Showing posts with label engagement. Show all posts
Showing posts with label engagement. Show all posts

Monday, July 25, 2011

Career Criteria: The Trinity of Needs

"Measure any potential career against three essential key criteria:


Do I find the work satisfying?
Can I make good money?
Does it provide a useful service?


These questions point to the three essential components of a fulfilling work life.  Two out of the three may seem sufficient for a while, but all three elements are usually required in a satisfying long-term career.  And the lack of one or more of these three basic elements is the primary cause of dissatisfaction and complaints in the workplace."
- from The Four Purposes of Life, by Dan Millman

Compare and contrast this to Dan Pink's 3 essential aspects to be engaged at work in Drive: The Surprising Truth About What Motivates Us:  
  1. Autonomy
  2. Mastery
  3. Purpose

Coaching Challenge: Consider these combined 6 criteria when making a career choice to be both fulfilled and fully engaged. 

Saturday, June 18, 2011

Finding Flow

Mihaly Csikszentmihalyi has written a few books on the topic of "Flow".  While I found one of his books to be academic and a difficult read, "Finding Flow: The Psychology of Engagement with Everyday Life" is much more engaging.

Flow is a mental state where a person is fully immersed in an activity, feeling fully involved, a sense of energized focus.  It's a state where time passes by without even noticing it.  I've experienced Flow when  I coach a client, play the piano, or race a sailboat, or write an article or report.

The biggest takeaway from this books is that optimal experience, or Flow, occurs when two variables are high:  Challenge Level and Skill Level.  This chart depicts this through illustrates the quality of experiences as a function of the relationship between challenges and skills:

Over a week period, notice when you feel this different states, and see how true it is for you.  Notice when you feel a state of Flow in your life, and create opportunities to experience this more in your life.  And if you feel you don't experience Flow, consider what you're skilled at that you enjoy doing, and amp it up so that you're challenged.

I'd love to hear your experiences with flow.  Post a comment and share your experience!

Tuesday, February 15, 2011

Bad Bosses

Bad managers are a huge problem in workplaces, resulting in negative consequences on employee morale and engagement. 

A survey recently conducted by the Human Resources Professionals Association (HRPA) found 73% of HR professionals believe that managers who bully, speak inapppropriately to staff, or are disrespectful are "a significant problem in today's workplace." 

The HRPA's director of HR excellence says: "There are managers who are poorly trained or promoted to management for the wrong reasons." 

What can you do if you have a bad boss?  Check out my article "Top Three Bad Boss Behaviours and What You Can Do About It" on ezineArticles.



As Featured On EzineArticles

Thursday, December 2, 2010

The Last Career Guide You Will Ever Need

Daniel Pink, author of “A Whole New Mind”, wrote this fabulous little book, “The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need”. It’s a quick read, practically like reading a comic book! It’s written in the Japanese comic format known as manga. Packed with practical, cut-to-the-chase advice with six essential lessons for thriving in the world of work, I highly recommend it.


Here’s the skinny, in case you want it straight up, like I usually do:

1. There is no plan. Most people think it’s so important to plan out your career for years out, like a life map. The world of work changes. Your job might not even exist 5 years from now. New jobs will appear. Instead, make decisions for fundamental reasons: take a job or join a company because it will let you do interesting work in a cool place, even if you don’t know exactly where it will lead.

2. Think strengths, not weaknesses. I definitely promote this approach. Buckingham and Seligman’s research about discovering your strengths show that the key to success if to steer around your weaknesses and focus on your strengths. Successful people don’t try too hard to improve what they’re bad at. They capitalize on what they’re good at. That’s good news – if you follow this advice, you’ll be involved in work that gives you energy instead of draining it.

3. It’s not about you. Your work is about your customer, about your clients. Using your strengths is not to self-actualize. Your work is to serve. Help customers solve their problem. Give your client something she doesn’t know she’s missing. Have an outward view, not inward. The most valuable people in any job bring out the best in others. Make your boss look good. Help your team members succeed.

4. Persistence trumps talent. Like athletes and musicians, successful people show up, they practice and practice and practice some more, and do well in whatever career they choose. Like compound interest, a bit of persistence builds on itself. Over time, a little bit of persistence improve performance, which encourages greater persistence, which improves performance even more, and so on. Talent isn’t so important; the world is littered with talented people who didn’t persist, who didn’t put in the hours, who gave up too early. Meanwhile less talented people who persist pass them by. That’s why intrinsic motivation is so important – doing something because you simply like doing it, rather than needing to get an external reward like money or a promotion. The more intrinsic motivation you have, the more likely you are to persist. The more you persist, the more you are likely to succeed.

5. Make excellent mistakes. Too many people spend time avoiding mistakes. They’re so concerned about being wrong, about messing up, that they never try anything – which means they never do anything. Their focus is avoiding failure. The most successful people make spectacular mistakes – huge honking screwups! They’re trying to do something big, and each time they make a mistake, they get a little better and move a little closer towards excellence. Excellent mistakes are those that come from having high aspirations, from trying to do something nobody else has done, rather than stupid, thoughtless blunders.

