Four Everyday Practices to Build Trust

by Judy Rathwell | Oct 15, 2024 | Communication, Habits, Influence, Respectful Workplace, Trust

Four everyday practices to build trust

As a leader (and as a person), your most valuable resource isn’t your money. It’s not your title. It’s not even your time. It’s trust.

Trust is the currency of relationships. It determines how much we’ll risk. Hard conversations, innovation, and healthy cultures are impossible without it. While earning trust pays dividends, it’s gradual work built on a foundation of a thousand little decisions.

Whether you’re leading a team, family, or other community, there are four simple practices you can leverage to boost your trustworthiness.

1. Align your words and your actions.

“I want to empower you,” “I trust you,” “I care about you,” and “I will fight for you” are among the most meaningful words you can say—if your actions say the same. When your actions don’t align with your words, you unintentionally practice a form of betrayal. You communicate that your words are empty.

Credibility is laid on the foundation of consistency.

Growth in this area will look different for each person. Maybe you’re prone to overpromising and need to simply bite your tongue. Maybe you need to commit to better recording and documenting action items you’ve agreed to. Maybe you need to allocate time or resources toward helping your team solve significant problems. Or maybe you need to take time to privately or publicly own a mistake.

Creating alignment between what you say and what you do is the essence of integrity. And integrity is essential for trust.

2. Focus on elevating others.

There’s a rule in improv that goes: “Make each other look good.” This saying captures a commitment to helping others succeed, joining in when they take risks, and actively providing support.

If only it were the motto everywhere else, too.

When you are committed to making those in your care look good, you communicate safety. Look for opportunities to highlight the contributions of those you lead. Speak highly of them privately and publicly. Draw attention to their success. Notice when an opportunity matches their skill sets, and invite them into projects or promotions they’re well-suited for.

These kinds of practices prove that you’re paying attention. They help your people feel seen. They are actions that say, “Your contributions matter, and I am committed to your good.”

3. Invite feedback on your leadership.

Honest communication is the lifeblood of relational health. It is essential for growth. But open communication is more risky in relationships of unequal power. To get the honest feedback you need, you’ll need to be intentional.

Try asking, “What can I do better as a leader?” or “What is one area you would like to see me grow?” If you’re a parent talking to your kids, you might try, “What is one way you wish I loved you differently?” or “What do you need from me that you’re not getting”

Your response within these conversations is critical. Ask open-ended questions and listen attentively. ?Paraphrase and verify your understanding of the feedback, saying something like, “What I’m hearing you say is ________. Is that right?” State a concrete thing you could do differently. Avoid explaining yourself, and if you have important additional information, be careful not to dismiss the concern in the process of providing it.

Above all, say thank you. Remember: speaking up requires courage. It is a risk. And it’s a service that helps you grow. Welcoming feedback sends the message, “I want to be better. I am open to changing my behavior to better meet your needs.”

4. Prioritize clarity and accountability.

As a leader, your job is to make sure your team members know what is expected of them.

The anger and frustration that mark the onset of conflict are frequently markers of an unmet expectation. Expectations are rarely inherently right or wrong. They can be negotiable. But they must be understood and agreed upon by both parties to be helpful. Unspoken expectations are bound to go unmet.

However, once expectations are clear, accountability is essential. What you tolerate, not what you say, reflects your true standards. Your failure to confront unacceptable behavior communicates indifference to others impacted by the situation. The twin values of clarity and accountability create confidence because they define success and facilitate collaboration.

The best part? Trust spreads. When you leverage these practices, you’re sowing seeds of culture. One in which words have weight. In which making space for others and celebrating excellence is commonplace. In which feedback is welcomed and healthy dialogue is normal. In which expectations do not go unspoken and harmful behaviors do not go unchallenged.

You’re creating a space in which others can flourish and grow. And that is leadership at its best.

Source: Hannah Williamson, Full Focus

“Your words and deeds must match if you expect employees to trust in your leadership”
– Kevin Kruse

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Is Your Leadership Style a Motivator or Morale Destroyer?

by Judy Rathwell | Sep 24, 2024 | Communication, Decision-making, Feelings, Influence, Leadership Development, Setting Expectations

Is your leadership style a motivator or morale destroyer

There is no right or wrong leadership style. Every leader has their own unique voice and their own individual approach to people and projects. However, it is important to realize that different styles may work best at different times, and to achieve different purposes.

