Author: Burl Stamp

Over $360 billion. That’s how much companies spend on leadership training according to TrainingIndustry.com and reported in Forbes. Approximately $160 billion of that total is spent in the U.S. alone. Yet in research from McKinsey, organizations report that most leadership development programs fail to deliver the desired results. With huge investments of both money and time, how can that be. The answer lies in how those dollars and hours are invested – and then supported – to improve performance. Feeling Good vs. Performing Better In medicine, some drugs may make a patient feel good about taking them, even if they don’t help them get better. In a 2017 study published in the peer-reviewed journal The BMJ, authors found that: “Most new oncology drugs authorized by

In their effort to boost employee engagement and retention, many organizations overlook one of their most powerful assets: empowered middle managers. When these leaders feel trusted and supported, it cascades to their teams.  And the impact is measurable. Teams led by empowered managers enjoy 79th percentile employee engagement, and 67% of employees say they’re more likely to go above and beyond as reported in Forbes (“The 6 Key Secrets to Increasing Empowerment in Your Team”). Contemporary leadership theory emphasizes empowerment – encouraging open dialogue, recognizing contributions, and extending trust.  But in real-world settings, something critical is often missing. Empowerment without resources is a hollow gesture. If managers aren’t given the time, training, support and validation to lead confidently, then autonomy becomes more of a burden

Only 12 percent of employees think their company does a good job of welcoming new hires according to a study by Gallup. If onboarding and making new hires feel welcome weren’t so important, maybe that statistic wouldn’t be so troublesome. But industry research consistently highlights the critical role onboarding plays in both keeping new employees and helping them be most successful. Effective onboarding increases retention of new hires by 82 percent according to an often-cited study by the Brandon Hall Group for Glassdoor. The same study found a 70+ percent boost in productivity for new staff who found their onboarding experience was positive and helpful. Employees who are the beneficiaries of great onboarding are 18 times more committed to their organizations, according to a study

“Do I belong here?” It’s the question everyone asks themselves as they start a new job. And today, organizations are seeing rising rates of first-year resignations because their new employees can’t answer that question with an enthusiastic, “Yes!” It’s no surprise that effective onboarding strategies have become front-and-center in retention efforts. A recent article in HR Morning, “Why the Best Onboarding Happens Outside the Conference Room,” highlights that approximately 20 percent of new hires quit in the first 45 days. For managers and current staff, that early turnover is frustrating, disruptive – and extremely expensive. Unfortunately, these statistics shouldn’t be a surprise when only 12 percent of employees think their company does a good job of welcoming new team members. The good news is that

Among the long list of demanding responsibilities facing frontline leaders, initiating difficult conversations with staff often is among the most dreaded. It’s also one of the most important skills to develop. In our last blog, we emphasized why developing the will and skills to have these difficult conversations is so critical for leaders. Today, we share eight key steps to make tough discussions a little easier – and a lot more effective. Before the conversation: 1. Start with a clear, results-focused purpose for the conversation. Too often, we think about and approach all challenging conversations like our most dreaded scenario: having to fire someone or eliminate their job. The problem is that those encounters usually are not conversations. Rather, they are structured to deliver bad

Among the many challenges facing leaders, hard, uncomfortable conversations with staff, peers, and even bosses are among the most dreaded and often avoided leadership practices. Leaders usually admit that they could be better at having what many call “crucial conversations,” because of the title of the 2002 best-selling book. But in spite of the popularity of the book and recognition that these types of conversations are indeed crucial, we still see significant quantitative and qualitative opportunities in most organizations: direct, honest, difficult conversations should be happening more frequently. And leaders could be better at how they approach them. Are there risks in having these conversations? Sure. But we often ignore the arguably bigger risk of not having them. Following are three of the most significant

When organizations think about improving communication, they often start with grand plans to revamp intranet sites, introduce new digital/print publications, or expand social media strategies. But when you consider that employees’ preferred source of communication is their direct supervisor, doesn’t it make sense to start small and local? A simple yet powerful way to translate broader communication goals into practice is through team huddles. Regular team huddles help staff members support one another, stay connected to immediate priorities, and problem-solve issues real-time. But they only work when they are structured in a way that accomplishes these specific goals. Stronger communication starts with smarter huddles; following are eight straightforward principles to help make huddles truly beneficial to frontline staff. Form and frequency follow function When you

Let’s face it; personal new year’s resolutions are easily professed … and just as easily abandoned. Our ambitions to lose weight or save more money are well intentioned, but a real plan to get there is either nonexistent or poorly executed. If you’re in a leadership role in your company, why not consider a different type of personal resolution: becoming a better boss. Contemporary performance improvement philosophy has taught us that a defining characteristic of great organizations is that they are always working to get better. The same is true of great bosses. They are always looking for ways to better support the employees who work for them. The start of a new year is an ideal time to redouble efforts to be a better

Has there ever been a single management practice that has promised to solve more problems than rounding? Especially in the realm of patient and employee experience, leadership teams often turn to various interpretations of rounding as the silver bullet to turn around lagging staff engagement or CAHPS scores. More often than not, they are disappointed. So, is leadership rounding an ineffective strategy? Hardly. But like so many management principles, the magic is in the why and how we implement the practice. Rounding has been tagged with many different monikers, including LEAN’s “Gemba walk” and Hewlett & Packard’s “management by walking around.” But more important than what we call the practice, all successful leadership rounding approaches have one thing in common: they are about making real

No one argues that the stress you carry when you are in charge can be daunting, and it usually only gets more intense as you rise through the leadership ranks of an organization. In addition to the inherent pressures of the job itself, senior leaders carry a sense of personal responsibility with them 24/7 in ways that often feel like the weight of the world is on their shoulders. This post is the second in a series featuring excerpts from Burl Stamp’s upcoming new book, Becoming a Better Boss, which is scheduled to be published early next year. This entry is from the chapter titled “The Better Boss Mindset.” So, given the pressures and responsibilities that come with leadership, executives must do the most important