3 steps to being unbusy

These days, most of us are busy—with work, family commitments, hobbies, and other interests. However, in our quest to do it all, we may be blocking our road to success. One survey found that 42 percent of Millennials said they would cancel a medical appointment because they’re simply too busy. But it’s not just our health that may pay the price for our busyness. Studies performed by psychologists have found that being too busy and multitasking not only make you less productive, but also disrupt normal brain function and can lead to feelings of stress and burnout. And if you’re burning the candle at both ends and feeling stressed, that can affect your performance at work, as well as your ability to lead yourself and others.

How to Get “Un-Busy”

If multitasking and being too busy make individuals less productive and hinder leadership effectiveness, then consciously getting “un-busy” will make a change for the better. Just to be clear, being “un-busy” is not about being lazy or slothful. Quite the opposite. It requires hard work to effectively manage your time so that you are investing enough of it in relationship-building, problem-solving, and other activities that will ultimately make you a better leader.

Even when it seems like there are not enough hours in the day to accomplish everything that must get done, you’ll benefit from taking a step back and evaluating how to get more quality over quantity out of your day. To get out of the trap of busyness, here are three steps to getting “un-busy”:

Step #1: Enlightenment

For me, this came early in my career from reading about Lee Iacocca, the leading business personality of the day. After creating the Mustang and Pinto at Ford, he served as President and CEO of Chrysler from 1978 to 1992 and is credited with the 1980s’ revival of the company. In his autobiography, he talked extensively about what we now call work-life balance. One key interview question he used when hiring senior executives was to ask how they spent their holidays the previous year. If they claimed to have been too busy to take holidays, he would dismiss them immediately. He felt strongly that if they could not schedule their personal life properly, they could not lead at Chrysler.

At that point, I became enlightened and discovered that I could reach whatever pinnacle of success I desired and still control my time and my life.

Step #2: Conquer Peer Pressure

Unfortunately, peer pressure doesn’t end after high school. Throughout your career, you must be prepared to battle public opinion. I was once told in a job interview that the only way to move up in the company was to be the first to the office in the morning and the last out in the evening. Not only that, but the interviewer told me that one should park up front so everyone can see your car and know that you are putting in the big hours. In other words, look busy. I shared that I did not wish to be judged by this standard, but rather by my results (see step #3). To my surprise, I still got the job offer and spent nine successful years at that company. It turned out that my interviewer’s inaccurate perspective of the company’s culture stemmed from heavy peer pressure and an undue focus on clock-watching.

Step #3: Deliver Outstanding Results

If you want to be judged by the clock, you simply show up early and go home late. Conversely, if you want to be evaluated according to your performance, then you’ll focus on those activities that show others that you produce results and can be relied upon to do what you say you will do. For example:

  • Promptly returning emails and phone calls
  • Being on time and prepared for meetings
  • Understanding what is expected of you and delivering on your commitments
  • Admitting failure and showing a willingness to learn from your mistakes

If your goal is to do these things rather than filling your day with unending lists of tasks that will keep you busy, you will likely be more productive in your accomplishment of the things that matter most.

Develop and Improve Time Management Skills

For many, it would be a struggle to break the cycle of busyness and follow the three steps to becoming “un-busy”. To help bridge that gap, skill development in the area of time management can help individuals make the jump from feeling overworked and stressed, to a state of time mastery and higher productivity. Following the three steps to becoming “un-busy” and reinforcing those activities with targeted time management training will lead to a less busy and more productive day.


By Rick Willis 


Change is inevitable. From organizational initiatives and M&A activity to market conditions and leadership transitions, it’s not about if change will happen but when it will happen. Therefore, the key to change management success is to be proactive and train your leaders early. After all, it may not be the change that employees fear the most but rather how the change will be handled.

The key to change management success is to be proactive and train your leaders early.
Change of any magnitude triggers an emotional response. The corporate world may tend to shy away from or even suppress the emotions involved with change; however, it is a huge component to success. While managing the processes that need to be introduced or changed is important, you must have leaders in place with the emotional intelligence and people skills to manage and support the employees who will be the hands that make the change a reality.

While emotional intelligence may be partly instinct, your leaders will be better equipped if you train and develop their skills in the following three areas.

