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Incremental improvement - improving one thing at a time. 

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Incremental improvement - improving one thing at a time. 

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"Our society is constantly pushing short-term gratification and instant results. Incremental Improvement is the reality of the exact opposite."

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Time Reveals The Truth: The Law of Incremental Improvement

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"Toyota’s relentless focus on quality and the customer made it the most successful auto maker in the world."

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"Toyota’s relentless focus on quality and the customer made it the most successful auto maker in the world."

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Focus on customer can be made up in an instance of a loss in quality

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Toyota's quality problems weren't always a source of controversy. In some ways the became a point of pride - allowing the manufacturer to showcase its commitment to customers.

In past instances, Toyota tackled the issue head on. In 2008, after the frames of certain trucks were found to be rusting, Toyota determined it could not fix the problem. Instead, the company decided to buy back the trucks for one and a half times their value.

Rather than costing Toyota customers, the move built brand loyalty.

In her soon to be released book, "The Economics of Integrity," (Harper Studio) financial journalist Anna Bernasek devotes a chapter to examining how Toyota's "relentless focus" on quality and the customer made it the most successful auto maker in the world.

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Reasons Why Toyota Will Recover Quickly From The Recall Mess

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Toyota's quality problems weren't always a source of controversy. In some ways the became a point of pride -- allowing the manufacturer to showcase its commitment to customers.In past instances, Toyota tackled the issue head on. In 2008, after the frames of certain trucks were found to be rusting, Toyota determined it could not fix the problem.

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Quality control is something that all companies need to improve constantly, especially in our modern day where productivity sometimes takes up more priority than quality (Certo, 2016)

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Quality control is something that all companies need to improve constantly, especially in our modern day where productivity sometimes takes up more priority than quality (Certo, 2016)

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"When customers feel that they can count on the consistent quality of your products, they're more likely to give you their repeat business"

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"When customers feel that they can count on the consistent quality of your products, they're more likely to give you their repeat business"

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Why Is It Important for Businesses to Practice Quality Control?

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Quality control is important because it makes sure your products meet your customers' needs. Quality-control processes ensure consistency and safety, earning you repeat business, cutting costs and reducing the likelihood of liability claims and lawsuits.

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"We have a way of measuring ourselves that is very simple"

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"We have a way of measuring ourselves that is very simple"

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CEO of Enterprise shares some great tips on recruiting and developing

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Andy Taylor, CEO of Enterprise Holdings - Voices of Experience

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Everyone works in different ways and towards different goals and managers need to know the different motivators in the workplace.

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Everyone works in different ways and towards different goals and managers need to know the different motivators in the workplace.

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Common Workplace Motivators

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When it comes to workplace motivation, everyone works in different ways and towards different goals.

Sure, Jessie J and the other rappers of the world may claim that "it's all about money, money, money," but you may be surprised to learn that not everyone in the workforce is motivated by big, fat dollar bills. In fact, very few are.

Motivation to succeed at your job comes in all different flavors. Some people are motivated to make a difference in the life of others, while others simply want to feel appreciated by their boss and co-workers. But we want to know what YOU are motivated by in the workplace!

We put together some of the most common workplace motivators below and also laid them out in a Ranker list. We want you to re-order the list based on what sparks you to get out of bed and into the office! Simply "agree" or "disagree" with each point by clicking the thumbs up and thumbs down button, and the list will begin to change as more and more people submit their answers. So keep coming back to see how you measure up against others in the work world!

Also be sure to tune back in for Part 2 of our Workplace Motivation series (coming soon!) where we ask our own employees what makes them motivated to come into work at Hello Innovation each day!

Common Workplace Motivators

Leadership That You Trust - You want a leadership team at work that has your back when you're kicking off a new project, pitching a fresh idea, or even failing at a difficult assignment. You feel most comfortable when your boss is transparent with you about the goals of your company and trusts you to succeed without being micromanaged. - You crave a high level of - There is nothing that motivates you at work more than the chance to

Good Relationships With Co-Workers

trust and respect among your work team, from management levels to part-time staff. You are thankful when you have a support team at work that helps motivate you and encourages you to be better at what you do. The Opportunity To Grow - It is important to you that you are always growing and remaining relevant in your industry. This means staying on top of business trends, taking part in industry workshops, and seizing any opportunity to better yourself at your craft. You enjoy working for a company who supports and encourages these goals, and even helps you meet them by giving you opportunities to learn new skills.

Challenging Projects - You enjoy any opportunity to take on projects that help you prove yourself as an employee and show people what you can do when given a big opportunity - especially older, more seasoned employees. Even if it means stepping outside of your comfort zone, you are most motivated when you are challenged and are able to prove your skills through a difficult project.

Advancing In Your Career - One of the biggest motivators for you in the workplace is the opportunity for career advancement. You are always on the look out for the chance to take on new, more advanced responsibilities, beyond what your employer asks of you. Your dream company is one that offers regular opportunities for advancement and recognizes, rewards and promotes people based on strong performance.

The Chance To Make An Impact

A Great Work Environment - Your workplace environment often has the biggest impact on how motivated you are at work. You thrive when you are part of an upbeat, supportive environment that gets you "in the zone" that you need to be in so that you succeed. Your biggest nightmare at work is organizational politics and an environment that makes you dread going to work each day. You are much more motivated in an office where you feel comfortable, relaxed and encouraged.

Job Security - When it comes to motivation, good ol' fashion job security and a great salary are all you ask for. You want to work for a company that allows you to give your family the security and comfort of a good health plan, a solid paycheck, and a relaxed peace of mind. Your ideal employer is someone who pays people properly and accordingly to the hard work that they are doing day in and day out.
be a part of something that is bigger than yourself. You seek out ways to contribute to important projects that will provide you with a sense of ownership both in your own work and your overall work environment. Making an impact in your industry and your customer's lives is the best reward you can think of.
Feeling Appreciated - You enjoy getting constant feedback from your boss and co-workers on your projects, and feeling as though you are truly appreciated for all of the hard work that you put in. There is nothing more motivating to you than being personally thanked for doing a job well done - as often and sincerely as possible.

Rank Your Workplace Motivators

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Don't agree with the order of the list above? Feel free to switch it around based on your own workplace motivations and embed the list on your website! Just visit our "What Motivates You At Work" list on Ranker and click the "Re-Rank This List" button.
If you are looking to work for a company that is all about working better and motivating your creativity every day, check out our open job listings at HelloInnovation.com/jobs! We are looking for passionate, inspired individuals to come and join our rock-star team.

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What Motivates You At Work? | Hello Innovation

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Sure, Jessie J and the other rappers of the world may claim that "it's all about money, money, money," but you may be surprised to learn that not everyone in the workforce is motivated by big, fat dollar bills. In fact, very few are. Motivation to succeed at your job comes in all different flavors.

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"Motivation is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal" (Certo, 2016)>

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"Motivation is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal" (Certo, 2016)>

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Why Your Passion Might Not Lead To Career Success

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Why Your Passion Might Not Lead To Career Success

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"I think "follow your passion" is terrible advice. Most people don't have preexisting passions that can be easily matched to their work. And for those who do enjoy such passion, there's little evidence that building a career around it will lead to satisfaction. "

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I recently caught up with my friend, Cal Newport, who is an Assistant Professor of Computer Science at Georgetown University. Cal is the author of three books of unconventional advice for students, including How to Be a High School Superstar (Random House, 2010), How to Become a Straight-A Student (Random House, 2006), and How to Win at College (Random House, 2005). His fourth book, So Good They Can't Ignore You, is a contrarian look at career advice that was just recently published. His Study Hacks blog, which chronicles his attempts to decode "patterns of success," attracts over 100,000 unique visitors a month. In this interview, Cal talks about why you shouldn't follow your passion, how to master a skill, how to handle a job you hate, and more.
A lot of people say that you should follow your passion to have a successful career. What are your thoughts on that?
I think "follow your passion" is terrible advice. Most people don't have preexisting passions that can be easily matched to their work. And for those who do enjoy such passion, there's little evidence that building a career around it will lead to satisfaction. If you want to love what you do for a living, what does seem to matter is to have traits such as autonomy, impact, recognition, creativity. These traits are rare and valuable. If you want them in your working life, you need something rare and valuable to offer instead. In other words, if you want to love what you do, first focus on becoming exceptional at a rare and valuable skill, then leverage this value to gain the types of traits mentioned above. This strategy has very little to do with matching your job to some mythical, hard-wired passion.
What steps should a young professional take to get good at a skill? How do they figure out what skills are important?
To discover what skills are important in a field, study its stars. Ignore the subjective descriptions of their intelligence or work ethic, and instead identify the specific things they know how to do that are rare and valuable to the organization. Once you have a skill in mind, take practice tips from athletes or musicians. They know how to build a focused practice routine that develops your skills in targeted ways.
Why do you think that what people do for a living isn't as important as how they do it?
Above, I talked about the traits that seem to lead to people loving their work. These traits are agnostic to specific fields. You can have autonomy, for example, or impact, in any number of fields.
You interviewed a lot of people in your book. What was the most interesting one and why?
They were all interesting in their own way. Take, for example Ryan Voiland, who was this young guy who runs a successful organic farm with his wife. The idea of dropping everything to go buy some farmland is a well-trod day dream of the cubicle class. When you hear Ryan's story, however, you discover that he spent years and years honing his skill as a grower, including four years studying horticulture at Cornell, before he made the move into full-time farming. In other words, even the most idyllic career success stories require that you first get really good at something rare and valuable. If Ryan had just decided one day that he was "passionate" about farming and then bought some farmland, he would have almost certainly failed. He needed to get really good at horticulture before he could make a successful, happy career from farming.
What do you recommend to people who work at major companies and hate their jobs?
Here's my formula. The first step to a working life you love is figuring out what general traits resonate with you. Do seek simplicity in life? Do you seek power and influence? Notice, these traits are way more general then specific industries. Next, ask yourself how you can build up enough rare and valuable skills that you'll have enough leverage to gain these traits. Think carefully about whether this is possible in your current job. If you're sure it's not, then switch to a position in which skill is more rewarded. The final step is to systematically build this skill like an athlete training for the Olympics.

This is hard work. But it's satisfying. Especially as you begin to see your leverage within your organization grow, and you begin using this leverage to gain the traits that matter to you -- all the while your co-workers, clutching their battered copies of "What Should I Do With My Life?", stare anxiously out the office window, wondering if they should buy a farm.

Dan Schawbel is a Gen Y career expert and the founder of Millennial Branding, a Gen Y research and consulting company. He is also the #1 international bestselling author of Me 2.0: 4 Steps to Building Your Future and was named to the Inc. Magazine 30 Under 30 list in 2010. Subscribe to his Personal Branding Blog for more self-help advice.

