8 Mistakes That Make Good Employees Leave. It's tough to hold on to good employees, but it shouldn't be. Most of the mistakes that companies make are easily avoided. When you do make mistakes, your best employees are the first to go, because they have the most options. If you can't keep your best employees engaged, you can't keep your best employees. While this should be common sense, it isn't common enough. A survey by CEB found that one-third of star employees feel disengaged from their employer and are already looking for a new job. When you lose good employees, they don't disengage all at once. Instead, their interest in their jobs slowly dissipates. "Brownout is different from burnout because workers afflicted by it are not in obvious crisis," Kibler said. To prevent brownout and to retain top talent, companies and managers must understand what they're doing that contributes to this slow fade. 1.
Companies need to have rules--that's a given--but they don't have to be shortsighted and lazy attempts at creating order. 2. 3. Tough Love Performance Reviews, in 10 Minutes. There’s growing evidence that conventional performance reviews are not working. According to a CEB analysis, organizations can only improve employee performance 3% to 5% using standard performance management approaches. Last fall, 53% of human resources professionals in a Society for Human Resource Management study gave a grade between B to C+ when rating how their organization managed performance reviews. Only 2% gave an A to their organization.
As a result of findings like these, some companies are doing away with annual performance reviews altogether. As my company grew, I started seeing the issues with conventional reviews firsthand. At the same time, I felt it was important to do these reviews myself, rather than delegating them to others. I run a user experience-led innovation company—which means my profession is making products better, more intuitive, and more profitable—so we approached the performance review issue as a design problem. Here’s how they work. How Team of Leaders helps deal with difficult people. Difficult people are everywhere. They’re in line in front of you at the bank, shopping with you in the supermarket, and next to you on the highway in rush hour. In most circumstances, the best way to deal with the troublesome people around you is to ignore them, especially if they have little to no bearing on your life. Unfortunately, it’s not quite so easy to ignore the difficult people in the workplace.
Whether you work directly with challenging individuals or experience them in passing, few things are more frustrating than sharing a professional domain with individuals who are not an active, willing part of a team. As a hardworking employee, it can be very challenging to see a drain on the system in an area where productive team members are standard. Identifying difficult people in the workplace Difficult people come in many forms, all of which are counterproductive in a workplace setting. They tend to be negative, cynical and unwilling to take responsibility for job performance. 000030.pdf. Idea killers - Idea killer Bingo. Ways to Improve Your Creativity at Work. It is easy to get into a rut at work. The longer you have been doing the job the greater the tendency to keep doing things the way you have always done them. That is easy and straightforward – and boring. In almost every job there are opportunities for creativity and innovation – sometimes they are small procedural improvements and sometimes they are big risky innovations.
How can you put some imagination and creativity into your work? Here are seven key steps: 1. Recognise that every product, every service, every method and every aspect of your job can be done differently and better. 2. 3. 4. 5. 6. 7. Every CEO says the same thing, “We need more innovation here.” Wait! Choose how you want the latest innovation content delivered to you: Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. Share. Getting Classroom Observations Right - Teacher evaluation research. It is widely understood that there are vast differences in the quality of teachers: we’ve all had really good, really bad, and decidedly mediocre ones.
Until recently, teachers were deemed qualified, and were compensated, solely according to academic credentials and years of experience. Classroom performance was not considered. In the last decade, researchers have used student achievement data to quantify teacher performance and thereby measure differences in teacher quality. Among the recent findings is evidence that having a better teacher not only has a substantial impact on students’ test scores at the end of the school year, but also increases their chances of attending college and their earnings as adults (see “Great Teaching,” research, Summer 2012). We find, first, that the ratings assigned teachers by the districts’ evaluation systems are sufficiently predictive of a teacher’s future performance to be used by administrators for high-stakes decisions.