1. Communication

Transparency is key during times of change. Consider how behaviors, thoughts or actions can be interpreted or misinterpreted by employees. Not only should you be training your leaders on how to articulate a change announcement with logic and clarity, but they should also be aware of how they are non-verbally communicating with employees before the change happens. Appearing secretive can lead to negative emotions, such as fear or resentment, making change more difficult to embrace when it comes time to do so.

Once they have made the change announcement, leaders must apply their interpersonal and communication skills to influence, persuade, answer questions and discuss concerns. Equip them with the capabilities to foster a culture within their teams that encourages clarifying questions and open discussion. When employees feel supported and confident in a culture that promotes this genuine form of dialogue, they are more likely to embrace the change.

Equip leaders with the capabilities to foster a culture that encourages clarifying questions and open discussion.

2. Coaching

One of the most important managerial competencies that separates good leaders from great ones is coaching. The ability – or inability – of a leader to coach is exponentially amplified during times of change. Therefore, engaging with and coaching one’s employees through the transition is one of the greatest factors in the success of a change initiative.

The ability – or inability – of a leader to coach is exponentially amplified during times of change.

When done effectively, good coaching establishes a rapport that builds trust, confidence in the change and alignment for the future. To be a great coach, leaders must be trained to actively listen and ask exploratory questions to help team members articulate their hopes and concerns. Coaching encourages team members to find their own answers and formulate a plan for how they will personally succeed through the transition. Following up on a regular basis is critical to building trust and demonstrating the level of support employees receive during transitions.

3. Accountability

Leaders must be held accountable for their own actions during change to ensure its success. Employees are more likely to feel empowered and embrace the change when they see their leaders actively participating in and supporting the change initiative themselves. Leaders must walk the walk, not just talk the talk. The optics of leaders driving the new reality not only make the weight of change much less burdensome for everyone involved, but they actually serve to inspire collaboration and teamwork in order to implement the change. When everyone is held accountable for his or her own attitudes and responsibilities, and delivers accordingly, change succeeds.

During times of change, leaders must be proactively trained to have a mindset of constant consideration of how their actions, behaviors and words may influence the way employees internalize their accountabilities. Leaders who promote collaboration, input and teamwork during these periods of transition demonstrate that when everyone is engaged in working toward a common goal, it positively benefits the organization both in the present and in the future.

As John F. Kennedy once said, “Change is the law of life and those who look only to the past or present are certain to miss the future.” Most organizations would agree with this statement. However, the understanding that often evades most leadership training on this topic is that change impacts each person uniquely. How it will manifest in each employee is different, and leaders cannot apply their skills in a one-size-fits-all manner. Leaders who are constantly honing their emotional intelligence and change management skills will fare far better when change does happen. They are the leaders who will be able to communicate, coach and hold people accountable, and they will achieve the desired outcome.

How change manifests in each employee is different, and leaders cannot apply their skills in a one-size-fits-all manner.

About the Author

John_Profile_WebJohn Wright is president of leadership development and learning events for Eagle’s Flight. His insight and experience enable him to effectively diagnose, design and implement complex culture change initiatives in a collaborative and engaging manner.





Source:- https://www.trainingindustry.com/articles/leadership/train-your-leaders-for-change-asap/?utm_campaign=PR%20-%20Social%20&utm_content=64721167&utm_medium=social&utm_source=facebook

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6 Exercises to Improve Teamwork in the Workplace for Large and Small Groups

Promoting teamwork in the workplace creates opportunities to improve communication and collaboration skills, as well as forging stronger personal connections, which fosters a welcoming and supportive workplace culture. Plus, teamwork exercises allow your teammates to learn about one another’s strengths, which can be used to work better together as a team on the job.

Opportunities often exist between larger team-building initiatives so you can gather your team and run short, fun exercises to promote the continued development of the above skills. It will be important to clarify to your team why they’re doing the exercise, make it fun, and host a debrief session to wrap up the purpose of the exercise.

You can implement these six exercises for your team, and in the areas where you will see a benefit:

1. Company Concentration – Reinforces Company Culture

Use this classic memory game to teach team members more about your organization and each other. Create cards with facts and photos, like the company’s founding date, individuals’ names/faces, product specifications, etc. There should be two versions of each card. Face the cards down in a grid pattern on a table, and have players flip them up one at a time, flipping them back down after each turn. The goal is to match the duplicate cards by remembering their placement in the grid; in the process, players will also be memorizing the company and teammate facts.

2. Group Timeline – Strengthens Relationships

This interactive activity is a fantastic opportunity to explore the team and company culture by giving people a chance to learn more about the company and others, thus creating a shared sense of history. You will need to create a timeline (either physically or virtually) that extends back a period of history for your team or company. Pin important organizational dates to the timeline, like big product launches and mergers. Then ask everybody to pin up a few important moments in their own lives. Team members will learn more about each other, their generational differences, and their breadth of experience. This is both a fun, cultural exercise and one that promotes collaboration and understanding.

3. Progressive Brainstorming – Improves Communication

If quieter voices on your team are getting lost, progressive brainstorming will be a great opportunity to ensure that everyone on the team is heard, even the more introverted members. Progressive brainstorming means you bring forward a problem and brainstorm solutions for it. Instead of calling out ideas, have the first team member write down their idea for a solution. Pass the paper around the group so that each member adds his or her own new ideas or builds on the existing ones. Everyone gets the chance to participate, promotes different communication styles, and allows you to practically and uniquely solve a problem faced by your team. As a bonus, this can be done virtually with remote teams as well!

4. Shared Journal – Promotes Collaboration and Company Culture

While a shared journal may seem like an odd team-building activity, it’s actually a great, low-pressure opportunity for coworkers to learn more about each other; they can use it to contribute to a team and organizational culture of fun and collaboration. This is how it works. Put a journal and writing supplies in a communal area in your office (such as a lunch room) and open it up to coworkers. This exercise can be easily modified to work virtually for remote teams! The journal can act as a space to write inspirational quotes, paste in event mementos, impart office expertise, share office moments, and more. After a set amount of time, gather your team and debrief the experience: what were the benefits, did you learn anything new, how does this support our culture, and so on.

5. Find the Connections – Reinforce the Importance of Relationships

People who don’t often interact need opportunities for discussion as well as the chance to forge relationships that support better departmental communication and collaboration. This can be done in an easy-to-implement exercise. Divide your team or department into smaller groups; each group can submit at least one thing each member has in common. Finding points of commonality will help your team members to see each other as more than just coworkers, but as human beings not so different from themselves. That can go a long way toward creating a culture of psychological safety in your team. This exercise can also be taken to virtual meeting spaces!

6. Explore Possibilities – Fosters Innovation

For the team that lacks creative, out-of-the-box thinking, which is necessary in a culture of innovation, this exercise can be made truly fun! Take a lunch, buy pizza for the team, and gather random objects from around the office (stapler, chair, fork, and so on). Let your team members brainstorm alternate uses for each one. While the purpose of the exercise may not be explicit to some team members, when you debrief its purpose, your team members will more clearly see the connections to their life on the job.

When people get the chance to tackle challenges with their coworkers in interactive situations outside of their daily tasks, they get to know one another as individuals with their own sets of strengths, weaknesses, and passions. Promoting teamwork in the workplace through collaborative and fun exercises fosters personal connections and strengthens crucial teamwork skills, leading to higher-performing and culturally strong teams.
About the author
Ian_ProfileIan has been with Eagle’s Flight since 1997, and is Executive Vice President, Global Accounts. He holds an MBA in Finance and Marketing from the University of British Columbia. Ian spent 12 years at Nestlé Canada and brings a wide range of experience that includes practical business experience in management, sales, program design, development and mentoring. He works closely with the Global licensees to ensure their success as they represent Eagle’s Flight in the worldwide marketplace. He has developed outstanding communication skills and currently is the Executive in Charge of a large Fortune 500 client with a team of employees dedicated to this specific account. As a result, Ian has been instrumental in driving the company’s growth and strategic direction.

EF- EQ Blog












The goal for every organization is to create a high-performance culture allowing employees to perform to their fullest potential. When you cultivate a culture that supports skill development and continuous learning, you’re creating a work environment that encourages high productivity and performance. But other factors contribute to high employee performance, including fewer environmentally-influenced traits like IQ, EQ, and personality. While there may not be a clear answer (which is most critical), you may want to consider some important factors when thinking about key contributions to employee performance.


