http://www.youtube.com/watch?v=5aH2Ppjpcho
Related: Motivation • YH5 - makrotalousThe 3 Fears Employee’s Have About Engagement — and How to Confront Them Employee engagement initiatives don’t have to be stressful. Too many times, we’ve seen organizations dragging their feet on engagement work. And we get it; change is hard, and a new engagement initiative can mean big changes in culture and operations at an organization. But, those changes result in very good things — like better retention, more satisfied employees, higher productivity and a healthier bottom line. In many cases, the source of your stress are actually unfounded fears. The Differences Between Managers Who Motivate and Those Who Demoralize I’ve never met a manager who intended to demoralize their staff. Many do, but that’s not their intention. In talking with them or those who report to them, what surfaces are habits, attitudes, practices, and skill deficiencies that lead their employees to disrespect, disengage, and decide to leave them for more pleasant environments. When an executive at the top of the organization notices that a manager is struggling to keep good people and suggests that manager come to us for communication coaching, it doesn’t take long in our interviewing process before we observe troubling communication habits. Similar stories appear with regularity. The big contrast in management styles
Leaders Can Influence, But Every Employee Owns Their Own Engagement I’ve been asked a couple of times recently, “Do you think ‘employee engagement’ has become just another business buzzword?” It’s a valid question and one that often arises from a lack of understanding – what drives engagement and why should we care? Truly engaged employees have “bought in.” They are so passionate about solving the problem, delivering the service, or achieving the goal, they willingly invest more of their own time (discretionary effort) to get those results. Does this mean they work overtime?
Martin Wolf: why rigged capitalism is damaging liberal democracy “While each of our individual companies serves its own corporate purpose, we share a fundamental commitment to all of our stakeholders.” With this sentence, the US Business Roundtable, which represents the chief executives of 181 of the world’s largest companies, abandoned their longstanding view that “corporations exist principally to serve their shareholders”. This is certainly a moment. But what does — and should — that moment mean? The answer needs to start with acknowledgment of the fact that something has gone very wrong.
The 5 Things That Employees Hate to Hear From New Managers Leaders want to make their mark on operations, stamp their philosophical footprint on minds, leave their legacy on hearts and in hallways. They hope their leadership will be unique, profitable, and pleasant. These are understandable goals. All too often, however, they start out with similar comments — lines that set their employees up for disappointment and disengagement rather than the intended positive pat on the back and productivity boost: 1.
Business Roundtable Redefines the Purpose of a Corporation to Promote ‘An Economy That Serves All Americans’ WASHINGTON – Business Roundtable today announced the release of a new Statement on the Purpose of a Corporation signed by 181 CEOs who commit to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. Since 1978, Business Roundtable has periodically issued Principles of Corporate Governance. Each version of the document issued since 1997 has endorsed principles of shareholder primacy – that corporations exist principally to serve shareholders. With today’s announcement, the new Statement supersedes previous statements and outlines a modern standard for corporate responsibility. “The American dream is alive, but fraying,” said Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. and Chairman of Business Roundtable.
The Fine Line For Leaders Between Motivation and Manipulation Almost any team has one or two absolute go-getters. Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out. Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it. But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation. And that boundary really can be tricky to navigate when you’re motivating someone to act in a way that benefits an organization.
Bagehot - Good capitalism v bad capitalism THE cabinet has become a killing field of political careers. Four senior ministers have left for the backbenches in the past eight months—and if there is any justice then two more, Chris Grayling, the transport secretary, and Gavin Williamson, the defence secretary, will soon be following them. But one minister is thriving against the odds. Since becoming secretary of state for the environment last June, Michael Gove has revived his reputation and revitalised his department. Some bookmakers put him as the favourite to replace Theresa May as Tory leader.
How To Develop a Long-Term Employee Engagement Solution Increasing employee engagement is a priority for most companies. That’s because having a workforce devoid of enthusiasm can come at a steep price: Lost productivity, absenteeism, workplace accidents, increased health care costs, and high turnover. But as most HR professionals know, it’s difficult to motivate employees. 8 Things Leaders Do That Make Employees Quit Algorithms are becoming increasingly relevant in the workplace. From sifting through resumes to deciding who gets a raise, many of these new systems are proving to be highly valuable. But perhaps their most impressive, and relevant, capability is predicting which employees will quit. IBM is in the process of patenting an algorithm that can supposedly predict flight risk with 95% accuracy.
Intrinsic vs. Extrinsic Rewards (and Their Differe... Before I delve into today’s topic, let me share an exciting announcement. Last week Lithium launched the first feature of our Premium Gamification products. The Badging feature is just the first of many more that we plan to add to our already robust gamification engine. I’m excited to see more of my gamification theory and work being productized in the near future! Psychology Says This Is the Top Contributor to Happiness (It's Not What You Think) According to a report by The Journal of Personality and Social Psychology, the No. 1 contributor to happiness in life is not money, popularity, good looks, or even a good sex life (too many...jokes...can't pick...just...one). The report defines autonomy as: "the feeling that your life, its activities and habits, are self-chosen and self-endorsed." Likewise, supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward influencing, and inspirational. It just makes sense, doesn't it? Think of how you feel when you're experiencing the opposite--being micromanaged.
Why you should never start a trade war with an autocracy - Trade wars Get our daily newsletter Upgrade your inbox and get our Daily Dispatch and Editor's Picks. ECONOMISTS OFTEN argue that trade wars cannot be won. Yet they will be among the few beneficiaries from America’s barrage of tariffs. For decades, rich countries’ sound trade policies denied academics cases of tit-for-tat protectionism to study. How to Tell Your Boss That You’re Not Engaged at Work Executive Summary Global estimates indicate that most employees are not fully engaged at work. One of the main drivers of employee disengagement is bad leadership. But leaders are often unaware of this, as it’s very unusual for employees to feel that they can honestly and openly criticize their bosses without paying the consequences. If you want to give your employer a chance before considering other jobs, you need to try to communicate your dissatisfaction. One tactic is to tell your manager that you need help reaching your full potential, or that you need a new challenge.