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Motivation

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Tiny Habits - Behavior Change. How do you stay motivated when you’re not making any money? In the comments for my previous post, two totally different people asked me what appears to be the exact same question: “How’d you get past that initial period when you weren’t making any money? How’d you stay motivated?” — READER #1 “And how did you find the ‘grit’ to keep going during the early days?” This comes as no surprise to me, because I’ve been teaching my students how to bootstrap a product for ages now, and people fail in predictable ways. How do you keep going? It’s a question that begs for a list of tactics.

Because the question is wrong These two readers didn’t actually ask, “How do you keep going?” Reader #1 actually asked “How do you stay motivated?” And Reader #2 asked, “How do you find the ‘grit’?” This premise makes for good TV, but it doesn’t make for a good life. 1: Why motivation won’t take you anywhere. We all know what “motivation” feels like… but what is it, exactly? Bam! But… motivated isn’t a state of being, it’s a feeling. Don’t buy my explanation? Help! 14 Revealing Signs You Love Your Startup Job. You may not be frequently giving out an embarrassingly gushing smile and you might not write little love notes during your lunch break. But, there are ways to tell if you love your job. Of course, no job is perfect -- even the best of relationships have their down days. We all have to do things we don’t like.

I love working at HubSpot, it's the best job I've ever had (but, that's by design). But, even I have “off” days where I'm not spending all my time doing things I absolutely love. So all of the following may not be the case all of the time. 1. “I hear Michelle has really improved our customer happiness scores.” or “I’d love to know how Mike managed to rescue that sale.” When you love your job you don’t gossip about the personal failings of others. 2.

When you love your job it’s like peeling an onion. When you hate your job it’s also like peeling an onion – but all you discover are more tears. 3. They aren't numbers. 4. When you love your job, it’s a part of your life. 5. 6. 7. 8. 9. Founders: You don’t own your employees. [Ed. note: This is in response to a post by David Hauser entitled, "The Startup Side Project Bubble" which you can read here: So many founders forget something simple: You do not own your employees. They are human beings with their own passions, interests and lives. You have a vision of a reality you want to create. After much labor and hard work to get it off the ground, either funding or your own revenue allows you to hire help. In David’s post he argues that employees having side projects is bad for them and his business. First, telling someone what they should and shouldn’t do in their free time is a tremendous insult to them and their personal judgment. You want employees with side projects.

Especially for the creators at a startup (ie- the people that design and build your product), there is tremendous benefit to them having side projects. Experimentation. And I’m sure there are others. Great employees are a package deal. “Why don’t you quit your job already?” Você conhece o perfil dos seus funcionários? Nesses anos de trabalho atuando diretamente com gestão de pessoas, as reclamações mais clássicas que ouço de diretores, gerentes e gestores são relacionadas à comunicação com seus times.

A dificuldade em repassar informações e delegar responsabilidades para os seus liderados de forma clara e objetiva, é um dos maiores problemas enfrentados por gestores de qualquer empresa. E isso não se resume apenas a maneira de falar ou de se expressar com seus liderados, mas também na forma como o gestor irá distribuir as responsabilidades na sua equipe de acordo com os skills de cada um de seus liderados. Isso parece bastante óbvio, mas você conhece o perfil de cada um dos seus funcionários? Sabe quem tem mais facilidade para executar determinado tipo de atividade?

Se você distribui atividades aleatoriamente dentro da sua equipe, provavelmente não tem ideia de como seus projetos poderiam ser otimizados se cada atividade fosse direcionada para profissional com o perfil mais adequado. Startup Therapy: Ten questions to ask yourself every month by. In the last post I beat you to death about ditching your business plan but failed to provide an alternative. Okay okay, “Planning == Bad,” but the supposed benefits of planning are still important: designing for profitability, understanding your customers and competitors, focusing your attention, deciding what’s worth doing next, changing directions, and ensuring the founders agree on important issues.

To help you, I’m stealing a trick from therapists. Cartoon by Andertoons Therapists don’t tell you what to do. Rather, they ask probing questions that get you to discover for yourself what is true for you, your situation, and what you want. You’re smart. That’s where this article comes in: To splash cold water on your face, forcing you to face reality and continue to defend or change the important choices inside your business.

What follows is your startup therapy session. In one sentence, what does your product do and who buys it? What tips do you have? Cartoon by Andertoons You’re smart. Is Fear Stopping You from Starting a Company? How to Be Happier at Work: 10 Tips.

Books

StrengthsFinder. Keirsey Temperament. Angela Duckworth. Pare de desmotivar seus funcionários. Não falha. Sempre que eu converso com alguém sobre gestão a pergunta acontece: "Como posso motivar a minha equipe? " A maioria das pessoas começa em um novo emprego com a motivação muito alta. Estão empolgados e querem fazer um bom trabalho. Mas, conforme o tempo passa, a motivação acaba. E não é porque os gerentes e diretores falharam em motivar suas equipes. Surpresas na avaliação anual dos funcionários.

Microgestão. Críticas públicas. Solicitar um comportamento e recompensar quem não o segue. Metas inatingíveis. Perguntar algo e depois ignorar. Tratamento especial. Frases vazias. Pessoas são custos Quando a redução de custos é sinonimo de redução de pessoal, a mensagem que fica é que pessoas não são investimentos. Algumas pessoas são mais valorizadas do que outras. Empregados não são confiáveis. Empregados não são capazes de tomar boas decisões. 10 Things I, As a Developer, Wish More Entrepreneurs Knew. A few weeks ago, Stephen Anderson wrote a piece entitled “29 Things I, as a designer, wish more tech startups knew.” It is a bold contribution to a greater discussion of building better startups. I’m David Pierce, one of the developers at Startup Weekend, and I love studying developer teams in young companies and seeing what we can learn about building better companies. Like Stephen, I’ve taken my own experiences and conversations with other developers and listed a few thoughts on what entrepreneurs should know about developers as they look to create successful companies together.

Know how developers work: There are some common elements of a work environment that make developers feel productive. Be careful to avoid making your development team feel like “code monkeys.” I’m sure I could spend so much more time writing about building a good developer team. Sete dicas para retomar o prazer pelo trabalho.

A sensação de que o sentimento de prazer pelo que se faz é algo previsível na carreira de muitos profissionais de TI. A natureza da demanda nesse tipo de trabalho, somado à falta de respeito e confiança das demais áreas leva muitos executivos a lamentar sua atual situação. Atualmente, cresce o número de profissionais de TI insatisfeitos. E isso tem uma relação direta com a recente crise internacional, a qual obrigou os gestores da área de tecnologia a lidar com um dos mais tediosos trabalhos nessa função: cortar custos. A seguir, acompanhe as principais dicas que os próprios CIOs dão para fugir dessa rotina tediosa da TI e voltar a se sentir motivados pelo trabalho. 1.

Estimule o orgulho na equipeDesenvolver o espírito de time e de camaradagem entre os profissionais de TI minimiza a sensação de burocracia que se abate sobre o dia-a-dia da área de tecnologia. A fórmula tem sido utilizada pelo diretor global de TI da consultoria Accenture, Mark Cobb. 2. 3. 4. 5. 6. 7.