The Spoon

Most likely, you are currently or will be managing Millenials.  Who are Millenials? What are their values? How do you manage them?

We tend to view trust as the foundation of all relationships, so it has an obvious importance when you're working in a team environment. But how do we actually build that trust in our teams? Let’s start with some basics: authentic communication.

Communication that isn’t authentic destroys trust. Authentic communication, the cornerstone of all trusting relationships, requires far more than speaking the truth. It’s like the old saying: “It’s not what you say, it’s the way that you say it.” The words you use, the tone of voice, the context in which the ‘message’ is given, even your facial expressions and body language, can all be used to create a false impression in another person’s mind.

The only truly trustworthy person is the one who communicates by being exactly who he or she is – and when they do this, you know it. There’s never a question about who they are and what they’re intending. Authentic communication goes far beyond the façade to include full disclosure of what that person believes, what he or she wants, and how well your own needs and concerns are being understood.

When communication is authentic, you know where you stand. Empathy is high because the authentic communicator takes the time and trouble to listen and respond fully. Authenticity is high, because those responses are open and complete — there’s no avoiding the issue, no vague words and misleading phrases. There are certainly no facial expressions, tone of voice and body language conveying a different message than what’s being said.

Do employees quit because of a bad relationship with their boss, or because they don't like a company? Do they quit because they can make more money elsewhere, or do they stay because they simply like what they do?

Survey results published in the May edition of the Journal of Corporate Recruiting Leadership give us some answers:

Do agree with these survey results? Why or why not? In previous career experiences, what were your reasons for leaving an organization? What factors have influenced you to stay in an organization?

Use the comment link below to share your thoughts.

In interviews, Olympic athletes are always asked about their competitors and past accomplishments (or dissapointments). Listen carefully and you'll hear the athlete’s answer focuses not on what needs to be done to out-perform their competition - but what needs to be done to rise to the occasion and surpass their own past personal best.

One of the greatest examples I've heard coming from the Beijing Olympics is from the NBA's Jason Kidd. As he was packing his suitcase for a month on the road with Team USA, he had a decision to make: should he bring along the Olympic gold medal he won eight years ago in Sydney? It's the only gold medal that any of the 12 American players can brag about owning. Kidd pondered whether having that medal dangling in front of them would inspire Team USA to work hard for the gold, or breed jealousy and envy. In the end, he decided to leave the gold medal inside a safe deposit box at a bank in Houston and to start concentrating solely on what lies ahead: The challenge of coming home from Beijing with another gold.

"I didn't want to jinx myself by bringing it and looking at it. I want to play for this: Beijing. I want to play for this gold medal," Kidd told ESPN.com.

This is a phenomenal reminder that as leaders, we must always strive to be better than we were the preceding day, week, month, or year. We must look to the opportunities ahead and focus on what we can do now to do our own personal best.