Leaders understand the stakes—at least in principle. In its 2016 global CEO survey, PwC reported that 55% of CEOs think that a lack of trust is a threat to their organization’s growth. But most have done little to increase trust, mainly because they aren’t sure where to start.
Sheryl Sandberg recently visited Airbnb to share lessons learned from her years at Facebook and Google. The question was posed to Sandberg: “What’s the number one thing you look for in someone who can scale with a company?”
“Someone who takes feedback well. Because people who can take feedback well are people who can learn and grow quickly.”
How well do you take feedback and do you apply it in a proactive way?
What if corporate restructuring were more than a slash and burn? What if it appealed to hope instead of fear? What if it not only promised, but actually delivered, a stronger company and a better place to work?
Companies hate losing their star workaholics, so Johnson & Johnson is triple-teaming them with a dietitian, a physiologist, and an executive coach; their answer to executive burnout. How does your organization address burnout?
How a person defines success is a subjective thing, but likely involves some combination of financial independence, loving relationships, a solid education, and a rewarding career. It’s all about having the discipline to do the same simple things every day.