Q: What is the ultimate purpose, or goal, for human life?

A: “Whoa, dude, that’s a big question. I work like a dog all day and watch TV at night to avoid thinking about things like that! In fact, I’m feeling the urge to go to the bar and watch football right now.”

In fact, all of us are much closer to the answer to that question than we think…and its not that scary!

How I can just think about my work goals without considering my life goals? I spend a lot of my life at work — I hope it’s for better reasons than just paying the rent and having somewhere comfortable to sit.

Fundamentally, I would suggest the two basic life goals are meaning and connection.

Extroverts align with the outer world, and so there is a great tendency to quantify meaning as something external:

Quarterly results! Number of customers! Cars in my garage! Number of children! Amount of  people rescued from starvation!

After all, who wants to dwell too long in the murky area of emotions, values, dreams and subjective human experience? Ick. Spreadsheets are much easier, and anyway, it’s all really an excuse to go play golf and have business lunches.

At its extreme, this orientation paints life as a game to acquire the most “things”. Pursuing this path maybe fun for a while, but eventually your Inner World strikes back — and the painful lack of inner meaning erupts as mid-life crisis, divorce, and other forms of woe and self-questioning.

On the other hand, some introverts can be so wrapped up in their internal lives that they end up completely disconnected from people around them and living in a painful wasteland. I think we all have known someone like that! They may be a world expert in north European butterfly mating habits, they maybe ‘true to themselves’ in their esoteric uniqueness, but what a miserable “self” that is. Like a brain in a jar, they fail to find meaning because they are not connected with the world around them.

Extroverts have an innate sense of connection; introverts an innate sense of the validity of the greater subjective self — soul, human spirit or whatever you want to call it. Its not a Thing, therefore its hard to name!.

By defining, sharing and working towards genuine goals, work can help people find meaning, as well as connection, through a framework of constructive endeavours (making things, selling them, etc.).

So, put some soul in your goals and connect with other people around them! You will discover a naturally emerging transformative energy within your organization and maybe even end up loving your job.

Yes, it will be more chaotic than numbers in spreadsheets…but it will be more real, more successful and more fun.

That’s a small but happy answer to a big question!

And no, you don’t have to go on vision quests, grow a beard and have group hugs if you don’t want to — and you certainly don’t need to come up with a 10-paragraph hyperbolic mission statement.

Accept you may be ignorant right now, and embark on the journey. Set a goal: “Discover what we are about — What are our values and mission?” The answers, as they emerge, may surprise you!

Does your current job align with your purpose in life? Why or why not?

They might not have been intentional and they might have snuck up on you, but it is what it is.

Fortunately, mistakes don’t have to happen. The key is knowing. If you know what mistakes can happen, you can take measures to avoid them.

If you’re in the process of switching your company to social goals or you’re considering making a switch, it’s crucial for you to know the most common mistakes.

Why? Well, apart from the fact that mistakes are downright irritating, mistakes made during this sensitive transition can lead to disgruntled employees, poor products, and an all-over negative workplace.

At WorkSimple, the most common mistakes we’ve seen are:

Keeping goals private

Whether a handful of goals reserved for management or all goals are kept on a need-to-know basis, this mistake is the very antithesis of a social workplace.

The social workplace runs on transparency, something that can’t really be attained when workers are kept out of the loop. The executive level and management should be comfortable sharing their own goals with the company as a whole, as to allow everyone to see where they fit in.

Being date-minded only

It’s one thing to work with a deadline. It’s another to work on a deadline. Workplaces who enforce deadlines over quality, efficiency, and effectiveness don’t work as well as their social counterparts.

A social workplace can value and embrace deadlines. The key is to lean toward prioritization over the “get it done, NOW” mindset. When workers are given this ounce of freedom, they can budget their time better and ultimately produce better products.

Operating on an interval

A huge step companies need to make when switching to a social workplace is moving away from interval-style goals and feedback. Oftentimes, executives and management cling to quarterly and annual cycles as a means of measurement and continuity. While it makes sense, that doesn’t mean it’s right.

When it comes to feedback and goals, workers thrive when engagement is continuous, not fragmented. Feedback and goal-shaping should be in real-time, when work is getting done. There’s no room for going in the wrong direction or wondering where the fit is.

Making goals too complex

At one point or another, we’ve all dealt with the dreaded SMART goal. It sounds good on paper and plenty of leaders love it — so, what’s the issue? Complexity.

