In moments like these, it’s natural to question what went wrong. Was it me? Could I have done more? Or was it just bad timing, like my manager says? 

You replay the situation in your mind, hoping for clarity or closure that never quite comes, and you try to make sense with answers that just don’t. 

Do I try again? Am I happy without it? Or is it time to walk away? 

These questions are difficult, and while every situation is different, no one should have to face them alone. 

That is why we asked Sam DeMase, career expert for Zip Recruiter, for her advice on how to know if you’re working for a company that isn’t supporting your growth or if your promotion just hasn’t happened yet.

Make sure you’re actively advocating for a promotion

When you’re working hard and showing up every day, it’s easy to assume your efforts speak for themselves. But you also need to be sure that your manager knows that you want to be promoted. 

“The self-advocacy piece is important, and I think a lot of folks tend to skip over that and just assume that their manager knows that they want the promotion,” DeMase says. 

It’s easy to believe that. After all, if you’re putting in the effort and consistently delivering, it seems only fair that someone would notice.

But according to DeMase, still, “we need to advocate for ourselves and make our leadership aware that we’re interested in moving up and not make assumptions that they already know.”

The best way to do that is to be transparent and direct with your leader and see what you need to do to get promoted. 

With that, it’s also important not to assume that a promotion isn’t possible for you. 

Don’t be your own worst enemy. DeMase says, “Go present your business case. Go present and advocate for yourself, rather than assuming, ‘I guess I’m never going to get promoted. I guess they’re not going to do it.’ Don’t be the one to tell yourself no. Let them tell you.” 

Now, if a promotion opportunity opens up, you’ve clearly expressed your interest, made your case and consistently put in the work, but promotions continually go to others, it may be time to pause and reassess.

Here are four red flags you will want to watch out for, but understand it might take more than just one sign to truly indicate that you’re being passed up and overlooked:

More work

If you were passed up for a promotion but are now getting more work without the title or compensation, it can be a sign that you’re being undervalued. 

As DeMase puts it, if “you’re getting assigned more work, your list of responsibilities continues to grow, but you’re not given the recognition, whether that’s compensation [or] promotion, that’s a red flag.” 

If that sounds familiar, it may be time to start exploring roles where your contributions will be properly acknowledged.

Less visible work

Similarly, if you’re being given work that doesn’t allow you to be visible or work that doesn’t prepare you to advance, that can be a sign too, she says. 

According to DeMase, this might look like “not being assigned to key projects [or] not being assigned to work that is influential in the organization,” she says. 

This could be an indicator that you’re being overlooked for a promotion.

Others are getting promoted

When your performance is consistently strong, but recognition goes to others based on potential alone, it may signal that you’re being overlooked.  

DeMase recalled a time this happened to her when she was looking to get promoted. “I saw people getting promoted for their potential. So I was like, ‘Why am I not getting promoted for my results?’ I see these other people getting promoted simply for their potential, when I had rock solid achievements—that is a definite red flag.”

No clear upward path

If your employer comes out and tells you that there isn’t a promotion for you now, or in the future, that might be more than just a sign—it may be a message that it’s time to explore opportunities elsewhere if you’re looking for growth. 

“If your leader is saying, ‘There really isn’t a clear path for mobility here. We don’t have a plan for you in your role,’” that’s a red flag.

If there’s no clear path forward, and leadership isn’t working with you to create one, it might be time to explore other options to advance in your career.

Reasons to stay

Now, if you’re seeing these signs and wondering whether you should stay or leave, it’s worth examining how important the promotion is to you. 

If you’re on the fence about staying at the company, DeMase says there are a few questions to ask yourself and your leader too: Without the promotion, are you happy? How’s your mental health? How’s your stress level?’

It’s essential to be self-aware of how you’re feeling, as that will help you determine whether you should stay in your current position or if you should start looking for another job elsewhere.

Here are four signs that staying might be the choice for you. 

Other growth opportunities

If you like the company but find career growth to be important, one solution is to check in with your leadership. 

“You might say something like, ‘Hey, I love the company, I love the people here. Can I make a move laterally to a different team?’” DeMase suggests.

Although it might not be the original promotion you’re looking for, if you’re feeling unfulfilled, moving teams can be refreshing and can bring you a new sense of pride in your work, DeMase explains. 

Strong work-life balance

Another reason it might be beneficial to stay is if the environment supports your well-being.

“I think another reason to potentially stay is if you feel like you have [a] strong work-life balance in place and your boundaries are being respected,” DeMase says. 

If your role allows you to thrive both personally and professionally, that stability can sometimes outweigh the need for rapid advancement.

You’re still learning

One good reason it might make sense to stay is that you’re still in an environment where you’re learning, especially through a supportive manager.

“If you can say, ‘My manager taught me XYZ. My manager taught me adaptability. My manager taught me how to be calm under stress,’—if you have tangible skill sets that you can say your manager taught you,” that can be an indicator that you’re still growing in your current role, DeMase says.

If your manager is helping you build real, transferable skills, it’s a sign that staying, at least for now, could pay off in the long run.

You’re receiving feedback

Finally, they’re highlighting specific areas where you’re doing well.

“They’re giving you feedback that comes with examples. They’re saying, ‘I saw you performing in this meeting. I loved how you presented XYZ. It felt like it really landed with the audience.’ They’re giving you these specific compliments, specific feedback,” DeMase says.

When your leadership notices your strengths and takes a moment to name them, that can also indicate they’re invested in your development, and that can be a meaningful reason to stay.

Feeling overlooked for one or several promotions can be incredibly frustrating, making it seem like your hard work isn’t being seen or valued. 

Before making a move, it’s worth weighing the red flags against the benefits of your role and having an honest conversation with your manager. 

But if you feel that it’s time for you to go, just know that sometimes, the most powerful move isn’t working harder—it’s knowing when to walk away.

Photo by BaanTaksinStudio/Shutterstock.

The post Overlooked and Never Considered for a Promotion—When to Walk Away appeared first on SUCCESS.

But these teams don’t just happen overnight—they’re built and led with intention. Leadership plays a pivotal role in shaping and sustaining high-performing teams by setting the tone, reinforcing accountability and making an environment where individuals thrive together.

In this article, we’ll dive into the 7 characteristics that define high-performing teams, explore practical steps for building these teams from the ground up, and share essential leadership strategies for leading high-performance teams toward lasting success.

7 Characteristics of High-Performing Teams

What makes a great team truly exceptional? High-performing teams share several core traits that allow them to consistently exceed expectations. When these characteristics are in place, performance, innovation, productivity and morale can rise.

1. Clear Goals and Roles

Every team member knows what success looks like and exactly how their individual role contributes to the larger mission. Clear expectations prevent overlap and confusion, helping everyone stay focused. When roles are well-defined, momentum builds naturally and progress is easy to measure.

2. Strong Communication

Information flows openly and constructively, reducing misunderstandings and enabling informed decisions. Team members feel safe to raise concerns, ask questions or share ideas without fear of judgment. Good communication habits create alignment and reduce wasted time.

3. Mutual Trust

Members trust each other to follow through and bring their best without micromanagement. This trust is built through consistency, honesty and respect over time. When trust is strong, collaboration becomes smoother and conflicts are easier to navigate.

4. Accountability

Each individual takes ownership of their tasks and holds others accountable in a respectful manner. There’s no room for finger-pointing or blame games, just a shared commitment to high standards. Accountability helps the whole team stay on track and maintain credibility.

5. Collaborative Spirit

High performers understand that success is shared. They value diverse perspectives and problem-solve together as a unit. This spirit of partnership encourages learning, creativity and a sense of unity even when challenges arise.

6. Commitment to Results

Great teams care more about the outcome than about who gets the credit. When everyone is committed to achieving shared goals, ego takes a back seat and collaboration takes the lead. Focus stays on delivering impact, not personal recognition..

7. Adaptability

Change is embraced, not resisted, making teams flexible in unpredictable environments. Whether it’s shifting priorities or unexpected setbacks, adaptable teams adjust quickly without losing direction. This mindset keeps progress steady, even when challenges arise.

Building High-Performing Teams

Creating a high-performing team starts with intention and a strong foundation. Here are specific steps to begin:

Define a Clear Purpose 

People do their best work when they know why it matters. A clear, compelling purpose gives your team something bigger to work with; more importantly, it turns effort into impact. You could be building a product, serving a community or solving a tough problem. Either way, your vision should remind everyone what you’re all working toward together.

Hire for Culture and Skill 

Skills matter, of course. But the best teams are built from people who not only can do the job but who also get each other. Studies show that 73% of professionals have left a job because of poor cultural fit. To avoid this, make sure your team is composed of people who share values, communicate clearly and bring good energy to the room. The right hire should strengthen the whole team.

Set Expectations Early 

Don’t wait for confusion to happen—lay the groundwork early. Talk openly about how your team works, what you expect from each other, how you’ll stay in touch and how you’ll handle problems. Clear expectations make everything smoother down the road.

Make It Safe to Speak Up 

People do their best work when they feel safe being real. That means being okay with asking questions, admitting mistakes and sharing bold ideas. As a leader or teammate, show that it’s okay to not have all the answers—and that it’s more than okay to be human.

Help People Connect 

Work isn’t just tasks, it’s people. Set aside time for your team to bond in real ways, not just over icebreakers. Whether it’s a shared team meal out or a virtual coffee and a chat, help your team get to know each other beyond the job.

Agree on What “Success” Means 

Everyone wants to do a good job, but we all need to know what that really looks like. Be clear about what progress means, how you intend to measure it and how you’ll celebrate when you get there. This will keep everyone pulling in the same direction.

Give What’s Needed, Then Trust Them 

Set your team up to thrive. Make sure they have the tools, time and support they need to do their work well. Then get out of the way. When people feel trusted and supported, they rise to the occasion.

This strategic groundwork builds the trust and momentum necessary to take a team from good to great.

Leading High-Performing Teams

Once the team is built, the real leadership challenge begins: maintaining and continuously improving performance.

Here’s what strong leaders do:

• Lead by Example: Model the behavior and work ethic expected from the team.

• Coach, Don’t Micromanage: Provide guidance, but empower team members to take the lead on execution.

• Prioritize Development: Regularly invest in skills training, feedback sessions and professional growth.

• Recognize and Celebrate Wins: Acknowledge both individual and team achievements to boost morale. Employees who receive recognition are 11 times more likely to stay with an organization and 31 times more likely to report satisfaction with their employee experience.

• Resolve Conflict Early: Address disagreements before they disrupt productivity.

• Encourage Innovation: Create space for creativity, experimentation and improvements.

To go even deeper, consider professional coaching. Platforms like SUCCESS Coaching can help leaders develop the mindset and strategy needed to lead high-performance teams with confidence.

Making It Work, Together

High-performing teams are built through intentional leadership, consistent communication, and a culture of trust and accountability. They don’t succeed by chance—they succeed because leaders focus on shared goals, clear expectations, and continuous improvement.

Whether you’re starting from scratch or strengthening an existing team, applying high-performance strategies leads to better collaboration, higher productivity, and long-term success.

Photo by PeopleImages.com – Yuri A/Shutterstock.

The post How Leaders Can Cultivate High-Performance Teams appeared first on SUCCESS.

Trust in leadership is built through consistent actions, transparency, follow-through and a commitment to fairness. This article outlines some actionable strategies for building trust in the workplace. These include leadership behaviors that promote trust, practical team exercises, methods for repairing broken trust and ways to sustain it over time. 

How Do Leaders Build Trust in the Workplace?

Research published in the MIT Sloan Management Review suggests trust is linked to employee engagement, reduced absenteeism and retention. But, as a leader, how do you build trust in the workplace? Earning and keeping trust is a marathon, not a sprint. It’s the result of consistent behaviors over time.

Leadership expert and award-winning author Frank Sonnenberg, author of Follow Your Conscience, Marketing to Win and Managing with a Conscience emphasizes that “good intentions are just the beginning.” His work on leadership focuses on living with character, values and personal responsibility. He discusses core behaviors that build credibility for those in leadership roles. Here are 10 strategies that leaders can implement as long-term habits aligned with Sonnenberg’s concepts. 

Communicate Openly and Honestly

Transparency is vital. Leaders should share information, admit mistakes and provide clear rationale behind decisions. This openness fosters a safe environment where employees feel valued and included. 

Sonnenberg emphasizes this principle: “Take the time to provide the rationale behind your recommendations.” For example, if a strategy changes mid-project, a leader might say, “Here’s what shifted, here’s why we’re pivoting and here’s how it affects us.” 

Encourage Employee Autonomy and Ownership

Empowering employees to take initiative and make decisions demonstrates trust in their capabilities. This autonomy boosts confidence and fosters a sense of ownership over their work.

You might say: “I trust your judgment on this. Take the lead and let me know what you need.” Giving people decision-making power helps them grow and signals that you believe in them. 

Give Credit Where Credit is Due

Recognizing and celebrating team members’ achievements boosts morale and reinforces a culture of appreciation and respect. Sonnenberg reminds us, “You gain more by making others look good than by singing your own praises.” 

Be Consistent and Reliable

Consistency in actions and decisions creates a sense of predictability, which is a building block of trust. Leaders should follow through on commitments and keep their behavior and reactions steady. 

This means you show up when you say you will, honor deadlines and handle tough moments with emotional steadiness. As Sonnenberg notes, “A promise should be as binding as a contract.”

Show Empathy and Understanding

Sonnenberg’s guidance is to: “Show people that you care about their needs.” Taking the time to understand employees’ perspectives and challenges demonstrates genuine care and concern, strengthening the leader-employee relationship and building trust at work. If someone is overwhelmed, try asking: “What’s your biggest stressor right now, and how can I help make it more manageable?”

Provide Constructive and Objective Feedback

Offering timely and constructive feedback helps employees grow and shows that leaders are invested in their development. It’s also important to remember that how you provide the feedback is crucial, and Sonnenberg reminds us: “Be objective.”

One idea for leaders is to use the “Situation-Behavior-Impact” model, as outlined by the Center for Creative Leadership. In this model, you clarify the situation, describe the behavior and explain the impact. For example: “In today’s meeting, I noticed you spoke over some of your colleagues. It cut their ability to contribute to the conversation short. Let’s work on giving others space to finish.” Being objective and focusing on the problem when providing feedback can help resolve issues. 

Lead by Example

Leaders should embody the values and behaviors they expect from their team. Demonstrating integrity, accountability and professionalism sets the standard for others to follow. Sonnenberg explains it well: “Your actions must match your words.” If you ask for transparency, model it yourself, especially in moments of difficulty. 

Foster a Collaborative Environment

Encouraging teamwork and open dialogue promotes mutual respect and shared responsibility, essential components of a trust-filled workplace. Make collaboration a norm by soliciting diverse opinions and rewarding group wins. Ask: “Whose perspective haven’t we heard yet?”

Leaders can also ensure they are promoting true collaboration by being part of the solution. As Sonnenberg shares: “Never ask someone to do something that you’re not willing to do yourself.”

Be Transparent About Challenges

Openly discussing obstacles and setbacks enables teams to face challenges collaboratively and with greater resilience. When transparency is the norm, team members aren’t worried about being left in the dark or caught off guard by the unexpected. 

Invest in Personal Connections

Taking the time to know team members beyond their professional roles builds rapport and a deeper sense of trust. Start meetings with a brief personal check-in, or follow up on something someone shared last week. These simple touches matter. As Sonnenberg mentions, you can’t “expect people to look up to you if you look down on them.” 

These strategies are central to how leaders build trust and create a strong foundation for high-performing, connected teams. 

Quick Tip: To further strengthen your leadership toolkit, explore these 5 tips for fostering a sense of trust and 8 tried-and-true steps for building trust. 

How to Build Trust in a Team

Day-to-day interactions and shared experiences solidify trust within a team and aid in building trust as a leader. Intentional activities like trust team-building exercises that promote openness, collaboration and vulnerability can accelerate trust-building in powerful ways. 

Trust Team Building Ideas and Exercises

Trust is built through consistent, meaningful engagement. Engaging the whole company in trust-building exercises for leadership teams like these can strengthen bonds and enhance workplace dynamics:

• Team Retrospectives (or After-Action Reviews): After major projects or milestones, gather the team to discuss what went well, what didn’t and what could be improved. Emphasize learning over blame. This builds psychological safety, an essential ingredient for trust. 
• “Failure Stories” Sessions: Normalize vulnerability by creating space for team members (and you, as the leader) to share professional setbacks and what was learned from them. These honest conversations strip away perfectionism and help teams humanize each other, deepening connection and mutual respect. 
• Role Clarity Workshops: Many workplace trust issues stem from confusion about who owns what. Host quarterly check-ins where team members openly discuss responsibilities, overlaps and boundaries. Ensuring everyone understands their roles reduces friction, builds accountability and reinforces trust through transparency. 
• 360-Degree Feedback Rounds: When done respectfully and constructively, 360 feedback helps teams grow stronger. Encourage regular peer-to-peer feedback alongside leader-to-team assessments. Structure rounds with questions like “What’s something I do well that helps the team?” and “What’s one behavior I could improve on?” Questions should focus on growth, not judgment. 
• Cross-Training and Job Shadowing: When team members understand each other’s roles, they’re more likely to show empathy and support during busy or stressful periods. Create opportunities for employees to shadow or temporarily assist each other in their roles. This boosts collaboration and cultivates appreciation for different contributions.
• Team Charter Creation: Collaboratively create a “team charter” that outlines shared values, behavioral norms and how conflict will be handled. Revisit it regularly to ensure the team is living up to the agreements. When everyone co-creates ground rules, they’re more likely to buy in and hold each other accountable. 
• Monthly “Trust Pulse” Check-Ins: Schedule 15-30 minute monthly discussions (as a team or one-on-one) focused solely on team health. Ask questions like: “Do you feel heard on this team?” or “Is there anything that’s blocking your ability to trust the process or people?” Treat this as maintenance, not crisis management. 
• Shared Goals, Shared Wins: Instead of siloed performance metrics, set shared team goals. Celebrate wins collectively. This fosters collaboration over competition and reinforces everyone’s efforts to contribute to the bigger picture. 

Incorporating these team-building and trust activities can significantly enhance team cohesion. 

Overcoming Trust Issues in the Workplace

Trust can be fragile. Recognizing and addressing breaches promptly is key. When trust begins to erode, it often stems from a few common issues: miscommunication, inconsistent leadership behavior, perceived favoritism, broken promises or unresolved conflicts. Even high-performing teams can experience setbacks when expectations aren’t clearly communicated or when team members feel unheard or undervalued. 

If trust issues have surfaced, here’s what leaders can do to address the damage and begin rebuilding belief in leadership and the team:

• Acknowledge the Issue: Ignoring broken trust can exacerbate problems. Leaders should address issues directly and empathetically. Clear communication and consistent follow-through are key to building trust with employees, especially after mistakes or misunderstandings have occurred.
• Apologize and Make Amends: A sincere apology, coupled with corrective actions, can pave the way for re-establishing trust. 
• Implement Transparent Decision-Making Processes: Clarify how and why key decisions are made, consistently explaining the rationale behind any changes. This reduces suspicion and builds clarity-based trust. 
• Establish a Clear Accountability System: Create structured accountability by setting clear expectations, following through on commitments and applying standards fairly across the board. 
• Handle Conflict Constructively: Don’t let tension fester. Address conflict directly, facilitate open dialogue between team members and build discussions toward solutions. 
• Be Visible and Consistent as a Leader: During periods of low trust, consistency is the remedy. Show up, follow through and communicate regularly to build a sense of security. 

The Ongoing Process of Building Trust in Leadership

Building trust in leadership is a continuous journey. Leaders must consistently demonstrate behaviors that foster trust, adapt to evolving team dynamics and remain open to feedback. The path may not be easy, but the results can be well worth the effort. Try practical strategies from leadership experts like Sonnenberg, along with simple actions, to build trust and become a leader your team knows they can count on.

If you’re looking to strengthen your leadership skills and build deeper trust with your team, SUCCESS Coaching offers personalized programs dedicated to your growth. You can also explore SUCCESS Leadership Lab, which is full of practical tools, workshops and resources to help you lead with clarity, connection and confidence.

Photo by Monkey Business Images/Shutterstock.com

The post Building Trust as a Leader: How to Strengthen Workplace Relationships appeared first on SUCCESS.

But before you rush to accept a new role and close the door on other opportunities, it’s important to pause and examine your offer carefully.

Some red flags in a job offer aren’t always obvious at first glance, and overlooking them could leave you stuck in a role that’s not the right fit for you.

Madeline Mann, career coach and CEO of Self Made Millennial, warns that when considering a new job, you should avoid explaining away any red flags simply because you’re feeling optimistic about the opportunity.

Here are five common warning signs you shouldn’t ignore, and questions you should ask yourself before signing on the dotted line. 

1. Volcano answers

Volcano answers, or surface-level responses, are something you shouldn’t ignore when vetting a new job opportunity.

For example, when you ask the interviewer a question and they provide a vague answer, leading you to believe there’s a lot more under the surface, this is a volcano answer, Mann explains.

Maybe you ask: “How do you like your manager?”

They then reply, “Oh… you know… we have different working styles but we figured it out…”

It’s important to remember that job interviewers represent the company, and they’re on their best behavior, too, not just the interviewee.

“When you hear a volcano answer… dig in deeper,” Mann says. 

Ask, “‘What does that mean? What’s your work style? What’s her work style?’ Don’t ignore those volcano answers, because there’s usually a lot there,” she says.

2. Too many tasks

Another red flag to watch for is when a role combines too many responsibilities under one job title.

For example, if you’re in a job interview and they say, “We want you to handle all of the social media marketing, all of the graphic design, all of the video content, plus a bit of operations and project management,” be cautious.

“When you hear this, it’s usually a company that’s under-resourced, that also possibly has shaky leadership because they don’t really know how to design a team properly,” Mann says.

As a result, if you accept this type of role, expectations could feel like they’re through the roof, and being successful might often feel like an impossible feat.

Still, some people might like having a role with varying tasks, especially if they’re someone who thrives in a dynamic, fast-paced environment where no two days are alike.

But before you sign on, Mann says to ask yourself, “What do I truly want in my next role? Am I looking for growth opportunities? Am I looking for learning opportunities?”

