Archive for JulieWinkleGiulioni SmartBlogs
Think about the learning that contributed most powerfully to your development and who you are today. Consider the experiences that built the expertise you use and value most every day. Reflect on what you’re most proud of mastering during the course of your career or life.
This memorable learning that has made a significant difference to you (and to the organizations you’ve served) likely didn’t come easily.[…] Continue Reading »
For decades, articles, authors and studies have tried to help managers come to terms with how to motivate employees and drive optimal performance by understanding what employees really want and need from work. The list is long (and alphabetized for ease).
- Achievement and accomplishment
- Autonomy and self-direction
- Being part of a team
- Boss they respect and trust
- Career advancement
- Clear goals and objectives
- Connections and relationships with each other
- Decision-making authority
- Fair compensation
- Fair treatment
- Freedom to innovate
- Growth and learning
- Influence and power
- Interesting work
- Job flexibility
- Obstacle removal
- Opportunity to make a difference
- Pride in the work they do
- Responsibility and authority
- Support to do a good job
- Time and attention from the manager
- Transparent communication
- Use of strengths and talents
And this is just the beginning.[…] Continue Reading »
Michael is a leader in a high-tech organization. He’s charismatic, affable, and the ideal networker due to his highly social nature. He gets along with nearly everyone and can lighten the mood of even the toughest meeting with his playfulness and sense of humor.
Cara is a leader in the same organization. She’s lower-key and less likely to crack a joke.[…] Continue Reading »
Trust is nearly synonymous with leadership. And it’s big business. We buy books (from the selection of more than 80,000 about trust on Amazon. We attend seminars. And we work diligently to cultivate it with employees, peers, supervisors, customers — heck, everyone we know. But field research suggests that real and lasting trust may depend less on what we do and more on what we don’t do.[…] Continue Reading »
Recognition may be among today’s most heavily researched leadership and supervision topics. And the results are consistently disturbing:
- According to studies by Badgeville research, 79% of those who quit their jobs cite lack of appreciation as the main reason.
- Wichita State University research reported that 81% of employees seldom or never received public praise, 76% seldom or never received written thanks from their managers, and 58% rarely or never received praise from their manager.