Few things are as costly and disruptive as managers who kill morale. Demotivated employees underperform and then walk out the door at the first opportunity.
The scariest thing is how prevalent this lack of motivation is.
Gallup research shows that 70% of employees consider themselves to be disengaged at work.
Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen.
When they don’t, the bottom line suffers.
Research from the University of California found that motivated employees were 31% more productive, had 37% higher sales, and were three times more creative than demotivated employees. They were also 87% less likely to quit, according to a Corporate Leadership Council study on over 50,000 people.
Gallup research shows that a mind-boggling 70% of an employee’s motivation is influenced by his or her manager. It’s no wonder employees don’t leave jobs; they leave managers.
Making Things Worse
Before managers can start creating motivated, engaged employees, there are some critical things that they need to stop doing. What follows are some of the worst behaviors that managers need to eradicate from the workplace.
1. Making a lot of stupid rules. Companies need to have rules—that’s a given—but they don’t have to be short sighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.
2. Letting accomplishments go unrecognized. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.
3. Hiring and promoting the wrong people. Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. No wonder it makes good people leave.
4. Treating everyone equally. While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform .
5. Tolerating poor performance. It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.
6. Going back on their commitments. Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?
7. Being apathetic. More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your productivity.
Making Things Better
Once managers have eradicated the seven negative behaviors that demotivate their best people, it’s time to replace them with the following seven behaviors that make people love their jobs.
1. Follow the platinum rule. The Golden Rule (treat others as you want to be treated) has a fatal flaw: it assumes that all people want to be treated the same way. It ignores the fact that people are motivated by vastly different things. One person loves public recognition, while another loathes being the center of attention. The Platinum Rule (treat others as they want to be treated) corrects that flaw. Good managers are great at reading other people, and they adjust their behavior and style accordingly.
2. Be strong without being harsh. Strength is an important quality in a leader. People will wait to see if a leader is strong before they decide to follow his or her lead or not. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show strength themselves when their leader does the same. A lot of leaders mistake domineering, controlling, and otherwise harsh behavior for strength. They think that taking control and pushing people around will somehow inspire a loyal following. Strength isn’t something you can force on people; it’s something you earn by demonstrating it time and again in the face of adversity. Only then will people trust that they should follow you.
3. Remember that communication is a two-way street. Many managers think that they’re great communicators, not realizing that they’re only communicating in one direction. Some pride themselves on being approachable and easily accessible, yet they don’t really hear the ideas that people share with them. Some managers don’t set goals or provide context for the things they ask people to do, and others never offer feedback, leaving people wondering if they’re more likely to get promoted or fired.
4. Be a role model, not a preacher. Great leaders inspire trust and admiration through their actions, not just their words. Many leaders say that integrity is important to them, but great leaders walk their talk by demonstrating integrity every day. Harping on people all day long about the behavior you want to see has a tiny fraction of the impact you achieve by demonstrating that behavior yourself.
5. Be transparent. Good managers are transparent and forthcoming about company goals, expectations, and plans. When managers try to sugarcoat, mask, or euphemize in order to make things seem better than they are, employees see right through it.
6. Be humble. Few things kill motivation as quickly as a boss’s arrogance. Great bosses don’t act as though they’re better than you, because they don’t think that they’re better than you. Rather than being a source of prestige, they see their leadership position as bringing them additional accountability for serving those who follow them.
7. Take a genuine interest in employees’ work-life balance. Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing to them; it makes them feel as if they’re being punished for their great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of the extra work.
Bringing It All Together
If you cultivate the characteristics above and avoid the demotivators, you’ll become the kind of boss that people remember for the rest of their careers.
Do you get overwhelmed at the beginning of a project? Do you struggle to boost team productivity?
The secret to alleviating common project challenges is to set specific goals. S.M.A.R.T. goals are designed to provide structure and guidance throughout a project, and better identify what you want to accomplish. This method is especially effective in helping employees set goals that align with company.
What Are S.M.A.R.T. Goals?
