Impact Today™
Sunday, August 24, 2008
Which kind of boat are you?
An Oriental sage once observed there are three kinds of people in all types of organizations:
An Oriental sage once observed there are three kinds of people in all types of organizations:- Rowboat people
- Sailboat people
- Steam boat people
He explained that rowboat people need to be pushed or show a law. Several people are those who only move when the winds are favorable. Steam boat people are the ones that move continuously whether the waters are ruff or calm.
It is the steamboat people that are the masters of themselves, their surroundings, and their fate.
It is the steamboat people that are the masters of themselves, their surroundings, and their fate.
Labels: Anecdote, Attitude, Behaviors, Leadership
¶ 8/24/2008 0 Comments Links to this post
Tuesday, August 5, 2008
The love-hate of social networks by employers
Many companies seem to have strong feelings about social network website access at work. The websites, such as Facebook, My Space, and Linked In, are seen as an asset by 8 percent of the companies participating in a recent survey by Challenger, Gray, and Christmas.
These companies see the sites as a way employees can network with others to enhance their skills, market their products, and reach colleagues.
However 22 percent felt strongly the sites are a waste of time and distraction to productivity so they block the sites. ¶ 8/05/2008 0 Comments Links to this post
Many companies seem to have strong feelings about social network website access at work. The websites, such as Facebook, My Space, and Linked In, are seen as an asset by 8 percent of the companies participating in a recent survey by Challenger, Gray, and Christmas.These companies see the sites as a way employees can network with others to enhance their skills, market their products, and reach colleagues.
However 22 percent felt strongly the sites are a waste of time and distraction to productivity so they block the sites. ¶ 8/05/2008 0 Comments Links to this post
Friday, July 25, 2008
The doorbell
Walking home from the bus stop an elderly lady spotted two young boys on the front porch of a home along the way. They were still in their school uniforms and were using their backpacks for altitude as they tried to reach the doorbell.
Her heart touched by the lads, she wondered why today’s parents don’t watch for their children when school is out.
So decided to help. Walking up to the house she gave the doorbell a good, solid push.
As soon as it rang the two boys picked up their backpacks and yelled, “Run!” and disappeared around the corner.
Life Lesson: Reacting before you get the facts can lead to embarrassment.
Walking home from the bus stop an elderly lady spotted two young boys on the front porch of a home along the way. They were still in their school uniforms and were using their backpacks for altitude as they tried to reach the doorbell.Her heart touched by the lads, she wondered why today’s parents don’t watch for their children when school is out.
So decided to help. Walking up to the house she gave the doorbell a good, solid push.
As soon as it rang the two boys picked up their backpacks and yelled, “Run!” and disappeared around the corner.
Life Lesson: Reacting before you get the facts can lead to embarrassment.
Labels: Anecdote, Behaviors, Conflict_Management
¶ 7/25/2008 1 Comments Links to this post
Sunday, July 20, 2008
Sunday Book Review: The Tipping Point
Malcolm Gladwell does an excellent job explaining how fads become mainstream in The Tipping Point – How little things make a big difference. It is a study of human behavior that is a must read for entrepreneurial, product development, marketing, and human resource professions. Using historical examples, Gladwell shows how small, simple things separate success from mediocrity.
For example, why do we know the name Paul Revere but are unfamiliar with William Dawes? They both made similar horseback rides to alert colonialists about arriving British troops. The reasons for the difference of fame lies in what Revere did differently – things that can be easily replicated when trying to create success in today’s world.
Gladwell also shows how simple things led to a drop in the New York City crime rate, helped Hush Puppies resurge, and many others.
Robert Middleton, author of The Info Guru, says this book gave him new insight into the way word-of-mouth advertising works. He recommends the book and so do I.
To see more reviews, get more information, or to order the book, click here.
Malcolm Gladwell does an excellent job explaining how fads become mainstream in The Tipping Point – How little things make a big difference. It is a study of human behavior that is a must read for entrepreneurial, product development, marketing, and human resource professions. Using historical examples, Gladwell shows how small, simple things separate success from mediocrity.For example, why do we know the name Paul Revere but are unfamiliar with William Dawes? They both made similar horseback rides to alert colonialists about arriving British troops. The reasons for the difference of fame lies in what Revere did differently – things that can be easily replicated when trying to create success in today’s world.
Gladwell also shows how simple things led to a drop in the New York City crime rate, helped Hush Puppies resurge, and many others.
