Most people have had their share of “bad bosses.” According to research by Gallup, it’s a leading factor as to why so many people are actively disengaged at work. In fact almost 70% in the USA alone are disengaged because they have a bad manager.
Business goals are a lot like climbing mountains: If you want to get to the top, you need to plan and marshal your resources. You need to develop skills and habits, and practice the basics of climbing diligently. The thing that separates great mountain climbers from average mountain climbers – and great companies from the merely good – are the mountains they choose to climb.
Guest blog post by: Elizabeth Bromstein, Contributor and author at Workopolis
Looking back over my career, I can't remember a single bonus check or what it was for. The money went into my bank account, and I used it to buy things. Salary and bonuses quickly become "part of the package" for employees. They may feel good for a couple of weeks, but it has limited effects on future performance.
It’s a constant quest for me to find ways to be more productive. There are a lot of productivity apps out there with lots of promises. Personally, I find them to be more of a band-aid rather than a solution.
Existing leadership teams can become too attached to decisions that were made in the past, particularly if the incumbent leaders were involved in making those decisions. If a Private Equity firm (or other external investor) were to take a financial stake in your company tomorrow, what changes do you think they would want to make?
We spend more of our waking hours at the office, than at home. But this doesn’t need to be a bad thing.
We see lots of managment articles about how important it is to empower employees. We are encouraged to give people clear directions and the necessary authority to get the job done, and then take a step back to let them get it on with it without micromanaging them.
Some of the largest and most successful organizations are still operating Reward and Recognition (R&R) programs in isolation from where work actually takes place. These types of programs are born from necessary, but purely rational conversations about rule structures and liability…and they completely miss the point.
In a previous article we looked at how to create highly productive virtual teams. This article focuses on research conducted by MIT that measured the key factors common to great teams - those teams which function effectively and achieve business execution success. Here is my take on the research:
Since implementing the RESULTS.com software, communication between staff members regarding reaching targets and goals has improved ten-fold. (There is also healthy competition with the new “gamificiation” feature!)
Tania Young – Director – BRAVEday
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