S.M.A.R.T. goals are a relatively new idea. In 1981, George T. Doran, a consultant and former director of corporate planning for Washington Water Power Company, published a paper called, “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives.” In the document, he introduces S.M.A.R.T. goals as a tool to create criteria to help improve the chances of succeeding in accomplishing a goal.
The acronym stands for:
S – Specific
When setting a goal, be specific about what you want to accomplish. Think about this as the mission statement for your goal. This isn’t a detailed list of how you’re going to meet a goal, but it should include an answer to the popular ‘w’ questions:
M – Measurable
What metrics are you going to use to determine if you meet the goal? This makes a goal more tangible because it provides a way to measure progress. If it’s a project that’s going to take a few months to complete, then set some milestones by considering specific tasks to accomplish.
A – Achievable
This focuses on how important a goal is to you and what you can do to make it attainable and may require developing new skills and changing attitudes. The goal is meant to inspire motivation, not discouragement. Think about how to accomplish the goal and if you have the tools/skills needed. If you don’t currently possess those tools/skills, consider what it would take to attain them.
R – Relevant
Relevance refers focusing on something that makes sense with the broader business goals. For example, if the goal is to launch a new product, it should be something that’s in alignment with the overall business objectives. Your team may be able to launch a new consumer product, but if your company is a B2B that is not expanding into the consumer market, then the goal wouldn’t be relevant.
T – Time-Bound
Anyone can set goals, but if it lacks realistic timing, chances are you’re not going to succeed. Providing a target date for deliverables is imperative. Ask specific questions about the goal deadline and what can be accomplished within that time period. If the goal will take three months to complete, it’s useful to define what should be achieved half-way through the process. Providing time constraints also creates a sense of urgency.
The Easiest Way to Write S.M.A.R.T. Goals
When it comes to writing S.M.A.R.T. goals, be prepared to ask yourself and other team members a lot of questions. The answers will help fine-tune your strategy, ensuring the goals are something that’s actually attainable. While you should be as realistic as possible, it’s important to approach writing S.M.A.R.T. goals with a positive attitude. After all, this is something that you want to achieve.
Here are two examples of initial goals we'll use to walk through this process:
This is a typical approach to creating goals, but both of these are very vague. With the current wording, the goals probably aren’t going to be attainable. The statements lack specifics, timelines, motivation, and a reality check.
Now, let’s use the S.M.A.R.T. goals formula to clarify both and create new and improved goals.
Goal: I want to complete a project
Goal: I want to improve my performance
Once you go through and write your goals according to each S.M.A.R.T. characteristic, you can then combine and consolidate all the work you’ve done into one S.M.A.R.T. goal.
Establishing Clarity Around Success and Failure
Just like everything else in business, S.M.A.R.T. goals can change. Someone might ask you to write a SMARTER Goal. This acronym adds Evaluate and Re-Do. The idea behind this is you should constantly be evaluating your goals and re-setting them as needed. Company directions change, personal goals evolve, so maybe a goal you set six months ago no longer makes sense.
Whether you write S.M.A.R.T. or SMARTER goals, you’ll find that having some clarity about what you want to achieve can make all the difference between success and failure.
It sounds easy, but it’s surprisingly hard for most of us: To become a better listener, stop focusing on what you’ll say next.
Next time you’re at a meeting when you are not a central participant, take a couple of minutes and watch some of the other people at the table. Most of them won’t even look like they are listening carefully. Some are fidgeting in their seats. Some are checking their email under the table. Few of them are really listening to what is going on around them.
Listening is a skill that can make you a better colleague and a more effective leader. When people feel as though they have been heard, they trust you more. In addition, there are a lot of problems that arise through miscommunication. A lot of miscommunication isn’t because someone fails to express themselves clearly, it happens because the other person doesn’t listen carefully.
THE PROBLEM WITH MOST CONVERSATIONS
Many listening problems emerge from the way most of us think about conversations. The structure of a conversation seems obvious. One person speaks. Then, another one picks up the thread of the discussion, and the different people contribute their thoughts.
