Are Your Employees Engaged?
Jathan Janove spent 25 years litigating workplace relationships that had turned toxic. He then switched from “firefighting” to “fire prevention,” and now as a coach and trainer, works with employers to improve employee performance, accountability and engagement.
Jathan is Director of Employee Engagement Solutions of Ogletree Deakins, one of the nation’s three largest labor and employment law firms. He is an internationally published author who has written Managing to Stay Out of Court: How to Avoid the 8 Deadly Sins of Mismanagement, (co-published by SHRM), which the late Dr. Stephen R. Covey described as “Marvelous! Every manager will benefit immensely,” and which Richard Drezen of the Washington Post described as “an extraordinarily useful book for managers and workers.” Jathan is also author of The Star Profile: A Management Tool to Unleash Employee Potential, a Gold Medal winner at Book Expo America 2009.
Jathan tweets @jathanjanove and writes a blog on employee engagement, which can be found on his firm’s website: http://blog.ogletreedeakins.com/category/employee-engagement.
He is also Editor of the SHRM-Ogletree Deakins book series on HR and employment law.
If you’d like to receive Jathan’s weekly e-letter (stories, best practices tips & selected video clips), please sign up here: http://eepurl.com/LvQ7X.
When verbally attacked, how do you respond? Fight? – You return fire.Flight? – You retreat or grow quiet. You may answer, “It depends.” If it’s your boss, an important client or customer, or someone in a position of authority or importance, you might say “flight.” If it’s someone else, you might say, “fight.” There’s a better option than either fight or flight. It involves applying a verbal form of the Japanese martial art Aikido.
Tom Robertson, Ph.D. specializes in organization development and has worked on major projects throughout the world. The former Director of Engineering and Chief Scientist at Lockheed Martin, Tom now works with companies through his consulting firm Thinking Teams. Recently, I interviewed Tom on the topic of project leadership and alignment.
For six years, Sue Meisinger served as president & CEO of the Society for Human Resource Management (“SHRM”), the world’s largest HR organization. She now consults on human resource management and writes a column on HR leadership for Human Resource Executive Online. In my interview of her, Meisinger weighs in on HR’s complaint of not getting a “seat at the table.”
In his book, Good to Great, Jim Collins shares research showing that the most effective leaders combine humility with strong personal will. I’ve been fortunate to know such a leader, Homer L. Deakins, Jr. When Deakins became Managing Partner (equivalent to CEO), Ogletree Deakins was a relatively small southeast law firm. Under his leadership, the firm created an entrepreneurial culture and expanded throughout the country. It has now grown to over 750 attorneys in 46 cities across North America and Europe. In our interview, Deakins discusses the importance of humility in effective leadership. Here are his principal observations.