Michelle Ray

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Leadership

Remembering the heroes in our lives – Tribute to my father

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“My legs are swollen and I don’t feel like going up to the coffee shop today.”

As soon as I heard my father utter those words on the telephone, thousands of miles away from his bed in the nursing home in Sydney, I knew that everything was different, even though I didn’t want to believe what was happening. Dad was no longer able to dial my number, so I would call him instead, all too often finding him in his room. Time was slipping away.

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The trouble with leadership: It’s Time to Lead Yourself First

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Leadership is always a subject that finds its way into the headlines. Unfortunately, we are witnessing a decline in the high standards that we expect to see from our leaders. Whether we are talking about sports, politics, business or religion, why are we so often profoundly disappointed in our leaders? Why do so many fall from grace and how does it come to pass that character becomes secondary to title?

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The fear of success is bigger than the fear of failure

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Failure will never overtake me if my determination to succeed is strong enough – Og Mandino

“My goodness! What would it be like if I had the life I always wanted! How would I cope if everything I desired to achieve actually came true! Wouldn’t that be terrible?” This kind of self-talk is an example of someone who possesses a “fear of success.” Sounds a little silly, doesn’t it? While “fear of failure” is an all-too-familiar term in modern-day ethos, we don’t often hear about the “fear of success.” At first glance, these phrases look different, but, in fact, they have similar interpretation. It is not unusual for people to be afraid of success because of the connotations attached to the word. The idea of success can elicit an equal, if not greater “fear” response as failure. Furthermore, many people cannot “cope” with success and, as a result, they unconsciously sabotage it. How does this happen? It is important to understand the ramifications of such thinking, as well as the rationale (or should I say the “irrational”) behind it.

Allowing your inner critic to surface on occasion in human. However, if it becomes a way of life and you continue to move in a downward spiral, your journey to success will become even more daunting. By interpreting setbacks as a sign of the universe conspiring against you, the potential risk of sabotaging your own success increases as negative thoughts intensify. Many of us maintain a personal belief system that keeps working against us, without understanding its origins.

The fear of success is based on three factors:

1. Regard we have for ourselves (self-concept)

A individual’s belief system cultivates either a positive or negative self-concept. Based on the internal lens we use to view ourselves, we attribute meaning to the terms “success” and “failure.” Self-concept goes beyond being placed under the “self-esteem” umbrella. Psychologist Albert Bandura says: “Self-efficacy is the belief in one’s capabilities to organize and execute the sources of action required to manage prospective situations.” In other words, if you believe in your capabilities to manage and overcome whatever life throws at you, you will find success in your life . . . however you choose to define “success”.

2. Lack of clarification in relation to success values

Just as the word “money” is laden with values attachments, the same can be said about the word “success.”  It is essential to achieve clarity around your personal, uniquely individual definition of success in order to actually live it. There are widely held assumptions in our society that success and wealth are synonymous, almost interchangeable terms. It is at the core of many a values struggle! However, not everyone measures “success” and “wealth” in financial terms. Once we achieve clarity regarding what success actually means on a deeply personal level, the experience is invigorating.

3. The Impact of Conditioning

We are conditioned to think of ourselves, our values, and other people in terms of either/or. By polarizing our thoughts into society’s concept of good or bad, right or wrong, etc., it becomes difficult to discern our own unique value proposition regarding work, career, family, money, success, politics, institutions, etc. A powerful set of influencers have shaped our ideas throughout our lives, either subtly or otherwise. Examples of these influencers include our family of origin, culture, education system, religious credo, media, etc. When we are able to identify those influencers and in turn, recognize their impact, we can see our own version of the truth through a fresh set of eyes.

Now is as good a time as any to examine what you think about yourself, to look through that internal lens and focus on how you manage your life in the world. Change any self-perceptions that are fueling a fear of success.  Equipped with a healthy self-concept and clarity regarding your values, you will find success in your career, your business, and your life.

About the Author: Michelle Ray is the CEO & Founder of the Lead Yourself First Institute

When Customers Walk – The Business Consequences of Disengagement

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After a seventeen hour journey from Australia to Canada, plus forty-five frustrating minutes talking to airline staff about a pair of prescription glasses that were left on board, our friends left Vancouver International Airport knowing that the chances of anyone caring enough to resolve their concern was almost zero. A young woman who listened to their plight while repeatedly attempting not to yawn informed them that if found, the glasses would be taken to the appropriate location for lost articles. She scribbled down the company’s website name and told them to fill out the on-line form for lost and found articles. It was time to go on her break and there was nothing else she could do. The fact that their airplane was still at the gate, and the fact that the “at your service” agent could have easily communicated with airline’s ground staff to check for the glasses seemed all too difficult.

