Employee Engagement Made Easy!
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Employee Engagement Made Easy!
Thank Different. Employee engagement is a key element to any successful business. In today’s knowledge economy, your most valuable assets are your people. All organizations need to have a strategy to engage & align their team to achieve their business goals. In a highly competitive world - the ability to retain, attract & engage your staff can be the difference between success & failure. Kudos is a corporate social network with a peer-to-peer recognition system designed to engage your teams with enhanced communication, collaboration, appreciation & recognition.
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Rescooped by Kudos from Change Leadership Watch

Does it Pay to Be a Jerk? - Updating Nice Guys Finish Last

Does it Pay to Be a Jerk? - Updating Nice Guys Finish Last | Employee Engagement Made Easy! | Scoop.it

New research confirms what they say about nice guys...[or at least the result is a lot more nuanced that it seems.




Givers dominate not only the top of the success ladder but the bottom, too, precisely because they risk exploitation by takers.



We have some well-worn aphorisms…courtesy of Machiavelli (“It is far better to be feared than loved”), Dale Carnegie (“Begin with praise and honest appreciation”), and Leo Durocher (who may or may not have actually said “Nice guys finish last”). More recently, books like The Power of Nice and The Upside of Your Dark Side have continued in the same vein: long on certainty, short on proof.


So it was a breath of fresh air when, in 2013, there appeared a book that brought data into the debate. The author, Adam Grant, is a 33-year-old Wharton professor, and his best-selling book, Give and Take: Why Helping Others Drives Our Success, offers evidence that “givers”—people who share their time, contacts, or know-how without expectation of payback—dominate the top of their fields. “This pattern holds up across the board,” Grant wrote—from engineers in California to salespeople in North Carolina to medical students in Belgium. …[T]he book appears to have swung the tide of business opinion toward the happier, nice-guys-finish-first scenario.


And yet suspicions …remain—fueled, in part, by …Steve Jobs, by Walter Isaacson.  …Since Steve Jobs was published in 2011, “I think I’ve had 10 conversations where CEOs have looked at me and said, ‘Don’t you think I should be more of an asshole?’ ” says Robert Sutton, a professor of management at Stanford, whose book, The No Asshole Rule, nonetheless includes a chapter titled “The Virtues of Assholes.”


In Grant’s framework, the mentor in this story would be classified as a “taker,” which brings us to a major complexity in his findings. Givers dominate not only the top of the success ladder but the bottom, too, precisely because they risk exploitation by takers. It’s a nuance that’s often lost in the book’s popular rendering.


…[M]anagement professor Donald Hambrick, of Penn State [knows] academic psychology’s definition of narcissism—a trait Hambrick measured in CEOs and then plotted against the performance of their companies, in a 2007 study with Arijit Chatterjee.

…Hambrick…chose a set of indirect measures: the prominence of each CEO’s picture in the company’s annual report; the size of the CEO’s paycheck compared with that of the next-highest-paid person in the company; the frequency with which the CEO’s name appeared in company press releases. Lastly, he looked at the CEO’s use of pronouns in press interviews, comparing the frequency of the first-person plural with that of the first-person singular. Then he rolled all the results into a single narcissism indicator.

How did the narcissists fare? Hambrick …ound that the narcissists were like Grant’s givers: they clustered near both extremes of the success spectrum.


Via Deb Nystrom, REVELN
Kudos's insight:

This is a really good article. I am not sure what does work best. But you are who you are. You are a jerk or you are a nice guy or girl but you can learn the competencies that will make you and your company successful if you tend to have nicer tendencies.


What I took away at the end of the article is you need these qualities to be a great leader:



If you want people to follow you - you need to show people you care about success. People want to follow a winner.


You do not need to be a Jerk or Narcissist to get results but you need to be tough, direct and challenge people when it is appropriate to get results. Then appreciate them and give them Kudos when they do well. You then will develop shared behaviours that will make the whole company successful. Disagreeable Givers is a great term and worth striving for.


My favourite part was the Steve Jobs argument. He was a jerk and a narcissist and built a great company we all admire. But his Jerk tendencies got him fired and it was his kinder gentler self after he reflected on things in his exile that lead to his ultimate success on his return. He was a better leader when he came back. A little less of a total jerk and he actually did praise when appropriate and gave credit where credit was due. But he still pushed people relentlessly and they respected him for that because of the spill over effect. By him doing well, the whole team and company did well. He had the above qualities.


If he was the only one that did well - seeking money, prestige and acclaim - he would have been exiled again and the Apple would have failed. Hard to even imagine. But the question you have to ask - was his jerk behaviour the reason for the success or was Appel and Jobs successful despite his narcissistic tendencies? Hmmmm?


There are wartime CEO's and Peace time CEO's and they need to act differently to be successful based on the circumstances. Steve jobs was a very good wartime CEO.


But follow the rules of engagement and you will be successful all the time.



Deb Nystrom, REVELN's curator insight, July 20, 2015 4:16 PM

The humility and selflessness of Collin's Level 5 leadership, as well as Professor Adam Grant's important work on Givers, Takers and Matchers shows a nuance about timing and intensity.  It seems giving can include a goodly portion of challenge and dominance, among the expectation of the group surveyed.   Collins describes Level 5 leaders as those in whom genuine personal humility blends with intense professional will.  Perhaps intensity is a key description for those leaders.  

NOTE that:

..."In at least three situations, a touch of jerkiness can be helpful.

1) ...if your job, or [an] element of it, involves a series of onetime encounters in which reputational blowback has minimal effect.

2) The second is in that evanescent moment [when] group has formed but its hierarchy has not.


[3 The third—not fully explored here, but worth mentioning—is when the group’s survival is in question, speed is essential, and a paralyzing existential doubt is in the air."  