IQ is a measure of an individual’s intelligence—their ability to learn and synthesize information. Individuals need a certain level of intelligence to function in life and do their jobs effectively. Historically, IQ was considered a strong predictive measure of performance. In the early 2000s, organizations began to recognize that IQ, while an effective measure of cognitive ability, could not effectively measure an individual’s ability to be smart about the needs and motivations of others—key skills needed to succeed in business. The limitations of IQ began to pave the way for an expanded discussion about intelligence based on the introduction of emotional intelligence.

Emotional Intelligence and EQ

Emotional intelligence, measured as EQ (emotional quotient), is the ability to identify and manage your emotions and the emotions of others. It helps you navigate and manage tough personalities at work while guiding your ability to display empathy, demonstrate active listening, and work successfully as part of a team. There is evidence of a strong link between high employee performance and high EQ, as research has found that high emotional intelligence determines 58 percent of success at work.

Some organizations value a high EQ over a high IQ, in large part because intelligence about the motivations, desires, and emotions of others is such a critical success factor at work. In fact, in a CareerBuilder Survey of more than 2,600 hiring managers and HR professionals, 71 percent said they favored emotional intelligence in an employee over IQ.


A high IQ and EQ are not the only traits that can contribute to an individual’s high performance. Personality—what makes you ‘you’—also impacts performance. Despite many theories on the psychology of personality, the traits comprising our personalities do impact job performance. For example, our level of extroversion and introversion, communication style, and level of conscientiousness affect our behavior at work. In fact, one study found that 37% of variations in job performance are attributable to extroversion personality characteristics.

While personality (who we are) is not exactly the same as behavior (what we do), it can affect job performance and the way we approach our work. For example, when faced with the challenge of giving a presentation at work, an individual with an extroverted personality may feel energized by the prospect of being in the spotlight. Conversely, an individual with an extroverted personality might feel less comfortable as the center of attention, and might structure the presentation to pull the audience into a discussion so more views can be heard. Depending on the expectation level, either the extrovert or the introvert will perform better when giving the presentation.

Secret Sauce for High Performance?

Research has shown that environmental factors, as well as IQ, EQ, and personality, contribute to high employee performance. The combination of an individual’s innate characteristics and a high-performance work culture are the main building blocks for employee success at work. When all these ingredients for success merge, when they come together, then an individual is in the best position to learn new skills and behaviors that will lead to continuous performance improvement.

Experiential learning is an ideal tool to support continuous learning and performance improvement. When individuals learn and repeat behaviors, neurons in the brain grow stronger, and performance improves. This is at the heart of experiential learning; individuals learn and practice new behaviors in training, which are reinforced through repetition, coaching, and follow-up after training.

While there are indicators, there is no secret sauce for high performance. Coupled with the fact that each individual is different and possesses a unique mix of capabilities and personality traits, the reality is that IQ, EQ, personality, and work culture must blend together to support individual learning and productivity. Once experiential training is added to the mix, your employees can be well-positioned to learn, practice, and master the behaviors that will contribute to sustainable high performance.

About the author

John_Profile_WebSince 1991, John has acquired extensive experience in the design and delivery of a diverse portfolio of programs. In addition to his executive responsibilities as President of Leadership and Learning Events, John is considered a valued partner to many executive teams. His insight and experience enable him to effectively diagnose, design, and implement complex culture change initiatives in a collaborative and engaging manner. Moreover, John’s experience in global implementations allows him to draw from a deep well of history to create unique and customized solutions. John’s passion for developing people makes him a sought after speaker, partner and coach and is evident in the high praise he receives from clients.


what is a culture transformation exactly - EF Blog

Whether an organization’s employees and leadership realize it or not, every organization has a culture. It’s defined by what the people of the organization do—culture is the sum of all behaviors. Do employees go out of the way to help each other? Is there a unified approach to the way employees treat customers?

It’s different for every company, but the behaviors that define a culture are always there. The question is: Is it the culture you want? If it’s not, it’s possible to transform the existing culture into one that supports the short- and long-term success of the organization.

What is Culture Transformation?

Culture transformation is a shift that can take place throughout an entire organization or in individual departments and teams. It requires changing the hearts, minds, and skills of the workforce to support the desired culture. Individuals must first have the conviction (heart) to change their behavior. Then, they must understand what behavior change looks like (mind) and have the necessary tools (skills) to change.

