Tanveer Naseer

Leadership Coach, Speaker, and Writer

How Organizations Can Help New Leaders To Succeed

Learn about how organizations can support and guide new leaders to ensure they are successful in their new roles in the organization.

Without question, one of the common tasks organizations everywhere have to deal with is leadership development. Whether it’s due to an aging workforce or the growing numbers of Millennials now moving their way through the workplace, there’s no question that developing the next group of leaders will play a key role in an organization’s growth and success in the coming years.

But what measures should organizations be taking to not only create effective leadership development programs, but to support these new leaders to ensure a successful transition into these new roles in the organization? That’s the focus of my conversation with Dr. Naphtali Hoff in this episode of my leadership podcast, Leadership Biz Cafe.

Naphtali Hoff is an human and organizational psychologist and also President of Impactful Coaching & Consulting, where he works as an organizational consultant.

He is also the author of the book “Becoming The New Boss – The New Leader’s Guide To Sustained Leadership Success”, which is the focus of this episode.

Over the course of our conversation, Naphtali and I discuss a number of key factors around leadership development and succeeding at leadership, including:

  • The key areas organizations should address to help prepare new leaders for what awaits them.
  • How organizations can create mentoring opportunities that benefit both new and experienced leaders.
  • How to help new leaders learn to effectively delegate responsibilities to their team members.
  • How both new and experienced leaders can “think positive and achieve” to drive their organization’s vision forward.
    Why organizations need to move beyond learning and create “a workplace of teachers” and how to go about doing this.

I’d appreciate it if you could help your support help support future episodes of this leadership podcast by taking a moment to rate my show on Google Play, Stitcher Radio, or iTunes.

It’s worth noting that my leadership podcast was recognized by Inc. As one of “12 podcasts that will make you a better leader”. So please help me get the word out about my show.

Click on the player below to listen to the podcast: Click here to continue reading »

Are You Helping Employees Find Purpose In What They Do?

A revealing look at the role leaders need to play to help their employees find purpose in the work they do and with it, fuel their organization's growth.

As the clock starts to wind down on 2017, I’ve been spending some time reflecting on some of the recurring themes and ideas I’ve written and spoken about over the past 12 months. Among these various leadership topics and issues was the subject of finding a sense of purpose in what we do, a topic which also served as the focus of the TEDx talk I gave this past September here in Montreal.

With this in mind, I’d like to share the story of a student who attends my daughters’ high school and what his example reveals about the role leaders play in helping their employees find a sense of purpose in what they do.

At our school’s Governing Board meeting last week, we had two teachers who shared a new project they run for students who are at-risk of dropping out of high school. In this program, these students spend half their school day learning core curriculum subjects and the other half is spent learning vocational skills on-site. This way, when they graduate, they already have hands-on experience to help them enter the workforce.

One of the latest projects involves rebuilding and restoring bikes confiscated by the police. As we toured the bike workshop, I couldn’t help but notice how clean this machinery shop was, especially given the kind of work that gets done there.

I was told by one of the teachers running the program that at the beginning of the school year, one of these at-risk students told him “I don’t want to work on fixing bikes. I just want to work on keeping this place clean. I want to broom the floors, wipe clean the work surfaces, and take care of the garbage.” So, this teacher decided to give this student a pass on teaching him how to repair bikes and instead, guided him on how he could keep the place tidy and putting things back where they belong.

As I looked around the workshop, I couldn’t help but be impressed that the reason why this workshop was so clean was because one of the students had stepped forward saying the skills he’d like to learn were how to keep a machinery workshop clean and organized.

Since our board meeting, I’ve been thinking a lot about this boy; of how at such a young age, he had figured out an important truth about the nature of purpose – our sense of purpose is not simply created by the work we do, but through the choices we make [Twitter logoShare on Twitter].

In terms of leadership, what this means is that we don’t have to be Click here to continue reading »

How Should Leaders Address Challenge Of Low Performers?

Dealing with low performers can often be a difficult process. But avoiding dealing with low performing employees can often be more damaging to employee morale and your bottom line.

The following is a guest piece by Terri Williams.

A chain is only as strong as its weakest link, and a company is only as strong as its lowest-performing employees. At first, this analogy may appear to be an overreach—after all, how can one or even a handful of poorly performing workers affect the success of an entire organization?

However, according to data from the Eagle Hill National Attrition Survey, low performers can have significantly negative effects on an organization. Below are a few excerpts from the survey respondents:

  • 68% say low performers lower overall workplace morale.
  • 44% say low performers increase the work burden on high performers.
  • 54% say low performers contribute to a lack of initiative and motivation, resulting in a work culture where mediocrity is accepted.