Just from this description, it might seem that your role in a conversations is to think about your reaction to what has been said so far, and plan what you are going to say next, but there are several problems with this strategy.
First, you haven’t given the other person a chance to say what they wanted to say completely. It’s possible that the last thing they say will change the tenor of their earlier remarks, and you’ll miss that if you are focused on your next turn.
Second, by focusing on what you are going to say, you are paying the most attention to your own perspective on the conversation. That can make it difficult to see things from another person’s point of view. By trying to understand the context in which someone else makes a remark, you can often get a deeper understanding of the issues they are facing.
THINKING MINDSET VS. DOING MINDSET
Remember that when you listen, you are learning from the other person. Research on motivation by Arie Kruglanski a social psychologist and his colleagues at the University of Maryland suggests that there are two distinct motivational mindsets: a thinking mindset and a doing mindset. When you listen, you put yourself in a thinking mindset. It gives you a chance to really try to understand what is going on around you. When you focus on planning your next contribution to the conversation, you enter a doing mindset, and you don’t think through the events carefully. Give yourself that chance to think.
If you jump too quickly into a mode of trying to solve the problem you are facing, you may cure a symptom rather than curing the disease.
Shifting yourself out of a doing mode can be difficult. Often, colleagues come to you with a problem, and so your initial reaction is to prepare yourself to solve the problem. However, the problem that people come to talk to you about is not always the real problem that needs to be solved. If you jump too quickly into a mode of trying to solve the problem you are facing, you may cure a symptom rather than curing the disease. Taking the thinking perspective is the conversational equivalent of the carpenter’s saying “Measure twice, cut once.”
When you focus on your next contribution, you may miss the emotion behind what is being said. You communicate a lot more than just the statements we make with the words we use. Your tone of voice, posture, and gestures also say a lot about how you feel. After all, the simple sentence “That was a great point,” can be a compliment or an insult just based on how it is said.
It is important to get a sense of how deeply someone cares about the issue being discussed and their satisfaction with how the issue has been dealt with so far. Often, there are issues that you don’t care about at all that are extraordinarily important to someone else. Failing to recognize and appreciate that difference can undermine your colleagues’ trust in you.
THE SIMPLEST WAY TO TEACH YOURSELF TO LISTEN
Finally, get in the habit of repeating back at least some of what colleagues have said to you when you are dealing with important issues. Give that summary before you launch into your own solutions. There are three reasons why this is helpful.
You have to listen carefully to what other people have said in order to be able to repeat it back. When you accurately state what other people have said, they feel like you have taken in what they had to say. As a result, they trust your response more than if they don’t feel they were heard. By repeating it back, you also ensure that you really understood it. If you missed something, you may find you have trouble actually summarizing what was said, and so you can ask for clarification. In addition, your summary gives other conversation participants a chance to correct or clarify the point.
Ultimately, the ability to extract what people mean from a conversation is one of the most important tools of any leader. It takes a lot of work. And it requires curbing your natural tendency to jump right to a solution to people’s problems.
Being a great leader takes more than smarts, hard work, and determination. According to management consultant Julia Tang Peters, all great leaders encounter certain decision points throughout their careers. The choices they make at those moments will shape the rest of their careers, she says, and this is as true for those who climb the career ladder at large companies as it is for those who go out on their own as entrepreneurs. "Everyone should look at it as a marathon, not a sprint," says Peters, who explores these critical moments in her new book, Pivot Points: Five Decisions Every Successful Leader Must Make."
So many people in the digital economy hit a home run early with a new company. They want to max out that opportunity, so they get some investors, and they grow quickly. Then, five or six years into it, the investors say, 'Thank you very much; we now need a real leader to get this to the next level.'" The reason this happens often, she says, is that "Leading is a hard thing to do. You have to have the experience to grow." Understanding the five pivot points and making the right decisions when you reach them are what create effective leaders.