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Why Your Passion Might Not Lead to Career Success

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Cal Newport I recently caught up with my friend, Cal Newport, who is an Assistant Professor of Computer Science at Georgetown University. Cal is the author of three books of unconventional advice for students, including How to Be a High School Superstar (Random House, 2010), How to Become a Straight-A Student (Random [...]

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 A must read book for aspiring and current leaders

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 A must read book for aspiring and current leaders

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Great management knows what motivates their team.

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"...the word “new” has other meanings, including “Fresh-Innovative-Improved.” "

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I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute. She teaches, writes and consults on critical issues for leaders and counts among her clients The Boston Globe, CNN, and the Washington Post. In recognition of her lifetime contributions to journalism, the University of Wisconsin honored her with its "Distinguished Service to Journalism" award, the Wisconsin Broadcasters Association named her to its Broadcast Hall of Fame, and the National Academy of Television Arts and Sciences inducted her into its prestigious Silver Circle.

In this interview, Jill talks about what it takes to be a happy manager despite the poor economy, how social media can create a happier work environment, and more.
What does it take be a happy manager in a bad economy?
It takes three things: strategic thinking, emotional intelligence and a passion for helping people do their best work, even in the face of diminished resources.

When managers think strategically, they are able to look at bigger picture goals and determine what of the many demands on their time they will make a priority.

With emotional intelligence, they can help their teams recover from setbacks and frustration while using targeted feedback to encourage their progress. (Remember, feedback is a renewable resource that costs managers nothing and pays great dividends.)

And that passion? It transforms them from yesterday's parental-type supervisors into what I believe today's best bosses must be: agents. Employees want to work for someone who approaches them as an agent would: "Sign on with me and I'll help you get to where you want to go. I'll be honest about your strengths and weaknesses. I'll guide you so you'll build a track record that serves you well here or wherever life takes you."
How can social media help build a happier work environment?
Social media is a game changer for internal relationships among colleagues and external relationships with customers. Some organizations view social media, first and foremost, as risk that must be managed. But it's wiser to think of social media as an invitation to creative communication. To instant feedback and problem solving. To putting a human face on people who once were only titles and offices. To building collaboration and relationships. The biggest risk is regulating it so tightly that people can't or won't engage.
What do you recommend for younger leaders as they develop their skills?
Don't worry about your age. Too many of the new managers I coach fear that have a neon sign over their heads that flashes "Untested-Green-Inexperienced."

But the word "new" has other meanings, including "Fresh-Innovative-Improved."

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How To Be A Great Manager That Employees Want To Work With

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Jill Geisler I recently spoke to Jill Geisler, who is the author of Work Happy: What Great Bosses Know. Her companion "Great Bosses" podcasts on iTunesU have been downloaded 8 million times - and counting. Jill heads the leadership and management faculty of the Poynter Institute.

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"HR staff are trained to provide a sympathetic ear to employee problems. But when resolving problems, HR will follow company policies"

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"HR staff are trained to provide a sympathetic ear to employee problems. But when resolving problems, HR will follow company policies"

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Are you challenged at work? Do you regret career decisions? Are you happy? If the answer to the questions leads to a negative feeling, it is time to determine next steps.

Many people settle for a career that no longer brings satisfaction. Most will respond by stating, "I am surviving" if a colleague asks them "How's work?"

Settling for a job to pay bills and maintain a lifestyle is stagnation. You can re-direct the journey of a career with confidence by taking control of future decisions. After all, you deserve to be live a happy life that will offer a work-life balance . Let's look at the reasons why you need a career change and how to make it happen for a more fulfilling life.

Signs that you need a career change

The challenges of dissatisfaction in a career can have a negative impact on our mental health. As a result, our mental health can lead to the obvious appearance of stress, aging, weight gain and internal health issues.

You deserve a career that will fulfill the inner desire of true happiness. Here are common factors that it is time for you to change your career.

Physical signs

Are you aging since you started your job? Do you have anxiety? What about work-related injuries?

It feels amazing to receive a pay cheque, but you deserve to work in an environment that brings out the best of you. If the work environment is hazardous, speak to your boss about alternative options.

In the case that colleagues or your boss take advantage of your kindness, feeling the anxiety of fear of losing your job because of a high-stress environment may not be right for you.

Mental signs

One out of five Americans has mental health issues, according to Mental Health America. In most cases, it is related to stress.

I remember working at a job in a work environment where harassment was acceptable. I had to walk on eggshells to avoid crossing the line with colleagues. My friends started to notice the difference in that I seemed out of character. It was then that I knew that changing a career to freelancing was the right decision.

Here is a list of mental signs of workplace unhappiness:

The tension in your neck

Difficulties with sleeping

Unable to concentrate

High anxiety

Depression

If you start to feel your self-esteem is diminishing, it is time to consider if working in a high-stress industry is for you. The truth is, this negative energy will be transferred to people in your life like friends and family.

Why a career change is good for you

I have a friend that works in the medical industry. She was once a nurse working directly with patients in one of the top hospitals in her area. After five years, she started to internalize the issues with her patients to the point where she felt depressed after work hours. It impacted her relationship with her family and she almost lost herself.

One day, she decided to wake up and take control of her destiny. She started applying for new medical jobs in the office. It meant working on medical documentation of patients which is not an ideal career based on what society expects a medical professional to perform. But she started to feel happier.

It is a classic example of a person that was negatively impacted by issues at work, stayed in the same industry but changed careers.

A career change can fulfill a lifelong dream, increase one's self-esteem or revive the excitement for one's work.

You know a career change can be the right decision to make if you experience one or all of these:

Working in a negative workplace: Don't be discouraged. A negative workplace can be changed by working at a new organization.

Working with a difficult boss: The challenges of working with a difficult boss can be stressful. All it takes is communication. You can address the issue directly with a manager professionally and respectfully.

Feeling lost about what you do: Most people stay at their jobs and settle for mediocrity because of the fear of failure or the unknown. The rise to success often comes with working a tedious role or stepping outside of one's comfort zone. If you fear the idea of being involved in activities that are new, remember that life is short. Mediocrity will only continue to make you feel as if life is passing you by.

Common mistakes of people making a career change

Most people that feel they need a career are frustrated with their situation at work. What is your situation?

Desire for an increase of salary: The desire for a higher income can persuade some to believe they are in the wrong career. The issue with this is more money requires more time in the office or taking on several positions at a time. At times, pursuing a high-income role can be the complete opposite of what one is expected. It is what happens when a colleague leaves a company to a new one and returns several years later.

Overnight decision: Let's face it. We make overnight decisions when stressed out or disappointed with situations at work. The problem with a quick decision is the negative and positive points is overlooked.

Rejected for a promotion: I have heard stories of managers that applied ten times for a position throughout a 5-year period. Yes, it sounds to be a lengthy process, but at times, a promotion requires time. Avoid changing a career if you do not see the results of a promotion currently.

Bored at work: Think deeply about this point. If you work a job that is repetitive, it is normal to feel bored. You can spice it up by changing the appearance of your desk, socializing with new employees in a different department, joining a leadership committee at work or coming to work with enthusiasm. Sometimes, all it takes is you to change jobs into a fun situation.

A career change can take time, networking, education and the job search process can be a journey. Here is a list of things to consider before making a final decision:

How long have you worked in your career?

What is the problem at work? Do you work well with the team?

Do you receive recognition?

Can you consider working in a new department?

The reason it is important to think about the work situation is some people decide to change career for factors that are insignificant. Factors that can potentially change if the person works in a different department or new organization. Here is a list of unimportant factors to think about before you decide to make the transition:

Scroll down to continue reading article

Now that you had a chance to review your work situation and none of these recommendations can help, it is time to take the next step.

How to make the change for a successful career (Step-by-step)

The ultimate key to success is to go through a career transition step by step to avoid making the wrong decision.

1. Write a career plan

A career plan has a dead line for action steps that includes taking new courses, learning a new language, networking or improving issues at work. A career plan should be kept in your wallet because it will motivate you to keep pursuing the role.

You can learn how to set your career plan here.

2. Weigh your options

If you have a degree in Accounting, write down five positions in this industry of interest. The good news is diplomas and degrees can be used to a variety of roles to choose.

You don't have to stick to what society holds a top job, in the end, choosing the right role that will make you happy is priceless.

3. Be real about the pros and cons

It is time to be honest about strengths, weaknesses, opportunities and threats that are impacting the current situation.

A SWOT Analysis of a career can include:

Economic factors

Direct competition: Is this role in high demand?

Location: Do you need to move? If the goal is to work in tech and living in Cincinnati is not realistic, consider moving to San Francisco.

Achievements: To stand out from the competition achievements like awards, committee involvement, freelance work or volunteering is a recipe for success.

Education: Do you need to go back to school? Education can be expensive. However, online courses, webinars or self-study is an option.

A career blueprint is the first step to creating realistic goals. A person without goals will be disappointed without a clear direction of what to do next.

4. Find a mentor

A mentor that works in the desired position can share the pros and cons of working in the role. Here is a list of questions to ask a mentor:

What is required to be successful in the role?

What certification or educational development is needed?

What are the challenges of the role?

Is there potential for career advancement?

A chat at a coffee shop with a mentor can change your mind about the desire for a career change.

Find out how to pick a good mentor for yourself in this article: A Good Mentor Is Hard to Find: What to Look for in a Mentor

5. Research salary

Some people decide to change careers for a role that pays less or perks like benefits to make up for the difference in previous to potential salary.

It can reveal the cities throughout the country that offer a higher salary for those that have an interest in relocating for work.

6. Be realistic

If your goal is to move up into an executive position, it is time to be honest about where you are in your career.

For example, if boardroom meetings, high-level discussions about financials or attending weekly networking events are boring, an executive role may not be right for you. If you are an introvert and working with people every day is nerve wrecking, you need to reconsider a job in sales.

Ask yourself if you can work in this role for the next five years of your life. If other benefits that come with the role are enticing, other roles are fit that will make you happy.

7. Volunteer first

A person that wants to become a manager should take on volunteer opportunities to experience the reality of the position.

Becoming a committee member to pursue a presidential opportunity can provide a perspective on leadership, maintaining a budget and public speaking.

Volunteer in a role until you are certain that it is the right opportunity.

8. Prepare your career tools

I recommend asking a boss, colleague or mentor for career tools. If you prefer professional assistance, you can seek out resume writing assistance. Here is a list of things to consider when preparing career tools:

Online search: Search your name online to see what shows up. I recommend searching images that are on Facebook, Twitter, Snapchat or other sites on a personal account. The last thing you want to realize is the job search is unsuccessful because there is unprofessional content you posted online.

Be LinkedIn ready: Recruiters conduct a LinkedIn search to see if the work experience is the same on a resume. Remember to change the wording on LinkedIn from the resume, or it will appear there was no effort put into creating the profile.

Portfolio: A portfolio of work is recommended for people that work in the arts, writing, graphic design and other fields. I recommend a portfolio online and one that is available in hand when attending job interviews or networking meetups.

Final thoughts

It takes time to move towards a new career. Pay attention to the physical and mental signs to maintain your health. You deserve to work in happiness and come home stress-free. If you avoid the common mistakes people make, you will discover the role that is the best fit with your skillsets.

Master these action steps and changing careers will be on your terms to make the best decision for your future.

Featured photo credit: Pexels via pexels.com

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10 Things You Should Know About HR That They'll Never Admit

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Are you challenged at work? Do you regret career decisions? Are you happy? If the answer to the questions leads to a negative feeling, it is time to determine next steps. Many people settle for a career that no longer brings satisfaction. Most will respond by stating, "I am surviving" if a colleague asks them "How's work?"

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Tips for managing your friends and former peers after a promotion.

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Tips for managing your friends and former peers after a promotion.

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"You need to change your tone to that of someone in a leadership role"

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Celebrate that bump in pay and new office, says Monster's Vicki Salemi-but also make sure you take steps to set yourself up for leadership success.

Vicki Salemi, Monster career expert

Look out world, you've been bumped up to a new level within management. Leadership recognized your hard work and now you're sitting pretty in an elevated box in the organizational chart, with a few more boxes sitting underneath you.

Awesome news, and champagne is definitely called for. But you may find yourself needing a stiffer drink once you realize one of the common challenges of being promoted from within: You're now expected to manage your friends and former peers.

I've been there: Back when we were on the same level at a former company, "Susan" would come by my cubicle every morning and afternoon to ask questions-a lot of questions, an endless stream of questions, repetitive questions, day in day out-and complain. I didn't want to throw her under the bus and tell our boss that she wasn't getting it. So I silently nodded and tried to help her.

Fast forward several months later to my promotion to management-woo-hoo! But also, boo-hoo. In that moment, she and a few other friends instantaneously became my direct reports. In other words, she became my problem.

I knew I wouldn't have time to constantly guide someone who at that point really should have figured things out. And meanwhile, gut instincts told me it would be really challenging to manage friends-I needed to refine the relationship to be more professional while also making myself seem more authoritative.

Here's what worked for me when I was promoted above my peers:

Disengage from casual convos

I slowly started making excuses to not join Susan and colleagues for lunch. I didn't cut off communication on a casual basis entirely but rather, gradually weaned myself off. Sure, when there was leftover food in the conference rooms I joined in and we chatted, but I only went for a few minutes and then made a quick escape. I understood that everybody needs time to vent about the boss or work, so I tried to let my employees have some privacy in their social lives. Also, I knew that being too friendly would make my job harder later.

In addition, they likely realized there were things I probably couldn't share with them as witnessed by my now being on the inside of closed-door meetings.

If you find yourself in a similar situation, it's extremely important to create boundaries as I did to address the situation-because trust me, it will need to be addressed.

Set the tone

You're now an authority figure, who signs off on your former pals' pay raises and performance reviews. It's tough to be a buddy one minute and a boss who has to give constructive feedback on a performance issue the next. So you need to change your tone to that of someone in a leadership role.

I recall holding a meeting in my new office and telling my team something such as, "As your manager, I'm still here for you. We're here to work together-I want to see you succeed. My goal is to provide you with skills and guidance so you will get promoted!"

I wanted to acknowledge the change and let them know I always had their backs but they could no longer vent to me about leadership in a gossipy or moaning way. Now we'd be working together to find a solution. Moving forward in a professional way like this-that's focused on employee happiness-will also help you adjust to a sticky situation of direct reports being jealous of your promotion.

My new employees told me they appreciated the open communication and respected what I had to do. In turn, that set the tone for our relationship going forward.

Embrace the change

Looking back, I remember missing the friendly interactions at first as they morphed into primarily work-based conversations. But I also realized that in order to gain something new-and to not only adjust to the new role but to also rock it out-I needed to let go of something else.

It helped that, at the same time, I started ramping up my social life outside the office. And I started getting invited to lunch by my boss and new managerial colleagues, whom I wanted to get to know better.

You can expect that it'll take a little time for you, too, to feel totally comfortable in your new role, but hang on! It should get easier in a matter of months. And if it doesn't, well... you can always search Monster for a new job where you won't have history with the people you're managing!

Monster's career expert Vicki Salemi has more than 15 years of experience in corporate recruiting and HR and is author of Big Career in the Big City. Follow her on Twitter at @vickisalemi

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Like what you've read? MORE FROM MONSTER: Join Monster to get personalized articles and job recommendations-and to help recruiters find you.

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Tips for Managing Former Peers After a Promotion

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Celebrate that bump in pay and new office, says Monster's Vicki Salemi-but also make sure you take steps to set yourself up for leadership success. Vicki Salemi, Monster career expert Look out world, you've been bumped up to a new level within management.

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Things for a company to consider when deciding to hire in house or through an agency 

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Things for a company to consider when deciding to hire in house or through an agency 

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"These two parties will often achieve the best results by working together"

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The ability to recruit the best candidates for senior positions is absolutely essential for any top performing business. But should the crucial task of sourcing and approaching these individuals be entrusted to an in-house recruiting team, or should an outside specialist firm be brought in to help manage the hiring process? Both have their advantages, and here are some of the key points for a firm to consider when deciding whether or not they need to enlist some outside expertise.

Costs

One of the biggest arguments in favour of relying in-house recruitment teams is that it enables you to avoid the cost of a recruitment firm's fees. The upfront costs of a hire do not tell the whole story though, because any savings made in the recruitment stage can easily be nullified if a recruit does not perform as well as expected in their new role. Realising a few months down the line that a mistake has been made and the employee needs to be replaced can be hugely costly for any business, both in terms of time lost and the financial implications of having to go right back to square one of the hiring process.

Of course, a search firm cannot absolutely guarantee that a hire will be successful any more than an in-house team can, but they can bring a great level of expertise and thoroughness to the search, and in this context using outside specialists can in many cases be the more cost-effective route, even if the initial costs are higher.

It's also worth remembering that you only need to pay external firms as and when you need them, whereas keeping a highly skilled in-house team on the books will continue to be a drain on finances even though you may not actually need them all the time.

Industry knowledge

On the face of it the in-house recruiter has an advantage here, because by working internally day in day out, they will have gained an intimate knowledge of their company and its culture, direction and needs. However, while they may know their own company inside out, they may have less of a clear picture of their industry as a whole.

An external recruiter, meanwhile, works closely with a number of companies, and if they are specialists then they will have long-term experience of working within a particular sector. This means that they are likely to have a stronger understanding of what separates one firm from another, and how closely suited a candidate is to a particular firm over another.

Talent

While there are without question many fantastic recruiters working in both the specialist recruiters and in-house environments, the external recruiters tend to get the lion's share of the stand-out performers, largely because of the greater rewards on offer.

Top recruiters looking for the highest possible remuneration will naturally gravitate towards agency roles, where if successful they can potentially earn the kind of six figure incomes that would be impossible in an in-house position. In addition to the financial rewards on offer is the added diversity of work available to the external recruiter, enabling them to have a much more varied workload than would be possible working in-house.

As a result, if you want the best recruiters in their field working on your hires, there is a good chance you will find them working at a top search firm.

Specialism

Where in-house recruiters can have the upper hand on external ones is in situations where there is a large talent pool of suitable candidates to hire from. These kinds of hires may not require any external expertise, as they could be handled just as well by a good internal team.

Where an external search firm is likely to have the most impact is in recruiting for the very top people to fill very senior specialised roles. They have extensive networks to call upon, and are able to quickly identify the top candidates regardless of whether they are openly looking to move on or not. Search firms also have specialists for each type of role (technical, marketing, sales, etc), whereas it is unlikely an internal team could afford that level of specialism, except perhaps at the largest organisations.

Reach

It is also important to remember that identifying a strong list of candidates for any given role is only half of the battle. The next problem comes when reaching out to those top 10% of senior level executives - will they be willing to listen to an offer from an in-house recruiter calling them out of the blue to discuss a position?

External recruiters have the advantage again here, because they have the opportunity to cultivate genuine relationships with candidates, meaning they can approach them and discuss roles with the authority of a trusted advisor.

Whilst they may call people with a specific role in mind, they could in fact have several roles to discuss, or could just be calling to keep up to date with the candidate, finding out what their goals and aspirations are right now. This means that not only will the candidate be willing to pay more attention to the recruiter's call, but also that the recruiter will have a nuanced understanding of the candidate as a person, and will only suggest a role to the candidate if they are convinced they will be able to excel there.

Working together

Of course, while this blog post has set internal and external recruiters in opposition to each other, the truth is that these two parties will often achieve the best results by working together. This could mean having a strong in-house team working with the support of a retained search firm, who act as the 'go-to recruiter' to be called upon whenever some additional expertise is required in sourcing outstanding talent to fill a highly specialised role. Seen in this way, the relationship between internal and external is not that of rivals, but of partners working together towards the common goal of bringing in the very best candidates as swiftly and as cost effectively as possible.
Paul Rayner is the Managing Director of Oakstone Ltd. He has over 25 years experience in global executive recruitment, and specialises in finding talented technology professionals for UK, US and international organisations.

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In-House or Agencies: Who Should Handle Your Recruitment?

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The ability to recruit the best candidates for senior positions is absolutely essential for any top performing business. But should the crucial task of sourcing and approaching these individuals be entrusted to an in-house recruiting team, or should an outside specialist firm be brought in to help manage the hiring process?

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Ways to analyze employee engagement survey results for big returns

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Ways to analyze employee engagement survey results for big returns

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"Act quickly on recent feedback"

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(October 21, 2016) - Did you ever hear the story of how UPS was hit by a painful strike just ten months after the company saw high marks for morale on its annual employee survey? The results indicated enviously high levels of job satisfaction, but failed to expose underlying bitterness over an increase in part-time roles at the company.

It's been nearly two decades since that survey was taken, which should mean we've come a long way in measuring employee engagement. Unfortunately, it seems this remains a work in progress. Although many companies still conduct annual employee surveys, few are able to extract valuable insights that shed light on real issues that influence engagement.

Reasons vary. Sometimes, there's simply too much time between surveys or too long of a delay in getting results for them to accurately represent current sentiments. In other instances, inadequate questions merely scratch the surface of much bigger issues. Almost always, a failure to put data to good use is to blame.

Until you can turn the insights from employee surveys into action, even your brightest leaders will sit on valuable information without clear direction, or worse, waste resources on solutions that don't work.

Thankfully, there are ways to analyze employee engagement survey results for big returns.

How Do You Measure Employee Engagement?

If your company follows current best practices, there's a good chance your surveys are still centered around topics related to job satisfaction. Survey templates abound with samples such as "How often do you feel stressed?" and "How happy are you at work?" Aggregating answers to these questions might indicate how likely employees are to stay, but won't help you determine how to keep them actively engaged.

