Children's Trust of South Carolina’s Post

steps are the changemaker first decide to make a move in a right direction

One of the basic awareness across all workplaces should include ergonomics and postures.

Such a great point, which is why resumes as a list of accomplishments or tasks you completed are useless in predicting success. Resumes or other information sources that show how you changed, learned and grew are much more important and telling for your success in the next role.

Instead of building walls in your mind, aim to create a winning mindset.

A high tide floats ALL boats. Be that high tide in your organization.

In any and every circumstance.

Opportunity for freshers

The below made me reflect. Can respect and civility towards employees be optional in a workplace? In principle, anything is possible, unfortunately. But people who are not respected can always take their talent somewhere else. And they do. Many times on short notice. Respect breeds respect and engagement. Lack of respect and civility breeds a workforce without loyalty. People will only give their best when they feel respected and valued. This was the case back in 1800, is the case in 2024 and will always be. Respect is a social responsibility. and also a fundamental workplace responsibility.

Love this! Building a strong culture is foundational to creating a robust organization. It starts with defining clear values, fostering open communication, promoting collaboration, recognizing achievements, and prioritizing employee well-being. When individuals feel connected to a shared purpose and supported by their peers and leaders, they are more engaged, productive, and committed to the organization's success.

I usually wholeheartedly agree with your posts, Simon Sinek. They bring me great comfort and joy in my daily life and motivate me, so sincere thanks for that. However, on this particular post, I am not sure I agree with this statement. I’ve taken a few days of reflection since seeing this post - in parallel with life doing its thing, of course ☺️ - to see whether my strength of feeling has dissipated. It hasn’t, so I’m reaching out to share my perspective. I’ll preface what I say by acknowledging that the cognitive dissonance I’m experiencing reading this post at least partially depends on the degree to which my perspective in reading it aligns with your intent in writing it. The reason I’d like to clarify my interpretation of your post is because I totally agree that “A good leader is curious to hear from others”. 100% on board with that. However, I fear that by suggesting that a leader that also endeavours to get their own ideas heard is ‘bad’ is slightly missing the point of how supportive and inspirational it can be for a leader to the model the behaviour that perhaps they wish to see in others and that some colleagues might see in themselves. Surely a leader can also be pursuing their own evolution and journey as a leader - sharing their own ideas being part of this? Can a leader sharing their own ideas - in tandem, naturally, with supporting their team colleagues to share their ideas and proactively shining the light on the achievements of their colleagues, showcasing their talents and acknowledging their efforts not be hugely inspirational in some cases for colleagues to see leaders in action who take action too? I have concerns that the statement you’ve shared may give the impression - particularly for less experienced leaders - that they should somehow suppress their own ability and skill in sharing their ideas. We can approach this in such a way that nobody feels suppressed/silenced. Let’s create environments where leaders promote their own ideas in parallel with being ultimate cheerleaders for the ideas of their teammates - leading by example by modelling a confidence to explore/pitch their own ideas too. Win-win! The two approaches certainly, in my view, need not be mutually exclusive and I’ve seen this combination be highly compelling and motivating. Hand on heart also, I try to avoid a good-bad dichotomy and labelling leaders/anybody as such. If we are to label at all, let’s label the behaviour rather than the person themselves. Otherwise we risk demonising the very leaders who are modelling the behaviours of courage and creativity and excluding colleagues seeing such positive behaviours in action. I believe the golden question is more, how can we tell we as leaders have the balance right between pitching our own ideas vs creating a safe container for others to share their ideas? (Posted in a personal capacity as an independent qualified professional coach, not as the employee of/associated with any organisation) ✨