Building Higher Trust 127 Actions to Build Humility

June 1, 2023

One thing any leader can do to foster more trust is to practice humility. You have likely experienced ego-centered leaders who don’t develop trust with their people.

They have all the answers and bully people into doing their bidding. The things a leader can do to become a more humble person are not always obvious.

Several months ago, I wrote another article on humility that addressed why humility is so important. In this article, I will share ten specific actions a leader can practice to develop more humility.

How can leaders improve their level of humility?

Humility is a valuable trait that fosters collaboration, empathy, and a willingness to learn. Here are ten things a leader can do to develop more humility

Practice self-reflection

Take time for introspection and evaluate your own strengths and weaknesses honestly. Acknowledge that you don’t have all the answers and that you can learn from others.

Seek feedback

Actively encourage and welcome feedback from your team, peers, and mentors. Listen openly to different perspectives, even if they challenge your own ideas. Consider constructive criticism as an opportunity for growth. When people bring up a contrary opinion, make them glad they brought it up. 

Practice active listening

When engaging in conversations, genuinely listen to others without interrupting or dominating the conversation. Show interest and respect for their viewpoints and experiences. Keep a mental score sheet and make sure you are listening more than talking. This practice is especially important after heavy conversations. Make sure the air time is evenly distributed or weighted more toward the other person.

Share credit and recognize contributions

Give credit where it is due and acknowledge the efforts and achievements of other people. Avoid taking credit solely for yourself and emphasize collective success.

Admit mistakes and take responsibility

Acknowledge and own up to your mistakes. Apologize when necessary and focus on finding solutions rather than assigning blame. This action demonstrates humility and a commitment to personal and professional growth.

Learn from others

Recognize that you can learn from people at all levels of the organization. Encourage sharing and create opportunities for mentorship or reverse mentoring. Thank people who share their knowledge with you.

Practice empathy and compassion

Cultivate empathy by putting yourself in others’ shoes and considering their feelings, needs, and perspectives. Treat everyone with kindness, respect, and fairness. Keep your tone of voice low and calm. Don’t shout!

Be open to continuous learning

Foster a growth mindset and embrace a mindset of lifelong learning. Stay curious and seek new knowledge and experiences. Encourage a culture of learning within your team or organization.

Lead by example

Model the behaviors and values you expect from others. Show humility in your actions, decisions, and interactions. Demonstrate that humility is a strength and not a weakness.

Cultivate gratitude

Recognize and appreciate the contributions and support of others. Express gratitude regularly, both publicly and privately. Show that you value and acknowledge the efforts of those around you.

Remember that becoming more humble is an ongoing journey. It requires self-awareness, a commitment to personal growth, and consistent practice of these actions.

 

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.

 

 

 

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Leadership Barometer 199 Your Legacy

May 30, 2023

When you consider your role as a human being, your legacy surfaces as a critical element. This article is about your legacy and how to maximize it.

Legacy refers to the impact you leave behind as a result of your actions and contributions while on earth. It is the lasting imprint or mark that you leave for future generations. You might ask why there is so much interest in passing on an outstanding legacy. 

Why worry about legacy?

Once your body has passed into the spirit world, the first thing is to dispose of your personal effects.  The pile of clutter you have accumulated will be passed on to relatives or donated to social services.  Whatever financial assets are left will be disseminated to your relatives or charitable associations.

What remains is your legacy: your “gift” to the world. It is the sum of what you contributed based on your brief stay in the tangible world.

Especially important for leaders

Leaders need to think about legacy because it is the process by which society moves forward.  If you are a leader, here is a checklist of things to help improve your personal legacy.

Clarify your vision 

You need to have a clear and compelling vision that inspires others and guides their decision-making. Be sure to share your vision with others in ways that demonstrate you really mean it.

Set long-term goals

Establish ambitious but realistic long-term goals that reflect your vision. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

Lead by example

Demonstrate the values and behaviors you expect from others. You should exhibit integrity, humility, empathy, and accountability in your actions. Leading by example creates trust and encourages others to follow suit.

Develop and empower others

Invest in the development of your team members, helping them acquire the necessary skills and knowledge to succeed.

Foster collaboration

Encourage collaboration and teamwork within your organization or team. Promote a culture of open communication, trust, and respect. That culture allows you to harness the collective intelligence and creativity of your people.

Innovate and adapt

Embrace innovation and stay ahead of changing times. Encourage a culture of continuous learning, experimentation, and adaptation. That mindset will position your organization or team for long-term success.

