The document discusses employee morale and how to build and maintain high morale. It defines morale as a sense of confidence, usefulness and purpose. Morale problems stem from negative or unsatisfying work experiences. To improve morale, leaders should focus on changing employees' day-to-day work experiences by making work itself rewarding through appreciation, recognition, inclusion, opportunities for growth and trust. Material solutions alone will not solve experiential problems. The key is to ensure employees feel their work contributes to helping others and their ideas are valued.
This document outlines 10 factors for developing strong leadership skills: 1) Engagement through providing motivation and listening to employees, 2) Courage by taking risks and standing by convictions, 3) Listening without interrupting to understand others, 4) Effective communication through listening, body language, and understanding emotions, 5) Learning through challenging oneself, reflecting on experiences, and improving constantly, 6) Team building by valuing different styles, developing talents, and leading by example, 7) Training to improve collaboration, attract talent, and enhance the company, 8) Humility to admit mistakes and listen to others, 9) Respect through including others and taking responsibility, and 10) Praise and recognition to motivate through surprises, thanks, and specific
Leadership In Times Of Uncertainty (2008 10)pearsoca
The document outlines four key leader behaviors and steps leaders should take during times of uncertainty: inform people, connect on an individual level, guide with clear expectations, and unite around shared values. It recommends leaders genuinely check-in with others, reinforce positives by focusing on core values and achievable goals, over-inform respectfully by anticipating needs, and remain visible to show emotional leadership.
For a community to operate efficiently, the team must operate effectively. In this session, we explore the unique dynamics of employee motivation. A 5-minute personality test will show you how to connect more successfully with your co-workers and in turn, your residents.
The document discusses the importance of mindful and integrity-based communication practices in organizations. It defines different types of communication like phatic communication and scripts. It emphasizes cultivating interpersonal trust, respect, and honesty. Mindful dialogue is discussed as a way to generate new ideas beyond what any one person could produce alone. The document concludes that mindful practices and working with integrity are important for organizational success, especially in diverse groups, and cites the National Weekend for Social Freedom organization as an example that demonstrates these principles.
The document discusses leadership, defining it as someone who provides direction, support, motivation, and shares knowledge with others. It notes that leaders are also good managers and lists common leadership roles such as businessmen, lawyers, engineers, bankers, and doctors. The document emphasizes qualities of leadership like being innovative, controlling emotions, and thinking before reacting, as emotions expressed cannot be taken back once displayed. It concludes by thanking the reader and providing contact information for the author.
The document discusses employee morale and how to build and maintain high morale. It defines morale as a sense of confidence, usefulness and purpose. Morale problems stem from negative or unsatisfying work experiences. To improve morale, leaders should focus on changing employees' day-to-day work experiences by making work itself rewarding through appreciation, recognition, inclusion, opportunities for growth and trust. Material solutions alone will not solve experiential problems. The key is to ensure employees feel their work contributes to helping others and their ideas are valued.
This document outlines 10 factors for developing strong leadership skills: 1) Engagement through providing motivation and listening to employees, 2) Courage by taking risks and standing by convictions, 3) Listening without interrupting to understand others, 4) Effective communication through listening, body language, and understanding emotions, 5) Learning through challenging oneself, reflecting on experiences, and improving constantly, 6) Team building by valuing different styles, developing talents, and leading by example, 7) Training to improve collaboration, attract talent, and enhance the company, 8) Humility to admit mistakes and listen to others, 9) Respect through including others and taking responsibility, and 10) Praise and recognition to motivate through surprises, thanks, and specific
Leadership In Times Of Uncertainty (2008 10)pearsoca
The document outlines four key leader behaviors and steps leaders should take during times of uncertainty: inform people, connect on an individual level, guide with clear expectations, and unite around shared values. It recommends leaders genuinely check-in with others, reinforce positives by focusing on core values and achievable goals, over-inform respectfully by anticipating needs, and remain visible to show emotional leadership.
For a community to operate efficiently, the team must operate effectively. In this session, we explore the unique dynamics of employee motivation. A 5-minute personality test will show you how to connect more successfully with your co-workers and in turn, your residents.
