In their book, Millennials Who Manage , authors Chip Espinoza and Joel Schwarzbart , quote Donna Hicks's explanation about how dignity is different from respect . Dignity is different from respect in that it is not based on how people perform, what they can do for us, or their likability. Dignity is a feeling of inherent value and worth. Therefore, Espinoza and Schwarzbart recommend that leaders treat those they are leading with dignity and follow Hick's 10 Essential Elements of Dignity : Acceptance of Identity - Approach people as being neither inferior nor superior to you. Assume that others have integrity. Inclusion - Make others feel that they belong, whatever the relationship. Safety - Put people at ease at two levels: physically, so they feel safe from bodily harm, and psychologically, so they feel safe from being humiliated. Acknowledgment - Give people your full attention by listening, hearing, validating, and responding to their concerns, feelings, and experi
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Today brings a must-read book for leaders at all levels. The book is, The CEO Test , written by Adam Bryant and Kevin Sharer . You’ll learn what truly matters to be a successful leader and you’ll discover a clear roadmap for succeeding in these seven critical challenges – the CEO test : Can you develop a simple plan for your strategy? Can you make the culture real—and matter? Can you build teams that are true teams? Can you lead transformation? Can you really listen? Can you handle a crisis? Can you master the inner game of leadership? “Passing the CEO test does not mean scoring a perfect ten out of then on each of the challenges. That would be unrealistic, as we all have our strengths and weaknesses. But we do believe that to succeed in a leadership role, you have to achieve a certain threshold level of proficiency in each of the skills,” explain the authors. Throughout this no-nonsense insider’s guide to navigating leadership’s toughest challenges, you’ll discover crit
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 .
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
“Four out of five adults report feeling that they have too much to do and not enough time to do it,” reports Ashley Whillans , author of the new book, Time Smart: How to Reclaim Your Time and Live a Happier Life . “These time-poor people experience less joy each day. They laugh less. They are less healthy and less productive.” And, in one study, time stress produced a stronger negative effect on happiness than unemployment. Drawing on the latest science, Whillans teaches us how to escape the time traps that make us feel this way and keep us from living our best lives. She explains that the six most common time traps are: Constant connection to technology. Obsession with work and making money. Limited value placed on time. Busyness as a status symbol. Aversion to idleness. The Yes…and then regret it effect. Her playbook shows you how to : take back the time you lose to mindless tasks and unfulfilling chores. improve your "time affluence.” free up seco
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 .
If you want to delight your customers, then the book by Steve Curtin , Delight Your Customers -- 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary , is a must-read for you and your employees. The book explains the seven ways for you and your employees to demonstrate exceptional customer service : Express genuine interest Offer sincere and specific compliments Share unique knowledge Convey authentic enthusiasm Use appropriate humor Provide pleasant surprises Deliver service heroics "Exceptional customer service typically costs no more to deliver than poor customer service," explains Curtin. For example: How much does it cost to express genuine interest in customers or to anticipate their needs? Does it cost more to display a sense of urgency or to pay attention to detail? Do you pay your employees more to smile, to make eye contact, or to add energy to their voices? Curtin reminds readers that: Customers don't establish relationships with busi
Here are some great tips from Michelle Tillis Lederman's book, The 11 Laws of Likability . They are all about: what to do and what not to do to be a leader who's an effective listener : Do : Maintain eye contact Limit your talking Focus on the speaker Ask questions Manage your emotions Listen with your eyes and ears Listen for ideas and opportunities Remain open to the conversation Confirm understanding, paraphrase Give nonverbal messages that you are listening (nod, smile) Ignore distractions Don't : Interrupt Show signs of impatience Judge or argue mentally Multitask during a conversation Project your ideas Think about what to say next Have expectations or preconceived ideas Become defensive or assume you are being attacked Use condescending, aggressive, or closed body language Listen with biases or closed to new ideas Jump to conclusions or finish someone's sentences
According to entrepreneur and author Margaret Hefferman , as reported a few years ago in Inc. magazine, the secrets of the most productive people are that they do these three things : They take breaks . Breaks refresh the mind and allow you to see new situations. They are great collaborators . They have lives outside work . In fact, the most successful have rich private lives that include interests that hone different skills and that let them think in different ways.
"The clearer your company culture, the less likely it will be hijacked by the weaker personalities in your team," explains Mary Christensen , author of the book, Be A Network Marketing Leader . "A few guidelines will ensure a level playing field for all team members as they pursue their individual goals." Christensen's recommended eight guidelines are: We respect each other. We support each other. We appreciate everyone's contribution. We're always professional. We operate in a spirit of fun and friendship. We keep it positive. We're a gossip-free zone. We deal with our disagreements in private.