Asking employees to add metrics, tack on a date, and measure milestones for each and every goal is tiring and overwhelming. In the long run, complex goals lead to a lack of adoption and employees won’t be able to set goals or work along with the system.

In a social workplace, goals are simple and to the point. They aren’t bogged down by cookie-cutter expectations that can manipulate what really matters in the first place.

What do you think? What other mistakes can managers make when switching to social goals? Share your thoughts in the comments below!

It started with the individual, from Friendster to MySpace to Facebook. Twitter, LinkedIn, and Pinterest also jumped in on the action, bringing all the social and tech-savvy together online.

Now, companies are moving in. For many organizations, going “social” means a more effective workplace, focusing on goals, and happier employees. For the ever-increasing virtual workplace, it means a new way to become even more collaborative.

As with all things, going “social” in the workplace has become a buzzword. More and more companies are jumping on the bandwagon. Unfortunately, simply calling something “social” doesn’t, in fact, make it “social”. This leads to mass confusion. What’s the difference?

Here are three reasons why your company isn’t actually “social”:

Goals are private

The key to a social workplace is transparency. So, when crucial information like goals are kept under lock and key, the “social” aspect disappears.

One-on-one conversations between managers and employees aren’t okay. Ultimately, teams don’t know what other teams are working on and employees don’t know the co-worker focus or how their work impacts success of the company.

Projects > goals

Tasks and projects are rigid concepts from an antiquated workplace. Simply put, they’re static and don’t allow for creative flexibility.

In a “social” workplace, projects are replaced by goals, which allow for employees to focus on what really matters — success of the company. Goals in turn can adapt to complement other goals. For instance, if Ben is working on something that would overlap what Bob just completed, his goal can (and should) change in order to make both employees as effective as possible.

Feedback is limited

If feedback is annual (or less often), only from managers, or filtered into criticisms, your workplace isn’t social.

In a “social” workplace, feedback comes from 360 degrees, including co-workers, managers, and leaders in a company. Feedback should be in real time instead of at set junctures, allowing for workers to work with confidence, getting more done the right way.

Recognition is not captured or shared

When was the last time someone looked at you and said “good job?” If you can’t remember, you’re not working in a “social” environment. When recognition is only sent via email and forgotten or comes around once a year, after the fact, “social” can’t thrive.

In a “social” workplace, recognition is commonplace. Workers are congratulated for small successes and valued for their efforts in real-time. This way, everyone is happier and more efficient.

What do you think? Do you agree with the above reasons? Share your thoughts in the comments below!

1981 was a good year. It kicked off a brand new decade; the Delorean was the car of the future; MTV was born launching big hair and a industry change; the PC was launched along with video games; the top song was Hall & Oates “Kiss On My List.” It was the decade of Pac Man, Atari, Rubik’s Cube and, of course, the dreaded SMART Goals.

Twenty-two years later, all of these were replaced by new shows, new cars, new music, and new technology, but SMART goals remain. Guess what? It’s time to change…and if you’re reading this, you probably realize this too.

What worked well years ago just can’t keep up with the pace and flux of the workplace today. That is not to say all goals don’t need dates in metrics (something that SMART goals really emphasize). However, the reality is that things can move pretty quickly. In today’s climate, goal priority might change in 30 days, or something that’s important today may not be so important tomorrow.

When it comes down to it, engagement, no matter the goal, is king. Social goals are designed to engage all employees around the vision, mission, direction, and focus of your team and organization, whereas SMART goals don’t go that extra mile. At the most fundamental level, engagement drives performance, which social goals encourage, while SMART goals just present the goal without much behind it.

So, what are the real benefits of going social? Well, ask yourself to set some objective key results and several measurements in under a minute. It’s a difficult task for most, and even more difficult when team and company goals are rarely published and communicated. This is what SMART goals expect of everyone in a cubicle. It’s one of the reasons employees dislike performance reviews and the process, as these goals do not reflect one’s journey. They do not tell the story.

Social goals on the other hand…

Innovates new ideas. When teams work in shrouded silos, engagement suffers. When transparency rules through Social Goals, cross-departmental engagement and collaboration results. SMART goals don’t take a holistic approach.

