The relationship between a manager and an employee can make for a great work environment. A manager that uses recognition and gratitude can help an employee become more confident, increase social value, and is more likely to help others. Recognition and relationships help build a culture that is collaborative, problem-solving, and cohesive.
The goal of this presentation is to re-evaluate our approach to work and life and discuss the leadership approach to do things with bigger satisfaction for ourselves and people around, to reveal leadership as a key reason of success in any endeavor and learn how we can achieve it.
Training Content:
- What is “Leadership”?
- Why do we need leaders?
- Test “Who is Leader?”
- Why should we lead? Should we lead if we do not feel like?
- How should we grow professionally faster and bring additional value for ourselves and the company?
- How can we be leaders?
- What to start from?
- What to avoid?
- Leader vs. Performer vs. Boss vs. Follower
- Leadership Style
The goal of this presentation is to re-evaluate our approach to work and life and discuss the leadership approach to do things with bigger satisfaction for ourselves and people around, to reveal leadership as a key reason of success in any endeavor and learn how we can achieve it.
Training Content:
- What is “Leadership”?
- Why do we need leaders?
- Test “Who is Leader?”
- Why should we lead? Should we lead if we do not feel like?
- How should we grow professionally faster and bring additional value for ourselves and the company?
- How can we be leaders?
- What to start from?
- What to avoid?
- Leader vs. Performer vs. Boss vs. Follower
- Leadership Style
Magnum opus for Blessing White & HR Anexi HR Anexi
BlessingWhite Global Consulting has created a Leadership Magnum Opus over the last 4 decades. HR Anexi, a BlessingWhite partner, presents to you The Leadership Catalogue along with the open program ‘Training Calendar’ for the year 2013. This is your special opportunity to create your very own Magnum Opus!
All details are present in the catalogue. Kindly get in touch with the mentioned contact for further details.
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
A senior management keynote given by Manoj Sharma of http://www.DifferWorld.com on People Leadership, Professional Coaching and Creating a Coaching Organization
Visit InternalConsistency.com or our peer recognition system PointToPerformance.com.
It's no doubt that organizations have leaned out in the past few decades. And technology has transformed the way we communicate. Now employees in the workforce rely more on each other to get the work done. We suggest an employee recognition system to foster positive messages, higher performance, and a better culture.
Magnum opus for Blessing White & HR Anexi HR Anexi
BlessingWhite Global Consulting has created a Leadership Magnum Opus over the last 4 decades. HR Anexi, a BlessingWhite partner, presents to you The Leadership Catalogue along with the open program ‘Training Calendar’ for the year 2013. This is your special opportunity to create your very own Magnum Opus!
All details are present in the catalogue. Kindly get in touch with the mentioned contact for further details.
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
A senior management keynote given by Manoj Sharma of http://www.DifferWorld.com on People Leadership, Professional Coaching and Creating a Coaching Organization
Visit InternalConsistency.com or our peer recognition system PointToPerformance.com.
It's no doubt that organizations have leaned out in the past few decades. And technology has transformed the way we communicate. Now employees in the workforce rely more on each other to get the work done. We suggest an employee recognition system to foster positive messages, higher performance, and a better culture.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
Leveraging Core Values for Healthier, More Productive TeamsTechWell
Although all teams require a healthy level of interaction, high-performing teams' interactions are all based on trust, respect, and shared goals. Such teams find ways to overcome the fear of conflict, and quickly identify and resolve issues that are getting in the way. Scott Ross shares how, when the Omnyx software R&D department determined their culture was hindering performance, they crafted a core values statement that has served them well for the past three years. Scott describes the ways they proactively and intentionally use their value statement to drive the culture they seek and discusses the results they have achieved. Take back the list of resources that Scott uses daily to help himself and others see how their actions add to and take away from their core values. Return to the office prepared to use this same process with your team and start on the road to a high-performing team whose members love to come to work every day.
Workshop given by Growth for Good at the Support Center/Partners in Philanthropy
in New York on January 9, 2013. Growth for Good provides strategic planning, fundraising, government relations, marketing and communications expertise so that organizations can focus on what they do best: good work. Our goal is to strengthen our clients’ abilities to effectively and efficiently serve their missions. We also provide customized workshops and trainings for our clients on a variety of topics related to capacity building, fundraising and marketing. We also partner with associations and other consultants to provide trainings that are open to nonprofit professionals and board members. www.growthforgood.com
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
EDGY captures the intersection of three critical facets: identity, experience, and architecture. When two of these facets intersect we have brand, organization, and product. When all three facets intersect that’s when it gets interesting. This keynote works through each facet and intersection combinations within EDGY and examines it from an enterprise agility point of view. How does EDGY enable enterprise agility? What issues to we face in making each facet successful? Each intersection successful? What happens if we focus on a single facet at a time? What insights can you take from EDGY to help improve your team, your organization?
