Many employers believe that money is the most effective instrument for motivating employees. The problem is that this method gets expensive and doesn’t work as well as positive, non-monetary motivators. There are other positive motivators that excite many employees even more than money.
"Important question to get started here!" Deb Calvert said to the crowd attending the Leadership+Talent Development Summit in San Diego. "Chocolate or peanut butter?" Some shouts for chocolate rang out and some mumbles for peanut butter were sounded across the room, but when a few rogue attendees said, "both!", Calvert's eyes lit up. "Of course it's both!" she said. "They are better together!"
C. Lee Smith spoke to a sold-out crowd of 120 at the Leadership+Talent Development Summit today in San Diego. The CEO of SalesFuel is focused on culture to an obsessive degree. He's also focused on fixing cultures for other organizations. "The thing about culture is you can't fix culture without fixing the managers," he began.
When employees do a great job, your managers may publicly praise them, and they may get a gift card or a bonus. This established pattern in most organizations certainly builds loyalty. But your recognition programs could be doing so much more.
For some managers, work life equals meetings, which means you're not really getting anything done. You can put a stop to this time sink by implementing some of the suggestions Dorie Clark made in a recent post on Harvard Business Review.
What is the appropriate boundary between being a boss and being a buddy? Use these seven tips to keep yourself on the right track.
You’ve got strengths and weaknesses – things you like working on and things you’d like to never have to do again. If one of the tasks you find yourself avoiding is talking with your team members, you’ll have to address this problem.
Have you heard the one about how human behavior relates to results of Pavlov’s study on salivation in dogs? A physiologist, Pavlov realized that he could train dogs to salivate whenever he entered a room, regardless of whether he came bearing food.
It’s easy to imagine that workers are leaving because they’ve been lured by a competitor with a better salary and stock option deal. The truth is far more uncomfortable for employers to hear: employees often leave because of company culture.
If you’re like most managers, you’re in a hurry to replace the technically competent employee who just left with an individual who possesses the same level of expertise. In our rush to put capable employees on the payroll, we sometimes overlook candidates’ characters.
I don’t use the word “team” loosely. It is entirely different than work group, department, or any other description used for people who work next to one another. Literally or figuratively. Being part of a team connotes more than connected workflows.