6. Leave an imprint. When you get towards the end of your life, you’ll ask yourself questions like: Did I make a difference? Did I contribute something? Did my being here matter? Did I do something that left an imprint? Before it’s too late, ask yourself those questions now. Think about your purpose, recognize that your life isn’t infinite, and use your limited time here to do something that matters. Truly successful people deploy the other 5 lessons in the service of something larger than themselves. They leave their companies, their communities, their families a little better than before. This is what it means to be alive.



What are your strengths? How are you expressing your strengths at work?

How persistent are you? How can you build your persistence ‘muscle’?

What are you working to contribute? What really matters?

Tuesday, August 3, 2010

Work That Matters

Michael Bungay Stanier, who wrote the book, Do More Great Work: Stop the Busywork. Start the Work that Matters., believes that all work falls in one of three buckets:

  1. Bad Work consumes time and energy, and makes no difference.
  2. Good Work that you do most of the time, and do it well.  The problem -- it's endless, and it's comfortable, which keeps you spinning your wheels in routine and busyness, as you just get through each week.
  3. Great Work is meaningful, challenging, lights you up and matters to you. 
What kind of work are you doing, most of the time? 

If you're like most people, on average, you're doing Bad Work 0-40% of the time, 40-80% of your time doing Good Work, and 0-25% on Great Work.

Check out this YouTube video for a quick overview.

How can you do more Great Work?  Here are three tips that I believe in and fully endorse:
  • Create Projects.  See all great work as projects.  Abandon your job description and focus on creating projects where you are focusing on your best work.
  • Define 3 Things Daily.  Define three high-impact actions you will take each day, and focus on them. Having a long "To-Do" list completed daily isn't effective if you haven't accomplished what matters most. At the very least, define one thing that you really will do. The other two can be gravy, bonus tasks that you'll be happy if you get to them and if you don’t, you won’t beat yourself up about it.
  • Create Great Work Space. Great Work requires a different type of thinking, so create a different kind of space for it. The space can be a coffee shop, a meeting room, another office space, the cafeteria, a library. Find another space to do your Great Work.  Changing the context will change the way you work.
I'll be interested to hear about your success doing more Great Work!

Friday, May 28, 2010

Talent Hunt-Getting it Right

Recruiting and getting the right "talent" in organizations is one of the most important leadership abilities.  Whether the buzzword is "talent management" or "human resources", it all comes down to having the right people.

A recent post in Workopolis blog "New Rules for the Talent Hunt" highlighted how the job market is changing, with tips for recruiters and candidates.  From this post, I found 3 key components that I feel are really critical to be aware of, when you are a leader searching for the right people:

a. Hire a person, not a resume.  Spend time getting to know people in interviews: who they are, how they will contribute, and how well they will fit into your organization.

b. Getting it wrong can be costly. "Hiring the wrong person will cost you 2.5 times that person’s salary."* Getting it right is worth the reward of the time you invest in really getting to know people in interviews.

c. Fulfillment is the new corner office. Employee happiness (and productivity) is a result of fulfillment on the job. Engaged employees achieve more. Beyond hiring the right people, invest in keeping each person engaged and thus, achieving results on the job. Find out what is important to each person individually, to maintain fulfillment in his/her career.

* Source: Society of HR Management 2007

Friday, March 5, 2010

How to Choose Engaged Team Members

As a leader, you may often wonder how to make a decision between two capable employees about which one to hire or retain.
 
I have a racing sailing team and my criteria for selecting those team members is the same as the criteria I have used for hiring (and firing) employees. Here are 3 key characteristics to look for when assessing who you want to have on your team:

1. Commitment. People who are truly committed are consistently present and engaged. They show up fully. They have their heads in the game 100%. You can sense when people are truly dedicated in this way; and, on the flipside, when they are not. Trust your intuition in assessing someone’s level of engagement.

2. Fit. People with complementary strengths form the best team, and may provide a healthy source of conflict. Rather than a homogeneous group of people, having differing opinions and attitudes will create a stronger contribution to the whole. At the same time, you want team members who play well together, to minimize the destructive potential of conflict. Also:
  • Consider culture (the way we work around here) and values (what’s really important to us) and how your team member will fit in within that framework.
  • Assess the individual’s personality and how well it fits the job.

3. Skill and Aptitude. Of course, you want people who have the ability to do their job. Although, I have engaged team members who did not have 100% of the requirements for the job, but had the aptitude and desire to learn and bridge the gaps. As long as you sense a good fit and high level of commitment, know that attitude and personality often weigh more in the long term since these attributes are inherent in individuals and not learned traits.
  • Wouldn’t it be preferable to have someone who shows up consistently, plays well with others and is growing into their role, than someone who is capable of doing the job but is consistently absent and is destructively confrontational with others?

When I am choosing a team member for my sailing team, I assess the racers with these 3 attributes. Commitment and fit are as important as skill and aptitude. Whether you are selecting a new team member, a new board member, or making a difficult decision to let someone go, consider these 3 attributes to assist your decision making.

How do you assess these 3 characteristics? Communication, through active listening, questioning, while focusing on understanding others and always, always, maintaining respect.