The phenomenon of “decision fatigue” has been found in judges, who are more likely to deny parole at the end of the day than at the beginning. Now researchers have found a parallel effect in physicians.
There’s an age-old question out there: Is it better to be a “nice” leader to get your staff to like you? Or to be tough as nails to inspire respect and hard work? Despite the recent enthusiasm for wellness initiatives like mindfulness and meditation at the office, and despite the movement toward more horizontal organizational charts, most people still assume the latter is best.
In a global study on millenials by the INSEAD Emerging Markets Institute (EMI), the HEAD Foundation and Universum, we surveyed over 16,000 millennials in 43 countries to better understand the many workplace stereotypes. While there were differences across regions, 41 percent of all respondents confirmed that it was very important to them to become a leader or a manager, and younger millennials noted an interest in coaching and mentoring as part of a leadership role.
Most of us would accept that failure is just an inevitable part of success. For instance, when you learn how to ski, you have to fall a number of times before you’re able to make it down the mountain skillfully. There are times, however, when failure is not a good thing, such as when you need to meet a customer deadline or achieve a competitive level of quality. Unfortunately, many managers don’t distinguish between when failure can be a valuable catalyst for learning and when it can be truly harmful, leaving employees unsure about when to take risks and experiment, and when to play it safe. For managers and employees, the key to getting this right is understanding whether the organization is in execution mode or innovation mode..
It’s inevitable: we all make mistakes, hard as it is to admit it. And it’s agonizing when we realize our actions may have had a negative impact on our boss, clients, colleagues, friends, or family.
In the world of coaching, we know that how one responds to a mistake is as important as what one learns from it. Here are three guidelines along with coaching questions that may help you manage your response or coach someone in your organization through a mistake.
If innovative service were a musical genre it would have the passion of a tango and the connection of a square dance. It would be performed in the key of joy. It would be as inclusive as a sing-along, animated at a happy cadence. It would not be jazz.
James Schreier's insight:
Chip Bell is a true master of customer service -- this article has several absolutely key points for quality service!