In the story of Jonathan Livingston Seagull, he is banished from his flock for flying too fast.

Leaders must provide emotional safety before employees will feel a sense of belonging. Only then, will employees be able to learn, grow, and become engaged.

For those who don’t feel a “calling,” or altruism, or engagement on their own, how do we help instill a belief that they believe their work has #purpose and meaning?

Gaining the trust of your team can be daunting for any leader, especially when you are new to an organization.

The great thing is that when have any one of these three in our favor, we are happier, which leads to being more productive.

We are social beings, so no matter what product or service you offer, it is important that leaders communicate what they offer to the greater society.

I was thinking more about ways leaders can make employees’ work more enjoyable and recalled how some managers are reluctant to delegate.

When I compared apples to apples, Gallup engagement studies showed a 4% improvement between 2017 and 2019.

Leadership is hard. If you’re a new manager, you want to be accepted by your team. However, with leadership comes conflict, and you’ve signed on for the good, and the bad.

“Research has found roughly 87 percent of employees want to ‘be developed’ in their job, but only a third report actually receiving the feedback they need to engage and improve.”

Too often, some managers view humility in leadership as a sign of weakness. Oddly, I’ve found that employees have the exact opposite view.

Conversely, those who seemed worried about themselves created an environment filled with insecurity and CYA; a need for everyone to cover your a – -.

You have a choice: You can fix these spots faster by yourself, or, you can coach your children to get better at painting; you’ll also help them with some of the fixes so they don’t get discouraged.

I’ve been thinking more about #persuasion, specifically in terms of marketing; I’m curious about what other #smallbusinessowners and doing and looking for your feedback.

When you’re not listening, you limit points of view; you’re not taking advantage of the experience, backgrounds, and diversity your team members have to offer.

You could pay better salaries, but what’s most important is how you treat people; hire mercenaries or learn to inspire zealots for your cause.

Let’s face it, we prefer to spend our time with people who think like us. This is how we choose our friends, our clubs, etc; — why not our employers?

Others think in terms of career and suggest goals, long-range plans, experience, job requirements, education, skill set, salary, and other factors.

“the average person sees between 4,000 and 10,000 Ads in a single day,” but only “notices” less than a hundred.

Behavioral psychologist Susan Weinschenk states that up to 90% of our decision-making comes from our unconscious, or subconscious, mind.

They are motivated to prove that you can trust them, and you now have more time to address “bigger” issues.

There is a structural, brain-based reason for this: according to neuroscientist David Eagleman, we get a dopamine hit when we acquire new information.

Unfortunately, for most of us, there is a gap between what we know, and what we actually do. In my view, this is challenge both individuals and businesses experience.

“Our brains never lose the capacity for #change,…It’s easier when we’re young, … As we age, it takes more energy… but the neuroplasticity is still there.”

As they proceed through practice, they seem most intent on completing their agenda than making sure each task is performed properly.

I’ve found that when a coach focuses too much on winning, their humanness can take over to the detriment of their weaker players, and therefore, the team.