Observations vs. Grover J. Why Your Company's Worst Performers Are Happy As Clams. Your slacker employees may be going to great lengths to avoid doing much at work, but they actually love their jobs. A new study by Leadership IQ found that in 42% of companies, low performers report high levels of engagement. These employees are more motivated and more likely to enjoy working at their organizations than middle and high performers do. When I first heard this news, I couldn't believe my ears. And then, the light bulb went on. In most organizations, low performers are pretty much left alone. Mediocre performers can do a really good job of hiding under the surface. Top performers are exhausted from treading water daily as they try to stay afloat. According to the study, top performers are stressed out at work and are undervalued by bosses despite making the most effort. It's time to put your clam rakes into action. [Image: Flickr user Mark Mark]
Building a culture of trust. Is your organization built on a culture of trust? Look around you; there are plenty of clues as to whether trust abounds. How quickly are decisions made? How many people do you copy (or worse, bcc) on e-mails? Do executives check in on the “troops” even when on vacation? Given that 82% of workers don’t trust their boss, trust is a scarce resource in many organizations. When it comes to creating a trusting workplace culture, the best place to start is with you. Trusting others doesn’t mean that you abdicate your responsibility as a leader. Trust is about creating space for people to thrive; excessive verifying diminishes that space. Assume positive intent, until proven otherwise. For a trustworthy vibe to take root in your organization, someone has to go first. Jennifer V. Meetings as relationship-building opportunities.
Meetings in many organizations have unhealthy hidden agendas, unhealthy conflict and competition, and a rush to action without appropriate dialog. It’s every person for themselves, with those who speak the loudest all too often getting their way while the rest feel like they weren’t heard. Participants leave these meetings depressed, angry, or worse, and their mood spreads throughout the organization. I hear a lot about how we need to eliminate meetings in the workplace because they are tagged as “unproductive.” Perhaps there are some meetings that are without redeeming value, but rather than outlaw them, what if you found ways to make at least some of them more engaging, interesting and helpful to build the relationships that make your workplace thrive?
What we really need is to have meetings that allow relationships to deepen, where participants help each other to grow and succeed together. Be clear about your intentions. Related Posts. Getting people to take ownership of their jobs. Job ownership is a simple business concept that many managers and employees misconstrue. Coming up through the ranks, we may have heard some old-school managers tell an employee that he/she needed to take ownership of their job.
When the confused employee asks how to do that, the classic copout was, “If you don’t know how to take ownership of your job you shouldn’t be working here.” Fearful of getting fired or demoted, the employee said they knew and quickly hid. Adding to their uncertainty, they’d ask other employees, only get a slew of different answers. (Have you been there?) Cards on the table: This is about the individuals on your team who have what it takes but are watching from the sidelines. In my opinion, they haven’t made a commitment because the company culture hasn’t made the same commitment. Most businesses make it a silent expectation. If we as leaders can’t spell out what we want and clarify the success it brings, how can we expect our employees to buy-in? Let’s get real. Www.aitsl.edu.au/docs/default-source/aitsl-research/insights/re00069_literature_review_learning_leaders_matter_riley_nov_2013.pdf. Learning leaders matter. This article is based on extracts from the report Literature review: learning leaders matter, prepared for the Australian Institute for Teaching and School Leadership (AITSL) by Dr Philip Riley of Monash University. © Australian Institute for Teaching and School Leadership, used with permission.
The Australian Professional Standard for Principals sets out what principals are expected to know, understand and do in their role. One of the key expectations of principals under the Standard is the professional practice of developing self and others. As well as helping their staff to learn, principals are called upon to model effective leadership. At the same time, they are expected to demonstrate a commitment to their own ongoing professional development and personal health and well being, ‘in order to manage the complexity of the role and the range of learning capabilities and actions required of the role’ (p9).
The work of a leader of learning contains points of tension. Further resources. 7 big problems--and solutions--in education | eSchool News | eSchool News | 2. Today’s education system includes ingrained practices, including policy and decades-old methods, that prevent schools from moving to competency-based models. Solutions to this problem include: Creating and making available educational resources on competency-based learning. These resources might be best practices, rubrics or tools, or research.Convening a coalition of League of Innovative Schools districts that are working to build successful competency-based models.Creating a technical solution for flexible tracking of competencies and credits. Problem No. 2: Leadership doesn’t always support second-order change, and those in potential leadership roles, such as teachers and librarians, aren’t always empowered to help effect change.
Problem No. 3: Communities and cultures are resistant to change, including technology-based change Problem No. 4: Education budgets aren’t always flexible enough to support the cost, sustainability, or scalability of innovations. Grattan.edu.au/static/files/assets/a9daf733/081_report_teacher_appraisal.pdf. 1386640694perspective_2013_6. Principalship-Model-Oct2011-Final1. Effective%20management%20of%20TAs%20to%20improve%20standards. Home. About ASCD.