As Eagle’s Flight founder Phil Geldart so aptly put it in his book, Purpose, Passion, Path:

“The exact nature of a culture transformation is simply that the people within the organization are behaving differently in some fashion, on a consistent basis, and that different behavior is being supported by each manager. The results of adopting those new behaviors will result in improved metrics, or outcomes consistent with what has been determined as essential for the long-term success, and maybe even survival, of the organization. The transformation will be achieved when the desired results, or metrics have been achieved. A transformation is therefore a process whereby, over time, people behave differently and the organization benefits in some fashion as a result. If these benefits are required, then a transformation is necessary.”

This is a lot to digest, but when you break it down, it is an achievable goal. The first step is to determine why a transformation of culture is needed. The second is to learn how to do it most effectively.

Why Undergo a Culture Transformation?

The underlying reason behind a culture transformation must be to achieve corporate objectives. Without this impetus, there will not be sufficient motivation to maintain the necessary momentum to create lasting behavior change. The specific objectives will depend on where your organization currently is and where you want to be. They might include goals such as:

  • Improving safety
  • Delivering excellent customer service
  • Engaging employees
  • Fostering leadership excellence

Regardless of what your corporate objectives are, they must be clear from the beginning so you can use them as touchstones throughout the process.

How to Achieve a Culture Transformation

A successful transformation requires full engagement and buy-in from all levels of leadership throughout the organization. Leaders play a vital role in modeling and coaching the desired behaviors that will permeate the company. Without a commitment from leaders to transform the culture, employees are not likely to make lasting behavior changes on their own.

After getting all the key players on board, create a roadmap that addresses the following questions:

Where are we now?

Perform assessments to diagnose where the organization actually is versus where you think it is. Leadership sometimes has a different perception of the culture, so it is important to collect accurate data and input from the organization as a whole. In order to determine how the majority of the organization perceives the company culture, use a discovery process that includes:

  • Surveys
  • Focus groups
  • Interviews with high-potential employees
  • One-on-one interviews with executives
  • Digital voting platforms

Gathering this information will help you successfully take on the next step of the culture transformation journey.

Where do we want to be?

Set organizational goals and objectives so you know when you have succeeded. This might be a market expansion, becoming innovative leaders in your industry, or standing out as a company that provides extraordinary customer service. Whatever your specific objectives are, they must be clearly defined so that you know what success looks like.

Why do we want to change?

Clearly articulate the reason for the change. This includes communicating with both leaders who will support the transformation and employees who will have a hand in making the transformation actually happen. Examples of reasons include:

  • Fixing a problem or filling a gap
  • Capitalizing on an opportunity
  • Entering new markets

As Phil Geldart writes, “When people understand the benefits that will occur as a result of a successful transformation, or even during the journey, then they are much more willing and able to support all the efforts that are required to achieve it” (Purpose, Passion, Path).

What is our line of sight?

After determining where the organization currently is, where you want to be, and why you want to get there, the next step is to create a line of sight from the beginning to the end of the transformation process. After defining the path, this line of sight must be continuously highlighted so it stays top-of-mind throughout the transformation. This can be achieved through periodic check-ins, milestone celebrations , and measuring success along the way.

Simply stated, culture transformation is the collective shifting of individual behaviors to support a shared goal. It’s a demanding process, but can be achieved and is highly rewarding when done so properly.

About the Author

EF authorAs Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.

EF author

It seems that everyone has gone social. According to the Pew Research Center, seven in 10 Americans use social media to connect with one another, engage with news content, and share information. For HR, the most common use of social media has been in the area of recruiting. In fact, 84 percent of organizations use social media to attract talent, according to SHRM’s latest Social Media Survey.

In addition to using social media for recruiting, there are many other opportunities to use these tools in HR to maximize employee performance and unlock workforce potential. You, too, can go social by using social media to support your HR initiatives, from building company culture and employee engagement to supporting training and development.

Share Your Culture Using Social Media

Social media can be a great conduit for defining and communicating your company brand and culture. It can help you celebrate your culture and highlight examples of it with video, stories, and images that get shared, liked, and downloaded by your employees and customers. One study by a global PR firm found that content shared by employees is re-shared 24x more frequently than content shared by company channels. So, in addition to posting content about your culture on your company Facebook page or Twitter account, you can enlist employees as brand ambassadors to share those stories and tell more of the world what truly represents your company culture.