While being genuine is an essential part of leadership, you must learn to adapt your leadership style as the business environment, team members and goals change around you. Any leader, even a highly collaborative one, uses a range of different styles at different times – even, perhaps, in the course of a single day.

The different leadership styles fall into five basic categories:

1. Authoritative Leadership

Authoritative, or autocratic, leadership works best when a team needs strong direction. This type of leadership identifies the challenges ahead and focuses the team on a common goal, yet allows individuals to decide how their efforts will get the desired end result. Authoritative leadership doesn’t work if the team members are more expert than the leader because you can’t be authoritative on a subject where you lack deep knowledge and experience.

In an era marked by rapid change and uncertainty, authoritative leadership can be particularly effective in driving swift, decisive action when navigating crises or pivoting business strategies. However, with the increasing value placed on collaboration and innovation, leaders must balance authoritative decisions with opportunities for team input, ensuring that employees remain engaged and motivated despite top-down directives.

2. Coaching Leadership

This style of leadership is most effective when employees are receptive to change and learn. The coach does just what the name implies: Helps employees grow and learn. This leadership style focuses on long-term personal development as well as job-related skills. Coaching is least effective when an employee is defiant or if the leader lacks proficiency in what they’re trying to teach.

Coaching leadership is best applied when performance or results need improvement. When using this style, your goals should be to help others to advance their skills, build bench strength and provide a lot of guidance. This can be especially helpful when faced with challenges around reskilling and upskilling, like when a team needs to adapt to new technological advancements.

3. Coercive Leadership

Coercive leadership is also called transactional leadership and is the most directive of the leadership styles. Think of it as the “do what I tell you right now” style. Coercive leadership should be used sparingly because it stifles creativity and enthusiasm. However, this style works well if the building is on fire, a teammate is out of control, or the organization requires an immediate overhaul.

Coercive leadership is best applied during a crisis or during a period of significant change. A manager might also employ this style when a business unit is not operating profitably due to wasteful practices. However, as organizations increasingly prioritize innovation and employee engagement, over-reliance on coercive tactics can hinder creativity and morale. Leaders must know when to deploy this style to stabilize situations without stifling the organization’s culture.

4. Democratic Leadership

It’s easy to understand what democratic leaders do: They let their team have input in decisions and share their ideas. Democratic leadership works when the team needs to feel ownership in the plan or goal. Everyone is given a seat at the table, and discussion is relatively free-flowing. This leader will synthesize all the available information into the best possible decision. Since this style is time-consuming, it should be avoided if a deadline is imminent or employees don’t have the expertise or experience to offer helpful advice.

Democratic leadership is best applied when situations change frequently. This style offers a great deal of flexibility to adapt to better ways of doing things, but it can be somewhat time-consuming to make a decision in this structure. With the rise of remote and hybrid work environments, democratic leadership has gained prominence as it encourages team involvement and fosters a sense of ownership, even from a distance.

5. Pacesetting Leadership

Think of this style as lead-by-example leadership. Pacesetting leaders set high expectations and demand quick results. It works if the team is already motivated and skilled at their jobs. Used too much, pacesetting leaders risk burning out their team and depressing innovation. It also doesn’t work when training or coaching is needed.

Pacesetter leadership is best applied when a business or department needs quick results from a group that is already highly motivated and competent. There is no time to learn on the job or teach someone a skill with this leadership style. However, with the increasing awareness of the importance of mental health and employee well-being, leaders must be cautious not to push their teams too hard.

How to Choose a Leadership Style

To determine which leadership style fits a given situation, you must first know what your team needs for the task at hand. Analyze your team’s and your strengths and the needed results, then flex your leadership style to fit the end goal. For that reason, being conscious of both your own style as a leader and those of others you hire can be crucial to keeping your organization on the right track.

And, while it’s easy to say you should change your leadership style to fit different teams, employees and situations, it’s not that easy to do. Spend some time thinking about what you think your default style is, and consult a trusted colleague or mentor to ask if they agree.

Questions to ask yourself: How do I behave under stress? Do you find yourself asking others for opinions or do you tell everyone what to do? Which leadership style seems most comfortable to you?

From there, it will take more time to discover what best motivates your people in which circumstances.

Eventually, you will create your own leadership style, one that is authentic, balanced, adaptable, visionary and best leverages your employees so that you all achieve great things.

