Steve VerBurg

The concept of employee engagement began in the 1990s and became more widespread in management practice in the 2000s. Research points to organizations with “high” employee engagement being able to outperform those with “low” employee engagement. This is because an “engaged employee” is more enthusiastic about their work and is more likely to give discretionary […]

In the blog “Building an Organizational Culture of Trust and Respect,” the importance of defining the purpose and values of an organization as the foundation of building a culture was discussed. Once that foundation has been laid, organizations need to make sure they build processes and an atmosphere to support employee input. Dale Carnegie said,

With the COVID-19 pandemic, political polarization, and civil disorder going on right now, the current business environment is Volatile, Uncertain, Complex, and Ambiguous (VUCA). This state of VUCA has created a pivotal point that organizations must face if they want to survive and thrive in the future. Organizational leaders must create boundaries and policies to

In prior blogs, we have discussed both the importance of succession planning as both an exit strategy in “3 Keys to an Effective CEO Succession Plan/Exit Strategy”, as well as a disaster preparedness strategy in “Disaster Preparedness People Plans”. Building a successful organization today combines succession planning with diversity planning. In two other previous blogs

Employee reintegration post Covid-19 will require an upgraded skillset for organizational leadership. Specifically, managers will have to learn to show emotional support for employees struggling to cope with the “new normal” created by the uncertainty of a global pandemic. What is emotional support? Emotional support is the ability to show genuine concern and empathy for