The document discusses the importance of mindful and integrity-based communication practices in organizations. It defines different types of communication like phatic communication and scripts. It emphasizes cultivating interpersonal trust, respect, and honesty. Mindful dialogue is discussed as a way to generate new ideas beyond what any one person could produce alone. The document concludes that mindful practices and working with integrity are important for organizational success, especially in diverse groups, and cites the National Weekend for Social Freedom organization as an example that demonstrates these principles.
The document discusses leadership, defining it as someone who provides direction, support, motivation, and shares knowledge with others. It notes that leaders are also good managers and lists common leadership roles such as businessmen, lawyers, engineers, bankers, and doctors. The document emphasizes qualities of leadership like being innovative, controlling emotions, and thinking before reacting, as emotions expressed cannot be taken back once displayed. It concludes by thanking the reader and providing contact information for the author.
This document discusses different types of power and influencing tactics that can be used in an organizational setting. It defines reward power, coercive power, legitimate power, expert power, and referent power. It also explains influencing tactics like rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition, pressure, and legitimating. The document emphasizes that the choice of influencing tactic can positively or negatively impact workers' attitudes and influence over them. It stresses that those in positions of authority should use their power to benefit both the company and workers.
This document summarizes a presentation on transformational leadership. It discusses why transformational leadership is needed due to a global leadership crisis and changing business environment. It then covers topics like self-leadership, team management, conflict management, and creative leadership. For each topic, it provides frameworks and strategies for transformational leadership and discusses techniques like having a growth mindset, building high-performance teams, handling conflicts constructively, and taking a creative approach to problem-solving. The goal is to inspire leaders to achieve unexpected results through developing new competencies for a changing world.
The document summarizes 10 secrets of leadership based on a presentation given at the 2009 MAILCOM convention in Atlantic City, NJ. The secrets include: 1) lead by example, 2) respect and loyalty are inseparable, 3) recognition means more than just money, 4) communication is more than just talking, 5) know what you want to do, 6) tell people what to do not how to do it, 7) realize you're in sales whether you get paid commission or not, 8) great customer service is a requirement, 9) character counts, and 10) humor helps. The presentation was given by James P. Mullan and Paul Dreifuss.
This document discusses how to navigate office politics successfully. It begins by establishing that politics are an inevitable part of human interaction. It then explores different political types like "corporate sharks" and "climbers". The document provides tips on how to size up the political climate of an office and strategies for winning, such as helping one's boss succeed. It concludes by outlining seven habits of politically savvy people, such as not participating in gossip and defining clear job roles. The overarching message is that politics should be approached pragmatically in order to advance one's career.
The document discusses common emotions experienced during redundancy such as shock, grief, anger, and relief. It also discusses perceptions of redundancy and reasons for career shifts such as unhappiness, feeling overwhelmed or bullied. The document advises considering discontent signals like disappointment or feeling like "this is all there is". It suggests moving towards something that provides congruence, fulfillment and passion like an ideal job or business. The document offers tips for taking action including reality checks, knowing what you really want, self-marketing, tapping into hidden job networks, and looking towards the next stage of life.
The document outlines 3 keys to engaging stakeholders in change: 1) Understand stakeholders' perspectives by putting yourself in their shoes and understanding their mindset and priorities. 2) Demonstrate the benefits of the change for stakeholders and how it links to key performance indicators and business objectives. 3) Create opportunities for stakeholders to get involved in decision making, activities, and testing assumptions to improve buy-in and ensure smooth implementation. The document provides tips for applying each of the 3 keys to maximize stakeholder engagement and support for change initiatives.
This document discusses work ethics, anti-bullying, and creating a positive work environment. It defines bullying as intentional and harmful behavior involving a power imbalance that is usually repeated over time. Bullying can negatively impact well-being, performance, and create a hostile work environment. The document provides tips for addressing bullying by speaking to managers, HR, or filling out complaint forms. It emphasizes developing positive work ethics like honesty, dependability, and having a good attitude. Fostering teamwork, motivation, and upholding core values of safety and respect can help create a productive workplace.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
The document discusses empowerment and how to create an empowered culture at an organization. It emphasizes that empowerment comes from sharing information, encouraging teamwork, and thinking outside the box. Key aspects of empowerment include communicating openly, trusting employees, focusing on goals and objectives, and recognizing both team and individual achievements. An empowered culture embraces change, continuous learning, and empowering both teams and individuals.