Make a positive impact

Strive to make a positive impact not only within your organization but also in the broader society. Champion social and environmental causes, promote ethical practices, and contribute to the well-being of your community.

Mentor future leaders 

Actively mentor and support the growth of emerging leaders. By sharing your knowledge, insights, and experiences, you can leave a lasting legacy. Shape the next generation of leaders.

Reflect and learn 

Reflect on your actions, successes, and failures. By learning from past experiences, you refine your approach and make continuous improvements. Self-awareness and a growth mindset are essential for long-lasting legacies.

Document and share knowledge

Document your knowledge, lessons learned, and best practices. This idea could include writing books, creating educational resources, or establishing mentorship programs. Sharing knowledge ensures that your legacy lives on and benefits future generations.

Conclusion

Your legacy is not solely defined by your personal achievements. It is all about the positive impact you have on others and the lasting changes you bring about.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Building Higher Trust 126 Try Less Control

May 26, 2023

If you are interested in higher performance, you should try less control. That advice sounds backward, doesn’t it?  Typically, the reaction when things are not going well is for managers to add more controls.

The effort is to get more people to do what they are supposed to do, so performance will improve.  Only one problem: most of the time greater control translates into lower performance.

Daniel Goleman wrote that when leaders use a coercive style it leads to lower employee motivation. His paper, published in the Harvard Business Review, is entitled Leadership that Gets Results.

Evidence from the pandemic

We saw ample evidence during the COVID Crisis when people were working remotely. Organizations put in tracking systems to ensure employees were working.  The resulting loss in motivation gave rise to the great resignation of 2021.

If you find ways to check up on your workers, they find ways to cheat the system or leave.

Controls demonstrate a lack of trust

Management sends a signal that they do not trust people to do the right thing. When managers heap more rules onto the already steaming pile of procedures, people become more disillusioned. They also feel abused and even harassed.

Result: people comply begrudgingly, but will not go beyond simple compliance. The organization suffers as workers leave most of their discretionary effort on the front steps or at home.

Example from Stephen M.R. Covey

His new book, Trust and Inspire, has a lot of information on control. Covey points out that, in the post-pandemic world, the philosophy of command and control no longer works. People become insulted and reduce their level of engagement.

Don’t just throw away all procedures. Some of them are needed for legal purposes or to ensure standard practices in complex and critical situations. Managers should stop trying to account for every situation that might go wrong. They should stop trying to direct people on how to react to every single scenario. Doing that chokes out the creativity and enthusiasm of the workforce.

The secret is to have specific processes only where they are needed. Allow people to use their brains when an off-standard condition requires quick thinking. For example, there may be a set procedure for investigating the situation before granting a customer refund. There will be times when it is wiser to ignore the rule and immediately accept the customer’s word. 

Conclusion

When managers allow people to use their God-given intelligence, they nearly always do the right thing. If they make a mistake, it is usually a small one. Don’t make up rules that try to cover every possible situation. What you get is simple compliance. Most of the time you will miss the opportunity to have a fully engaged workforce.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.

 

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Leadership Barometer 198 Learning to See

May 24, 2023

Part of my “Quality Black Belt” training 30 years ago introduced me to the concept of “learning to see.” There are many interpretations and uses of learning to see. 

 

The one I will focus on in this article is from the “Toyota Production System.” It is a system for eliminating waste in a manufacturing system. 

 

I will broaden the concept to include learning to see in management processes. I am fascinated by the concept and think we can all benefit from learning to see better.

Learning to see waste

In the Toyota Production System, “learning to see” refers to identifying and eliminating waste in a production process. The TPS is a manufacturing philosophy developed by Toyota that emphasizes continuous improvement, waste reduction, and respect for people.

“Learning to see” includes training oneself to observe and interpret the world around us more accurately and perceptively. It involves developing the ability to notice the details, patterns, and nuances in our environment. These are things that we might otherwise miss or take for granted.

One of the key concepts of TPS is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the customer. In order to do this, employees are trained to “see” waste in their work environment. They develop the skills to identify and eliminate waste.

The process of “learning to see” in the context of TPS involves several steps. First, employees are taught to identify the eight types of waste in a production process. These types include overproduction, waiting, transportation, processing, motion, inventory, defects, and unused employee creativity. Once they can identify these types of waste, they are encouraged to take creative steps to eliminate it.