As a manager, it’s important to realize that your employees know best, even if you’re the leader. However, they can’t innovate new ideas if there isn’t an avenue or opportunity to do so. By implementing social goals, employees have the opportunity to gain outside perspectives through feedback and praise, while at the same time working within the same team or company.

Encourages your workforce to operate toward goals as a unified force. Social goals allows employees to work towards the same direction, even if they are working towards that direction in different ways. You can get the “best of both worlds” with social goals, while SMART goals don’t address the importance of collaboration. Plus, it’s a given that when employees work collectively towards an objective, while at the same time emphasizing their best assets, they can see how they can make a difference, and are therefore more engaged.

Lets employees see the impact of their role in real-time. Social goals aren’t like SMART goals because you can see the impact of work as it happens. Employees can track their work and accomplishments, as well as change goals as they go along. You can give employees feedback in real-time, not three months down the road when it doesn’t really matter anymore. Social goals gives employees a constant conversation, helping them stay engaged and letting them know what (if anything) they need to change.

Some things get better with age, like the Hall & Oates song. However, when it comes down to it, social goals make more sense in today’s workforce. They may not be the SMART goals of 20 years ago, but they provide a lot more value (and engagement) than the other option. And that can make all the difference.

What do you think? Do you still use SMART goals? Have you ever thought of moving to social goals?

We get the concept, but when comes to leaving early to spend time with the family, or checking Facebook for a longer than we think we should, we feel guilty, or stay till 6 p.m. anyways…pretending to work.

Outside of business, in academia or the arts, for instance, there is much less expectation of having to be neatly glued to a chair (as if this somehow signifies productivity!). For some types of work, maybe it does…but certainly not knowledge work.

Currently, a lot of workers:

- Are expected or have to be available most of the time via email, phone etc.
- Are also expected to behave as if they are working at a 19th Century cotton factory.

It’s a mess!

It’s no ones fault — outmoded education and organizational models have trained us to “sit down and shut up” in buildings, in rows of desks or cubes, with some older “experts” telling us what we should be doing.

Some managers may still think they “control” their employees. You really don’t! You really do not know what they are doing on their computers or what the outsourcing team is really doing with their time. You can try and create a Panopticon so you can spy on all the network traffic — but do you really think that is going to increase employee engagement? Are highly controlled dictatorial social groups really that competitive in the marketplace?

They generally implode in a very messy fashion — we believe this is true of companies as well as countries. At best, you will lose your most talented and be left with browbeaten underperformers.

We have to trust one another.

With more and more teams operating in a distributed fashion, the 19th century “school bell” model is becoming utterly redundant.

Some suggestions:

- Get rid of the internal ‘head teacher’ who makes you feel guilty. This is just old conditioning.
- Set goals which are meaningful and important for you in WorkSimple
- Connect with others who have similar goals
- Use and discover your natural energy patterns — we are not linear beings!
- Take downtime when you need it
- …and keep ignoring that internal school master!

Just do it. You will be a lot more productive, will manage your energy better, and there will be much more interesting things to do than check Facebook!

What do you think? Is today’s traditional model of work outdated? How can companies and managers adapt to a more flexible, agile workplace?

As the economy mends and business grows, companies have an increased need for employees. Even more, companies need to pick up and get to work fast.

Enter: a solid onboarding strategy with social goals.

With social goals, you’ll find that new employees transition better, bringing them to the right level faster. Additionally, it helps your company as a whole by working with your current staff.

How does this work? We’ve found three main reasons:

Efficiency

This strategy helps new hired get to know the business, their team, and co-workers in a new way — a way that was unavailable before now. Imagine if you could sit down, log in and quickly see where the team or organization is focused. How can you make an impact immediately?

Social goals exist solely to make the work process as a whole faster and simpler. During the on-boarding process, you can send out important information (such as company focus, goals, and expectations) in quick, bite-sized pieces.

Simplicity

Who calls Facebook for help to get up and running? No one calls a social network for help — neither will your employees.

Social goals are built for simplicity. Simple steps include: signing up, activating, creating goals, following the company and seeing how work impacts others from day one. They’re made to be easy so that companies can focus on what really matters.

Minimal risk

Last but not least, social goals are easy to try out. Avoid committing before ensuring that social goals fits your corporate culture. Do your employees love it? If it doesn’t work out, life will go on.

What do you think? How else can you see social goals helping your company onboard employees? Share your thoughts in the comments below!