The document discusses how personality assessments can help individuals understand if they are more suited for a career as a corporate climber or entrepreneur. It explores the differences between these career paths and how personality traits like passion, persistence and resilience can lead to success in either role. The document provides advice on developing leadership skills, overcoming challenges, and creating a career plan tailored to an individual's personality and goals.
Are You an Entrepreneur or Corporate Climberguest86b422
The document discusses how personality assessments can help individuals understand if they are more suited for a career as a corporate climber or entrepreneur. It describes the different traits and realities of working as a corporate climber versus an entrepreneur. Personality traits like passion, persistence and belief in oneself are discussed as important for success both as a corporate climber and entrepreneur.
Inspiring Motivation. What does Roald Amundsen, Ernest Shackleton, Winston Churchill and Georgetown Cupcakes have in common? Sign me up for what is trending on Facebook: Motivating Your People takes through the theory of the practical business realm in which you reside. Thought Provoking questions are embedded in this powerpoint to engage readers. Questions or Comments: whozien@gmail.com
The document discusses how to influence projects without direct authority by focusing on building relationships and trust. It describes a case study of a large customer relationship management implementation project where the business analyst/project manager had no direct reports or authority over staff. Key strategies discussed include meeting with all stakeholders individually, developing a stakeholder matrix, communication plan, and user adoption plan to gain feedback and buy-in. Building trust through strong listening, communication, transparency, and follow-through is emphasized. Interpersonal skills like contributing positively and creating safe spaces for relationships are important. The responsibilities of a project manager to set standards, steer the project, and resolve issues proactively are also covered.
The document summarizes Patrick Lencioni's book "The Five Temptations of a CEO" which outlines five temptations that CEOs face: prioritizing status over results, popularity over accountability, certainty over clarity, harmony over conflict, and invulnerability over trust. Each temptation is explained with examples of how pursuing the temptation could negatively impact a company. The document also provides background on Lencioni and an agenda for a presentation on applying the model to management company CEOs.
This document summarizes a presentation on developing influence without authority. It includes a speaker bio, discussions of balancing competence and warmth in leadership, developing trust, and a horizontal capability model. The key themes are that personal warmth should come before demonstrating competence as a leader, developing trust requires connecting with others and having good character, and effective modern leadership requires both vertical skills as well as horizontal skills like collaboration and relationship building.
This document discusses different types of power and influencing tactics that can be used in an organizational setting. It defines reward power, coercive power, legitimate power, expert power, and referent power. It also explains influencing tactics like rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition, pressure, and legitimating. The document emphasizes that the choice of influencing tactic can positively or negatively impact workers' attitudes and influence over them. It stresses that those in positions of authority should use their power to benefit both the company and workers.
This document summarizes a presentation on transformational leadership. It discusses why transformational leadership is needed due to a global leadership crisis and changing business environment. It then covers topics like self-leadership, team management, conflict management, and creative leadership. For each topic, it provides frameworks and strategies for transformational leadership and discusses techniques like having a growth mindset, building high-performance teams, handling conflicts constructively, and taking a creative approach to problem-solving. The goal is to inspire leaders to achieve unexpected results through developing new competencies for a changing world.
The document summarizes 10 secrets of leadership based on a presentation given at the 2009 MAILCOM convention in Atlantic City, NJ. The secrets include: 1) lead by example, 2) respect and loyalty are inseparable, 3) recognition means more than just money, 4) communication is more than just talking, 5) know what you want to do, 6) tell people what to do not how to do it, 7) realize you're in sales whether you get paid commission or not, 8) great customer service is a requirement, 9) character counts, and 10) humor helps. The presentation was given by James P. Mullan and Paul Dreifuss.
This document discusses how to navigate office politics successfully. It begins by establishing that politics are an inevitable part of human interaction. It then explores different political types like "corporate sharks" and "climbers". The document provides tips on how to size up the political climate of an office and strategies for winning, such as helping one's boss succeed. It concludes by outlining seven habits of politically savvy people, such as not participating in gossip and defining clear job roles. The overarching message is that politics should be approached pragmatically in order to advance one's career.
The document discusses common emotions experienced during redundancy such as shock, grief, anger, and relief. It also discusses perceptions of redundancy and reasons for career shifts such as unhappiness, feeling overwhelmed or bullied. The document advises considering discontent signals like disappointment or feeling like "this is all there is". It suggests moving towards something that provides congruence, fulfillment and passion like an ideal job or business. The document offers tips for taking action including reality checks, knowing what you really want, self-marketing, tapping into hidden job networks, and looking towards the next stage of life.