For results that can be used to create a concrete plan of action, the first step is to restructure survey content so it will be easy to score current engagement levels and reveal opportunities for improvement. The latter may not be as fun as reporting high morale, but it might just save you from a costly strike or unforeseen exodus.
(Tip: Get started with our list of ten essential survey questions to measure employee engagement.)
Are You Gaining Valuable Insights?

A common tendency with employee surveys is to consume results in all-encompassing pie charts and graphs. But these high-level snapshots won't provide what you need to know to make a difference.

Your company is a conglomeration of different personalities, skillsets, and leadership styles. This array of variables directly impacts how likely your workforce is to help drive the organization forward.

For example, is a particular team showing exponentially high levels of engagement in your survey results? Find out what the team leader is doing differently and share it with other members of management! This is how simple, easy-to-implement strategies are uncovered instead of overlooked.

Likewise, if survey results reveal that a particular department is disproportionately disengaged, you'll know it's time to identify what's going wrong so problems can be resolved.

Viewing employee engagement metrics by tenure and job role can also reveal if and how engagement levels change as employees move into new roles, or shed light on how well your onboarding process is working at engaging new hires.

Do You Act Swiftly and Often?
If you're feeling overwhelmed, don't despair. Mastering the employee engagement survey may be an intensive process but is definitely worth the effort. We feel so strongly about this that Emplify's engagement experts have made it their mission to eradicate instinct-driven surveys once and for all. See how they're helping organizations of all sizes turn employee survey results into better business outcomes.
Any survey that takes months to report is a survey that's bound to cost you valuable insights. This is especially true for expanding organizations that are scaling quickly. By the time your survey results come in, the employees they describe may be those of a bygone era. That cycle can lead fast-growing companies, including ones like UPS, to overlook critical engagement issues as they're occurring.

To turn your survey results into a promising plan-one that ensures you'll stay ahead of concerns before they become critical-you must act quickly on recent feedback. At a minimum, once-a-year surveys should be replaced by quarterly assessments that can be used to develop, test, and budget for engagement activities that actually work.

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How to Put Your Employee Survey Data to Good Use | Emplify

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(October 21, 2016) - Did you ever hear the story of how UPS was hit by a painful strike just ten months after the company saw high marks for morale on its annual employee survey? The results indicated enviously high levels of job satisfaction, but failed to expose underlying bitterness over an increase in part-time ...

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Essays, Research Papers and Articles on Business Management

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After reading this article you will learn about:- 1. Meaning of Delegation 2. Elements of Delegation 3. Principles 4. Process 5. Advantages 6. Disadvantages 7. Barriers 8. Overcoming Obstruction.
Meaning of Delegation:

The process of delegation starts from the chief executive of an organisation who has the total responsibility for the achievement of goals. In order to share the responsibility of accomplishing goals, he further delegates the work to his subordinates.

These subordinates, finding the work assigned to them by their superior exceeds their "Span of Control" assign a portion of their works to their own subordinates. This process continues till all the tasks and activities are assigned to those who have the appropriate physical, psychological and professional abilities to do it.

Delegation is the downward transfer of formal authority from one person to another. Superiors delegate authority to subordinates to facilitate the accomplishment of the assigned work.

According to Koontz and O'Donnell, "The entire process of delegation involves the determination of results expected, the assignment of tasks, the delegation of authority for accomplishment of these tasks, and the exaction of responsibility for their accomplishment."

Elements of Delegation:
The following three elements are in the scheme of delegation:
1. Assignment of duties or tasks.

2. Delegation of authority.

3. Accountability for performance of duties and exercise of authority.
1. Assignment of Duties or Tasks: 2. Delegation of Authority:
A manager has to assign a part of his duties to others under him or her because he cannot himself perform all the work. So, when assigning duties he should ensure that the subordinates, to whom work is assigned, perform their tasks sincerely and competently. Even after that a manager assigns duties and tasks to his subordinates; he continues to be ultimately responsible for the proper performance of these duties and tasks.
3. Accountability for Performance of Duties and Exercise of Authority:
While the duties and tasks are entrusted to the subordinates by the superior, the authority should be granted them to perform those duties and tasks well. It is called as "delegation of authority". This delegation of authority is considered as an essential to take all actions, which lead to accomplish their duties successfully, and the organisational goals.

The person to whom any responsibility is assigned and authority is delegated should also be made accountable or answerable for the proper performance of the assigned responsibility and for proper exercise of the delegated authority.
The following principles that serve as guidelines for effective delegation of authority are given below: 1. Functional Clarity:
Principles of Delegation:
2. Matching Authority with Responsibility:
The functions to be performed, the methods of operations and the results expected must be clearly defined. The authority delegated must be adequate to ensure that these functions are well performed.
3. Unity of Command:
Generally authority and responsibility are highly interconnected. So, authority should be delegated as to be equal to responsibility, consigned to the worker. Authority should be adequate and should not only match the duties to be performed but also the personal capabilities of the subordinate.

The "Unity of Command" means a subordinate should be commanded by one superior only. In this connection a subordinate should be assigned duties and delegated authority by only one superior and he should be accountable for the performance of the assigned duties and exercise of the delegated authority.
4. Principle of Communication:
In other words, a subordinate should be responsible to only one superior who is delegating the authority to the subordinate.
5. Responsibility not Delegatable:
A misunderstood responsibility can be very dangerous. A general authority can be easily misused. Accordingly, both the responsibility and authority must be clearly specified, openly communication must be continuously kept open for issuing directions as well as for receiving feedback.
6. Limits to Authority to be Well Defined:
Authority can be delegated, but responsibility cannot be delegated. A manager cannot turn a blind eye to how the assigned duties are performed, and how the delegated authority is exercised. The ultimate responsibility for the performance of duties and exercise of delegated authority remains with him.
7. Principle of Management by Exception:
A manager cannot properly delegate authority unless he fully knows what his own authority is. To avoid confusion in this respect, there should be written manuals and orders to indicate the limits of authority and area of operations of each manager.

Management should delegate the authority and responsibility for routing operations and decision making to subordinates, but must retain such tasks for themselves for which they alone are uniquely qualified. On the other hand, the subordinates must make decisions and take actions wherever they can and should only refer matters of such nature to their superiors, which are unique, and outside their domain of authority.

This practice saves valuable time of top management, which can be utilised, for more important policy matters. Also by trying to solve most of the problems by themselves, the subordinates prepare themselves for higher challenges and responsibilities.

Process of Delegation:
1. Assignment of Tasks:
The step, which is followed when delegating authority, is the process of delegation. Normally four steps are used in the process of delegation. It can be shown in the form of diagram.

The first step in this process is to determine clearly what the subordinates are supposed to do. Then the capabilities of each subordinate should be considered to match them with the assigned duties. The tasks should be distributed in such a manner that the subordinates are not unnecessarily overburdened and that each one is capable of efficiently completing the assigned task.
2. Delegation of Decision making Authority:
The total task can divided into identifiable parts so that the manager can handle some parts himself and other parts can be given to skilled subordinates. This way the coordination and supervision would become easier.

The second step is to give authority to subordinates to make and implement decisions regarding procurement of resources and supervision of activities that are relevant to the duties assigned to them. This authority must be clearly stated, and if possible in writing, so that there is no ambiguity regarding making necessary decisions.
3. Creation of Obligation:
The authority should also be related to tasks so that if the tasks change, so would the authority. Any matters or decisions that do not fall within the domain of delegated authority must be referred to the superiors.

The third step is the creation of obligation on the part of the subordinates to perform their duties satisfactorily. The person assigned the task is morally responsible to do his best since he has willingly accepted these tasks.
4. Creation of Accountability:
Obligation is a personal concern for the task. Even if the subordinate gets part of the task done through other people, he must accept responsibility for timely completion of the task as well as the quality of the output.

Being answerable to someone for your actions create accountability, an obligation to accept the consequences, good or bad. According to Newman, Summer and Warren, "by accepting an assignment, a subordinate in effect gives his superiors a promise to do his best in carrying out his duties. Having takes a job, he is morally bound to complete it. He can be held accountable for results.
The following are the advantages of delegation: 1. It Helps for Effective Functioning:
Advantages of Delegation:
2. It Results in Quick Decisions:
Delegation helps the executive to apportion that part of his work to his subordinates. So that he can devote his time to more important areas of his duties like leadership, organisation planning and coordination.
3. Reduction in Managerial Load:
The process of delegation makes it possible to push decision. Making to the lowest level where information, competence and willingness to make decisions are available. Decisions can be made right away at or near the centre of operations as soon as a deviation occurs or the situation demands.
4. It leads for Specialised Service:
Delegation relieves the manager of the need to attend to minor or routine types of duties. Thus, he is enabled to devote greater attention and effort towards broader and more important responsibilities.
5. Delegation is a Motivational Factors:
Since the work is assigned to the persons who have specialised knowledge and expertise, it helps for specialised services. For example, sales may be delegated to the sales manager, marketing-to-marketing manager, finance-to-finance manager.
6. Aid to Employee Developments:
Delegation may also be used as a device to motivate the subordinate. Subordinates usually respond to delegated authority with favourable attitude. They become more responsible and more dedicated to their work and they feel proud of being given such authority and responsibility, this in turn boosts their morale.
7. It can be a Training Ground for Executive Ability:
Delegation ensures the employees in the organisation to develop their capabilities to undertake new and more challenging jobs and also it promotes job satisfaction.

Subordinates, when given control over the problems they face are able to analyse the situation and make decisions accordingly. This continuous involvement prepares them for problem solving process when they reach a higher executive level. This process will also screen out those from the executive level who have proved to be less successful in handling problems at the lower level.

Disadvantages of Delegation:

1. Central management is far removed from the actual operations where the decisions are made so that it becomes difficult to pinpoint major problems when they occur because decisions are made by many subordinates.

2. The second problem may lie in the area of coordination. If coordination among these many subordinates is not adequate, then confusion may result and it may become difficult to exercise control over procedures and policies.

3. It may be difficult to perfectly match the task with the capability of the subordinate.

Barriers to Delegation:
1. Reluctance of Managers or Executives: The following reasons for managers are not willing to delegate authority are given below:
Even though there are several advantages on delegation of authority, most managers are reluctant to delegate authority and many subordinates are also reluctant to accept authority and responsibility for several reasons.

i. A manager may believe that he can do his work better than his subordinates.

ii. Sometimes, managers might believe that his subordinates are not capable enough.

iii. Delegation may require a lot of time in explaining the task and responsibility to the subordinates. Here, manager may not have the patience to explain, supervise and correct any mistakes.

iv. A manager may lack confidence and trust in his subordinates, since the managers is responsible for the actions of his subordinates, he may not be willing to take chances with the subordinates, in case the job is not done right.

v. Some managers lack the ability to direct their subordinates.

vi. Some managers feel very insecure in delegating authority especially when the subordinate is capable of doing the job better. The manager, in such a situation, may fear his loss of power and competition from the subordinate.
2. Reluctance of Subordinates: Subordinates may reluctant to accept delegation of authority for the following reasons:
vii. An executive may be reluctant to delegate if he believes that the control system is not adequate in providing early warning of problems and difficulties that may arise in the delegated duties, thus delaying the corrective decisions and actions.

