All posts by Liz Stincelli

Leadership

What Makes a Great Employee?

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file000920759403“Employees are a company’s greatest asset – they’re your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company’s mission.” — Anne M. Mulcahy

By Elizabeth Stincelli, DM

 

What Makes them Great?

There are ‘A’ employees, ‘B’ employees, and even ‘C’ employees. Which ones do you want working for you? ‘C’ employees are a detriment to your organization. They collect a wage and benefits while providing less than average productivity and quality. ‘B’ employees perform at the bare minimum to meet productivity and quality standards. But, then there are the ‘A’ employees; these are those with a great attitude, ambition, and integrity. They are willing to go above and beyond; they thrive on collaboration and contribution. These are the attributes that make them great employees.

Attitude

When employees have a good attitude, they are engaged in their work, more likely to be motivated, remain committed to their leader, and to stay focused on achieving the goals of the organization. These are usually the employees who know they are valued. They understand that, on a grander scale, they are contributing to something meaningful, something bigger than themselves. They trust and respect their leaders and feel that they are trusted and respected in return.

Ambition

Employees with ambition know they are talented and have something of value to contribute. They love to be engaged and are always up for a challenge. These employees believe that there are great opportunities for those who work hard, develop themselves both professionally and personally, and who are dedicated to the goals of the organization. They know that their hard work is appreciated and will be rewarded. They trust their leaders not to take advantage of their ambition and motivation. They come to work to make a difference.

Integrity

Employees with integrity are loyal; they behave in the best interest of the organization. They hold themselves accountable for the responsibilities placed on them. They are dependable and trust worthy. These employees pride themselves on setting a good example for others to follow and they are consistent in their words and actions.

Collaboration and contribution

Great employees stay at their jobs because they are passionate about collaborating with others to co-create new ideas and make valuable contributions. They get satisfaction from cooperating across groups and departments. They are good communicators. They take pride in sharing their knowledge, skills, and experience with others. They see the success of one as the success of all.

Hire the Asset; Inspire the Greatness

As Anne M. Mulcahy said in the quote from the opening of this article, “Employees are a company’s greatest asset.”  It is not only the responsibility of leadership to hire the asset, but to inspire greatness in them. Great employees need to find meaning in their work. They want growth opportunities and you are the one who can offer them these opportunities. One of your most important tasks as a leader is to make sure your team is working well together and that everyone feels engaged and valued. When employees are engaged and feel valued, it has a positive impact on their attitude, ambition, integrity, and collaboration and contribution. The next thing you know, you have great employees.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Everyday Leaders, Informal Leadership, Leadership

Do You Recognize the Everyday Leaders in Your Organization?

file0001845637670“The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.” —Warren Bennis

By Elizabeth Stincelli, DM

 

Who Are They?

Leadership is not about a position; it can come from anyone. It is taking place all around us on a daily basis. Being a true leader goes beyond a title or position; it grows from the respect and credibility that is earned when working with others. This respect and credibility allows everyday leaders to influence and guide those around them without possessing formal authority or power. So, how are these everyday leaders able to impact your organization?

Relationships

Research has shown that followers often have a greater influence over the process of leadership than those who hold formal leadership positions. The everyday leader gains support based on relationships without holding a formal position of authority. And, relationships are the key to holding teams together. Successful leadership is dependent on more than just the relationships and behaviors of a single, formal leader; every individual within an organization can make a meaningful contribution to leadership. By developing and maintaining trusting relationships, these leaders are able to collaborate, share knowledge, influence group thinking, and impact team effectiveness.

Respect

Everyday leaders are often seen as friendly, open, trustworthy, experienced, and always willing to help. These leaders are out on the floor, they are in touch with what is going on, they have a network of resources, and often have access to information that formal leaders miss. They have a vested interest in the success of their department, team, and organization. All of these characteristics factor into the respect that everyday leaders earn from colleagues. This respect is a great source of power for everyday leaders. These leaders influence the culture of the organization through their willingness to get involved, share knowledge and expertise, and support their team.

Support

Everyone needs to know that their contributions are adding value. Everyday leaders play the role of coach and supporter with an emphasis on helping others succeed. They create a sense of community where everyone knows their work is meaningful and appreciated. They encourage trust, collaboration, and a safe place to communicate. It is through their support of others that everyday leaders gain respect, trust, and influence.

