“There’s no way to institutionalize or “corporatize” niceness…. It has to come from the top, and from there it will filter down…”
We live in a world where information travels quickly and powerfully. Nothing happens—good or bad—without the world knowing it. In his book Nice Companies Finish First: Why Cutthroat Management is over—and Collaboration Is In, author Peter Shankman shows how famously nice executives, entrepreneurs, and companies are setting the standard for success in this new world. He goes in-depth with nine hallmarks of effective leadership.
So why make trust our leadership skill #1? Well, you can't work with anyone without trust. This piece was originally shared by @TehaniMott on Twitter... I strongly recommend following her as she exemplifies what this post is all about ! I feel blessed to know you Tehani !
Want to know how to destroy motivation at work? These key factors, attitudes, and behaviors destroy motivation at work. It doesn't have to be that way.
A sample from the list of 10:
Make rules for the many because of the behavior of a few. Organizations need policies and rules to create a legal, ethical, effective workplace. They do not need a policy to solve every problem.
Focus on mistakes and errors no matter how trivial they are in comparison with successes. This is especially a problem at weekly meetings and during periodic performance evaluations. Managers must provide balanced feedback, but let’s get real. If an employee is making mistakes most of the time, why not fire the employee? The job must be a terrible fit for the employee’s skills and capabilities. To dwell only on problem areas destroys the employee’s confidence and self-esteem, makes the employee more error-prone, and makes your organization wonder why they promoted you to management.
Hold meetings, coaching sessions, and performance reviews in which the manager does the majority of the talking. Only a rare employee will find a work environment in which he or she is talked at motivating. But, it happens frequently. Even in organizations that encourage employee involvement, managers are not always skilled at discussing performance with employees. The manager may be afraid that if he stops talking, the employee will make demands he can’t fulfill. The manager may
According to the late comedian George Carlin, “Most people work just hard enough not to get fired and get paid just enough money not to quit.” I have shared this statement with thousands of employees in many different companies and industries in...
I’m drawing together my ideas around Social Leadership to create a series of models and expand it into a book. Today i’m presenting a first draft of the top level model (i expect this to be the first iteration of many…). The NET model explores three dimensions for Social Leadership. This model looks across the skills and behaviours i’ve already introduced and groups them into three dimensions that we need to master: Narrative, Engagement and Technology.
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