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.
In a Wall Street Journal Career Strategies article, Most Promotions Take Place in January, Study Finds, depending on the industry, a study finds June, July, and September are also popular months for job advancement. This is a great window of time to build on your strengths, neutralize your weaknesses, and demonstrate why your boss should take notice. Here are a couple of maverick thoughts of our own with ways to become indispensable this summer.
Let’s build out the Beloved Brand Triangle with thesis #3. The final point on our triangle is narrative belonging. Narrative Belonging is the ongoing effort by a brand to tell the story continually of how a customer that uses the brand will have a sense of belonging to the product and service that will greatly enhance the customer’s existence and experience.
In the past year I have seen growing discontent with the focus on generations either in media, training or general discussions. “Why do we talk so much about the generations, especially the Millennials,” many people have begun to ask. Or I’ve heard, “This is a sham, another way to put complex people into simplified boxes.” I can’t say I completely disagree with these arguments. People are amazingly complex with many beliefs, different personalities and various values.
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.
Author and generational expert Matt Harrington will be presenting at the state SHRM conference entitled HREvolution: Change Tomorrow Today on Thursday, September 10th in Burlington, Vermont. Harrington’s presentation, Building the New Workplace that the Next Generation Demands: Key Ways We Can Transform Our Organization for the Future Workforce, will focus on strategies to utilize an organization’s aging workforce and develop skills to prepare for the new workforce.
In this episode generations expert Matt Harrington takes a look at what makes a generation an actual generation. When we talk generations in the workplace or in our personal life we often look at the age or the two points in time the group of people were born into. Instead we should be looking at what took place during that generation, especially in their formative years, that now defines their outlook on the world and the way they think others should act. There are also other tips and tactics in the episode discussed when talking about generations. Enjoy!
“While technology is young people's oxygen, risk may be their carbon monoxide," stated Inc. magazine, in its May 2015. This statement was a clear response to the decrease of upstart entrepreneurs in this generation as opposed to other generations. According to the magazine, young people (25-35 years old) launched 35 percent of start ups in 1996, young people start ups only made up 18 percent of the market in 2014. Indeed, although innovative and team-oriented, Millennials may be the most risk-averse generation. But why?