Learn How to Maximize the Value of HR and Unleash Employee Potential In Our Latest Guide

Social media in HR can also be a valuable tool for supporting the development of a high-performance culture among employees. When your goal is to rally people around your core values and help them live the culture you are building, social media can get people talking and sharing internally. Tools like Workplace by Facebook create one big social network just for employees, allowing you to build a unifying culture. In addition, social platforms like Slack, Yammer, or HipChat can provide a useful forum for collaboration, problem-solving, or the solicitation of employee feedback on a shared goal or corporate challenge.

Use Social Media for Employee Engagement

You might agree that employees tend to feel more engaged in the workplace if they feel informed and have a way to share their opinions. Whether you’re developing a new strategy for employee engagement or adding new activities to your engagement toolkit, social media can help. In an HR Executive Online article about how some companies use social media beyond recruiting, HR professionals explain how they use social media not only to inform but to help employees feel engaged and connected to the company and their coworkers. Among the examples were:

  • Posting news of team achievements or awards that employees can share or retweet
  • Creating a hashtag for an important company initiative or charitable even.
  • Sharing remote employees’ day-in-the-life stories with employees in other offices.
  • Issuing weather advisories and helpful weather tips to employees via social media channels

Reinforce Training & Development with Social Tools

Social media can support your training initiatives by encouraging more sociability among participants and helping to reinforce newly-learned skills. A recent SHRM article described how social media in HR supports learning initiatives before, during, and after training has taken place. Some of the ways you can use social media to support training activities include:

  • Before training: Build excitement for an upcoming training session by posting related content on an internal social network and/or LinkedIn, and invite ideas and opinions.
  • During training: Engage remote employees in training sessions in real time with the help of social media platforms like Periscope and Meerkat, which allow employees to follow along with the aid of live video feeds.
  • After training: Populate virtual bookshelves with relevant multimedia content related to the training and share with participants on social media.

Take the Next Step: Go Social

Social media in HR can be a useful tool for connecting individuals across teams, departments, and offices. By bringing people together, social media promotes collaboration around shared goals and challenges. It can also help you to communicate and shape your company culture by keeping individuals and teams informed and engaged. Lastly, social media tools can complement training activities by enhancing the training experience and aiding in the reinforcement of learned skills.

About the author

EF authorAs Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.




Re – blogged from :- Eagles Flight


EF Blog (23rd of October)

In this digital age of instant messaging, group chats, and video conferencing, meetings may seem like a relic of the past. Sometimes, though, your team needs a face-to-face opportunity to talk through problems, brainstorm projects, and strategize. But this influx of tech tools has increased the pressure on leaders to run effective meetings. To ensure your meetings are effective for everyone on your team, check out the following four tips.

1. Be Flexible

If you’re worried that your team’s meetings are less effective than they could be because members often go off on tangents, that may not be the red flag you think it is. Studies on high-performing teams have shown that teams that exhibit meeting behaviors that many would flag as ineffective—like casual conversation at the beginning of meetings, going off on tangents, and talking over one another—actually perform better than teams that run stricter meetings, where there’s no deviation from the agenda and the leader dominates the conversation.

That’s because the former meeting behaviors are indicative of a team that’s supportive of its members and that values hearing everyone’s voices equally. This kind of meeting promotes an environment where members don’t fear ridicule from one another and feel comfortable sharing their ideas. Not to mention, creative thinking involves making connections between seemingly unrelated ideas—so an off-topic train of thought here and there could actually spark innovation.

2. Set an Agenda

That being said, there’s a fine line between the occasional off-topic discussion during a meeting and a meeting that feels like a waste of time. To honor your team members’ time, be sure to set and follow an agenda. That way, when your team does veer off course, you have something to bring them back to. Plus, creating an agenda forces you to consider if a meeting is actually necessary.

If you’re struggling to come up with agenda items to fill your meeting’s time space, it may be an indication that your problem could be better addressed through email or by speaking to select team members directly.