The first decision point often comes early in a leader's career--but not always. It's the moment you make a commitment to gain mastery of a skill you need. "Typically, when we start our careers, we all have to face this decision, 'What do I really want to be best at?'" Peters says. "It's not necessarily your first or second job, but it's hopefully a decision all young people starting out reflect on." Some people have later launch points. "You've tried out two or three jobs, and none of them lit your fire. Or perhaps you studied accounting, but now you're in your 30s and don't want to spend the next 30 years as an accountant. That is your first launch and hopefully, having learned about yourself, the next time you've made a more thoughtful decision, and that becomes your real launching point."
2. Turning Point
The turning point comes when you decide to embrace a major opportunity or a major problem. "Not, let's see about this opportunity, but really committing to it," Peters says. Why is commitment at this moment so important? Because, inevitably, you'll encounter roadblocks, especially as an entrepreneur, she says. "It is a tougher challenge. There are obstacles and fewer resources. You feel the setbacks more. That's why it's important to make the emotional commitment of being all in. 'Comes a setback, I'm not giving up. I'm going to do whatever it takes to get through this.'" Just as important, if you really commit, other people will see that in you. "People respect that, and if your energy is out there in a committed way to do something specific that's important to you, it's very compelling," Peters says. "People pick up on it and want to be around that energy and drive. It builds the platform for establishing your leadership in your field."
3. Tipping Point
The tipping point occurs when you encounter a fundamental barrier and decide to break through it by taking a significant risk. "It can be an internal barrier; for instance, the fact that you've never done something before and you have to get through it," Peters says. "Or it may be an environmental barrier, such as a significant competitive threat to your business, so that to stay competitive, you have to do something really bold or head in a completely new direction. You're saying, 'Yes, I can get past this, and by breaking through this barrier, I will take my leadership to the next level.'" One business owner Peters interviewed reached his tipping point during the economic downturn. He responded by building out his management team, hiring great executives when they needed jobs. It was a big risk with a big payoff: Once the economy recovered, his business more than doubled.
Twenty or twenty-five years in, everyone faces this decision," Peters says. You've had some accomplishments and successes. Things have gone well for a long time, but you don't bring quite the same passion to the work that you used to. "When the decision is to recommit to the same company or job, it's really based on recommitting to a more purposeful goal," Peters says. "You've had business success, and now you want to create your legacy. It's moving the goalposts further. That recommitment gives the decision maker the energy and drive to continue on." Sometimes, Peters says, recommitment means making a change. "You think you've done everything you want to do here, and now you want to do this other thing. And you're in your mid-50s--which is a typical age for this--so it's now or never. It winds up being a recommitment to yourself."
5. Letting Go
Letting go is a strategic business decision, especially for a company founder, Peters says. Whether you decide to move on when you reach your recommitment point or recommit to the same company and spend many more years in your role, there comes a time sooner or later when even the best leaders need to move on from their roles. "How gracefully you make that decision and handle the transition depends on succession planning," Peters says. It can take as long as five years to choose, mentor, and train the person who will take over your role, and then step aside when he or she is ready to lead without you. "So many founders think, This is my baby; it all depends on me," Peters says. "Part of being indispensable is taking on the responsibility of choosing the next leader and preparing that leader for success."
Most starter businesses succeed by outstanding business emails. As there are a huge number of email marketing, it is easy for your work to blend in. it require minor work and attention to emails to standout. What a marketer aims for is to create an email campaign that triggers a higher conversation; which in turn, will have more clicks and show of your business.
Among the most important elements that constitute writing an outstanding email, these are as follow:
An Appealing Subject Line
Having a clever subject line will impress consumers; “The first impression” that your recipients are going to receive from your business. Through the email subject line, you can show the personality of your business. Make it brief, interesting, and straight to the point. Did you know that about 47% of subscribers decide whether or not to open an email based on subject line alone. Either use a concise language, pose a question, or include puns, maybe something unusually different of creative. You can use many themes to write and subject line, but don’t forget: “A subject line should be fun but still centered-around your business”.
Personalize It – Use your Recipient Name
There is a more urgent need to respond if the email appears to be personal. We are all obsessed into seeing our name on an email subject. Therefore, consumers are more likely to open your email to if the communication is direct and intended for them. Specialize the email by using their name, so simple but effective. Targeted emails are estimated to generate 58% of all revenue and 36% of revenues were caused by emails.