The document outlines 3 keys to engaging stakeholders in change: 1) Understand stakeholders' perspectives by putting yourself in their shoes and understanding their mindset and priorities. 2) Demonstrate the benefits of the change for stakeholders and how it links to key performance indicators and business objectives. 3) Create opportunities for stakeholders to get involved in decision making, activities, and testing assumptions to improve buy-in and ensure smooth implementation. The document provides tips for applying each of the 3 keys to maximize stakeholder engagement and support for change initiatives.
This document discusses work ethics, anti-bullying, and creating a positive work environment. It defines bullying as intentional and harmful behavior involving a power imbalance that is usually repeated over time. Bullying can negatively impact well-being, performance, and create a hostile work environment. The document provides tips for addressing bullying by speaking to managers, HR, or filling out complaint forms. It emphasizes developing positive work ethics like honesty, dependability, and having a good attitude. Fostering teamwork, motivation, and upholding core values of safety and respect can help create a productive workplace.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
The document discusses empowerment and how to create an empowered culture at an organization. It emphasizes that empowerment comes from sharing information, encouraging teamwork, and thinking outside the box. Key aspects of empowerment include communicating openly, trusting employees, focusing on goals and objectives, and recognizing both team and individual achievements. An empowered culture embraces change, continuous learning, and empowering both teams and individuals.
The document discusses how personality assessments can help individuals understand if they are more suited for a career as a corporate climber or entrepreneur. It explores the differences between these career paths and how personality traits like passion, persistence and resilience can lead to success in either role. The document provides advice on developing leadership skills, overcoming challenges, and creating a career plan tailored to an individual's personality and goals.
Are You an Entrepreneur or Corporate Climberguest86b422
The document discusses how personality assessments can help individuals understand if they are more suited for a career as a corporate climber or entrepreneur. It describes the different traits and realities of working as a corporate climber versus an entrepreneur. Personality traits like passion, persistence and belief in oneself are discussed as important for success both as a corporate climber and entrepreneur.
Inspiring Motivation. What does Roald Amundsen, Ernest Shackleton, Winston Churchill and Georgetown Cupcakes have in common? Sign me up for what is trending on Facebook: Motivating Your People takes through the theory of the practical business realm in which you reside. Thought Provoking questions are embedded in this powerpoint to engage readers. Questions or Comments: whozien@gmail.com
The document discusses how to influence projects without direct authority by focusing on building relationships and trust. It describes a case study of a large customer relationship management implementation project where the business analyst/project manager had no direct reports or authority over staff. Key strategies discussed include meeting with all stakeholders individually, developing a stakeholder matrix, communication plan, and user adoption plan to gain feedback and buy-in. Building trust through strong listening, communication, transparency, and follow-through is emphasized. Interpersonal skills like contributing positively and creating safe spaces for relationships are important. The responsibilities of a project manager to set standards, steer the project, and resolve issues proactively are also covered.
The document summarizes Patrick Lencioni's book "The Five Temptations of a CEO" which outlines five temptations that CEOs face: prioritizing status over results, popularity over accountability, certainty over clarity, harmony over conflict, and invulnerability over trust. Each temptation is explained with examples of how pursuing the temptation could negatively impact a company. The document also provides background on Lencioni and an agenda for a presentation on applying the model to management company CEOs.
This document summarizes a presentation on developing influence without authority. It includes a speaker bio, discussions of balancing competence and warmth in leadership, developing trust, and a horizontal capability model. The key themes are that personal warmth should come before demonstrating competence as a leader, developing trust requires connecting with others and having good character, and effective modern leadership requires both vertical skills as well as horizontal skills like collaboration and relationship building.
Based on interviews with hundreds of leaders since 2006, these 12 steps will help you to master effective appreciation.
Effective appreciation worth millions of dollars. Leaders who harness the essence of appreciation are rewarded with higher engagement and trust.
Pair 1Each team pair is required to complete Sections 1 and 2 of.docxalfred4lewis58146
The document provides information for an assignment on leadership styles. It includes an overview section with details about the leader being interviewed, Monica Tolson, and why she was chosen. It outlines sections to be completed, including conclusions about Monica's leadership style, how she motivates others, and integrating concepts from chapters 8 and 9 on leadership and motivation theories.
