At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.
We’re all intelligent—in one way or another. The architect uses a different kind of intelligence to a neurologist; a master carpenter is different to a scientist; a concert pianist to a mathematician; a motivational speaker to…well, you get the point. There are different ways of acknowledging and measuring intelligence and the idea of a fixed IQ (Intelligence Quotient) as a way of determining how bright someone is has long been discarded. A high IQ does not necessarily translate into getting a great degree or running a business empire. There’s one key intelligence, however, that I believe all successful individuals require—and that’s Emotional Intelligence (EQ). Studies have shown that people with high EQ are not only more likely to enjoy positive mental health, but also deliver superb, dedicated job performance, and rise to the top as powerful and skillful leaders. Emotional Intelligence involves possessing and improving the following behaviors. 1. Self-Awareness. When your day is
Emotional fluctuations we experience in intimate relationships can often take similar form in the workplace. Criticisms are communicated as personal attacks, rather than concerns to be addressed. Daily irritations fuel disgust, sarcasm, and contempt. These situations result in defensiveness, dodging of responsibility, and a passive resistance that comes from feeling unfairly treated. A common mistake... Read more »
We tend to think of persuasion or motivation as something that one person does to another. What social sciences tell us very clearly is that it is something people do for themselves. Dan Pink expands on this concept of no limit for better in Drive. When people have their own reasons for doing something, not yours, they believe those reasons more deeply and adhere to their behaviors more strongly. If you find that people rate themselves lower on the accomplishment scale (as in getting things done), you may find that there is an environmental obstacle that is preventing them from moving forward. Asking them to self assess, then offering help in getting past the obstacle is a way to build momentum toward your (how shared) goal. So your job as motivator and persuader is to reset the context and surface people's own reasons for doing something. [via] Worth Reading: Flip Manifesto +++ Valeria is an experienced listener. She designs service and product experiences to help businesses rediscover the value of promises and its effect on relationships and culture. She is also frequent speaker at conferences and companies on a variety of topics. Book her to speak here.