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in the 1960s, David C. McClelland theorized that humans develop 3 basic needs acquired through life experiences (Certo):

Need for Achievement
Need for Power
Need for Affiliation

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Productivity is the relationship between the total amount of good or services produced and the organizational resources needed to produce them (Certo). The article discusses some ways that managers can enhance productivity in the workplace.

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The need to ensure and enhance employee productivity is a reality no business can ignore. If you run a business you'll want to lean away from doing the mundane and routine when you can. However, it's inevitable that you'll encounter factors that may weaken or extinguish employee motivation and dampen productivity.

Obviously, you will need to mitigate these productivity-killers. The first thing to do is identify these factors, so you can consciously prevent them from emerging or aggravating. You should also be able to suppress them if they already exist. However, avoidance is not enough. A proactive stance is always preferable.

1. Get Rid of Motivation Killers

As mentioned earlier, there is a need to identify motivation killers in the workplace. A good manager will find ways to carefully observe the work environment in search of problem areas that adversely affect employee motivation. Typical motivation killers include toxic people, abrasive personalities, lack of organizational vision, absence of opportunities for professional development, poor communication systems, autocratic management styles, and the feeling of lack of appreciation. Addressing each of these requires a variety of approaches but there are ways to kill these motivation-killers.

2. Motivate through Gamification

Motivation is a very important factor in ensuring productivity. Unmotivated employees get bored especially when they are dealing with monotonous routines. Likewise, employees who lack motivation may not have the enthusiasm to complete challenging tasks. One effective way of motivating employees is through the use of gamification techniques. Tasks like completing reports or contributing ideas for projects and policy changes can be gamified to make them more appealing, exciting, or interesting.

Gamification involves the use of badges, rewards, leader boards or rankings, points, challenges, and other game elements to make repetitive and quantifiable tasks more engaging. Enterprise gamification platforms like GameEffective can be integrated with existing ERP, CRM or other enterprise applications, making it easier for employees to use these and get ahead in the game. These can be readily deployed to add a "play" dimension to various aspects of a business operation, like sales and customer service.

3. Set Clear Goals and Provide Feedback

Employees or personnel will be more motivated if they know what they are expected to achieve. Clearly stating goals or having a company vision provides guidance for everyone. Short-term goals, in particular, are effective in encouraging employees to properly manage their speed in doing tasks to meet targets. Additionally, it is important to provide feedback or show that employees are being supervised. Accomplishments should be acknowledged, while errors or failures in meeting targets should be promptly addressed. Good management practices can enhance and help maintain employee productivity.

4. Use Technology Responsibly

Refusing to leverage technology could be considered a grave mistake for any business. There are many technologies that significantly increase productivity in a workplace. To emphasize, using technology is not just about having computers and an Internet connection in the office. It's also important to study and utilize different hardware and software solutions that can improve employee productivity.

Collaborative applications like Asana can be very effective in making employees more productive, especially for organizations with geographically-distributed setups. Some employees do better if they are allowed to work in locations they find more comfortable, such as their homes. In other cases, travel is simply too expensive or time-consuming, and telecommuting, remote working or even co-working are viable options.

Increased mobility can break down barriers to productivity. Mobile devices enable access to communication and collaboration tools, as well as work-related documents and information. It is important, however, to prevent overly thinning the line between personal and professional lives. Work-life balance should be respected.

5. Set Standards and Provide Skills Development

In every business, it is important to establish standards. Employees should be familiar with what the company expects from them. They need to know what they should be doing as well as their assigned roles. Without clear or explicit expectations, people tend to find excuses when they fail to achieve targets. Be clear at the outset: define what you expect of everyone, and how you expect people to perform their assigned tasks and responsibilities.

Moreover, address the aspirational needs of employees by providing opportunities for developing skills or advancing professionally. Management should expect every employee to seek challenges, and to not want to be stagnant. It's not enough that they have mastered the skills needed to efficiently accomplish their current assignments. Let your employees realize that there are other things they can do, so that they can progress to higher positions. If you don't help employees develop professionally, that may become motivation for them to seek a new company.

6. Communicate Effectively and Efficiently

Communication, without a doubt, is a crucial aspect of business operations. Without an effective system of communication in place, you will have difficulty in achieving goals and even in functioning properly. Communication here, by the way, is not just the simple use of devices, such as phones or verbal and written exchanges of information. It is about designing and using communication systems that are appropriate for the needs of a business or company.

Effective and efficient communication means that employees should know the hierarchy and expertise within the company. They should know who to reach out to regarding their concerns.

In terms of tools, take advantage of modern platforms and applications available. Enterprise social networking tools such as Yammer make it easier for employees to contribute to institutional knowledge and help colleagues with onboarding. Cloud-based office suites like Office 365 help contribute to a culture of sharing and helping across the enterprise.

Maintaining and enhancing productivity in the workplace is not always very easy to accomplish but it can also be boiled down to some simple concepts. Here are three key things to remember: the need for employee motivation, the proactive involvement of managers, and the use of technologies and systems that greatly help employees in doing their work more efficiently. If you thoughtfully execute plans with those concepts in mind, you are on the right track.

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6 Effective Ways to Enhance Workplace Productivity

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The need to ensure and enhance employee productivity is a reality no business can ignore. If you run a business you'll want to lean away from doing the mundane and routine when you can. However, it's inevitable that you'll encounter factors that may weaken or extinguish employee motivation and dampen productivity.

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A tool used to summarize profit and loss associated with levels of production. The break-even point is calculated using the following equation:

Break-Even=Fixed Costs/Selling Price - Variable Costs

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Generally Accepted System Security Principles (GASSP

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Generally Accepted System Security Principles (GASSP

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Document presented by the International Information Security Foundation which started in 1992 . The principles act as a starting point for managers to help prevent security threats (Certo). More information about information and cyber security can be viewed on the ISF website.

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The Mission of the International Security Foundation is to support the Overseas Security Advisory Council (OSAC) to help keep American citizens & organizations safe through the enablement of educational programs and security information exchange initiatives.

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Control in business is ensuring that an event occurs as it was planned (Certo). The three main straps in the controlling process are:
Measuring Performance
Comparing Performance/Standards
Taking Corrective Action

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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). Managers who motivate their employees understand that that is the key to accomplishing organizational goals. The article outlines ways to motivate employees.

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A strategy that managers can use to motivate employees. Identified by B.F. Skinner the concept involves encouraging positive behavior with emphasis on rewards. Forbes gives managers some information on changing employee behavior to aid in the productivity of the organization.

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It doesn't take long in management before you find yourself trying to change someone's behavior. If you're lucky, it's a small skill change. Often, though, you're trying to encourage a larger, personality driven change. Good managers try all kinds of ways to encourage others to change, usually through support and challenge, as I wrote about here.

Yet many efforts to change others are unsuccessful. After all, it's hard enough to change ourselves even when we're motivated. It can leave us wondering if we can actually change an employee's behavior at all, and further, could we be making the issue worse?

The way we coach employees may be part of the problem. We place considerable value on the power of motivation, assuming that employees will change if we make a good case. We spend our energy showing someone why they must change, when chances are, they already know. Additionally, we tend to impose our coaching on others without invitation. We may not fully understand the behavioral issue within a broader context and miss the larger picture. All of which can be demoralizing.

Further, as Harvard's Robert Kegan and Lisa Lahey point out, people often possess an uncommunicated, competing commitment to a change. A competing commitment is a subconscious goal that directly conflicts with an individual's stated goal. Take, for example, Jason, a project manager who's failing to bring a high-profile assignment to completion. While he's a smart, talented, hardworking guy who regularly volunteers to lead smaller projects, he may actually be slacking on this big assignment because he's worried about the risk of such a visible role at his company.

When employees have a competing commitment, they are immune to change. All of our best protestations fall on deaf ears because the employee is committed more strongly to not changing - for reasons he or she finds highly valid.

There's no doubt that there are a number of factors at play that make change difficult. Yet people do change, and they do so in predictable patterns. You can enhance your ability to support change in others by expanding your repertoire of strategies. Here are five ways to support effective change in others.
Adopt a practice of providing both coaching and feedback.
As Karlyn Borysenko explains, there's a difference between feedback and coaching, and both are required to help an employee make important changes: "Feedback is top-down communication that is intended to immediately adjust behavior. Coaching is a collaborative, ongoing process that is intended to develop employees over time."

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It doesn't take long in management before you find yourself trying to change someone's behavior. If you're lucky, it's a small skill change. Often, though, you're trying to encourage a larger, personality driven change. Good managers try all kinds of ways to encourage others to change, usually through support and challenge, as I wrote about here.

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Level 5 Leadership was identified by Jim Collins in his book Good to Great-which outlined the results of the authors research among Fortune 500 companies. Collins found that the companies that achieved greatness all had Level 5 leaders.