This scenario is not merely an example of poor customer service. It demonstrates something much deeper…a problem that is reaching endemic proportions in many workplaces of every description: Skyrocketing levels of employee disengagement. The results of a new Aon Hewitt study, reported in HRM Online, found 47% of workers are disengaged from their work – the lowest employee engagement levels in North America in five years.

Healthy levels of workplace engagement indicate discretionary effort, i.e. wanting to do, rather than having to do a job. HRM online also noted that “the drops in areas such as diversity, customer experience and leadership lead to an overall decrease in how employees felt about their overall work experience.” In the case of my friend’s lost pair of glasses, she encountered an individual who was not only unwilling to ask another colleague at the gate about the status of the glasses in that moment, but gave no thought to the bigger picture regarding the future buying decisions of an unhappy customer in her highly competitive industry.

Workplace cultures, together with employees’ perceptions of their role in the grand scheme of impacting the bottom line are key indicators of engagement. A recently published report entitled: The impact of the new long-term employee…Dealing with the Increasingly Shorter Definition of “a Long Time with the Company” defined engagement as: “the degree to which employees are psychologically invested in your organization and motivated to contribute to its success.”

The above definition ought to become the new benchmark for assessing the entire spectrum of organizational effectiveness. Employers of any size and industry that continue to ignore the significance of their staff remaining disengaged do so at their own peril. Unfortunately, the front line is not the only cohort who is psychologically “checking out” on the job. Management are also disconnecting for a host of reasons that include pressures to achieve higher performance and productivity with reduced staffing levels, limited resources, and increased workloads. As a result of being pulled in divergent directions, they are compromising their own abilities to lead, inspire, and motivate in order to meet or exceed senior leadership’s expectations.

Sadly, the story of my friend’s lost pair of glasses continued on a downward spiral. Email communications with supervisors and managers proved futile, as it became evident that their apologetic responses were obligatory rather than empathetic. At no time did my friend get a sense that there was a genuine desire to resolve her concern, from the top down.

When individuals at every level of an organization lose sight of the “how” and “why” of their job function, the disengagement cycle continues to build, job satisfaction wanes, client service is affected and opportunities for business growth are lost. As a leader, are you personally setting the example for your team to be highly engaged? Is your customer service a reflection of a team doing what they do because they have to or want to? Disengagement is not only evident within your internal operations; it is also evident to your customers who may ultimately experience its consequences and take their business elsewhere.

 

All the world’s a stage, and now is the time to own your place on it

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For the purposes of this blog, allow me to take license with William Shakespeare’s original quote: “All the world’s a stage, and all the men and women merely players…” Instead, I invite you consider that there has never been a better time to take our respective places on the world’s stage, and this has little to do with professional speaking.

When eighteen-year-old German podcast sensation Philip Rierderle recently took the stage as the opening keynote speaker at the National Speakers’ Association Annual Convention, he held an audience of 1400 professional speakers spellbound for the entire duration of his speech.  Mr. Riederle was the youngest speaker to grace the general session platform in the Association’s forty-year history.  With his excellent command of the English language, he mesmerized the audience of skeptical old-timers, first-timers and techno-phobs by smashing the stereotypical myths linked to his millennial generation.

He captured my attention, however, not only because of his remarkable confidence as a teenaged speaker. For me, it was the manner in which he has channeled his passion into a mission. At the age of fifteen, Reiderle became famous with his podcast “Mein iPhone und Ich…” (My iPhone and me), currently reaching over one million viewers each year. As he built his massive community of Generation Y followers, traditional corporations began wondering how and why he was able to attract this generational cohort in droves to his own on-line community, while they continued to struggle in their own marketing efforts to connect with this significant segment of consumers. Today, Rierderle is an entrepreneur and renowned thought leader consulting with major companies worldwide regarding the consumer habits of his generation.

Riederle’s delivery and presence served a dual purpose. Not only was his message timely, he also demonstrated a rare blend of authenticity and brilliance by completely owning the stage…the stage on which he stood as a speaker, as well as in his own life. His passion for educating others via podcasts on the multiple uses of an I-Phone that began as a hobby has morphed into a unique calling to heighten generational understanding on a global scale. By doing so, Riederle is helping businesses simultaneously open their minds and create new growth opportunities.