Cooperation

Everyday leaders understand the effectiveness and importance of shared responsibility. Shared responsibility and cooperation improve the opportunity for the organization to benefit from the individual strengths of employees. When employees are given the opportunity to participate in planning and decision-making, it sends the message that they are trusted, recognized, and valued. Cooperation helps employees build on the momentum of others while working together to achieve common goals. Everyday leaders emphasize cooperation because they know what it’s like to be left on the sidelines by those in a position of authority and how difficult it is to work effectively under those conditions.

Why Do They Matter?

In every organization, there is an unacknowledged system through which work is accomplished. This system will not be found on any organizational chart. This system is guided by everyday leaders who are relied upon heavily yet are often unappreciated. These everyday leaders use influence, the building of relationships, knowledge, and expertise to advocate for the organization and enhance the contributions of employees.

Everyday leaders gain support through respect and relationship building without holding a position of authority. But, why do they matter? In a nutshell, the reason everyday leaders matter is influence. Those who can influence are those who get results. This has a big impact, whether for good or bad, on your organization. Everyday leaders have the potential to influence employees to either pursue the agenda of the organization, or their own agenda; the priorities of the organization, or conflicting priorities; the timelines of the organization, or those of their own design.

Power and influence is no longer held only by those in a position of authority, it is shared throughout the organization by employees at every level. Everyday leadership is powerful, more powerful than most formal leaders recognize. And, if you don’t recognize it, you lose the opportunity to harness its power for the good of the whole.

The culture of the organization can either hinder or promote everyday leadership. A culture that empowers everyday leaders to make a positive contribution to the organization promotes encouragement, opportunity, and the sharing of ideas and knowledge. Sharing in the leadership responsibility improves the quality of decision-making and strengthens the commitment to decisions made. Everyday leadership gives employees a voice and management an advocate.

Formal leaders should serve as facilitators; they should encourage empowerment and participation. Everyday leaders relieve formal leaders of the responsibility to control everything. This allows them to focus their energies on the important tasks of planning and coordination.

There is a limit to a formal leader’s ability to exercise influence, wield authority, and exert power. Leadership should be seen as dynamic and fluid rather than fixed. It is an emergent property where a group of individuals bring their expertise together in pursuit of a shared goal. And, it is in this environment where everyday leaders make their impact. Learn to recognize the everyday leaders in your organization; harness their power for the good of all.

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Empowerment, Leadership, Organizational Culture

Are You the Bottleneck?

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file0001035625891“A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.” —Frederick W. Smith

By Elizabeth Stincelli, DM

 

Leadership is about engaging, empowering, and inspiring others. But, what happens when the leader thinks he or she knows everything, treats employees like children, thinks he or she holds all the power, or is a control freak? I’ll tell you what happens, operations start to experience a bottleneck; it slows everything down and prevents real progress. A byproduct of this bottle neck is low productivity, a poor work environment, and low employee morale. So, are you the bottleneck?

Do you think you know everything?

If you think you know everything, chances are you are the bottleneck. You can’t do everything yourself and, just because you do it, doesn’t mean it’s done better than if someone else had done it. Being a leader does not mean that you know more than anyone else or that you are always right. In order to eliminate the bottleneck you need to understand your strengths and the strengths of those you work with. Then, get off your high horse and let others do what they are good at.

Do you treat employees like children?

If you are treating others like children, you increase the chances of them behaving like children. Your employees are adults; they don’t need a babysitter. When you treat employees like children, you create a bottleneck. It’s arrogant to think that employees are incapable of understanding the big picture; to only share the information that you deem necessary for them to know is showing a lack of respect for the value they can big to the organization. To not trust them to perform their work without a babysitter shows a lack of trust. To eliminate the bottleneck, hire capable employees and then make sure they have the tools, information, environment, support, and empowerment to do their jobs.

Do you think you hold all the power?

The number one reason employees quit is because they feel the work culture is toxic. This toxicity can most often be traced to a deficiency in leadership or the abuse of power by leaders. Abuse of power can cause a leader to become a bottleneck. You must empower employees to make the decisions and take the actions necessary to do their jobs effectively without you holding your power over every move they make. Your power will never motivate your employees; they are motivated by respect, control over their own work, recognition of value, and appreciation. To eliminate the bottleneck, even with the best of intentions, remember the quote by Lord Acton, “Power tends to corrupt and absolute power corrupts absolutely.”

