Clear Views Blog

In most organizations, there exists an Executive Team, the C-suite executives who set the strategy and the direction of the company at a high level. These leaders are leading out in front and they have most of their debate and candor with their highly experienced board members. While these conversations take stock of the current business and execution of the plan, they are designed to be futuristic in nature and are highly influenced by the end game—to secure a new round of funding, to execute the IPO, to maintain or increase stock price with shareholders/the street.

Recently we posted a survey asking managers and leaders to answer the following question: “What are your organization’s biggest challenges in 2015 regarding talent?” Respondents were able to pick their top 3 concerns and without question they are:

Organizations know that teams are the lifeblood of how work gets done. And, it’s understood that highly effective teams where trust abounds produce greater results, higher morale and retain talent for the future. The field of positivity supplies vast amounts of research on the connection between trust, positivity and results and the impact they produce on engagement levels and culture. So what’s stopping organizations and their leaders from developing teams with higher levels of trust?

We were recently asked by an SVP of HR to help bring a feedback program inside a growing technology company. This HR executive was tired of having people leave because they didn't really know where they stood, or depart because they simply never heard anything positive about their performance. She knew feedback could be a tool that motivated and developed others. She was focused on 3 key things: