As I was reading the quote on the wall, I felt a sense of pride; it resonated deeply with me. I went to the museum café, grabbed a napkin, and copied the quote. Later, I typed it, printed it on fancy paper, put it in a frame, and it’s been on a shelf in my office for nearly 30 years. It’s a quote from Albert Einstein, posted on a wall in the United States Holocaust Memorial Museum in Washington, D.C.
To be an effective leader of others, it's important to first take care of yourself. Teams will always look to the leaders and model behaviors they see in action. Part of leadership is setting the tone during times of high stress and otherwise. Showing that you place importance on your own personal care, allows others the grace to do the same.
When leaders practice self-care it reduces stress, improves listening skills and allows you to perform at your peak. All important characteristics for both a leader and their teams.
In this video ALULA's Anh Vo, M.A., ACC, provides suggestions leaders can utilize to help them focus on their own self-care during times of Uncertainty Fatigue.
With businesses continuing to work from anywhere, companies are more focused on efforts to ensure their people are engaged, no matter where they may be working. These days, many people seek employment with organizations that have environments and cultures that support their personal values. In the US, April is National Volunteer Month, so there’s no time like the present to start thinking about how and why you should support volunteering efforts in your company.
Why is it that most organizational change initiatives tend to fall into one of the following categories:
- It is slow to launch
- Are recycled from previous efforts that did not achieve intended outcomes
- Never realize their full potential
Before you can drive positive engagement behaviors, it's critical to understand what those look like for your teams. As companies forge ahead with new work environments, new communication tools and new technologies, it's more important than ever for everyone in the organization to have clarity.
What 'good' looks like may be different depending on what part of the organization you are engaging. So if working with accounting the desired behavior may look different than working with customer service.
Having clear definition, consistency and reinforcement is an important step for leaders to further positive engagement in an organization.
In this video ALULA's Danielle Geissler, Ph.D., provides steps leaders can take to help drive positive engagement behaviors throughout the organization.
Being successful in complex and chaotic times takes a leader who understands it's the environment created that is the driving force. One of the most challenging parts of this crisis is that there is no perfect plan to help guide and reenergize an organization.
However, leaders who remain focused on their teams and finding the right balance between engagement and results will be best positioned to be successful.
In the following video, ALULA's Danielle Geissler, Ph.D., suggests important steps for leaders to take in order to engage their teams, while still driving success for the organization.
Lately it feels like every time you ask someone "how are you doing?" we are all waiting for the perfunctory answer of "I'm fine" or "I'm doing ok". In reality we all know that the last year has had a negative impact on many of our work experiences and our daily lives.
When the pandemic started, many organizations and teams quickly pivoted to new work environments, new ways of engaging, embraced new technology and dealt with a whole new set of challenges. While these changes were quick to be embraced, the uncertainty of how or when they may or may not change are taking a toll.
As leaders it's important for you to identify symptoms of Uncertainty Fatigue and bring about ways to help employees manage through it.
ALULA's Danielle Geissler, Ph.D., provides insights for leaders to assist employees in combating Uncertainty Fatigue while encouraging critical engagement behaviors.
With all of the changes that occurred in the past year, many leaders have missed some of the indicators that clearly identify Uncertainty Fatigue. While these indicators may seem small when looked at individually, when taken as a whole they can be significant. Specific emotions, feelings and observed behaviors evident in your team, when not addressed, can greatly impact productivity, creativity and critical thought.
Everyone is vulnerable to Uncertainty Fatigue. Our brains are hardwired to feel safe in a predictable environment. And this year has been anything but predictable.
In this video, ALULA's Anh Vo, M.A., ACC, identifies what leaders should look for in their teams to assist in identifying Uncertainty Fatigue.
Over the last 14 months, organizations have endured a global pandemic, an economic crisis and social unrest. Though much progress has been made, there still remains many unanswered questions. Living and working in a constant state of high-alert and uncertainty can be exhausting. Not only does it affect your personal interactions, it also has a significant impact on employees and employee engagement.
Having an understanding of what causes uncertainty fatigue in staff and co-workers can be just as important as knowing how to handle it.
In the first of several videos from ALULA specifically addressing Uncertainty Fatigue and Driving Engagement, Anh Vo, M.A., ACC, identifies the root causes of uncertainty fatigue faced by many individuals in organizations today.
When I was a young girl, my mother would throw a strand of cooked spaghetti at the wall to see if it would stick. If it stuck, then the spaghetti was done.
Unfortunately, that’s how some leaders approach change! They initiate a change effort, sponsor it, sanction change teams, and may bring in consultants to help design the change. Then, they throw the change against the wall. . . and hope it sticks . . . and, in their minds, the change is “done.”