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How Great Bosses Motivate Employees

How Great Bosses Motivate Employees
Related:  Leading

The Best Promotion Is Never Self Promotion Promoting yourself is easy. All it takes is a little guts, a little determination, and in extreme cases, very little self-awareness. We all try, to some degree, to promote ourselves. That's why we're all experts at picking out the self-promoters, shameless or otherwise. There's a much better way. There was always that last two minutes where Johnny was asking people, "Thank you for coming--what do you have coming up?" You have the same ability to promote with your employees, your customers, your vendors--basically anyone--but it's easy to lose sight of that when your primary focus is on crafting a business image, building a personal brand, or just protecting your professional turf. Entrepreneurs are especially vulnerable to glory hogging since early on a small business is a reflection of its owner and its success often depends on the owner's ability to build a reputation for knowledge and expertise. But it can be done. Instead, share how a customer did something smart.

Best Leadership Tool for Managing Employees When an otherwise solid employee consistently struggles in one performance area, it's easy to view them almost solely through the perspective of that weakness. When an employee makes a mistake—especially a major mistake—it's easy to forever view them through the perspective of that mistake. I know, because I've done it. Years ago I worked in a book manufacturing plant and a tech accidentally left a small piece of tape on the film before the plates were exposed. As a result, two words were missing in hundreds of thousands of books. (I know what you're thinking: "Two words? I have two words for you: Um, no.) In every other regard he was a great employee, and had been for years. I like to think it didn't. How I viewed him—and how I'm sure many other people viewed him—was unfair. Did one error forever tarnish his record? Those are tough questions to answer, ones that can be argued intelligently from either point of view. His error cost more than our spoilage budget for the entire year.

The One Skill All Leaders Should Work On - Scott Edinger by Scott Edinger | 11:30 AM March 29, 2012 If I had to pick one skill for the majority of leaders I work with to improve, it would be assertiveness. Not because being assertive is such a wonderful trait in and of itself. Rather, because of its power to magnify so many other leadership strengths. Assertiveness gets a bad rap when people equate it with being pushy and annoying. Here are some specific ways in which assertiveness complements a wide range of the critical leadership skills you may already have: • Creating a culture of innovation: A couple of years ago I conducted a study to determine the characteristics of the most innovative leaders in one of the largest companies in the world. • Being customer focused: We typically think of service or business development professionals as being good at, and focused on, building relationships. • Fostering teamwork and collaboration: It might seem like assertiveness has little to do with the skills you need to be a team player.

Leadership 8 Habits of Remarkably Successful People I'm fortunate to know a number of remarkably successful people. I've described how these people share a set of specific perspectives and beliefs. They also share a number of habits: 1. Back-up plans can help you sleep easier at night. You'll work a lot harder and a lot longer if your primary plan simply has to work because there is no other option. If somehow the worst does happen (and the "worst" is never as bad as you think) trust that you will find a way to rebound. 2. You can be good with a little effort. But you can't be great--at anything--unless you put in an incredible amount of focused effort. Scratch the surface of any person with rare skills and you'll find a person who has put thousands of hours of effort into developing those skills. There are no shortcuts. So start doing the work now. 3. ...and they work a lot more. Forget the Sheryl Sandberg "I leave every day at 5:30" stories. Better yet, they want to put in lots of time. 4. Conventional wisdom yields conventional results.

Why Good People Can't Get Jobs: Chasing After the 'Purple Squirrel' Wharton management professor Peter Cappelli’s most recent book — Why Good People Can’t Get Jobs: The Skills Gap and What Companies Can Do About It — has inspired a reaction from just about every group with a stake in today’s workforce: employers, employees, recruiters, academics and media commentators. Cappelli debunks the oft-repeated argument from employers that applicants don’t have the skills needed for today’s jobs. Instead, he puts much of the blame on companies themselves — including their lack of information about hiring and training costs — and on computerized applicant tracking systems that can make it harder, not easier, to find qualified job candidates. Cappelli, who is also director of Wharton’s Center for Human Resources, sat down with Knowledge@Wharton to talk about his book. Knowledge@Wharton: Peter, thanks for joining us. Peter Cappelli: I think it’s important to remember that employers control everything about the process. Cappelli: Right. Cappelli: Right.

