“Grow just means more work for me and more rewards for you.”
That’s an increasing lament from practitioners to principals across our industry.
What went wrong and, more importantly, how can we fix this?
There are many great reasons to grow as an organization.
“Literally nothing a CEO or CHRO does will authentically, structurally, and sustainably change the value of your organization more.”
This is a statement from the recently released book written by Jim Clifton, Chairman and CEO of Gallup, and Jim Harter, PhD, Chief Workplace Scientist for Gallup, based on their research and more than 30 years of data, to help workplaces thrive and produce something the whole world wants.
What they are referencing is “improving your ratio of great to lousy managers”. The key to this, however, rests solely with leaders.
To succeed today in any position of authority we need to both lead and manage.
Leadership is a role to establish a clear vision for a mission that inspires others to follow and then enable achievement through times of both conflict and harmony.
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In this episode, I talk with Peter C. Atherton, P.E. who is the author of “Reversing Burnout: How to Immediately Engage Top Talent and Grow! A Blueprint for Professionals and Business Owners”, and the creator of the I.M.P.A.C.T. process. We talk about the truth behind engineering partnership or ownership: the good, the bad, and the potentially ugly.