Are you a control freak?

Overbearing, micromanaging leaders prevent employees from plugging into their own power. If you are a control freak, your rules, bureaucratic hierarchy, and the fear you instill in your employees will cause a bottleneck. When employees can’t make a decision or take an action without getting formal approval, obtaining a signature, or meeting with a committee, you’ve definitely created a bottleneck. This prevents perfectly capable employees from doing the job they were hired to do. In order to eliminate the bottleneck, overcome your own insecurity, loosen the reins, give employees the tools they need, and delegate tasks to them. And then, TRUST them to take care of things on their own.

Break Free from the Bottleneck

When you think you know everything, treat employees like children, think you hold all the power, or are a control freak; it says more about you than it does about anyone else. No organization can function effectively with a bottleneck. So, don’t blame your employees when the holdup is you! Learn to recognize YOUR behaviors that create the problem. And then, instead of being set on proving that you know more, can do more, and do it better than anyone else, act as the facilitator; provide the training and resources necessary for employees to do their job. And then, take pride in them doing it better than you.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Leadership, Leadership Behaviors, Status Quo

Four Ways to Overthrow the Status Quo

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pumpkin-cage“I’m not interested in preserving the status quo; I want to overthrow it.” —Niccolo Machiavelli

By Elizabeth Stincelli, DM

 

No one ever succeeded by simply maintaining the status quo. The key to success is to constantly be growing, be changing, and be improving. In order to do these things, you must learn to not only question, but as Niccolo Machiavelli stated, overthrow the status quo. Here are four things you can do to get started.

New questions

One of the most obvious ways to overthrow the status quo is to start asking new questions. Ask questions about yourself, about your team, about your processes, about your goals, about the marketplace, and about your competition. Asking new questions helps keep you from falling into unproductive habits. Ask questions of others; encourage honest answers. Ask about plans and projects. Ask about the organization. Why do we do things this way? Does it work? Is there a better approach?

New people

You must understand that your own biases drive the way you view situations and the decisions that you make. To overthrow the status quo, try surrounding yourself with new people, the right people who can help you see through your biases. Build new relationships and get other people involved. Build yourself a team of subject matter experts and then learn to rely on their expert advice.

New information

You can’t know everything. To overthrow the status quo, embrace curiosity and learning as part of your daily routine. Seek out new and valuable information, not just what you want to hear or information that substantiates what you already believe. Evaluate your failures and mistakes. What can you learn from them? What new information do they provide you with?

New point-of-view

The world we work in is changing at breakneck speeds. In order to remain competitive, you must learn to look at situations from a new point-of-view. You must learn how to have a perspective that is fluid and flexible. A fixed position will no longer serve anyone’s best interest. Use a new vantage point to help overthrow the status quo.

Overthrow the Status Quo

Don’t default to the status quo; it won’t address the challenges to success that you will face. Use new questions, people, information, and points-of-view to reexamine situation, goals, processes, and ways of thinking. It’s a new world, one in which the environment you are operating in is changing fast. If you want to keep up, overthrow the status quo.
© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Acknowledgement, Commitment, Communication, Engagement, Leadership, Trust

Are You Earning Employee Commitment?

Client“Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.” —Vince Lombardi

By Elizabeth Stincelli, DM

 

Vince Lombardi nailed it. But, your employees don’t owe you their commitment. As a leader, it is your responsibility to earn the commitment of those in your organization. Looking out for your employees and earning their commitment is not only good for them, it’s good for you, and it’s good for business. When employees are committed to you, as a leader, and the organization, they work willingly in the best interest of the whole. It eliminates the ‘I’m only in it for me’ attitude. Employees are willing to give their ‘all’ to a leader, a cause, and a vision that they believe in. So, how can you earn employee commitment?

Relationships

The relationships you build with your employees are going to be key in earning their commitment. These relationships cannot be merely superficial; you must develop them on an individual level. This means not only being interested in them professionally, but also personally. Your relationships have to be real, no faking. Employees will see straight through your façade. Be yourself with employees; let them get to know the real, imperfect you. Show them that you are interested in their well-being and personal growth. Meaningful relationships earn commitment, boost productivity, and inspire employees to give 110%.

