British poet and lexicographer Samuel Johnson said, “Almost every man wastes part of his life in attempts to display qualities which he does not possess.” If you have an image in your mind of what talents people are supposed to have, yet you do not possess them, then you will have a difficult time finding your true strengths. You need to discover and develop who you are. Here are a few suggestions to help you: Continue reading “Finding Your Own Strength Zone”
Tag: Employee Behavior
As leaders, we’d like to think that when people leave, it has little to do with us. But the reality is that we are often the reason. Some sources estimate that as many as 65 percent of people leaving companies do so because of their managers. We may say that people quit their job or their company, but the reality is that they usually quit their leaders. The “company” doesn’t do anything negative to them. People do. Sometimes coworkers cause the problems that prompt people to leave. But often the people who alienate employees are their direct supervisors.
Most leaders can make a good impression on employees when they first meet. Add to that the optimism people have when they start a new job. They want a new job to work out. But over time, leaders will be recognized for who they really are, not who they are trying to appear to be. If a boss is a jerk, it’s only a matter of time before an employee knows it. Continue reading “Why Do People Quit?”
The bottom line is that when the leader listens, the organization gets helter. Former Chrysler chairman Lee Iacocca asserted, “Listening can make the difference between a mediocre company and a great one.” That means listening to people up and down the line at every level of the organization to customers, workers, and other leaders.
Dallas-based Chili’s, one of the nation’s top restaurant chains, has prided itself in having leaders who listen. Norman Brinker, onetime owner and chairman of Chili’s, believes that responsive communication is the key to good relations with both employees and customers. He also has lean that such communication pays big dividends. Almost 80 percent of Chili’s menu has come from suggestions made by unit managers. Continue reading “Listening Can Improve the Organization”
In order for you to finding the main thing when come to the decision making, here are few questions that you need to consider.
What gives me the greatest return? What is most rewarding? What is required of me? Those were not questions you could always readily answer. Early in a career, the easiest to answer is usually the one concerning requirements. You can work from a job description if you have one. On the other hand, most people don’t start getting a true sense of what give the greatest return for their effort until they reach their thirties—sometimes even later in life. And what is most rewarding to a person often changes during different seasons of life.
As you worked, reflected, and grew, you will slowly begin discovering the answers to those three key questions. This guiding principle was that the purpose of all work is results. If you wanted to accomplish objectives and be productive, you needed to provide forethought, structure, systems, planning, intelligence and honestly. But you need also know that you needed to keep things simple. If you had read a study of thirty-nine midsized companies stating the characteristic that differentiated the successful companies the unsuccessful was simplicity. The companies that are sold fewer products fewer customers, and who worked with fewer suppliers than other companies in the same industry were more profitable. Simple, focused operations brought greater results. As Warren Buffett observes, “The business schools reward difficult, complex behavior more than simple behavior, but simple behavior is more effective.” By striving for simplicity, I could help myself to keep my mind on the main thing.
Continue reading “Finding The Main Thing”