Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap.
Rob Duke's insight:
Overwork, failure to recognize contributions/reward good work, lack of care about employees, failure to honor commitments, promoting the wrong people, don't encourage passions to be pursued, failure to dv their employees' skills and failure to engage creativity.
Liz Ryan lays out six things that real leaders don't do (although plenty of fake and fearful managers do these things every day). Is your manager a real leader or a fake and fearful one? How about you?
Your company may have a fantastic product or service, but your business may still falter if there is a negative work environment. Most importantly, you personally must be happy and positive, and present yourself as such, if you want a positive culture in your company. As a leader, prepare yourself daily with positive “vibes” like good self-talk and listen to something motivating on the way to work. You can even think of whose day you will personally be cheering up at work.
Focus on the employee in his or her own role. They no longer try to rank employees against one another or compare performance to other employees. Provide feedback more often. Rather than a single review once a year, the new systems tend to provide feedback more often, at the end of each major project or every quarter, for example. Deloitte has also implemented weekly check-ins with team leaders to help fuel performance. Require less time to complete. Deloitte is using only four questions, two of which require yes or no answers. Move from focusing on the past to focusing on the future.
Taken together, the latest research on the role of emotions in creativity suggests that instead of focusing exclusively on bringing out positive emotions among employees — or attempting to dispel negative emotions — managers may want to consider additional factors, such as whether the environment brings out emotional ambivalence (Is the environment unusual? Will it tap into a wide range of seemingly contradictory emotions?) and motivational intensity (Will it broaden or narrow someone’s focus?) when trying to stimulate creativity. It’s time to move beyond such simplistic black-and-white notions of the role of emotions in innovation, and instead embrace the inherent messiness of the creative process.
We experience rudeness and incivility all the time. From simple insults and offhand remarks to purposely excluding others from groups, these behaviors are largely tolerated in our daily lives and in the workplace. The question is, what effect do these behaviors have on us? It’s pretty clear that high-intensity negative behaviors like abuse, aggression and violence are harmful. But what’s the harm in just being rude and uncivil? A growing body of research offers compelling evidence that experiencing rudeness, and even simply witnessing rudeness, can have surprisingly harmful effects on performance, creativity and even helpfulness. However, it might not even end there. What if rudeness was actually contagious? This would mean that rudeness may not only hurt those who experience or witness it, but also have secondary effects. People who’ve experienced rude behavior from others are now “infected” with rudeness themselves, and will be rude to the people they interact with next.
What kind of mindset characterizes the most innovative leaders at work? Daniel Goleman, Ph.D., is an expert on emotional intelligence and psychology in the workplace. He is an accomplished author of books such as Emotional Intelligence and What Makes a Leader: Why Emotional Intelligence Matters, and has received many awards for his writing. He was also named one of AMA’s Top 30 Leaders in Business for 2014. Dr. Goleman recently sat down with AMA to discuss the role and presence of innovation in leadership.
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