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- 36engagement,
- 36leadership,
- 34complexity,
- 22management,
- 22change,
- 21collaboration,
- 19enterprise,
- 192.0,
- 16social,
- 14enterprise 2.0
Jan
29
2012
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Encourage employees to have ownership: The employee-owned culture at New Belgium means that employees participate in major decisions—they vote on everything from new technology purchases to new staff positions.
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Reward employees for loyalty: How about a custom-made cruiser bike after a year of service and a trip to Belgium after 5 years of service? (To name a few.)
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Employees could feel overwhelmed or even oppressed by the constant nature of the feedback. Instead, the company’s strong norms for civility and respect and for giving employees a say in how they accomplish their work create a context in which the feedback is energizing and promotes growth.
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The four mechanisms that help employees thrive don’t require enormous efforts or investments. What they do require is leaders who are open to empowering employees and who set the tone.
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Those who have been the targets of bad behavior are often, in turn, uncivil themselves: They sabotage their peers.
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They spread gossip to deflect attention. Faced with incivility, employees are likely to narrow their focus to avoid risks—and lose opportunities to learn in the process.
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feedback keeps people’s work-related activities focused on personal and organizational goals.
Whole Foods and the transportation company YRC Worldwide—have also adopted open book management. Systems that make information widely available build trust and give employees the knowledge they need to make good decisions and take initiative with confidence.
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Whole Foods and the transportation company YRC Worldwide—have also adopted open book management. Systems that make information widely available build trust and give employees the knowledge they need to make good decisions and take initiative with confidence.
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The costs of incivility are great. In our research with Christine Pearson
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The challenge for managers is to avoid cutting back on empowerment when people make mistakes. Those situations create the best conditions for learning—not only for the parties concerned but also for others, who can learn vicariously.
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Doing your job in an information vacuum is tedious and uninspiring; there’s no reason to look for innovative solutions if you can’t see the larger impact. People can contribute more effectively when they understand how their work fits with the organization’s mission and strategy.
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leaders and managers can jump-start a culture that encourages employees to thrive. That is, managers can overcome organizational inertia to promote thriving and the productivity that follows it—in many cases with a relatively modest shift in attention.
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four mechanisms
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Happy employees produce more than unhappy ones over the long term. They routinely show up at work, they’re less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job. Moreover, they’re not sprinters; they’re more like marathon runners, in it for the long haul.
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thriving
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All of this strongly suggests that to optimize our emotional well-being, we should pay at least as much attention to where our minds are as to what our bodies are doing.
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Unfortunately, the data so far suggest that, in addition to reducing happiness, mind-wandering on the job reduces productivity. And employees’ minds stray much more than managers probably imagine—about 50% of the workday—and almost always veer toward personal concerns.
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Nov
27
2011
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So when it comes to motivating employees to change, it should be no surprise that leaders who rely on rationality typically spend time and energy on the wrong things, send messages that miss the mark, and create frustrating unintended consequences.
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Less can be more when it comes to incentives. Money is the most expensive way to motivate employees, but it's still many leaders' first choice. Our experience and numerous studies, however, show that big bonuses are less effective than smaller, unexpected gestures, because gifts create a relationship while bonuses are purely transactional. Consider how pleased you are when a friend brings a bottle of wine to your house for dinner and how different you'd feel if he offered to pay you for the meal. In the office, small gestures create a similar friendly feeling. When Gordon M. Bethune was leading a turnaround at Continental Airlines, for example, he sent an unexpected $65 check to every employee when Continental made it to the top five for on-time flights. John McFarlane of ANZ Bank sent a bottle of champagne to every employee one Christmas with a card thanking them for their work on the company's change program. In both cases, employees ended up feeling far more connected to the company than the relatively small financial investment would otherwise have implied.
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Oct
1
2011
many executives find that as they become more senior, they receive less coaching and become more confused about their performance and developmental needs
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many executives find that as they become more senior, they receive less coaching and become more confused about their performance and developmental needs.
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Many senior executives also unwittingly send off a “vibe” that while they claim to encourage constructive criticism, they really don’t want to hear it
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Aug
29
2011
Calling them out when you see it might give your team the strength to make a leap.
Aug
18
2011
So if you picture a spectrum of increasingly complex and interactive tasks in a big company, Yammer works best in the middle of that spectrum – at the low end, the basic sharing and archiving of static information is done best using traditional knowledge-management databases, and at the high end, if you want to brainstorm about developing a new service offering or solving a tricky problem, a face-to-face meeting is likely to be your best bet.
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“Usage tends to be self governing so if someone Yammers with information they shouldn’t, other users will urge them to stop.
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So if you picture a spectrum of increasingly complex and interactive tasks in a big company, Yammer works best in the middle of that spectrum – at the low end, the basic sharing and archiving of static information is done best using traditional knowledge-management databases, and at the high end, if you want to brainstorm about developing a new service offering or solving a tricky problem, a face-to-face meeting is likely to be your best bet. But there is an increasing range of tasks in the middle of that spectrum which require too much interactivity for traditional IT systems, and where you cannot justify the cost of a face-to-face meeting. This is the sweet-spot for social networking tools.
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Aug
8
2011
What are some regulated industries?Publicly traded companies
Finance
Healthcare
Insurance
Pharmaceuticals
Spirits
Aug
7
2011
stories which confirm your beliefs and give you permission to continue feeling as you already do.
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The Misconception: When your beliefs are challenged with facts, you alter your opinions and incorporate the new information into your thinking.
The Truth: When your deepest convictions are challenged by contradictory evidence, your beliefs get stronger
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narrative scripts, stories that tell you what you want to hear, stories which confirm your beliefs and give you permission to continue feeling as you already do.
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Aug
5
2011
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Bottom Line:
Given the high costs of staffing and turnover, employee training is necessary, but only if employees perceive that their company offers career opportunities. Otherwise, the training may backfire for the company, giving employees the credentials to be hired somewhere else.
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Supervisors can open the door to longer-range opportunities for career growth, for example, by affording employees greater autonomy and more involvement in decision making,
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Career opportunities are perceptual in nature, so raising [perceptions]...may be largely a matter of letting employees know more about the range of possibilities that are already available within the organization
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Jul
29
2011
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The greatest metric for predicting job satisfaction and engagement is the social support perceived by the employee.
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And job satisfaction and engagement directly correlate with productivity. So the best and fastest way to more connected and therefore more productive is to receive more social support from others at work, right? Not so fast.
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