Skip to main content

How To Energize Your Work And Life

Tom Rath is the author of the incredibly popular Strengthsfinder 2.0 book. One of his most recent books is, Are You Fully Charged?

The book draws on the latest and most practical research from business and psychology and identifies the three keys that influence most of our daily well-being, as well as our engagement at work:
  • Meaning: doing something that benefits another person
  • Interactions: creating far more positive than negative moments
  • Energy: making choices that improve your mental and physical health
"This book will challenge you to stop pursing happiness and start creating meaning instead," explains Rath. And, by doing so, you will rethink your daily interactions with the people who matter most.

"The actions you take throughout every single day accumulate to shape your years, decades and overall life," adds Rath. 

Even brief interactions count, says Rath, such as exchanging a smile or greeting while passing someone on the street. Those moments/interactions give your days a positive or negative charge. And, if you look at moments as three-second windows, there are 1,200 moments per hour and 19,200 in a day. That equates to roughly 500 million moments over a lifetime.

We need at least three to five positive interactions to outweigh every one negative exchange, adds Roth.
  • Leadership Tip: So, the next time you are doing an employee or team performance review, Rath suggests you spend 80 percent of the time (or the vast majority) talking about what is working. Then, use the remaining time to address deficits. In most workplaces the opposite is happening today. Managers are routinely spending 80 percent of their time talking about weaknesses during reviews.
Tom Rath
  • Meaningful Work: According to Rath, meaningful work is driven by intrinsic, rather than extrinsic, motivation. Extrinsic motivation is a nice way of describing when you do things primarily to receive a reward. In contrast explains Roth, intrinsic motivation - or deep internal motivation - is much richer. It stems from the meaningfulness of the work you do. You are driven by what you yearn to do even if there is no reward or compensation.
"The more you focus your efforts on others, the easier it is to do great work without being dependent on external rewards like money, power, or fame," says Rath.

You also create meaning when your strengths and interests meet the needs of the organization you serve. And, according to Gallup research that Rath cites in his book, when you use your strengths, you can double your number of high-quality work hours per week from 20 to 40.
  • Helping Others Tip:  "You are much better at helping yourself if you are also helping another person with a similar problem," says Rath.  
Rath has written five New York Times and Wall Street Journal bestsellers over the past decade, starting with, How Full Is Your Bucket?

Comments

Popular posts from this blog

How To Achieve Human Leadership

Human Leadership: The Courage To Face Ourselves And Each Other is Kristen Hadeed ’s newest book. It’s a raw, personal account of losing herself in service to others and the challenging work of finding her way back.   It’s a story of burnout, ambition, resentment, grief, reinvention, profound self-examination, and the courage it takes to share what you discover with the people around you. By learning to face herself, tell the truth, and take ownership of her choices, Hadeed became a more courageous, compassionate leader and built a life and business that would take care of her, too.   Hadeed’s journey shows that leadership doesn’t have to mean endless sacrifice or self-abandonment. Human Leadership offers a different path―one where courage, honesty, and humanity become the foundation of meaningful leadership and a meaningful life.   Part memoir, part invitation, Hadeed’s story will empower you to:   Recognize the values, fears, and limiting beliefs driving your lead...

How To Build A High Performing Sales Team

  Based on Stephanie Friedman 's 20 years of sales experience, her new book, Built to Grow: A Handbook For High-Performance Sales Teams , is the perfect step-by-step, go-to-market field guide for startup founders.   Friedman offers readers a structured and repeatable methodology for building a high-performing sales function from a company’s earliest days. The book is divided into three phases of startup growth— Experiment, Build, and Scale.   Within each of the three phases, Friedman covers: Sales Playbook Hiring Revenue Management Customer Success Compensations Culture Internal Collaboration   Some of my favorite takeaway tips from the book include:   No matter how experienced your salespeople are, any high-performing sales organization should follow one simple but important rule: No call without an agenda. This helps reinforce the necessary discipline around call preparation and ensures your customers have the best possible experience when talking to your...

3 Things To Avoid When You Give Your Next Speech

If you don't want to get your speech off to a bad start, the communications experts at Speechworks suggest you: Don't apologize (particularly about your anxiety or lack of preparation. Apologies put your audience on the defensive. Don't start by telling a joke (which may not be all that funny, or is irrelevant, or that may even be offensive to someone in your audience). Don't beat around the bush (including, don't list off a lot of people you want to thank. Don't waste your audience's valuable time) Instead: If you need to deal with your anxiety, practice like crazy . Rehearse particularly your first line over and over. Start your presentation by laying out for your audience a key issue that they are facing in their business . If you must thank someone, do it at the end, or thank your introducer briefly, pause, and then start right into the meat of your message .

