Thursday, November 29, 2012

Why Do Great Ideas Take So Long To Spread?


Just because a new fact or idea seems right, doesn't mean it will spread like wildfire. Evolution, hand washing in hospitals, the inevitability that personal computers were the future of technology — none of these ideas were accepted immediately, even though they seem obvious today. Change takes time. But why? 

The short answer is we're intellectually stubborn. We don't always weigh all the evidence before we make a decision, and this is especially true if a change of opinion requires a wholesale overhaul of our worldview. Usually, we're defensive in the face of change, spouting alternative theories and contradictory data. Although this type of resistance can help keep everyone honest, it can also produce very bad effects.

Just take Ignaz Semmelweis — a physician who recommended doctors clean their hands prior to delivering babies — who was ignored and essentially driven mad by his colleagues' refusal to accept the truth. But eventually, in the face of overwhelming evidence, the majority will generally accept the new theory, before their recalcitrance becomes too counterproductive.

Tuesday, November 27, 2012

Five Ways Managers Can Improve Their Performance


There is no such thing as a perfect manager, but in today’s market it is important that every employee improves his or her performance. Here are a few things that managers can do to improve their performance.
1. Lead by Example
While this common phrase is used daily in various situations, it is equally important in management. Most managers have been placed in positions not because they are the best in their field but because of their experience. This experience sometimes causes them to become lazy and lax in their approach. Managers feel that they should just give direction instead of showing their team members the right way by performing to the best of their ability.
2. Give The Reason
Some managers have a hard time communicating with their employees.  Oftentimes, they will assign them tasks without giving them a reason.  Employees should not be told to do something without a reason. Conveying the reason gives the employee a better idea of the purpose. For example, Manager John tells the front line employees to always answer the phones on the first ring. John has just given a command and has not given them a reason why this is important. It would have been better if John told the reason to answer the call on the first ring is because the company is trying to improve sales from inbound calls.  It is important that the phones are answered on the first ring so that there are no missed opportunities.

Enhanced by Zemanta

Monday, November 26, 2012

Seven Reasons for Attrition...


I believe that HR and Marketing should be part of the same department. Marketing is about having conversations with the external world while HR is about having conversations with the internal world – aka employees. There is something lopsided about organizations. They will spend oodles of dollars trying to know about what the customers want, track their shifts, buy research on how their products compare to the competitors. Above all, a minor shift in consumer preferences will lead to long debates in the boardroom. Ever see the Internal Marketing department obsess about the needs, wants and aspirations of the internal customers? See, how you don’t react to that statement unless I say ever seen the average HR department obsess about tracking and studying employees with the same degree of meticulousness? Naah. It is just not in the DNA of organizations. It maybe the same behavior that prompts people to be more courteous and caring towards a potential partner than when that partner morphs into a spouse. Valentine’s Day is the one day that majority of husbands buy flowers for their wives. The other 364 days be damned.













Enhanced by Zemanta

Saturday, November 24, 2012

True Leaders Need Connection, Vulnerability, Courage, Gratitude And Authenticity

Why should true leaders display Vulnerability, Courage, Gratitude and Authenticity? Who in their right mind would allow others to know that they are vulnerable? Well on the night of his second US Presidential Election, POTUS Barack Obama showed his vulnerability by declaring his love for his wife Michelle in front of the whole world. Vulnerability is one of the many factors that got him re-elected. Women in particular respond to this, with the majority of women voting for Obama.



True Leaders are all about Connection

Connection is intrinsic to everyone, without connection we cannot live. Connection brings meaning and purpose to our lives. Without connection we as people cannot survive. We fear disconnection; deep down inside it is our greatest fear. Our fear is that something we have done during our lives is so shameful that this will cause disconnection from our loved ones. Only psychopaths can survive without connection. A True Leader will have the ability to connect with people in abundance.