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Achieving "Greatness" as a Leader

What makes leaders great? Is it their courage? Their business acumen? Their expert knowledge? Their ability to organize?

Truly great leaders have a specific blend of skills. But they also possess something else; certain characteristics which are harder to define.

If you're in a leadership role, then you've likely wondered how you can move to that "next level," going from good to great leadership.

In this article, we'll examine "Level 5 Leadership" - a key idea that helps you do this. We'll explore what it takes to achieve greatness as a leader, and we'll discuss strategies that you can use to move up to this top level of leadership.

Introducing Level 5 Leadership

The concept of Level 5 Leadership was created by business consultant, Jim Collins. He wrote about it in a well-respected 2001 Harvard Business Review article, and published his research in his popular book, " Good to Great."

The concept came about during a study that began in 1996, when Collins began researching what makes a great company. He started by looking at 1,435 companies, and ended up choosing 11 truly great ones. These 11 companies were all headed by what Collins called "Level 5 Leaders."

He found that these leaders have humility, and they don't seek success for their own glory; rather, success is necessary so that the team and organization can thrive. They share credit for success, and they're the first to accept blame for mistakes. Collins also says that they're often shy, but fearless when it comes to making decisions, especially ones that most other people consider risky.

Level 5 Leaders also possess qualities found in four other levels of leadership that Collins identified. Although you don't have to pass sequentially through each individual level before you become a Level 5 Leader, you must have the skills and capabilities found in each level of the hierarchy.

Let's look at each of the five levels in more detail:

Level 1: Highly Capable Individual

At this level, you make high quality contributions with your work. You possess useful levels of knowledge; and you have the talent and skills needed to do a good job.

Level 2: Contributing Team Member

At Level 2, you use your knowledge and skills to help your team succeed. You work effectively, productively and successfully with other people in your group.

Level 3: Competent Manager

Here, you're able to organize a group effectively to achieve specific goals and objectives.

Level 4: Effective Leader

Level 4 is the category that most top leaders fall into. Here, you're able to galvanize a department or organization to meet performance objectives and achieve a vision.

Level 5: Great Leader

At Level 5, you have all of the abilities needed for the other four levels, plus you have the unique blend of humility and will that's required for true greatness.

How to Become a Level 5 Leader

It takes time and effort to become a Level 5 Leader. But the good news is that it can be done, especially if you have the passion to try.

Again, it's important to realize that you don't have to progress through each level in turn in order to get to Level 5. But you do need the capabilities found in each level in order to achieve Level 5 status.

Here are some strategies that will help you grow emotionally and professionally, so that you can develop the qualities of a Level 5 Leader:

Develop Humility

Conversely, as a leader, you need to take responsibility for your team's efforts, even when things go wrong.

Tip:

The 2007-2008 financial crisis showed many examples of how arrogant, self-glorifying, self-obsessed leaders led their organizations to ruin. Much of this chaos could have been averted if appointment committees had recruited Level 5 Leaders. Humility matters, including when it comes to recruitment.

Ask for Help

Level 5 Leaders are sometimes mistakenly thought of as "weak," because they ask for help when they need it.

Remember the Guy Kawasaki quote that "A players recruit A+ players, while B players recruit C players." If you're recruiting A+ players, why wouldn't you take full advantage of their skills? (The truth is that if you can recruit A+ people successfully and get the best from them, then you've become an A+ manager.)

Take Responsibility

So make sure that you take responsibility for your (and your team's) actions. Our Book Insight " No Excuses! The Power of Self Discipline" has more on this.

Develop Discipline

If you know in your heart that you're right, then don't let naysayers dissuade you from a course of action. It's always important to listen to differing opinions, of course, but don't let fear be your driving motivator when you make, or change, a decision.

Find the Right People

Lead With Passion

Level 5 Leaders are passionate about what they do, and they're not afraid to show it.

When you demonstrate to your team members that you love and believe in what you're doing, they will too. If you're having a hard time finding passion in your work, then you need to search for the human benefit in what you're doing.

See our article on Working with Purpose to explore how to find meaning in what you're doing. It's also important to create an inspiring vision for your people - our article on Transformational Leadership shows you how to do this.

Tip:

Use common sense in the way that you apply this idea.

In some environments - that is, in high-trust, properly-managed workplaces - Level 5 Leadership is something to aspire to, demonstrate and apply.

In low-trust or dysfunctional environments, however, you may need to use Level 5 Leadership more cautiously. Definitely apply the approach, but make sure that you're alert to the "corporate politics" going on around you.

Key Points

Level 5 Leadership is a concept developed by Jim Collins. After several years of research, Collins discovered that all of the great organizations that he studied were headed by what he called "Level 5 Leaders."

These Leaders have a unique combination of fierce resolve and humility. They were the first to own up to mistakes, and the last to take credit for success.

You can work on developing the following skills and characteristics to become a Level 5 Leader:

Develop humility.

Ask for help.

Take responsibility.

Develop discipline.

Find the right people.

Lead with passion.

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Level 5 LeadershipAchieving "Greatness" as a Leader

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Achieving "Greatness" as a Leader What makes leaders great? Is it their courage? Their business acumen? Their expert knowledge? Their ability to organize? Truly great leaders have a specific blend of skills. But they also possess something else; certain characteristics which are harder to define.

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The most widely accepted theory of human needs breaks down into 5 basic needs listed in order of importance and how individuals strive to achieve them. The chart below identifies the 5 basic needs and shows Maslow's conceptualization of human motivation.

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The 5 stages of team development: forming, storming, norming, performing, adjourning.

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You can't just switch on teamwork. It takes time for a new team to "gel" and work to its full potential. What's more, team members go through stages as they move from strangers to co-workers.

Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand Tuckman's model, you'll know how to help your new team to become effective - faster. Let's look at how.

Click here to view a transcript of this video.

Where Does Forming, Storming, Norming, and Performing Come From?

Psychologist Bruce Tuckman came up with the memorable phrase "forming, storming, norming, and performing" in his 1965 paper, "Developmental Sequence in Small Groups." [1] It describes the path that teams follow on their way to high performance. Later, he added a fifth stage, "adjourning" (also known as "mourning") to mark the end of a team's journey.

What Happens at Tuckman's Forming Stage?

In the beginning, when a new team forms, individuals will be unsure of the team's purpose, how they fit in, and whether they'll work well with one another. They may be anxious, curious, or excited to get going. However they feel, they'll be looking to the team leader for direction.

This may take some time, as people get to know their new colleagues and one another's ways of working.

What Did Tuckman Mean by Storming?

In the storming stage, people start to push against the established boundaries. Conflict or friction can also arise between team members as their true characters - and their preferred ways of working - surface and clash with other people's.

At this stage team members may challenge your authority or management style, or even the team's mission. Left unchecked, this can lead to face-to-face confrontations or simmering online tensions.

If roles and responsibilities aren't yet clear, individuals might begin to feel overwhelmed by their workload or frustrated at a lack of progress.

How Do I Recognize the Norming Stage?

Gradually, the team moves into the norming stage. People start to resolve their differences, appreciate one another's strengths, and respect your authority as a leader.

Now that they know one another better, your team members will feel more comfortable asking for help and offering constructive feedback. They'll share a stronger commitment to the team's goals, and they should make good progress toward it.

What Does the Performing Stage Look Like?

Now your team is in flow and performing to its full potential. With hard work and structured processes, the team is likely to achieve its goals efficiently.

Judith Stein, from MIT's HR department, says of this stage, "Roles on the team may have become more fluid, with members taking on various roles and responsibilities as needed. Differences among members are appreciated and used to enhance the team's performance." [2]

What About Tuckman's Adjourning (or Mourning) Stage?

Many teams reach this stage naturally. For example, projects come to an end, or permanent teams are disbanded and people redeployed.

People who like routine, or who have developed close working relationships with colleagues, may find this time difficult.

Using the Forming, Storming, Norming, and Performing Tool

Follow the steps below to ensure that you're doing the right thing at the right time:

1. Identify the stage that your team is at from the descriptions above.

2. Consider what you need to do to move on to the next stage.

3. Schedule regular reviews of where your team is at, and adjust your behavior and leadership approach accordingly.

Tuckman's model isn't a one-way street - teams may go back and forth between stages. When you hit the performing stage, keep observing your team's progress in case it slips back. For example, a new team member can disrupt the group dynamic, or a new business direction might mean you have to reevaluate your team roles and goals.

Leading Through the Forming, Storming, Norming, and Performing Stages

Forming to Storming

To establish clear objectives for the group at this first stage, create a team charter. And help team members to set personal goals so that they can see how their work will fit with the bigger picture.

