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Tornado Outbreak

A highly addictive game for X-box

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globoforce: Strengths, Weaknesses, Ignored: How Are You Recognized at Work?

I think we all generally agree that engaged employees are a powerful force for delivering company success. I think we all also agree that you cannot force employees to engage. You can, however, create work environments and cultures in which employees want to engage and give their best.

So what can you to create such an engaging culture or environment? Gallup research released earlier this month found one simple factor – direct manager style – can profoundly impact employee engagement. To summarize:

• Managers who focus on employee strengths have 61% engaged employees and 1% actively disengaged

• Managers who focus on employee weaknesses have 45% engaged employees and 22% actively disengaged

• Managers who ignore their employees have 2% engaged employees and 40% actively disengaged

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“Nonfinancial motivators are more effective than cash in building long-term employee engagement in most sectors, job functions and business contexts. … Respondents view three non-cash motivators – praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces – as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options.”
Once again, praise and leadership attention are cited as most desired by employees and most effective at fostering employee engagement. Are you one of ignored? Are you recognized for your strengths or called out for your weaknesses? How does this impact your attitude, effort and commitment at work?

Author’s Choice: Managing Naturally

What could be more natural than to see our organizations not as mystical hierarchies of authority so much as communities of engagement, where every member is respected and so returns that respect? Sure, we need people to coordinate some of our efforts, provide some sense of direction in complex social systems, and support those who just want to get useful work done. But these are managers who work with us, not rule us.

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ure, we need people to coordinate some of our efforts, provide some sense of direction in complex social systems, and support those who just want to get useful work done. But these are managers who work with us, not rule us.
“There appears to be no images, metaphors, or models for management from natural life,” and so “management is an unnatural act, or at least there is no guidance for being a manager.”
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- Imagine if we simply recognized good managers to be ordinary, natural leaders, in the right place, uncontaminated by MBA training and all that “leadership” hype. [Peter Drucker, the] man who put management on the map, said simply, “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”
- How to get to such natural leadership? As Peter Drucker noted, we can start by stopping to build organizations that are dependent on heroic leadership.
- By the excessive promotion of leadership, we demote everyone else.
- instead of leveraging the natural propensity of people to cooperate in communities. In this light, effective managing can be seen as engaging and engaged, connecting and connected, supporting and supported.