We asked more than 1,300 employees to describe their leader’s style under stress and the impact of that behavior. According to respondents, one in three leaders are seen by their direct reports as someone who fails to engage in dialogue when the stakes get high.
But accountability is more than just a trend. Our research shows it’s a leading indicator of high performance. On top-performing teams, peers immediately and respectfully confront one another when problems arise. Not only does this drive greater innovation, trust and productivity, but it also frees leaders from the role of playing peacekeeper.
In a recent survey, we asked 1,335 employees to disclose their boss’ significant weakness—one that everyone knows and discusses covertly to each other, but not directly with their manager. Asking the question was like opening the flood gates on managers behaving badly. Eight out of 10 participants responded with a colorful “open secret” about their …
A survey conducted by the consultancy VitalSmarts and released this week by Forbes magazine points out the worst mistakes anyone can make in their career. The study found that 83% of respondents have already seen someone making mistakes that had catastrophic impacts that cost their business or even profession. 69% of respondents assumed that they themselves made …
What do most of us do in such situations? Another research carried out by VitalSmarts shows that there is not much. Only one in ten people draw attention to the interlocutor, while the majority are silent, ignoring the annoying behavior (37%), looking eloquently or showing dissatisfaction in a non-verbal way (26%) or simply leaving (14%).
Most workers (80%) said they shared an open secret — an issue readily discussed with peers in the office but not directly with the boss — about their manager, in a study of 1,335 employees by VitalSmarts, a leadership training company.
A new study of more than 1,300 people from VitalSmarts, a leadership training company, shows that three in five people are already feeling frantic, having agreed to accomplish more than they can actually get done in the time available to them.
A new study by leadership training company VitalSmarts showed what we already knew: discussions on performance at work can be a one-way street.
More than three-quarters of employees said their managers have “glaring flaws,” but few managers realize their shortcomings, a new survey from VitalSmarts revealed.
Our latest research reveals that many people overcommit themselves. Sixty percent of respondents said their to-do lists contain more than they can complete in the given timelines.