Enter Social Goals and Focus Boards. Social goals, as you know, encourages communication, enhances collaboration, and essentially let’s employees navigate their way through objectives while you as a manager give them feedback in real-time. But, when they are paired with our new Focus Boards, they can be even better. How?

Focus Boards allow you to see engagement with key team or company focuses

At a glance, it allows you to answer questions like: Are we creating goals under a focus? Are we accomplishing goals under a focus? Are we having delivery issues? Are we engaging, e.g. collaborating, giving recognition, asking questions, commenting, offering thumbs ups or liking a goal status?

When you use Focus Boards, you can see who’s engaging where, what needs to be improved, and how you can fix things to make the overall project outcome a positive one.

Focus Boards can be broken down further into Focus Tags

When paired with Focus Tags, Focus Boards work even better. Focus Tags offer you a lightweight approach to aligning employees with the goals that matter most right now.

For example, a marketing team, might have five Focus Tags: Field Marketing, Corporate Marketing, Sales Support, Social Media, and Press. Under these tags, managers can see which goals are aligned to which tag. For example, Field Marketing may have 10 Open Goals and 7 Accomplished Goals. However, Sales Support has 15 Open Goals and 2 Accomplished Goals. There’s clearly a difference.

This is yet another way you can see who’s engaged and who’s doing what (or lack thereof) and what can be done to fix or aid a problem.

Focus Boards saves everyone time

Focus is ultimately what drives results and the quicker we get there, the better it will be for the whole team. Since Focus Boards offer insights into where your team excels, as well as where you are facing obstacles with resources, direction or skills, you understand what’s going on right when you need to.

If for some reason there is a question about a specific goal, you or your team won’t have to dig to find the answer. It’s written all over the Focus Board. From there, your team can find solutions or complete goals in real-time, leading to a more open communication model and increased engagement to the company and goal.

What do you think? Do you use Focus Boards to drive engagement? Why or why not?

But, what if your employees aren’t engaged? Too many managers find themselves scratching their heads. After all, what are the signs? How can you tell?

I’ve compiled a list of the five most common signs that your employees aren’t engaged and solutions:

Distrust of management

If you find that your employees trust politicians more than your senior management, you have a problem. Trust is a vital part of successful engagement – if employees aren’t trusting, they won’t but themselves into their work, producing boring, run-of-the-mill work.

How to fix it: Build a culture of trust.
Trust in management can more than double the impact of engagement levels. Trust can help employees be braver in their work and build more solid relationships throughout. With social goals, your trusting workplace will be more open to real-time recognition and feedback.

Always off-topic

Around the office, your employees are preoccupied with non-work things, or, occupied with the right things, but at the wrong time. This is a huge problem. We generally are doing the right things, but in general we if are not in sync we are doing them at the wrong time.

Ultimately, when employees aren’t interested in what they’re working on, shoddy work is the result.

How to fix it: Establish a goal-oriented workplace.
Get employees in on the “big picture” so that they have a clear understanding of what your organization is working toward. When this happens, employees will be able to see where they fit in.

Complaining about management

Disengaged employees never go to their superiors when they have a problem. It’s never a good sign when an employee is short with management or avoid the subject completely and opt to turn to other employees and social media to complain.

When this happens, you risk worsening the overall morale, not to mention apathy in your employees’ work.

How to fix it: Listen.
Instead of dismissing compaints, encourage constructive criticism and really listen. Offer solutions, though you don’t always have to have the quick fix. This way, employees iwll feel heard and become more supportive of the company.

Turnover is high

You’re hiring new people on a monthly basis because no one wants to stick around for much time. This leads to inconsistent work and limited progress.

How to fix it: Foster a team mentality
With social goals, employees will be invested in the team. When employees are interested and committed, they’ll want to follow through, not ditch for greener pastures.

Lack pride in work

Disengaged employees don’t care about the work they do. It’s as if they’ve adopted the mentality of “just get it done, it doesn’t matter anyway”. With no real interest, their products will be the lowest common denominator.

How to fix it: Look for ways to congratulate.
Get away from the big picture from time to time and focus on small goals and achievements. When employees complete goals, offer praise – this encourages them to complete more.

What do you think? What other signs of disengaged employees can you think of? Share your thoughts in the comments below!

The general model of introversion/extroversion represents something that is very real in humans (at least in modern cultures). One of the most nuanced descriptions I’ve come across is in Psychological Type (1998) by Lenore Thompson.