1. Subordinates may lack confidence in their ability to accept additional responsibility.

2. Subordinates may reluctant to accept authority and make decisions for fear that they would be criticised or dismissed for making wrong decisions.

3. Subordinates may not be motivated to accept additional responsibility and authority willingly in the absence of suitable incentives.

4. In case of adequate information and resources may not be available to the subordinates to carry out their decisions, they may hesitate to accept the delegation of authority.

5. They find it easier to ask their superiors than to try to solve the problem themselves.
The following aspects will help to overcome the obstacles of delegation: 1. Delegation to be Complete and Clearly Understood:
Overcoming Obstruction of Delegation:
2. Proper Selection and Training:
The subordinate must know precisely what he has to know and do. It should be preferably in writing with specific instructions so that the subordinate does not repeatedly refer problems to the manager for his opinion or decisions.
3. Motivation of Subordinates:
The management must make proper assessment of subordinates in terms of their abilities and limitations before delegating the proper authority. Additionally, management must work closely with the subordinates in training them in how to improve their job performance. This constant communication will build up the self-confidence of the subordinates.
4. Establishment of Proper Control:
Adequate incentive in the form of promotion, status, better working conditions or additional bonuses must be provided for additional responsibilities will performed.

Shortcoming can be removed by establishing adequate controls. In this regard, adequate checkpoints and controls may be built in the system. For example, weekly reports.

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Delegation of Authority: Meaning, Principles and Process

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After reading this article you will learn about:- 1. Meaning of Delegation 2. Elements of Delegation 3. Principles 4. Process 5. Advantages 6. Disadvantages 7. Barriers 8. Overcoming Obstruction. Meaning of Delegation: The process of delegation starts from the chief executive of an organisation who has the total responsibility for the achievement of goals.

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7 characteristics of successful company cultures.

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7 characteristics of successful company cultures.

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Successful company cultures manifest seven distinct characteristics as well. These are company cultures that indicate growth and an upward dynamic, and they are typically characterized by a high level of teamwork and engagement. Here are the seven characteristics of successful company cultures.

1. A purpose-driven company culture

Successful company cultures are company cultures in which employees have a clear sense of purpose; employees understand their immediate and long term goals. This is important, because an organization with purpose shifts people and resources forward in order to achieve goals rather than simply managing them, and achieving goals is what it's all about, isn't it? So purpose is a key ingredient for a strong, sustainable, scalable organizational culture.

It's more than that, though. Purpose is an inspirational driver for engaging employees and communities. When a leader establishes a clear purpose for the organization, it will become the inspirational driver for engaging employees and so provide them with a concrete source for motivation. In other words, the organization's strategies, capabilities, and culture become the engine behind the organization's purpose.

What's more, the connection between purpose and performance is clear. There's mounting evidence that aligning an organization with a higher purpose drives business results. A 2014 study by Deloitte found that an organization that focuses on purpose is an organization that inspires higher levels of confidence among stakeholders and one that boosts growth. Similarly, a 2010 Burson-Marsteller/IMD Corporate Purpose Impact study found that a strong and well-communicated corporate purpose can contribute up to 17 percent improvement in financial performance. And that's just in the short term. The longer-term benefits of having employees aligned with a strong sense of purpose are incalculable.

2. Effective communication patterns

Effective communication patterns within successful organizations have three main characteristics: clarity, courtesy, and proactivity.

Clarity is a vital element in effective communication, because it's important for messages and information to be transferred in a transparent, clear, and concise manner. This is true regardless of where the messages com: managers to employees or within teams. It's the clarity of these messages that allows them to be heard and processed by the receiver -- and that makes clarity invaluable! Often, people don't communicate their messages clearly enough, because they are afraid of upsetting people. They may be afraid to say what they really want to say, or they dance around the actual message, hoping to get avoid saying what they actually want to say. In organizations where employees express themselves clearly and safely, teams work together better, and productivity is increased as a result.

Courtesy is another important aspect of communication, as it allows for messages to be transmitted within an atmosphere of safety and respect. It manifests respect for the other person and gets the message across within the safe limits of that respect. In this way, feedback, information, and messages can be transferred with minimal concern for getting hurt or hurting others.

Proactivity is a yet another crucial aspect of an effective communication pattern, because the only way to conduct a productive discussion is to conduct a proactive one. In real terms, this means that all parties in the discussion are forward looking rather than engaging with the past, which leads to blame and accusations. A forward-looking discussion is based on the notion that whatever happened has happened, and it can't be changed, so the discussion is more centered on what we can do from this point going forward in order to reach our goals or operate better as a team.

3. A culture of feedback

Feedback is great for so many reasons, and fostering a culture of feedback is crucial to the success of every organization. Why? Because feedback pushes higher levels of performance. Creating an open, feedback-oriented company culture requires people to be receptive to giving and receiving feedback and to understanding when and how to give it. Feedback can come from many different people and places. These people or places could be internal or external, and the feedback could be about any aspect of organizational life, including leadership and vision, management and internal practices, and operations. A culture of feedback means not only that feedback is given and received but that it is given and received safely, clearly, and productively, with sensitivity to diversity of cultures, personalities, and situations.

4. Embracing diversity

Cultural sensitivity is the awareness of practices and cultures that are different from your own. A culture that embraces diversity has an awareness of different cultures, of how these cultures should be properly approached, and how to communicate with them accordingly. Leaders and team members evaluate how certain cultural differences affect how people work, communicate, and interact without judging, making assumptions, discriminating, or stereotyping.

A company culture that embraces diversity is centered on tolerance and acceptance of others, which fosters teamwork and a general sense of collaboration.

5. Teamwork

Creating, enhancing, and celebrating teamwork is at the heart of every successful company culture. A culture of teamwork focuses on team accomplishments rather than on individual accomplishments, encourages collaboration, and allows for tasks to be completed in a faster, better, and more efficient manner. One of the most common misconceptions about teamwork is that the success of a team is based on the personalities of the team members. The truth is that while personalities that work well together certainly make teamwork easier, the real success or failure of teamwork is derived from structure. Teams need to know what the expectations are and what the roles and rules are. Those need to be reinforced and clarified to all team members, and once this structure is in place, teamwork becomes much easier.

6. Engagement and loyalty

Employee engagement is a hot topic at the moment, and raising employee engagement has become one of the highest priorities for organizations around the world. The problem is that while leaders have come to appreciate the importance of having a fully engaged employee, they often have a very limited understanding of what really drives employee engagement and of how to actually maintain or even increase it. In the 1990s, William Kahn, professor of organizational behavior at Boston University, introduced the term "engagement" based on his observation that people have a choice as to how much of themselves they're willing to invest in their jobs. Kahn discovered that employees were far more emotionally and physically engaged when they experienced the following:

Psychological meaningfulness: a sense that their work was worthwhile and made a difference.

Psychological safety: a feeling they were valued, accepted, respected, and able to perform their job in a positive work environment.

Availability: routinely feeling secure and self-confident in terms of their ability to perform their job.

Nearly twenty-five years later, these three elements remain at the heart of most theories of employee engagement. The most interesting fact as far as engagement is concerned is that pay isn't even on the list! While fair compensation will always be a key component of job satisfaction, the research shows us that it's not necessarily a day-to-day motivator of engagement. The conclusion for organizations everywhere is this: Employee engagement can never be bought; it must be earned.

7. Growth and development

Successful company cultures always offer their employees opportunities for growth, both in terms of training and in terms of their ability to grow as individuals or as teams -- acquiring new skills and, as a result, new possibilities. It's the manager's job not only to obtain the best possible performance from employees but to obtain the best possible performance from them while at the same time helping them to grow. Opportunities for growth are an incredibly determining factor in employee engagement, and there are various types of growth opportunities that companies can offer employees.

Position-based growth

Motivated people who work hard would typically expect to move forward and upward in terms of their position. If they do not see any possibility for position-based growth at any point, it may decrease their engagement, and in some cases it may cause them to leave.

Professional growth

Engaged and motivated employees would also seek the opportunity to enhance their skills and improve their knowledge. People desire to feel that they are progressing as professionals and that their workplace allows for that growth.

Financial growth

Financial growth is important to employees, as it can act as an indicator of their value and worth to the company -- and of course, they hope to increase this over time. Lack of financial growth is perceived by employees as lack of growth in terms of their own value for the company, which may lead to disengagement and even increased staff turnover.

Employees perform best when the environment is growth oriented, which is an essential characteristic of successful company cultures.

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The Seven Characteristics Of Successful Company Cultures

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Successful company cultures manifest seven distinct characteristics as well. These are company cultures that indicate growth and an upward dynamic, and they are typically characterized by a high level of teamwork and engagement. Here are the seven characteristics of successful company cultures. 1.

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"Organizational culture is shared values, beliefs, and attitudes shared by organizational members."

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"Organizational culture is shared values, beliefs, and attitudes shared by organizational members."

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"The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year."

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"The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year."

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Everybody can benefit from having good problem solving skills as we all encounter problems on a daily basis. Some of these problems are obviously more severe or complex than others.

It would be wonderful to have the ability to solve all problems efficiently and in a timely fashion without difficulty, unfortunately though there is no one way in which all problems can be solved.

You will discover, as you read through our pages on problem solving, that the subject is complex.

However well prepared we are for problem solving, there is always an element of the unknown. Although planning and structuring will help make the problem solving process more likely to be successful, good judgement and an element of good luck will ultimately determine whether problem solving was a success.
Interpersonal relationships fail and businesses fail because of poor problem solving.
This is often due to either problems not being recognised or being recognised but not being dealt with appropriately.

Problem solving skills are highly sought after by employers as many companies rely on their employees to identify and solve problems.

A lot of the work in problem solving involves understanding what the underlying issues of the problem really are - not the symptoms. Dealing with a customer complaint may be seen as a problem that needs to be solved, and it's almost certainly a good idea to do so. The employee dealing with the complaint should be asking what has caused the customer to complain in the first place, if the cause of the complaint can be eliminated then the problem is solved.
In order to be effective at problem solving you are likely to need some other key skills, which include:

Creativity. Problems are usually solved either intuitively or systematically. Intuition is used when no new knowledge is needed - you know enough to be able to make a quick decision and solve the problem, or you use common sense or experience to solve the problem. More complex problems or problems that you have not experienced before will likely require a more systematic and logical approach to solve, and for these you will need to use creative thinking. See our page on Creative Thinking for more information.

Researching Skills. Defining and solving problems often requires you to do some research: this may be a simple Google search or a more rigorous research project. See our Research Methods section for ideas on how to conduct effective research.