5 Things Great Bosses Never Do I recently described what remarkable bosses do. A number of people emailed and asked, "That's a great list, but flip it around: What things should I not do?" Glad you asked. As a leader what you don't do can sometimes make as much or even more impact than what you do. Say, "I've been meaning to apologize for a while..." You should never need to apologize for not having apologized sooner. When you mess up, 'fess up. If love means never having to say you're sorry, leadership means always having to say you're sorry. Deliver annual performance reviews. Annual or semi-annual performance appraisals are largely a waste of time. Years ago my review was late so I mentioned it to my boss. He was right. Your job is to coach and mentor and develop--every day. Hold formal meetings to solicit ideas. Many companies hold brainstorming sessions to solicit ideas for improvement, especially when times get tough. Sounds great; after all you're "engaging employees" and "valuing their contributions," right?

Recruitment Motivating Employees: Little Ways to Make Their Day Smiles are nice. Cards are nice. Gifts are nice. All the "standards" are nice--and all, at least in part, are somewhat expected. If you really want to make someone's day, do the unexpected. All it takes is a tiny bit of thought and a little effort: Be thoughtful, simply because you can. I pulled into a service bay to get my oil changed. "I know..." When I walked to my car to leave he was just standing up, filthy rags in his hand. "Wow, that's awesome... but you didn't have to do that," I said. "We're not very busy," he shrugged. That was four years ago. Instead of turning idle time into "me time," use your free time to do something nice: Not because you might be expected to, but just because you can. Say something good about something old. I was waiting to talk to the owner and couldn't help but overhear their conversation. The man said, "A few years ago my daughter's fiancée was deployed to Iraq and they decided to move up their wedding. "But you and your folks did. Say who referred you.

Change Your Employees' Minds, Change Your Business - Scott Keller and Kaleen Love by Scott Keller and Kaleen Love | 1:37 PM March 1, 2012 Many business leaders don’t care why employees do anything as long as they follow the company’s rules, processes, cultural norms and laws. But we’ve found that leaders can create and sustain stronger business results if they understand — and manage — how employees approach their work every day. When employees’ thoughts, feelings, and beliefs are aligned with their daily work, they do that work better. Leaders, though, can be squeamish about approaching topics many think are better left to psychologists, so they don’t even try to create alignment. In the work underlying Beyond Performance, we found a technique we call ‘laddering’ that even the most hard-nosed business operators can feel comfortable with; the reason is that it closely resembles the “five whys” approach lean organizations use to get to the root causes of performance problems. Consider a bank that discovered its sales per banker were lagging behind the competition.

The 3 Step Triple Threat: The courage to say it out loud Step #2 of The 3 Step Triple Threat… Ask, Announce, Act (Repeat) (Part 3 of 4) Step #2: ANNOUNCE How many times have you promised yourself you’ll exercise today, start your diet tomorrow, finish writing that marketing plan by Friday (okay, that’s mine), only to “run out of time” and fail to keep your promise to yourself? Now, how often do you make a business appointment with a client and fail to show up? If money matters you will further increase the likelihood you will set and achieve your goals when you have a financial skin in the game. What do you think happened? Step #2: Announce publicly what you are working on and your specific plans to improve. If you aren’t yet ready to pick up the megaphone and make the public announcement, find a mentor, good friend or executive coach you can trust who will be honest with you yet who does not have anything to gain or lose by your action (or inaction). Who will you ask to hold your feet to the fire? Stay tuned for the “how to” for Step #3: ACT

The Most Important Phrase You'll Ever Say in a Meeting

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