Either way, and maybe most importantly, make sure the workload you’re taking on is realistic and that you’re being compensated fairly for every hat they’re asking you to wear.

3. Too quick of a hiring process

While a quick hiring process might seem ideal, it can be a red flag if it’s moving too fast.

To be fair, some roles like retail, food service, or warehouse jobs might require fewer interviews, as they often prioritize availability, work ethic and the ability to quickly learn on the job over formal credentials or extended hiring processes.

But if it’s a more demanding role, like engineering, marketing, finance or software development—a hiring process that moves too quickly, without incorporating proper evaluation of your skills or discerning if you’re the right fit for the role, can be a red flag.

Mann says this could mean there’s a possibility that, “The role that they are ‘selling you on’ is undesirable.”

If this is the case, it could be a role with high turnover or burnout. In those instances, companies may focus more on selling the opportunity than truly vetting candidates. They’re just thinking, ‘All right, well, let’s just try to get more people through the door.’

That’s a red flag that you probably won’t want to take this job.

If you’re wondering if this is happening with a role you’re interviewing for, Mann says, ask yourself: “Did this feel too easy?” If so, it might be too good to be true. 

4. Too pushy on signing quickly

Similarly, if a company offers you a job and pushes you to sign quickly, that can be cause for concern. Usually, a company will give you at least three days, or the weekend.

But if the company is rushing, this could look like the company saying, “We need to know by the end of the day,” or, “We need to know by tomorrow,” Mann explains.

“Most companies understand that you should hire slow, fire fast, and it really is showing a lack of good business acumen if they’re kind of rushing through the hiring process, because you’re likely to join a team of underperformers who are also rushed through the process and are not a good fit for their role,” she says.

Now, this could be different if the company has been communicative about why they need to fill the role quickly.

It might not be a red flag if you’ve been discussing the offer for a week, have hammered out all the details and all that’s left to do is sign, Mann explains.

But use caution: “If it’s a whirlwind hiring interview process, and then they go, ‘OK, but tell us by tomorrow,’ that’s a red flag that there’s a bit of some high-pressure tactics here,” she says.

If you suspect this to be true when you’re interviewing for a job, you might want to pause and ask yourself: Did they give me at least three days to understand what this role entails, so I can make an educated decision?

5. Unclear on your tasks

When interviewing for a job, if you notice that the role seems different from one interviewer to the next or if it doesn’t align with the job description, that’s a red flag.

When this happens, it could be a sign that the company doesn’t know what it wants. 

“Success in the role could be a moving target,” Mann says.

This lack of clarity could also lead to you being terminated or laid off because they didn’t fully understand the role this position would play in the company when you were hired, she explains.

Eventually, leadership might think, “Oh, we’re not having you work on the right things. We’re not really using you properly,” and that can lead to a layoff.

If you’re in a job interview and feeling that your tasks seem unclear, ask yourself: Is this a role where I can thrive, or will the lack of clarity lead to frustration and uncertainty down the line?

Avoid falling into your own trap

If you already have a job, make sure you’re not missing any red flags when leaving one company for the next, especially if your current job is a toxic one.

“A lot of people who have a job will have this unnecessary optimism that the next job they will take will somehow fix their toxic situation, when really they’re just essentially repeating patterns of choosing the same type of company again, because that’s the easiest job to get,” Mann says.

“If that’s the case, especially if you’re running from a bad situation, you need to understand those patterns of the past and make sure you’re asking questions to unearth those things, make sure you’re not repeating it,” she explains. 

To ensure you’re not leaving one toxic job for another, ask yourself, What are my values?

“Whatever your values, you need to get extremely straight on those. Have your top five and do not waver from those,” Mann says. 

Knowing your values will help you determine if the new job is right for you.

Photo by Hispanolistic/iStock.com

The post You Got the Job, But Should You Take It? appeared first on SUCCESS.

Today, she carries her family legacy forward as CEO of Black Ambition, where she empowers and inspires up-and-coming Black creators and entrepreneurs to do the same.

Lighting the path 

Hatcher’s first foray into entrepreneurship, which she engaged in while she was in college, began with an educational consulting company that helped adolescents enroll in college and secure tuition funding. Then, after leaving college to pursue entrepreneurship full-time, she led product launches and social media campaigns for major brands like Nintendo, Sony, Microsoft, Walgreens and more. 

However, she soon faced a setback that almost crushed her spirit as a budding entrepreneur. “My very first business had a lot of really bumpy roads, including an employee [who] stole my biggest contract from me,” Hatcher says. “I had sworn off ever, ever, ever being an entrepreneur again in my entire life.”

Yet resilience won out. She soon reignited her entrepreneurial spirit and was inspired to launch a gourmet popsicle manufacturing company with her husband. Thanks to her strong background in brand management marketing, she knew how to get vegan popsicles onto the market for events and private-label production. 

After building a Fortune 500 client list that expanded her business and venture capital backing, Hatcher and her husband opened their brick-and-mortar shop and committed to operating under sustainable practices. They also founded a youth entrepreneurship program where they coached kids in the community on entrepreneurship and tech.

Spearheading innovation

Later, she and her husband started their nonprofit organization, Code Fever, now known as the Center for Black Innovation. Driven by her passion to promote and create spaces for Black innovation, Hatcher also co-founded Black Tech Week.

Her efforts to create accessible learning spaces for Black communities and contribute to STEM were recognized when she was named a 2014 Obama White House Champion of Change for STEM access and diversity. Her work has also been acknowledged by Harvard University and various business publications, and she’s received numerous awards for championing change. 

After all this, she caught the attention of Pharrell Williams, whose team invited her to join the Black Ambition Opportunity Fund as CEO. But at the time, Hatcher says, the project was still in development. “It did not have a CEO prior to that, and it was initially just a dream that [Williams] had of wanting to close the wealth and opportunity gap for diverse entrepreneurs and then go build and scale the [business],” she explains. 

Still, the opportunity was one she couldn’t pass up. “That’s where we first started—wanting to make sure that entrepreneurs that need the support [and] resources to grow and scale significantly had exactly what they needed, when they needed [it] and how they needed it,” she says. “And that was really Pharrell’s vision around that… really being able to create uninterrupted pathways to entrepreneurship and through entrepreneurship.”

Pioneering movements

Today, Black Ambition is a vibrant virtual platform, and its reach extends beyond North America to countries in Africa, South America and Europe. It also offers an annual competition that attracts thousands of applications. Out of the entries, anywhere from 150–250 semifinalists are selected and offered a three-month mentorship program, along with capital and networking connections. This hands-on approach allows Black Ambition to foster diverse, uninterrupted pathways for young entrepreneurs. 

After investing in the contestants’ companies, Hatcher says, the foundation works closely with the finalists for six to eight months, laying the groundwork for what their businesses truly need to thrive. 

“Oftentimes, my team asks them, ‘What’s your Christmas list of three to five things that will really drastically scale [your] company?’” Hatcher says. “And then it’s my team’s [job] to help them get to those…. [We also help] them get world-class contacts that will drastically grow and scale their company.”

According to Hatcher, the organization’s mission is to help young Black entrepreneurs maximize their potential. “We want the budget to match their imagination [so that] there is nothing that stands in the way of their greatness,” she says. “Because not only are they going to be amazing entrepreneurs, but they are going to figure out some world-bending, world-changing way to be radically impactful back to their communities.” 

Leaving a mark 

Hatcher hopes to leave her legacy through the people and communities she’s helped grow. By dedicating her work and energy toward spreading positivity, she aims to make a meaningful impact through entrepreneurship. 

“I hope to live to 100,” she says. “If I look back and I can say, ‘Job well done around that,’ that means [I’ve had] the impact that I want to have on the world.”

Photo by GaudiLab/Shutterstock.com

The post Fueling Future Generations With the Power of Entrepreneurship appeared first on SUCCESS.

For leaders, accountability sets the tone for the entire team, reinforcing that blame-shifting isn’t part of the culture. And for professionals at any level, it’s a key driver of personal development and career advancement.

The good news? Demonstrating accountability doesn’t require a dramatic overhaul—just consistent, intentional action. Here are a few practical ways to show you’re accepting accountability at work.

What Is Accountability in the Workplace?

Accountability is not as simple as doing the things you say you’d do. Sure, that’s a key component, but that’s a very surface-level way of looking at accountability. 

To truly accept accountability is to fully commit to a situation through its completion. That means whenever something goes right, you can explain why it worked so that success can happen again in the future. It also means whenever something goes wrong, you analyze where things went wrong and have a plan in mind for fixing it. 

Additionally, accepting workplace accountability, especially as a leader, means using an opportunity to uplift others’ contributions for success rather than hog all the credit for yourself.

Responsibility vs. Accountability: What’s the Difference?

You may have heard these two words used interchangeably. And it’s fair to think there’s no difference between responsibility and accountability since their definitions are very similar. However, there is a difference between accountability and responsibility. 

Responsibility focuses on the task, whereas accountability focuses on the results. 

Let’s pretend that your supervisor assigns a project intending to increase leads:

• You would be responsible for finding potential contacts.
• You would be accountable for whether or not those contacts become leads.

If you’ve ever had your boss say, “I’m holding you accountable for this,” they’re telling you that the outcome of “this” is on you. 

If you are the supervisor, upper management may want to see a cost-saving or profit-boosting project be successful. You would be responsible for making sure your team completes its tasks correctly. You would be accountable for how much or how little money is saved or generated. 

7 Ways to Demonstrate Accountability at Work

Accountability in the workplace doesn’t just build character—it builds stronger teams. When people take ownership of their actions and follow through on commitments, trust increases, productivity rises and team culture thrives. In a workplace where everyone takes accountability seriously, wins are celebrated together and setbacks are handled with resilience and mutual support.

Here are seven actionable ways to show you’re accepting accountability at work:

1. Acknowledge Mistakes Instead of Deflecting Blame

Everyone makes mistakes. Even the most diligent professionals encounter slip-ups from time to time. What matters is how you respond when things go wrong.

You have two choices:

• Own the mistake and work to correct it.
  
• Shift the blame to someone else.
  

Choosing the latter might protect you in the short term, but it damages trust in the long run. True accountability means owning your part, learning from the experience and taking steps to avoid repeating it. When you admit your mistakes with integrity, people are more likely to respect you and support your growth.

2. Take Ownership of Tasks and See Them Through

Accountability doesn’t stop when a task is checked off your list. It extends to the outcome.

While responsibility is about getting the job done, accountability is about delivering results. If something doesn’t go as planned, don’t just move on—take the initiative to troubleshoot and adjust. Ask yourself: What could I do differently next time to improve the outcome?

3. Seek Feedback to Improve

Asking for feedback—especially after a misstep—shows maturity and a growth mindset.

Invite input from colleagues and leaders on how you could improve your approach. Listen without getting defensive and treat feedback as a tool for growth, not criticism. Even when things go well, feedback can help you uncover strengths you didn’t know you had. 

Asking for it consistently shows others that you’re committed to being your best self at work.

4. Apologize and Make Amends When Necessary

A sincere apology can go a long way toward rebuilding trust. If your actions have negatively impacted a team member or project, take responsibility, express genuine regret and do what you can to make it right.

Better yet, ask how you can help offset the impact, whether it’s assisting with a task or adjusting your process to prevent future issues. Accountability includes not just acknowledging the mistake, but actively working to repair the damage.

5. Understand Your Role in a Project and Strive to Exceed It

Every project is a team effort, and each person plays a vital role. Understanding your responsibilities is key, but don’t stop there. Look for ways to exceed expectations, whether that means double-checking your work, supporting a teammate or spotting a potential issue before it becomes a problem.

Being proactive about your role shows that you’re invested in the success of the whole team, not just your individual tasks.

6. Manage Your Time Effectively

Poor time management can derail projects and frustrate teammates. Being accountable means being dependable with your deadlines and intentional with your workflow.

Some ways to demonstrate this include:

• Starting tasks early and building in time for review
  
• Asking for help when you hit a roadblock
  
• Offering assistance to others once your work is complete
  
• Reviewing your work with others before finalizing it
  

When you manage your time well, you show others they can count on you.

7. Be Proactive

Accountability isn’t just about fixing mistakes—it’s about preventing them.

If you see a teammate heading toward an error, kindly offer feedback or guidance. If you notice a process that could be improved, speak up. Taking initiative to improve your team’s workflow or efficiency shows that you’re thinking beyond your own responsibilities and looking out for the greater good.

Examples of Accountability in the Workplace

Still wondering what accountability looks like day to day? Here are a few examples:

• Following up on project-related questions and responding promptly to requests
  
• Seeking solutions rather than pointing fingers when issues arise
  
• Setting clear expectations—and communicating when they aren’t met
  
• Looking for ways to help the entire team succeed, not just focusing on your own performance

Accountability Is Your Competitive Advantage

Demonstrating accountability doesn’t just make you a better teammate—it makes you a more valuable professional. The habits and mindset of personal responsibility translate far beyond the workplace, shaping how you build relationships, handle challenges and grow over time.

A lack of accountability can erode trust, stall your development and place unnecessary strain on others. But when you consistently own your actions, follow through on your commitments and learn from every experience, you become someone others want to work with—and someone who leads by example.

Choose accountability: It’s not just a leadership trait—it’s a career superpower.

Photo courtesy of Ground Picture/Shutterstock

The post How Can I Show That I’m Accepting Accountability at Work? 7 Ways to Practice Self-Accountability appeared first on SUCCESS.

Motivated employees tend to stay around longer, refer other high performers and positively influence company culture. If your goal is to build a team that’s productive, resilient and invested, prioritizing motivation is key. Cultivating that energy starts with leadership. Strong leaders seek to understand what makes people tick and create an environment that helps them thrive. 

A big part of the equation is company culture, and great cultures share specific traits that reinforce shared purpose and employee growth.  Learn how to solve the puzzle of boosting motivation at your company to improve company culture and the bottom line.

Top Workplace Motivators That Drive Employee Performance

To spark real engagement, leaders must understand the most influential workplace motivators that drive performance and inspire workplace satisfaction. These motivators typically fall into two categories: intrinsic and extrinsic.

Intrinsic Motivators

These are internal and include drivers such as personal growth, mastery, autonomy and a sense of purpose. For example, a higher performer who thrives on personal growth might become reinvigorated when given the chance to mentor junior staff or lead a new project aligned with their interests. Someone driven by purpose may need to see how their work contributes to the company’s mission in a meaningful way. This type of motivation focuses on the why of what a person is doing.

Extrinsic Motivators

External motivators can include things like bonuses, recognition, promotions and even public praise. If recognition at work fuels someone on your team, then making sure they receive regular shout-outs or leadership attention can go a long way. Similarly, some people may work best when they know their performance is being tracked and measured and that there are financial rewards in the pipeline for hitting targets.  

Personalize Approaches to Your Employees

To tap into intrinsic and extrinsic motivators, it’s essential for managers to personalize and differentiate their approaches. Spend time understanding what drives each employee and tailor incentives accordingly. This type of focus can transform engagement levels across your team. The result is a team of motivated individuals who produce results and contribute to a thriving workplace culture.

Quick Tip: Consider using DISC to enhance your emotional intelligence and further learn to motivate employees.  

How to Motivate Your Team Through Strong Leadership

Employees can tell when leaders care about their engagement and motivation. Showing them their motivation matters to you can make all the difference. Here are some actionable strategies you can start implementing today to foster and build motivation on your teams:

1. Lead By Example

People take cues from leadership. When you show up with integrity, passion and discipline, your team is more likely to mirror your behavior. If they perceive you as checked out, they’ll likely disengage too. Many successful leaders have helped motivate others through their examples. John Wooden, for example, was known as a being a proponent of leading by example and servant leadership. This approach helped him gain success and inspire others for generations. 

2. Encourage Employee Autonomy

Another way to motivate employees is to encourage autonomy and avoid micromanaging. Trust your employees to own their own work. Autonomy is a powerful intrinsic motivator that helps people feel valued and capable. For example, you might allow employees to be involved in creating project deadlines, create their own organizational processes for completing tasks or consider flexible work arrangements like hybrid or remote work. 

3. Recognize And Celebrate Wins

A simple “thank you” or public acknowledgement can significantly boost morale. Regular recognition keeps motivation at work strong. Along with celebrating big-picture wins such as meeting benchmarks or goals, consider providing recognition for small things as well. For example: launching a new campaign, completing a project or receiving positive customer feedback. 

4. Offer Opportunities For Growth

Whether through mentorship, workshops, or new responsibilities, providing people with room to grow reinforces their value to the team and the organization. According to a survey by MIT Sloan, 67% of participants wanted career advancement, but only 49% felt they were receiving advice to do so. Managers can ensure that career pathways and promotions are apparent to existing employees and provide opportunities to learn and grow. 

5. Give Constructive, Consistent Feedback

Support employee development by regularly offering clear, constructive feedback. This helps employees feel seen and supported. According to Dennis Grossman, CEO of the Grossman Group and an expert in leadership and communication with over 30 years of experience, there are several key aspects to remember when providing feedback. Start by framing the feedback discussion, helping employees understand your intent and ensuring it is a safe space for them. Be specific with your feedback. Ask how they feel and listen actively to their response. Follow up by asking how you can help in the future. 

6. Be Approachable And Present

Check in often and be available. Employees should feel comfortable sharing challenges and wins with you. Being visible and approachable can be especially important to motivate employees during times of turbulence or change. Managers who display empathy and stay approachable, even when there are challenges, exhibit adaptability and can dispel anxiety among teams. 

7. Align Roles With Interests

Ensuring employees are in the right roles and are taking on the right projects not only improves output but also helps with long-term commitment to their work. It can contribute to employee engagement and reduce turnover. Managers and leaders should first fully understand the requirements of each position. They can also use assessments and interviews to identify the skills and strengths of different employees and provide ongoing training to help employees stay motivated and adapt.  

8. Promote Collaboration

A collaborative environment and team motivation can build trust and fuel innovation. Collaboration can also improve company culture through fostering a sense of connection. If employees feel siloed, they can start to lose their connection to purpose. Instead, motivate them by promoting collaboration. To do this successfully, leaders can consider implementing cross-functional work, ensure communication is clear across teams and use collaborative tools. Additionally, managers can encourage open communication and invite team members to collaborate on projects. 

9. Share The Bigger Picture

This is particularly important for motivating staff who want to understand their why on the job. It’s pivotal for them to understand how their role fits into the company’s vision and to be able to see the larger impact of their work. Consider looping employees into larger discussions about the organization and how their work ties into the big-picture goals and objectives. Affirm how their roles and tasks support the mission and why it matters. The result can be increased motivation and engagement.  

10. Show Empathy

Life happens. Empathetic leaders make space for personal struggles and provide the support needed to keep employees motivated. Seeing your employees first as people, with distinct needs and struggles, can go a long way. Empathy promotes psychological safety, enhances communication and creates a culture of trust. It can help boost engagement and growth. 

As a leader, you don’t have to have all the answers. If you lead first with empathy, kindness, understanding and enthusiasm, your people will follow.

Related: Motivational Quotes to Share With Your Employees

How to Motivate Employees As A Manager In Challenging Situations

The true test of leadership comes when motivation starts to slip. Here are a few tips on how to motivate employees during the moments that matter most.

When Employees Feel Burned Out

Even your highest achievers can hit a wall. If you notice a dip in energy and output, don’t jump to conclusions. Instead, schedule a one-on-one and ask thoughtful questions. You may learn they are overwhelmed, dealing with personal challenges, or simply need a break from routine. One effective tactic is to switch up their responsibilities by giving them a passion project or allowing them to take the lead on an internal initiative. This kind of variation can help in motivating employees who are in a rut.

When There Is Organizational Change

Change can bring uncertainty, which often leads to fear and performance losses. To counter this, communicate transparently and frequently. Involve employees in the transition where possible and reaffirm their importance to the team. Helping people feel seen during transitions makes them more likely to stay engaged.

When Morale Is Low

Low morale is contagious, but so is enthusiasm. Focus on rebuilding team connection through shared goals, collaborative projects, or even lighthearted initiatives like volunteer outings or internal team events. You can often reverse a dip in morale by focusing on relationships, purpose, and recognition, all essential ingredients of workplace motivation.

These are times when your strategic and compassionate leadership really makes a difference. You have the honor and responsibility of setting the tone for how the team will recover and rebuild after challenging seasons.

Keeping Your Team Motivated For Sustainable Success

There are no quick fixes or cheap tricks to mastering how to motivate employees. Your long-term dedication to showing up and encouraging continuous growth, collaboration and ownership of work is what matters most. Great leaders revisit what works, adapt to what’s changed and never stop learning about their team’s evolving needs.

As you grow in your leadership journey, consider gifting yourself expert guidance. SUCCESS® Coaching offers personalized strategies to help you unlock your full potential. Whether you’re trying to reignite a burned-out team or improve performance across the board, coaching can give you the edge you need.

You can also explore the SUCCESS® Leadership Lab for tools, resources, and real-world insights designed to help leaders build high-performing, ultra-motivated teams.

Photo by Krakenimages.com/Shutterstock.com

The post How to Motivate Employees: 10 Strategies for Building a Highly Engaged Team appeared first on SUCCESS.

1. SUCCESS® Leadership Lab

The SUCCESS® Leadership Lab is an 18-day virtual course combining expert-led lessons and live coaching curated to help you become more confident, goal-oriented and influential. The live labs offer peer and facilitator-led sessions so you can put your new knowledge into immediate practice. Learn how to handle tough conversations, build trust, thrive under pressure, bring out the best in your team and create a company culture that makes a genuine impact. It’s ideal for those who are seeking to upskill in multiple leadership areas but don’t have the time to commit to a year of training.

2. Stanford LEAD Online Business Program 

Stanford’s LEAD Online Business Program is a year in length and requires five to 10 hours weekly. It’s led by the same faculty from Stanford’s Graduate School of Business MBA program and is focused on equipping students with the skills to fast-track careers and create lasting change. After completion, there are plenty of opportunities to stay in touch with alumni.

3. Harvard Business School Online

Harvard Business School Online offers several courses in the leadership and management track, including some that focus on negotiation as well as transforming customer experience. They range in duration, from four to eight weeks, requiring anywhere from four to nine hours per week. Each course is a flat rate, allowing you to pick and choose the leadership track that you think you need most. 