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
This presentation comes from a 3hr workshop. You will learn about applicant tracking systems, resumes, linkedin, and interviewing -- all from the perspective of measurement.
If you or your organization is questioning the value of conducting performance reviews, consider measuring and tracking employee recognition with Point to Performance.
Designed with simplicity in mind, this online platform gives voice to employees and managers on what's going right in the organization.
Contact us for a free online demonstration!
888-481-4741
Josh@internalconsistency.com
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
Few people realize the various kinds of happiness one can experience. This presentation quickly outlines each of the three forms of happiness.
Josh@InternalConsistency.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
2. About Internal Consistency
• Applying psychology at work to make work a
better place.
• Evidence-based Practice
• Philosophies:
– Create the culture employees crave
– Individuals and systems work together
InternalConsistency.com 2
3. Agenda
• Culture: Sum of all interactions and behavior
• Leadership: Influencing via relationships
• Relationship: Quality of interactions
• Recognition & Gratitude: Motivating interactions
• Behaviors leading to strong culture:
– Organizational citizenship
– Prosocial
InternalConsistency.com 3
5. Culture
Sum of all interactions.
More interactions,
More collaborations,
More knowledge sharing,
More development,
More motivation,
Stronger culture.
5
6. Who’s culture is it?
• Top down, bottom up, or inside out?
• Top down
– Example behavior
• Bottom up
– Unspoken norms
• Inside out
– Manager-Follower relationship
InternalConsistency.com 6
7. Culture Management
• Proactive culture management requires
intentional time and focus to align every
player’s plan, decision and action to your
desired work environment.
InternalConsistency.com 7
8. Culture-Leadership Connection
• Effective leadership — especially effective
day-to-day management practices — is the
key to create a high-engagement, high-
performance work environment that wows
customers and creates superior financial
performance.
• Focus on daily practices.
InternalConsistency.com 8
9. Channels of Influence
• Communication
– Promote or Prevent?
• Behavior
– Example (to model after)
– Reinforced
• Keep doing or stop doing?
InternalConsistency.com 9
11. It takes all kinds
• Great man • Transactional
• Trait Approach • Path-Goal
• Skills Approach • Servant
• Contingency • Participative
• Situational
• Behavioral
InternalConsistency.com 11
12. Focus of Leadership Models
Characteristics of the
leader
MGR
Sub Sub Sub
InternalConsistency.com 12
13. New Leadership Approach
Focus on what happens
between leaders and
MGR followers.
Sub Sub Sub
InternalConsistency.com 13
14. Leader-Member Exchange
• Leaders and followers evaluate the
relationship based on the quality of the
interactions.
• Positive interactions are reciprocated with
positive outcomes.
InternalConsistency.com 14
15. Leader-Member Exchange
4 Drivers of High quality relationship:
1. Affect:
• Mutual liking
2. Loyalty:
• Public support for behaviors
3. Contribution:
• Achieving tasks toward mutual goals
4. Respect:
• Mutual respect for capabilities
InternalConsistency.com 15
16. Relationships
• Managers and Subordinates have trust, are
loyal, contribute, and like another
demonstrated with frequent interactions.
Quality of Relationship
• Both refer to the employment contract.
Transactional, bare minimum with few
interactions.
InternalConsistency.com 16
17. Reciprocation of needs
Followers Needs: Mgr needs:
Autonomy, Support, Opp’y Performance, Member
to work w/ leader Satisfaction, Commitment
InternalConsistency.com 17
18. High Quality Relationships
• High quality relationships
– Expanded responsibilities
– More power since they receive more information
– Followers are more influential and confident
– Receive personal concern from leaders
• More frequent interactions=more
trust, support.
InternalConsistency.com 18
19. Low Quality Relationships
• Low quality relationships
– Formal employment contract
– Lesser attention and support from
leaders
– Followers see treatment as unfair
• Less frequent interactions, less
trust.
InternalConsistency.com 19
21. Recognition
• Recognition is a communication tool that
reinforces performance related behavior.
• Raising awareness about recent performance.