Storming to Norming

Storming can make or break a team, so it's essential that you establish processes to track the progress and success of tasks.

Norming to Performing

Use your regular one-on-ones to encourage individuals to step back, review their goals, and take responsibility for them.

Performing to Adjourning

When the team has settled into the performing stage, you can focus on other goals and new areas to benefit the business. Free up more time for yourself - and boost team engagement - by delegating tasks and projects.

You should also make time for the group's personal development. Discuss with your team what opportunities and resources are available to them, such as the Mind Tools toolkits.

Adjourning (or Mourning)

If any team members feel uncertain about what's ahead, boost their confidence and career prospects by praising them at company meetings. And offer to provide LinkedIn recommendations and references if they're moving on.

Key Points

Psychologist Bruce Tuckman described how teams move through stages known as forming, storming, norming, and performing, and adjourning (or mourning).

You can use Tuckman's model to help your team to perform better. First, identify the stage your team is at, then use our tips to move them through the stages.

Remember, teams can slip back a stage, too. Use Tuckman's model to continually review where you team is at - and make any necessary changes to get back on course.

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Forming, Storming, Norming, and Performing: Tuckman's Model for Nurturing a Team to High Performance

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You can't just switch on teamwork. It takes time for a new team to "gel" and work to its full potential. What's more, team members go through stages as they move from strangers to co-workers. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages.

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Like the 10 Commandments of Good Communication, there are also 10 Commandments for Being a Good Listener outlined in Chapter 12. The article below identifies characteristics of a good listener.

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Despite being taught the importance of listening from a young age -- think about how many teachers have asked you to "put your listening ears on" -- the truth is, most of us aren't as good at the skill as we ought to be.

Research shows that the average person listens with only 25 percent efficiency -- meaning there's a lot we're letting go in one ear and out the other. But as listening expert Paul Sacco, Ph.D., an assistant professor at the University of Maryland School of Social Work, explains, there are just a few simple habits that set the real good listeners apart from the rest.

"We all have a good listener within us," Sacco tells The Huffington Post. "It all just depends on the ability and desire to be mindful of where you are and who you're talking to. A lot of us are focused on the mechanics of listening -- eye contact, nodding your head -- but for good listeners, there's a naturalness to that behavior that we should all aspire to."

As Greek philosopher Epictetus once theorized, "We have two ears and one mouth so we can listen twice as much as we speak." So how do we start using those features more proportionally -- or, as Sacco advises -- access our inner good listener? Below are nine habits that good listeners practice in their everyday lives and conversations that you can adopt for yourself.

They're present.

Being mindful in conversations is a hallmark characteristic of a good listener, Sacco notes. When you're fully aware in the moment, you're more likely to retain what you're hearing and respond with more authenticity. That means stashing those phones and ridding yourself of all distractions. "Good listeners really put everything down and focus on [the person in front of them]," he says. "And as a result, the other person becomes instantly aware that they have an interest in what they have to say."

They're empathetic.
Part of effective listening is the effort to empathize with the person you're speaking with. Whether or not you're able to fully relate, your compassion won't go unnoticed. "Spend a moment putting yourself in their position, what's going through their head and what it must be like for them," Sacco says. "Understanding what their experience is even before you talk to them [can help you connect with them]. And it sounds bad, but even if you blow it, you're still better off because the other person will see the attempt."

They realize their shortcomings.

It may be a strange way of thinking about it, but accepting yourself is key to being a good listener overall, Sacco says. In other words, we can't pick up on everything everyone is saying all the time -- and that's OK. "I've definitely had my share of reflective listening failures," Sacco admits. "Sometimes... having that intentionality to listen and allowing yourself to miss the boat sometimes [is good enough]."

They have an open mind.
Great listeners know that every conversation they have isn't going to resolve a larger issue -- but it puts them one step closer to understanding the people they communicate with on a daily basis. "Listening isn't magic," Sacco explains. "If I have a conflict with my daughter, I still have a conflict -- but it puts you in a position where you can start to problem-solve. ... It allows each person to understand the other's thoughts."

They're emotionally intelligent.

Emotional intelligence, or the awareness of our emotions and the emotions of those around us, can help enhance any interaction -- especially when it comes to listening.

According to Travis Bradberry, author of Emotional Intelligence 2.0, cultivating a high "EQ" is paramount when sharpening your listening skills. And all it takes is practice and focus. "When you're caught up with thinking about what you're going to say next, you aren't listening," he told the Chicago Tribune in 2011. "But if you stop what you're doing, and really focus on the person talking, you activate neurons in your brain and your body starts to hone in on the other person. This helps you retain more information."

They pose significant questions.
Part of active listening isn't just lending your ear, but asking appropriate follow-up questions to draw out more information. This ability to provide thought-provoking feedback is one of the best ways to show you're engaged in what the other person has to say, Sacco says. "People who are good listeners validate other people's feelings," he adds. "It shows that what they're saying makes sense."

They're not on the defensive.

Not all of the things you hear are going to be rosy. "I'm great at listening when someone is telling me things I want to hear," Sacco explains. "It gets a little more difficult when someone gives you feedback that you find troubling or you perceive as being damaging to your ego."

Effective listeners don't block out negative criticism. Instead, they listen and develop an understanding of what the person is trying to convey before responding. "They're aware of their own reactions to other people," Sacco says. "The difference between a terrible listener and a great listener can sometimes be the response time. A lot of conversations ... can go pretty bad or pretty well depending on the ability to step back and just take a moment [before responding]."

They're OK with being uncomfortable.
In addition to not playing defense, Sacco also advises embracing every emotion during your conversations -- even feelings of discomfort or anger. "You need to get comfortable with being uncomfortable," Sacco says. "When you're having difficult conversations with people, if you want to be fully listening, that may be a hard thing for you to do but it's important to try."

They're good leaders.

Research has shown that there's a direct correlation between strong leadership and strong listening skills -- and it really comes as no surprise. As Richard Branson, CEO of Virgin Group writes, the most effective leaders and entrepreneurs listen more than they speak:

To be a good leader you have to be a great listener. Brilliant ideas can spring from the most unlikely places, so you should always keep your ears open for some shrewd advice. This can mean following online comments as closely as board meeting notes, or asking the frontline staff for their opinions as often as the CEOs. Get out there, listen to people, draw people out and learn from them.

Enjoy reading this article? Read more selections from the best of HuffPost in Huffington Magazine.

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Despite being taught the importance of listening from a young age -- think about how many teachers have asked you to "put your listening ears on" -- the truth is, most of us aren't as good at the skill as we ought to be.

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Chapter 12 Outlines the "10 commandments of good communication" - which includes communication planning, follow-up, and being a good listener. The Forbes article points out 5 habits of highly effective communicators.

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It's no secret that good leaders are also good communicators. And the best leaders have learned that effective communication is as much about authenticity as the words they speak and write.

Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible, authentic way?

Here are 5 essential communication practices of effective leaders.

1. Mind the say-do gap. This is all about trust, which is the bedrock of effective leadership. Your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, there's trouble. And it can turn into big trouble if not corrected swiftly and genuinely. Since it's often difficult to see the say-do gap in yourself, rely on a few trusted colleagues to tell it to you straight and flag discrepancies. Rule of thumb: it's better to say nothing or delay your communication until you're certain that your actions will ring true.

2. Make the complex simple. Your employees and customers are being bombarded 24/7 by information, making it hard for them to hear you. Simplicity has never been more powerful or necessary. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. If you're having trouble distilling something to its essence, it may be that you don't understand it. So get clear and look out for technical jargon and business speak, which add complexity. Say what you mean in as few words as possible.

3. Find your own voice. Use language that's distinctly your own. Let your values come through in your communication. Often, executives will opt for the sanitized "corporate voice" instead of their own because they think the former is more eloquent; more appropriate. This is not to say that correct grammar and use of language aren't important -- strong leaders know how to string a sentence together. But don't fixate on eloquence; concentrate on being distinct and real. People want real. People respect real. People follow real. Don't disguise who you are. Be genuine, and people will respect you for it.

4. Be visible. Visibility is about letting your key stakeholders get a feel for who you are and what you care about. It's easy to hide behind a computer and transmit messages to others without seeing or interacting with them. Although e-communication serves a valuable purpose, it is no substitute for face-to-face and voice-to-voice communication. In today's environment, people are often burned out and need to feel a personal connection to you and the work that you believe in. Do a "calendar test" to make sure you're allocating time regularly to be out on the floor, in the factory, in the call center, in the lab, in the store. Show your people that you're engaged and care about them and their work.

