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Adding leadership competencies to your manager’s skills Many organizations are struggling with the transition into a global economy, forcing them to flatten their management hierarchy. As a result, today’s managers are faced with increased responsibilities as they take on the… Continue Reading →
Alright, 360 Assessments do not fall into the testing category that you can “Ace”, however there are steps you can take to ensure that you are getting the most out of your 360 Assessment. Here’s one question to get you started:
Which of the following will help you get the most out of a 360 feedback program?
Acknowledge the Process – Feedback is a positive thing and should be used as a development tool. If you go into a 360 assessment with this in mind, you will get out of it what you put into it, which should be a clear and concise view of your strengths and weaknesses within your organizational culture. Feedback will tell a story, not fiction, and it’s up to you to listen to it. But awareness is only the first step.
by Marshall Goldsmith. New York: Hyperion. 184 pages.
Reviewed by Diane Byington, Ph.D.
Are you burned out at work? Or, have you lost some enthusiasm and wish you could get it back? If so, check out this book. Marshall Goldsmith brings his long experience as an executive coach to the concept he describes as Mojo: that positive spirit toward what we are doing now that starts from the inside and radiates to the outside. In other words, we’ve got to feel enthusiastic toward what we are doing before we can send enthusiasm out for others to see. This book details how to increase your Mojo.
The most useful part of the book, for me, was his scorecard for measuring your Mojo. Goldsmith says we need to bring five qualities to an activity in order to do it well. These are: motivation, knowledge, ability, confidence, and authenticity. Likewise, five benefits we may receive from an activity include: happiness, reward, meaning, learning, and gratitude.
By Scott Belsky, Making Ideas Happen. (2010). New York: Penguin. 231 pages.
Reviewed by Diane Byington, Ph.D.
This book might be for you if:
You have lots of ideas but have trouble getting them to actually happen
You tend to be disorganized and need help organizing your projects
You are excited and full of energy at the beginning of a project but get bored and distracted as time goes by, or you love starting projects but rarely complete them
Your job is to manage creative professionals
Scott Belsky, CEO and Founder of the online creative network, Behance, has spent his professional life working with creative people and helping them to make their ideas “happen.” His thesis is that great ideas abound, but getting them to completion is extraordinarily difficult and requires a different skill set than what is used to generate the idea. This book presents his ideas for what it takes to actualize an idea.
In most relationships, people want to have trust—with a romantic partner, with a family member, with a doctor or a dentist, with a mechanic or a plumber. In those relationships, without trust as a foundation, much can fail. Shouldn’t we see it the same in the workplace? After all, a company’s success is based on trust—consumers must trust the brand, and employees, who, in essence, sell trust to consumers, most definitely need to trust their leaders. CommuniCon, Inc., says that “high-trust organizations have increased value, accelerated growth, enhanced innovation…and improved collaboration.” So why is it that, according to the 2013 Edelman Trust Barometer, 82% of people don’t trust business leaders to tell the truth? If you’re a leader in your company, that statistic should be alarming.
Luckily, it’s never too late to start building, earning, and increasing trust, and one basic building block is communication. Note that word well, though, because too often, leaders confuse the skill—communication—with its vehicles—communications. Gaining trust is not about which channels you use. It’s about the messaging—and the truth behind it—itself.
Written by Mary Schaefer – President, Artemis Path, Inc.
You can make sure your people are using their natural strengths. You can focus on job fit and culture fit. Is that all there is to ensure motivated employees?
When I think of supporting employee motivation, my thoughts go a slightly different direction. What if you demonstrate that their contributions make a difference? You can do this through empathy. Yes, empathy.
If you want to cultivate motivation, don’t do this.
There are those times when employees are put in the position of dealing with disappointment or being denied an opportunity to contribute. Management calls a project to a halt. A budget cut sends employees’ current job assignments into a spin, perhaps impacting the trajectory of their careers. This gnaws at people. I don’t often see attention given to addressing the meaning employees assign to such changes. They end up feeling bad because of what it means to them. They are expected to roll with the punches. After all, “It’s just business.”