• Ken Blanchard: “Catch people doing
something right”
InternalConsistency.com 21
22. Creating Alignment
• Align recognition to
values, competencies, philosophies
– Values are the railroad ties
– Recognition are the rails
• Bonus: Recognize risk taking
when mistakes are made
InternalConsistency.com 22
23. Impact of Recognition
• The act of recognizing subordinates’ work
– Communicates trust in decision-making
– Supports autonomy
– Acknowledges contribution
– Highlights unique capabilities
– Builds rapport and liking
– Creates a reciprocal opportunities
InternalConsistency.com 23
24. How not to…
• Obligatory
• Sarcastic praise
• Mixed with criticism
• Select few
• Trivial
InternalConsistency.com 24
25. Example Script
• ARC
– Action: “Hey, about that thing you did…”
– Result: “…it really changed something…”
– Consequence: “which translates into”
John, your project flowchart for implementations
really helped me organize my own projects. I’m
much more organized following your flowchart.
InternalConsistency.com 25
26. Structure
• Liked Best/Next time:
– “I liked it best when you …”
• Recognizing competency in the individual
• Reinforces the action
– “Next time how can we..”
• Demonstrates support from manager
• Gives employee responsibility to resolve problems
InternalConsistency.com 26
27. Organizational Citizenship Behaviors
• High quality social exchange motivates
subordinates to perform OCB’s
• Interaction is reciprocal and relies on degree
of exchange
– Greater autonomy allows for OCB’s
• Outcome: positive social working environment
InternalConsistency.com 27
29. Organizational Citizenship
• Performing beyond stated job requirements
• Going beyond without expecting rewards
– Willingness to work overtime
– Helping colleagues
– Accepting tasks that are beyond normal
requirements
InternalConsistency.com 29
30. Gratitude, now backed by research!
Psychology has been great at studying the abnormalities
“Asking what’s wrong?”
Now turning to studying when we are optimal
“Asking what’s right?”
InternalConsistency.com 30
32. Role of Gratitude
• Removes uncertainty whether helping will be
effective
• People will withhold if/when they feel
uncertain about their ability to help
competently and effectively (Grant, 2010)
InternalConsistency.com 32
33. Communal
• Social worth – sense of being valued by others
– Feel that their actions matter in other people’s
lives
– Belongingness
• Withhold because of uncertainty whether
help will be valued.
InternalConsistency.com 33
34. Agency
• Positive feedback that the helper has succeed
in helping and can benefit others.
• More willing to help others because they feel
their efforts will increase odds of genuinely
helping others.
InternalConsistency.com 34
35. Gratitude- Returning the Favor
Can you review this?
Ok, here’s my feedback.
InternalConsistency.com 35
36. Gratitude- Returning the Favor
Can you review this?
Ok, here’s my feedback.
Thank you so much! I’m really grateful.
Can you review a second?
Yeah, sure. Let me help you with that.
InternalConsistency.com 36
37. Gratitude- Paying it Forward
Thank you so much! I’m really grateful.
Let me help you with that.
InternalConsistency.com 37
38. Data
Gratitude doubles the likelihood that some one will
Extend their assistance/ help them/ give additional help.
Returning the Favor and Paying it Forward
70%
60%
66%
Likelihood of Helping
50%
40%
55%
30%
20%
32%
25%
10%
0%
No Gratitude Gratitude
Return the Favor Paying it Forward
InternalConsistency.com 38
39. Gratitude: What’s at work?
• It isn’t
• Quid quo pro
• “I’m happier now and more likely to help”
• What’s REALLY happening is:
– “What I’m offering is valuable”
• When their social value increases, they are more
likely to see their help as competent, when when
feeling like their help is seen as effective, the
more likely to offer such help.
InternalConsistency.com 39
40. Gratitude- More than warm fuzzy
Thank you so much! I’m really grateful.
InternalConsistency.com 40
41. Thankful for Gratitude
Prosocial Behavior Before and After Gratitude
70
60
63
Gratitude
50
40 41 Control
30
20
Before After Rcving Grat
• Prosocial Behaviors are essential for
collaborative, high quality relationships.
InternalConsistency.com 41
42. Taking action:
• Organizational Level:
– Invest in a framework to facilitate communication
and track recognition.
• HR Level:
– Increase importance of relationships
– Share success stories
• Individual Manager Level:
– Seek new opportunities to recognize performance
– Leadership assessment and coaching
InternalConsistency.com 42
43. Day to day
• Start each day with gratitude:
– For self: will shape your outlook on the day
– For others: start others day on a positive note
• Opportunity detective:
– Finding mistakes is easy
– Look for good in others
InternalConsistency.com 43
44. Gratitude/Recognizing
• What are ways others impact your day-to-day
work?
• Who helps you most often?
• Who helps you least often?
• When has someone gone out of their way to
help?
• What might be under your radar?
• What types of assistance do you most
appreciate?
InternalConsistency.com 44
45. Conclusion
• Culture is the summation of behaviors
– Reinforced and guided by leaders.