5. Listen with your eyes as well as your ears. Stop, look and listen. Remember that effective communication is two-way. Good leaders know how to ask good questions, and then listen with both their eyes and ears. It's easy to be so focused on getting your message out -- or persuading others -- that you don't tune in to what you see and hear. Because you're in a position of authority, the stakes are even higher because you won't always get direct feedback. You need to read between the lines. Listen and hear what is coming back at you. Look for the nonverbal cues. Sometimes a person's body language will tell you everything you need to know.
Susan Tardanico is CEO of The Authentic Leadership Alliance, a leadership and communications consultancy. She is a former corporate senior executive and broadcast reporter. Follow her on twitter @susantardanico.

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5 Habits of Highly Effective Communicators

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It's no secret that good leaders are also good communicators. And the best leaders have learned that effective communication is as much about authenticity as the words they speak and write. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible, authentic way?

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Emotional intelligence is a person's ability to recognize their own feelings as well as the feelings of others and the capacity that person has to manage them. Managers that are emotionally intelligent are more connected with their employees and are more satisfied with their jobs overall (Certo). The artifacts discusses the importance of emotional intelligence in management.

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Getting to know people is an extremely difficult task. There are so many intricacies and traits for every individual that we'll probably never see two people that are exactly alike.

Simple triggers can make someone angry, joyous, sad, or happy. We also cognitively develop triggers over time that allow us to feel a certain way during certain events. Example: you know when to laugh at a joke, you know that when it's 5 pm on a Friday, you get excited.

All these emotions and triggers are what make us unique, but it's also what makes being a leader or a (good) manager so damn hard.

A true leader must have enough emotional intelligence to gain an understanding of the people that are following their lead.

Unfortunately, some employees believe their bosses are not only bad but so terrible that they cause employees to feel disengaged at work. A problem that is costing the US workforce over $400 Billion in lost productivity per year.

Quite frankly, if management is not doing their job in leading, it's certainly because they lack the emotional intelligence to motivate and trigger their employees and push them to prominence.

What Happens When Managers Lack Empathy

One of the worst parts about managers lacking empathy or emotional intelligence is the fact that they don't know it.

It's a narcissistic behavioral pattern that doesn't allow them to see past their own biases and beliefs.

Managers that lack empathy will not only discourage the people around them but make life a living hell for an employee that just wants to keep on advancing and producing.

Employees with bad bosses hate a lot about their managers, but not considering the feelings of the people that are working their hinds off is a no-go for any organization.

There are plenty of styles and different ways to lead, and having a "leader" with narcissistic values that doesn't get the concept of working as a team will always lower the productivity of a team.

Make sure you get an accurate psychometric assessment that will let you know if an employee is a good fit for your organization. Not everyone is cut out to be a leader, and having the wrong candidate for an important position can mess up the culture at your office.

Why This Is An Issue For A Lot Of Organizations

One of the beauties of living in the information era is that we have so much knowledge at our disposal. We can validate assumptions that would've otherwise gone unnoticed.

The world of work has shifted drastically in just the past 20 years. We've made a lot of progress in enterprise technologies, labor/job standards, and markets have sprung up (mobile phones, social networks, video conferencing) that have had a massive influence on the workforce.

The one thing that has remained constant is the low levels of job satisfaction.

Though it may not seem possible, 64% of employees that are making over $100,000 a year are still not satisfied. However, the one group of people that tend to feel happiest are managers and leaders.

The narcissism displayed by unempathetic leaders who lack emotional intelligence will lead employees, at any pay grade, to feel dissatisfied at work.

As mentioned earlier, billions of dollars are being lost because people don't feel motivated to work for the people who manage them. Even if you have the best team surrounding you, the person that is in charge has to believe in holacracy and autonomy.

Let the talent bloom and surround them with good personalities and leaders.

How To Develop Emotional Intelligence

Emotional intelligence is something that is usually inherited as opposed to taught. The kinds of characters that lack empathy and emotional intelligence lack one other thing, patience.

If you or someone you know is trying to develop emotional intelligence, the best way to go about it is to take things one step at a time. Slow down and acknowledge what is happening.

It doesn't necessarily mean to over-analyze every action, facial expression, or look at what the goal is for the future and why it hasn't been met yet. Slow it down. Take a breath and look around.

Get to know the people around you and gain an understanding of what's going on and why people react to things in a certain way. The more you get to know about the people around you, the more you'll get to see what are their true motives and how they can be better.

People that are emotionally intelligent are motivators. Whereas those who aren't tend to be demotivators.

At the end of the day, it depends on whether or not the person truly wants to change some of their bad habits and become a good leader. The attitude of the office will always reflect the leadership, so whether you're the CEO or HR manager, get a feel for the employees and hear them out. It will only be good for your organization as a whole.

Have You Had A Manager That Lacked Emotional Intelligence?

Have you or any of your colleagues dealt with management that didn't necessarily treat people as good as they could've? What can be done to improve management in some companies?

Let us know in the comments below!

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Why Managers MUST Focus on Emotional Intelligence

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Getting to know people is an extremely difficult task. There are so many intricacies and traits for every individual that we'll probably never see two people that are exactly alike. Simple triggers can make someone angry, joyous, sad, or happy. We also cognitively develop triggers over time that allow us to feel a certain way during certain events.

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Recruitment is the human resource management process by which job candidates are narrowed down to fill an available position within an organization.

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The Challenge Case Summary in Chapter 16 discusses how Zappos' organizational culture correlates with its strategy for success.  The Forbes article further discusses how Zappo's organizational culture enhances its customer experience

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Experience, they say, is the greatest teacher. So when the Glassman Wealth Services' team gathered to talk about how we could improve our own clients' experience, I wanted them to have an excellent example fresh in their minds.
Delivering a Wow Experience
It's no secret that Zappos CEO, Tony Hsieh, has literally written the book on delivering world-class customer service. And the stories of just how far they will go to make a customer happy are legendary. To best understand the intrinsic value that Zappos delivers, I gave each employee a $100 budget and asked them to order two pairs of shoes from Zappos.com - one to keep and one to return. Then I asked them to share that experience with the rest of the team.
What is Wow?
As we talked about our experience ordering shoes from Zappos.com, we all agreed that the website was simple, easy-to-use, and designed to make the experience very enjoyable. Some of us liked the videos, one of our team members who lives in Uruguay loved the fact that he could order shoes from thousands of miles away, and if they're not right when he next visits our home office in July, he can simply return them without any hassle. Another employee was looking for a very specific type of shoe for a wedding and was able to easily find them. The point is that while Zappos offers thousands of shoes and other products that appeal to a broad audience with diverse needs, their customers are able to easily customize their seemingly unlimited options into exactly what each of them needs and wants.

You can't deliver what your clients want, let alone wow them, until you know what IT is. Zappos has spent a lot of time and money to learn the IT that customers want and then deliver exactly that - enormous selection and convenience, all in an easy-to-use and hassle-free package.

While all of this is great, is it enough to wow?
How to Wow
Knowing what clients want and developing ways to meet those needs is the basis of creating tangible opportunities that exceed their expectations. Zappos invested their money in customer service rather than in expensive marketing campaigns. Their time is spent observing and tracking customer behavior with the on-going goal of creating more personal emotional connections with its customers. This speaks volumes as they put their precious resources (money and time) into creating customers for life.

While Zappos uses technology to make the customer experience easy and hassle-free, they recognize that there are just some things that technology can't do. Nothing can replace the human touch especially when that person is empowered to go to just about any lengths to help the customer. They understand that the customer experience is not singular, but it's in each of those singular moments when interacting with the customer that loyalty is forged or lost.

Like Zappos, we are learning about and implementing better ways to know our clients and their families. By its very nature, working with clients who need help investing their money or developing a plan to achieve specific financial goals is a deeply personal interaction. Beyond this, families can have diverse financial issues that are very complex. So when we offer solutions for a client who is grappling with an aging parent, or advise a retiring widow on the best option for her Social Security benefit that results in potentially hundreds of thousands of more dollars in retirement - these are our wow moments.

By investing $900, each member of my team experienced a company renowned for their customer service and got a great pair of shoes. More importantly, this exercise feeds our firm's culture of continually evolving and learning new and better ways to deliver excellence to our clients. For me, the return on investment is priceless.

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What Zappos Taught Us About Creating The Ultimate Client Experience

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Experience, they say, is the greatest teacher. So when the Glassman Wealth Services' team gathered to talk about how we could improve our own clients' experience, I wanted them to have an excellent example fresh in their minds. Delivering a Wow Experience It's no secret that Zappos CEO, Tony Hsieh, has literally written the book on delivering world-class customer service.

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Cultivating organizational culture is essential for a manager to help the company build a competitive advantage.

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If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture actually is, never mind how it influences behavior and whether it is something leaders can change.

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

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What Is Organizational Culture? And Why Should We Care?

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What leaders need to know to change orgs for the better.