The Playbook For CEOs To Lead Under Pressure

“Most CEOs spend years mastering strategy, finance, operations, and execution,” says author Andrea Petrone , “Far fewer spend time defining who they are as leaders.” He adds that all too often the leadership style that got a CEO to the top becomes the very thing holding them back.   More specifically, after more than two decades coaching CEOs and senior executives at Shell, Unilever, Takeda, EssilorLuxottica, and PwC, Petrone noticed a pattern: sustained pressure was pulling leaders away from who they were. Fortunately, in his latest book, Reinvention at the Top: The Playbook for CEOs to Lead Under Pressure , Petrone introduces the Throughline, an architecture that helps leaders align their identity, message, and presence so they can lead powerfully under pressure. Whether stepping into a new role, navigating a crisis, or reinventing an organization, Throughline offers CEOs a practical roadmap for leading without losing themselves.   As you read the book you will discover: ...

Searching For The World's 2012 Fittest CEO

The CEO Endurance World Championship is a made-for-TV event covering six grueling stages of competition from September 13 - 16, 2012 , and featuring 25 top CEOs that combine success in business with a healthy and fit lifestyle. Each of the six stages is designed to test the CEOs - mixing strategy with endurance - and at the same time be very entertaining to watch. The goal of the competition is to identify the World’s Fittest CEO . The CEOs that have been chosen to take part in the event were hand-picked for their athletic ability and, more importantly, for the charity for which they will be racing. The overall winner will earn the coveted title of Fittest CEO® plus the opportunity to donate $50,000 to the charity of their choice. The entire competition will be filmed and packaged into a TV show (“The Fittest CEO®”) that will: illustrate the breath-taking beauty of the Great Smoky Mountains profile a number of charities that the CEOs will be racing for applaud CEOs who c...

How To Make One Bold Move A Day

  Shanna A. Hocking ’s new book, One Bold Move A Day , is all about meaningful actions women can take to fulfill their leadership and career potential.   Specially, Hocking reveals the transformative mindsets needed to make one Bold Move a day. Those are: Gratitude Mindset And Mindset Happiness Mindset Progress Mindset   “Each of these four mindsets individually plays a special role in the process of continuously showing up for yourself and others,” explains Hocking. “Each mindset contributes in a different way to your success, but they all complement each other and together they will become the foundation to your Bold Move Mindset.”   Hocking explains in her book that a Bold Move is one that challenges you to grow . “Sometimes it’s about capitalizing on an opportunity, and sometimes it’s about creating that opportunity for yourself,” explains Hocking.   Keep in mind, too, that a Bold Move for you might not be the same as someone else’s.   ...

Six Leadership Actions To Leverage Employees' Differences To Strengthen Teams

The new book, All The Difference: Six Leadership Actions To Bridge Perspectives, Strengthen Teams, and Create Value , teaches how leaders can turn their team's individual differences into deeper trust, greater creativity, and winning results.   “The greatest risk of unmanaged difference isn’t conflict: it lies in the ideas, insights, and opportunities that may never surface,” explain the book’s authors, Susan MacKenty Brady , Stuart D. Kliman , and Lt. Gen. (Ret.) Leslie C. Smith .   They suggest that you look around your team to fully see people with different communication styles, perspectives, cultural norms, and capabilities. These differences are expressed in all kinds of ways, such as casual gestures in a meeting, a colleague's opinion on a current event, or an intense work style.   Often, those differences can lead to friction, even conflict. You may try to manage around them. But, for you and your organization to fully leverage the strengths of your team’s diffe...

High-Performing Teams Are Made Of This

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 executiv...

Book Review: Les McKeown's The Synergist

Why do so many teams and groups fail to perform --achieving compromise at best and gridlock at worst? According to best-selling author Les McKeown , the problem lays in conflicting personality types: the Visionary with big ideas and little execution. the Processor who insists on putting every detail through a system, slowing things. down the Operator who just wants to end the meeting and get back to the "real work." It takes a Synergist , says McKeown to end the gridlock. A Synergist, who can take all three--the bold dreamers, the pragmatic realists, and the systems designers--and knit them together into a dynamic, well rounded team. " Most importantly, the Synergist is a role anyone can learn ," explains McKeown. And, he teaches that skill set in his new book, The Synergist -- How to Lead Your Team to Predictable Success . A Synergist : sets their personal interests below the best interests of the enterprise as a whole. sees the big picture of...

Thoughts From The Book, Decide

Two of my favorite observations made by author Steve McClatchy in his new book, Decide , are: Goals :  The reason so many people fail to achieve their goals is because they have not committed to defending a time in which they will work on their goals. Management vs. Leadership :  Management is keeping things the way they are today.   Management Maintenance .  Leadership is moving things forward from where they are today.  Leadership = Improvement . Steve McClatchy