Team Working. Many problems are best defined and solved with the input of other people. Team working may sound like a 'work thing' but it is just as important at home and school as well as in the workplace. See our Team-Working page for more.

Emotional Intelligence. It is worth considering the impact that a problem and/or its solution has on you and other people. Emotional intelligence, the ability to recognise the emotions of yourself and others, will help guide you to an appropriate solution. See our Emotional Intelligence pages for more.

Risk Management. Solving a problem involves a certain amount of risk - this risk needs to be weighed up against not solving the problem. You may find our Risk Management page useful.

Decision Making. Problem solving and decision making are closely related skills, and making a decision is an important part of the problem solving process as you will often be faced with various options and alternatives. See Decision Making for more.

The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.
John Foster Dulles, Former US Secretary of State.

What is a Problem?

The Concise Oxford Dictionary (1995) defines a problem as:

"A doubtful or difficult matter requiring a solution"

and

"Something hard to understand or accomplish or deal with."

It is worth also considering our own view of what a problem is.
We are constantly exposed to opportunities in life, at work, at school and at home. However many opportunities are missed or not taken full advantage of. Often we are unsure how to take advantage of an opportunity and create barriers - reasons why we can't take advantage. These barriers can turn a potentially positive situation into a negative one, a problem.

Are we missing the 'big problem'? It is human nature to notice and focus on small, easy to solve problems but much harder to work on the big problems that may be causing some of the smaller ones.

It's useful to consider the following questions when faced with a problem.

Is the problem real or perceived?

Is this problem really an opportunity?

Does the problem need solving?
All problems have two features in common: goals and barriers.
Goals
Problems involve setting out to achieve some objective or desired state of affairs and can include avoiding a situation or event.
Goals can be anything that you wish to achieve, or where you want to be. If you are hungry then your goal is probably to eat something. If you are the head of an organisation (CEO), then your main goal may be to maximise profits and this main goal may need to be split into numerous sub-goals in order to fulfil the ultimate aim of increasing profits.

Barriers
If there were no barriers in the way of achieving a goal, then there would be no problem. Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.
Following our examples above, if you feel hungry then your goal is to eat. A barrier to this may be that you have no food available - so you take a trip to the supermarket and buy some food, removing the barrier and thus solving the problem. Of course for the CEO wanting to increase profits there may be many more barriers preventing the goal from being reached. The CEO needs to attempt to recognise these barriers and remove them or find other ways to achieve the goals of the organisation.
Our problem solving pages provide a simple and structured approach to problem solving.
The approach referred to is generally designed for problem solving in an organisation or group context, but can also be easily adapted to work at an individual level at home or in education.

Trying to solve a complex problem alone however can be a mistake. The old adage " A problem shared is a problem halved" is sound advice.

Talking to others about problems is not only therapeutic but can help you see things from a different point of view, opening up more potential solutions.

Stages of Problem Solving
Effective problem solving usually involves working through a number of steps or stages, such as those outlined below.
Problem Identification:
This stage involves: detecting and recognising that there is a problem; identifying the nature of the problem; defining the problem.
The first phase of problem solving may sound obvious but often requires more thought and analysis. Identifying a problem can be a difficult task in itself. Is there a problem at all? What is the nature of the problem, are there in fact numerous problems? How can the problem be best defined? By spending some time defining the problem you will not only understand it more clearly yourself but be able to communicate its nature to others, which leads to the second phase.

Structuring the Problem:
This stage involves: a period of observation, careful inspection, fact-finding and developing a clear picture of the problem.
Following on from problem identification, structuring the problem is all about gaining more information about the problem and increasing understanding. This phase is all about fact finding and analysis, building a more comprehensive picture of both the goal(s) and the barrier(s). This stage may not be necessary for very simple problems but is essential for problems of a more complex nature.

Looking for Possible Solutions:
During this stage you will generate a range of possible courses of action, but with little attempt to evaluate them at this stage.
From the information gathered in the first two phases of the problem solving framework it is now time to start thinking about possible solutions to the identified problem. In a group situation this stage is often carried out as a brain-storming session, letting each person in the group express their views on possible solutions (or part solutions). In organisations different people will have different expertise in different areas and it is useful, therefore, to hear the views of each concerned party.

Making a Decision:
This stage involves careful analysis of the different possible courses of action and then selecting the best solution for implementation.
This is perhaps the most complex part of the problem solving process. Following on from the previous step it is now time to look at each potential solution and carefully analyse it. Some solutions may not be possible, due to other problems like time constraints or budgets. It is important at this stage to also consider what might happen if nothing was done to solve the problem - sometimes trying to solve a problem that leads to many more problems requires some very creative thinking and innovative ideas.

Finally, make a decision on which course of action to take - decision making is an important skill in itself and we recommend that you see our pages on decision making.

Implementation:
This stage involves accepting and carrying out the chosen course of action.
Implementation means acting on the chosen solution. During implementation more problems may arise especially if identification or structuring of the original problem was not carried out fully.

Monitoring/Seeking Feedback:
The last stage is about reviewing the outcomes of problem solving over a period of time, including seeking feedback as to the success of the outcomes of the chosen solution.
The final stage of problem solving is concerned with checking that the process was successful. This can be achieved by monitoring and gaining feedback from people affected by any changes that occurred. It is good practice to keep a record of outcomes and any additional problems that occurred.

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Problem solving is an essential skill in the workplace and personal situations. Learn how to solve problems more effectively with our step-by-step guide.

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People don’t need more information or communication, they need more perspective and meaning

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People don’t need more information or communication, they need more perspective and meaning

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The Key to Powerful Leadership Communication

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How to Turn Your Weaknesses into Strengths Infographic -bwww.jehle-coaching.com

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A plan of action or policy designed to achieve a major or overall aim is what formulate your strategy weather in Military, Business, Marketing or, even a game. Every Chief Marketing Officer or team looks over the findings and tailors a marketing plan, which she passes on to the advertising department or source so it can make a campaign for the product. If you're a sole proprietor, the SWOT analysis is a a strategy development tool that can be helpful for not just your marketing plans but your business success altogether.

"So in war, the way is to avoid what is strong and to strike at what is weak. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing." - Sun Tzu, 'The Art of War'

SWOT Analysis Matrix //

SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.

In the business world, warfare concepts and tactical maneuvers is a commonly used and SWOT analysis technique created to simulate competitive intelligence and test the implementation of strategies to counter the competition. As Sun Tzu, [Author of The Art of War] said "To know your enemy, you must become your enemy." i.e: to simulate the mindset and situation of one's competitor so that strategies to counter the competition can be tested.

Techniques such as a SWOT analysis should be used for competitor benchmarking as some of the top types of competitive intelligence.

Two factors contribute to your strengths: ability and resources available.

Ability is evaluated on 3 counts:

1. Versatility: your ability to adapt to an ever changing environment.

2. Growth: your ability to maintain a continuing growth.

3. Markets: your ability to penetrate or create new markets.

The strength of resources has three dimensions:

1. Availability: your ability to obtain the resources needed.

2. Quality: the quality and up-to-dateness of the resources employed.

3. Allocation: your ability to distribute resources both effectively and efficiently.

Your weaknesses are determined through failures, defeats, losses and inability to match up with the dynamic situation and rapid change. The weaknesses may be rooted in lack of managerial skills, insufficient quality, technological backwardness, inadequate systems or processes, slow deliveries, or shortage of resources. There are three possible outcomes to the analysis of your weaknesses.

1. Correction of an identified defect.

2. Protection through cover-up and prevention strategies to reduce the exposure of your weaknesses.

3. Aggression to divert the attention from your weaknesses.

Opportunities are abundant. You must develop a formula which will help you define what comes within the ambit of an opportunity to focus on those areas and pursue those opportunities where effectiveness is possible. The formula must define product/service, target market, capabilities required and resources to be employed, returns expected and the level of risk allowed.

Weaknesses of your competitions are also opportunities for you. You can exploit them in two following ways:

1. Marketing warfare: attacking the weak leader's position and focusing all your efforts at that point, or making a surprise move into an uncontested area.

2. Collaboration: you can use your complementary strengths to establish a strategic alliance with your competitor.

External threats arise from political, economic, social, technological (PEST) forces. Technological developments may make your offerings obsolete. Market changes may result from the changes in the customer needs, competitors' moves, or demographic shifts. The political situation determines government policy and taxation structure.

SWOC analysis is now defined as a strategic planning method used to research external and internal factors which affect company success and growth. Firms use SWOC analysis to determine the strengths, weaknesses, opportunities, and c hallenges of their firm, products, and competition.

"T" in SWOT changed to be "C"

Because the term Threat is originated from military strategy, Using "C" as Challenge or Constrains is recommended to create more positive attitude.

Challenge is replaced to represent an obstacle that can be achieved and using the motivation mind set to overcome your competitor's PowerPoint/s .

SWOT or, SWOC analysis still serving the same needs, However changing your team mindset while the strategic meeting would be very energetic to create more valuable results.

Also find some guidelines for your next SOWT/C analysis.

A realistic recognition of the weaknesses and challenges that exist for your effort is the first step to countering them with a robust and creative set of strengths and opportunities. A SWOC analysis identifies your strengths, weaknesses, opportunities and challenges to assist you in making strategic plans and decisions.

SWOT is a simple yet comprehensive way of assessing the positive and negative forces within and without your organization, so you can be better prepared to act effectively. The more stakeholders you involve in preparing the SWOT, the more valuable your analysis will be.

Whatever courses of action you decide on, the four-cornered SWOT analysis prompts you to move in a balanced way throughout your program. It reminds you to:

Build on your strengths

Minimize your weaknesses

Seize opportunities

Counteract challenges

A SWOC analysis will be most helpful if you use it to support the vision, mission, and objectives you have already defined. The SWOC will at least provide perspective, and at best will reveal connections and areas for action.
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Thank you for reading and wish it was helpful 🙂

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SWOT Analysis become SWOC Analysis | Think Marketing

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A plan of action or policy designed to achieve a major or overall aim is what formulate your strategy weather in Military, Business, Marketing or, even a game. Every Chief Marketing Officer or team looks over the findings and tailors a marketing plan, which she passes on to the advertising department or source so it can make a campaign for the product.

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One of the elements of the cultural difference between Europe and China is the importance that is given to relationships.

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One of the elements of the cultural difference between Europe and China is the importance that is given to relationships.

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Cultural difference in business | Valerie Hoeks | TEDxHaarlem

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In March 2013, Coca-Cola set out to break down barriers and create a simple moment of connection between two nations -- India and Pakistan.

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In March 2013, Coca-Cola set out to break down barriers and create a simple moment of connection between two nations -- India and Pakistan.

