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August 4, 2017

Weekly Round-Up: Why Millennials Quit, Things Smart Leaders Do, Great Change Leaders, Employees Who Disengage, & Leaders Who Freak Out


Welcome to my weekly round-up of recent top leadership and communication blog posts. As many of you know, each week I read and tweet several great articles and on Fridays, I pull some of my favorites together here on my blog.

This week you’ll read articles on the primary reason millennials quit and what organizations should do about it, 4 rare and brilliant things smart leaders do to get respect, 5 roles of great change leaders, when employees think the boss is unfair, they’re more likely to disengage and leave, and 3 reasons we don’t trust leaders who freak out. These articles will provide you with tips, strategies and thought-starters from many of the smart folks in my network. So whether you’re a new leader or an industry veteran there’ll be something here for you.

  • 5 Roles of Great Change Leaders
    By Skip Prichard (@SkipPrichard), Skip Prichard

    “One of the most important skills of a leader is managing and accelerating change. What makes change stick or fail is a fascinating topic, one that most new leaders struggle to understand. Mastering the art of change is a challenge and yet one that is well worth the investment. Because all great leaders are change agents…”
  • When Employees Think the Boss Is Unfair, They’re More Likely to Disengage and Leave
    By Sylvia Ann Hewlett, Ripa Rashid, and Laura Sherbin (@HarvardBiz), Harvard Business Review

    “It’s impossible to know when managers act on unconscious biases. But it is possible to ascertain when an individual perceives bias against them. In gathering research for our report Disrupt Bias, Drive Value, we decided to take a different approach to studying bias. Rather than looking at managers’ actions, we focused our attention on the employees — particularly, their experiences...”
  • 3 Reasons We Don't Trust Leaders Who Freak Out
    By Meghan M. Biro (@MeghanMBiro via @Forbes), Forbes

    “Ever since we learned about emotional intelligence (EQ), we much prefer leaders who have it. The ideal leader has enough brain space and emotional groundedness to push forward with business goals and stay intensely focused on organizational function. They treat colleagues and employees with the skill and finesse of an experienced therapist, and are authentic, but...”

What were some of the top leadership articles you read this week?

—David Grossman

Written for leaders who wish to bring more of who they truly are to the workplace, this engaging and personal eBook walks through the process of getting there, regardless of where you might be on your personal journey:


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