I really like these 10 guiding business principles that San Antonio, TX headquartered insurance company USAA has lived by: Exceed customer expectations Live the Golden Rule (treat others with courtesy and respect) Be a leader Participate and contribute Pursue excellence Work as a team Share knowledge Keep it simple (make it easy for customers to do business with us and for us to work together) Listen and communicate Have fun Too many companies don't make it simple for their customers to do business with them. Is it easy for your customers to: Buy from you? Make returns? Get pricing and terms? Receive timely responses to their e-mails? Quickly get answers when phoning your company? You can find more examples of companies with impressive guiding principles in the book, 1001 Ways To Energize Employee s .
I really like these 10 guiding business principles that San Antonio, TX headquartered insurance company USAA lives by: Exceed customer expectations Live the Golden Rule (treat others with courtesy and respect) Be a leader Participate and contribute Pursue excellence Work as a team Share knowledge Keep it simple (make it easy for customers to do business with us and for us to work together) Listen and communicate Have fun Too many companies don't make it simple for their customers to do business with them. Is it easy for your customers to: Buy from you? Make returns? Get pricing and terms? Receive timely responses to their e-mails? Quickly get answers when phoning your company? You can find more examples of companies with impressive guiding principles in the book, 1001 Ways To Energize Employees .
Getting feedback is an important way to improve performance at work. But sometimes, it can be hard to seek out, and even harder to hear. “Feedback is all around you. Your job is to find it, both through asking directly and observing it,” says David L. Van Rooy, author of the new book, Trajectory: 7 Career Strategies to Take You From Where You Are to Where You Want to Be . As today's guest post, Van Rooy offers these six tips for how to get the feedback you need to improve performance at work . Guest Post By David L. Van Rooy 1. Don’t forget to as k : One of the biggest mistakes people make is assuming things are going perfectly (until they make a catastrophic mistake). By not asking, you’re missing out on opportunities for deep feedback: the difficult, critical feedback that gives you constructive ways to improve. 2. Make sure you listen : Remember, getting feedback is about improving your performance, not turning it into a “you versus the
To help you bring out the best in your team, you need to get close and understand their skills, abilities, and motivations. So, the authors of the book, Your First Leadership Job , recommend you hold getting-to-know-you conversations with each of your direct reports. Ask these open-ended questions . Let each team member know the purpose of the meeting in advance. And, don't cheat by adding in work-specific questions. What do you enjoy doing most as part of your work? Why? What do you miss most about the jobs you've had in the past? Why? What things about your current job do you enjoy the least? Why? How do you cope with or relieve stress? To help you do your job, what could I change about: Your work environment? The content of your work? How you get your work done? What form of recognition do you prefer or not prefer?
Here are the seven smart things you need to do to succeed in the future , according to leadership expert. John Baldoni , in his book, Lead With Purpose : Make purpose a central focus. Instill purpose in others. Make employees comfortable with ambiguity. Turn good intentions into great results. Make it safe to fail (as well as prevail). Develop the next generation. Prepare yourself.
According to Ron Ricci and Carl Wiese , authors of the book, The Collaboration Imperative , high-performing teams have the following characteristics: People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas. Everybody is working toward the same goals. Team members are clear on how to work together and how to accomplish tasks. Everyone understands both team and individual performance goals and knows what is expected. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts. Disagreement is viewed as a good thing and conflicts are managed. Criticism is constructive and is oriented toward problem solving and removing obstacles. The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or executive sponsor, aft
Author Kristi Hedges , in her book, The Power of Presence , provides these explanations of the roles of a coach and of a mentor and how they differ from each other: The Coach shows empathy through a mixture of tough love and strong support. The coach is not afraid to push you because she sees the best in you. This leader has a good sense of what's going on in the rest of your life and isn't afraid to mention it as it relates to your performance and potential. The Mentor makes you feel that your success is always top of mind. Mentors have your back to guide you along in your career. They will act as a confidante as you hash through ideas and won't hold it against you as your iterate. Because they have done well, they operate from a point of helping others do the same.
Gorick Ng is a career adviser at Harvard Collage and during the last four years, he’s interviewed more than five hundred interns, early career professionals, managers, and executives, across the globe. Now, he’s distilled everything that he’s learned into a step-by-step guide – his new book, The Unspoken Rules: Secrets To Starting Your Career Off Right . “We all have what it takes to be a top performer. It begins with mastering the unspoken rules,” explains, Ng. Some of the 20 unspoken rules that Ng reveals and explains in his book are: Know when to reject, embrace, or bend the rules. Think like an owner. Know your context and your audience. Work backward from the end goal. Ng’s interviews included asking these questions: What are the most common mistakes people make at work? What would you do differently if you could redo the first years of your career? What separates top performers from mediocre ones? During his research, Ng identified the most un
Social psychologist, Heidi Grant Halvorson , wrote Succeed to help you understand how goals work, what tends to go wrong, and what you can do to reach your goals or to help others reach theirs. Because many of us struggle each year to fulfill our New Year's Resolutions (goals), Halvorson's book, packed with the findings from her own research, along with the most useful tips from academic journals and handbooks, is a worthwhile read. In her 260-page book, Halvorson covers : • How to set a goal that you will pursue even in the face of adversity. • How to avoid the kind of positive thinking that makes people fail. • How to create an environment that will help you win. "Setting goals is important," said Halvorson, "But that's not the whole story. Because how you set your goals--the way you think about whatever it is you want to do, and how you will get there--is every bit as important." Halvorson recommends : • Making your goal as specific as possib