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Managers have the authority within an organization to make decisions that allocate resources to meet organizational goals and give orders which influence the actions of others.

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Delegation is assigning activities to others, but some managers find it difficult. The link discusses some tips and techniques for effective delegation.

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There's more to delegating than just asking someone to do something. If you want to delegate effectively, you have to include mutual consultation and agreement between yourself and the members of your team. Solicit team members' reactions and ideas, thereby bringing trust, support, and open communication to the process.

You can delegate much more effectively starting right now by putting the following seven steps to work for you.

1. Explain exactly what your employees are being asked to do.

Make sure the members of your team understand the responsibilities you are asking them to take on. Encourage them to ask questions if they are uncertain what it is you want them to do.

2. Describe how you will evaluate employee performance.

Explain the specific goals for each team member, and how you'll know whether or not an employee has accomplished them. Make sure the goals are specific, attainable, relevant, and measurable. Use personal persuasion and leadership, not the power of your title and position, to emphasize what is expected of each person. Reach an agreement on the performance standards that will be set for a task. Explain what results you expect to see and in what form the results must be presented. Be specific. What would an unacceptable job look like? What about an outstanding job?

3. Grant the authority required to complete the task.

When you delegate a task, you've also got to delegate the authority required to successfully complete it. Do anything less, and you will place a potentially insurmountable obstacle in the path of your employees. Authority can include such things as a budget (and the ability to spend it) and permission to make decisions.

4. Get acknowledgment that team members understand and agree to the assignment.

If this step is omitted, you may find out later that an employee objected to working on the task--resulting in a failed delegation. Reveal any employee doubts, questions, or suggestions in advance to overcome those concerns. Allow the person to complete the task in the way he or she believes most effective for obtaining the desired objectives. Telling team members specifically how to complete an assignment is not an effective means of delegating work. It limits creativity and initiative while diminishing self-esteem.

5. Establish a system to reward outstanding performance.

Tell your employees in advance both the positive and negative consequences to expect for excellent and poor performances. Specifying rewards in advance helps to motivate individuals. Identifying negative consequences is equally important for being fair and holding people accountable for their actions.

6. Check your employees' work.

When you check your employees' work, not only will you catch issues and problems as they occur, but also your employees will be motivated by your personal attention to the work they are doing. To determine how often to check, first decide the degree of control necessary for the task and team member. While inexperienced team members will need tight control, experienced employees will be more creative when loosely controlled.

7. Fix any problems that arise.

If your employee can't execute the delegated tasks, you will need to quickly take corrective action. Take your employee aside and explain your concerns. You're not doing any favors by withholding your worries. Agree to a plan with your employee to begin properly executing the delegated tasks. If the situation does not improve, rescind the person's authority over others or keep it yourself.

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7 Tips to Help You Delegate More Effectively

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There's more to delegating than just asking someone to do something. If you want to delegate effectively, you have to include mutual consultation and agreement between yourself and the members of your team. Solicit team members' reactions and ideas, thereby bringing trust, support, and open communication to the process.

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SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis is a tool that managers use for strategic development in an organization. The article below discusses a brief history of the SWOT Analysis and why and how the tool should be used to make important strategic business decisions.

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Credit: patpitchaya/Shutterstock

A successful business is founded on a series of sound decisions, so the way you analyze situations and choose to react is essential. When trying to assess the lay of the land, few tools are more useful than the SWOT analysis. It stands for strengths, weaknesses, opportunities, and threats; the SWOT analysis is a planning process that allows your company to overcome challenges and determine what new leads to pursue.

The primary objective of a SWOT analysis is to help organizations develop a full awareness of all the factors involved in a decision. This method was created in the 1960s by Edmund P. Learned, C. Roland Christensen, Kenneth Andrews and William D. Book in their book " Business Policy, Text and Cases" (R.D. Irwin, 1969).

"It is impossible to accurately map out a small business's future without first evaluating it from all angles, which includes an exhaustive look at all internal and external resources and threats," said Bonnie Taylor, chief marketing strategist at CCS Innovations. "A SWOT accomplishes this in four straightforward steps that even rookie business owners can understand and embrace."

You could employ SWOT before you commit to any sort of company action, whether you're exploring new initiatives, revamping internal policies, considering opportunities to pivot, or altering a plan midway through its execution. Sometimes it's wise to perform a general SWOT analysis just to check on the current landscape in which your business finds itself. Performing a SWOT analysis is also a great way to improve business operations, said Andrew Schrage, partner and editor-in-chief of Money Crashers.

"It allowed me to identify the key areas where my organization was performing at a high level, as well as areas that needed work," said Schrage, who expanded on his thoughts about business decision making in a blog post. "Some small business owners make the mistake of thinking about these sorts of things informally, but by taking the time to put together a formalized SWOT analysis, you can come up with ways to better capitalize on your company's strengths and improve or eliminate weaknesses."

While the business owner should certainly be involved in creating a SWOT analysis, it could be much more helpful to include other team members in the process. Shawn Walsh, founder and CEO of Paradigm Computer Consulting, said his management team conducts a quarterly SWOT analysis together.

"The collective knowledge removes blind spots that, if left undiscovered, could be detrimental to our business or our relationship with our clients," Walsh said.

A SWOT analysis focuses on the four elements comprising the acronym, allowing companies to identify the forces influencing a strategy, action or initiative. Knowing these positive and negative elements can help companies more effectively communicate what parts of a plan need to be recognized.

When drafting a SWOT analysis, individuals typically create a table split into four columns to list each impacting element side-by-side for comparison. Strengths and weaknesses won't typically match listed opportunities and threats, though they should correlate somewhat since they're tied together in some way. Billy Bauer, managing director of Royce Leather, noted that pairing external threats with internal weaknesses can highlight the most serious issues faced by a company.

"Once you've identified your risks, you can then decide whether it is most appropriate to eliminate the internal weakness by assigning company resources to fix the problems, or reduce the external threat by abandoning the threatened area of business and meeting it after strengthening your business," Bauer said.

The first two letters in the acronym, S (strengths) and W (weaknesses), refer to internal factors, which means the resources and experience readily available to you. Examples of areas typically considered include:

Financial resources (funding, sources of income, investment opportunities)

Physical resources (location, facilities, equipment)

Human resources (employees, volunteers, target audiences)

Access to natural resources, trademarks, patents and copyrights

Current processes (employee programs, department hierarchies, software systems)

External forces influence and affect every company, organization and individual. Whether these factors are connected directly or indirectly to an opportunity or threat, it is important to take note of and document each one. External factors typically reference things you or your company do not control, such as:

Market trends (new products and technology, shifts in audience needs)

Economic trends (local, national and international financial trends)

Funding (donations, legislature and other sources)

Demographics

Relationships with suppliers and partners

Political, environmental and economic regulations

Once you fill out your SWOT analysis, you will need to come up with some recommendations and strategies based on the results. Linda Pophal, owner and CEO of Strategic Communications consulting firm, said these strategies should be focused on leveraging strengths and opportunities to overcome weaknesses and threats.

"This is actually the area of strategy development where organizations have an opportunity to be most creative and where innovative ideas can emerge, but only if the analysis has been appropriately prepared in the first place," Pophal said.

Bryan Weaver, a partner at Scholefield Construction Law, was heavily involved in creating a SWOT analysis for his firm. He provided Business News Daily with a sample SWOT analysis template used in the firm's decision to expand its practice to include dispute mediation services.

STRENGTHS

Construction law firm with staff members who are trained in both law and professional engineering/general contracting. Their experience gives a unique advantage.

Small (three employees) - can change and adapt quickly

WEAKNESSES

No one has been a mediator before or been through any formal mediation training programs.

One staff member has been a part of mediations but not as a neutral party.

OPPORTUNITIES

Most commercial construction contracts require mediation. Despite hundreds of mediators in the marketplace, only a few have actual construction experience.

For smaller disputes, mediators don't work as a team, only as individuals; Scholefield staff can offer anyone the advantage of a group of neutrals to evaluate a dispute

THREATS

Anyone can become a mediator, so other construction law firms could open up their own mediation service as well.

Most potential clients have a negative impression of mediation, because they feel mediators don't understand or care to understand the problem, and rush to resolve it.

Resulting strategy: Take mediation courses to eliminate weaknesses and launch Scholefield Mediation, which uses name recognition with the law firm, and highlights that the firm's construction and construction law experience makes it different.

"Our SWOT analysis forced us to methodically and objectively look at what we had to work with and what the marketplace was offering," Weaver said. "We then crafted our business plan to emphasize the advantages of our strongest features while exploiting opportunities based on marketplace weaknesses."

