7 Strategies to Optimize Your Time Off and Come Back Refreshed
The days are getting shorter again, but it’s not too late to take a few days off before the end of summer. August is often the perfect month to take some time away from work.
You should consider getting away for a bit because you probably need it. Vacations are vital for rejuvenation, especially for high-achievers.
And yet people constantly tell me they don’t know how to get time away or what to do with themselves when they get time off. So I’ve put together 7 strategies for how leaders can best plan and enjoy vacations.
It’s More than a Hiring Gimmick—It’s a Tool for Fine Tuning Team Culture
There’s no greater predictor of long-term organizational success than healthy team culture. Yes, customers matter. So do products and services. But an unhealthy team won’t create the best products or serve their customers very well. But how can leaders build healthy team culture?
The most common way is to start with a list of core values. But that’s not enough. We’ve all spent time in organizations whose core values hung on the wall, and the frame was worth more than the list.
3 Vital Truths to Remember as You Work to Make a Difference in the World
Here is one big downside to being a leader: You are going to draw fire. You will have critics, trolls, second-guessers, and people who insist on thinking the worst of you.
You may be falsely accused of wrong motives and much worse. It’s not any fun, but it goes with the territory. And your job in the midst of all this criticism is to keep your head clear and not respond in anger.
4 Lessons to Help Strong Women Thrive in the Marketplace
Here’s an idea for women who bump up against the glass ceiling at work: Create your own business where you own the ceiling. And the good news about that DIY approach to business is that it’s easier than ever before.
Christy Wright is an entrepreneur and business coach whose mission is to help create a “movement of women making money doing what they love.” It’s a needed message.
Customer service is a double-edged sword. Get it right and you can make loyal, lifelong customers who sell your products for you. Get it wrong and you can find your business in real trouble.
The Wrong Way to Do It
My friend Frank gave me an example of the exact wrong way to do customer service. He saw a t-shirt he wanted for his brother at JCPenney for $6. That branch didn’t have the right size but a sales clerk said the right size could be shipped to the store if he paid for it in advance.
Frank had to travel unexpectedly. The store left a message on his answering machine saying that it was in and he had only a few days to pick it up. He accidentally deleted the message and didn’t know if the store still had the shirt available. He called the local store to find out, and there the troubles began.
6 Ways to Pluck the Goose Without Ruffling Feathers
When I first joined Thomas Nelson, communications with most of our staff were not where they needed to be. There was a joke at the time that was all too accurate. If you worked at our publishing house and wanted to know what was coming next, you’d just have to find out about it in The Tennessean.
Our CEO did not get along with the reporter for the state’s biggest newspaper who was breaking all those stories before he broke the news to his own employees.
When I took over the company, I took a different approach. I invited that reporter out to lunch and established a working relationship with him. It was a good step, yet that was only one small part of what changed.
3 Things Eisenhower Got Right About Storming the Beaches
D-Day is known as a great victory for the allied forces, the beginning of the end for the Nazis as over 150,000 troops pushed into Europe in the first wave of an invasion by sea. But it easily could have gone the other way. We can learn a great deal from the difference.
A draft letter by Supreme Allied Commander Gen. Dwight Eisenhower shows us what kind of leadership it took to invade at Normandy on June 6, 1944. He didn’t take victory for granted and was fully prepared to take the blame if his plan failed.
It’s one of the toughest questions in business: Who should you be working with? Several years ago, when I was CEO of Thomas Nelson, I had one of those moments of clarity that has broad application for organizations.
The “aha!” moment came when I was thinking about our professional relationships with authors and agents. Some relationships were highly profitable and enjoyable. Others were also quite profitable but a constant drain on our staff and resources.
Still others were enjoyable but not very rewarding financially. And of course there were the worst kind of relationships from our perspective: unprofitable and annoying.
Most Americans think of George Washington as a great leader and the father of our country, but I bet few of us think of overdue library books.
When Washington was president, he borrowed two books from a New York library and forgot to return them. According to a humorous but true story the fines for books that late might come to $300,000 today. His estate at Mt. Vernon paid a whopping $12,000 to replace just one of the missing volumes.