Low performers in management roles contribute to attrition among high performers. These workers leave for a variety of reasons, including limited career growth and pay. However, according to Eagle Hill’s survey, among companies with high turnover rates, 26% of high performers leave because of poor management.

And it’s costing companies a pretty penny to replace workers. Eagle Hill reports that replacing a mid-level employee – including hiring and training costs, in addition to lost revenue and lost productivity – can add up to 150% of that employee’s salary.

How Low Performers Affect Morale and the Company’s Bottom Line

Low performers undermine the concept of teamwork. According to Autumn Manning, CEO of YouEarnedIt, an employee engagement firm. “So much work today is accomplished through a team, and the really tough problems are the ones that require a creative approach, critical thinking, or a team who has the desire and motivation to work harder and smarter.”

However, if one or more members of the team are viewed as free loaders, it can negatively Click here to continue reading »

Understanding The Real Drivers Of Employee Engagement

NYT bestselling author Kevin Kruse reveals the 4 real drivers of employee engagement that are critical to an organization's ability to drive growth and success.

It’s a common fact of leadership today that if you want to improve productivity and fuel organizational growth, you need to make sure your employees are engaged at work.

And yet, despite both the evidence supporting the critical role employee engagement plays to driving your organization’s success and most leaders wanting to improve employee engagement levels in their workplace, organizations everywhere are still struggling with this issue. Why is that? This conundrum serves as the basis of my conversation with fellow leadership expert and NYT bestselling author, Kevin Kruse.

Kevin is a serial entrepreneur having founded several multi-million dollar companies, and even winning the “Inc 500” and “Best Places To Work” award for company culture.

In addition to writing for Forbes, Kevin is the author of several books, including his New York Times bestseller, “We: How to Increase Performance and Profits Through Full Engagement”. Currently, Kevin serves as the Founder and CEO of LEADx, an online leadership learning platform that offers free leadership development to leaders around the world.

In this episode, Kevin and I focus on his book “Employee Engagement For Everyone: 4 Keys to Happiness and Fulfillment at Work” and over the course of our conversation, we touch on a number of important insights about employee engagement, including:

  • Why the biggest hurdle we face in improving employee engagement is often due to our not truly understanding what it really means.
  • The surprising finding about who’s responsible for driving employee engagement in today’s workplaces.
    How improving employee engagement levels doesn’t simply benefit the organization, but also has a positive impact on employees outside of work.
  • What studies have found to be the 4 primary drivers to effectively drive employee engagement, and with it, organizational growth and success.
  • Understanding what building trust really means in terms of driving employee engagement.
  • What leaders get wrong about communicating more to boost employee engagement.
  • What leaders and employees need to understand about recognition and its role in driving employee engagement.

I’d appreciate it if you could help your support help support future episodes of this leadership podcast by taking a moment to rate my show on Google Play, Stitcher Radio, or iTunes.

It’s worth noting that my leadership podcast was recognized by Inc. As one of “12 podcasts that will make you a better leader”. So please help me get the word out about my show.

Click on the player below to listen to the podcast: Click here to continue reading »

What We Get Wrong About Authenticity In Leadership

Discover why authenticity in leadership is not about being the “real you”, but about understanding what your purpose and core values are.

When it comes to improving the way we lead, there’s a number of approaches that have been championed by both leadership experts and researchers looking into understanding what makes someone a successful leader.

While some concepts can be straightforward, others are more susceptible to misinterpretation and consequently, lead to approaches that weaken your ability to bring out the best in those you lead. One example of this is the idea that we need to be “more authentic” in our leadership.

Unfortunately, talk of authenticity in leadership often gives rise to the notion that leaders simply need to be ‘the real you’.

The truth, though, is that when it comes to leadership, authenticity isn’t about being the “real me”, but being true to our purpose and values that drive us [Twitter logoShare on Twitter].

It means that in every encounter, in every conversation, and in every word we speak and action we take we hold ourselves true to that vision that defines why we do what we do, as well as to those core values that serve as both our cardinal points and rudder to ensure we stay the course and not run astray.

Of course, when it comes to core values in leadership, not surprisingly the values that come up are integrity, trust, and respect. Without question, these are important values that a leader must treat as not only unshakable, but ones that should never be compromised in order to achieve our goals or vision.

However, in the context of authenticity in leadership, we need to do more than simply adhere to these core values considering how these are values that we should expect in everyone and not just in those holding leadership positions.

After all, would you willingly buy from someone who lacks integrity in how they’re willing to short-change you to increase their profit margins? Would you want to do business with someone who disrespects you or the people you care about? And would you be okay doing business with someone you don’t trust?

Of course not, which is why we need to recognize that these aren’t noble or virtuous values to hold, but the very least we should have and be doing.

But this is where our values allow us to be more authentic in our leadership as they help to Click here to continue reading »

« Older Entries