There couldn't be a better week to talk about gratitude. So in the spirit of Thanksgiving, here are some ideas to show gratitude toward your people.

The challenge in many organizations is not just that there are too many meetings, but that there are too many poorly run meetings. As a result people waste time and energy instead of getting "real work" done. Here is a checklist I use in my strategic team building and team development programs as I observe and provide real time coaching. Check it out and see how your team is doing. Structure

When a team member is either overwhelmed with their work or underwhelmed, it can lead to a low level of engagement. In other words, responsibility level has to be in line with competency and potential.

Here are a few other thoughts to "gauge" the level of engagement with your team members.

The Work of Leaders Made Simple: Vision, Alignment, and Execution.

Everything DiSC® Work of Leaders™ is classroom training that uses online pre-work, engaging facilitation with contemporary video, and online follow-up to create a personalized learning experience. Based on best practices, Work of Leaders connects to real-world demands, generating powerful conversations that provide a clear path for action.

According to the November 2011 issue of Inc. Magazine...

• 64% - Portion of customers who have walked out of a store because of poor customer service in the past 12 months

• 70% - Share of customers who say they are willing to spend more at companies that provide superior customer service

• 9 = Average number of people a customer will tell about a good customer service experience

• 16 = Average number of people a customer will tell about a bad experience

I recently heard a client say, ” I have never seen an employee stick around after having been through a performance improvement process.”

The challenge in many organizations is that they view discipline the wrong way. The process is filled with warnings, threats, and ultimatums, and as a result good people leave bad managers.

On the other hand, when discipline is done correctly, it can be a process that helps an employee and team be successful.

In Part 1 of this blog series, I wrote about the underlying assumptions that makeup the positive discipline process. Part 2 was focused on overcoming some of the common and costly mistakes leaders make that derail behavioral change. Part 3 was about the scaling levels of the Discipline Continuum. Today's post is focused on having the actual discipline conversation.

In Part 1 of this blog series, I wrote about the underlying assumptions that makeup the positive discipline process. Part 2 was focused on overcoming some of the common and costly mistakes leaders make that derail behavioral change.

Today's post is focused on what I call the Discipline Continuum.

In part 1 of this series, I presented some assumptions about how the positive discipline process should work. With this new set of assumptions, you'll replace your out-dated, old-school policies of "threats," "warnings," and "ultimatims" that create compliance instead of commitment.

I recently heard a client say, " I have never seen an employee stick around after having been through a performance improvement process."

The challenge in many organizations is that they view discipline the wrong way. The process is filled with warnings, threats, and ultimatums, and as a result good people leave bad managers.

On the other hand, when discipline is done correctly, it can be a process that helps an employee and team be successful.

It's really about building commitment instead of compliance.