• Relationships between leaders and followers can
be improved
– With more frequent positive interactions.
• Recognition and gratitude can be used to
facilitate such positive interactions.
• With more frequent positive
interactions, relationships improve resulting
newly established norms feeding a positive
culture.
InternalConsistency.com 45
46. Sources
• Chiun Lo, M.,Ramayah, T., SweeHui, J. (2006). An investigation of Leader Member
Exchange effects on organizational citizenship behavior in Malaysia. Journal of
Business and Management, 12, 5-23.
• Grant, A., & Gino, F. (2010). A little goes a long way: Explaining why gratitude
expressions motivate prosocial behavior. Journal of Personality and Social
Psychology, 98, 946-955.
• Othman, R., Fang Ee, F., Lay Shi, N. (2010). Understanding dysfunctional Leader-
Member Exchange: Antecedents and outcomes. Leadership & Organization
Development Journal, 31(4), 337-350.
• Sine, H., Nahrgang, J., and Morgeson, F. P. (2009). Understanding why they don’t
see eye to eye: Examination of Leader-Member Exchange (LMX) agreement.
Journal of Applied Psychology, 94, 1048-1057.
• http://www.managementexchange.com/story/culture-eats-strategy
InternalConsistency.com 46
I’ll be giving you a lot of information on the slides so you can download them from HR.com and currently up on slideshare. We want to arm you with knowledge so that you can apply it to your work situation, whether you are a VP of Hr, or a manager seeking to become the leader he/she wants to be.When you think of strong cultures, Zappos, or Google, come to mind. They have strong cultures because they intentionally reinforce specific behaviors. They make data driven decisions, which are data from the employees.Leadership isn’t management because leadership is the ability to influence and develop others whereas management is the accountability of tasks. Most leadership models take an approach of average leadership. A developing model looks at the relationship itself. Recognition and Gratitude produce responses that lead to helping of others and reinforced performance. By starting with the big picture, and drilling down into the specific behaviors, we can see how we complex humans work. By recognizing that the culture is a collection of many small things, we can place more emphasis on the small things knowing how they affect the big thing (Enjoying work)
No matter how far reaching a leader’s vision or how brilliant the strategy, neither will be realized if not supported by an organization’s culture.“Culture Eats Strategy For Breakfast,” a remark attributed to Peter Drucker and popularized in 2006 by Mark Fields, president of Ford Motor Company, where it continues to hang in the companyʼs War Room. As the Leader of Ford, Mark was keenly aware that no matter how far reaching his vision or how brilliant his strategy, neither would be realized if not supported by the culture. Realizing that culture is an outgrowth of leadership and could be changed, culture became job # 1 for Mark. He was aware He knew that culture was the sum total of what people at Ford believed and valued and that together they would shape their norms ofbehavior and ultimately determine how things got done. (http://www.relationaldynamicsinstitute.com/?p=48)
Since culture is a sum or all these interactions, we need to look at what goes on in each one of these arrows. And how can more arrows be created? How can we promote the arrows that lead to happy productive employees?
JonathanBecher: CMO at SAPBefore he he was CMO, took a role in need of a turn-around. Urged to take top-down control. Employees looked to him to make all decisions. It seemed that he “needed” to make all the decisions. He didn’t change any strategy, objectives, or metrics. Instead he focused on culture. Biggest shift was sending the message that making a mistake was ok.
http://smartblogs.com/leadership/2012/09/11/secure-desired-culture-do-not-dont-messages/“A healthy culture allows us to produce something with each other, not in spite of each other. That is how a group of people generates something much bigger than the sum of the individuals involved.”--Nilofer MerchantHarvard Business Review corporate director and founder &former CEO of Rubicon Consulting, said, “Culture trumps strategy, every time.”Part of that culture is the accumulated beliefs, values and behaviors that develop in an organization. Transistion line: The way managers go about their leadership drives the behavior that becomes the culture. Let’s take a look at leadership…
research looked into the connections among leadership, employee work passion, customer devotion and organizational success and vitality.
Think of this as the pen and the sword. Which is mightier isn’t the question but how they can be used together to establish new, and desirable behaviors that build a great place to work.Transition line: And what position in the organization is best to influence? That’s right, the front-line or first-line manager.
HBR, NYT, LINKEDIN.
http://psychology.about.com/od/leadership/p/leadtheories.htmhttp://managementhelp.org/blogs/leadership/2010/04/21/leadership-theories/http://changingminds.org/disciplines/leadership/theories/leadership_theories.htmhttp://www.mindtools.com/pages/article/leadership-theories.htmhttp://www.leadership-central.com/leadership-theories.html#axzz26aEPhrC3Here’s the most commonly used leadership models and they all have value, well except for the Great Man theory. That one’s a great example of how far we’ve come.
