An organisation that continuously activates the reward network(physical pleasure (safety), cooperating (belonging), having a good reputation (mattering), being treated fairly (trust), giving to charity) is more productive and effective
Now more than ever, there is a great opportunity to bring coaching into organizations. According to Gallup’s study on the global workplace, only 13% of employees worldwide are engaged at work or are psychologically committed to their jobs and likely to be making positive contributions to their organizations. Therefore, 63% are "not engaged." If this is the case, then why not integrate coaching into your talent management strategy, not only to increase employee engagement, but to achieve other talent development goals such as developing certain competencies like problem-solving, strategic thinking or filling your talent pipeline with ready-now talent for upward or lateral assignments?
In order to integrate coaching into your talent management strategy, Renee Robertson recommends the following five steps should be taken.
If you're introverted (like me), you may find it difficult to connect with people at social gatherings. If you're extroverted, you face a different challenge--your outgoing personality may run roughshod over people you'd like to know better.
Not to worry. There's help for all of us.
At the Reader's Legacy awards last weekend, I had the opportunity to meet with Larry Benet, who is the co-founder of SANG Events, which feature speakers like Tony Hsieh, Tony Robbins, and Jack Canfield.
You'll worry less about day-to-day problems and focus on what is most important. As you become more mindful, you will be a more effective, successful and fulfilled leader. That's worth twenty minutes a day, isn't it?
Here's the central law of employee motivation, of coaxing a great performance from your employees, day after day: Employees who are selected, oriented, and reinforced properly, and who are surrounded by peers of the same caliber, will thrive when given significant autonomy. Otherwise, they'll wither.
There are dozens of studies to support this, inside and outside of business life.
Many of my clients deal with a fear of criticism. I see it in several aspects of their lives. At work, people fear criticism from their managers and colleagues, so they keep quiet and don't share their opinions. They play it safe. At home, people fear that they'll be criticized by their spouse or partner, so they don't speak their mind. They back down when they sense conflict. In friendships, people often don't have boundaries because they fear that establishing them would lead to criticism or that they would be viewed as selfish.
Whatever the setting, it's this fear that keeps people stuck. For example, by not speaking up and not sharing your ideas, you'll never advance. People won't know your thoughts and will have no reason to recognize your worth and promote you.
HRmagazine.co.uk Senior leadership 'character' impacts on bottom line, research finds HRmagazine.co.uk In the study of more than 100 CEOs and senior teams in US companies, organisations where senior leaders were perceived by employees to have a...
Research found a clear link between those leaders with higher scores on four universal moral principles: integrity, responsibility, forgiveness and compassion.(termed “virtuous CEOs” in the study) and higher business performance.
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