Thompson explains that being an extrovert or introvert is not just a set of behaviours: introverts can be gregarious, extroverts can be quiet. It’s about where you take your energy from, and a direction of orientation. Extroverts are orientated and aligned with the exterior world, while introverts with the interior subjective world of the “self”.

Thus, extroverts conform more to the external world, are fueled by it, and have can have a difficult time relating to their inner world as it may seem chaotic or disturbing. Introverts conform to their inner world, draw power from it, and have to find ways to bridge that world with the external world — which can sometimes seem, yes, chaotic and disturbing!

For instance, in high school, a highly intelligent extrovert may “dumb themselves down” to fit in the prevailing culture, while still being highly active in it. An introvert may try to make themselves invisible and disengage as much as possible — to “fit out” of a culture they cannot relate to.

America, in general, is a very extroverted culture. There are strong pressures to conform to the external, despite the population being extremely rich in variety, history and temperament.

Introverts tend to plan and think internally, preferring to present conclusions after they have examined and honed their position. They may not even express the depth of their understanding and insight if they do not think the external person will be interested. Some extroverts may feel that too much reflection and thought is unnecessary — that it’s slowing things down, that these are just details which can be sorted out later, or that the introvert is even being recalcitrant by not getting “on page” with this fantastic new idea. (They may also think, they never come to those Friday happy hours either, whats their problem?)

If there is a lack of external interaction, the extrovert will create it with jokes, stories, conversations, ideas, or meetings, but often start to dominate the social space as a result of this natural urge. If there is a lack of time and space for internal reflection, the introvert will hide in the basement, work from home, and withdraw.

Online systems like WorkSimple help you “harness the power of introverts.” It’s common knowledge and experience that introverts can be much more consistently expressive when communicating in writing, in their own time and space. In some fields, such as software programming, the vast majority of workers are introverts — connecting them with, and allowing them to define, the external sphere is vital.

You may have inadvertently found that a few voices are dominating the discourse in your company, and that there is already a sort of “Groupthink”. With introverts struggling to express themselves, and therefore focusing entirely on daily work results, rather than the vital social areas of cultural and strategic definition — this is almost unavoidable!

With tools like WorkSimple, which allow discussion and insight around the definition of real world goals and focuses, you can literally start to harness the tremendous depth of the “quieter” part of your workforce. Your extroverts will be happier as well, because there will be much better integration and alignment in the external sphere between your entire employee base — thus extroverts will feel more energized and engaged, not less!

This is not about competing groups or “psychological sports teams” where someone “loses”, but about connecting the rich, subtle, deep internal world to the external world for your entire company.

Are you an introvert or extrovert? How has it shaped your career and experiences so far?

“The business climate, it turns out, is a lot like the weather. And we’ve entered a next-two-hours era. The pace of change in our economy and our culture is accelerating–fueled by global adoption of social, mobile, and other new technologies–and our visibility about the future is declining. From the rise of Facebook to the fall of Blockbuster, from the downgrading of U.S. government debt to the resurgence of Brazil, predicting what will happen next has gotten exponentially harder. Uncertainty has taken hold in boardrooms and cubicles, as executives and workers (employed and unemployed) struggle with core questions: Which competitive advantages have staying power? What skills matter most? How can you weigh risk and opportunity when the fundamentals of your business may change overnight?” — Robert Safian, “This is Generation Flux”

In today’s agile work environment, there are also other questions we’re struggling with: Where are we headed? What are we focused on? What are we doing to make sure we have competitive advantage? How do I keep my team in-sync with all of these moving parts?

The enterprise shift toward all things social is undeniable. Chatter makes CRM social. Box.net makes documents social. Facebook makes marketing social. ZenDesk makes customer support social. Yammer makes communication social. It’s clear that social technologies have empowered the modern workforce, yet many organizations are still relying on old-fashioned performance management models to steer modern workers.

Some folks have suggested evolving performance management, tweaking the model to better suit today’s business environments. But I believe it’s time for an entirely new model: Social Goals. With Social Goals, any company can collaborate on goals to drive greater team productivity. Social Goals is revolutionizing goal setting and attainment with a transparent, interconnected approach to corporate goals and accountability.

So, now the question is: how do you get your employees on board and embracing social goals?