Include an Incentive
Give your recipients a reason to click on your email by giving them a hint what’s in your business for them.. Talk about their gains, not about your features. Consumers only care about their self-interest, so let the focus be on their needs. Common consumers tend to be attracted towards a sale or a good deal, so capture their interest by providing an incentive. To make an email stand out, give them the most benefits. To make an email stand out, use incentives as click-bait.
The Best Timing
Choose the times when customers are most obsessed about shopping, times when they need certain products or services, like holiday seasons, or when a certain product or service is in demand. This is the time to take advantage of the situation. Studies have shown that Tuesday, Wednesday and Thursday are the best days with the highest email open rates. Although the numbers have proven otherwise, it’s still all subjective. Instead, understand the demographic of your subscribers. This research contributes huge success to your campaign. Like if your company is local, then make it within your time zone.
Create content that will interest your consumers. So choose a topic that is relevant to them as they need a reason to click on your email. Avoid the heavy informative text, which is unappealing to a common man.
Keep into consideration the amount of content you’re putting into the email. Put just enough content that your service or product is thoroughly explained. The most successful emails are under 750 words total. Shorter text blocks of 100 to 200 words perform successfully with a strong call-to-action and click-through-rate to your web-page.
Email subscribers are often randomly selected. These people do not know anything about your business just yet. So, use customer testimonials for consumers to better understand your business. Customer testimonials are signals of trust since they are from an objective perspective. They are seen as honest opinions. Studies have shown that consumers are more likely to convert if the business established credibility. Testimonials are perfect to make an email stand out.
About 92% of consumers read online reviews and opinions first before acting. While 72% say that positive testimonials make a business more reliable. Personal recommendations have a bigger impact than any other forms of marketing influences.
Use Exciting Graphics
A text heavy email can be a sore to the eyes. It only takes people 7 seconds to make up a judgment, so use the time wisely. A vast majority of the population are visual learners, they respond best to aesthetics and images. Emails with exciting graphics give people the many more reasons to stay. So, include related images to the content and keep the campaign exciting.
An email with exciting graphics scattered throughout the screen will have a higher click-through-rate as well. Graphics appeal to a larger crowd and are perfect to make an email stand out.
Call to Action
Give consumers a sense of urgency within these emails. Allow people to interact with your campaign and explore more with your business. Email marketing campaigns are meant to increase traffic to the site, often a specific landing page. A lack of click-through-rate means no new customers.
Keep it Short and Sweet
An excess amount of text can be overwhelming. Don’t appear to be desperate, it would not like reliable. Most successful emails are short and straight to the point. Don’t mistaken short and simple for vague. Your business still needs to effectively communicate your product or service in the email. To avoid a delay back to work, keep the email short and precise. Only include important messages in the email, consumers are not interested in your company’s backstory. Have an introduction, call to action and one other special feature in your email.
About 66% of opened emails occur on digital devices. Your emails should always be optimized for mobile devices. A pool of consumers have confessed that they check their phones in the morning as their first task. You are potentially missing out on a large number of clicks and sales if your emails aren’t optimized.
Hiring people is one of my favorite things about running a company. It usually means that your business is growing and every new recruit has the potential to accelerate that growth, but getting the right person each time is critical. That’s why I still review job descriptions, read resumés and meet candidates for nearly every new position we fill.
I also spend a lot of time thinking about our recruitment process and the kind of people we should look for. Though I don’t agree with everything in it, this recent article asking whether MBA graduates are good for innovative companies raises a question about the value of college education.
Why do employers often seem to prioritize educational qualifications over other achievements with job ads stating that degrees are mandatory and Ivy League graduates are preferred?
As an Arizona State alum – Go Sun Devils! – I probably wouldn’t make the cut for many of the roles I see advertised. ASU doesn’t rank among the top 100 schools in the country, but it has been rated as the nation’s Most Innovative School, ahead of Stanford and MIT. Doesn’t that sound like the kind of school where innovative businesses should be scouring for talent?
