Even with the best of intentions, some of the methods chosen to improve employee engagement can backfire. Engaged employees can improve retention, strengthen a company culture and increase productivity, but all that is quickly ruined when any of these seven deadly sins are committed.
We spend an inordinate amount of time, and a tremendous amount of energy, making choices between equally attractive options in everyday situations. The problem is, that while they may be equally attractive, they are also differently attractive, with tradeoffs that require compromise. Even when deciding between kale salad (healthy and light), salmon (a heavier protein), and ravioli (tasty, but high carbs).
If these mundane decisions drag on our time and energy, think about the bigger ones we need to make, in organizations, all the time. Which products should we pursue and which should we kill? Who should I hire or fire? Should I initiate that difficult conversation?
These questions are followed by an infinite number of other questions. If I am going to have that difficult conversation, when should I do it? And how should I start? Should I call them or see them in person or email them? Should I do it publicly or in private? How much information should I share? And on and on . . .
Rob Duke's insight:
1. Develop habits that reduce decision fatigue: (e.g. I always have salad for lunch);
2. Use some if/then logic routines to make some decisions routine;
Socially awkward leaders need to recognise and address dysfunctional attachment patterns that could be lurking obstacles to their top jobs. By Manfred Kets de Vries, INSEAD Distinguished Professor of Leadership Development & Organisational Change For people with healthy attachment behaviour patterns maintaining close contact with colleagues or friends is natural: trust comes [...]
where can corporate leaders jumpstart the process and what should they look for in opportunities?
Look for passion. Citizen hackers are enabled by technology but they are motivated by passion. They can envision creative solutions because it is an imperative for them to do so. That passion not only fuels innovation, but it also brings together communities that have common hopes and challenges, and are willing to float ideas and resources. In Lane’s case, he and his partners share a deep desire to improve diabetes outcomes for their own children, while their larger goal is to create a sustainable business to improve outcomes for anyone with type 1 diabetes. Bring these individuals into your organization, and allow those already working with you to work on their passion projects.
Prioritize problem-solving. In most cases, individuals like Lane, or groups like Dads battling Diabetes, hack solutions to problems that larger organizations overlook or simply choose to ignore. Big businesses bypass crucial unmet needs, such as monitoring a child’s blood glucose while they’re at school or asleep, because they operate based on current assumptions. Here’s what has worked for us before, so we’re going to continue to do it. We’ve built an infrastructure around this product or service, so let’s support it because this is what we do. In other words, they create products and services built to serve their existing business model, rather than the needs of the consumers they serve. Citizen hackers have little overhead and can operate from a clean slate based on empathy and the desire to meet a pressing need. They don’t have to worry about cannibalization of an existing products or services. Organizations must ask themselves: are we asking the right questions, and building solutions to customer needs—or are we trapped in a model that may no longer address these needs?
Look outside. Passion for a particular cause and the ability to solve an unmet need can’t always be found within the walls of a corporation. Of course, organizations with big R&D budgets must comply with standards and operating practices. Yet simply knowing what’s going on in hacker spaces, interest groups, and the DIY community adjacent to your corporate space, and even joining these communities, may create opportunities to move in a new direction and create a conduit to collaborate on a project that will someday create significant revenue.
Consider alternative business models. Companies such as Johnson & Johnson and Abbott Laboratories manufacture much of the existing hardware for diabetes care, including glucose monitors and sensors that come with a moderate price tag for consumers. In contrast, the citizen hackers behind NightScout pioneered a solution that uses a free app that uploads data to the internet thereby making existing hardware far more useful and accessible. In many cases, hackers simply want to make the solution available, leaving the door wide open for corporations to partner or run with new business models based on a freemium upgrade, a subscription service, education and training or technical support.
If you want to understand the difference between a network and a community, ask your Facebook friends to help paint your house.
Social media certainly connects us to whoever is on the other end of the line, and so extends our social networks in amazing ways. But this can come at the expense of deeper personal relationships. When it feels like we’re up-to-date on our friends’ lives through Facebook or Instagram, we may become less likely to call them, much less meet up. Networks connect; communities care.
In the last 20 years the Supreme Court has created a parallel judicial system to resolve disputes involving corporations that is effectively run by the very corporations whose behavior is under investigation.
Pat McCormick, a beloved former San Francisco news personality now living in Oregon, said he pretended to be dead to end a family feud. He never expected major news outlets to catch wind and publish his obituary.
Jerry Stritzke, CEO of the sporting goods company REI, hosted a question-and-answer session on Reddit this week to discuss his decision to keep stores closed on Black Friday. But the event was transformed into a public airing of grievances by scores of angry employees.
Agree to provide a reference for someone you don’t believe in—remember: your reputation is on the line Be vague—offer specific examples of the candidate’s abilities and strengths Feel like you have to provide the candidate with a blow-by-blow account of what you discussed with the recruiter, but following up is a kind gesture
You’re not alone. Imposter Phenomenon (IP) is a well-known concept, first introduced back in the 1970s to describe high-performers who felt anything but on the inside. And despite years of research on IP, not much was known about the underpinnings of IP–what traits led to it and what people were more likely to suffer from it.
Jasmine Vergauwe and her Ghent University colleagues Bart Wille, Marjolein Feys, Filip de Fruyt, and Frederik Anseel believe they’ve begun to uncover some of the personality traits that may lead to IP, as outlined in a recent paper in the Journal of Business and Psychology. The team found that those who showed IP tendencies were most likely to measure high on perfectionism and neuroticism, and measure lower on self-efficacy, conscientiousness, and organizational citizenship.
Rob Duke's insight:
The underlying traits that you say connect to IP — perfectionism and neuroticism — seem to be an insidious combo. You seek perfection but you’re also neurotic which probably makes you anxious when you don’t achieve perfection. Seems like a vicious cycle?
It seems like people who feel like imposters would be overly conscientious in an effort to overcome the feeling. But you found that they scored low on conscientiousness?
You mention briefly possible ways to combat IP. Strong workplace support is one. What are some others?
Employees hampered by strong impostor tendencies could perhaps benefit from individual coaching programs, including cognitive behavior exercises that focus on the alleviation of maladaptive perfectionistic concerns and the enhancement of self-efficacy. However, this is only an assumption. Future research could shed light on these issues. Moreover, it’s important to note that impostor tendencies do not operate in an environmental vacuum. Awareness of environmental triggers might also enhance the understanding of feelings and (irrational) thoughts associated with IP.
“Grow thicker skin!” Microaggressions are small forms of discrimination – which may make you wonder if you or other people are just being too sensitive when microaggressions hurt. This comic puts that theory to rest.
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