Reflecting on the recent election, the Harris campaign's lack of a clear and compelling vision became evident in contrast to Trump’s well-communicated stance, making it challenging for voters to see her future for America. Drawing from the change formula, a successful campaign requires acknowledging dissatisfaction, defining a visionary goal, and setting clear steps toward achieving it—elements that were more apparent in Obama’s 2008 campaign, where “hope and change” aligned with voters' aspirations and activated widespread engagement. Ultimately, the Harris campaign's struggles highlight the need for leaders to craft a vision that resonates powerfully and unites people around a shared purpose, as fear alone can often overshadow hope if it lacks sufficient clarity and preparation.
As Election Day 2024 nears, reflecting on Abraham Lincoln’s legacy offers valuable insights into adaptive leadership, resilience, and unity. Known for his humility, conviction, and strategic flexibility, Lincoln showed how true leaders use disruptions to inspire lasting change. This election, we can look to Lincoln’s example of courage and empathy, guiding us to face challenges boldly and strive for a united future.
Conflict at work is inevitable, but with the right tools, it can become an opportunity for growth. In this post we explore how leaders can guide teams through conflict by understanding how the brain processes emotions through the downstairs, middle room, and upstairs functions of the brain.
Belief-behavior conversations, as we discussed in our e-book: Revitalize and Retain Staff, aim to address the root causes behind actions, rather than merely correcting surface-level behavior. Pixar’s leadership used this approach to facilitate open, meaningful dialogues, helping the team uncover the underlying beliefs fueling their actions. Once these beliefs were identified, leaders guided team members toward reframing them, creating lasting behavioral change.
Discover how LinkedIn transformed employee growth and retention with the Leadership Growth Lattice, a modern alternative to traditional career ladders. By encouraging skill development, cross-functional teamwork, mentorship, volunteerism, and alignment with personal life goals, LinkedIn fostered a culture of continuous learning and flexibility. This holistic approach empowered employees, reduced turnover, and fueled innovation, positioning LinkedIn as a top employer in the competitive tech industry.
As Google grew, it faced the challenge of keeping its talented workforce consistently motivated. Financial incentives alone weren’t enough to maintain the high levels of innovation and employee satisfaction required to stay ahead in the competitive tech industry. Google’s leadership recognized the need to focus on intrinsic motivators—those elements that drive long-term engagement and fulfillment beyond salary and perks.
This past week, wearing my other hat as chamber director for southwestern Vermont, I had the pleasure to present at the Vermont Tourism Summit in Burlington, Vermont. My topic was on “Building Your Brand With Local Talent.” Now, because of my job and my background, the presentation was heavy on marketing tactics. However, I was able to weave in some of my other passion - motivating teams.
Right, makes sense! With all the strategy and tools to get the marketing job done, we still have the fundamental challenge of human beings leading the charge. We still need to make sure our staff, teammates or freelancers are happy. This is where I often weaved in our CAMP Method of Motivation.
Generational specialist Matt Harrington discusses key reasons why the Millennial generation (1980-2001) are necessary and vital to our current workplace including the ability to handle a VUCA world, demanding a more nimble and agile organization and their ability to be social sharers of your company.
Originally posted on TD.org on January 22, 2015
There is a misconception going around the “management water cooler” about how to motivate Millennials in the workplace. Many organizations think Millennials can be won over and motivated with flexible work packages, higher salaries, and great benefits. These aren’t bad ideas, and I’m sure many Millennials will thank you and ask for more (and more). But, this is not what actually motivates the Millennial worker—and it probably won’t get them to stay with your organization.
