#HR #RRHH Making love and making personal #branding #leadership

Many of the most successful people had to fight tooth and nail for opportunities to learn new skills and advance up the corporate ladder. That’s often because what they wanted to learn and achieve wasn’t in sync with what their bosses wanted for them. You’re not a data scientist. You’re not cut out for engineering. Sales isn’t what you do. Lines like this are still used all too frequently when employees tell their managers that they want to move in a new direction.

 

But this is only half the story. Managers are under tremendous pressure to generate results. You have annual quotas, quarterly goals, and increasing competition. Who has time to let employees go learn skills that may not be relevant for years, or may not serve your unit at all?

 

I hear these challenges all the time as I work with managers at all levels, particularly in large corporations. I’ve also faced them myself with the companies I founded and scaled. It’s a tough balancing act. But I’ve learned key lessons to help managers turn lofty goals — such as making learning and development a central pillar of the workday — into real actions that mitigate damage to, and even help strengthen, the bottom line. Here’s how.

Via The Learning Factor

A healthy organisational culture where the leadership genuinely care about and promote employee wellbeing fosters workers who are helpful, responsive and co-operative.

It can heighten employee engagement and unite the workforce to achieve the organisation’s vision and goals.

Conversely, a toxic organisational culture where there is limited leading by example and a fragmented approach to employee wellbeing leads to higher absenteeism, presenteeism and employee turnover.