The SWOT analysis is a simple, albeit comprehensive strategy for identifying not only the weaknesses and threats of a plan but also the strengths and opportunities it makes possible. However, a SWOT analysis is just one tool in the strategy toolbox. Additional analytic tools to consider include PEST (political, economic, social and technological), MOST (mission, objective, strategies and tactics) and SCRS (strategy, current state, requirements and solution) analyses.

SWOT can also prompt businesses to examine and execute strategies in a more balanced, in-depth way. The following websites can help you conduct a thorough SWOT analysis of your own business:
Additional reporting by Adam C. Uzialko. Some source interviews were conducted for a previous version of this article.

Nicole Fallon

Nicole received her Bachelor's degree in Media, Culture and Communication from New York University. She began freelancing for Business News Daily in 2010 and joined the team as a staff writer three years later. Nicole served as the site's managing editor until January 2018, and now leads Purch's B2B copy and production team. Reach her by email, or follow her on Twitter.

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SWOT Analysis: What It Is and When to Use It

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A successful business is founded on a series of sound decisions, so the way you analyze situations and choose to react is essential. When trying to assess the lay of the land, few tools are more useful than the SWOT analysis.

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A Gantt chart is a scheduling bar graph developed by Henrt L. Gantt. The following artifact gives additional information on developing a Gantt chart and gives examples of how it can be used for both business and personal reasons.

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Before you start a new project, it helps to have a roadmap, some kind of clear overview of all the necessary steps and the order in which those steps need to occur. That's essentially what a Gantt chart is. It doesn't matter if the project is a personal one, like adding a deck to the back of your house, or a business one, like building a new website. You need to know

when and where you're starting,

all the steps along the way and how long they will take,

who is responsible for each step,

the order in which the steps need to occur, and

when the project will be completed.

Gantt charts, named for the engineer and consultant Henry Gantt, who developed and used them in the 1910s, are a visualization of a project from start to finish. They are an extremely common type of productivity tool, and they're a key part of many project management services. In fact, the excellent TeamGantt service even takes its name from the charts. In this article, I explain what Gantt charts are, what they do, and how people use them, and provide five steps for getting started with them.

What Is a Gantt Chart?

"A Gantt chart is a visualization of the steps it takes for your project to be completed," explained Kayvon Ghaffari, lead program manager at LiquidPlanner, when I recently asked him to share some insight about getting started with Gantt charts. LiquidPlanner is an Editors Choice-winning project management and workplace collaboration app that emphasizes Gantt charts.

Ghaffari reminded me that a project is different from other types of work. "A project is a set of work that has a beginning and an end, and the fulfillment of creating that project is a set of tasks," he said. Gantt charts work for projects specifically, not for ongoing work. They're about helping you get from the beginning to the end, so it's important that there is an end.

Gantt charts read from left to right, top to bottom. (See the image above from TeamGantt.) The x-axis is time. The chart starts when the project kicks off and ends when the project is delivered. Running the length of the y-axis are tasks, although they're merely in a list. Their exact placement on the y-axis is irrelevant, although they tend to fall in chronological order.

"A task has three components: what it is, how long it's going to take, and who's going to do it," Ghaffari said. On a Gantt chart, each task is represented with a bar. The length of the bar shows how much time the task will take. Often task bars are color-coordinated, indicating which person or department is responsible for getting the task done. As to the "what," the task name generally appears on the bar or becomes visible when you click on it.

In addition to showing all the tasks for a project and how long they will take, Gantt charts show sequencing and dependency. In other words, they show the order in which tasks need to happen, and whether one thing must occur before another. Why is that so important?

What Do Gantt Charts Do?

"Gantt charts make it visually clear that you can't do everything at the same time," said Chris Savoie, Workfront's direct of product strategy. He used the example of building a tree house. You can buy the nails and the wood at the same time, but you must cut the wood before you nail it into the tree.

Gantt charts show dependencies between tasks, usually with something like a line connecting them.

Before joining Workfront (which, like LiquidPlanner, is a tool for workplace collaboration and project management), Savoie worked on some highly complex projects with United Space Alliance in conjunction with NASA's Johnson Space Center. He mentioned that while sequencing and dependencies are important for even simple projects, like building a treehouse, they are crucial for massive, years-long projects, like building the International Space Station.

Another thing that Gantt charts do is help organizations or project leads manage resources. "Just because a task exists doesn't mean there's a person who is free to do it," Ghaffari said.

With a Gantt chart, you can easily see when people or departments are scheduled to work on tasks versus when they are free. "You need to be able to account for people's schedules and how many hours there are in the day," he added. Gantt charts create an effective way to see time, tasks, and resources.

Getting Started With Gantt Charts

Once you have a high-level understanding of what Gantt charts are and why they're useful, you can start making them for your own projects. These five steps will help you start.

1. Choose a Template or Build One From Scratch
Generally, when you start a new Gantt chart, you have the option of using a template or starting from scratch. Templates might come from an outside source, in the case of those provided by project management software, or they can come from a past project of your own.

One of the benefits of using your own previous work to create a template is that you can often learn a lot from what happened in the past. The template will provide information about not only the tasks and sequencing, but also whether any tasks took longer than expected.

2. Mark Your Milestones
Most software for creating Gantt charts includes the ability to add milestones. A milestone is a marker that indicates a phase of a project is complete. For example, in building a website, locking down the wireframes is a typical milestone.

When building a Gantt chart from scratch, it's often helpful to plot all the milestones before adding any tasks. Listing all the milestones helps break down the project into smaller pieces, and those smaller pieces are easier to conceptualize than the whole project at once.

3. Add Tasks, Sequence Events, and Create Dependencies
The next step is to add tasks, sequence events, and create dependencies. When adding tasks, be sure to look at historical reports or talk to the people who will complete the tasks to get accurate estimates for how long they should take.

When sequencing events, keep in mind that it is possible for multiple tasks to be performed at the same time, but not by the same person. In a website build, one person can work on wireframes while another person gathers sample content for the prototype. But the wireframe designer can't also create mood boards simultaneously.

Add dependencies only after you've listed all the tasks and put them in the right order, and be careful with them. "The thing that can really mess you up is if you go halfway into the Gantt chart and see that, say, task 12 is no longer dependent on task 5," said Savoie. He added that beginners should be extremely careful not to remove dependencies unless they're sure it's correct to do so, because getting them back is very difficult if they create a long chain of events.

4. Watch Your Resources
"Tasks need to be in the right order, and then you need to control for who is available to complete those tasks," Ghaffari explained. As mentioned above, just because there's a task to do doesn't mean there's someone free to do it.

Ghaffari noted that his company's Gantt chart software doesn't allow for overbooking, meaning LiquidPlanner won't let you assign someone to a task if that person is already assigned to a different task at the same time.

Gantt charts help you see not only if a resource is overbooked, but what the consequences are on the rest of the project schedule when it's corrected.

5. Collaborate
"It's really important that people understand that the Gantt chart isn't magic," said Ghaffari. "Just because you've planned something, doesn't mean it has anything to do with reality."

The way to make sure the Gantt chart is in tune with reality is through collaboration. Often, Gantt chart software is part of a larger project management or workplace collaboration package. Everyone on a team should have the ability to at least see the chart, if not update tasks and other information that feeds into it. That way, if an assignee finishes a task early, and she has the power to update her progress to mark the task complete and correct the estimated time, and by doing she may help other assignees to get their tasks done early, too. Or she might also flag herself as an available resource to help with some other task until her next scheduled assignment.

Ghaffari summarized the power of collaboration this way: "If the Gantt chart is in a vacuum, who knows if it's accurate? If it's collaborative, then there are checks built in, and it's more likely to reflect reality. That's where the value of the Gantt chart shines."

Don't Rely Too Much on Gantt Charts

Both Ghaffari and Savoie told me that they use Gantt charts for planning and to check in on a project, but they don't like to manage day-to-day work in it. "It's a plan, not an execution schedule, typically," said Savoie.

Savoie also noted that a beginner might not realize that people rarely, if ever, look at entire Gantt chart at once because they're typically huge. "You'd need a billboard to print it," he said.

According to Ghaffari, "Building the Gantt chart is not the end goal. It's a visualization of the task plan and sequencing. The Gantt chart helps people understand how the plan is going to work."

If you're interested in Gantt charts, you're probably also interested in project management in general. For some excellent addition tips for keeping your project on track, check out my 4 Tips for Getting Started With Project Management and also my advice on How to Improve Communication for Better Project Management.

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5 Simple Steps for Getting Started With Gantt Charts

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Before you start a new project, it helps to have a roadmap, some kind of clear overview of all the necessary steps and the order in which those steps need to occur. That's essentially what a Gantt chart is.

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Managers must follow the codes of ethics as defined by the organization. Managers often have to made decisions on both ethical and legal aspects of a situation and make the one that follows these ethical guidelines.

