October 28, 2013
By Ruth Malloy via http://www.linkedin.com Article
Emotional Intelligence and a Loyal, Motivated Staff
“… employees generally leave a company for one of two reasons:
1. their immediate manager, or
2. the lack of opportunity to develop and grow.
Leaders need both Emotional Intelligence (which includes qualities of self awareness and managing oneself) as well as Social Intelligence (social awareness and managing relationships with others) to engage and motivate employees effectively. …
1. Boss A (Best Boss)
- Takes an active interest in me, listens to my perspectives and concerns
- Is self-aware; open to feedback, has a sense of humor about himself – comes across as genuine
- Inspires me around the goals of our organization; lays out a vision that I find consequential and energizing.
- Provides feedback and support in a way that is encouraging and helpful; empowers me
- Has a positive outlook, even tempered – even under stress
2. Boss B (Worst Boss)
- Has his own agenda, keeps information to himself
- Volatile, unpredictable
- Critical – any feedback is negative
- Goals or vision tend to be around numbers versus a meaningful purpose
- Doesn’t listen well, is not really interested in my perspective or input
- Takes all the credit, doesn’t acknowledge team contributions”
October 28, 2013
By Shane Parrish via http://www.farnamstreetblog.com Article
Improve Your Life by Paying Attention
“… When you focus on a stop sign or a sonnet, a waft of perfume or a stock-market tip, your brain registers that ‘target,’ which enables it to affect your behavior. In contrast, the things that you don’t attend to in a sense don’t exist, at least for you.
All day long, you are selectively paying attention to something, and much more often than you may suspect, you can take charge of this process to good effect.Indeed, your ability to focus on this and suppress that is the key to controlling your experience and, ultimately, your well-being. …
So if attention is the key, what should you pay attention to? The positive.
… Barbara Fredrickson, a psychologist at the University of North Carolina at Chapel Hill, shows that paying attention to positive emotions literally expands your world, while focusing on negative feelings shrinks it — a fact that has important implications for your daily experience.
You have the ability to control what you focus on …
As to the idea that the ability to focus on this rather than on that gives you control over your experience and well being, Kahneman says that both the Dalai Lama and the Penn positive psychologist Martin Seligman would agree about the importance of paying attention: ‘Being able to control it gives you a lot of power, because you know that you don’t have to focus on a negative emotion that comes up.'”
October 28, 2013
By Camille Sweeney and Josh Gosfield via http://www.fastcompany.com Article
Simple, Direct, Honest, Personal, and Blunt: How the 5-word Performance Review Works Wonders
“The dreaded performance review–unless it’s “You’re fired!”–is often an unfocused, indirect thicket of bureaucratic language that is not helpful for either boss or employee. It can be an exercise that sheds little light but creates a lot of anxiety and resentment for everyone involved. When we caught up with Paul English, cofounder of Kayak.com, the travel search engine, to ask him about his five-word reviews we found out that there was a whole lot more to his philosophy of feedback.
So how did you get this idea of five-word performance reviews?
There was a guy who worked for me back at InterLeaf (a Massachussetts-based software company). He was given feedback weekly, but nothing changed. So I wanted to be really clear with him to make sure that he understood the feedback. I didn’t want to give him a long list of details. Five words was a trick I came up with to make myself be blunt. I literally wrote it on a crinkled phone bill and said, “I want to be really clear that these are the things that we love about you and these are the things that suck.”
But how can you reduce someone’s work life to five words?
If you know someone really well, you can pretty quickly distill their issues. I want to combine what’s good about someone with what’s not working, so I always do two or three positives and two or three negatives. It doesn’t take me long to write. I find a crinkled piece of coffee stained paper on my desk and then I write down the five words.
And then what do you do with the crinkled paper? …”
October 28, 2013
By David Sneed via http://www.cobizmag.com Article
The value of silence
“A couple weeks back I interviewed a guy named Bill Adams for an article and, when I asked about how he handles customer complaints, he said, “I don’t answer statements.”
… During our meeting, I had given Bill an example: If you deliver a custom chair to a client, what do you do when the guy says he doesn’t like the color? “Nothing,” said Bill. “I don’t answer statements. I just nod and wait.” He went on to tell me that usually the guy will keep looking at the chair and point out something else he notices, then he’ll say what he likes, and eventually he’ll say, “The color isn’t bad,” and finally get to, “The color is better now that I see it from this side.”
“The whole time I say nothing.” … Let them vent. Listen – but don’t try to fix anything.
Maybe they just had a fight with their dry cleaner or got a traffic ticket on the way over to meet with you. Or maybe this is just their style. Let them talk first, and see where it goes. If you interrupt with the argument, “This is the stain color you chose,” you’ll break the reverie and disrupt their stages of acceptance.
So I asked Bill: “What then? What if they finish their exam and come back to the color?” “I ask the guy what he’d like me to do about it.” “And usually,” Bill went on,” it’s nothing.”
… It works with everyone. Let them finish. Say nothing. Listen, and nod. If an argument follows, it’ll be your fault because you tried either A) to fix it prematurely or B) you defended yourself unnecessarily.”
October 28, 2013
By Dan McCarthy via http://www.greatleadershipbydan.com Article
The Perils of “Going Under” Your Manager’s Head
“Most of us know what it means to “go over your manager’s head.” … Yes, companies like to say that they have an “open door policy,” but in reality, going up the ladder is a risky move. … … what about the perils of “going under a manager’s head”? …
Manager Charlie is a regional sales manager, with six district managers reporting to him. Charlie likes to get out in the field and “manage by walking around,” making frequent unannounced visits to each of his district offices and having informal conversations with the sales reps. Charlie will ask the reps how things are going, and if they bring up a problem or opportunity, he’ll quick to take action. He’ll make a list, and at the end of the day, start firing off e-mails.
The sales reps love Charlie! He cares about them, listens to their concerns or ideas, and has the clout to make things happen. So what’s wrong with this scenario? Nothing, unless you happen be one of the poor district sales managers reporting to Charlie. … he’s … undermining his managers’ authority …
By all means, get out of your office and spend time in the field, asking questions and listening to those on the front lines and on the shop floor. Just don’t make promises without consulting with your management team. Ask them if they have spoken to their own boss, and if not, encourage them to do so. Make a note, and if it’s OK with the person, let them know you’ll be reviewing their concern or idea with their boss as well.
Take your list to your management team and discuss with them. Once you have all of the facts, let the person’s manager be the one to follow-up. Then, follow up with the manager to make sure that they have followed up.”
October 21, 2013
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams