ClickCease
Matt Rusten
Why Joy is Vital for Your Leadership and Company

Is joy an underrated asset in your leadership? In our latest article, Matt Rusten explores why joy, much like humor, plays a vital role in building a thriving company culture. From increasing team engagement to fostering resilience, joy can transform workplace dynamics and inspire purpose-driven work. Discover three key ways to cultivate joy in your organization and why it’s essential for leaders who seek both results and fulfillment.

Why Joy is Vital for Your Leadership and Company
Business, Faith, Faith at Work
Convene
Do Not Worry

‘Do not worry.’ We’ve read Matthew 6:25-34 in the Sermon on the Mount, but what does that look like on a day-to-day, minute-by-minute basis? God knows our every worry, fear, and concern – and He can handle it. Many thanks to Darrell Passwater, Convene Forum Team leader, for his encouragement to think about how our lives might be different by truly living out this scriptural principle.

Do Not Worry
Greg Leith
Who Will Lead Your Firm the Day After the ...

Got a quick minute to chat? I’ve been wanting to share something with you as you lead in the midst of the election cycle in the USA or when your political election takes place in your country. When the dust settles on the election and the new country leader is declared, one thing will still be as true as it is right now. You’ll still be the one leading your firm the day after the election. Your team members will still come to work the day after the winner is declared. They’ll still be looking to you for leadership, for a paycheck, for a sense of community at their workplace.

What do they want most that only you can deliver? It’s meaning. That meaning they’re looking for begins with you and your leadership. To be sure, what Washington DC does actually can impact your business significantly, however, the president of the United States or the leader of any country does not lead your firm. You do. It’s an enterprise entrusted to you to lead as a steward. It’s a place where people look to you for answers, where people want to be part of a team that cares about them and where people want to be valued, appreciated, and loved. The next president of the country will not show up this week at your office to encourage your team, fix a broken piece of equipment, hire the next team member, sell a big account, or cast a bold vision about how your team will reach your goals and impact the culture.

Who Will Lead Your Firm the Day After the Election?
Chip Neidigh
A Safe Place To Fall
A Safe Place To Fall
Dave Ulrich
3 Principles of Hope That Enable Transitions

As we find ourselves mid-October and a blink away from a new calendar year, it is an opportunity to prepare for how we view transitions. Transitions allow for reflection and renewal, for letting go and beginning anew, and for learning from the past and creating the future. Instead of laying out trends for the next year, I would like to comment on a fundamental enabler of any transition: hope. Leaders who want to improve, CEO’s who work toward excellence, HR professionals who aspire to deliver more value, and employees who seek well-being all achieve their transitions by realizing hope.

Hope integrates many of the positive traits that shape transitions for others and matter to me personally: learning, patience, service, faith, humility, optimism, gratitude, and so forth. I send hundreds of formal and informal e-mails every month to invite people to programs, to thank people for attending programs, to check in on those I mentor, and to stay connected to those I care about. I begin almost every one of these notes with “Hope you are well.” Hope is one of my personal desires, tag lines, and biases and an enabler of any transition.

If I could implant one trait in my family, friends, and colleagues who are undergoing continual transition, it would be hope. 

3 Principles of Hope That Enable Transitions

inclusion

WHO MATTERS MOST?

Who are the most important people you serve – the owner, the boss, the customer, the employees? Which one is your primary focus? When I joined Popeyes in 2007, my first day was the international franchising conference in Orlando, Florida. As you would expect, on my first day I was brimming with excitement and anticipation about this challenging new leadership opportunity. This would be my first chance to meet the Popeyes franchise owners – the people who own virtually all of our restaurants – the entrepreneurs who have made Popeyes their livelihood. Certainly, they would be excited to meet me too?

It didn’t take long to understand that the franchise owners were not excited to meet me. They had met seven CEOs in the prior four years. I was just “CEO Number 8.” They were in year eight of a downturn in the sales and profits of their restaurants. They were tired of the situation – and if they had chosen a slogan, it might have been “Not Going to Take It Anymore.”

In fact, one veteran franchisee put it this way. “You see Cheryl. We are abused children. And you are just another foster parent. Don’t expect us to trust you anytime soon.”

Long pause on my end. In fact, these words still give me pause.

How many people in the workplace feel like abused children? How many of them think their leader is just another foster parent; “don’t expect us to trust you anytime soon.”

I’m afraid the number is much higher than we want to think.

As you think about your leadership, who are the people counting on you to serve them well? What would serving them well look like? How would they know that? How would they measure that?

“It begins with the natural feeling that one wants to serve, to serve first.”

Robert K. Greenleaf, The Servant As Leader

At Popeyes, we chose our franchisees as our #1 priority and determined we must serve them well. Here is what our franchisees tell us matters to them:

  1. They want to be listened to, demonstrating that we truly value their experience and point of view.

  2. They want us to be honest with them, especially when we make mistakes.

  3. They want to be part of the decision-making process, not the recipient of our decisions.

  4. They want us to be accountable, to actually do the things we say we are going to do.

  5. They want our ideas to deliver positive results to their business.

Is that too much to ask of the leader? Listening. Honesty. Inclusion. Accountability. Results.

Isn’t that what you would like from your leader?

You have an opportunity to serve the people you lead well.

Who matters most in your organization? Will you serve them well?