I had the recent opportunity to lead a conversation about emotional intelligence, (or emotional quotient — EQ), during a webcast for ATD, the global Association for Talent Development. ATD is a premiere organization that offers extensive training and learning opportunities to its membership of approximately 40,000 executives, managers and associates, and their companies.
The webcast generated great interest with a high number of members participating. Following the webcast, ATD staff and I personally received a great deal of appreciative feedback — people agreed that EQ is essential in the workplace and that EQ is absolutely key to developing high-quality, productive relationships.
There is definitely a thirst for more knowledge about EQ, including how may we get our boss and senior management to recognize that such a focus would improve management and leadership effectiveness.
This led me to write this article, and I very much hope that I do this well. The subject of emotional intelligence is vitally important and essential to our success in business, in our leadership, and also in our happiness outside of our workplace. (read more…)
A new employee’s first day(s) at the office can 1) confirm their feeling that they’ve made the right choice coming to work for you, or 2) make them wonder if they’ve made a terrible mistake.
Needless to say, your chance of keeping the new person beyond the first few months goes up when their earliest days with the organization correspond to experience No. 1. So do the odds that the new hire will become fully engaged with your mission.
So what exactly goes into a good first day or three?
New hires need two big things from the onboarding process:
- To feel as comfortable as possible, as soon as possible, and
- To make progress in decoding the complex mix of values, procedures, customs, habits and jargon that makes up an organization’s culture.
The right space
Part of the “feeling comfortable” piece, of course, is a new hire’s impression that the employer has prepared an attractive, well-equipped work space for him or her. (read more…)
All organizations have social impact — good or bad, intended or not.
Social impact is the logical consequence of an organization’s plans, decisions, and actions on the social and economic lives of employees, customers, and their communities.
Such consequences might be direct or indirect, immediate or long term. Most organizations are unaware of their social impact and, therefore, invest little time or energy in appraising it.
To understand social impact, let’s look at an organization’s first and primary customers: their employees.
If an employee’s hourly wage goes up a nickel or five pence, there are benefits to the employee, the employee’s family, and the employee’s neighborhood. That wage boost might enable that employee to take his or her family out to dinner one night a month. That outing boosts family member’s satisfaction, possibly boosts their nutrition, and brings business to a local restaurant.
If an employee’s hourly wage goes up a dollar or a euro, the benefits to the employee, family, and neighborhood are typically greater – and more longer lasting. (read more…)
Last week, we asked: How prevalent is the use of buzzwords in your organization
- Extremely — it seems like everything we say is a buzzword: 25.69%
- Very — buzzwords creep into normal conversations: 40.39%
- Somewhat — the occasional buzzword gets thrown around: 27.06%
- Not at all — we rarely use buzzwords: 6.86%
Words with no meaning. Sure, buzzwords sound great but they get in the way of communicating clearly. At worst, using buzzwords makes you sound silly or arrogant. If you want to get your point across, speak simply and directly. Leave no room for interpretation. There are some horrible phrases we tend to use and the worst of those buzzwords can make us sound ridiculous. Find better alternatives. Your team will appreciate it and you’ll make a much better impression upon those around you. (read more…)
As the saying goes, “Timing is everything.” Someone at Microsoft should tell the big boss. It seems to me that Satya Nadella, the new CEO at Microsoft as of February, has been let down by his PR people in the communications of the last two weeks. The order of announcements could not have been worse.
In an e-mail to employees (July 10) about an evolving culture at Microsoft, Nadella talked of “Bold Ambition and Our Core“ and outlined what the company has to do to get its mojo back. One week later (July 17), he announced a layoff of 18,000 employees. Talk about a letdown. My take on the two messages: “I have some good news and some bad news. I’ll give the good news first: Microsoft is going to be a lean, mean fighting machine. The bad news: Many of you will not be a part of it.”
There are at least two problems with these announcements, but let me first say I have no problem with the decision to eliminate jobs. (read more…)