Trust

There will be no commitment from your employees without trust. The loyalty you need from your employees requires trust that goes both ways. No games; no tricks. Your actions and words must be honest and consistent. Show your employees that you have their backs. Create and share key learning moments with them. Be open about your failures and weaknesses. Also, you must provide them with a safe place to fail and learn from their mistakes. Give them control over their own work tasks, showing that you trust and have confidence in their abilities.

Communication

Earning commitment from your employees takes a whole lot of open and ongoing communication. Communication is a tool for sharing the organization’s stories in a way that brings employees together to be part of something important. Communication allows you to convey how employees’ work contributes to the overall success of the organization. Communication is also a two-way street. Listen more than you speak. Pay close attention to what is being shared and make sure you are on the same page. Communication helps you to remove the barriers to trust, which helps build the relationships that earn employee commitment.

Engagement

People simply work harder and are more committed when they are allowed to use their talents. When your employees are engaged in their work, they are more likely to be motivated, to remain committed to your organization, and to stay focused on achieving shared goals. Engaged employees have a sense of purpose and know they are making a difference. When you engage your employees in their work, you challenge them, bring out the best in them, and offer them the opportunity to grow and develop.

Acknowledgement

And finally, if you want to earn the commitment of your employees, acknowledge their contributions and value. Your employees are your greatest resource, don’t take them for granted. Show them that they are part of something bigger than themselves, something meaningful and important.

Earn Their Commitment

To be successful you need every employee to be committed to the group effort. They do not owe you this commitment; it is yours only when you have earned it. So, build strong relationships, develop mutual trust, cultivate open and honest communication, create an engaging workplace, and acknowledge the value and contributions of every employee. That’s how you make it work.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Leadership, Leadership Behaviors, Success

Four Ways to Get Out of Your Own Way

DSC09374-B“You’ve gotta find a way to get out of your own way, so you can progress in life.” —Steve Carlton

By Elizabeth Stincelli, DM

 

How much would you benefit from becoming more self-aware of the behaviors that cause you to stand in your own way? Would your focus change? Could you learn to be more curious, agile, proactive, and prepared to overcome challenges? Here are four ways to get out of your own way so you can thrive.

Let go of your ego and pride

First, you must let go of your ego. Your ego and pride will alienate those you need on your side; no one succeeds alone. They will taint your perception of reality. And, they will bias your decisions.

Challenge the status quo

The status quo is the enemy of progress. Once you have set aside your ego, you must challenge the status quo. Get comfortable with the idea of change, develop a positive attitude, and stop settling for the status quo.

Learn from your mistakes and failures

One of the keys to success is to continually learn; and, one of the best ways to learn is from your mistakes and failures. Now that you have removed the status quo barrier to progress, you need to pull together all of the lessons learned from your past mistakes. Admit vulnerability, recognize where your opportunities lie, and get comfortable with failure.

Recognize your weaknesses

Once you have thought through your past mistakes and recognize the lessons you have learned, you must recognize and admit your weaknesses. Again, no one succeeds alone; who will you need to help you accomplish your goals? Surround yourself with the right people and engage others in contributing to mutual success.

What Are You Waiting For?

So, how long are you going to stand in your own way? Let go of your ego, challenge the status quo, learn from your mistakes, and recognize your weaknesses. Get out of your own way so you can thrive.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Communication, Leadership

Five Ways to Hear What Your Employees are Actually Saying

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file000817447890“One of the most sincere forms of respect is actually listening to what another has to say.” —Bryant H. McGill

By Elizabeth Stincelli, DM

 

Why Listen?

Your employees have a huge impact on your day-to-day operations; what they have to say is important. The information that those on the front lines have to offer is extremely valuable. They are the ones with their fingers on the pulse of the organization. If you REALLY listen to what they have to say you might be able to head off problems early, learn something you don’t know, and get some great ideas. When employees know that you care about their point of view and value what they have to say, you build strong relationships and improve your organizational culture.

No ‘us vs. them’

If you want to hear what your employees actually have to say, you must eliminate any ‘us vs. them’ mentality in your organization. This mentality puts people in defensive mode. When we are on the defense, we are not even capable of higher order thinking let alone expressing ourselves in any meaningful way.

Stop talking

To actually hear what your employees are saying you must offer them multiple opportunities to communicate; a variety of settings and a variety of methods. Then, stop talking and listen. Show that you are attentive, ready and interested in what they have to say. When you aren’t focused on what you want to say, it opens the space to hear what others are saying and to notice what they’re not saying.