There has never been a better time to take your place on the world’s stage. You don’t need to be a publisher, a major media outlet or renowned speaker. You can claim your place by ensuring that, like Riederle, your vocation is congruent with your personal passion. At the click of a button, you can utilize social networks to tell others about issues that matter to you. There are no limits to expressing your creativity thoughtfully and purposefully.

Entrepreneur or Intrapreneur…Is it an either/or question?

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During an afternoon break at a conference, a participant who had just attended my breakout session on building collaborative workplace relationships approached me to discuss his dilemma regarding whether he should stay with his company or start his own business. He spoke candidly about his managers, colleagues as well as his future employment path, and whether he was ready to take the plunge and venture out on his own. I admired his honesty and appreciated the challenge he faced in terms of making a decision. Based on our conversation, I got the impression that he really enjoyed his work and had great camaraderie with his managers and peers, but wasn’t as enthused about the prospect of being his own boss and running his own company. It is a fascinating quandary that many of us face. I began to ponder whether this needed to be an either/or question?

Being an intrepreneur is defined as follows:

in-tra-pre-neur (In¹tre-pre-nur) n. A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation [intra(corporate) + (ENTRE)PRENEUR.] -inftrapre-nouri-al adj. -intra-pre-neuri-al-ism n. -in’trapre-neuri-al-ly adv.

Consider the success story of  Dutch-owned Optiver Asia-Pacific, an algorithmic trading company that was just named Australia’s best place to work. CEO Paul Hilgers says the company has a genuine open door policy and a philosophy that working with “brilliant minds attracts brilliant minds”. Hilgers says: “A brilliant mind isn’t only skill-based. We really want to know who we are hiring and we want to make sure that people know us before they decide to work for us.”  The 2013 study to determine best workplaces was made up 179 competing organizations and their 25,905 employees nationally.

Entrepreneurial skills are highly sought-after by companies that support an innovative culture. If you are an individual who can identify a huge need for ground-breaking approaches regarding any aspect of your  organization’s operations, you could be handsomely rewarded for speaking up and sharing your ideas. Being the catalyst of creativity and change is a very rewarding experience, in terms of career satisfaction and financial compensation. Here are three core concepts to keep in mind:

 1. You CAN make a difference in your workplace

Passion for your work , together with a proactive mindset will always be desirable attributes. When you believe that your initiatives can positively impact your workplace, be assured that people will listen. Especially when your ideas can benefit your customers and the bottom line. Learn to present your recommendations from the vantage point of your leaders. When you demonstrate an understanding of the business from their perspective, you will be in a great position to have their undivided attention.

 2. Build alliances with like-minded people

Surrounding yourself with naysayers is a sure fire way to zap your enthusiasm. On the other hand, seeking out individuals who support your solutions-based way of thinking will energize you as you pursue your plans. Entrepreneurs make a point of aligning themselves with others who can challenge their ideas in a positive manner. Start your own internal mastermind group. When your personal values regarding success, creativity and originality are in sync with those who think and act similarly, you will find opportunities to grow your career path.

 3. Recognize and create opportunities within your organization

There is a difference between critiquing and criticizing…whether it is a system, internal process or someone else’s idea that can be improved upon. You create opportunities to rise through the ranks by demonstrating a willingness to take the initiative and express your ideas for change in proactive manner. When you demonstrate your expertise and innovative ideas in a particular area or job-function, you are carving out your own, entrepreneur/intrapreneaur opportunity.

Leadership Values – Crisis or Opportunity

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“The ideal leader is the servant of all – able to display a disarming humility, without the loss of authority”

…Col. Sir Edward (Weary) Dunlop, Australian Hero, Leader Extraordinaire

Not a day passes without a reference to a leader’s fall from grace somewhere on the planet.  News regarding the behaviours of a political despot, government official or corporate executive’s transgressions spark continued outrage from a world that seems to relish sensationalism, no matter how ugly or scandalous. Headlines laden with allegations of misdemeanours that include misappropriated use of company or government expense accounts, fraudulent spending of tax payer funds, drug addiction, marital affairs, lies and corruption of some form or another continue to demand our attention. When confronted with their assortment of character flaws, denial of the truth by these leaders seems to be the easier option.

