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Juxtapose those findings with the National Women's Law Center data that women accounted for more than 5.4 million job losses in the US during the pandemic, and that presents a real gender diversity dilemma for employers seeking to recruit young professionals.":1,"#Gen Z Job Seekers Look for Gender Diversity in the Workplace":1,"#The Millennial Generation is flooding the workforce with an abundance of ambition but a lack of knowledge about how to succeed. While many companies have comprehensive orientation programs for new employees, few give young professionals the individual help and support they need in today’s complex corporate environment. In The Young Professional’s Guide to the Working World, manager and entrepreneur Aaron McDaniel explains why school fails to prepare people for their careers. He teaches readers the personal characteristics that matter on the job, and warns them away from common pitfalls. Most importantly, he shows young professionals how to take ownership of their career paths, by proactively seeking skills and opportunities that will serve them well throughout their working lives.":1,"#The Young Professional's Guide to the Working World":1,"#The article discusses the study which shows that entrepreneurs are at greater risk of mental illness than other people. It mentions that mental disorders are not only common but may actually fuel the entrepreneurial drive. According to executive coach Michael Freeman at the University of California in San Francisco School of Medicine that mental health conditions are accompanied by positive traits that enable entrepreneurs to excel.":1,"#The Dark Brilliance of the Entrepreneur Brain":1,"#Burnout has been one of the pandemic's buzzwords as millions of workers tire of working from home under lockdown conditions and high employer expectations. Most brands are prioritizing education in their marketing in order to communicate the different ways provider brands can help patients and navigate thornier issues around payments":1,"#How Mental Health Brands are Marketing Amid COVID burnout":1,"#411 Results found for <span ljsid-1=\"\">\"Depresión en jóvenes universitarios \"</span>":1,"#Seven Tips on How Coaching Helps Boost Employee Engagement":1,"#Strength Is Not Enough":1,"#The Engagement Fix":1,"#building-genuine-motivation":1,"#Copyright of Defense AT&L is the property of Defense Acquisition University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#<strong ljsid-0=\"\">Emelander</strong> is a product manager in the Army s Individual Weapons program. He holds a doctoral degree in organization and management and is a graduate of the Excellence in Government Fellowship sponsored by the Partnership for Public Service. He is Level Ii certified in program management, and Level I in systems engineering. stanley.j.emelander.civ@mail.mil":1,"#While methods for organizational value assessment and alignment are beyond the scope of this article, their relationship to motivation is clear. In summary, intrinsic motivation is a source of true engagement with work that arises from fulfillment of deep-seated, drives or needs. These drives also are manifest through our individual values, the preferences that guide our behavior. Organizational values can be aligned with individual values, fostering intrinsic motivation, which results in higher engagement with work and performance. A leader's quest to learn what motivates workers can start with either values or intrinsic motivation, but ultimately will include both. A part of the leader's task may be to help employees identify their own drives and values, concepts with which many may be unfamiliar. The good news is that by focusing on the positive, enriching aspects of work, many negative hygiene factors will be addressed, as well.":1,"#Similar to individuals, organizations have values that reflect a collective understanding about what is most important and how to achieve goals. These values are reflected in many areas, including the firm's strategy, leaders' behavior, and the organization's culture. The culture is built around a common perception of \"what works\" and includes a variety of factors, such as processes, rewards, artifacts, and norms for behavior, all affecting what employees perceive to be the rules for success. For leaders and managers, two key questions arise from the connection between values and motivation: Does the organization recognize its values, and are they aligned with employee values?":1,"#Recognition of values also is important at work. Values such as a sense of adventure, prizing stability, or dedication to family can obviously affect career decisions and attitudes toward one's job. The first step toward integrating personal and professional development comes from knowing one's values. However, similar to awareness of factors related to intrinsic motivation, the identification of individual values can be a major challenge. Leaders and managers can begin to overcome the challenge by identifying values as an important aspect of work. For instance, because setting an example