Ask questions

If you care about what your employees have to say, ask questions. Seems like common sense, but it doesn’t happen as often as it should. Ask what’s working and what’s not. Is there anything we should stop doing? What do we need to start doing? Ask them for input and feedback. And, don’t just ask work related questions; ask how they are doing. Let them know you care about them personally. Encourage them to ask you questions. Be honest with them. When you learn to ask the right questions you can get to the core of what your employees are actually saying.

Acknowledge what you’ve heard

One of the biggest factors in hearing what your employees are actually saying is acknowledging what you’ve heard. Verify that you understand what they are saying and demonstrate that you can see it from their perspective. Give them the opportunity to elaborate when necessary. Express appreciation for the information and feedback they provide.

Watch their energy

If you want to REALLY understand what your employees are saying, watch their energy. Their energy will send non-verbal information that helps you, as the listener, tap into what is really behind their words. Are they energetic and positive, showing passion? Are they subdued, showing lack of hope? Do they appear scattered, showing frustration or stress? The most productive conversations take place when you work together to build positive energy.

What are They Actually Saying?

Hearing what your employees are actually saying takes consistent effort. You can’t just be open to listening once in a while, it must be constant. You must eliminate even the perception of an ‘us vs. them’ mentality. You must stop talking. You need to ask the right questions. Acknowledge what you’ve heard. You must watch their energy with as much attention as you listen. You must learn to hear what is not being said as much as what is being said. In most communication there is more substance behind the words than is contained in the words. Care enough to hear what your employees are actually saying.

 

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

 

Leadership, Scrutiny, Thrive

Thriving Through Scrutiny

file0001096464435“You can’t help but be scrutinized, so I might as well be doing something while I’m being scrutinized.” —Heather Locklear

By Elizabeth Stincelli, DM

 

You Can’t Help but be Scrutinized

As Heather Locklear points out in the above quote, you are going to be scrutinized. It happens to every single one of us every day. So, how do you thrive through the scrutiny?

Don’t react

First of all, don’t take it personally and don’t react impulsively. When you are being scrutinized it says more about the other person than it does about you. While you have no control over the thoughts and actions of others, you can control your own attitude, emotions, words, and actions. Stop your first reaction; don’t lash out and never argue; I promise it is pointless. Be mindful of your internal and external reactions. If you feel you must respond, reply with a simply say “thank you” if there is merit to the scrutiny or simply say “I disagree and there is nothing further to discuss”.

Choose your attitude

You are in control of your own attitude, choose it wisely. First, don’t play the victim. Show you are confident but not arrogant. When you feel that you are being scrutinized, it is important that you give yourself credit; what did you do right? What are you good at? While you don’t need to justify your behavior, you don’t want to become angry or defensive either. It’s good to acknowledge how the scrutiny makes you feel, but keep your attitude positive.

Don’t over think it

Consider ‘who’ is scrutinizing you. Is it someone you trust? Is it an advisor or a friend? Once you identify the role this person plays in your life, then you can seek to understand their intention. Is there any validity to it? Was it given to hurt or the help? But, don’t over think it. Listen to what is being said and what is not being said. Then, simply ask yourself “does it make sense?” If you aren’t sure how to answer that question, get a second opinion.

Is there a lesson

You can turn scrutiny into opportunity if you look for the lesson to be learned. Take responsibility for what is true; take what is helpful and discard the rest. Is there something you can learn? Is there an ongoing issue? Be open-minded and try to make it a learning moment; even if it’s only learning to control how you respond to scrutiny. Use scrutiny as an opportunity to invest time in yourself to become the best you can be.

It doesn’t define you

And, the most important way to thrive through scrutiny is by not letting it define you. Remember that no one is perfect. Don’t let the thoughts and actions of others determine the way you see yourself. You are of value regardless of what anyone else has to say.

You Might as Well be Doing Something

As Heather Locklear said in her quote, you might as well be doing something while you’re being scrutinized. So, what can you be doing? You can be exercising control over your attitude, emotions, words, and actions. You can be evaluating who is scrutinizing you and what the intentions are behind their scrutiny. You can be determining if there is a valid lesson to be learned. You can be defining yourself on your terms. And, here’s the biggest tip for thriving through scrutiny: everything outlined above should take all of 30 seconds of your time. Then, hold your head high and move on!!!

 

© 2015 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.