“Just trust me.” “Why don’t you trust me on this?” “Trust that it will all work out.” These are sentiments any person in business today has heard at one point or another. It could be the boss telling you to trust you will be treated right, a colleague telling you to trust they will deliver their portion of the project or a vendor asking you to trust they will apply the credit for your company correctly
Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.
Humans tend to model the behavior they see. When leaders appear to be in control, know everything, never doubt, or never ask for help or input, employees think they have to do the same. The behavior they see and deem as acceptable is to be strong, not question, never be wrong, and always know. The opposite behavior is a sign of weakness and is unacceptable
To meet this goal, a performance management system must provide some way to determine how employees are performing relative to their co-workers. Yet there is currently a trend in HR to “fix” performance management by eliminating the use of methods that compare employees based on performance.
This makes no sense since this is the very thing senior business leaders want from performance management!
If we want to fix performance management, we must create methods that accurately classify employees based on past performance in a way that maximizes their future performance and retention. Rating employees to fit a bell-curve distribution is nonsensical, but identifying your top 10% of performers makes a lot of sense.
Companies spend a lot of time and money trying to motivate their employees.
But when was the last time a mug with your company’s logo or a coffee shop gift card made you truly excited? Real motivation doesn’t come from external rewards--it comes from making some shifts in how you think about your situation, says San Diego, California-based personal empowerment expert Susan Fowler.
“Give a whale a fish and it’ll jump as high as you want. Give a pigeon a pellet and it’ll turn 360 degrees. That whole animal behavior theory is what the workplace is built on. We’ve got to get away from that because we’re not pigeons and we’re not whales,” she says.
You've done everything—endured diets, purged your freezer of Ben & Jerry's, and educated yourself on fat, sugar, and calories. Yet, you can't manage to lose weight.
What's wrong with you? According to standard economic theory, which gives humans (perhaps too much) credit for making rational choices, those efforts should be enough to change your behavior. If you know the consequences but still get fat, you must want to be overweight.
“Losing $100 is more painful than gaining $100 is pleasurable”
While writing this post, I had 18 tabs open. I’d like to say they were all for research, although I’m pretty sure one or two slipped down a YouTube wormhole.
Does this sound familiar?
It seems like my multi-tab madness is right in line with the status quo. We all love to have multiple tabs open at once, adding more and more as we find new articles to click and sites to visit. Pretty soon, it’s likely we’ve forgotten what we were online for in the first place.
Being humble is not just a virtue, it's an important leadership practice. If you're overly self-promotional and rule your team with an I'm-always-right attitude, chances are your employees will feel alienated, resentful, and unwilling to go the extra mile for you.
A recent study shows that employees who work for humble leaders are more likely to work harder and come up with better ideas.
PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.” Nine years after the management guru’s death, his remark is truer than ever: employees often have to negotiate a mass of clutter—from bulging inboxes to endless meetings and long lists of objectives to box-tick—before they can focus on their real work. For the past 50 years manufacturers have battled successfully to streamline their factory floors and make them “lean”.
Today, businesses of all types need to do the same in their offices.
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.
An employee’s success, the lens they see through, the decisions they make and how they navigate their careers are all heavily influenced by the types of leaders they are able to observe and learn from. This is why you will find that many of today’s best leaders were mentored by great leaders themselves (see examples of successful technology leaders and their mentors). Success as a leader is a by-product of the leaders and mentors we associate with throughout our careers.
Many people hate change; contemplating the unknown is scary. So many stick with familiar things even though they no longer fit. This is especially true of careers. Sometimes people get stuck in a career direction or work environment that makes them terribly unhappy, and they stay there because it's tough to change careers once you have gained experience, power, and good compensation.
People often end up in the wrong careers by accident. They start out with a job and become proficient, so they advance and make a good living. They may even start a company in that field. They get so focused on growth, meeting objectives, or making the money to support their lifestyle, they don't realize how toxic their life has become.
Truly effective leaders demonstrate the ability not only to have a compelling vision, strategic mindset and determination but also have a high degree of emotional connection with their followers. Emotions do matter.Emotions and leadership are not separate ideas. Positive leaders can uplift and energize teams to a new level of performance. Some people call emotions “soft” and un-business like. We all know the...
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