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According to Gallup regarding the American workforce of more than 100 million full-time employees, 1/3 of employees are engaged, 16% are actively disengaged — so miserable as to destroy what the engaged employees build. The remaining 51% of employees are just there. Also according to Gallup, an actively disengaged employee, someone who is unhappy and unproductive at work, costs their organization $3,400 for every $10,000 of salary, or 34 percent in lost productivity.
What is an employer to do? Enter leadership skills. Leadership is the ability to get people excited enough to engage in and pursue a course of action. Leaders are sorely needed in organizations today. According to the Edelman Trust Barometer(ETB) almost 1 in 3 employees don’t trust their employers, and the lower down the job ranks you travel, the number grows. Trust is in a crisis level of decline and the 2018 ETB showed nowhere were those declines steeper than in the US. This data means that the people who are actually doing the jobs that make your company run, generally do not trust their company and are desperately seeking leadership. Since trust is the key to any relationship and is at a minimum 70% responsible for employee engagement, there is a lot of work to be done.
WHY SHOULD YOU ATTEND
People are desperately searching for a different kind of workplace, and the huge demographic of Millennials, are demanding a different kind of workplace. A collaborative, coaching, continually learning and flexible workplace. Such a workforce is dependent on good leadership. So why not start building such a workplace now. In that effort, leadership will be the most important component.
However, from where do you get your leaders and how do you support and develop them?
Additionally while sometimes those with leadership skills are an obvious standout, more often your best leaders are not so obvious. In fact, your best leaders may not even be your stereotypical best employees.
Once leadership talent is identified, that is just the start. Just having talent does not mean new leaders know how to lead. It take other leaders to teach new leaders.
Additionally, even in the absence of formal titled leaders such as thosewhose leadership expectations are defined by their job titles,your organization has other leaders. These leaders are called informal leaders and management often does noteven know who they are. The influence of these informal leaders is huge and such influence can go either way, acting for the forces of good or its opposite. It is critical to be cognizant of those who while not possessing formal power or leadership titledo wield charism power in the form of informal leadership power.
Leadership – we instinctively recognise leadership when we see it in action regardless of what it is called. We also recognize when leadership is stated as such, but in reality is missing.
Leadership is an attribute that while can be “officially” bestowed by a stroke of a pen or given as a job title, still if it is missing, leadership cannot be imposed or executed regardless of the formalities an employer uses.
Yet leadership is the most critical necessity in organizations. Employees and employers desperately need leaders who will connect the workplace with the company vision in a way that translates and connects with every job.
WHO WILL BENEFIT
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