Feel great & do even better! Who doesn’t want that for themselves? Who wouldn’t want that for others? So of course we foster feeling great at work. whoops! screech. halt. back up. We don’t? Why not? Mostly because what we think we need to do is hard. But they really are NOT what is needed, or wanted. I call these Better Business Management Myths and I’ve listed three for you below: (more…)
Risk & Benefit
This post is about failure and success. It will likely resonate greatest with those who think big, create strategic plans and take risks to see those strategies executed. (more…)
In this series we are talking about connecting – connecting to people, connecting people to the business results you want, and getting those results.
Recap:
In Step 1 you selected up to three of the most critical strategic themes or objectives. In Step 2 you mapped these themes to your Strategy so that key objectives can be prioritized and contrasted (it is not uncommon to have conflicting objectives that need to be sorted out). And in Step 3 you prioritized so that you’d be sure that what is most important gets done.
Now before we move on, it is critical to have a plan for identifying and removing roadblocks. You will face at least one. I’m going to list a few of the most common ones here, along with answers that have worked for others. I’d love to have comments and additions from readers.
Here are three common roadblocks to getting what you expect: (more…)
Question: How do you get employees motivated and passionate about the mission of the organization so that they strive for self improvement and improved work performance without micromanaging from management or finger pointing at their colleagues?
Lori’s answer:
You’ve put a lot of great keywords into your question: motivated, passionate, mission…
This tells me what a great leader you are – congrats!
But guess what? -No one in your company will care about the practice in the way that you do. That is because the WIIFM (what’s in it for me) for you IS your company; that’s not the case for your employees.
I also love that you brought up finger-pointing. It is a sign of unclear roles and expectations (read: measures).
What message would you communicate to your employees if you are (or were to be) a leader of a company suffering from lost profits, lost customers and/or lost value during these still uncertain times? How would you communicate it? What would you expect the employees to do next? What might you tell employees about changes you/leadership will make? How would you handle your own emotions caused by uncertainty? How might you refocus yourself, your mastermind (those around you that help with decisions) and your employees on solutions? How might you keep the communication… and the positive sparks it should create…alive?