Those approaches assume the same type of relationship and that the leadership qualities such as providing a vision, or providing intellectual stimulation lead to good leadership.
Affect: mutual liking that both have for each otherLoyalty: both parties’ public support for each other’s actions/behaviorsContribution: task-related behaviors that each party puts forth for reaching mutual goalsRespect: mutual respect both parties have for each other’s capabilitiesSin,Nahrgang, & Morgeson, 2009)
Over multiple iterations and interaction, both parties are better able to determine if there is mutual trust, respect and obligation.Meta-analysis
Each member must provide something, which is valuable by each party; exchange must be balanced.Positive reciprocity: tendency to return or feel obligated to return the favor.(Othman, Fang Se, Lay Shi., 2010)Employees need: materials and social support, informationHigh quality=perception of value being exchanged
http://www.thoughtleadersllc.com/2012/09/how-to-find-balance-between-leadership-and-management/Management is about controlling tasks and creating order in an environment, while leadership is about influencing and motivating staff. Without structured management and control, a business can snowball into chaos. Management is crucial to the success of every and any business, regardless of the industry or business size.Without successful leadership, employees are not motivated to do any more than the bare minimum – also eventually leading to chaos and disorder. Leadership without management cannot sustain change and make improvements in the now; management without leadership is a goalless endeavor that lacks “the big picture” where businesses remain resilient to change.
Research performed by Gallup looked at what the manager focused on in conversations with their team member. Employees’ engagement was measured and examined by the focus of discussions with their manager. Those feeling ignored have little to no communication leaving a poor environment hence the high levels of actively disengagedMeanwhile the managers whose conversations focused on the employees strengths had high levels of engagement AND extremely low levels of actively dis engaged. This shows that by focusing on good performance related behavior leads to positive outcomes and that a lack of communication with no behavior to model or reinforce doesn’t inspire it either.
http://smallbusiness.foxbusiness.com/legal-hr/2012/09/27/in-business-culture-eats-strategy-for-breakfast/Ken Blanchard author of the one-minute manager
Zappos has 10 core values (ex, Embrace and drive change, Build a positive team and family spirit). Google has them too (ex. Working at google is fun). Having a set of values or competencies is the lattice or rail road ties in which recognition can travel. That alone is a webinar on its own, but worth mentioning.
Communicates trust in decision-making= Supports autonomyAcknowledges contributionHighlights unique capabilitiesBuilds rapport and likingCreates a reciprocal opportunities
Obligatory: recipient’s BS radarSarcastic praise: Mixed signals in communication. Makes others question other communications. Mixed with criticism: negates recognition. It should stand alone, otherwise it will condition employees to expect that whenever recogition occurs, bad news will follow.Select few: This is why employee of the month type recognition programs don’t work. When there is 1 winner (or select few), then everyone else is a loser. Creates a divide among the team.Trivial: Similar to the BS radar.
REAL VOICE; Hey John, you know that flowchart you made for implementation projects… Yeah, well I tried it out with my recent project and it’s really handy. I don’t feel scattered and I’m getting better customer reviews. Thanks.
These scripts or structures help create the positive interactions that build liking, that highlight the employees’ contribution and demonstrate respect for one’s work. When these positive interactions happen…
The environment will begin to change. The outcome is a stronger culture. The term Organizational Citizenship refers to the cohesiveness of a group where people reach out to help another, tolerate annoyances for the sake of the team, and perform higher for the sake of the organization.
Altruism: voluntary assistance with a problemCourtesy: prevention of problems and taking steps to lessen the effects of the problem in the futureSportsmanship: tolerating the irritations that are unavoidableConscientiousness: Big 5 – indicate that a particular is organized, accountable and hardworking.
Recognition is a great communication technique to help create an environment to reward Organizational Citizenship. Similar to recognition is gratitude. Let’s take a look at what gratitude does to recipients
Agency & CommunionAgency: Self-efficacyCommunion: Connectedness
Gratitude is concrete evidence that the helping mattered to the receiver.
PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
Call center, two groups. Measured one week later after gratitude. This is a count of voluntary fundraising calls made on behalf of a universityTransistion line: Research has shown that soft-touchy-feely things like recognition and gratitude actually produce culture-building behaviors. The quality of interactions between managers and employees is important in determining what the work environment supports. The goal is to create a supportive, collaborative, and trusting environment. What can we do to move toward this?
I’ve already shared an example script and an example conversational structure. Here are some things at various levels within an organization.