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Chapter 6 discusses the importance and fundamentals of decisions. Rational decision making should be organized and a process should be followed. The article identifies 6 steps in a rational decision-making process.

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Founder/CEO/Consultant at MASModel, Ltd. C

The rational decision-making model functions with the three foundational elements in place, that the decision maker has complete information, will choice of value-maximizing, and is able to identify all the relevant options through unbiased means. The steps include

1. Define the problem

2. Identify the decision criteria

3. Allocate weights to the criteria

4. Develop alternatives

5. Evaluate alternatives

6. Select the best alternative

In the real world we tend to choose solutions that are reasonable or acceptable instead of the optimal one. So it's important to keep these steps in mind when making hard decisions. Which brings us to the topic of bounded rationality. As humans we have limited information processing capabilities and therefore make it impossible for us to assimilate or comprehend all the information that is needed to optimize. Instead we perform the steps of bounded rationality as follows

1. Searching for criteria/alternatives

2. Identify a limited list easy to find/highly visible/familiar criteria

3. Focus on choices that vary in a small degree

Robbins, S. P., & Judge, T. A. (2009). Organizational Behavior (13th ed.). Upper Saddle River, New Jersey: Pearson Education, Inc..

Founder/CEO/Consultant at MASModel, Ltd. C

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6 Steps in the Rational Decision-Making Model

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Published on The rational decision-making model functions with the three foundational elements in place, that the decision maker has complete information, will choice of value-maximizing, and is able to identify all the relevant options through unbiased means.

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There are five steps of the MBO Process:
Review Organizational Objectives
Set Worker Objectives
Monitor Progress
Evaluate Performance
Give Rewards

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Managers and supervisors are rarely seen in heroic terms.

The term "hero" occasionally crowns the heads of great leaders -- military generals, revolutionary thinkers, even the occasional CEO. But men and women struggling to manage small front-line teams are more often proof of the Peter Principle (where employees are promoted to their level of incompetence) than champions.

It comes down to basic leadership skills -- or the lack thereof when upper levels of management attempt to enforce process instead of inspiration.

The problem is that humans -- including employees -- are social pack animals. So are dogs, which explains why they like our company (cats have ulterior motives). As such, they follow pack leaders who exhibit certain human traits. Employees respond with human reactions.
MBO: Mismanagement By Omission
Contrarily, management by objectives (MBO) is unconcerned with humans. It is concerned with objectives and numbers with which to measure discrete functions. Objectives are great...when you have to take a hill in a combat zone. But in the world of business, where every employee is a free agent, MBOs are bureaucratic, officious, heartless and uninspiring. Nobody has ever written an epic poem to an MBO program.

In the high-tech industry, MBOs can be outright disasters. Customers are fluid, and manufacturing centers move. I have seen MBO-driven sales teams erupt with frustration when MBO incentives did not travel with customers. In other words, when a customer relocated their manufacturing, the sales team did not reach their "objectives." Had the incentives been based on the customer, not an artificial geographic assignment, the objective might have been worthwhile.

So why have MBO programs been so popular, despite their lack of true leadership efficacy? Some of the reasons include:

Upper management is too removed from front-line employees...and it likes it that way.

Other companies do MBOs, so executives think it must work.

It is a way to boost salaries without having to justify them.

MBOs are usually quantitative and easier to understand than leadership.

Leading The Leaders

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Managers and supervisors are rarely seen in heroic terms. The term "hero" occasionally crowns the heads of great leaders -- military generals, revolutionary thinkers, even the occasional CEO. But men and women struggling to manage small front-line teams are more often proof of the Peter Principle (where employees are promoted to their level of incompetence) than champions.

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Joint ventures are common between car manufactures, as discussed in Chapter 4, the Wall Street Journal article below discusses the rise and fall of NUMMI, The New United Motor Manufacturing, Inc. -a failed joint venture between GM and Toyota that ended in 2010.

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General Motors Corp. said it will end its 25-year manufacturing joint venture with Toyota Motor Corp. in California, saying the two companies couldn't agree on what future product would be made at the facility.

The joint venture, called New United Motor Manufacturing Inc., currently churns out the Pontiac Vibe, which GM will stop making within 60 days, and the Toyota Corolla. Toyota's new president, Akio Toyoda, served as a vice...

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General Motors Corp. said it will end its 25-year manufacturing joint venture with Toyota Motor Corp. in California, saying the two companies couldn't agree on what future product would be made at the facility. The joint venture, called New United Motor Manufacturing Inc., currently churns out the Pontiac Vibe, which GM will stop making within 60 days, and the Toyota Corolla.

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The Asian-Pacific Economic Cooperation was established in 1989. Its concept is free and open trade among its 21 members shown below:

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The following page from the IKEA website further discusses IKEA's outlook on People and the Planet. It gives additional insight into the Challenge Case Summary in Chapter 2

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Multinational corporations are companies that's operations are significant in multiple countries. The image shows many of the world's multinational corporations and brands.
https://www.linkedin.com/pulse/multinational-corporations-corporate-social-nattavud-pimpa

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The advantages of a diverse workforce are listed in Chapter 3 of the text, the following article from Entrepreneur Magazine elaborates on some additional benefits of diversity in the workplace.

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5 min read

A Note From The Editor

Opinions expressed by Entrepreneur contributors are their own.

In the age of technology, the world has become smaller. Smartphones and other mobile devices make it possible to interact with customers, vendors or employees on the other side of the world anytime of day or night. As businesses and individual communities have become more globalized, most companies are operating within a diverse marketplace.

You may be doing business with customers and vendors around the world, but even if you're not, chances are that the demographics in your neighborhood are also becoming more diverse.
Related: Diversity Defines Our Global Economy. Do You Speak the Language?
That's why it's more important than ever before to build a diverse staff for your business: Recruiting and retaining a diverse, inclusive group of employees lets your company reflect the world around you and makes your team better able to develop fresh ideas that will meet the needs of the whole marketplace.

To be profitable in a diverse, globalized marketplace, savvy companies are making efforts to look more like the community around them. If you employ only those who identify with a small portion of the market, you just don't have access to the insights, experiences and worldviews of the full marketplace.

When planning to expand your staff, make an effort to recruit a diverse set of employees to help your company. Here are five key benefits of diversity in today's workplaces:

1. Drive innovation.

In a recent Harvard Business Review article, Sylvia Ann Hewlett, Melinda Marshall and Laura Sherbin identified and highlighted companies with what they called "two-dimensional diversity." The leaders of these businesses had at least three inherent diversity traits and three acquired ones (culled from experience).

"Working in another country can help you appreciate cultural differences, for example, while selling to female consumers can give you gender smarts," the authors wrote.

Using new research, Hewlett and her co-authors found that these firms performed better in business, explaining, "By correlating diversity in leadership with market outcomes as reported by respondents, we learned that companies with 2-D diversity out-innovate and out-perform others."

2. Increase creativity.

Teams that include workers from different backgrounds and experiences can come up with more creative ideas and methods of solving problems.

"The more your network includes individuals from different cultural backgrounds, the more you will be creatively stimulated by different ideas and perspectives," according to research by Harvard Business School professor Roy Y.J. Chua. "Importantly, these ideas do not necessarily come from the network members who are culturally different from you."
Related: How to Leverage Boardroom Diversity for Greater Success
3. Make recruitment easier.

Competition is fierce for the most talented workers. Research indicates that diversity can help you recruit top talent. In a recent Glassdoor survey, two-thirds of the people polled said that diversity was important to them when evaluating companies and job offers.

No matter whom you're recruiting a position, the data says they're likely to welcome joinining a diverse workforce. In addition, if you make an effort to recruit a wide variety of candidates -- not just those who went to the local college or who match the ethnicity of the rest of your staff -- your company is more likely to hire the best and the brightest in the labor market.

Talent is vital to improving the bottom line in an increasingly competitive economy, so you'll do your company a favor by selecting employees from the largest and most diverse set of candidates. And with a diverse workforce, your candidates will be more likely to accept your job offers. It's a beneficial cycle.

4. Avoid high turnover.

According to the Labor Department, more people are quitting their jobs now than they have since 2008, meaning retention should be top of mind for managers. The Glassdoor survey found that 57 percent of people surveyed think their company should be doing more to increase diversity in its workforce.

Most business owners know that when an employee leaves, finding and hiring a replacement can be an extremely expensive process. In many cases, a lack of diversity can create an unintentionally hostile environment for those who feel like they don't fit in.

With the current job market bouncing back, many people are now considering their options in a way they haven't in six years. Rather than dealing with turnover rates that could become increasingly high as communities become more inclusive, make a commitment to creating a diverse and discrimination-free work environment at your company.