is the most powerful method for influencing follower behavior, leaders who share their own values and describe how they were identified strongly encourage followers to do the same. Recognizing values and what aspects of work provide intrinsic motivation can go hand-in-hand at the individual level, and the development and expression of values also are important for organizations.":1,"#Intrinsic motivation and engagement at work are related to another often discussed, and often misunderstood, subject: values. Not to be confused with ethics or morals, values are the deeply held beliefs that guide our behavior and give life a sense of meaning. Similar to motivational drives, values usually require some introspection and self-observation to be clearly understood. Although the expression of values can be thwarted or obscured, people generally are capable of developing healthy values that support the growth of greater capabilities, expanded awareness, and richer relationships, thereby contributing to satisfaction with life.":1,"#There is room, when setting performance goals, to negotiate between the firm's priorities and the individual's needs. One challenge in fulfilling motivational drives is recognizing their existence. A supervisor or team leader may have to assume the role of a coach, encouraging employees to explore and understand their own drives and how they might be fulfilled at work. After employees have identified some engagement goals, work can begin on integrating them into a coherent development plan. Creativity and concentrated effort, as with all true negotiations, may be required to accommodate both the team's and the employee's needs, but that is part of the leader's responsibility. When the plan succeeds, the benefits will be worth the effort for all parties.":1,"#Clarity about motivation opens other possibilities for building job satisfaction and growth. Identification and achievement of motivational goals can be an outcome of the firm's performance evaluation process. While the dominant goal of performance evaluation systems is to boost employees' contributions to the firm, managers also have an interest in using the process to build engagement with work, leading to higher productivity and lowering the potential for turnover.":1,"#While it is important to identify and eliminate hygiene-level problems, the quest for motivation goes deeper. Rather than focusing solely on problems with work, leaders, including program and project team leaders, can encourage discussion of experiences that provide development, satisfaction, and fulfillment. Because such conversations occur so rarely, workers may be unprepared for the encounter, requiring patience and persistence to advance the conversation. Leaders must be prepared to encounter and endure a \"discomfort phase\" that often occurs when people are presented with an unfamiliar task or new information that requires processing. Focusing on the areas suggested by motivation models, such as developing competence, exercising freedom of decision, and the opportunity to develop significant relationships, can help employees reflect on and identify engagement factors in those areas. For instance, acquisition team members may realize they highly prize leading a portion of the effort, developing new professional contacts, or gaining competence in a new area. Conditions that interfere with satisfying drive-related goals, also may be identified as a part of this conversation. Decisions about eliminating these problems, along with providing opportunities for engagement, get to the heart of the discussion about motivation that leaders may really want.":1,"#Research also supports the identification of distinct motivational needs related to satisfaction and well being. These needs are described by various drive theories, such as the three drives identified by Daniel Pink in his book Drive: The Surprising Truth About What Motivates Us (view his TED talk at <a ljsid-1=\"\">www.ted.com/talks/dan%5Fpink%5Fon%5Fmotivation.html</a>). These drive theories are closely related to Self Determination Theory, which holds that people have a need for autonomy (freedom to choose and act), competence (demonstrating mastery), and relatedness (engaging in significant relationships). While these drives can be hindered or misdirected through life experiences, normal and healthy development entails their fulfillment, and workplace activities that support these needs are thought to be intrinsically motivating.":1,"#True motivation (also called \"intrinsic motivation\") relates to having positive experiences that give pleasure, support growth, and satisfy needs. The sources for healthy motivation are broad, including intellectual challenge, skills attainment, confirming or building a positive self-image, and developing relationships with others. Motivation is viewed as something that develops in stages throughout life (e.g.. Maslow's hierarchy of needs) and as originating from universal needs that are parts of our mental makeup.":1,"#Motivation is a topic with significant benefits from understanding some behavioral science and