Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.

My parents were my first bosses - they gave me my moral compass, goals, and first recognition. My dad worked 25 years for Rolls Royce in England. He taught me the value of working someplace where you can make a difference - not chasing money but doing work that you found purposeful.

I was able to study 50 years of leadership theory and practicum in my master's program at Seton Hall, and it has provided the backbone of the knowledge we use every day. My undergraduate work was in journalism, and my early work as a newspaper reporter taught me how to research, write, and rewrite.

Managers focus on short-term goals versus opportunities or challenges coming down the road.

As human beings we have a tendency to filter out information that does not match up with our preconceived beliefs, including the supremacy of our organization.

Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.

Great leaders in our study treated their people like partners in the organization. That meant they created for their people a sense of connection by teaching them how their jobs impact the larger organization. And they showed them growth opportunities, how they can grow and develop with the company.