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The thing about leadership is that its impact is often overlooked. In many organizations it's written off as "fluffy" or "soft." And, it's even less valued in companies where there is a heavy emphasis on engineering and technology. Boulder Denver

The problem with this perspective is that there is a real cost to organizations. The unaware leader who has no idea on how his or her style impacts team members is hurting employee productivity, engagement, and retention more than any other factor.

I have written quite a bit in the past about the importance of providing feedback to team members. In fact, in a recent blog post, I termed feedback as "the glue that holds alignment together."

But what happens when feedback just doesn't work?

When performance isn't meeting expectations, and a team member has been provided with consistent and transparent feedback, the next step in trying to help a team member make behavioral change is constructive discipline.

In Parts 1 and 2, I focused on how new managers can begin to make the transition from being a team member to being in charge.

Recession depression is definitely impacting your people.

What is recession depression?

It is fatigue. It is low morale due to the way that people have been treated over the past year. It is the "doing more with less" that seems endless after a year or more of having to do more with less.

Making the transition from peer to manager can be challenging.  Change of status and responsibility when you transition into a leadership role can affect both personal and work relationships.   I first encountered this type of challenge and opportunity as a young army officer.   One day I was playing golf with my buddy, and the next day he was reporting to me as my Operations Officer.

As I work with organizations and teams around the country, I see two sets of common symptoms that may indicate a new manager is struggling.

One of my best clients introduced me to a book last year by Brian Tracy called Eat That Frog. It has some great ideas to stop procrastinating and get more done in less time. And, now it's out in its second edition.

I was just reviewing his chapter on "Motivate Yourself Into Action"and thought I would share a passage.

"It turns out that optimists have four spcial behaviors, all learned through practice and repetition.

As I work with companies and organizations of all types, my biggest concern right now is the level of employee engagement. An even more important concern is the level of employee engagement among the best employees.