Source: Lisa Jasper, Insperity

“You don’t have to hold a position in order to be a leader.”
– Henry Ford

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Group map

The main feature is the Group map. Similar to the group map and poster available through the Group Culture and Group Facilitator reports, the map shows everyone’s dot location and their icon from Catalyst. This tab also shows the group members and their priorities and this list can be filtered by primary DiSC style. The “more info” link will take you to the “Your colleagues” comparison page with that person.

Groups Video

Effective Leadership: 3 Keys to Seeing the Future Through the Fog

by Judy Rathwell | Jul 23, 2024 | Change Management, Engagement, Influence, Leadership Development

3 Keys to seeing the future through the fog

Effective management is a solution to many of the problems companies face today – as well as in any work environment.

But what does effective management mean in our current climate?

How do managers need to evolve going forward?

What new skills do they need to acquire or enhance?

1. Managers as coaches

A manager is no longer a “boss” or a delegator, but instead acts as a coach and facilitator of success for their team members.

To be an effective coach, managers must engage employees regularly so they can:

Have meaningful conversations that allow them to understand each employee’s personal situation, preferences, strengths and professional goals
Involve employees in establishing performance goals
Set expectations and systems of accountability

This builds trust. Furthermore, by accentuating their strengths, helping employees plot their career paths and guiding them toward opportunities that will help them accomplish those goals, managers can boost:

Employee confidence
Feelings of inclusion
Engagement

Engaging employees in this way also helps to eliminate common areas of frustration and perceived disrespect. If a manager knows who their employees are as people, including their personal challenges, desires and innate tendencies, they can cater their management style to each person’s needs. Because everyone is wired differently, managers can’t expect to treat everyone the same and expect consistently good results.

As an example of how employees can be so vastly different, Gallup recently conducted a survey of 15,000 workers asking them whether they prefer, post-pandemic, that their work and personal life are separate or blended. Surprisingly, the result was 50% in favor of separation and 50% in favor of a blend. Now think about the people you manage – and imagine the friction that could be created if you didn’t know which category each of your employees prefer.

2. Effective leaders as deliverers of a consistent culture

In times of uncertainty, organizational culture can be a powerful differentiator between good and great workplaces. A culture with desirable qualities can:

Attract and retain star employees and, as a result, elevate the customer experience.
Can help employees to be more resilient and enable companies to better weather tough times.

Despite the increased focus on employee wellness in company culture, Gallup has found that the number of employees who strongly agree with the statement “my employer cares about my wellbeing” has dropped from nearly half to less than a quarter. This is a major problem, and managers must work to combat this perception and help to close the gap between executive leadership and employees.

Managers are the leaders who employees interact with the most. To many employees, their direct manager is the face of the company and represents the brand and culture to them. Therefore, managers have the most regular opportunity to embody and model the organizational culture to employees.

3. Effective leaders as architects of resiliency and engagement

Leaders must build resiliency and engagement in their employees to counteract negative emotions, such as change fatigue. To do this, they must balance flow and burnout.

Flow is the state at which employees experience challenges, but they rely on their strengths and manager’s guidance to perform at their best.
Burnout is when employees experience challenges plus barriers in their way.

Both flow and burnout share “high challenge” in common. Challenge is good and you don’t want to remove it from the workplace. What effective leaders should remove from the workplace are the barriers that hold employees back and frustrate them, so they can help employees accomplish what they need to do.

There’s also the recent phenomenon of quiet quitting, which really just means that employees are not engaged. If managers understand their employees and their personal situation, and take steps to intervene, quiet quitting doesn’t have to happen.

As Gallup has found, the average engagement level in the U.S. is at 32%. At great companies, regardless of geographies or industries, engagement levels are consistently at 70% or higher. What this statistic tells us is that high engagement is achievable and that leaders have an important role to play.

Source: Insperity

“The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.”
– John Maxwell

Did you know this about disc?

DiSC is an assessment that aids with effective communication

DiSC is a valuable tool for managers. It gives you insight into your own management approach. And it helps you understand when and how to adapt your approach to the people you manage. Get a quick overview of how it works.

Management Video

12 Tips to Communicate Better and Improve Business Results

by Judy Rathwell | Mar 26, 2024 | Adaptability, Communication, Influence, Recognition, Respectful Workplace

12 Tips for communicating better

Strong leader communicators know that when it’s effective, communication does much more than make people feel good. It is directly linked to business results.

