Don’t underestimate feedback. As Marshall Goldsmith said, “People will do something—including changing their behavior—only if it can be demonstrated that doing so is in their own best interests as defined by their own values.”
Even if you have plenty of room in your budget to pay everyone on your team over and above market rates, money isn’t the only thing that keeps people happy and engaged at work.
At a recent event, this question was posed to respected leader Sheryl Sandberg: “What’s the number one thing you look for in someone who can scale with a company?” Her answer may (or may not) surprise you.
As part of your leadership development toolbox, rotational assignments can go a long way in strengthening your frontline leadership muscle and succession planning strategies, says HR expert and author Paul Falcone.
The more things change, the more one thing has remained the same. Goal setting (based on mutually agreed-upon goals) is still one of the most effective tools in the manager’s toolbox for managing performance.
Corrective action, in its purest form, is meant to be an alert that performance isn’t meeting company expectations, so the individual can turn things around and get back on track. But what if an employee refuses to sign a written warning?
During periods of upheaval and change, your staff will inevitably wonder what’s in it for them, and if it’s even worth it to stick around. It doesn’t cost anything to make people feel appreciated.
Are you trying to eliminate distractions at work? Accomplish the task at hand and become a bigger asset to your organization by applying the rules of attention control from Dr. Louis S. Csoka, President and Founder of APEX Performance.