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According to McKinsey, just 26 per cent of leaders create psychological safety for their teams. This type of safety plays a significant role in establishing and maintaining mature relationships in leadership teams.
CEOs frequently wish to build a better team. The current team might be dysfunctional and need fixing, or has simply not yet reached its full potential.
By replacing dysfunctional team habits with more productive ones, they usually make great progress.
If left unaddressed, a lack of focus on engagement will eventually impact performance. A recent HR survey found that over 90% believe there is solid evidence linking engagement to performance and believe it has the strongest impact on customer service and productivity - and no doubt to the bottom line.
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