4. Berkeley ExecEd

Berkeley’s ExecEd courses in leadership and communication are mostly held in person, but their Leading Strategy Execution Through Culture Program is a three-day online intensive. Their next intake is in November 2025. The focus is helping executive business leaders learn how to foster a positive company culture to reach loftier goals. 

5. Wharton Online, University of Pennsylvania

The leadership and management certificate online program is self-paced and comprises courses on modern leadership, managing talent, growing global opportunities and strategic management. These courses (each four to six weeks long) can either be taken individually or bundled together and are aimed at mid- to senior-level managers with five to seven years of experience. 

Photo by miniseries/iStock.com

The post The 5 Best Online Leadership Courses in 2025 appeared first on SUCCESS.

Here’s how both your business and relationship can survive and thrive amid this major change.

Meg and Nicole: From best friends to boss and employee

Meg Behrens and Nicole Haisma first met at Lafayette High School’s freshman class orientation in summer 1998, striking up a solid friendship that continues to this day. When Behrens, founder and principal designer of Meg Behrens Design, was looking to bring on an additional designer this past year, Haisma and her functional life experience instantly came to mind.

Haisma designed the space and created the vision and aesthetics for In Bloom, a Paso Robles, CA restaurant she co-owns with her husband Chris. She also is a real estate broker who spent years staging homes and updating kitchens.

“I kept hiring junior designers who were great at drafting, but they needed a lot of direction,” Behrens says. “Running the business was already a full-time job, and I love the creative side too—but balancing both was overwhelming. I really needed someone with strong creative instincts and the ability to communicate well with clients.”

After collaborating on a test project, designing In Bloom’s tasting room Nix Cellars, Behrens officially hired Haisma to work for her firm on a per-project basis.

“With no risk, there’s no reward,” Haisma says. “We both kind of talked about how we could define the roles and delegate certain projects and we [thought], ‘Why would we not?’” 

Leadership consultant and psychologist Vincent Miles believes a key benefit of hiring someone you have a pre-existing relationship with is that you truly know that person and their quirks.

“You kind of know what you’re getting with that individual, where their strengths might lie and there’s less unknowns [than] if you’re hiring someone completely random.”

With previous new hires Behrens sometimes felt they were taking her comments personally, not as constructive criticism.

“It’s just completely opposite with Nicole, where I can tell her what’s up and the job gets done,” Behrens says. “We already have that comradery… [and] I’m not going to hurt her feelings over it…. sometimes I feel like you’re stepping on people’s toes, but at the end of the day [it’s] your vision [and] you need it done correctly.”

Arizona-based Behrens and California-based Haisma often collaborate over FaceTime and phone calls, addressing at the outset if the conversation will address a project or their personal lives. That’s helpful, Haisma says, in order to show up in the right role.

 “We kind of set those expectations,” Haisma says. “And so [we] can show up and just really be supportive depending on what we’re trying to have a conversation about.”

While someone else in the organization might feel apprehensive to float a new idea or voice a concern, given their lower position or limited tenure, Miles says that with a preexisting friendship, the subordinate position might be more comfortable speaking up.

Haisma is often able to take that approach with Behrens.

“[Nicole] might even say something to me like, ‘Oh, I don’t know, I kind of feel like we should go this way,’” Behrens says.

Given their relationship and the foundation of trust they already have, Behrens will then consider Haisma’s suggestions.

But be careful…

Miles thinks that the hiring person could easily fall into the trap of seeing their friend as an idealized version of an employee, or even a perfect one.

“We have to remember that they’re going to make errors and leave space for that so that we’re not frustrated,” he says. 

To maintain a peaceful environment, Miles says a boss should help set their friend up to be treated like any other employee.

“It’s really important that that individual is seen by their peers as an equal without preferential treatment, without any kind of favor.”

Haisma and Behrens believe salary should be discussed in advance, as finances often can be an uncomfortable topic.

“You need to be very direct and you need to set the expectations for the involvement and the amount of work that you’re doing and the compensation that you’re going to receive,” Haisma says.

To make sure you come to an agreement, Miles suggests navigating from a boss’s perspective rather than that of a friend’s, or bringing Human Resources into the negotiations. And if you’re unable to involve a third-party, Miles agrees with Haisma that communicating clearly is critical and will help take pressure off the relationship.

“For example, I’m not giving you a salary range or something specific because of how I feel about you. I’m effectively saying, ‘This is what the business can support. This is what would be fair and comparable.’”

Even if things appear to be going well, Behrens still advises that you have an exit strategy.

“Just have that clear definition of, ‘Hey, if it doesn’t work… it’s not going to ruin our friendship,’” she says. 

Still, that friendship will evolve. Miles says you might encounter a different version of your friend when they’re in boss mode.

“They might not be as soft or willing to hold your hand at times. And that relationship or that individual’s emotions might kind of ebb and flow based on how business is going.”

If like Behrens and Haisma you both are able to roll with the changes to your relationship hiring a friend will bring, you can also reap the many rewards.

“I can become a better designer because of the things I’m learning from Meg,” Haisma says. “And then some of the things that I’ve just been doing along the years, Meg is like, ‘That’s a cool idea….’ So we’re making each other better… owning our strengths, [and] pushing each other to keep expanding.”

Photo from fizkes/Shutterstock.com

The post How to Create and Manage Boundaries When You Hire a Friend as an Employee appeared first on SUCCESS.

Knowing the dos and don’ts of workplace etiquette can boost your professional growth and much more. It can help nurture a healthy culture, improve interpersonal relationships within the workplace and cultivate a positive and supportive professional environment. In this article, discover key aspects of office etiquette—from why it’s important to what it’s all about to how it can be taught. 

What Is Workplace Etiquette and Why Is It Important?

Office etiquette, or workplace etiquette, is the set of behaviors that shapes how you show up, present yourself and interact with others in the workplace.

From the way you carry yourself to how you talk to your colleagues, juniors, bosses and clients to even your eating habits—the smallest details can play a part in shaping others’ perceptions about you. Adhering to proper etiquette ensures that this perception is generally positive. However, this is just one reason office etiquette matters.

Why Is Etiquette Important In The Workplace?

Good office etiquette includes being polite and kind and can help build a workplace where a healthy culture and professional relationships thrive. Let’s look at some of the ways good office etiquette can have a positive impact:

1. Better Collaboration 

Collaboration and teamwork are essential in any workplace. When everyone respects and values one another, it can improve how people work together. Good professional conduct ensures that everyone is aligned when it comes to collective efforts and advancing the company’s goals.

2. Improved Communication

Much of workplace etiquette involves effective communication. A space where people can express themselves and understand others properly is a positive haven. It can help prevent and resolve conflicts, helping team members grow together as a workforce. 

3. Stronger Relationships

How you behave and interact with your colleagues and others in the office can shape your professional life. When you treat others with respect, listen to their ideas, help them with genuine efforts or even greet them with a smile, you strengthen your professional relationships. These relationships are pivotal to thriving in the workplace.

4. Professional Growth

Adhering to work etiquette helps make you a supportive team member, effective communicator, reliable colleague and good employee. All of this helps create your professional image. Coupled with your performance, a positive professional image could help you grow in your career. 

5. Building Brand Reputation

If you’re in a client- or customer-facing department in your organization, following office etiquette rules can also help build a strong brand image. For clients and customers, every employee is a face of the company.  As a result, how you behave with clients and customers directly shapes their image of your company. 

Essential Dos of Office Manners and Etiquette

Here are some important office etiquette rules that you should follow to maintain professionalism in the workplace:

1. Be Punctual

Etiquette begins the moment you arrive at your workplace. Arriving on time is one of the most important ways to show professionalism and respect for your work. Try to consistently arrive on time or early at the office or meetings. It’s also key to inform as soon as possible if you’re going to be late.

