I’ve written a number of times about the importance empathy, passion, and fostering a sense of shared purpose plays in our ability to succeed through our collective efforts, ideas that are normally considered too touchy-feely or soft to be of any practical benefit in the business world. Then again, in light of the rising tide of employee disengagement, the ability to empathize and communicate a shared sense of purpose is becoming ever more critical to an organization’s long-term health and viability.

But what about dreams? Could our dreams also help to push the boundaries of what’s known and familiar in order to ensure our collective success and growth? It’s an thought that came to mind after talking with my friend Whitney Johnson about her new book “Dare, Dream, Do”.

In most cases, any thoughts or discussions about the role dreams play in today’s business world tend to focus more on innovation and creativity; of how dreams of making a better product/service or learning to see the world differently has lead to so many of the breakthrough innovations that have changed and shaped the world we live in today.

Outside of inventing the next big thing, most of us tend to relegate dreaming as a skill needed only by the creative types, while the rest of us focus more on viewing the world through a pragmatic and practical lens.

But I would submit that our collective ability to dream shouldn’t be viewed as Click here to continue reading »”Do You Dare Your Employees To Dream?”

When you head off to work, do you feel passionate about the challenges and opportunities you’re about to face? Looking at the numerous studies that have shown the rise in employee disengagement found in today’s workplaces, it wouldn’t be too surprising to see most of you responding in the negative.

Of course, just to be clear, when I’m talking about being passionate about work, I’m not referring to those sentimentally-driven aspirations we had as children; of those feelings that had us dreaming about being an astronaut, a firefighter, a doctor or a teacher when we grew up.

Rather, I’m talking about that sense of passion that exists in all of us which fuels our drive to be a part of something bigger than our personal aspirations. That part of us which we use to gauge whether our lives matter because we’re making a difference in the world by doing work that has a purpose and meaning

Unfortunately for most of us, it’s this sense of passion that becomes the greatest casualty from the pressures of ‘growing up’ and entering the workforce. If there’s one thing most of us have experienced in those formative years early on in our careers, it’s being told by those more experienced than us that there’s no place for passion and its associated emotions in business or work.

And yet, in light of the evolving nature of today’s workplace, we’re beginning to appreciate just how vital that sense of passion is to Click here to continue reading »”Bringing Your Passion Back To Work”

When it comes to movies, TV shows, and novels, it’s usually pretty obvious who the hero of the story is. But what about in your organization’s story? Do you recognize who plays the role of the hero for your organization? That was the focus of my previous piece, which I’m grateful to see received a lot of attention and enthusiasm from the readers of this blog.

As I read the comments and responses to this piece, I began to wonder about something. If we understand that our employees are the heroes of our organization’s story, why then do so many employees feel disengaged at work? Why is there a persisting lack of meaning or purpose connected to the efforts and contributions made by those we lead?

Of course, the easy answer to such a question is to simply cast blame on an aloof or uncaring leadership; of organizations being run simply to cater to the whims and self-interests of those on top at the expense of those on the lower rungs. Certainly, the public revelations made about how Goldman Sachs has devolved from a focus of serving their clients to a more self-serving one would seem to support this.

And yet, a more realistic view of today’s organizations reveals that such leadership and cultural attitudes tend to be more the exception than the norm. When it comes to demonstrating that your employees are the heroes in your organization’s story, the disconnect we’re seeing here Click here to continue reading »”How Are You Helping Your Employees To Be Your Organization’s Heroes?”

When it comes to storytelling in business, the most commonly used story archetype is that of the hero and their quest. Essentially, these stories involve a protagonist whose normal life is disrupted by some external change and subsequently goes on a journey in an attempt to resolve or improve the situation.

As the story progresses, the hero seeks the help of a guide or mentor to help them overcome the various obstacles in their path while keeping them on track to reaching their destination. By the end of their quest, the hero not only attains an outcome which serves to improve things, but they also realize that they’ve been transformed as a result of their adventure, having gained a greater understanding of themselves and the nature of their journey.

It’s not too surprising that this particular story archetype is often used in business to communicate ideas or a new vision as it serves to reinforce our perception of leadership. Namely, how leaders address the challenges that stand in the way of their organization’s success by taking their team on a journey defined by their vision or plans for change.

Also, given the fact that it’s the decisions and choices made by those in leadership positions which ultimately determines whether an organization will be successful or not, it’s only natural that we view leaders as playing the role of the hero in an organization’s story. And yet, a closer examination of the hero’s story described above reveals that the real hero Click here to continue reading »”Identifying The Real Hero In Your Organization’s Story”