In fact, good communication is inextricably linked to strong leadership. It inspires employees to commit their best effort by helping them understand the goals of the organization and how their individual efforts contribute to overall success.

Here are 12 tried and true ideas for communication that drives results:

1. Don’t settle for good…be great: Good communication gets the message out, and great communication connects the dots. Whether it’s in your detailed job description or not, your role is to connect the dots so others know what’s possible and their role in making it happen.

2. Build trust and credibility: Be visible and approachable, engage others openly, fully, and early on.

3. Set context and make information relevant: Remember to provide context and make information relevant so your audiences understand how they fit in and what it means to them. Provide job-related information so those you work with have the essential information they need to do their job effectively and/or make the best decisions.

4. Communicate with integrity: Tell the truth always and without exception.

5. Match your words and actions: Talk is cheap…especially when it comes to leaders and their ability to build and maintain trust. Just ask anyone (especially employees). At the end of the day, it’s actions and results that matter most.

6. Make time to communicate and make the most of that time: Set up regular face-to-face – this can be virtual – (or voice-to-voice) communication opportunities.

7. Be brief and brilliant: Be ready to get your point across in 15 seconds or less. Grab attention from the start and convince your listener what’s in it for them so they want to hear more.

8. Remember the basics, 5Ws and an H: This is the who, what, where, when, why and how. Keep in mind that adults usually process the “what”, then the “why.”

9. Use stories: The right anecdote can be worth a thousand theories or facts.

10. Check for understanding: Make sure your message is heard and really understood. Ask questions. Listen. Ask for a paraphrase.

11. Know your audience and what’s important to them: Understanding your audience is key to moving employees to action; the more you know about them, the better you’ll be able to persuade them.

12. Watch for information overload: Just because you say something doesn’t mean others hear and understand you. And isn’t that the whole point of communication – to create shared understanding and drive people to action? The answer is yes!

Source: David Grossman, The Grossman Group

“Excellent communication doesn’t just happen naturally. It is a product of process, skill, climate, relationship and hard work
– Pat McMillan

Did you know this about disc?

DiSC is an assessment that aids with effective communication

ED_Catalyst_ConversationStarters_DigitalImage_Option3-100

With Conversation Starters on Catalyst, teams have an easy and fun way to tackle common challenges that hinder performance and move to tangible change. By combining DiSC with simple discussion guides, teams can talk about personality-based differences and how they affect group performance.
You will:

Get to know each other faster
Communicate more clearly
Make better decisions together

Getting started is easy!

Visit the Your Groups feature on Catalyst
Create and save a group with people in your organization
Click into Conversation Starters and choose a topic

Leading Through Change: Your Guide to Successful Change Initiatives

by Judy Rathwell | Mar 13, 2024 | Adaptability, Change Management, Communication, Engagement, Influence, Recognition

Your guide to successful change initiatives

When leading through change, you must manage your team’s progress toward your goal as well as your employees’ attitudes throughout the experience.

Sometimes managing change calls for grace periods as your staff absorbs and understands a transition. Sometimes it calls for realism that’s not too sugarcoated. At all times, change calls for strong, consistent communication from the top of the organization before, during and after a change cycle.

What do your employees want to hear during change initiatives?

1. “Here’s what’s happening, and here’s why”

When you know a change is coming, share the news with your employees as soon as possible. This initial communication, where you articulate the need for change in your organization, initiates the change cycle.

Your employees may go on to experience:

Shock
Denial
Frustration
Depression
Experimentation
Decision-making
Integration

To soften the initial news, make the big picture clear, shedding as much light on the situation as you can. Explain why the change is important to your organization and how it will affect your company in a positive way.

The sooner your employees hear from you when change is coming, the more time they have to process it. And the better they understand the reasons behind a change, the easier it will be for them to get on board.

**2. “Here’s how this is going to benefit you”**

Don’t stop after you’ve explained how a change will benefit your business, even if you receive more support than resistance. Your employees may not articulate it, but they will probably be wondering: What’s in it for me?

You can gain your employees’ trust by anticipating these natural concerns. Consider how each group and individual will profit from the change. How will it make their work lives better? Be ready to point to these benefits when speaking with your employees. Look for ways to make the changes matter to them on an individual level.