3. Ensure Equal Understanding

Frequent and effective communication is one of the cornerstones of teamwork—and it should be a hallmark of your meetings as well. If team members walk away not really understanding the key takeaways of the meeting, they won’t be able to effectively execute their accountabilities. That’s why, during every team meeting, you must ensure all team members are on the same page—that they’ve not only heard what’s been said but understand it.

While building your agenda, it will be helpful to make time for team members to ask clarifying questions for a better understanding. Team leaders foster a meeting atmosphere that’s welcoming of these questions and deeper discussions. Meeting attendees must feel comfortable about speaking up when they don’t understand something, and that has everything to do with your culture.

4. Make a Plan Post-Meeting

How many times have you sat through a meeting where team members were highly committed to and engaged with their accountabilities, yet, after the meeting, weeks went by without any results? With meetings, the secret is in the follow-up. Get into the habit of ending your meetings with an action plan, where each member is clear on what they need to do next to move the project forward.

Even better, immediately following the meeting, type up a meeting recap with action items and send it to all meeting attendees. Having a tangible document to refer back to will help keep everyone on task after the meeting ends.

Running meetings is a crucial skill for team leaders to master, but it’s not a skill that always comes easily. Creating a robust leadership development program can ensure that any employee has the skills needed to lead as effectively as possible.

About the author

Ian_Profile_WebIan has been with Eagle’s Flight since 1997, and is Executive Vice President, Global Accounts. He holds an MBA in Finance and Marketing from the University of British Columbia. Ian spent 12 years at Nestlé Canada and brings a wide range of experience that includes practical business experience in management, sales, program design, development and mentoring. He works closely with the Global licensees to ensure their success as they represent Eagle’s Flight in the worldwide marketplace. He has developed outstanding communication skills and currently is the Executive in Charge of a large Fortune 500 client with a team of employees dedicated to this specific account. As a result, Ian has been instrumental in driving the company’s growth and strategic direction.


Re- Blogged From:- Eagles Flight

EF Blog

Employee burnout is an issue that businesses of all sizes face. If overlooked, it can lead to high turnover, disrupt the organization’s culture, impact productivity, and cut into profits. To deal with employee burnout, you first need to recognize the signals and then work with your employees to address it. It is important to take proactive steps to avoid burnout.

How can you proactively prevent employee burnout? By taking steps such as:

  • Fostering an open dialogue about an employee’s workload
  • Providing the necessary resources for employees to do their work efficiently
  • Encouraging employees to act on innovative ideas or process improvements that will positively affect the organization
  • Having clearly defined roles and responsibilities
  • Allowing appropriate flexibility in the workday
  • Scheduling breaks throughout the day and encouraging employees to take them

Despite your best efforts, sometimes burnout stills happens. Watch for these four signs so that you can swiftly take action.

1. Increased Absenteeism

When typically reliable employees start taking unplanned time off work, it may be a sign that something is wrong. While it could be a personal issue that they are dealing with, it could also be a sign of burnout. The first step is to talk with the employee about why their behavior has changed. If it is in fact a personal issue, perhaps there is a way the organization can support the employee. However, if the behavior has changed because of a work issue, it is your accountability as their leader to help the employee address it.

After identifying the issue, work with the employee to create an action plan to alleviate the feeling of being burnt out. Perhaps adjusting work hours or reallocating their workload is a good place to start. If it’s not a functional issue and the right balance of time and tasks already exists, consider a development program that fosters accountability and ownership of their work. When the employee feels personal accountability and understands that their contribution makes a difference, absenteeism decreases, and engagement increases.

2. Decreased Engagement

When an employee who is typically proactive and engaged becomes less interested in work, it’s a sign that burnout could be on the horizon. You can re-engage valuable employees by creating new challenges and setting up a coaching program to refresh their level of engagement and show your support for their growth and development.

Start by discussing career goals and work together to define the best path to reach them. Set up regular check-ins to monitor progress toward milestones. When disengaged employees have a new reason to boost their performance, chances are that they will be excited to rise to the occasion.

3. Explosive Reactions

Negative communication tactics like snapping at coworkers, yelling at employees, and being more sensitive to criticism than usual are indications of higher stress levels and possible precursors to burnout. For example, frustration with a colleague about how a certain task is performed can cause tensions to rise and contribute to burnout. That is when having the ability to effectively communicate that frustration and make changes before it comes to a head will not only foster better teamwork but also decrease the chances of employee burnout due to avoidable issues.

