The Top 3 Ways to Engage Employees
July 27, 2010 by Di
Filed under engagement, leadership, performance management, reward, weaknesses strengths
The No. 1 reason why most people leave their jobs is the feeling they’re not appreciated.
According to Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or join the growing ranks of the disengaged.
3 Steps to Positive Leadership
The Art of Asking the Right Questions
July 13, 2010 by Di
Filed under coaching, communicating change, performance management, questions
What makes a good question? Is it really that hard to ask a question that will open up discussions, create learning and sharing, and result in productive communications?
The truth is, most of us don’t know how to ask good questions, or when we do ask a really great question, it is by accident. There are several ways to ask questions. Some people seem really good at it, while others use a random, what-ever-pops-into-their-head approach.
The Three Biggest Mistakes Executives Make When Leading Behavioural Change
June 2, 2010 by Di
Filed under accountability, coaching, leadership, performance management, trust
Why is it that leaders frequently fail to hold people in their organisations accountable for their behaviour? Implementing such recognised measures as performance management, job design, program evaluation, risk management, and planning to achieve better job performance, furthermore, consistently fails to deliver it. The basic problem is that it can be profoundly difficult for leaders to change their own behaviour, let alone influence sustained behavioural change in others. Three basic mistakes contribute to this problem.
Failure to Confront Problem Behaviour
Transparency & Trust: A New Metric for Leadership
May 26, 2010 by Di
Filed under change leadership, integrity, leadership, performance management, power, sustainable leadership, trust
We need a better way to evaluate our business leaders, assert James O’Toole and Warren Bennis in a recent Harvard Business Review article “A Culture of Candor,” (June 2009). It’s no longer prudent to judge American corporate leaders’ performance solely on the extent to which they create wealth for investors.
Moving forward, a new metric is proposed: the extent to which executives create organisations that are economically, ethically and socially sustainable.
Performance Management – Why don’t we play to our strengths?
November 18, 2008 by Di
Filed under performance employee, performance management, weaknesses strengths
If we were being really honest with ourselves, we’re probably not fantastic at every part of our job. If we were even more honest, we’ve probably learned to fake it a little – or a lot. It’s quite odd that we willingly subject ourselves to the stress of exerting constant effort to either fix, divert attention from or hide some part of our job performance we feel insecure about. This is instead of celebrating and growing the parts of our job that we’re really good at. In fact, we are so concerned that we will be busted for doing something wrong in an area we either don’t like or are weak in, that research by author Marcus Buckingham shows that 89% of us think that battling with our vices is our ticket to success.
My name is Di Worrall, and I'm an author, corporate change specialist and executive coach. I wrote the new release book - A Climate for Change - How to ride the wave of change into the 21st Century and create a more sustainable and prosperous future for you and your business. You might be a business leader or you might be in the business of coaching, consulting or training business leaders. I created this blog as a companion to the book and to help you and your clients navigate the current climate of change and uncertainty, and lay the foundations for a more sustainable future.