Successful companies create internal programs, resources and networking groups after listening to employees and supporting efforts they're interested in. This not only supports diversity but has the added benefit of creating a tighter, more invested community among the workforce.

5. Capture more of the market.

When your workplace is home to a diverse group of individuals from different backgrounds and experiences, your company can more effectively market to all groups of consumers, from a wide range of racial and ethnic backgrounds, men and women, older and younger adults and those who identify as gay, lesbian, bisexual or transgender. Building a diverse workplace can help you increase your company's market share.
Related: Richard Branson on Why Diversity Is an Advantage

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The Myriad Benefits of Diversity in the Workplace

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5 min read Opinions expressed by Entrepreneur contributors are their own. In the age of technology, the world has become smaller. Smartphones and other mobile devices make it possible to interact with customers, vendors or employees on the other side of the world anytime of day or night.

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NAFTA is an international market trade agreement between the United States, Mexico, and Canada as discussed in Chapter 4. The link below from the New York Times provides several articles regarding NAFTA including blogs, news editorials, and current events.

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News about the North American Free Trade Agreement. Commentary and archival information about NAFTA from The New York Times.

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The article provides additional information on the study discussed in the text by the American Association of University Women on the pay gap between men and women in management.

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Take doctors and surgeons. Women earn 71 percent of men's wages - after controlling for age, race, hours and education. Women who are financial specialists make 66 percent of what men in the same occupation earn, and women who are lawyers and judges make 82 percent.

Other occupations have managed to narrow or even close the pay gap. As pharmacists, women make 91 percent of what men make and as computer programmers they make 90 percent. Male and female tax preparers, ad sales agents and human resources specialists make equivalent salaries.

So what's the difference?

Dr. Goldin sets aside much of the conventional wisdom about what makes workplaces more equitable, like anti-discrimination laws and employee revolt. And she does not emphasize the "Lean In" prescription - involving men in domestic chores and improving women's confidence and negotiating skills.

Instead, she said, the trick is workplace flexibility in terms of hours and location.

"The gender gap in pay would be considerably reduced and might vanish altogether if firms did not have an incentive to disproportionately reward individuals who labored long hours and worked particular hours," she wrote in a paper published this month in The American Economic Review.

Occupations that most value long hours, face time at the office and being on call - like business, law and surgery - tend to have the widest pay gaps. That is because those employers pay people who spend longer hours at the office disproportionately more than they pay people who don't, Dr. Goldin found. A lawyer who works 80 hours a week at a big corporate law firm is paid more than double one who works 40 hours a week as an in-house counsel at a small business.

Jobs in which employees can easily substitute for one another have the slimmest pay gaps, and those workers are paid in proportion to the hours they work.

Pharmacy is Dr. Goldin's favorite example. A pharmacist who works 40 hours a week generally earns double the salary of a pharmacist who works 20 hours a week, and as a result, the pay gap for pharmacists is one of the smallest.

Pharmacy became such an equitable profession not because of activism but because of changes in the labor market (fewer self-owned pharmacies and more large corporations) and changes in technology (storing patient records on computers where they are easily accessible by any pharmacist).

In other jobs, workers have made these changes themselves. Conventional wisdom is that in jobs like surgery, employees cannot easily substitute for one another and must be on call.

But in one type of medicine, obstetrics, doctors have figured out another way. No longer are many obstetricians on call around the clock. If a baby arrives in the middle of the night, a doctor working an eight-hour shift at the hospital is likely to handle the delivery instead of the doctor who cared for the mother for 40 weeks.

"Somehow in obstetrics we have convinced people that it doesn't matter which one you're going to get," Dr. Goldin said. "It's just the way that it has to be."

What all this data presumes is that women with children are the ones who want the flexibility to work remotely or at odd hours. Maybe more workplaces would change more quickly if men placed more value on that, too.

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Take doctors and surgeons. Women earn 71 percent of men's wages - after controlling for age, race, hours and education. Women who are financial specialists make 66 percent of what men in the same occupation earn, and women who are lawyers and judges make 82 percent.

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The three sustainability gauges for organizational performance are known as the triple-bottom line. This chart provides a visual breakdown of the three areas of organizational sustainability.

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The article points out the ten basic roles of management which are then divided into 3 categories, interpersonal, informational, and decisional. This article provided me with an in depth look into the roles of a manager within an organization.

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As a manager, you probably fulfill many different roles every day.

For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system.

Put simply, you're constantly switching roles as tasks, situations, and expectations change. Management expert and professor Henry Mintzberg recognized this, and he argued that there are ten primary roles or behaviors that can be used to categorize a manager's different functions.

In this article and video, we'll examine these roles and see how you can use your understanding of them to improve your management skills.

Click here to view a transcript of this video.

The Roles

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

The ten roles are:

1. Figurehead.

2. Leader.

3. Liaison.

4. Monitor.

5. Disseminator.

6. Spokesperson.

7. Entrepreneur.

8. Disturbance Handler.

9. Resource Allocator.

10. Negotiator.

The 10 roles are then divided up into three categories, as follows:

Let's look at each of the ten managerial roles in greater detail.

Interpersonal Category

The managerial roles in this category involve providing information and ideas.

1. Figurehead - As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.

2. Leader - This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.

3. Liaison - Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Category

The managerial roles in this category involve processing information.

1. Monitor - In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.

2. Disseminator - This is where you communicate potentially useful information to your colleagues and your team.

3. Spokesperson - Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.

Decisional Category

The managerial roles in this category involve using information.

1. Entrepreneur - As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.

2. Disturbance Handler - When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.

3. Resource Allocator - You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.

4. Negotiator - You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

Applying the Model

You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking about developing your own skills and knowledge. (This includes developing yourself in areas that you consciously or unconsciously shy away from.)

First, examine how much time you currently spend on each managerial role. Do you spend most of your day leading? Managing conflict? Disseminating information? This will help you decide which areas to work on first.

Next, get a piece of paper and write out all ten roles. Score yourself from 1-5 on each one, with 1 being "Very skilled" to 5 being "Not skilled at all."

Once you've identified your weak areas, use the following resources to start improving your abilities in each role.

Figurehead

Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, and reputation. Cultivate humility and empathy, learn how to set a good example at work, and think about how to be a good role model.

Leader

This is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz, How Good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities.

Next, learn how to be an authentic leader, so your team will respect you. Also, focus on improving your emotional intelligence - this is an important skill for being an effective leader.

Liaison

To improve your liaison skills, work on your professional networking techniques. You may also like to take our Bite-Sized Training course on Networking Skills.

Monitor

To improve here, learn how to gather information effectively and overcome information overload. Also, use effective reading strategies, so that you can process material quickly and thoroughly, and learn how to keep up-to-date with industry news.

Disseminator

To be a good disseminator you need to know how to share information and outside views effectively, which means that good communication skills are vital.

Learn how to share organizational information with Team Briefings. Next, focus on improving your writing skills. You might also want to take our communication skills quiz, to find out where else you can improve.

Spokesperson

To be effective in this role, make sure that you know how to represent your organization at a conference. You may also want to read our articles on delivering great presentations and working with the media (if applicable to your role).

Entrepreneur

To improve here, build on your change management skills, and learn what not to do when implementing change in your organization. You'll also need to work on your problem solving and creativity skills, so that you can come up with new ideas, and implement them successfully.

Disturbance Handler

In this role, you need to excel at conflict resolution and know how to handle team conflict. It's also helpful to be able to manage emotion in your team.

Resource Allocator

To improve as a resource allocator, learn how to manage a budget, cut costs, and prioritize, so that you can make the best use of your resources. You can also use VRIO Analysis to learn how to get the best results from the resources available to you.

Negotiator

Improve your negotiation skills by learning about Win-Win Negotiation and Distributive Bargaining.

You might also want to read our article on role-playing - this technique can help you prepare for difficult negotiations.

Key Points

Mintzberg's 10 Management Roles model sets out the essential roles that managers play. These are:

1. Figurehead.

2. Leader.

3. Liaison.

4. Monitor.

5. Disseminator.

6. Spokesperson.

7. Entrepreneur.

8. Disturbance Handler.

9. Resource Allocator.

10. Negotiator.

You can apply Mintzberg's 10 Management Roles model by using it as a frame of reference when you want to develop your management skills. Work on the roles that you fulfill most often as a priority, but remember that you won't necessarily fulfill every role as part of your job.

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Mintzberg's Management Roles: Identifying the Roles Managers Play

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As a manager, you probably fulfill many different roles every day. For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system.

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When a manager is operating both efficiently and effectively, productivity will be achieved.

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http://www.huffingtonpost.com/rayanne-thorn/functions-of-management_b_1723977.html
This blog discusses the management process and highlights the four functions of management -Planning, Controlling, Organizing, and Influencing outlined in Chapter 1.