Next, employees are trained to use a variety of problem-solving tools and techniques to eliminate waste. These tools may include root cause analysis, value stream mapping, and continuous flow manufacturing. By developing these problem-solving skills, employees are better equipped to identify and eliminate waste. They are urged to continuously improve their work processes.

Value Stream Mapping

A major component of TPS is a special kind of diagram that maps all parts of the enterprise. Quantities of raw materials are recorded along with the subassembly processes and inventories that make the final product. By studying the value stream map, employees can easily identify areas of high waste.  That process allows them to focus efforts to reduce the waste.

Learning to see for management processes

It is possible to envision a kind of value stream map for management processes. In this case, the raw materials are ideas. They flow into a process of evaluation and decision points. Sometimes ideas are held up due to employee pushback.  That becomes a kind of waste to eliminate through better communication. 

Possible system

I believe it is possible to envision any management system as part of a process that can be optimized.  The trick is to have the ingenuity that allows us to visualize processes in a different way. We need to learn to see what is going on.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Reducing Conflict 94 Sources of Conflict

May 21, 2023

There are an infinite number of sources of conflict at work. In my leadership classes, I like to highlight the following ten sources.

All ten of these causes are well known, so there is little need to describe them in detail. In some cases, I have suggested a helpful antidote

Communication breakdowns

There can be misunderstandings and miscommunication between coworkers or managers and employees. Lack of adequate communication is often cited as the number one source of frustration for employees. Communicate important messages in multiple ways.

Personality clashes

Different personalities, work styles, and preferences can cause tension and conflict among coworkers. People seem to be preoccupied with “fixing” other people to think like they do. We all wear an “I AM RIGHT” button at times.

Power struggles

Conflicts can arise when individuals or groups compete for power, influence, or resources in the workplace. There is an agenda in most communications between people, and it is often about power.

Workload and responsibilities

Conflicts can arise when one person feels that they are being unfairly burdened with too much work. Since resources are usually spread thin, it is common to have many people feeling abused. “Social loafing” is the practice of goofing off, so others will do more than their share of the work.

Different goals and priorities

Conflicts can arise when different individuals or departments have conflicting goals or priorities. The antidote to this common problem is to ensure the groups are properly aligned.

Organizational changes

Changes in leadership, organizational restructuring, or other major changes in the workplace can create uncertainty and lead to conflicts. Succession issues often surface with extreme conflict between people.

Discrimination and harassment

Conflicts can arise when employees feel that they are being discriminated against or harassed in the workplace. This situation can create a toxic work environment.

Performance issues

Conflicts can arise when one person’s work performance is not meeting expectations. There may be disagreements about what constitutes good performance. Consistent standards for performance can help a lot in this situation.

Resource allocation

Conflicts can arise when there are limited resources, such as budget or staff. Individuals or departments compete for those resources. If you are the supervisor of a group of 12 engineers with only one administrative assistant, watch out.

Personal issues

Personal issues outside of work, such as health problems or family issues, can spill over into the workplace.

Conclusion

We are all familiar with these ten sources of conflict.  We live with them every day. There are hundreds more, but these ten are the most common. Recognize that all of these issues are part of the human condition. Build a culture of affection and trust, and you will see the severity of these problems diminish significantly.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

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Building Higher Trust 125 Trust Trials

May 18, 2023

We often see examples where trust is put on trial. A group has put a lot of work and energy into building a culture of trust. Then, some action puts the whole concept in jeopardy.

There are thousands of ways individuals can harpoon a culture of trust.  The purpose of this article is to highlight some preventive measures that can avoid the problem.

Recognize the trust equity publicly

If the leader has done a good job of building real trust, it is an asset.  Make sure that people feel the benefits of high trust on a daily basis.  Do not assume that everyone will be as proactive with support as you are.

You make trust stronger by reiterating and recognizing the tangible benefits to the organization.  Use the word daily to further entrench the trust culture.

Identify potential compromises early

Great leaders have a nose for things that could undermine the culture.  They can almost see around corners and take preventive measures when some condition might cause backsliding. When they see a potential threat, they launch into damage control immediately to lower the probability of damage.

Praise people for demonstrating trustworthy behaviors

In a positive culture of high trust, people will support trust on a daily basis. The result is an enhancement of the culture. Leaders need to praise people for modeling the proper philosophy. Be careful to not overdo the praise, but daily reminders of what you are trying to achieve do help.

Admit any mistakes or setbacks

If the leader is forthright and apologetic about any missteps, it helps build the culture. It models a low ego. Just be careful not to go around making mistakes.  A little contrition goes a long way.

