Building a sense of belonging and community within an organization is needed more than ever when employees have shifted to sitting in their living rooms rather than bonding over a cup of coffee.

The basic principle of decentralized leadership is simple: If you have an idea how a company can improve its products and services, you can set out to define the project and argue why you can do it and why the team should have confidence that the project will be implemented.

Low engagement among employees can have far reaching results for companies too, resulting in high turnover, low team morale, and a loss of company profits.

It is clear today that companies that fail to innovate will struggle to keep their market share. So what can companies do to encourage workers’ creativity?

Many companies pride themselves on their efficiency, having implemented processes and systems that allow employees to maximize their tasks in the shortest amount of time possible.

However, an effective company or employee is something entirely different.

The consequences for companies of understanding the motivational drivers of their employees are huge. Thus, not only should managers recognize that people’s motivational drivers differ, but also evaluate if their workplace fits to the employees’ working style.

Behind every great company is a great leader. We look to our leaders to inspire, motivate, and guide us to achieve greatness. Many of us can still think back on one or two great leaders in our professional lives that drove us to success.

Yet, many of us can also remember a handful of mediocre leaders, leaders who cared more about managing tasks and sticking with the status quo than inspiring change.

Whether you’re a burgeoning startup or a fortune 500 company, it is inarguable that continued, sustained learning is a key driver for success. When a company’s staff is engaged, curious, and in a constant process of self reflection, collaboration, and growth, this can only benefit the company as a whole.

However, this means that the company must set up a culture wherein learning is encouraged and promoted, and where employees feel not only safe to communicate their opinions, but driven to challenge themselves and bring new ideas to the table. They must become a learning organization

As we gain experience collaborating with others, most of us naturally start noticing parallels between the different teams we’ve been part of.

Maybe it’s the realization that giving feedback is important, or maybe it’s that a certain communication style cools the air during a conflict.

Giving and receiving feedback is how we can understand how others see us and let others know how we see them. There are many reasons why feedback should be a substantial part of both your personal and professional life.

Even if you feel like feedback hasn’t played a big role in your development, think about the last time you had an argument with your partner about something they or you did wrong.

That’s feedback. Some organizations have regular development talks scheduled when managers evaluate employee performance. This also is feedback. Feedback is everywhere around you. The better you understand it and the more tools and tactics you have to deliver it, the greater your opportunity to utilize it for growth.

Most companies fail within the first 5 years of business. It seems that even with a highly skilled team, a promising offer and vast financial resources, it’s difficult to create a long-lasting company. Why?

Because defining clear goals is difficult.

Both employees and managers are constantly going through change as the company develops and are hence facing the complicated task of aligning towards common goals. But those goals are ever changing in today’s competitive, fast-moving landscape. So how do you grow a company, successfully navigating it through change?

We are bombarded with news that to succeed in the workforce, we will need to acquire new skills. Our professions will evolve, and many will go the ways of typists, telephone operators, and travel agents. Learning will be a lifelong process.

Products are also changing quicker than ever before. Product life cycles are shorter than we could have imagined even a few years ago, and new technologies such as Artificial Intelligence will affect our lives in ways we can’t yet fathom.

This 3-part learning path will help leaders quickly improve their crisis management abilities.

Since the COVID-19 outbreak, most of us have had to adapt to new remote work settings. Although remote work is nothing new, it is quite a struggle for companies that have not established processes to support it.

At Innential we have been big advocates of remote work since the very beginning and we thought to share a few productivity tools that we use daily in our team that can hopefully also help you.

Change is here. Product versions are released faster than ever, new start-ups pop up every minute, and on top of that, we are bombarded with frightening news about AI taking over human jobs. Managers must adapt quickly by developing internal talent and capabilities.

It’s not easy, as operational day-to-day work consumes a lot of time and energy, and little is left for self- or organizational development. Although we all have limited time, successful people like Barack Obama, Bill Gates, Warren Buffett, Oprah Winfrey, and Elon Musk make time to read regularly and learn new skills. You and your team should too.

If set properly, OKRs are more suitable to unite a company than other forms of goal setting. This is due to their focus on both qualitative and quantitative goals and a tight measurement approach. The inspiring Objective can boost engagement and deliver a sense of purpose, while KRs serve analytics and accountability. This makes OKRs a powerful communication framework.

They, however, only work as an effective alignment tool if they are being understood by everyone - departments, teams, individuals. If they are understood, they serve as a great tool to support groups to solve challenges and achieve results.