4. Time Management Complaints

If an employee claims that there isn’t enough time to get work done, it might be the case that the workload is unreasonable, in which case, you may need to reallocate tasks among the team. However, if the workload is realistic and an employee still can’t complete tasks in the course of their workday, it is more than likely a time management issue. Feeling overwhelmed with work is a sure sign of potential burnout. Providing training for improving time management skills is one way to develop organized employees who understand their stressors. Employees will then be able to more effectively prioritize tasks, make effective lists, and understand how their work contributes to the overall goal.

When you see these signs, don’t ignore them or assume they will fix themselves. Catching burnout early and strategizing how to alleviate it will stop it before it becomes a major issue. Make it a priority to talk to the employee about their behavior and, when possible, provide the necessary training and tools to help them solve their issue.

About the author

Dave_RootDave joined Eagle’s Flight in 1991 after having spent a number of years with a Toronto-based accounting firm. Since that time, he has held a number of posts within the company, primarily in the areas of Operations, Finance, Legal, and IT. In his current role as both Chief Financial Officer and President, Global Business, Dave is focused on ensuring the company’s ongoing financial health as well as growing its global market share. In pursuing the latter, Dave’s wealth of experience and extensive business knowledge has made him a valued partner and trusted advisor to both our global licensees and multinational clientele.



Re- Blogged From :- Eagle’s Flight

EF Blog 2

No doubt, brainstorming company event ideas is a fun process, but if you want the event to align with your business objectives, it will require more than a 30-minute meeting and a whiteboard to get you there. Use the following process to help you decide which ideas make the most sense for your organization.

Start by Defining Your Goals

The first step in determining which company event ideas will best align with business objectives is to clearly define those objectives. You’re not likely to hit your target if you don’t know what you’re aiming for. Before you contact any vendors or start looking for suitable spaces, sit down with key stakeholders to define the goals of the event. Of course, some full-day and multi-day events can have multiple objectives, but you must know what they are before you begin the planning with any guaranteed success.

Some of the most common company event goals are:

  • Training for new skills or behaviors
  • Announcing new initiatives or a new communication strategy
  • Celebrating an organizational milestone
  • Cultivating the company culture

If your list of event goals includes a training element, you must ensure that the time and resources you spend will go toward supporting organizational objectives. These are different for every company but can include goals such as:

  • Becoming more customer centric
  • Improving efficiency in processes
  • Breaking down silos between departments
  • Developing a culture of innovation

Once you have identified where you ultimately want to be, you can decide which ideas will get you there.

Explore Experiential Learning

There are countless team-building exercises, lectures, and presentations you can do at a company event, but if your aim is to support business objectives, it may be time to make the change to experiential learning. Experiential learning allows participants to have fun—so much fun, in fact, they often forget they are at a training event—all the while, learning new skills and behaviors that are transferable to their job and will make an impact.

Experiential learning presents an immersive challenge that acts as a metaphor for real-world workplace scenarios. Individuals must work together to solve a puzzle or overcome a challenge, in order to achieve the results they are accountable for. Once the challenge is over, a facilitator will guide a discussion to reflect on their experience and understand not only how to overcome the challenges to win the game but also how to apply the learning at work. Because they had so much fun learning as a group and experienced how success feels during training, individuals leave the training excited and committed to do the same on the job.

Make Sure It’s Not Just a Game

The debrief is critical to the success of experiential learning. Without linking the activity to challenges that participants face in the real world, it is simply a training game. Although experiential learning allows participants to feel like they’re playing a game, it is essential that the content delivered is both useful and relevant to the business objectives.

Achieving the right mix of fun and relevance takes some expertise, which is why many people work with experienced partners to deliver experiential learning. A skilled facilitator is also necessary so that all of the valuable information learned during the event can be successfully linked to the daily reality that employees face.

As you begin to explore company event ideas, start by defining your objectives and measure every option against them. If one of your goals is training, choose the activities that are the likeliest to engage participants and deliver long-term results. Experiential learning can be used to teach almost any type of concept and to support your business goals, so it’s worthwhile to consider it next time you plan a corporate event.

About the author

EF authorAs Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.


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