3. “Here’s our goal”

Are you excited about what your organization will look like on the other side of this change? Invite your employees to envision it with you. Share your chief goal for the future, and reference it often.

Each person must decide to push through the discomfort that change requires – it will take some employees longer than others – and join you in working toward a new goal. Having a clear target can keep your team unified and encouraged even as they process and adapt to change at different speeds.

4. “I don’t have all the answers, but let’s talk through this”

You’ll speak openly. You’ll speak clearly. You’ll speak confidently. But will you speak vulnerably? And will you ask your employees to share their thoughts, too?

To lead through change well, you should strive for openness. Be transparent addressing the questions you don’t have answers to. Make sure your team is comfortable sharing their thoughts and questions.

If successful, you’ll appear more genuine and trustworthy. Transparent leadership, coupled with the opportunity to share opinions, gives your employees a greater sense of control over the situation, too. The result? Staff who are more likely to feel they’re making changes with you, rather than feeling that something is happening to them.

5. “Let’s strategize together”

Once your employees have asked their initial questions and shared opinions on the change, it’s time to include them in the transition. Asking for their ideas again – after they’ve had time to process a change – helps further. That’s because your employees are more likely to become invested and collaborative if they get the opportunity to think strategically and offer valuable input.

6. “Tell me how you’re feeling through this”

Check in on your people at various points in the change cycle. Remember, no two employees are alike in their pace of processing change. Someone who seemed open to the idea early on may struggle later, in the middle of the actual changes. That’s why it’s important to keep checking in, especially if you notice disheartened attitudes.

You can reach out to your whole group during team meetings and to individuals who seem to need it most during one-on-ones.

Dig deeper in these conversations by asking:

Are you experiencing any roadblocks?
How can I help you through this?

Mention any resources your organization provides that could help manage their stress and change fatigue, such as an employee assistance program.

7. “It’s time to join us”

Leaders sometimes run into an individual who won’t accept change and begins to take a disruptive stance against it. If a negative attitude becomes a performance issue, it may be time for a difficult conversation where you insist the employee finds a way to adjust and come along with the rest of the team.

Occasionally, the best choice for everyone might be for the employee to switch teams or otherwise part ways. But hopefully, you can avoid this outcome and even these conversations by leading and communicating well from the outset.

8. “We’ve gotten this far today”

Celebrate small achievements as your team works to adjust to or implement a change. Notice what has gone well, and bring their attention to it. Show gratitude for your team’s efforts and positivity.

Words of affirmation alone can lift employee spirits; allowing them to break for the day a few hours early or giving another small reward can show that you’re truly thankful for their contributions.

9. “Well done”

Affirm efforts along the way and celebrate in a big way when your team has brought you through an important change. Rewards could include public recognition, time off, extra help and more. The key to meaningful recognition is understanding what matters most to your team and giving them something that’s important to them.

Be gracious toward yourself, too

To have the emotional energy needed to take care of employees during seasons of change, leaders can’t neglect themselves in the process. Know your personal support system and reach out when your energy or enthusiasm wanes.

Keep reminding employees about how the changes will positively affect them, and show respect for each person’s unique response to the situation.

Source: Michelle Kankousky, Insperity

“Old ways won’t open new doors.”
– Unknown

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Applications
Catalyst offers a range of DiSC application content- including Workplace, Agile EQ, and Management- designed to help learners develop the social and emotional know-how for more effective interactions at work.

7 Sure-fire Ways to Earn Your Employees’ Trust

by Judy Rathwell | Nov 7, 2023 | Adaptability, Communication, Influence, Positive Feedback, Recognition, Respectful Workplace, Trust

7 ways to earn your employees’ trust

Employees are sensitive creatures, and one of the quickest things they pick up on is whether or not their boss trusts them.

Trust is a critical element for a healthy workgroup and company. Without it, morale and productivity suffer, good employees leave and the rumor mill works overtime.

What does a failure to display trust look like? Micromanaging and a lack of willingness to delegate are two of the most common traits.

Other behaviors that make employees feel as if you don’t trust them include:

Pridefulness or lack of humility
Failure to build relationships with individual team members
Dictatorial behavior
Failure to listen and accept other viewpoints
Failure to admit your mistakes or accept that others make mistakes

Here are seven tips for how to squelch your trust-busting tendencies.

1. Establish a Personal Connection

Great leaders make time to get to know their team and what each employee needs to perform well. This doesn’t have to be time-consuming. All it requires is a stop by someone’s desk to ask, “How’s it going? Do you have any questions about that new task you’ve been assigned?”