The frequency of prominent public figures coming under scrutiny is nothing new.  The underlying concern is the spectacle that such leaders generate as a result of their questionable activities, as well as society’s reaction.  Their examples should serve notice for us all to examine our own values, as we are indeed the leaders of our own lives. We look to our leaders for inspiration and become profoundly disappointed. Nonetheless, we seem to thrive on the drama of it all. By doing so, are we not condoning their behaviour? The display of deceit by those that we uphold as role models as they dance around the truth defies logic, yet it has become the norm. Therein lies the premise of this article: We are experiencing nothing short of a values crisis. When we witness bad behaviour on the part of our leaders, do we choose to partake in the entertainment factor, or do such examples cause us to reflect on our own standards?

Several months ago when the news broke regarding the “groping” incident that allegedly took place between the embattled Mayor of Toronto, Rob Ford, and former Mayoral candidate Susan Thompson, I was in the studios of a that city’s local news-talk radio station for a prime-time interview, planning to discuss my recently-released book. Instead, the interview took a different tack as I was asked to comment on the unfolding political uproar. The allegations were the story of the hour, the day, the week.  I chose to focus on the values question rather than engaging in political posturing. If the allegations about the mayor were true, then it was an example of outrageous behaviour on his part. If the accuser was fabricating the story, then it was an example of extreme opportunism at its worst. Both parties had the opportunity to show exemplary leadership. Unfortunately, the “he said/she said” guessing game continued, with the outcome left hanging in the court of public opinion. As I write this piece, the same mayor in question is ensconced in yet another leadership crisis.

Stories of leaders who allegedly conceal the truth continue to receive top billing in the media.  In Canada, the expense activities of Senator Duffy, (and subsequent payment by the Prime Minister’s former Chief of Staff, Mr. Nigel Wright, of the $90,000 owed by Duffy) together with Prime Minister Harper’s management of the issue have made the news for weeks. In the U.S, IRS official Faris Fink admitted only days ago to the House Oversight and Government Reform Committee that the lavish spending of over $4 million on a training conference several years ago in Anaheim (including his starring role as Mr. Spock in a Star Wars spoof) “was not the best use of taxpayers dollars.” The organization has also been in the spotlight with the credibility of President Obama’s response to the Tea-Party claims of bias regarding I.R.S purportedly singling out a number of Republican groups applying for not-for-profit status for extra scrutiny continues to make headlines.  In addition, his administration’s reaction to documentation indicating a cover-up regarding the deaths of U.S. officials at the embassy in Benghazi, Libya, is being reported on almost daily.

In an excellent article: “On the Nature of Scandals” published by the National Post late last month, the author, Professor Jack Mintz, wrote:  “What matters most is accountability to establish trust. Those who make wrong decisions must pay the price for their wrongdoing. It applies to companies and individuals who fail to make the grade. The same for politicians and public officials – they must be reprimanded as well.” While I wholeheartedly concur with Professor Mintz’s conclusions, holding leaders and others accountable when a violation of trust occurs is just one part of the solution. When the leaders themselves can practice personal leadership by admitting and accepting their own values dilemma in order to acknowledge their own truth, they will be better positioned to regain trust and respect. When individuals decide that their time has come to accept personal responsibility; whether or not they possess the title of “leader”, we in turn become a more values -based society. Professing values and living by them are two very distinct propositions.  Keep in mind these essential principles in order to turn a values crisis into an opportunity:

Humility is not humiliation

My father was one of my greatest examples of living by this principle. When my mother was diagnosed with dementia, my father became her primary caregiver. Unfortunately, her health deteriorated to such an extent that he was no longer able to provide the level of care that she needed. My father was always a proud man, yet he knew that by adopting a posture of humility, he was able to achieve what was best for my mother. By revealing his vulnerability in order to receive help, he demonstrated his depth of character and commitment to do the most important thing. Humility should not be confused with humiliation. Rather, it is an attractive human characteristic that demonstrates a level of transparency; something that is often missing in politics or business dynamics. All too often, leaders opt to build a wall around themselves in order to “stay strong” when their integrity comes into question. The greatest strength can be found by accepting what is, becoming more transparent and revealing one’s humanness.

The attractiveness of authenticity

Some human qualities that are often perceived as weak are actually the opposite. For example, revealing a challenging aspect of your life when you experience a personal struggle can create a unique bond with another individual who has dealt, or is dealing with something similar. When I disclosed the story about my mother’s illness and my father’s response to a group of leaders in the Oil and Gas Industry, the senior VP approached me at the conclusion of my presentation and began to cry. He had just gone through the same experience; placing his mother in a care facility. By telling my own story, he felt a deeper connection to the educational message and content, because it was a story he immediately related to in his own life.

