edition

As we start a new year, most people begin by creating New Year’s Resolutions. However, many individuals focus on health, family, or financial goals. These are all great and necessary, but what about your professional goals? January is the perfect time to redefine your professional objectives because organizations are gearing up for goal-setting conversations with their employees. In addition, by focusing on professional goals now, you will have a more efficient performance review with your leader at the end of the year. To assist with your professional planning, I suggest using the Start-Stop-Continue method. Facilitators implement this method to get actionable feedback from participants. It also works for individuals who want to get personal improvement action items. Think about everything you want to start, stop, and continue on your career journey, write them down, and refer to them throughout the year.

Start

Review your actions this past year and examine the missed opportunities that could have advanced your career. Put those items on your list of things to start doing. Did you stay silent in meetings when you had a great idea to share? If so, I encourage you to practice speaking up more in gatherings or group settings. Begin with people you are comfortable around to build up your confidence and speak about topics you are already familiar with. What about that training class you planned to attend to expand your learning but never did? Look up the dates and times of the classes you want to sign up for and start putting them on your calendar now. Begin making it a priority to participate in at least one educational event every year. Doing so is a great way to network and refresh your skills at the same time. Think of initiatives to start this year that will help you get closer to achieving your career goals.

Stop

This part of the process may be more challenging than the others. It involves you critically examining your actions this past year to identify what behaviors or activities did not serve your best professional interests. Put those items on your list of things to stop doing. For instance, have you found that you volunteered for too many projects and over-committed yourself this past year? If so, keep in mind that it is okay to say no sometimes when necessary. Remember, to excel, you must devote time to your own professional growth and development. Did you let a personal bias keep you from networking with co-workers who could have helped you expand your career? We all have some form of bias. However, successful people learn how to recognize and overcome them. Do not let preconceived notions interfere with your career mobility. Or perhaps you passed on a stretch assignment because it was out of your comfort zone. Sometimes, development requires doing things that you may not have done before. So, stop being afraid to take risks, and do not let fear drive your decisions.

Continue

Now we have come to the most fun part. Think back on actions you rocked last year that helped you grow. These are items that you will want to carry over into this year. One example might be noticing that you are more productive when you listen to motivational speeches before you start your day. Research additional speakers you would like to hear so you can have a list to pull from throughout the year. Identifying and implementing details like this can help your overall well-being and productivity. Likewise, maybe you recognized that you deliver better results when collaborating with others. In this case, you want to discover new ways to seek feedback and input from strategically selected individuals. Finding ways to brainstorm with others can help to spark new and innovative thoughts. Or maybe you read a leadership book(s) this past year that provided great insights into your profession? If so, try doubling that number this year and track how each book has helped your career. Yes, audiobooks count!

By implementing this method, you are critically looking at where you are, where you want to be, and how to get there. Feel free to enlist an accountability partner if necessary. You can even share your findings with your leader to show a commitment to continuous improvement. Ensure that your actions are attached to a timeframe for completion, even if you must set several small milestones instead of full completion dates. This way, you will avoid having these items on your list next year. Trust the process, and you will see positive results. Remember, this exercise aims to help and not discourage you, so do not be too hard on yourself. Good Luck and Happy New Year!

Click here to download an action tracker that will help you implement the Start-Stop-Continue approach.

Empowering Employees: The Magic of Collaborating with Carlissa

Wed, 25 Oct 2023 14:00:51 GMT

Organizational culture plays an indispensable role in determining not only the success of the company but also the well-being and productivity of its employees. As many leaders grapple with finding the right balance and approach to cultivate positive work environments, companies like Carlissa Runnels, LLC emerge as transformative guides on this journey. But how exactly can partnering with such a firm make a difference? Let's delve in.

1. A Partnership Mindset:

Traditional hierarchical structures often stifle creativity and dampen morale. Carlissa Runnels, LLC, advocates for a partnership mindset where leaders and employees work collaboratively, breaking down silos. This approach not only fosters open communication but also creates a sense of belonging, driving both innovation and commitment.

2. Employee-Centric Approach:

Employees are the heart and soul of any organization. Prioritizing their well-being and professional growth often translates into improved performance and reduced turnover. By championing an employee-centric perspective, Carlissa Runnels, LLC helps organizations create supportive structures and policies that allow employees to thrive.

3. Tailored Strategies:

Every organization is unique, and so are its challenges. Carlissa Runnels, LLC offers customized strategies that address specific pain points, ensuring that solutions are not only effective but also sustainable in the long run.

4. Holistic Development:

Beyond mere productivity, the focus is on holistic employee development. By promoting environments where every individual feels valued and empowered, organizations witness not just short-term gains but long-term loyalty and growth.

5. Bridging the Knowledge Gap:

With a wealth of experience in Corporate America combined with rigorous academic research, Carlissa Runnels, LLC brings a unique blend of practical insights and theoretical knowledge. This ensures that interventions are both grounded in reality and backed by proven methodologies.

In an age where employee satisfaction directly correlates with business success, collaborating with firms like Carlissa Runnels, LLC is no longer a luxury but a necessity. Investing in organizational culture and employee well-being isn't just the right thing to do; it's the smart thing to do. Contact us today to learn more.