ReVolve Newsletter A Leadership Development Resource
Featured Article July 2013

Change Your Corporate Culture - Without Nagging

By Ed Muzio, CEO of Group Harmonics

Ed MuzioOur new house has a breakfast bar just after you walk in the front door, tempting you to drop anything you're carrying as you enter the house. This area is quick to collect keys, magazines and toys, making it an eye sore to anyone walking in the door.  It quickly became my mission to keep that counter clear.

It doesn't sound too difficult since only two people in the house leave things there, yet for months; I failed to keep it clean.

I did all the right things.  I articulated a positive end state, we agreed upon the benefits of it, and we committed to our new behaviors.  I'm not saying I launched a full corporate change program at home, but I tried...

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Disconnect and Recharge: 3 Tips to Break Away from Work on the Weekends

By Jeremy Unruh

Jeremy UnruhSummer is officially here. Obviously for children this brings much excitement. But even many adults look forward to the warmer days and the many barbecues, vacations, pool days and camping trips that take place. 
And then there are the people who only look at summer as an inconvenience, such as the frustration of not being able to wear a business suit all day without sweating into it.  Summer means nothing to them.

That's fine and all, not everyone has to like summer. But if you fall in that category, it might not be just summer itself that you're not a fan of, perhaps it's difficult for you to break away...

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Leadership Tips

Monitor Performance

If people are not performing to your standards, use your coaching skills to identify the problem and barriers to performance. Make sure you communicate your expectations and set small, achievable improvement goals and monitor them closely. Acknowledge even small improvements. Only when all else fails should you discipline employees.

From the Archives

Take a risk. What do you have to lose?

Some like to define leaders into two categories: those who take risks and those who don't. The risk takers create an environment that values "out of the box" thinking and creative problem solving. Sure, they make mistakes, but they actively learn from mistakes and apply the lessons learned to new situations.

Those who don't take risks work in a risk-adverse comfort zone and display and encourage a style of leadership that is conservative. They have a low tolerance for ambiguity, or are known for "analysis-paralysis," that is never having enough information to... 

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