 Lead with your values

In order to eliminate any ambiguity regarding values that are important to you, you need a strong sense of self. One explanation for the current values “crisis” is that many of us are “others values-based”; attached to societal, individual or cultural values that do not resonate at our core. Eventually, this internal struggle of trying to align your own values with another set of divergent values may cause you such distress that you either have to speak up or move on. On the other hand, when you are leading yourself first, the process of discerning whether or not you are operating from another person’s values instead of your own becomes far less complicated, liberating and enlightening.

 Based in Vancouver, Michelle Ray is a leadership expert and founder of the Lead Yourself First Institute. She is the author of the newly-released book: “Lead Yourself First! Breakthrough Strategies to Life the Life You Want.”

(Red Carpet Publications)

Leadership isn’t a job- it’s a state of mind

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Leadership Isn’t A Job, It’s A State Of Mind

The Globe and Mail speaks to leadership expert, Michelle Ray,  about her new book, Lead Yourself First:

Have you ever used a word so often that it has lost all meaning? Leadership has turned into one of those words for me. Even asking, “What does leadership mean to you?” sounds like a pompous question thrown into an awkward team-building session. A quick poke around the Internet would lead most to believe that leadership remains inextricably tied to the likes of Steve Jobs or Sheryl Sandberg. Women and men both have it, so it seems, but it manifests differently.

So I’ve decided to wipe the slate clean and start from scratch to re-examine this elusive word that remains a constant in business jargon. The first hint of insight came from a candid book called Lead Yourself First, by Vancouver-based leadership expert Michelle Ray. Leadership is a mindset, not a title, according to Ms. Ray. It has everything to do with values and little to do with corporate climbing.

Despite the book’s cover image of a business woman donning boxing gloves (which led me to believe this would be yet another management book telling women to fight their way to the top), Ms. Ray preaches introspection. She shares her war stories about turning into a corporate slave, dealing with charismatic managers who fall short on their promises, and being subjected to a screaming boss that followed her inside the washroom to continue yelling, while she cowered in a stall. I simultaneously laughed and cringed.

But what do these tales from the trenches have to do with leadership? If you argue that leadership is a way of thinking, rather than a job description, the word begins to take shape. “My premise is for everyone to view leadership as a state of mind rather than a job title. Especially in these times, it’s incumbent of all of us to see ourselves as leaders of our lives,” Ms. Ray suggested. Leadership means knowing your own values and being able to translate that into a vision for yourself and others. Think of it as navigating a ship: There could be a hundred people on board or you might be alone but the main task is the same – how do you chart its course and keep it from sinking?

Rather than glean inspiration from the CEOs of Fortune 500 companies, Ms. Ray draws examples from more relatable people, such as Stan, a security guard at the Regina airport. Stan shared his story about losing his son to suicide, then his job and marriage. Despite this, he set a course to pull his life together, perform well at his role and have a positive impact on those around him. He demonstrated strong personal leadership skills by recognizing the importance of character, but he wasn’t a traditional leader. “A leader is someone who is clear about their values and applies them on a regular basis. In other words, having values and living by one’s values are two distinctive propositions,” said Ms. Ray, adding that leadership doesn’t have to be about moving up the management ladder, or even being in the workplace.

The idea that leadership connotes a characteristic rather than a skill seems to resonate. I asked Carrie Kirkman, president of Ontario-based apparel maker Jones Group Canada, to describe the essence of her leadership, which she distilled to one word: courage. “I’ve never been fearful in any job that I’ve had. If I believe something, I am like a dog with a bone,” Ms. Kirkman said. She recalls a point in a previous role, as the general merchandise manager of the women’s apparel business at HBC. When the company was sold in 2008, she believed the move gave the company a window of opportunity to signal a change to the marketplace and demonstrate how the company could evolve. Some of the company’s leadership was skeptical but Ms. Kirkman stood her ground, believing that the ability to have independent thought and vision within a large corporation made her stand out from the crowd.