ASU’s charter states that the school is “measured not by whom we exclude, but rather by whom we include and how they succeed”. I’ve adopted a similar attitude for hiring. Qualifications are useful but not essential. Direct experience in the role or our industry is great, but not all-important.
Instead, when I scan resumés, I look for any of the following five traits that will show me a person who might be right for my business.
When Nik, hint’s director of performance marketing, was still in high school, he started a marketing agency for musicians and artists, with clients like Pitbull and Jay Sean. He later joined an innovative AI-marketing startup before leaving to start another agency, where his clients included my company. I liked working with Nik so much that I eventually persuaded him to join our team.
If someone has started their own business, I’m immediately interested. Whether it was a success is almost irrelevant. Being a founder tells me that this is someone with the ideas, belief, and drive I’m looking for.
2. Winding career path
After a summer internship at NBC’s Today Show, Shelby was sure that TV news was for her. But a stint as a producer for a local station in central California made her realize that TV wasn’t her calling, so she joined a public relations agency. Now she’s found a happy medium between the worlds of journalism and publicity as a content writer at hint.
People often worry that changing roles a lot makes them look indecisive and unfocused, but I often see someone who isn’t willing to settle for second best and will keep searching until they find a career that truly fulfills them.
3. Passion pursuer
Brian has a Masters in Accounting, which makes him a great candidate for a role as VP Controller. But when I saw his resumé, Brian’s post-grad qualification didn’t excite me nearly as much as a significant career decision he made. After almost six years at PWC, he had left to join a sustainable food business.
Moving from a big corporation to be part of a startup is a sign of someone who prioritizes their passion above financial rewards and security. It also suggests a person is keen to make a significant impact on a business and not just be one of 200,000 employees.
4. Risk taker
Claire’s BA in Business from the University of East London was good preparation for her first accounting roles, but what was much more interesting for me was that she had moved to new countries and cities on multiple occasions. It showed me that Claire was a risk taker and good at adapting to new situations. She’s now in her ninth year as my company’s accounting manager.
People often underestimate how hard it is to uproot your life and move somewhere new, but it’s something I’ve experienced a number of times so I know that someone who can overcome the challenges of moving is worth meeting.
Kylie first came to my business as an intern. I liked that she was a member of her school’s philanthropy committee that focused on campus activities, community service and promoting friendships. Because we shared similar values, Kylie was a great fit for the company and joined fulltime after graduation. Seven years later, she is now one of our regional sales managers.
At startups, you have to judge potential new hires on how they would get along with the other people on your small team. But nor do you want a monoculture of very similar people. Exploring a candidate’s values is a great way to look beyond qualifications and experience to find people with diverse backgrounds who will also fit in with your company’s culture.
Now find that spark
These are the types of people I’m looking for whenever I make a hiring decision for my business, but it’s still just a way of filtering people to find the few you invite for an interview. That face-to-face meeting is where you spark a connection with someone. It’s where the real decision is made!
Who will create that spark is almost impossible to predict from a resumé? That’s why it’s so important to look beyond basic qualifications and experience to ensure you’ve given you and your business the chance to hire its next star performer.
Leaders with higher levels of emotional self-awareness, empathy, adaptability and other competencies that comprise emotional intelligence may be better prepared for the many disruptions of the past year and in the year to come. But experts say many of these so-called soft leadership skills can be learned over time. In this “Essentials” list, start with an overview of the broad power of self-awareness, mindfulness, and the other skills of emotional intelligence have. Then read some of 2018's most-read articles about EI's impact in the workplace, each written by Daniel Goleman, Korn Ferry contributor and author of the best-selling book “Emotional Intelligence.”
THE BEHIND-THE-SCENES IMPACT OF EMOTIONAL INTELLIGENCE
Developing EI skills can give leaders more flexibility and help persuade 70% of employees to stay five years or longer.
THE HIDDEN OPPORTUNITY OF CONFLICTS AT WORK
Research shows that coolheaded managers can turn on-the-job disagreements into big gains.
