Is the uncertainty of the fiscal cliff shutting down communication at your business? It’s highly likely since question marks prevail on the topic.

Fiscal cliff banter dominates every media outlet 24/7. And it’s more than likely that your employees are hearing the banter and the speculation, and wondering, what does that mean for me and my company?

Questions and apprehensions can easily choke end-of-the-year productivity more than any holiday party.

After all, as Maslow noted in his Hierarchy of Needs it’s about me first, then about everything else.

So how can you keep your team focused and prevent the cliff from putting your team in a tailspin?

Let’s face it. Telling the truth isn’t always easy.

Lance Armstrong demonstrated that pretty well. He had us believing for years.

Lying on the job isn’t reserved for athletes or, for that matter, politicians. It also claims lots of airtime in the workplace. In fact, lying on the job is pretty common these days.

Participants of our Lying in the Workplace poll reported an increase in the prevalence of lying over the past five years. Fear (in various forms) was cited as the biggest trigger of workplace lies. Among the greatest fear factors that led to lying were fear of reprisal and fear of job loss.

No company, regardless of size, can afford the consequences of lying in the workplace. It is possible to create a workplace where truth can reign. More than 65 percent of Lying in the Workplace respondents said the catalyst for trust is effective communication between managers and associates.

Here are six ways to help managers create a truthful work environment through open communication and transparency...

Untold is the impact of Petraeus’ swift and unexpected departure on CIA staffers. How do employees survive a surprise change like this—particularly of a popular, highly respected boss who was regularly praised for his strong communication and interpersonal skills?

It’s a presidential election year and it’s likely that you’ve been asked—or at least thought: “If I were president, I would…”

It’s a provocative question, forcing you to think about the needs and challenges of the greater population versus your own. And taking stock like that is a good thing to do, regardless if you’re commander-in-chief or manager in the workplace.

Employees want a manager who connects with them through their words and their actions. That means, whatever your manager title is, there’s another role to add to it: the role of Connector-in-Chief.

Call it the Great Cafeteria Butter Rebellion.

Pittsburgh, October 16 – Communication professionals from a broad range of organizations report that “Employee Engagement” is their number-one challenge for 2013, according to a recent poll conducted by Dulye & Co.

The same poll uncovered that communication professionals view “Employee Engagement” as an issue that is not on the priority list for company executives.

Last week, I had the opportunity to see and hear the Dalai Lama.

It was indeed memorable. My best friend Sue joined me and 24,000 others to experience a star-studded event, dubbed the One World Concert, at my alma mater, Syracuse University.  The Dalai Lama was the headliner.

The setting, well familiar to me from my vantage as a 25-plus-year, season-ticket holder for Syracuse football, had been transformed from sports arena into mystical, magical and musical venue.

Although audience members were diverse in background, age, ethnicity, wardrobe and stage of life, we equally shared the anticipation and excitement to witness an extraordinary event. And we weren’t let down.

From on-time start, the One World Concert and the Dalai Lama advanced a message of sheer unity and inclusiveness.

The giant Carrier Dome became small—in fact, almost cozy. As the Dalai Lama’s message carried forth and captivated us, generational and other differences faded, replaced by a common focus and camaraderie. People came together in a way that most managers in companies large and small can only dream of.

How did the Dalai Lama do it? How did he bring us together? 

If you need a reminder of what innovation can do for your business—look no further than Apple.

The software giant is on fire, all ablaze from record sales of the new iPhone 5. Forecasts project sales of 10 million of the new, sleek, smartphones by the end of the month. Innovation from the Apple crew keeps boosting customer appetite and market performance.

Much sought by businesses—big and small, innovation powers success. But the truth is, a lot of companies lack the workplace environment to inspire it. Instead of finding new and better ways to work, employees watch as spectators and wait for marching orders. No wonder 63% of U.S. workers are not fully engaged on the job, according to recent research.

Does your company have a culture where people expect to be told what to do? Or does the culture encourage employees to think on their own? Here are five ways to find out.

Now that summer is over – the conference season is back in full swing. I should know—my inbox is bombarded with emails on a daily basis promoting trade shows, expos and conventions taking place during the next few months.

And personally, I am speaking at a major employee communication conference in Pittsburgh in October.

Conferences are big business. Take Las Vegas for example. It’s the No. 1 trade show destination in the country. Last year, more than 19,000 meetings and conventions were held there.

In fact, a client of my firm is sending a management team to Vegas next week for one of their biggest trade shows. I am sure it will be a great learning and networking experience for those attending – but what about employees back at headquarters? Or field offices? How can they benefit from this show?

You can bring your employees to a show or conference without having them leave their desks.