Businesses are focussing on the wrong things. Energy is spent designing and executing processes built around events and systems. Attention is placed on the past rather than developing for the future and managers don’t know how to have the appropriate conversations so tend to avoid them altogether.
By focussing on the process, we’ve lost the individual.
Why am I doing this?’ is a question most of us have asked ourselves at one time or another. The richer our answer the more likely we are to perform at the top of our game.
When we were growing up, telling your child that you loved them was considered good enough parenting. Research in the last 20 years has revealed that there is rather more to being an effective mum or dad.
The history of corporate feedback is similarly chequered. The ‘feedback sandwich’, which recommended a slice of praise at either end of negative feedback, was more likely to give psychological indigestion than sate an appetite for learning
One of the largest predictors of satisfaction is social comparison. Employees who look around them and perceive they aren’t being recognised fairly don’t perform as well. In short, we care less about how much we’re paid in absolute terms than how much we’re paid in comparison to Ned at the next desk. We might tell ourselves that the question which matters is: ‘is it worth the effort?’, but we are actually more affected by the answer to a different question: ‘am I being treated fairly?’.
Ask someone to tell you about their greatest accomplishment and they will tell you a story that is filled with hard work, setbacks and problems. Achieving something difficult is rarely pleasurable at the time. It is, however, immensely rewarding afterwards. A manager shouldn’t worry when their team members find something difficult, but more so when they don’t.
Those who cannot see how their working life can progress get stuck. They have lowered aspirations, diminished self-esteem, are less engaged, perform worse and are ultimately more likely to leave. By the time they do move on, these people are usually considered underperformers and no one much minds. But it needn’t have turned out like that.
You can’t always choose your circumstances but you can choose how you think about them and what you do as a result. If something bad happens, is it a one-off or is it a sign of a much wider and more enduring problem? The answer to this question indicates whether you have adopted an optimistic or a pessimistic (aka ‘realistic’) explanatory style.
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Great performance deserves recognition to match. When done right, being recognized improves engagement, productivity, and motivation. When done wrong, or not at all, it can have almost the opposite effect. With so much at stake, it’s vital we get this response just right. Here’s five simple ways to recognize your employees: 1. Give context. Have you ever given someone a hardy ‘congratulations’, only to be met with blank stares? Context is key when giving recognition. Be sure to cite specific actions and the impact they had when giving recognition. 2. Don’t be late. Recognition is moRead more
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Mind Gym has played a very valuable role in shaping the way we engage employees across British Gas. Mind Gym is quick, creative and always extremely professional. Above all, they get great results.
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These changes are well received, thoughtful, impactful and absolutely necessary for our future. I feel better about GSK, and my future in it, than I have in three years.
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“As well as the learning transfer data which is demonstrating the value created, one of the things I am most struck by is how this program is reinvigorating the pride in being a great manager.”
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