It seems simple right?  Just Value your employees. Ensure they feel Inspired to work hard and contribute. Support their needs and take the time to Hear their concerns. Why then is it so hard to actually bring this to life in an organization? Why do so many employees report not feeling this way and link it to a KEY REASON why they quit?
During the development of my book Knowing Who You Lead- a business guide for leaders and teams I surveyed employees to learn more about what makes a great leader, why they leave organizations, and what they wish their leaders knew about them. It fundamentally came down to V.I.S.H. 

What do you do when you meet someone and you don't know how to pronounce their name?

1. Avoid them
2. Typically mispronounce it and laugh embarrassingly
3. Ask if they have a simpler version
4. Admit to your struggle, try,  and politely ask for pronunciation tips so that you can improve

I face this question about 70-80 times a day. I have the pleasure of being a College Professor to many international students. For many, my classroom is their FIRST exposure to Canada, our culture, and our "definitions" of inclusion, diversity, and equity. 
I will admit it. I wasn't the best at knowing what to do in the beginning. I have learned that language is DEFINITELY not one of my strong points. It doesn't see to come naturally to me. I can't, in looking at the name on my screen, seem to know how to even start breaking it down into parts. I have failed publicly in my efforts MANY times.(I have 100's of students that can attest to it and have witnessed my miserable efforts).

So often when I ask leaders about the most challenging part of their role.... the answer is managing employee performance. Many say they find it easier to manage people who are excited to come to work, always give a 150%, thrive to learn more, and are loyal to the company. The challenge often comes with employees who seemingly "don't want to work" , "seem to struggle", "don't get along with others", and are always causing "issues". In these cases, leaders and supervisors have to choose a more direct-coaching style of leadership, while remaining supportive and encouraging growth. The process can be exhausting and frustrating. However, there are some strategies you can implement to ensure you are holding people accountable AND encouraging change.

Do you know WHO your next leaders should be? Are you looking around and thinking "No one here has the skills and abilities to take over?"
This is the situation facing MANY Canadian businesses and organizations. Current managers, owners, and leaders are tired and wanting to prepare for retirement BUT they don't feel there is anyone ready to replace them. Here are six steps you can take to start effectively succession planning NOW!

As a business owner do you find yourself ready to pull your hair out? Frustrated with new employees you hire who seem to be lazy, uninspired, and less dedicated? Are you sick of people booking off sick for seemingly ridiculous reasons like... "my dog just had surgery" or leaving their jobs after only a year? 
Let's examine just what is happening with our new workforce:

As a Job Interview Coach I am often asked "How do I apply for a job I have never done?" "How do I convince an employer that I have what it takes to be effective in this new position?"  As a leadership coach I get the same question from supervisors and managers "Why should we hire them? They haven't even done the job.  How can we determine if they are a good  fit?"
Let me answer these questions by sharing  with you what I have learned from becoming a farmer.