Enhanced by Zemanta

Friday, November 23, 2012

What to Ask the Person in the Mirror


If you’re like most successful leaders, you were, in the early stages of your career, given plenty of guidance and support. You were closely monitored, coached, and mentored. But as you moved up the ladder, the sources of honest and useful feedback became fewer, and after a certain point, you were pretty much on your own. Now, your boss—if you have one—is no longer giving much consideration to your day-to-day actions. By the time any mistakes come to light, it’s probably too late to fix them—or your boss’s perceptions of you. And by the time your management missteps negatively affect your business results, it’s usually too late to make corrections that will get you back on course.
No matter how talented and successful you are, you will make mistakes. You will develop bad habits. The world will change subtly, without your even noticing, and behaviors that once worked will be rendered ineffective. Over a 22-year career at Goldman Sachs, I had the opportunity to run various businesses and to work with or coach numerous business leaders. I chaired the firm’s senior leadership training efforts and cochaired its partnership committee, which focused on reviews, promotions, and development of managing directors. Through this experience and subsequent interviews with a large number of executives in a broad range of industries, I have observed that even outstanding leaders invariably struggle through stretches of their careers where they get off track for some period of time.







Related articles
Enhanced by Zemanta

Thursday, November 22, 2012

7 Habits That Are Making You Miserable

Tired of dealing with the same type of misery over and over and over again?

If so, it’s time to purge some bad habits.  It’s time to learn from your mistakes rather than be conquered by them, and let your errors be of commission rather than omission.
It’s time to stop…

1.  Sticking exclusively with what you already know.

When you stop learning you stop living a meaningful life.

Wednesday, November 21, 2012

When Your Manager is Afraid of You..

Kate, a 33-year-old marketing associate, sounded exhausted and confused. "It's the weirdest thing," she said. "I started my job ten months ago and got off to a great start. I launched our company's first HTML newsletter. 

I started a client service training program that got great reviews. My six-month performance review was stellar. Then two months ago, the whole thing started to go sour."

"How so?" I wanted to know.

Tuesday, November 20, 2012

Lead With Your Heart, Not Just Your Head


Have you noticed that in dangerous jobs, good bosses tend to have deep bonds with their workers? Whether it's a captain and crew on a crab fishing boat in the Bering Sea, a platoon commander and his troops in Afghanistan, or a tree-cutting foreman and his team in the forest — people in dangerous working conditions sense they need to trust each other and their boss to survive.
As a manager, you may not be working on a fishing boat or in armed combat. But you need to motivate your people to get things done. Do you have that kind of bond? Or have you been taught to manage by objectives and metrics to monitor performance, and that bonding with your team members will be seen as a distraction at best or weakness at worst? Many have. Perhaps that's why a recent survey found that more workers would trust a total stranger more than their own boss.
At the Neuroleadership Summit in New York City this October we jointly presented research and findings explaining why leaders should develop the capacity to build secure attachments and personal relationships. The productive manager in a complex, global workplace should be less like a football coach with a whistle around his neck and more like a belayer helping climbers reach the next goal. While it is true that companies with abundant resources can afford to use fear as a motivator and absorb the cost of more frequent hirings and firings, this approach frequently ends up being memorialized in case studies of failed leaders and shuttered businesses.








Enhanced by Zemanta

Monday, November 19, 2012

Why is Culture Such a Difficult Concept?


About 6 months ago I was at a conference and the presenter brought up Zappos as the shining example of a company that has a strong culture that translates into sales. The person next to me leaned over and said, “Man, can’t anyone come up with more examples?”
“Sadly,” I replied, “The reason Zappos and Southwest Airlines and Trader Joes and Cliff Bar and the small handful of companies are mentioned time and time again is because there aren’t any other ones to take their place.”
Yes, there are small, up and coming companies who have put their faith in the idea that building a strong company culture will lead to happy employees and happy customers and big profits and I look forward to the day that these companies take the place of Zappos in these presentations and I’m pretty sure it won’t take them very long. But people watching these presentations are hungry for results. Big, impressive results. And saying that Modcloth has $20 million in revenues or Etsy makes $314 million when the audience isn’t even hip to their brands is a tough sell.
But the question I really want to know the answer for is why is it so hard for established brands to implement a strong culture? And I have found a couple of answers to that question:














    Enhanced by Zemanta

    Saturday, November 17, 2012

    The Skills Most Leaders Don't Have

    We've all heard about hard skills and soft skills. Those aren't the ones that trip up leaders.


    For too long, we’ve thought of “hard skills” and “soft skills” as mutually exclusive. Hard skills are supposed to provide the value, and soft skills supposed to be subordinate, inferior, and all about feelings. Some frameworks of leadership reinforce this myth by encouraging positioning leaders as above the group and magically removed from doubt and anxiety.

    In reality, there is nothing “soft” about the skills needed to relate to people well enough to lead them.  True leadership involves both hard skills and harder skills.

    Here’s what I mean.

