Tag Archives: Human Resources

Why We Need More Authentic Women At Work

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  Last Sunday, comedian actress Julia Louis-Dreyfus, largely known for her work on Seinfeld and Veep, won the Mark Twain Prize, considered the highest honor in comedy. Louis-Dreyfus is the sixth woman to win the award in a male-dominated field. She is also 57, an age at which?especially in entertainment?many actresses are disqualified.

All the way back in the late 1980s, Julia Louis-Dreyfus was a casting afterthought. The Seinfeld executives decided last-minute that they needed a woman added to the cast. In popped Louis-Dreyfus, and as Jerry Seinfeld said to the New York Times, “I could not get enough of her . . . That whole time, nine years, I was not acting.”

Louis-Dreyfus is gifted comedically. But it is perhaps her conduct that makes her a distinctly unique role model. In spite of the cattiness that can define the entertainment industry, Louis-Dreyfus has made it her business to be both authentic and kind. “Many of those who spoke talked about Louis-Dreyfus’s kindness, [and] how constant and straightforward it was,” as reported in the New York Times.

In one particularly telling incident, Friends’ actress Lisa Kudrow and Louis-Dreyfus were both nominated for an Emmy. “After Louis-Dreyfus won . . . she sent Ms. Kudrow, a fellow nominee, flowers with a note attached: ‘You were robbed. -Julia.’” Continue reading →

How to bond with your employees without compromising your authority

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By Sadie Williamson

For any company, success is largely dependent on how well workers perform. I’ve long since learned that employees who perform the best are almost always those who are most engaged with their projects and teams. But you might be surprised to find out that one of the biggest contributing factors to the motivation and good feeling of an employee is often their relationship with their manager.

In a study by the OC Tanner Institute, 37 percent of employees reported recognition from management as by far the most important factor for employee motivation. A similar study found that 79 percent of people who quit their jobs do so because they don’t feel appreciated.

The most successful managers understand their responsibility for employee engagement and recognize how good employee relations contribute to a flourishing company.

Unfortunately, evidence also shows that companies are not taking steps to equip their managers to handle the softer aspects of the role. A CareerBuilder survey found that 58 percent of managers reported receiving no training for their current position. While there is no instruction manual or rule book on managing and leading people, my time in the corporate world has taught me that there are steps that you can take to navigate this complicated responsibility. Continue reading →

It’s Okay to Be Good and Not Great

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by Brad Stulberg

What if striving to be great is what’s holding you back?

“Good is the enemy of great” is one of the most popular self-improvement expressions there is. It’s the first sentence of an international bestselling business book, the title of another self-help book, and a mantra that NFL superstar J.J. Watt has used in press conferences. It sounds appealing and rolls off the tongue nicely, but there’s a good chance it’s downright wrong.

We’re told that striving to be great and never being satisfied are necessary to meet the ever increasing pressures and pace of today’s world. It’s the only route to success. But what is it all for? What does success even mean? Rates of clinical anxiety and depression are higher than ever. Some experts believe that loneliness and social isolation have reached epidemic proportions. Two-thirds of all employees report feeling burned out at work. Surely this isn’t the kind of success that everyone is after.

Zen master Thich Nhat Hanh offers that true success means feeling content with the unfolding of your life. It is “finding happiness in your work and life, in the here and the now.”

Continue reading →

5 Smart Ways To Get Your Team To Step Up

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by  Robert Glazer

The next time you’re in a company meeting, look around the room. Chances are, two out of three people there isn’t happy on the job. This sobering thought comes from a recent “State of the American Workplace” survey by Gallup, which reported that only 33 percent of U.S. employees are engaged with their work.

What does it mean for a business to have a majority of its employees disengaged? Typically, teams will fall apart as disgruntled workers spread discontent. If no one takes action, that can lead to poor performance and a high rate of attrition.

According to Gallup’s calculations, there are high costs to disengagement—up to 34 percent of a person’s salary. That means a manager making $100,000 is wasting $34,000 simply because he’s not psychologically invested in the organization’s mission, vision or culture. That’s a compelling reason to reexamine your game plan for motivating employees. Continue reading →

The Three Principles of Wise Power

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If you know how to harness the power of your mind, heart and soul, you will be wiser in the face of surprises and disruption.

One of today’s damaging and common leadership misconceptions is the confusion of power with external control. All too often, we think of power as the ability to direct or influence the behaviour of others, or to force the course of events to conform to a predetermined scheme.

But there is an equally necessary kind of power, which is exerted inwardly. It turns out that power is as much about the ability to adapt to the world around us as it is about shaping the world. As the global business landscape becomes increasingly complex, our ability to develop our presence and gravitas has become an indispensable companion of authority.

A harmonious balance of inward- and outward-directed power is what I call wise power. It is the embrace of dualities that helps us meet the world halfway: in between what we want and what is offered to us. Beyond the illusion of full control, wise power is an art of surprise.

So what is wise power? Fundamentally, it is the ability to master the deeper dynamics – not just the surface phenomena – affecting the world, an organisation, a team, an individual, a conscience. Leaders developing their wise power train their attention towards the underlying forces shaping their environment and themselves. They are not as easily blindsided by threats or challenges. As their thinking is not beholden to entrenched prejudices and patterns of behaviour, they can devise more effective and more meaningful solutions. Continue reading →