Be grateful and say thank you

Be grateful for what you have as your life (both personal and professional) could be a lot worse. Also, make sure you sincerely recognize and appreciate others who help you and contribute to the overall organizational performance and success. Everyone is of equal importance and everyone contributes in their way to the overall state you are in today. Respect others, …

When possible, promote from within

When possible, promote from within as this keeps employees motivated and it shows there’s room for growth and opportunities. Organizations should also focus on mentoring employees by helping them discover their strengths. Additionally, promoting from within will greatly aid in creation of the culture of collaboration, effort, commitment and the overall success. Having said that it is important to note …

Leadership styles

Most of us are familiar with or have at least heard of the 6 overarching leadership styles: Authoritarian Paternalistic Leadership Democratic Laissez-faire Transactional Transformational And while each of them have their followers I have to say that none of them is “head and shoulders” above the rest and here’s why. Leadership styles or approaches, even strategy depend on the environment …

Never stop learning

Learning is essential and as such should never stop. Do what you can to broaden your horizons each and every day; learn something new and don’t forget to contribute to your respective areas and professions as well. Educate yourself formally and informally, get involved (attend conferences, seminars; read books, journals, websites…) and expand your experiences. Do all of this with …

Be considerate and kind to others

Be considerate and kind to others. Treat them with respect, kindness and dignity. If you take away titles, positions, corner offices, organizational charts…in the end, we are all people and should treat each other that way. Now, don’t confuse the previous statement with becoming a “doormat” for someone as there will always be a few people (a minority however) who …