Today’s climate in organizations can be dominated by the fear of safety and security. My partners and I have been speaking to CEOs and other senior executives across The United States over the last several months asking questions to determine what new best practices they have discovered that helped them conduct their operations that not only keep their employees safe and feeling secure, but also empower their leadership as CEOs and owners. ​

I was recently working with a Senior Leadership Team of a technology-based company that was challenged by staff members working remotely. Many staff members had been complaining directly to Senior Management about conflicts and frustrations they were having within their teams and between each other outside of their teams about:

• Unclear goals.
• Conflicting objectives. 
• Missed due dates.
• Complaining customers.

This blog is for you if you are a leader who spends time following up with your people asking them for assignments they were supposed to have given you days or sometimes weeks ago. If you wonder, “Why am I spending my time when they knew the date and didn’t come to me before the deadline passed to tell me it would be late?” And furthermore, “Why do I feel like I’m walking on eggshells around them when they should be apologizing to me?”

I was raised to be a nice guy. When I was lucky enough to lead a large organization early in my career I learned the hard way that I needed to toughen up, for the people I hired did not always get their assignments completed when they said they would. As the title of this blog says, I did get results, but it was at a cost. The morale in my global organization looked like a roller coaster. I learned the hard way over my 15 years, lessons this research revealed.