It’s easy to lose touch with your team when you’re constantly caught up in the hustle and bustle. But if you don’t pay attention to current projects and the challenges your employees are facing, you can’t provide the support they need to keep efficiency and productivity humming. And if you’re aloof most of the time, your team won’t feel comfortable coming to you when they need help.

In addition, demonstrate that you care about your team members as human beings, not just employees. Keep up with their personal lives. If someone has a death in the family or a sick dog, extend a simple expression of concern or maybe offer them some extra time off to show that you care. This can help build mutual trust and loyalty between you and your employees.

2. Show Humility

No one wants to work for a know-it-all or someone who can’t admit when they’ve made a mistake.

If you find yourself falling into that habit, remember, you’re a business leader, not a god. No one expects you to know everything. In reality, the ability to admit a mistake or ask for help demonstrates strength.

Even better, acknowledge your team’s expertise by asking your employees for their opinions and implementing their recommendations as often as possible.

3. Connect the Dots for People

Facilitation builds trust because you’re helping team members make alliances in other departments and broaden their skills.

Simply ask, “Is there anything you need to do your job better?” You’re likely to find many opportunities to help your employees.

For instance, Jenny needs help finding the right person to help her resolve an issue she’s having with your company’s accounting software. You introduce her to Max, your company’s accounting software wiz. This simple gesture shows Jenny that you’ve got her back. It shows that you want to see her succeed. This can go a long way in helping you build trust.

4. Make room for mistakes

We all make mistakes. Some are small – such as a misplaced file – and some are cringe-worthy. Your employees will appreciate it if you quickly debrief them on the small mistakes and treat those as growth opportunities on the way to better performance.

Conversation starters may include:

Talk me through what led you to that decision.
What do you think went wrong?
Let’s talk about what can be done differently next time.

Rarely will someone make a mistake so huge that it affects the business and becomes worthy of heavy-handed involvement from you. But when a big problem happens, remember that it’s usually not one person’s fault, but a series of missteps and broken processes.

Treating employees’ mistakes as a business problem rather than a personal failure signals to your team that they can trust you to react appropriately when things go wrong.

5. Ditch the micromanagement

It can be tempting to think you know the best way to perform a task. In reality, people perform better when they’re allowed to get a job done in their own way.

Other ways to throw off the shackles of micromanagement include:

Let your team make routine decisions without coming to you for permission.
Eliminate unnecessary approval processes.
Delegate tasks as learning experiences and set expectations up front.
Acknowledge your way is not the only way.
Encourage your team members to hold each other accountable – this should not come from you only.

In addition to making employees feel like you trust them, empowering team members encourages them to use their creativity to get the job done.

6. Demonstrate trust logistically

It seems simple, but the lines of communication must be open in order to build trust. This doesn’t have to be complicated. A few logistics are all you need.

First, it’s hard to trust a manager you rarely see or speak with. Make yourself available by leaving your office door open as much as possible. Walk the shop floor, greeting people, asking questions and offering help.

One caveat: You have to “manage by walking around” regularly. If you only talk to employees when something is wrong, they’re likely to fear your sudden presence in their midst rather than trust your being there.

Sharing meals brings people together, so host regular employee get-togethers. A monthly team lunch to celebrate that month’s birthdays can be an excellent time to find out what’s really going on in your team members’ professional and personal lives.

7. Share success and give credit

Nothing undermines trust faster than a boss who hogs credit for a job well done. Don’t be that manager or employees will stop sharing their good ideas.

In staff meetings, ask everyone to share a success story or something they feel good about. Publicly recognize when one or more team members resolve a long-standing issue, land a new client or find a way to reduce costs.

Praise is both highly motivating to employees and free. All it takes is a bit of thought on your part.

Trust runs both ways

Source: Insperisty Staff, 2023

“The best way to find out if you can trust somebody is to trust them”.
– Ernest Hemingway

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Your Colleagues

In the Your Colleagues section in Catalyst, users can:

Learn their colleagues’ strengths, when to pull them into a project, and what stresses them out
Compare preferences and tendencies across a range of workplace behaviors using the DiSC model
Gain access to tips that help them work better together in a variety of situations

Many Catalyst users review this section before heading into a meeting or kicking off a new project with a coworker.

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