Tired of managing a team that goes through the motions? You’re not alone. This year’s global trends confirm that leaders understand the value of human performance for enterprise strength as well as business success. How can you unlock the true potential of your team to create a powerhouse of innovation and engagement?

In today’s dynamic work environment, leaders who are good atprioritizingthe total well-being of the workforce also help to improve key business metrics associated with job satisfaction, employee retention, customer loyalty, teamwork, safety, accuracy, and—of course—profitability in the long term. 

The first month of 2024 is almost over, and leaders are already finding themselves feeling like a pinball at work: bouncing around between meetings, reports, and decisions without finding – or taking – opportunities to prioritize something that guarantees swift productivity and progress: performance coachingtheir people. 

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.

A new year brings the opportunity to apply learnings from the previous year and plan for areas where you want to improve. One thing I’ve seen over my years of coaching are leaders who go through their days bouncing from place-to-place and task-to-task, at the end of the day, feel as though they’ve not accomplished any of the work they planned.

Tamika was recently promoted into a role where she became responsible for multiple teams. She had been working with her team leaders to create a vision and plan aligned with the organization’s strategy and plan. It was time to share it with the employees in her department.

“How do I know my remote team is just as productive as when I was able to see them in the office?”

“How do I know they are doing the right things in the right way? Are there metrics I can use?”

“How can I be sure my remote employees are fully engaged, even though I’m not around?”

I’m hearing these questions a lot as remote work has become the “new way of work.” As a leader, what can you do? Do you use keystroke counters and always-on cameras to see them—because you can’t fully trust them? Or, maybe you should “trust but verify?” Or, “trust and hope for the best?”