Tag: Performance Management

Energizing Your People For Results

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Kevin Malik on Pexels.com

‘Rather than trying to get more out of people, organizations are better served by investing more in them and meeting their multidimensional needs in order to fuel greater engagement and more sustainable high performance.’

‘Awareness is the key to recognizing the consequences of the choices we’re making and their impact on others.’

‘Learning to observe our feelings as they arise, rather than simply acting them out, allows us to make more reflective, intentional choices about how we want to show up in the world.’

‘We must embrace the opposites. By celebrating one set of qualities and undervaluing another- courage or prudence, confidence or humility, tenacity or flexibility- we lose access to essential dimensions of ourselves and others.’

‘We’re most effective at work when we alternate between active forms of renewal, such as exercise and play, and more passive forms, such as meditation, napping, and sleep.’

‘Deeply held values define the person you aspire to be.’

‘The key to effective renewal is not how we do it but how well we do it. As with any other capacity, we get better at effectively renewing by practicing it more systematically.’

‘We can develop the capacity to influence the stories we tell ourselves, so that they empower rather than undermine us.’

‘Leaders who default to negative emotions to motivate others may get short-term performance they’re seeking, but the costs over time are high.’

‘The most effective leaders are those who regularly recognize and show appreciation for the real accomplishments of their people.’

‘Organizations that set aside separate spaces for creative thinking make a statement about the priority they’ve accorded innovation.’

Source:

Tony Schwartz (2010). The Way We’re Working Isn’t Working: The Four Forgotten Needs that Energize Great Performance

‘Leading At A Distance’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning Report
Photo by energepic.com on Pexels.com

‘Trust is built naturally among teams that interact in person each day, but it takes more effort to develop among teams that rarely (if ever) meet face to face.’

‘Virtual leaders need to create an environment that fosters trust. When trust breaks down, however, they will struggle to be productive.’

‘Motivating people at a distance is challenging because of the lack of in-person contact, which can make it harder to understand what motivates people and to convey the team’s sense of purpose.’

‘Recognize that virtual meetings are specially prone to disruption. Learn to recognize the five most common types of meeting disruptors and have a plan for addressing them.’

‘Managers who excel at coaching use paraphrasing, empathizing, and good questions to show they are listening closely, and provide balanced feedback in a timely manner, despite the distance.’

‘Leaders are concerned about how to ensure their corporate culture remains strong during all-remote work.’

‘Modeling culture starts from the top. That’s true whether leading in-person or virtually. Most leaders try to communicate more frequently when leading from a distance, and as the amount of communication increases, it’s vital to make sure one’s words and actions remain aligned.’

‘Leaders can create a trusting environment through open, frequent, and transparent communication, by encouraging team members to share aspects of their personal lives to build intimacy; and by admitting when they don’t know something.’

‘If your team cannot meet in person for a kickoff or important event, use a series of short virtual meetings to replicate what would occur in person.’

‘Process is even important when working virtually. Set clear expectations about how the team will communicate, ensure that the team is informed about shifting priorities, and seek feedback from stakeholders about team performance over time.’

Source:

James M. Citrin & Darleen Derosa (2021). Leading at a Distance: Practical Lessons for Virtual Success