2. Be Well-Dressed and Well-Groomed 

If your office requires you to dress a certain way, it’s a sign of professionalism to follow the guidelines. However, not every office has a dress code. As a general rule, make sure you dress in a neat fashion, have good hygienic practices, take care of your hair and nails and try to have good posture. If you have a beard, keep it trimmed or shaven. Keep makeup professional (don’t overdo it) and avoid strong perfumes or colognes. 

3. Keep Conversations Professional

It’s common, and potentially beneficial for mental health, to have friends at work. However, it’s also important to keep your conversations as professional as possible during working hours. While it’s okay to discuss things like birthdays or weekend plans with your office friends, these discussions shouldn’t interfere with your professional commitments. Try to keep non-work talks to a minimum, opting to save them for breaks and after work hours.

4. Treat Everyone With Respect and Kindness

Everyone deserves respect and kindness; good etiquette means offering these things to others. Treat everyone with professional respect, regardless of their position in the office. This includes:

• Talking politely 
• Not being too loud 
• Maintaining a professional tone
• Addressing differences and conflicts respectfully 
• Listening to others’ concerns and differing POVs patiently 

Put simply, respect everyone and show that respect via your words and actions.

5. Respect Others’ Personal Space (and Protect Yours)

Respecting others’ personal space in the office is crucial if you want people to trust and respect you in return. Practical ways to do this at work include the following:

• Knock or ask before entering someone’s cabin or space
• Avoid eavesdropping on others’ phone calls and conversations
• Avoid looking at someone’s screen or documents
• Avoid prying into personal matters 
• Ask for permission before asking for personal info

It’s also important to protect your own personal space. Set clear boundaries, clearly communicate when you are not comfortable, and avoid oversharing personal matters with colleagues.

6. Give Credit Where It’s Due

Teamwork is an indispensable part of any workplace, and every team member deserves credit for their contributions. If you are the leader of a group project, it’s your responsibility to ensure every member gets the credit for their part. This is part of not just etiquette, but also ethics. It can help build trust and cooperation among coworkers.

7. Communicate Actively and Clearly

Communication is a central ingredient in any relationship and can be critical at work. What you communicate, how you communicate, and how often you communicate are all important factors in developing good workplace relationships. When it comes to matters in the office, follow these etiquette tips on communication to ensure clear, accurate discussions:

• Listen carefully to others during meetings and discussions.
• Voice your disagreements clearly and respectfully.
• Offer positive feedback to others for their work.
• Ask for feedback regularly. 

From strengthening your relationships to resolving conflicts, effective workplace communication can help you in many ways.

8. Keep Work Areas Neat and Use Courtesy in Public Spaces

An organized workspace is another aspect of good office etiquette, so make sure your desk or office is clean and in order. It’s also important to be mindful of public spaces at work and respectful of others in these areas. To help keep things neat and tidy, try the following tips: 

• Declutter your desk and shelves regularly.
• Wash your hands thoroughly before and after lunch. 
• Wash your hands after coughing or sneezing.
• Keep shared spaces like restrooms and meeting rooms clean.
• Avoid bringing strong-smelling food into a shared eating space.

9.  Follow Meeting Etiquette

Office meetings are like mini get-togethers, albeit with a fixed professional agenda. And like any other part of the workday, it’s essential to follow good etiquette in meetings. While that begins with being punctual, it can also include:

• Listening actively to the speaker
• Coming well-prepared for the meeting agenda
• Making eye contact with the speaker/listeners
• Not using your cellphone during meetings
• In virtual meetings, mute your mic when you’re not speaking.

If you have a habit of dozing off during meetings, a cup of espresso before a meeting might be a great idea. 

10. Be Prompt With Office Emails and Calls 

Try your best to reply to emails that need a reply within the standard 24-hour timeline unless it’s a holiday. If an email looks as though it may require a longer or more thorough response, you can reply with an estimated time to keep the other person in the loop.

The same goes for calls. While it’s common practice to let them go to voicemail, try not to make it a habit. As a general rule, it’s best to attend to them right away, especially if you’re already available. Being prompt with emails and calls this way reflects the importance you give to your work.

Common Don’ts of Office Manners and Etiquette

Knowing what not to do is just as important as knowing what to do. While you follow office etiquette rules, steer clear of the following red flags:

1. Gossiping

Office gossip isn’t always bad. In fact, one recent study found that positive workplace gossip may actually improve mental health in some individuals. However, negative gossip is something you should avoid at all times. 

Whether it’s about your boss or a colleague, negative gossip is more than just unprofessional;  it can erode mutual trust and relationships once the gossip reaches its subject. (And oftentimes, it does.) What’s more, research suggests that negative office gossip can reduce work performance, proactive work behavior and self-esteem in employees.

2. Interrupting Others

As much as it’s essential to actively communicate in the workplace, it’s just as important to let others speak. Interrupting someone while they are talking can seem inconsiderate and disrespectful, so try to avoid it as much as you can. It’s natural to get excited about sharing something you might be excited about, but it’s best to listen to their side properly before.   

3. Using Objectionable Language

This one goes without saying. Your office is where people of different ages, backgrounds and values come together, so keep your language suited to everyone unless you are talking with someone in private. 

4. Bringing Personal Grudges to the Office

It’s not something you hear often, but it’s a very important rule of professional etiquette: Leave your personal grudges outside when you enter your office. Whether you have had an argument with one of your colleagues or gotten friend-zoned by your office crush, don’t let personal issues affect you and others in the workplace. 

5. Coming To Work Sick

Your dedication and discipline are commendable, but it’s best to let them rest with you when you fall ill. Coming to the office sick not only affects your own health but may also put others at risk. It’s important to take care of yourself and your colleagues by staying home while you’re sick. 

Office Etiquette Training: A Step Toward Professional Growth

Many workplace etiquette rules we just discussed might seem like common sense. But alas, common sense is subjective, and maintaining order requires effort. This is why it’s important to train employees on office etiquette rules. 

If you are an employer concerned about adequate etiquette in your workplace, here are some tips to consider:

1. Offer Training Programs

According to a 2023 survey by Resume Builder, 60% of employers either offered office etiquette classes or planned to do so by 2024. You can make this training part of the onboarding process for all new employees in your company. This way, new hires can learn about etiquette rules from the beginning and build on them as they grow.

2. Include Office Etiquette Rules in the Employee Handbook

The employee handbook is one of the best official resources for employees to learn about the company values and culture. Accordingly, it can be a good practice to add office etiquette guidelines to the handbook. 

3. Put Up Signs and Labels In the Workplace

Many etiquette rules, such as the ones about dress code, cleanliness and hygiene, can be put up using signs throughout the workplace. They may include: 

• Encouraging messages to help maintain cleanliness in shared spaces
• “Knock before entering” signs outside offices
• Dress code rules outside the co-working area
• “Wash your dishes” and “Don’t litter” signs in the break area
• Meeting etiquette rules or signs outside and within meeting rooms

Mastering Office Etiquette for Success in the Workplace

For most of us, the workplace is the most important place after home. Understanding and practicing good professional etiquette in the workplace is hence just as important as the work itself. So, while you try to do your best in the office every day, also try to follow your workplace norms at all times. 

The guidelines we’ve just discussed will help you be a professional, respectful and reliable team member at work. Make these habits part of your conduct, and you’ll gradually see the far-reaching effects of mastering office etiquette in your professional relationships and career.

Photo from Monkey Business Images/Shutterstock.com

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