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Coca-Cola Small World Machines - Bringing India & Pakistan Together

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How to Adjust to Culture Shock While Living Abroad

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How to Adjust to Culture Shock While Living Abroad

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Expat Blog | China | Cait Without Borders

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Twice a year in the United States, in the middle of the night, clocks across the nation change by one hour. And you all know what happens-----people lose. their. minds. Babies don't nap, adults are fatigued, meetings (or flights) are missed, and you just feel kind of "off" because of that one minor change.

Now multiply that by maybe a hundred and you might understand how it feels to move abroad. When we decided to move to China, we knew it would be an adjustment---and the twelve hour time difference would be the least of it! If you have ever considered living abroad (or maybe even if you have ever had to go through a drastic change or the trauma of Daylight Savings Time), read on for some suggestions on how to adjust!

Before leaving the States, we joined a Facebook group with other foreign teachers, so we already had an established community when we arrived. Shanghai also happens to have a thriving expat community, so we downloaded apps like WeChat (specific (and prolific) to mainland China) to help us make new friends along the way. Finally, to stay connected with friends and family at home, we downloaded our favorite (free) video messaging app . Staying connected will be the best way to ward off the home-sick blues, so make technology work for you and you might find that you feel even closer than before! I hear more regularly from some of my loved ones now that I am thousands of miles away! It's funny how distance can sometimes bring you together.

Living in China is the first time I have really stood out as a "foreigner". As a westerner in China, you might be photographed, filmed, or just experience blatant staring because you look different. Some expats find this at best annoying or at worst invasive or rude. But eastern perceptions of personal space, privacy, and individualism are very different----and while the staring may feel uncomfortable, it is not meant with any ill-intent (in most cases). Actually, Andrew and I find it a little amusing and we always oblige when people ask to take their photo with us. Adjusting your mindset and finding ways to accept intercultural differences can lead to some really great exchanges and stave off cultural fatigue. Check out Hofstede's cultural dimensions theory to learn more about cultural differences.

We loved trying Chinese hotpot with Jennie Xu, my former colleague, current friend, and also the first Shanghai Disney Ambassador. You can read all about our dining experiences in Shanghai .

Conversely, it is also important to find creature co mforts that remind you of your native For us, that meant finding a western style apartment with access to an expat neighborhood. After spending every day in a country where we don't speak the language, there is a huge amount of comfort eating in a restaurant where we know what food we are ordering and can order in English! If you want to be fully immersed in local culture, you might choose to live in a traditional neighborhood (or maybe you are moving to a country that doesn't have an expat community or you are in a rural area), so you can still achieve a sense of comfort by bringing along special items that remind you of home. At some point while living abroad, you will experience moments of cultural fatigue or homesickness and something to ground you in the familiar is exceedingly comforting.

For me, it's little things, like never being able to understand the ingredients on food labels-something I constantly checked while living in the states. Or maybe it's the fact we don't have an oven in our apartment or the relative inexistence of clothes dryers. Or the fact that when I cross the street, I feel like I am in a live action version of Frogger...Oh, sorry---let me bring it back. While these things might be annoying or inexplicable, this is where you get to flex your adaptability muscle! Adaptability is a valuable life skill, but because of the relative convenience of our lives today (come on, we all know it's true), sometimes we avoid any situation that may be different than what we are used to or that might gasp! make us feel uncomfortable. So I say, when in China, do as the Chinese do! Meaning I just accept the fact that I am in a foreign country and some things are going to be different. So I when I can't get onto Facebook because my VPN keeps dropping, or when the connection is just verrrrryyyyyy slowwwww. Or when I have to remember to bring my own roll of TP to work because most bathrooms don't provide paper products. Or soap. At the end of the day, these are all circumstances to which I can adjust. Plus, I've heard it builds character.

Just two days after arriving in Shanghai, during a busy morning rush hour on the subway, I realized that my wallet and phone were both missing. Naively, I hadn't thought it was particularly important to close my purse and I was pickpocketed. As I raced back to my hotel room to cancel all my cards, I felt frustrated and angry-not only with myself, but with the whole city of Shanghai. But after some time collecting myself in the room (and by collecting myself, I mean punching some pillows and throwing my comforter on the floor), I calmed down and talked myself through my next steps.

There are some things in life you cannot control (like being pickpocketed), so focus on the things you can do. I could cancel all my credit cards. I could freeze my new Chinese bank account. I could replace my phone (yes, it would cost me a couple hundred dollars, but if you spread that out over a lifetime, it's really not all that much). Don't get me wrong, the whole fiasco was still grossly inconvenient,

Moving abroad is an eye-opening, life-enriching experience that will undoubtedly come with a side of bewilderment and culture shock. But with the proper preparation and attitude, you will be amazed at the curve balls you can handle! Plus, adventure was never meant to be easy---and I think that is true whether you are a traveler or just want to live a fulfilling life. The most rewarding experiences take work and some degree of discomfort, but hey, that just means you are growing. Staying in the same place is easy, it's moving forward that takes courage.

So next time you go through a change, or a hardship, or you move abroad, remember...we were meant to be resilient and navigating change is just part of that practice. And don't worry about us too much. At least over here in China, we never have to worry about Daylight Savings Time.

If you found this post helpful, feel free to share the love! Pin to Pinterest and share on social media! To continue following our adventures, be sure to to receive updates! Happy Travels!

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Expat Blog | China | Cait Without Borders

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Twice a year in the United States, in the middle of the night, clocks across the nation change by one hour. And you all know what happens-----people lose. their. minds. Babies don't nap, adults are fatigued, meetings (or flights) are missed, and you just feel kind of "off" because of that one minor change.

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Of all the challenges, human development appears to be the most time-consuming and frustrating when it comes to global management 

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Of all the challenges, human development appears to be the most time-consuming and frustrating when it comes to global management 

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It's one of those "can't live with it, can't live without it" propositions: Globalization has created unparalleled opportunities for low-cost manufacturing and opened up new markets, but managing the global corporation worries even the most gutsy chief executive. "How we manage talent, how we communicate, and how we organize the business to take advantage of the possibilities of scale on a global basis, these issues are challenging in terms of getting the global organization to work," said Murray Dalziel, group managing director of global ractices at the Hay Group, a human resource consultancy.

Dalziel's comments, made at a roundtable discussion on global business that his firm sponsored, hit a nerve with the CEOs of multinationals in attendance. All of them agreed that grappling with these issues takes up an increasing amount of their time. Yet resolving them is probably the most important thing that they can do to ensure the longterm survival and success of their companies. "If we don't get this straight, the company will fail," said Paul Zeven, chief executive of Royal Philips Electronics' North American operations.

Of all the challenges, human development appears to be the most time-consuming and frustrating. "We've been in China for 20-plus years now, but we're just getting to the point where we have pretty strong Chinese managers," said James Owens, CEO of Caterpillar. "We're kind of a unique company in that we're very much into promoting from within. We tend to hire low- or mid-level junior executives and groom them within our company, which usually involves international assignments for them. So we hired locally in China, then moved them internationally, got to know them, became confident that they have the right kind of loyalties to our company, and now we've moved them back there into senior positions."

The training period, when prospective executives are rotated through different worldwide regions, is a critical chance for the company to instill the corporate culture, including, most importantly, its global vision. With a broad bucket of experiences and knowledge to rely on when they become "country managers" in their native nations, these executives would be less likely to bring a provincial approach to what the corporation envisions as an international job.

But achieving this goal is frequently impeded by communications difficulties, which often have to be ironed out before even attempting to prepare people to work together as an interconnected company from any number of far-flung locations, said John Faraci, CEO of International Paper.

The way International Paper operated not long ago, explained Faraci, "we could pick up the phone and talk to any of our offices and assume that everybody will all be on the same page. But now you acquire a business, for instance, in Russia-the relationship, the processes, the communications are so different. Before you start developing people, you really have to work hard to have a company culture that has figured out how to knit something together that isn't just a bunch of international operations, but that is something truly global."

That model, in turn, gives rise to another, much more intriguingly radical organizational possibility: the virtual corporation. If the company is global in the important sense that it speaks with one voice and has one set of values and beliefs, no matter where the employee or office is located, then why should management be centralized in any single region? "We've taken the deliberate action of saying yes, the company happens to be founded and headquartered in Germany, but that's just the place where we pay taxes," said Andy Mattes, chief executive of Siemens Communications (U.S.).

The company has dispersed its top management geographically. "If you have executives around the globe, say, in the Americas, in Europe and in Asia, you have to deal with different values and vantage points all the time," Mattes explained. "All your [support] staff are located in different places. And they bring new ideas into the organization that are constantly being refreshed. In our case, probably two-thirds of the product innovation is happening in places around the globe, other than at corporate headquarters."

Executives on the panel felt that the notion of a virtual corporation is more welcome at European than American companies. A possible explanation for this, according to some attendees, is that because European companies are based in small country markets, early on they had to become global players in order to grow. Nonetheless, nationalistic barriers that many U.S. companies have put up may be breaking down, as increasingly a requirement for top management, not just coun try managers, is spending some time overseas. Of the 36 officers at Caterpillar, "30 have lived part of their career outside of the United States," said Owens. Moreover, the executive suites at some U.S. companies are taking on a decidedly non-American flavor.

" The Wall Street Journal cited three internal candidates for my job (when I retire)," said George David, CEO of United Technologies, who is 63. "Two are French and one is French-Canadian. So it's an important test: Can a non-home country national aspire to run the corporation? And if the answer is no, then you don't have the right management group."

Despite the overwhelming sentiment that globalization is absolutely critical for companies, executives said that it is equally important to not overlook the risks of global expansion. Regulatory compliance, particularly with Sarbanes-Oxley auditingrules, is one concern. Caterpillar recently purchased a 40 percent stake in a Chinese company and will create accounting systems that meet U.S. standards before acquiring the rest of the operation.

Added Steve Barton, executive vice president and director of Benchmark Electronics, a technology components company: "We're scared to death of global operations. The business practices in Asia are totally different, with regards to how vendors treat buyers and procurement agents, and just business practices in general that aren't allowed in the U.S." So yes, go global. But do it carefully.

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It's one of those "can't live with it, can't live without it" propositions: Globalization has created unparalleled opportunities for low-cost manufacturing and opened up new markets, but managing the global corporation worries even the most gutsy chief executive.

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How to get along with Boomers, GenXers and Millennials

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How to get along with Boomers, GenXers and Millennials

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How to get along with Boomers, GenXers and Millennials | Mary Donohue | TEDxToronto

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Looking Like A Professional & Classy Lady in the Workforce

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Looking Like A Professional & Classy Lady in the Workforce

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5 Summer Fashion Staples for the Office

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Summer offers fine weather - but it can be smokin' hot at times. With that being said, your fall or winter office outfits might not be apt for the sweltering weather. Look cool and feel refreshed - even with the many pressures of work - with these airy summer fashion staples for the office.

Light Shirtdress

Do you have days when you are just too lazy to style up? For these summer days, make sure to wear a shirtdress to the office. As one of the pretty summer fashion staples for work, it can keep you cool - whilst maintaining your professional look. What's great about this item is that you can wear it a number of ways. Belted, loose, or layered with a vest - these are just some of the options for these classic summer fashion staples for the office.

