There's been an explosion of collaborative consumption -- web-powered sharing of cars, apartments, skills. Rachel Botsman explores the currency that makes systems like Airbnb and Taskrabbit work: trust, influence, and what she calls "reputation capital."
Every leader, supervisor, coach, team member and parent has been told of the value of giving positive feedback. We’ve heard reasons why. We’ve heard we don’t do it enough. We’ve learned all of the ...
Patricia D. Sadar's insight:
I agree whole heartedly with the concept of catching people doing something right. As a leader it is important to document the successes (individual and team). Not only for the appraisal process; however, also for the department/ or division year end strategic meeting.
At the end of every fiscal year it is important to celebrate the successes against the targeted goals, what has been learned, and then to do a SWOT analysis before establishing new goals for the upcoming year.
The Content You Read Shapes How You Lead: Top 10 Leadership Themes Forbes Content-Shapes-How-You-Lead People are consuming massive amounts of content each day via their smartphones, laptops, tablets and the multiple social media platforms, blogs...
We spoke with leaders of eight successful companies to find out their secrets for galvanizing their staffs, clients and even themselves. Get ready to be...
Patricia D. Sadar's insight:
I agree particularly with Daniel Pink's statement: "Satisfaction depends not merely on having goals, but on having the right goals," Pink writes, noting that the most successful companies "stand for something and contribute to the world."
Giving feedback should be approached like a conversation where your goal is to always come from a positive position where you invest in your team. If you want to build trust and encourage empowerment and support, its not what you say usually....its how you say it.
Start with something Positive, then discuss the opportunity without saying the word "but", and end with either a positive or with a partnering statement.
P (Come from a positive point of view, "Joe, I am happy to see that you take initiative when something needs attention. That is excellent.
O (Opportunity) When we make a decision that may involve other departments...could I ask for us to discuss ........
P (Either end with a positive or end with a Partnership statement)
Joe, I am here to help. Please keep up the excellent work, .....
It’s a brave, new hyper-connected world… We now live in a “wiki” world where mass collaboration is not only possible—it’s often the best solution. Conventional management thought assumes that command-and-control is the most effective way to organize the efforts of large numbers of people, but rapid change and increasing complexity have rendered that model obsolete. As a result, most managers today lack the skills and knowledge needed to succeed in an age when networks are proving smarter and faster than hierarchies. Designing organizations for mass collaboration demands a new and very different model—wiki management.
We know that the brain is exquisitely tuned to social relationships, shaped by and shaping our relationships with others from birth onwards. A number of evolutionary psychologists maintain that our brain is proportionately the largest of all mammals because of the need to maintain relationships with large numbers of people. So why should relationship issues be so hard and what can the neurosciences tell us that might help?
Article from Developing Leaders - Issue 13 - Autumn 2013. Find it on page 48-51 in the magazine.