Team unity is a fragile achievement; unity has many enemies. If you’re a part of a dysfunctional team or the leader of it, recognizing these common challenges is the first step toward solving problems together. The next step is taking action to avoid committing the same mistakes again.
When David and Suzanne embarked on a summer sailing trip, things didn’t go the way they expected. Caught in a lingering fog nearly all day, they learned what it means to become leaders during dangerous times of confusion.
Professionals constantly aspire to imitate different leaders at both global and local levels, but hardly ever utilize the same creative inspiration to uplift their teams. By establishing mentoring relationships with companies in your industry, you can learn both explicit and implicit ways to make your organization better.
When you interview for a new position, it’s as much your chance to get a feel for the company and culture as it is for the company to get to know you. Make the most of this process by asking questions consistently and carefully observing small hints of what it may be like to work there.
Love them or dread them, meetings are a ubiquitous part of the modern business world. Learning to harness these moments as forces for positive change begin with knowing how to value both the leaders and participants of every meeting.
It all starts with a question: “What can I be doing better?” Though nerve-wracking in the moment, inviting others to speak into your life can help you earn trust with others and valuable insight toward growth. This fictional conversation demonstrates how one leader’s vulnerability creates a learning opportunity for everyone involved.
When you’re committed to helping others grow, chances are you’ll challenge them to step outside their comfort zones at some time or another. In this fictional story, we explore how to help a growing employee see the value of one such challenge as he struggles to learn from a particularly overwhelming experience.
Since moving to our current office, we’ve grown in more ways than just adding new team members. We’ve established pillars of our culture in book studies, weekly meetings, and regular service opportunities that have helped us scale our capacity to keep growing into the future.
The first office Lemler Group inhabited as a growing auditing firm fit the accountant stereotype to a T. Its walls were bare, its layout functional, and its decoration cost-effective. We grew a lot in this space, learning how to build a business and set the stage for future growth that would eventually lead us to a more inspirational office.
In 2008, David Lemler set out as an independent auditor with a simple mission in mind: to treat clients the way they deserved to be treated. As his business and vision has grown, so too have the people who came alongside him, facing professional and personal challenges along the way.