How to uncover cultural misfits in the interview and selection process using the best hiring strategies. How to use pre-employment assessments and references to get the best cultural team fit.
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
The document provides advice for becoming a true professional. It discusses the importance of integrity, self-awareness, authenticity, seeking help, not making false comparisons, having a reasonable view of the future, not seeing work only as a means of earning money, being a good listener, controlling reactions, welcoming feedback, resisting false attractions, continuing to do some basic tasks yourself even as your career advances, being proactive, taking charge in difficult situations, managing time well, maintaining health, doing more by doing less, setting limits, committing fully to tasks, focusing on adding real value, having a clear vision for the future, and continually striving to improve.
Resilience is essential for success in challenging times, and the BIG Buzz Oxfordshire Breakfast Briefing provided valuable insights. Lenah Oduor explored the five pillars of growth for a life-centered business, while Andy Bedwell shared tips on building and maintaining momentum. Emma Georgiou focused on building personal resilience for improved performance, and Andy Lambert shared strategies to harness the transformative power of social media. Delegates gained practical knowledge on enhancing customer experiences, staying motivated, and adapting to change, and now you can too!
Building your Social Credibility in the workplaceJeremy Roberts
This document discusses building social credibility in the workplace. It argues that social credibility, or how one is perceived by coworkers and managers, is important beyond just work performance and results. To build credibility, one should understand how they are currently perceived, identify areas for improvement, and know what attributes others view as making someone credible, such as titles, education, social circles, or consistent goal achievement. The key is influencing workplace perceptions so that one is consistently viewed as a valuable team member and asset to the company.
[Slideshare] Cracking the Employee Engagement Code - Workforce GroupWorkforce Group
On a scale of 1-10, how would you rate the effectiveness of your employee engagement strategies? How would your employees rate it?
As a leader, do you find it challenging to engage your direct reports effectively? What would you consider "an engagement strategy"? Do your employees lack the motivation to perform their daily tasks? Are you worried about their dedication or commitment levels? If yes, there is a good chance that your Employee Engagement methods are ineffective.
Many organisations are aware of the importance of employee engagement, yet, many leaders struggle to create the right strategies and implement the best engagement practices. In the same vein, extensive research has proven that the rate of engagement of an employee is directly proportional to the quality of work output and the level of commitment to that organisation.
Therefore, what practices can business leaders adopt to drive emotional connection, foster loyalty, and encourage their employees to bring their best selves to work every day?
This slide deck provides proven engagement strategies that business leaders can deploy to drive employee engagement, motivation and performance.
In the deck, we share how you can crack the employee engagement code.
Adopt the best practices shared in this deck to improve employee development and effectiveness, invariably reducing employee burnout and leading to better business outcomes.
Learn how to engineer a shift from robotic compliance-driven practices to genuine commitment-driven initiatives where employees thrive and perform optimally by downloading this deck today.
This document provides guidance on how to motivate employees in 3 key areas:
1) Understanding individual needs and priorities to align employees' goals with the business. This includes giving employees responsibility, freedom to choose goals, and acknowledging different motivations like recognition or new challenges.
2) Building trust and teamwork through open communication, praise for achievements, and treating employees as partners rather than using fear or blame.
3) Helping employees develop skills and providing support that matches their competence, from clear instruction to coaching to trusting independent work. The overall goal is engaging and retaining talented staff.
The document discusses 6 ways to immediately get noticed at work. They are: 1) Be a silent influencer who impacts others without seeking recognition; 2) Do more than your job description and look for ways to expand your influence; 3) Help your colleagues succeed to build relationships and opportunities; 4) Avoid getting caught up in office politics which can create a negative image; 5) Engage in constructive conflict by challenging the status quo respectfully; and 6) Be authentic so you can fully engage and motivate others with your energy and work ethic. The document advises focusing on results, learning, and helping the organization succeed to naturally get noticed.
Team lacking trust do not function well. However, there are three simple ways to develop trust at work. The three ways include; be honest, communicate openly and meet face to face regularly.
The document provides guidance to leaders on developing people in the 21st century workplace. It discusses the importance of building relationships with employees through empathy, accessibility, and praise. The playbook contains seven "big ideas" or modules for leaders, beginning with empathizing with diverse perspectives. Subsequent modules include building relationships through getting to know employees individually, setting team purpose and empowering employees. The goal is for leaders to cultivate trust so they can have meaningful development conversations and coach employees effectively.