Robert Middleton, author of The Info Guru, says this book gave him new insight into the way word-of-mouth advertising works. He recommends the book and so do I.
To see more reviews, get more information, or to order the book, click here.
Labels: Behaviors, Books, Strategy
¶ 7/20/2008 3 Comments Links to this post
Tuesday, July 15, 2008
Desk Rage touches half of workers
New research has shown that nearly half of the American workforce has resorted to “Desk Rage”. It is a substantial problem that places employers at risk of a “hostel environment”.
Anger in the workplace ranges from rudeness to abusive behavior according to professor Paul Spector of the University of South Florida.
Research also shows:
New research has shown that nearly half of the American workforce has resorted to “Desk Rage”. It is a substantial problem that places employers at risk of a “hostel environment”.Anger in the workplace ranges from rudeness to abusive behavior according to professor Paul Spector of the University of South Florida.
Research also shows:
- 88 percent feel their workplace is growing less civil
- 25 percent admit they have been driven to tears by desk rage
- 17 percent say company or personal property has been damaged by desk rage
- 11 percent claim physical violence has occurred in their workplace
- 10 percent fear their workplace is not safe
- 3 percent admit pushing, slapping, or hitting a co-worker
Labels: Attitude, Behaviors, Retention, Survey
¶ 7/15/2008 2 Comments Links to this post
Friday, June 27, 2008
The cleverness of the James Gang
Legend says that Jesse James and his gang once stopped at a rundown farmhouse on the remote countryside to hide following yet another bank robbery. The occupant of the house was a little old lady that took the time to cook for them and take care of their laundry. The gang became very fond of the widow and after discovering her house was in foreclosure they gave her the $500 she needed to pay the debt, which happened to be owed to the same bank they had just robbed. She was extremely grateful to them as they departed.
They actually only went a small distance down the cattle path where they set up camp in a small but secluded clump of trees.
The road was relatively untraveled except for the debt collector who passed them by going to settle the widow’s account.
On his way back, the gang confronted the man and got their money back.
Life Lesson: Know the habits of those with whom you do business.
¶ 6/27/2008 0 Comments
Links to this post
They actually only went a small distance down the cattle path where they set up camp in a small but secluded clump of trees.
The road was relatively untraveled except for the debt collector who passed them by going to settle the widow’s account.
On his way back, the gang confronted the man and got their money back.
Life Lesson: Know the habits of those with whom you do business.
Saturday, April 26, 2008
Traffic biggest cause of tardiness
If an employee is late it is probably a result of their trip to work, regardless of what they say. A survey by Careerbuilder.com, recently reported by Boston Business Journal, showed that 39% of tardiness are due to a long commute or heavy traffic.
The survey also revealed 24% of employees will lie about being late yet 27% of managers are skeptical of the excuses they receive.
It also noted that 43% of managers care more that work gets done on time rather than their employees are occasionally late. ¶ 4/26/2008 0 Comments Links to this post
If an employee is late it is probably a result of their trip to work, regardless of what they say. A survey by Careerbuilder.com, recently reported by Boston Business Journal, showed that 39% of tardiness are due to a long commute or heavy traffic.The survey also revealed 24% of employees will lie about being late yet 27% of managers are skeptical of the excuses they receive.
It also noted that 43% of managers care more that work gets done on time rather than their employees are occasionally late. ¶ 4/26/2008 0 Comments Links to this post
Monday, March 24, 2008
Workplace gossip
Of the many unacceptable employee behaviors in the workplace, gossip can be one of the most disruptive. A recent survey by Steelcase found that 36 % of gossiping occurs in the break room or kitchen. The good news is that the most common place is also the place where people are on their own time.
Running a close second is an area where the gossiping does occur on the clock – the office of a co-worker. One-third of gossiping takes place in the offices meant for productivity.
In a distant third was email and instant messaging, which is also on company time and, in many companies, a potential violation of technology policy. ¶ 3/24/2008 1 Comments Links to this post
Of the many unacceptable employee behaviors in the workplace, gossip can be one of the most disruptive. A recent survey by Steelcase found that 36 % of gossiping occurs in the break room or kitchen. The good news is that the most common place is also the place where people are on their own time.Running a close second is an area where the gossiping does occur on the clock – the office of a co-worker. One-third of gossiping takes place in the offices meant for productivity.