    Defining Hard and Soft Skills

    “Hard skills” are often thought of as the occupational skills necessary to complete the tangible elements of a job. A software engineer needs to know certain languages to build applications; a finance director needs to know how to balance the books; and a waiter needs to know how to take a dinner order, place it with the kitchen, and deliver the meal to the table. 




    Enhanced by Zemanta

    Friday, November 16, 2012

    Here’s Why Your Employee Engagement Survey Isn’t Paying Off


    It seems like most organizations these days are spending significant time, money and energy in an effort to drive up employee engagement through surveys or other efforts. But, is that investment really paying off?
    The engagement survey is a seductive mistress for leaders and human resources professionals. After all, who doesn’t want to have engaged employees?
    Most employee engagement experts speak with great assurance in their voice when they tell you that engagement drives improved performance. And even better, the employee engagement survey is finally a way quantify the impact of the “softer” work we do in human resources on talent development and motivation.

    “Not so fast, my friend”

    Win, win, win. We often don’t even need a business case to make the investment in employee engagement. It just seems to make too much sense.
    But, as ESPN’s college football analyst Lee Corso is fond of saying, “Not so fast, my friend.”
    The engagement survey is a seductive mistress for leaders and human resources professionals.
    Because so many organizations have been seduced by the siren call of engagement surveys, they’ve neglected to do some of the really important work necessary to unlock the real power of employee engagement. There are a few fundamental questions to answer that will guide you in pursuing employee engagement in a way that is more likely to produce a measurable impact on your organization’s business results.
    As you think about your employee engagement efforts, start with these questions before you make and investments or decisions.



    Enhanced by Zemanta

    How To Be A Great Place To Work

    For the past 10 years, NetApp has been recognized as one of the top places to work. 

    For the past two years we’ve been recognized as one of the best places to work anywhere in the world.

    The memory of hearing we’d been voted #1 U.S. place in 2009 will always be with me. We’re very proud of this. It didn’t happen by accident.
    The thing that people most often ask me is how we continued to do this while we grew. Sure, you can do this when you’re small, but now we’re at $6 billion and still growing.
    People are amazed at that: We’re not only a great place to work, but we do it while continuing to grow. How do we do that?
    Well, as the old saying goes, you only find out who your friends are when you have a problem.


    Enhanced by Zemanta

    Thursday, November 15, 2012

    Turning Around Your Turnover Problem


    Anna recently quit her job. She had held the same job for 19 years and never registered a complaint, so her resignation came as quite a shock to her manager. It shouldn't have. Turnover can be predictable if you know what to look for.
    QUOTE: Money is important, but it doesn't buy employee loyalty....
    "When I turned in my letter, [the manager] said he was surprised and wanted to know what it would take to make me stay," says Anna. "I said that the working conditions were not conducive to effective performance, because I couldn't say the truth -- that he made us all miserable. So two days later, he comes back with a new offer. I could have more money or fewer hours, but nothing else was any different. It's still the same toxic atmosphere."
    Unfortunately, this is a common problem -- and a common management response. According to Gallup research, which included a meta-analysis of 44 organizations and 10,609 business units, Gallup Polls of the U.S. working population, exit interviews conducted on behalf of several companies, and Gallup's selection research database, most people quit for a few explainable reasons. What's more, a set of engagement elements explains 96% of the attitudes that drive voluntary turnover rates for work units. But the reasons people leave might not be what most bosses think.


    Enhanced by Zemanta

    Sunday, November 11, 2012

    7 Key Habits of Super Networkers...


    The ability to network successfully can be one of the greatest assets in business. It allows some people to find incredible opportunities, while others just watch from the sidelines.
    Effective networking isn't a result of luck -- it requires hard work and persistence. What does it take to be a super networker? Here are seven of the most important habits to develop:
    1. Ask insightful questions.
    Before attending networking events, get the names of the people who are expected to attend and search social media sites like LinkedIn to figure out which topics they're probably most interested in. For people who are already in your network, don't assume you know everything they're up to. Find out what they're currently working on -- or perhaps struggling with. This attention to detail can go a long way at your next one-on-one lunch or dinner meeting.

    2. Add value.
    One of the most powerful networking practices is to provide immediate value to a new connection. This means the moment you identify a way to help someone, take action. If, for instance, you know someone in your network who can help a new connection with a problem, drop what you're doing and introduce the two individuals.





    Enhanced by Zemanta