That gift of influence is a key component of leadership, according to Cindy Novak, president of Toronto-based Communication Leadership Network, which provides training to build leaders and their teams. “Managers direct or tell people what needs to be done while leaders achieve outcomes by influencing others to work to achieve a common goal,” said Ms. Novak, who believes leaders accomplish this through a combination of strong communication skills and the ability to effectively relate to others. “The bottom line is that leadership requires a different set of competencies than being a great manager,” she said. Settling on the definition of leadership is a tough riddle to crack. What is missing, Ms. Ray said, is the idea of taking charge of yourself. “A title on a business card or a placard on a desk or door does not automatically make someone a leader,” she said. “It may give the impression of self-importance and achievement, however, the title alone is not enough.”

By Leah Eichler/The Globe and Mail/May 3, 2013

Wanted! Authenticity and honesty in the hiring process

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“If you want to ruin the truth, stretch it. ~Author Unknown”

Dimensions International’s (DDI) latest global research on hiring trends has yielded some fascinating results. The study, titled “Global Selection Forecast 2012”, including responses from more than 250 staffing directors and 2,000 new hires from 28 countries, was conducted in partnership with Oracle.

In a Globe & Mail article published late last month, Scott Erker, senior vice-president for DDI’s selection solutions and the study’s co-author, said in a release: “There is a great paradox in that both unemployment and the number of open positions hover at uncomfortably high levels – and simultaneously, organizations and candidates are shaky about the decisions they made in staffing and accepting roles this year.”

The issue of accountability on all sides is the question. Employers need to be clear about their recruitment needs and communicate their objectives up front. Otherwise, everyone loses. The new hirer takes on the position without knowing all the requirements and the employer scrambles to communicate them after the fact. Or worse, businesses find themselves going through the expensive proposition of re-hiring.

In addition, the research also revealed that that only 51 per cent of new hires are confident in their decision to accept a new job, often because the hiring process doesn’t paint a true picture of the work, the department and the company.

The interviewer needs to be completely comfortable in their role, asking the right questions while digging deep to ensure that the candidate is most suitable for the position. Unfortunately, the study found that less than 30 per cent of staffing directors felt satisfied with their interviewer-training program.

Who is speaking up and who is taking the lead? Without owning their respective truths, individuals and organizations will pay an emotional and financial price. Whether it is the interviewer who doesn’t know how to ask the right questions, or an organization that does not prepare management for the critical recruitment phase by equipping everyone an accurate description of the “big picture”, or the he employee who regrets taking a position in a tight economy in order to get by, the lack of accountability begins with authenticity and honesty on all sides.

 

Photo credit: “Businessman Handshake” by twobee

Disenchanted, disconnected and disengaged…Who is responsible for taking the lead?

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“I’ve been in my job for 14 years and today my manager conducted our annual performance review and told me that I had become disengaged from my job…I know that is true.” I met Helen in the coffee shop; not long after her performance review. I had just delivered a workshop to a group of meeting planning professionals on the topic “Why we leave? Why we stay? Uncovering the myths and truths about attraction, engagement & retention”.  The timing wasn’t a coincidence. As I listened to Helen tell me about her experience, I appreciated her honesty and at the same time, I thought about her employer’s perspective. Helen was a valuable team member who had lost her original passion for her work. It would be difficult for her company to replace her depth of experience, yet there was little point in management investing time and energy trying to convince her to stay…Or was there?

What are the emotional and financial costs associated with disengagement? Interestingly, recent workplace studies reveal higher productivity gains despite the fact that many organizations have restructured and reduced their workforce.  However, a report released by the Corporate Executive Board surveying 30,000 people worldwide, noted that employee perceptions of their workloads being unmanageable rose more than 20 points in last 10 years; from 32% to 55%. Individuals may be adapting to the loss of their co-workers, but the emotional toll cannot be understated.

Savvy managers understand the significance of disengagement and it’s impact on productivity. They recognize the current realities of the workplace and the pressure that comes from expecting their teams to function optimally when they are overworked, overwhelmed and expected to do more with less.They can play a pivotal role in the relationship dynamic by exercising positive communication and inspiring leadership at a time when available resources are being stretched to the limit.

How can organizations pinpoint the reasons for changes in an individual’s attitude and performance on the job? Is it possible for managers to exert any influence when they detect disengagement? Absolutely, although it doesn’t necessarily mean that a heart-to-heart conversation will change the outcome… especially if the team member has decided that that there are other opportunities to pursue. Sometimes, it is simply time to move on.  However, it is important to remember that managing people involves more than performing the functional aspects associated with the job. Leadership in today’s volatile workplace climate also necessitates the art of successfully managing the employer/employee relationship by being tuned into behavioural as well as performance change, long before a valued employee such as Helen makes the decision to stay or leave.