We think there are millions of ways to engage, or disengage, employees but there aren’t.
Truly, there are only six. The six basic emotions we feel as humans, which are:
- Happiness; Read more…
Generally, his posts offer pithy insight and advice in short, easily digested posts. Here’s a nugget from a recent such post:
The best way to change long-term behavior is with short-term feedback. The opposite is not true. We rarely change short-term behavior with long-term feedback… If you want to reward (or punish) short-term behavior, don’t do it down the road.” Read more…
As I have written before, in my mind, exit interviews are analogous to closing the barn doors after the horses are out.
If you want to keep your best people on-board and happy, how about getting together with them every four to six months for a Retention or “Stay” Interview? (Maybe it would more aptly be named a “Relationship Review?”)
My apologies for not giving you a better idea of what these “interviews” might look like at that time. Read more…
Creating change in the workplace? Your employees better be engaged first.
Creating change within the work environment can be a difficult task. Often, the employees who most need to reassess their habits are the ones who are the most resistant to HR and management’s efforts to introduce some new energy and perspective into office operations.
What’s more, the need for change isn’t always on the micro level, with a single member or particular subset of staff. Companies occasionally find they need to reevaluate the entirety of their work cultures, and in those cases, the complexity of the undertaking becomes even greater. Read more…
The reason why so many organizations have so much trouble doing what they intend to do, on time, is because when they fail to meet a deadline, nothing happens.
The dates come and go and no one talks about it.
And then there is no new focused deadline established because no one is talking about it at all. Read more…
We’ve all heard it somewhere before: “Our employees are rock stars!”
Rock star is quickly becoming the golden buzzword in business for describing high-performing employees. I’ve used it many times myself, but lately I’ve been thinking about what the term actually means.
What qualities of actual rock stars are we ascribing to employees when we say it, and are those the qualities we actually want from a high performer? Read more…
“New Employee Incentive Plan: Work or get fired.” — Hand-lettered sign behind the counter of a country store.
According to a recent story in Inc. magazine, Brian Halligan, CEO of software marketing firm Hubspot, has a singular way of handling go-getter employees who present him with great ideas with the potential to improve the company’s bottom line.
He fires them.
The punchline? He fires them from their “day jobs.” He then appoints them as the CEOs of their own change initiatives, something like little start-up companies within the company. Read more…
Are you an “askhole” boss?
The actual definition of an askhole is someone who constantly solicits feedback or opinions, and then goes ahead and does whatever they were going to do in the first place, basically treating the feedback that you solicit as if it were never given is being an askhole.
Sad to say, bosses are very often guilty of this.
The signs of being an askhole boss are so common, that it can be hard to identify through self-assessment, so I’ve taken a moment to define some of the characteristics so that leaders can more accurately reflect on the issue. Read more…
Here are four (4) qualifications to consider when creating training programs for the workforce of tomorrow.
You may have heard of them; they’re called Millennials. I’m one of them and chances are, you might be, too. There are 80 million of us taking over close to half (46 percent) of the corporate jobs in America by 2020.
With that in mind, here is what we look for in corporate training: Read more…
A billion dollar family business has been rocked by the voting out of the “enemy” relative who all employees love.
That’s the story of Market Basket, the Tewksbury, Massachusetts-based grocery chain of 71 stores with some 25,000 employees throughout the Northeast.
A groundswell of popular support — rallies, strikes, and protests attended by thousands of loyalty workers — has followed the firing of Arthur T. Demoulas, its former beloved CEO. Demoulas was replaced in June by a board now controlled by his cousin, Arthur S. Demoulas, a rival heir to the company built by their Greek immigrant grandparents, who opened their first store in 1916.
Although the stores remain open, shelves are sparse because warehouse drivers as well as outside vendors have refused to make deliveries. Customers have taken to social media to show their support for the employees trying to get their boss back. The company is losing millions of dollars a day. Read more…