Working with a group of people can mean a lot of different scenarios. We’ve all been a part of a “team” where we pull most of the weight, a member is a toxic employee, or the dynamic is just hostile.
Employee turnover rates are something that many companies have seen rise and rise in recent times, hitting an all-time high of 19.3% in the U.S. in 2018.
While bosses and leaders may share some similar characteristics, they exercise very different approaches to having power and influence.
Experiencing conflict is a part of human nature. Working through conflict in healthy and productive ways is how we build trusting relationships and problem-solving skills.
Some of the best qualities people possess are ones that are never formally taught. They’re probably not listed as requirements on a job application, and employers likely won’t assess progress of such skills.
We’ve been trained to view conflict as something negative—something that hurts relationships, dampens the mood, and causes hostility.
You don’t belong, you’re not good enough, you’re confused, and you’re given too much credit. Have any of those thoughts ever crossed your brain?
As one of the oldest methods of communication, storytelling is part of the fabric of human nature. In modern day, we see storytelling appear in numerous ways outside of just your typical conversation or passing down of a tradition.
Leadership theories have evolved over time, with new ones being introduced and old ones being discredited or built upon everyday. More recently, there’s been a lot of talk about the influence that purpose has in leadership. Apparently—it’s a lot.
We like to think that we are in control of our emotions. In some instances, we are. And some people have a tighter grip on their emotional steering wheel than others. But no matter who we are or the situation we're in—our emotions do have the power to control us.
