It wasn’t long ago when people were consistently praised for multitasking– the parent who, in one night, juggles children’s homework, their own professional work, the laundry, and spinning classes. Or the ultra-connected marketing manager who, in an hour, answers 10 emails, works on a sales pitch, grabs a coffee, and books a plane ticket for a trade show. Both sound like veritable productivity masters. But the mental toll caused by multitasking has been proven to far outweigh peoples’ ability to simultaneously juggle tasks.
Multitasking, in fact, is multifaceted. The term can be defined as performing two or more tasks at the same time, or constantly switching from one thing to another. It can also be described as performing numerous tasks in rapid succession– like sending a tweet, then writing an email, then making a call, then checking your messages, then finishing your presentation. Sound familiar?
If you’ve ever sent a text or email to the wrong person that included a less than positive opinion of the person who just received it, you know the definition of awkward. While you probably regret the mistake, you should take it as an opportunity to discuss the thing that was bothering you.
Don’t make up an excuse or try to backtrack; a candid conversation will lead to forgiveness much faster than a bunch of BS, says Dachis. But apologize only if you care. “If you don’t like someone, don’t waste your time trying to make things better,” says Dachis. “Use the mistake to get rid of someone you never wanted in your life.”
"it is critically important that leaders find ways to help all of their employees connect or re-connect to what is important, to a purpose, to our universal search for meaning.
And just as importantly, leaders need to re-connect with their own sense of purpose to be able to continue to fuel their own inner fire."
4 criteria are listed
The work has an important impact on the well-being of human beingsThe work is associated with an important virtue or personal valueThe work has an impact that extends beyond the immediate time frame or creates a ripple effectThe work builds supportive relationships or a sense of community in people
Aspiring junior executives dream of climbing the ladder to gain more authority. Then they can make things happen and create the change that they believe in. Senior executives, on the other hand, are often frustrated by how little power they actually have.
The problem is that, while authority can compel action, it does little to inspire belief. It’s not enough to get people to do what you want, they also have to want what you want — or any change is bound to be short lived.
That’s why change management efforts commonly fail. All too often, they are designed to carry out initiatives that come from the top. When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way. To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership.
5 Ways to Become More Resilient Huffington Post What I have realized is that while nothing can replace the experience of bouncing back, we can learn traits and behaviors which can build our resiliency muscle.
Culture eats strategy for breakfast, technology for lunch, and products for dinner, and soon thereafter everything else too.Why? Because company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.
This was the mantra repeated by educators throughout my youth. None of them added "be happy" to the success equation.
But a growing body of research in positive psychology and neuroscience is demonstrating that happiness is the secret ingredient to success. It turns out, our brains are more engaged, creative, productive, and resilient when in a positive state.
All this unhappiness comes with a high price tag to businesses, costing more than $550 billion a year in lost productivity. In his book, Donovan identifies 60 simple steps individuals can take to improve their happiness and get back on the path to success. Here are six of the top things happy workers do:
Peter Drucker, considered the leadership guru of the twentieth notes that, “The leader of the past may have been a person who knew how to tell, but certainly the leader of the future will be a person who knows how to ask.”
Leaders who are seen as authentic inspire the most loyalty, but what does being ‘authentic’ really mean? Pepi Sappal explores this complex and often misunderstood area of leadership, and looks at how to balance personality with professionalism
For smooth execution, people on your team--from upper management to those who toil on the most mundane tasks--need to have confidence in one another. Without trust, people at best second guess those they deal with. At worst, they won't make necessary efforts because, why bother? Other people will only screw things up.
Such is the stuff of office intrigue and backbiting. But it can get worse when the people who aren't inspiring trust are the people on your management team. News flash: That's the situation in many companies, according to a new survey of "200 C-suite executives, senior leaders, and managers" conducted by the Economist Intelligence Unit on behalf of management consulting firm BTS. And, sadly, you, too, may distrust many of the managers working for you.
Toxic managers are a fact of life. Some managers are toxic most of the time; most managers are toxic some of the time. Knowing how to deal with people who are rigid, aggressive, self-centered or exhibit other types of dysfunctional behaviour can improve your own health and that of others in the workplace. This author describes the mechanisms for coping.
Toxic managers dot the landscape in most organizations, making them seem, at times, like war zones. These managers can complicate your work, drain your energy, compromise your sanity, derail your projects and destroy your career. Your ability to deal with these corporate land mines will have a significant impact on your career. Those who are able to recognize toxic managers quickly and understand what makes them tick will be in the best position to protect themselves. Difficult managers are a fact of life and how they affect your life depends upon the skills you develop to deal with them.
Research has been available for many years that monetary incentives are not (except in limited circumstances) the most important motivating factor for people. So why do most organisations continue to use bonuses etc as there main way to motivate their people?