THE ART OF EFFECTIVE FEEDBACK
Great leaders can empathize with their employees and still have tough conversations about performance with them.
YOUR EMOTIONS AT WORK ARE CONTAGIOUS
Without realizing it, leaders can pass along their feelings, positive or negative, to their team members.
WHAT IS EMOTIONAL SELF AWARENESS?
Understanding how your emotions affect your performance is the foundation of great leadership.
“Do not dwell in the past, do not dream of the future, concentrate the mind on the present moment.”
“The best way to capture moments is to pay attention. This is how we cultivate mindfulness. Mindfulness means being awake. It means knowing what you are doing.”
One of the most common habits that make life miserable is to not be where you are. What do I mean by that? That your body is right here, right now, while your thoughts are elsewhere in time and space.
They are in the past, reliving an old, painful memory.
Or, replaying an argument – that you still want to win – for the hundredth time. Or, your thoughts are in a possible future, worried and stressed about what may happen at work or in your relationship.
Or, trying to plan for every possible scenario and through that hoping to fully control the future.
And the more time you spend in the future or past, the more you – in my experience – tend to also:
But the kind of obsessive or addictive way to spend so much time in a regular week in the past or future can be replaced with something smarter, more helpful and happiness-friendly.
Three habits that have helped me a lot to make that shift into being much more mindful are to:
1. Slow down.
Start your day with doing whatever you do first in your morning slowly.
This will make it easier and more natural to keep a slower pace and to focus fully on what you are doing for the rest of your morning. And starting your day in this way will often prevent you from going into your own most common thought loops that cause worry, anger, or sadness.
Plus, doing something in a calm and relaxed manner is often the quickest way to do something well.
And you can of course slow down what you are doing at any time during your day to get your mind back to what your body is doing.
2. Tell yourself: Now I am…
Tell yourself this silently in your mind: Now I am X.
And X could be that I am brushing my teeth, doing the dishes, taking a walk and listening to the sounds around me.
Just reminding yourself of this helps your mind to stop wandering and it brings your focus back to just that one thing you’er doing right now and nothing else.
3. Hold back those thoughts.
If you are a regular reader then you know that I like to use a stop-word or phrase to silence the inner critic.
This works well for getting back to the present moment too.
When you catch yourself going somewhere else in the past or future with your thoughts then – in your mind – shout: STOP!
Or: Oh No! We are not going down that road again!
4. Quickly replace them with what’s going on here and now.
Right away, find your way back to the present moment by either focusing only on what is going on around you right now with all your senses – the sights, the sounds, the smells and so on – or by focusing 100% on your breaths going in and out of your body.
Do either of those things for just 1-2 minutes.
On July 22nd 2018 / By Maher Kawar
Listed below are 7 things that you, as a learning and development professional, will need to have done PERSONALLY in order to be adequately prepared to support new approaches to workplace learning in your organisation PROFESSIONALLY .
1- NEW MINDSET
You recognize that you need to take personal responsibility for your own continuous learning and development to ensure you remain marketable in the industry.
2- NEW WAYS OF LEARNING
You have built a strong professional network of connections on a social networks like Twitter, Facebook, LinkedIn or Google+, with whom you interact and learning form on a daily basis – and which you regularly review to ensure they bring you value.
3- PROFESSIONAL GOAL-SETTING AND EVIDENCING
You have identified your own personal and professional goals (aligned with organisational objectives) for the next 6 months, and the actions you will take to achieve them.
4- DAILY LEARNING WORKOUT
You spend at least 30 minutes a day on learning something new using the resources and formats that best suit you.
5- LEARN FROM YOUR DAILY WORK
You spend time reflecting on your daily working activities in order to learn from these experiences.
6- DEAL WITH PERFORMANCE PROBLEMS
You solve your own performance problems by finding valid resources in appropriate formats.
7- ARE PART OF A SOCIAL WORK TEAM
You regularly share relevant work experiences with your colleagues so that they can benefit from them too through working out loud.