(Numbering added by Deb)   

Rescooped by Kudos from Feedback Mechanism

Show You Care: Four must-have strategies to build feedback channels in your organization

Show You Care: Four must-have strategies to build feedback channels in your organization | Employee Engagement Made Easy! | Scoop.it
Great leadership and employee engagement: Four must-have strategies to build feedback channels in your organization

Via Claudia DeSalvo
Claudia DeSalvo's curator insight, August 16, 2013 2:55 PM

Communication is key, especially when it comes to giving feedback. Talking at people isn't as effective as taking the time to build a structure for relationships.


Understanding is a must, especially when it comes to building trust and engagement. Do your employees know what they need to do to be successful? Giving them adequate resources is a crucial part in ensuring top quality results from them. The article gives a good question to ask yourself:

“What is the most important thing these employees want to know, what is the best way to encourage dialogue and how would they be most comfortable sharing input?”


After taking the employees into consideration, think of good ways to get them to share their ideas. This will be an opening for formal[printed] and informal[a quick convo] feedback. The feedback should be respected by both parties, and should be responded to in a timely manner. This makes it so that the employee feels valued. After exchanging feedback, you should continue regularly sharing ideas. Communication is best when its two-way.

AlGonzalezinfo's curator insight, August 19, 2013 6:40 AM

Great scoop Claudia.  The only thing I would add to the article is that the supervisor should ensure to request additional feedback from her/his direct reports, in addition to getting feedback from established organiazation channels like suggestion boxes, etc.  


The reason this is so important is becuase direct report have great specific insight that can help the supervisor learn even more from the feedback.  


Frrom the article:


Act on feedback – Highly engaged employees are enthused about their organization and believe they can positively influence its success. Acting on employee feedback and highlighting the impact employees make is a strong engagement builder. Be sure that all employees know how their colleagues’ suggestions or ideas are being implemented.

Regularly sharing results and requesting additional feedback creates predictable, consistent two-way communication that encourages employees to take ownership and understand their ideas are valued by the organization. 

Scott Span, MSOD's curator insight, August 20, 2013 9:58 AM

What strategies would you add? 

Rescooped by Kudos from Change Leadership Watch

Elon Musk: The mind behind Tesla, SpaceX, SolarCity ...

Entrepreneur Elon Musk is a man with many plans. The founder of PayPal, Tesla Motors and SpaceX sits down with TED curator Chris Anderson to share details about what's next.

Via Deb Nystrom, REVELN
Deb Nystrom, REVELN's curator insight, July 21, 2013 10:56 PM

A TED talk that has made it to the list, "15 TED Talks That Will Change Your Life," belongs on this stream, and goes with a previous post here a few days ago.  ~  Deb

Deb Nystrom, REVELN's curator insight, July 22, 2013 1:24 PM

Shared from my Change Leadership Watch as a companion to another innovation post about Elon Musk on this stream.

Scooped by Kudos

10 Things Great Leaders Say Every Week

10 Things Great Leaders Say Every Week | Employee Engagement Made Easy! | Scoop.it
If you want to lead a team toward a goal, you need to make sure they know how their daily work connects to the overall objectives. Here's how to make that happen, with one meeting every week.
Kudos's insight:

Some great advice. Simple rules to follow. I would print this out and hang it on your wall and bring it out before every group meeting to refresh what you need to cover.


That brings up another key point - when was the last time you had a team meeting. We all think we have meetings all the time but the truth is we do not have as many as we think we do or should. 


Weekly, Bi-weekly, Monthly - what is the right frequency? Weekly is a good place to start but maybe you switch up the main purpose of the team meetings and make them mandatory.


We do monthly Team Talks - that allows everyone to communicate what is happening in their group / department and ask questions. Item #8 - Check.


We also do Lunch and Learns - that allows one person or a group /department to show off what they are thinking about or working on. Goo way to get the innovation ideas flowing - One more for #8 - double check.


Totally agree with doing a great job with on boarding - make a persons first day a great day. This is is a whole blog post on it's own. I also like sending good people off with some fanfare and a thank you. They are ambassadors for your company  thank you, good luck and farewell event to highlighting in a bigger meeting is a very good idea. #9 - Check, check.


The rest of the items - are leadership touch points to that should be communicated as often as possible - such as the events listed above. In fact, we believe that these communication should be free flowing and  a product like Kudos is designed  to help companies do that with a big dose of #7. Show your appreciation often and say thanks to people every week.  


I call it leading out loud and doing it in structured ways will make people feel more connected to the company and one another. Transparency and honesty is a good thing - Your team  can handle the truth so keep them in the loop :)


If you ever wondered what those companies you admire so much do - that is pretty well it.  







Cruise Line Class's curator insight, April 7, 2014 5:22 PM



How can I help?

How are you doing?

What obstacles are getting in our team's way of doing their job?


...Do you have any other favorite things you say to your team each week?  Would love to hear from you!

PS - Live on Purpose!

Rescooped by Kudos from "employee engagement enhancement"

5 Keys to Inspiring Leadership, No Matter Your Style [Infographic]

5 Keys to Inspiring Leadership, No Matter Your Style [Infographic] | Employee Engagement Made Easy! | Scoop.it
Inspiring greatness is all about leading by example. The best leaders have these habits in common.

Via Gust MEES, Roy Sheneman, PhD, Jean-Philippe D'HALLUIN
John Thurlbeck, FCMI FRSA's curator insight, July 31, 2013 5:39 AM

Yes, yes, yes, yes and yes again! Great rescoop from Gust Mees!

Claudia Estrada's curator insight, March 9, 2014 11:14 PM

Do you think Leadership is a 21st Century skill?  

4twenty2's curator insight, March 10, 2014 8:11 AM

useful infographic - keeping it simple but often forgotten