Employee motivation is important for a strong team and high performance. Low motivation can negatively impact morale, initiative, energy levels and increase mistakes and staff turnover. A self-motivation action plan in three steps can help boost motivation: 1) Clarify goals, 2) Identify obstacles, 3) Handle each obstacle. Common myths include thinking money alone motivates or that the employee is always right. Effective strategies involve finding the right job for each person, empowering employees, cooperation over competition, performance over "presenteeism", and making employees feel safe, valued and involved.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
If you want to motivate others, you must first motivate yourself. Motivation requires clear goals and recognition, and it must be maintained through ongoing feedback, not just annual reviews. While challenges can motivate, people will only engage if they believe they can succeed. Participation, seeing progress, and a sense of group belonging also enhance motivation. Every person's motivational needs are unique, so managers must try different approaches to spark engagement.
LEAD WITH FEEDBACK: TWO ESSENTIAL TIPS FOR HOW TO GIVE ITCYNTHIA INDRISO
How do you give feedback in ways that get people to actually listen and change? It’s not a new challenge in leadership circles. Every leader we work with, all over the world and at every level of management, struggles with it:
International Edition - Motivate and Empower Globally-Competitive Teams of Co...Saiff Solutions, Inc.
- The speaker has over 32 years of experience in technical documentation and has led writing teams at 6 US companies. They founded their own company, Saiff Solutions, in 2011 which provides content development services to Fortune 500 companies.
- The presentation will cover topics related to managing technical writers including caring, access, respect, vision, empowerment, motivation, managing cross-cultural teams, and addressing challenges. Discounts are also provided for an upcoming technical writing conference.
- Questions from attendees will be addressed related to their experiences managing technical writers or being managed as technical writers. Issues like managing remote or off-shore teams, hiring, firing and leadership styles will be discussed.
The document discusses strategies for gaining respect as a leader. It recommends remaining positive, interacting more with employees, helping staff when possible, trusting employees to complete tasks as they see fit, respecting differences, and showing humor. Respect cannot be demanded but must be earned through these types of behaviors.
Similar to Four reasons workers aren't engaged (20)
1. TOP FOUR REASONS WORKERS
ARE NOT ENGAGED….
And how to counter them!
2. TOP FOUR REASONS WORKERS ARE NOT
ENGAGED…
1. NO Motivation
2. NO Communication
3. NOVoice
4. NO Commitment to the Company
3. #1 UNMOTIVATED
NO Motivation
Lack of Intrinsic Motivation
No personal drive to do the work.
Might be looking for a bigger and better opportunity.
Lack of Extrinsic Motivation
Do not feel their work is valuable.
Do not believe their opinion is valuable.
4. MOTIVATEYOURWORKERS
Offer rewards for success
Praise, rewards, awards, etc.
Provide Feedback on Performance
Review strengths and weaknesses
Support your workers’ growth
ThankThem
A timely thank you is exceptionally meaningful and motivating.
5. #2 MISSING COMMUNICATION
NO Communication
They feel out of the loop.
They don’t know what’s going on with the company.
They work alone and don’t feel connected to anyone.
They hear rumors that management isn’t clarifying or discussing.
6. IMPROVE COMMUNICATIONS
Regular All Staff Meetings
Weekly Status Reports
This will only be effective IF their supervisor authentically responds to
each person’s status reports in a timely manner.
Electronic Communication
Write a weekly newsletter.
Be honest, be transparent, be present!
If you hear rumors, be prompt to address the issue.
8. CREATE A PARTNERSHIP
Create a partnership
Encourage your people to share their opinion and ideas… then
incorporate those ideas (giving credit) when able.
InvolveYour Employees
Give them the authority to make decisions on their own.
9. #4 NO COMMITMENTTOTHE COMPANY
NO Commitment to the Company
This is just a job, not a career
No one notices anyway, why work so hard?
10. PROMOTE COMPANY LOYALTY
Recognize LeadersWho Praise
Praising people who praise their employees will create a culture of
recognition.
Personalized Recognition
Every worker receives recognition and praise in their own way.
Offer Stock in the company
Recognize:
Employee of the month
A special parking spot
Promote from within the company