Beginning in 2008, Google researchers wanted to understand what makes a manager great at Google. Google sought to identify the common threads among Google’s highest performing managers. Based on internal research, Google then applied its findings to its manager development programs. Over time, Google found that by publicizing and training managers on these central principles, Google experienced improved team outcomes such as turnover, satisfaction and performance. Zack Friedman is Founder & CEO of Make Lemonade, a personal finance comparison site, here is his take on what works for Google.
The word authenticity is derived from the same Greek word as author. Becoming an authentic leader requires day-to-day focus and lifelong commitment to self-discovery. Many executive coaching programs seem to emphasize personality more than character. People are often coached on how to act instead of how to be. This charm school approach produces only superficial, short-term results. With sufficient stress, all the old patterns usually return.
Wouldn’t it be nice if your staff could handle things by themselves without asking you to be the final arbiter on every decision? Wouldn’t it be nice if your team could solve problems as they arise, taking more ownership and freeing you up to focus on growing the business? Imagine if they found ways to increase sales, reduce expenses, and preempt problems all on their own. Imagine if they took initiative to explore what markets your company should expand into. Or if they came to you with ideas for breakthrough products. Imagine if they not only participated in the company culture, but also participated in growing the company culture and grooming the next generation of company leaders. Great questions asked by By David Finkel Co-author of, ‘Scale: Seven Proven Principles to Grow Your Business and Get Your Life Back’, writing here for Inc.
Great insight on what works and what doesn’t for bosses, by Marcel Schwantes, Principal and founder, of Leadership From the Core, writing here for Inc: Bosses that establish power and control over their people and processes with a carrot-and-stick approach to motivation certainly get results and have succeeded for decades. These bosses, however, are also notorious for killing intrinsic motivation and turning good, smart, and creative employees into order takers who will quickly disengage from their work.
Great leaders know they have to motivate employees by painting a clear picture of where the job is heading and what is waiting for them down the road. Nothing motivates people in quite the same way as vision-casting for employees. If you can muster enough empathy for that employee, you know the job is a bit tedious.
Think about your day-to-day interactions in the workplace: Specifically, how do you react to the question, “How are things going?” We bet that, more often than not, your response is, “I’m so busy” — or words to that effect.
In fact, society has reached a point at which saying “I’m so busy!” is the standard response and has even become a kind of badge or symbol of importance — “Of course I’m busy; I’m important!”
This is not a healthy trend, especially considering how an emphasis on being “busy” has trickled down from company leadership to general staff. Today, all levels are displaying this behavior: Employees who rank lower and earn less are just as fixated as executives on staying busy — or at least appearing to be.
Late last year, Officevibe, the leader in employee engagement software, released an unprecedented, real-time report on the “State of Employee Engagement,” based on hundreds of thousands of answers from their customer survey software. Unlike so many dated reports, what employees are telling their companies about what truly matters to them using Officevibe software is in the here and now. It updates in real time, adding new data as answers stream in, like, right now. More than 50,000 employees from over 1,000 organizations representing 150 countries have registered their views since 2013, representing close to 1.2 million data points.
Working 50 to 70 hours isn’t unheard of though. Are the extra hours worth it? The actual relationship between working hours and productivity might surprise you.
Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Employee engagement is one of those management attributes that can be hard to define. Different companies characterize it differently, but there’s one thing they pretty much all agree on: They do want engaged employees