Counsel any people who do not support the culture

It is critical to let people know when they are working against the vision. Most of the time people are not even aware they are undermining the effort. Tell them about the impact of their behavior and ask them to change. If people persist in working against the culture, they should be invited to leave.

Do not tolerate liars

Some people will deny that something happened even after the overwhelming evidence says otherwise. Do not condone that habit.  When you allow people to weasel out of responsibility, it brings down the entire culture. You must practice accountability as a way of doing business.

Conclusion

Trust is on trial every day in every organization.  It is up to leaders to manage the process so the culture becomes self-sustaining.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Leadership Barometer 197 Selling Ideas

May 16, 2023

Successful leaders are experts at selling ideas. This article focuses on some techniques that can help. The first tip is to not think of the concept as “selling.” 

If you have generated the idea in a collaborative process, little selling is required. By focusing on a culture of trust, people will be more likely to embrace the ideas. They will feel a sense of ownership from the start.

Here are several other ideas that can help get people on board.

Know your people

Successful leaders know that different groups have different needs, interests, and concerns. They take the time to understand their audience and tailor the message to meet specific group needs.

Use stories and examples

People are more likely to remember and relate to a story or example. Stay away from theory or a dry list of facts and figures. Do not create a list of things on a PowerPoint slide and read it to your audience.

Create a sense of urgency

Successful leaders create a sense of urgency by highlighting the benefits of the idea. They also point out the risks of not implementing the idea.

Build a coalition

 Successful leaders understand that they can’t sell their ideas alone. They work to build a coalition of supporters by engaging key stakeholders. When people help invent a concept, they usually are willing to help implement it. 

Use data and evidence

Successful leaders use data and evidence to support their ideas. They present compelling statistics and research that demonstrate the benefits of the ideas.

Use positive language

Successful leaders use persuasive language to sell their ideas. They use words and phrases that inspire confidence and create a sense of excitement and possibility.

Anticipate objections

Successful leaders anticipate objections and address them proactively. They acknowledge potential concerns and provide solutions or alternatives to overcome them.

Be authentic and passionate

Successful leaders are authentic and passionate about their ideas. They communicate their vision with conviction and enthusiasm. This action inspires others to get on board.

Acknowledge and consider alternatives

Part of having a culture of high trust means being willing to listen to alternate views.

Overall, successful leaders understand that selling ideas is not just about the idea itself. They also need to communicate it well. By using these techniques, they persuade and inspire others to support their ideas. Keep the focus on achieving a common goal.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Reducing Conflict 93 Address Problems Early

May 14, 2023

There are a number of ways to reduce conflict, and an important one is to address problems early.

This article describes how to spot problems early and deal with them before they blow up.

Problems often occur between people and groups, but they also show up in any of the processes we use.  

Some people have a talent for detecting problems when they first show up on the horizon. They have a significant advantage if they deal with the issues promptly and get a resolution. 

Keep an eye out for things that are not working correctly

Monitoring processes, systems, and activities can help identify potential problems before they become more serious. Be alert for small changes that could be forecasts of bigger issues to come. If something has shifted, find out why.

Key performance indicators can detect problems in the early stages

Establishing key performance indicators (KPIs) can help track progress and identify potential problems early on. By setting measurable goals and tracking progress, you can identify areas that need improvement before they grow. One precaution is to make sure your indicators are really measuring the phenomenon you are trying to control.

Feedback and ideas can spot future problems

Encouraging feedback and ideas from customers, employees, or other stakeholders can help identify potential problems early on. This practice can help address issues before they escalate and improve the overall quality of your products or services. Sometimes ideas come in the form of complaints. Remain open to all forms of feedback and do not punish people who complain. Thank them for the tip.

Risk assessment

Conducting risk assessments can help identify potential problems and their likelihood of occurring. By identifying potential risks, you can take steps to mitigate them and prevent them from becoming bigger problems. Reinforce people who point out risks as potential problems.

Conclusions

Spotting problems early requires a proactive approach that involves regularly measuring and analyzing activities to identify potential issues. By identifying and addressing issues early, you can prevent them from becoming bigger problems with more significant impacts.

The other piece of advice is to not let problems grow before your eyes. Make sure to deal with the root cause of problems and don’t just try to reduce the symptoms. Sometimes it takes a bit of digging to get to the root cause.  One technique that is helpful is to ask “why” five times.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. 