In a distant third was email and instant messaging, which is also on company time and, in many companies, a potential violation of technology policy. ¶ 3/24/2008 1 Comments Links to this post
Tuesday, December 18, 2007
How to deal with a manipulator
At some point in our lives we have all run across manipulative people. Perhaps it was a friend, relative, salesperson, coworker, supervisor, customer, tenant, or casual acquaintance. Perhaps we did not even recognize it as they manipulated the facts or situation to their benefit, or perhaps we did see it but were helpless to counter their behavior.
The motivation for the manipulator can be varied. Some see manipulation as a way to get what they want in life. They feel that by controlling other people’s thoughts and actions they can also control the agenda.
At some point in our lives we have all run across manipulative people. Perhaps it was a friend, relative, salesperson, coworker, supervisor, customer, tenant, or casual acquaintance. Perhaps we did not even recognize it as they manipulated the facts or situation to their benefit, or perhaps we did see it but were helpless to counter their behavior.The motivation for the manipulator can be varied. Some see manipulation as a way to get what they want in life. They feel that by controlling other people’s thoughts and actions they can also control the agenda.
Others look at manipulation as a way to deflect attention from their own inadequacies. These individuals have insecurity in their own ability or have failed to properly execute tasks to which they were responsible.
They manipulate the situation by calling attention to problems in other areas so that the troubles in their areas are overlooked. Still other manipulators are factual manipulators. They take statistics or number to paint a picture to arrive at a conclusion they may believe is right, even though it is very wrong. In many cases these manipulators are passive and unaware of their error until it is pointed out to them, but by that time they have committed to the incorrect conclusion and will defend it rather than to admit the mistake.
In his book, In Sheep’s Clothing, Dr. George Simon states that all of us have used manipulation at some point in our lives. But he insists that does not make us all manipulators. He sites manipulators as those that habitually and aggressively manipulator. According to Simon, “The tactics of deceit, manipulation and control are a steady diet for covert-aggressive personality. It's the way they prefer to deal with others and to get the things they want in life.”
The key to working with manipulators is to recognize their behavior and deal with it. Robert Bacal, author of The Complete Idiot’s Guide to Dealing with Difficult People says the critical message is “it isn’t going to with me.” The manipulator seeks those that they control and you have to position yourself away from the target of their behavior through the proper actions early in their game.
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© 2007 Max Impact. Learn how Max Impact can help you get control of unacceptable employee behavior.
Labels: Behaviors
¶ 12/18/2007 0 Comments Links to this post
Monday, September 17, 2007
Why We Have "Slackers"
According to a recent survey only 25% of employees admit that they work as productively as possible. The survey showed that another 25% felt they could do 50% more while half of the workers surveyed openly admitted they could increase their productivity by an average of 26%.
The top five reasons given for this lack of maximum productivity were: lack of supervision, insufficient training, exclusion from the decision-making process, no reward for good performance, and no opportunity for advancement.
Not every company experiences a loss of performance to the same degree. Some organizations will suffer a greater loss while other organizations will find their employees better connected tothe vision of their organization and their role in fulfilling that vision.
A separate survey revealed that in organizations where management felt their employees werethe most connected and productive were typically the organizations where employees felt the least connected -- therefore having lower productivity.
By examining the five reasons given by the admittedly unproductive employees, one can quickly derive and implement low- or no-cost ways to connect employees for an improved bottom line.
Is supervision the problem?
Find out by going to the online story by clicking here.
According to a recent survey only 25% of employees admit that they work as productively as possible. The survey showed that another 25% felt they could do 50% more while half of the workers surveyed openly admitted they could increase their productivity by an average of 26%.The top five reasons given for this lack of maximum productivity were: lack of supervision, insufficient training, exclusion from the decision-making process, no reward for good performance, and no opportunity for advancement.
Not every company experiences a loss of performance to the same degree. Some organizations will suffer a greater loss while other organizations will find their employees better connected tothe vision of their organization and their role in fulfilling that vision.
A separate survey revealed that in organizations where management felt their employees werethe most connected and productive were typically the organizations where employees felt the least connected -- therefore having lower productivity.
By examining the five reasons given by the admittedly unproductive employees, one can quickly derive and implement low- or no-cost ways to connect employees for an improved bottom line.
Is supervision the problem?
Find out by going to the online story by clicking here.
Labels: Behaviors
¶ 9/17/2007 0 Comments Links to this post
