- What is our biggest risk going into 2022? How do we mitigate it? What is
- What makes our culture unique and how do we protect that?
- Where do our best ideas come from and how can we generate more
- How do we know what our (team, organization, culture, business) need to
look like three years out?
- What are we doing daily to build other leaders?
- What can we do to drive decisions down closest to the point of impact?
- What are people thinking, but afraid to express?
- Which members of our team are underperforming and how can we help
them do better?
- How can we improve customer satisfaction?
- Which markets or other opportunities can add significant value to our
- What can we do to control costs more effectively?
- How do we know all our resources are properly aligned?
- What are the weakest points in our team, department, organization, and
how do we plan to deal with them?
- What are we doing to attract new talent?
- How many top-notch performers have left in the past year?
- How do we know our primary goals still make sense?
- How do we determine if there are ongoing turf wars between
- How can we be certain leadership is rowing in the same direction?
- What are some windows of opportunities about to close?
- What are we doing to make sure we have sufficient transparency and
what can we put into place to improve communication throughout the
- How do we know we have goal clarity?
- How do we make sure our processes and systems are optimally
By Jeff Wolf
Time to read: 1 minute
Brackets. Brackets. Brackets.
You can’t fight them, can you?
But with brackets come lower productivity. And with that comes hair loss for bosses. If you know what I mean.
March Madness is not going anywhere. And office pools will eventually push aside work schedules.
And let’s be honest, this is one of the most exciting spectator sports events of the year.
Millions will watch the country’s best college basketball teams fight for dominance and chance to become this year’s NCAA champion.
So, we might as well make the best of it.
If there is one thing I have learned from this game is that the morale of the team starts with the coach.
Same is true for business.
It starts at the top.
Nothing increases lack of engagement more than a dispassionate leader.
So the question is, as a leader, how much passion are you infusing into your teams?
Passion = improved workplace engagement = productivity.
And here’s the good news: passion is achievable. And it’s a do-it-yourself process.
So, let’s self initiate it.
Basketball players are not tasked with pleasing the coach. In the same way, it is your job as a leader to make it happen.
In a few days, I’ll talk to you about attitude.
Wolf Management Consultants
He may be reached at 858-638-8260 or email@example.com
By Jeff Wolf
Time to read: 1 minute
If people aren’t excited and energized about going to work, things must change. After all, you spend one-third of your time at work. Fun must be part of an organization’s strategy. Look at the list of companies that make fun part of their strategy and culture: Southwest Airlines, Starbucks, Disney, Nordstrom, Walmart, Trader Joe’s, and Land’s End. What else do these organizations have in common? They are all very profitable!
I can think of four specific benefits for businesses that encourage fun:
- Fun is a healer. When people are having fun, the brain releases chemicals called endorphins, which help heal the body. It reduces absenteeism and helps keep people healthy and happy each day.
- Fun breeds creativity and new ideas. As people enjoy their jobs and have fun, they become more creative and imaginative. They begin to think outside the box and don’t fear failure.
- Fun helps maintain workplace relations. America has the most diverse workforce in its history. People come to work every day with different cultural backgrounds. We also have a multigenerational workforce: people in their 20s to those in their 60s. And when they’re having fun at work, it breaks down barriers. They enjoy being with each other, can discuss their differences openly, and share new ideas.
- When you have fun at work, it makes training and teaching easier. In fact, fun is an excellent teaching tool. Whenever our company holds workshops or conducts training, we make sure to include strategically placed activities that focus on fun. The feedback we always receive is positive. Participants say they learned a lot and had fun doing it!
Having fun at work also impacts the bottom-line: Fun prompts energy levels to rise. Energy is contagious, and productivity soars. As the company enjoys increased productivity, there’s greater innovation. New ideas and concepts take flight, and the bottom line improves considerably.
The first time I flew Southwest Airlines I was amazed by every employees’ high energy and enthusiasm, without exception. All of them were having fun and enjoying their work, from the baggage handlers, reservations agents, and gate attendants, all the way up to and including the pilot. As I waited for my flight, I observed how the employees’ positive attitudes and infectious enthusiasm spread to the passengers. Everyone was smiling, upbeat and having a good time. No wonder Southwest is so profitable.
He may be reached at 858-638-8260 or firstname.lastname@example.org.
Time to Read: 2 minutes
A proper work and personal life balance continues to be a key issue for most leaders today. With the pressure placed on leaders to execute and perform, what steps can they take to extract the most joy from their work?
Leaders are working longer hours, making work-life balance a critical issue that won’t go away soon. Certainly, technology has a huge impact on our lives. Immediate access and availability through smartphones, instant messaging, and email, put great pressure on leaders to respond quickly to both large and inconsequential problems.
When I coach executives, I find that many are tethered to their devices. As a result, they often tend to experience a loss of focus, lack of energy, and decline in decision-making ability, leading to job burnout, high stress, divorce, and even alcohol or drug dependency.
One effective way to combat work-life balance issues is through time management. When you efficiently manage your time, you have a more balanced life, higher productivity, less stress, and greater job satisfaction. I usually recommend several key steps:
- Learn to say no. As leaders, we are always asked to take on more responsibilities, deadlines, and commitments. It’s human nature to try to please everyone and expect more from ourselves, but we can easily accept more work than we’re realistically capable of completing. Saying no in a professional way prevents you from overloading your schedule and accepting more than you can handle.
- Determine when you’re at the peak of your day. People have peak and low periods during a workday. Find your peak, and tackle the most important issues during that time.
- Create a not-to-do list composed of activities that need to be completed, but needn’t be personally handled by you. Decide who you can empower to complete these tasks and delegate.
- Empower others. Surround yourself with great people and empower them with decision-making responsibilities.
- Establish a no-contact time. Close your office door for 15 to 30 minutes each day. Let everyone know that you’re not to be disturbed. Don’t answer the phone or emails or reply to messages; instead, choose to work on issues that require your most immediate attention.
- Maintain your energy and exercise regularly. Stay hydrated by drinking plenty of water and eat balanced meals. Go for five-minute walks two to three times a day.
- Implement periodic stand-up meetings. Much of what’s achieved in a one-hour meeting can be handled in 15-to-30 minute gatherings where everyone stands. This keeps people on track and focused on resolving key issues quickly.
Work-life balance involves more than time management. Leaders must recognize the need to slow down, enjoy life, and replenish their energy supply daily. Having a balanced life takes into account all your needs, including family, friends, work, play, private time, exercise, and spiritual time. It’s a matter of getting your priorities straight.
We often say we’re working long hours for our families, but if we ask our families they’ll say they would like to have us around more. Think about the impact you have on your family by working long hours. Then take a few minutes out of your busy day and try to figure out how to cut back and rearrange your priorities.
The key to achieving a balanced life is building it into your schedule like anything else and then making it a habit. Start by making an action plan: Look at your schedule two to three weeks in advance and block out time for things you enjoy doing and people you enjoy being with. It takes discipline to do this, and discipline is what leaders have.
Making a commitment to work-life balance makes leaders more productive and better prepared to handle the daily tasks, while providing the time to enjoy life.
He may be reached at 858-638-8260 or email@example.com
We are very excited about our redesigned website, which makes it easier for you to find solutions to your needs, and invite you to visit us at www.wolfmotivation.com.
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