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Building Higher Trust 124 Consistency

May 11, 2023

Consistency is a noble trait for leaders to possess.  In most situations, being consistent will enhance relationships and build trust.  The rule is not absolute, however, there are times when being consistent is not the best policy. This article will describe some of the factors that govern when to be consistent and when to show flexibility.

Leading when conditions are changing

If a leader is faced with changing conditions or new information, it may be necessary to adjust their approach. It may be wise to make decisions that are different from those they have made in the past. In such cases, it may be more important to be agile and adaptable than to be consistent.

Consistency versus flexibility

Being consistent does not mean being inflexible. A leader can be consistent in their values and principles, yet be flexible in approach.  Be open to feedback and willing to adjust your approach when necessary. Consider the individual needs and personalities of your team members.  You must adjust your leadership style accordingly.

Steel and Velvet

In their book Triple Crown Leadership, my friends Bob and Gregg Vanourek introduced a concept called steel and velvet. The idea is that leaders need to be both steel and velvet.  They must be firm and unmovable on certain issues, like living the values. They should also be flexible and willing to bend to allow for situations that are negotiable.

The challenge is to know when to be steel and when to be velvet. Bob and Gregg offer some tips on the concept in their landmark book.

The authors posit that great leaders are always on a quest.  They are passionate about reaching their goals and doing so the right way.  When the quest is threatened, that is when great leaders are like steel.  They do not bend.  When conditions are softer, it is often better to be flexible and bend as needed. Doing so will provide for maximum engagement of people.

Consistency versus rigidity

When leaders fail to take ambient conditions into account in the name of being consistent, they become rigid. It can be a fine line when to do one thing versus the other. The best advice is to assess the nature of your immediate situation.

Determine if being consistent is right or wrong for this case.  Your long-term success as a leader will be greatly influenced by the quality of your choices.

Avoid being too soft

Some leaders are all over the place.  They have no consistency, and it hurts their reputation. Make sure you have some principles and use your backbone to stand up for them. If you always bend to make people happier, you will become known as a weak leader.

There is a place for consistency in leadership, but it is an interesting science since being consistent is not always the right answer.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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Leadership Barometer 196 Foster Creativity

May 9, 2023

Leaders need to foster greater creativity to improve performance. There are several techniques that can help, but they must be done well or they will fizzle. Be sure if you are employing a creativity strategy that you are open to new ideas.

Here are a few of the ways leaders can create a culture of higher creativity. If you are not familiar with a particular tool, it is wise to get a skilled facilitator.

Encourage brainstorming and idea generation

Leaders can create an environment that encourages employees to share their ideas and collaborate with others. You can do these activities through regular brainstorming sessions and by creating a culture that values input from everyone.

One precaution with brainstorming is that many leaders fail to follow all the rules. They will discard ideas that do not seem to fit easily. In brainstorming, the more ideas you can generate the better.

There is a technique for putting brainstorming on steroids called “Morphological Analysis.”  I described that method in another article entitled Talent Development 22 Future Readiness.

Provide resources and support for more creativity

Leaders can support creative thinking by providing employees with the necessary resources and tools to carry out their ideas. This technique could include funding, time, and access to training and development programs.

Techniques can be scheduled into special sessions to explore creative ideas. It is okay to get creative with the process itself to make it more fun. For example, you might have a workshop where everyone comes in costume to discuss a future vision.

Foster a culture of experimentation

Encourage employees to experiment with new ideas and solutions by creating a safe environment for trial and error. This could involve giving employees the freedom to take calculated risks and learn from their mistakes.

Celebrate creativity

Put a premium on creative thinking. Leaders can recognize and celebrate creativity by acknowledging employees who have come up with innovative ideas or solutions. This idea could be done through awards, bonuses, or public recognition.

Promote diversity and inclusivity

Leaders can encourage creativity by promoting diversity and inclusivity in their teams. Doing so can bring together a range of perspectives and ideas, leading to more creative solutions.

If the proper diversity of people is established, creativity will come easier. The leader needs to welcome the ideas of all people and show appreciation. Value the ideas regardless of who is promoting them.

Provide autonomy and flexibility

Give employees the autonomy and flexibility to work in a way that suits their strengths and preferences. This method might involve flexible working hours or giving employees the freedom to choose the projects they work on.

Encourage a healthy work-life balance

 Leaders can foster creativity by encouraging a healthy work-life balance. Doing so will help employees recharge and come up with fresh ideas outside of work.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

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