You know it. Your employees know it. They’re likely to stay with your company only for just a short while. Two years, four years, seven years max. Yet you both feel compelled to pretend otherwise, as if you’re committed to each other for life. It’s a relationship with a little secret, and it serves neither
Jody Greenstone Miller is founder and CEO of Business Talent Group. She’s seen companies lose great people simply because of the way management assumes a job must be structured: To succeed, you’re expected to work 80, 90, 100 hours a week. Miller presents this as a major factor keeping women out of the C-suite, and
Key performance indicators, KPIs, are not new: It’s said that way back in the third century, China’s Wei dynasty began using them to rate the behavior of members of the royal family. Fast-forward to the 1990s when they became valued tools for measuring the degree to which businesses were achieving their targets. MIT’s Sloan Business
We don’t have to tell you that business is complicated. You know. Maintaining productive employee and client relationships, mastering challenges and opportunities, and navigating the future are things that don’t just happen automatically. They require the kind of insight and acumen that only a continual program of learning can sustain. Big Think Edge is an
In his Big Think Edge Masterclass The Astronaut’s Guide to Risk Mitigation, retired NASA astronaut Scott Parazynski discusses the concept, and importance of, “situationally appropriate leadership.” A rigid top-down direction may not always be the best approach, he’s found, and decision-making by consensus doesn’t always produce a workable result. But there’s a third option, he says.
Time management is a critical skill that, ideally, leads to increased productivity. However, managing time is a lot easier said than done — including ensuring that you do not overload yourself or others in the process. Organizations that consistently overload their employees contribute to workforce burnout, which can lead to health issues that cost U.S.
Motivation is a mysterious mechanism that varies from person to person. Duke University professor and behavioral economist Dan Ariely says that there’s a dissonance between what we think motivates people and what actually does — the difference between short-term and long-term happiness.
While it might seem obvious, some business leaders need the reminder that their employees are people with spirits and energy that need to be nurtured. However, according to Duke University psychologist and economist Dan Ariely, when it comes to increasing motivation, people in positions of authority instead tend to crush their employees’ spirits.
The biggest killer of motivation in many organizations is that managers don’t always recognize the true value of good will and social utility. Psychologist and Behavioral Economist Dan Ariely says that being able to achieve a big-picture perspective comes from setting and achieving long-term goals, as well as creating an environment that encourages collaboration, care,
Strong performance has an enormous impact on an organization’s viability — it boils down to a team of highly effective, dedicated workers who can complete tasks quickly and efficiently.