Psychologists tell us that all emotions are rooted either in love or in fear. Anger, for example, is a symptom of fear. You can’t be angry if you’re not afraid. Joy is based in love. You can’t feel bliss without having love at the core. Fear is a “moving-away-from” emotion. Love is “moving-toward.”
Take a moment to analyze the disastrous decisions you’ve made. It’s not easy to look such decisions in the eye, but it’s well worth it. A pattern of “moving away” from something will generally emerge. Moving away from missing a quota. Moving away from confronting a problem in the relationship with your supervisor.
One very common pattern is moving away from one company or boss as opposed to moving toward a bigger calling. You hate where you are, so you flee, instead of choosing to love where you want to be and running toward it.
There’s a reason for the saying, “Out of the frying pan, into the fire.” Too many of the changes we make are exactly that.
So the next time you need to make a decision, ask yourself if you’re moving away from something or moving toward something, and always choose to move toward. Once you master that assessment, it’s amazing how much better your decision-making and results will become.
The numbers on employee engagement are still pretty bad. But a 2012 report from Deloitte shows that the message is finally getting through about the importance of engagement.
94% of executives and 88% of employees now see workplace culture as important to business success. Better yet, 83% of executives and 84% of employees say that having engaged employees is the top factor contributing to a company’s success!
But when asked about the culture in their own companies, fewer than one in five executives and employees feel that their own workplace culture is healthy. They know it’s important, but they don’t see it around them.
Wherever you are in the company, YOU can start the turnaround. Lift up those around you with positive feedback and enthusiasm. Call it tight on dysfunctional behaviors. Commit to throwing your heart over the bar every day.
It’s contagious! Be the one who leads the way to the healthy culture most people KNOW is so important, and others WILL follow.
You know that message that plays before the movie begins in a theatre—the one that says to silence your cellphones? I’m beginning to think we need the same announcement in meetings.
Or maybe more like an airline—they need to be stowed in your carry-on before the meeting takes off!
In several recent surveys, over half of respondents admitted to checking their phones in meetings. But meetings are more productive and SHORTER when everyone is focused. Less time and money are wasted, and everyone gets back to their own work more quickly.
So in your next meeting, see if the chair will make a request of the gathered throng to put their phones, tablets, and other distractions out of sight for everyone’s sake.
Most managers know that it’s important to schedule regular one-on-one meetings with their direct reports. But if you are one of those direct reports, do YOU know how important those meetings are?
It would help if you did, because no meeting is more abused than this one. It’s rarely planned and it’s the first thing to be rescheduled when things get tight, which is pretty much always. As a result, they are largely ineffective.
It’s time to fix that, and there’s no need to wait for the boss to do it.
Show initiative by coming to the meetings prepared with concise bullets outlining your current projects and where they stand, as well as a small number of questions that are appropriate for this setting. End each meeting by asking if there’s anything you should be doing differently, or any way to improve communication.
Here’s a news flash: This meeting is not mostly about the work. It’s about establishing and maintaining a trusting, effective relationship between supervisor and employee. And there’s no end to the benefits that flow from that.
Employees complain. It’s a fact of business life, a way that people blow off steam. So you would think it would be all okay. Right?
But wait a minute. Go back and look at the posting. Did it say, “Can find all things wrong with management and the company and complain to those who can’t do a thing about it?
You were hired to solve the problems. So your membership in the Griper’s Club expires now.
Years ago, I had a great manager. He was brilliant. Cared about us. He just had one flaw. He often blamed “corporate.”
A few years after I left, this high-performing manager was fired. Why? Because he was complaining instead of moving ahead the situation.
Step up to bring solutions and sign up to help implement. THAT is what every job everywhere requires.