By: Barb Krantz Taylor Source: Talent Management Original Article Here are nine intangible elements of work that employees rank much higher than salary or perks on engagement surveys. Engaged employees perform at 100 percent of their ability, but the most highly engaged employees perform at 122 percent. This was an assertion made during a Towers […]
Employee engagement may seem like a frill in a downturn economy. But it can make a big difference in a company’s survival. In a 2010 study, James K. Harter and colleagues found that lower job satisfaction foreshadowed poorer bottom-line performance.
Studies of workplace behaviors reveal some startling statistics with regard to the impact that conflict has on business performance. One study indicates that two out of three employee performance problems can be traced to unresolved interpersonal conflicts. Another study estimates that the average manager spends something like forty percent of their time addressing workplace conflicts.
What does it mean though? What is a leader exactly? Many smart people have studied and pondered this question. And many organizations have spent millions on the quest to develop leaders via readings, courses, competency models, feedback, 360 assessments, executive coaches, and more.
As a time management life coach, I’ve found that many of my clients have a dread of finishing that they keep hidden away—hoping that no one will ever notice that they get a lot of little things done while never quite completing the really important stuff.
Every company wants innovation in one form or another, and innovation comes from creativity. But where does creativity come from? Finding the right kind of inspired individual to bring into your office is sometimes as much a talent as the artistic qualities you’re looking for in the first place. Creatives are often a different breed: less worried about profit, less tied into the world of MBAs and bottom lines, and more adept at populating clouds of big ideas and grandiose designs.
Recently, former LA Mayor Richard Riordan outlined the priorities. “Let’s look at the future. Whatever solution we have for our economy, the basic thing is jobs, jobs, jobs.” One of the bright spots – by almost universal acclaim – is the prospect for clean energy jobs. But what does that exactly mean for you?
There was no pride of ownership. Instead, our practice was to throw our ideas out into the space between us. Then we’d have at them — turning them over, rearranging them, even attacking them in favor of better ideas. The only thing that mattered was creating something richer, deeper, simpler and smarter. We both believed we could produce something better collaboratively than either of us could working alone. The joy when we nailed it felt magical. It never occurred to us to parse who contributed to what. Until, one day, it did.
We start a day with great intentions. But then people start calling and emailing, asking and directing, and soon we can hardly remember what we wanted to focus on in the first place — if we ever knew. Our days begin to look like frenzied, attempts to get traction while making little headway. By the end of a week, we’ve forgotten what it was we were hoping to accomplish at the beginning of the week. And by the end the year, we’re frustrated that we haven’t moved forward in our most important priorities.
When it comes to advancing technologies for alternative energy, there are many issues to consider. Those that impact the system’s efficiency, reliability and life-cycle cost should be at the top of the priority list. For example, it’s important to be sure that the cables specified for the wind farm align with the standards of the larger grid. To specify anything less is short-term thinking that could result in lost revenue due to downtime, expensive repairs and negative publicity.