Shift Dress

Another one of summer fashion staples that can unleash the girly-girl in you is the shift dress. The key to keeping cool in shift dresses is to pick styles made with breathable fabrics, such as cotton or stretch wool. Again, the styling possibilities are endless for these summer fashion staples. As an added bonus, you can wear it during the colder seasons as well - as long as it is layered accordingly.

Cami Top

Yes, a cami top is very casual - but you can use it as one of your summer fashion staples for the office. Instead of the usual sweater or button-down top, your cami can serve as the first layer for your summer office looks. It makes for a versatile item as well, as all you need to do is remove your blazer or jacket after work hours. You can layer it with new outerwear or better yet, just wear it all alone.

Culottes

Skinny trousers are perfect office pieces, but the tight-fitting ones can render your legs sweaty during the hot summer days. As such, the best way to keep your gams aired appropriately is to wear culottes. Available in a variety of colors, lengths, and styles, these funky summer fashion staples can be worn to work - and to play as well.

Wide-Leg Trousers

If culottes are deemed too casual in your office, then your next best bet is the wide-leg trouser. Like culottes, it permits air flow with its flared ends. Apart from being comfy, wide-leg trousers are very fashionable as well. After all, it is reminiscent of the vintage look that is all the rage nowadays.

Photo credits:
collagevintage.com, theteacherdiva.com, theclassycubicle.com, hernewtribe.com, shhtephs.vsco.co, merricksart.com, wachabuy.com, instyle.com, memorandum.com, fashionjackson.com, bloglovin.com, gurl.com, cupcakesandcashmere.com, thestylebungalow.com, whowhatwear.com

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Summer offers fine weather - but it can be smokin' hot at times. With that being said, your fall or winter office outfits might not be apt for the sweltering weather. Look cool and feel refreshed - even with the many pressures of work - with these...

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What do women bring to the table that catalyzes evolved thinking? 

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What do women bring to the table that catalyzes evolved thinking? 

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According to Chabris and Woolley it is a superior social sensitivity in reading non-verbal cues and other people’s emotions, and a fairness in turn taking.

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The US Congress' Joint Economic Committee reported that companies with a significant bloc of women on their boards of directors tend to outperform those with few women at the helm, boasting 65% higher returns on invested capital.

The 25 Fortune 500 companies with the best records for promoting women to senior positions have 69% higher returns than the Fortune 500 median for their industry.

The results of a McKinsey Global Survey in 2010 found 72% of executives believe there is a direct connection between a company's gender diversity and its financial success. The study showed that the companies that had the highest levels of gender diversity also had higher returns on equity, operating results and growth in market valuation than the averages in their respective sectors.

Research work from other organizations, such as Catalyst, support these findings.

So what exactly do women bring to the table that makes such a difference? Recent research on collective intelligence sheds some light on the issue.

Social scientists, such as Christopher Chabris at MIT's Center for Collective Intelligence, and Anita Williams Woolley at Carnegie Mellon University, have recently begun to systematically examine what they call the "collective intelligence" of groups. Collective intelligence is a measure of how smart the group is, as a whole. Chabris and Woolley's paper, "Evidence for Collective Intelligence Factor in the Performance of Human Groups", was reported in the journal Science in October 2010.

What they discovered in their research completely surprised them; it was not something they expected or were looking for. They learned that collective intelligence is not tied to either the smartest person on the team nor to the average intelligence of the members of the team.

Rather it is something that is greater than any individual contribution or the sum of contributions. It is an emergent property that results from the interactions among the people in the group. What emerges is almost magical: something greater than the sum of its parts. You can call it evolved thinking.

Complexity science shows us that in complex systems, which groups are, for a positive emergence to occur there must be conditions of mutuality and a level playing field, diversity, and trust. If not, the potential for collective intelligence can easily devolve into group think, where everyone dumbly follows the boss's lead.

The current research on collective intelligence gives us two key results. The first is that the phenomenon is real, that groups can indeed perform at a higher level of creativity than any single individual. We knew this intuitively, of course.

It is the second result that is the surprise, and this has to do with the one single predictor that a particular group will have high collective intelligence: at least half the chairs around the table should be occupied by women.

What do women bring to the table that catalyzes evolved thinking? According to Chabris and Woolley it is a superior social sensitivity in reading non-verbal cues and other people's emotions, and a fairness in turn taking.

From my research on women in business, I would characterize their "secret" as the possession and use of what may fairly be called feminine skills. By this I mean relational intelligence, emotional intelligence, holistic perspective, inclusion, empathy and intuition.

All those skills that have been largely marginalized or dismissed as "soft" in the business world are really powerful for facilitating the emergence of collective intelligence. Such skills are not exclusively held by women, of course. But on average they are more developed in women, and women are generally more willing to use them.

The complex problems that companies face today require wisdom coming from many rather than a few. To facilitate the emergence of that wisdom, we need the power of all those "soft" skills. In reality, those soft skills are anything but soft; they are very complex and require a great deal of skill to master.

Soft is the new hard. And women lead the way.

Birute Regine, Ed.D., a developmental psychologist, works as an executive coach, speaker and author. She previously co-authored the critically acclaimed The Soul at Work: Embracing Complexity Science For Business Success. Her new book, Iron Butterflies: Women Transforming Themselves and the World captures a powerful time of transition in our society, led primarily by women.

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Soft Is The New Hard (As In Skills), And Women Lead The Way

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The US Congress' Joint Economic Committee reported that companies with a significant bloc of women on their boards of directors tend to outperform those with few women at the helm, boasting 65% higher returns on invested capital.

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A New Perspective On Human Skills in Management - Have A Vision and Demand Perfection 

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A New Perspective On Human Skills in Management - Have A Vision and Demand Perfection 

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Steve Job’s legend and success speaks louder than we can decipher, so maybe his uneven spilt in the Human and Conceptual skills departments was something we should pick up on rather than critique.

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Andy Cunningham helped launch Apple's original Macintosh. She is the founder and president of Cunningham Collective and author of the book " Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition." Following is the transcript of the video.

Andy Cunningham: I think Steve Jobs fired me about 5 times. I'm Andy Cunningham and I run a marketing consulting company called Cunningham Collective and I've just written a book about positioning, which is a big practice in the marketing field. It's called "Get to Aha!"

The first time Steve fired me was actually probably the most traumatic because I thought it was going to be the last time I would ever work with him and he called me into his office, or into a conference room I should say, and his CFO was sitting there and he looked at me and he said, "I'm going to cut off my contract with you. I think the work you're doing is terrible and we're just going to stop it right now so that's it, you're fired."

And of course I was taken- you know I was emotional. I was much younger. I didn't cry but I was on the verge of it and I didn't really know what to do so I said, "Okay, well you know you owe me $35,000 and so I'll arrange you know for you to-" he goes, "I'm not going to pay you that because your work wasn't worth it." And I was just kind of taken aback so I left the room and I called my mentor who is a man named Regis McKenna and Regis said to me, "Well, if you want to get paid by Steve Jobs you're going to have to have something over him." And I said, "I don't have anything over Steve Jobs, you know that Regis. And he said, "No, you do." And I said, "What is that?" He goes, "In your relationships with the business press." And I said, "Oh I get it."

So I went back and I got in a meeting with Steve because I was friendly with his CFO- she got me a meeting. I walked in there to the meeting, which he took, which was amazing, and I said, "Steve you owe me $35,000. I need that money. I have a start-up company. I need to make payroll and I want you to give me a check for what you owe me." And he said, "I'm not going to do that." And I said, I said, "You have to do that," and he said, "Why?"

And I said, "Well, just so you know Steve I get about 30 or 40 phone calls a week from the business press that we've made relationships over the last couple of years asking me what kind of a guy you are to work with and I currently tell them very nice things." And he wrote me a check immediately and then he hired me back.

Steve got angry with everybody that worked with him. He was very impatient. He had a vision of what it was that you were supposed to be accomplishing and if you didn't do it fast enough or you didn't do it right enough, he definitely got angry. He threw things at people, nothing heavy, but he threw wads of paper at people, swore at people, criticized their clothing. He did all those things. So what it did to certain people is it caused us to push even harder and try to be even better, but for some people it destroyed them. Fortunately for me, I was one of the first types and I am forever grateful to him actually for the experience because now I am so much better at what I do than I would have been without him.EDITOR'S NOTE: This video was published November 15, 2017.

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Why I loved working with Steve Jobs even though he fired me 5 times and treated me terribly

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Andy Cunningham helped launch Apple's original Macintosh. She is the founder and president of Cunningham Collective and author of the book " Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition." Following is the transcript of the video. Andy Cunningham: I think Steve Jobs fired me about 5 times.

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1. Planning

2. Organizing

3. Influencing

4. Controlling

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“Management is doing things right; leadership is doing the right things.” - Peter Drucker

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"Working For Steve Jobs Wasn't Easy or Pleasant - But It Made Me Smarter"

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"Working For Steve Jobs Wasn't Easy or Pleasant - But It Made Me Smarter"

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I read up on many articles about Steve Jobs and what it was like working for him. This gave me a new outlook on successful managemnt. This article brings up great lessons learned from working for Jobs.

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This question originally appeared on Quora: What is your most memorable experience working with Steve Jobs? Answer by Guy Kawasaki, former engineer at Apple.

One day Steve Jobs showed up in my cubicle with a man that I didn't know. He didn't bother to introduce him; instead, he asked, "What do you think of a company called Knoware?"

I told him that the company's products were mediocre, boring, and simplistic-nothing that was strategic for Macintosh. The company didn't matter to us. After my diatribe, he said to me, "I want you to meet the CEO of Knoware, Archie McGill."

Thanks, Steve.

Here's the kicker: I passed the Steve Jobs IQ test. If I had said nice things about crappy software, Steve would have concluded that I was clueless and that was a career-limiting or ending move.

Working for Steve Jobs wasn't easy, and it wasn't pleasant. He demanded excellence and kept you at the top of your game-or you were gone. I wouldn't trade my experience working for him for any job I've ever had.

This experience taught me that you should tell the truth and worry less about the consequences for three reasons:

1. Telling the truth is a test of your character and intelligence. You need strength to tell the truth and intelligence to recognize what is true.

2. People yearn for the truth, so telling people that their product is good just to be positive doesn't help them improve it.

3. There's only one truth, so it's easier to be consistent if you're honest. If you are dishonest, you have to keep track of what you said.

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Working for Steve Jobs wasn't easy or pleasant-but it made me smarter

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This question originally appeared on Quora: What is your most memorable experience working with Steve Jobs? Answer by Guy Kawasaki, former engineer at Apple. One day Steve Jobs showed up in my cubicle with a man that I didn't know. He didn't bother to introduce him; instead, he asked, "What do you think of a...