1. Start with a team that gets the big picture

When it comes down to it, your workforce needs to understand the mission and goal of not only the team, but also the organization. This is how they can understand that their collective efforts can help shift the direction of the company.

Each person on the team needs to understand the team and organization’s vision and identify how their efforts and job contribute to the overall vision.

Managers are tasked with not just setting the direction, but also encouraging and empowering co-workers to set goals that support the business objectives. To enhance engagement, you must develop a team of employees who can drive your organization forward. When employees engage in this process, it generates tremendous business momentum.

With this is mind, make sure the group or company’s goals and visions are set. There isn’t much chance of the team being highly successful if this isn’t a priority. At a minimum, the team needs to understand from the start:

- Direction and where you want you team to go

- Why their work matters in the bigger picture

- How they can make a positive impact

When your team gets where they are going and how they can help to reach the final destination, they have a real stake in the path it takes to get there.

2. Inspire from social conversation and collaboration

Once you have set the company vision, invite employees to collaborate in a positive environment where employees and managers can share goals that help them perform at the highest level. This helps everyone showcase their strengths that contribute to the goals and vision of the organization.

Conversations no longer just take place between leaders and managers, and managers and their employees. They happen in a collaborative way to help everyone understand the organization’s vision, and how their personal vision of success aligns to the business success.

Social goals are all about working collectively towards a common goal. So, as these are inherently collaborative, don’t deliver the goals on paper, via e-mail, or even on the phone. Instead, ask your employees to show how they can support your direction.

For example, if you’d like to gain 10 Enterprise Accounts in three months, ask for specific ways to achieve this goal — which basically gives them power and lets them lead.  In the same vein, make the time for feedback so they aren’t blindly moving towards a goal. Both of these inspire conversation, as well as helps the team move forward as a whole.

Essentially, the alignment all managers are looking for needs to be deep, clear, and to the point. Alignment should also be lightweight — set focus through a clear, simple description, no need for too many word or metrics. By helping individuals — as well as the team — develop meaning and purpose, you also help them understand how they can create work that matters.

3. Solicit help & ideas

As we mentioned, getting the input from your employees makes them feel connected to your overall mission, as well as the company. Remember that you are trying to engage the team to create lightweight alignment and agreement. By utilizing social goals, you help your workforce shape the goals that support the team mission.

Even if you have a small team in big company, it’s possible to embrace social goals because it’s inherently easier to interact and embrace the social process in a smaller group. Make sure the team gets not just the internal, but the external purpose, as well as encouraging them to come up with the overall direction. This ensures that they see the big picture and how their contributions can influence the direction of the company.

4. Realize that goals can be complemented by different skills

Every employee has a different strength. Some may be better at social media, some may be better at customer service, some may be better at accounting. As a manager, it’s your job to realize that many skills can be complemented to reach the overall goal, such as copywriting to help with social media.

These skills can also be measured and tracked to ensure proper progress, as well as better targeting later. When goals are better achieved because of more than one skill or more than one person, you can plan better for future objectives, while allowing your employees to share a collective goal.

5. Encourage the sharing progress

Social goals are all about sharing and collaborating. As a leader, it’s important to encourage the sharing process so your employees not only feel empowered, but also linked to the progress. By openly saying, “I made a difference in this project,” your employees will feel like they actually contributed and get due credit and recognition.

Platforms like WorkSimple make it easy to not only track progress, but praise those who are doing well. Ultimately, employees want to feel recognized for the work they do in real-time, not three months down the road during the dreaded performance review (did we mention we hate those?). By allowing them to share their milestones, keep tabs on their work, and giving them a thumbs up in real-time, you essentially connect the dots between your personal goals and the tactics it takes to get there.

6. Communicate updates consistently

Social goals ensures that everyone is communicating consistently so everyone knows where the organization is headed, and how their team and other teams are supporting this.
This helps remove any communication gaps, and all the negative impact that the lack of communication can create. By leveraging social goals to enhance your communication, you eliminate business conflict. This creates better team-to-team communication and ideation throughout your work space. No longer do employees have to wait for internal newsletters, daily calls, or town hall meetings. It helps every employee see and be part of the larger team — they  are able to share their own vision and values, celebrate every success, and recognize co-workers’ accomplishments associated with your results — ultimately fostering a positive workplace and culture.

What do you think? What are some other ways to ensure your employees embrace social goals?