theory. A key to fostering motivation is the recognition that there is a significant difference between eliminating reasons to dislike work and creating reasons to be engaged by it. Very often, problems with work are related to workers' concepts of minimally acceptable working conditions, termed hygiene factors. Hygiene factors are built around what we expect, feel we deserve, or think is fair. They include considerations such as physical comfort, pay and benefits, safety, and non-abusive interactions with others. These are workers' baseline expectations and must be met for them not to find the work environment objectionable. The learning point is that meeting these hygiene expectations may remove reasons to complain about work but does not inspire and motivate; avoiding negative experiences does not equate to positive engagement.":1,"#Some common workplace interactions show that motivation is misunderstood, sometimes confounding a leader's good Intentions. Picture an acquisition program team leader, aspiring to develop a high-performance team, who calls a meeting and announces to the group, \"I want to know what's keeping you from being motivated.\" The discussion begins slowly, then builds momentum as team members gain confidence to discuss what bothers them about work: \"There's not enough meeting space; cubicles and work spaces are cramped; this place is noisy; we spent too much time dealing with rules, regulations, and bureaucracy.\" The leader carefully records the team's thoughts, and by the end of the meeting has a list of items for future action -- mission accomplished! The team members leave feeling they finally have had an opportunity to express some grievances -- well done! The problem, though, is that the leader and followers have not really discussed motivation. They may have been distracted because they did not understand the nature of motivation and how it can differ from addressing common workplace problems.":1,"#Engagement with work is related to innovation and is considered an essential element of organizational success. Leaders, agents of change by definition, must motivate followers in order to accomplish innovative breakthroughs and exceed expectations in both the public and private sectors. Motivation matters to team leaders as well: The highest-performing teams are those with deeply motivated and engaged members -- who are absolutely committed to success. These high-performance teams deliver the most creative solutions and can overcome obstacles to success, effectively providing more value to organizations. Often, though, both followers and leaders misunderstand the nature of motivation and heed Information that may detract from attaining high worker engagement.":1,"#Motivating followers is a leadership imperative for several reasons. Motivated, engaged employees are recognized as a strategic advantage, the engine that carries firms of all types toward their most important goals. Managers and executives, obliged to seek competitive advantage as agents of the firm's owners (including taxpayers) should attend to this advantage. In this era of budget constraints, with an emphasis on providing better services with fewer resources, building an engaged workforce Is an ever greater imperative for leaders in the public sector.":1,"#Motivating followers is a leadership imperative for several reasons. Motivated, engaged employees are recognized as a strategic advantage, the engine that carries firms of all types toward their most important goals. Managers and executives, obliged to seek competitive advantage as agents of the firm's owners (including taxpayers) should attend to this advantage. In this era of budget constraints, with an emphasis on providing better services with fewer resources, building an engaged workforce Is an ever greater imperative for leaders in...":1,"#Motivating followers is part of a leader's, role, but often both leaders and followers are confused about the nature of motivation":1,"#by Stan Emelander":1,"#Clicking this link will redirect to relevant products for the Publisher Defense AT&L.":1,"#Clicking this link will redirect to relevant products for the Author Stan Emelander.":1,"#motivation-done-right":1,"#is a consultant, trainer, and coach. She also is author of Why Motivating Employees Doesn't Work … And What Does; susan@susanfowler.com.":1,"#achieve high-quality and sustainable results while flourishing":1,"#don't depend on tangible or intangible rewards for their motivation":1,"#discuss feelings in a relevant, safe, and productive way":1,"#willingly observe safety precautions and standards":1,"#demonstrate enhanced creativity and innovation":1,"#reframe goals to relieve the pressure generated through metrics and competition":1,"#satisfy personal concerns during major change initiatives":1,"#Leaders and individuals who apply the skill of motivation:":1,"#Applying Motivation":1,"#CHECKLIST":1,"#With expertise, patience, and courage we can get to the other side of complexity and reap the rewards of optimal motivation. Motivating people doesn't work, but teaching motivation as a skill and applying best practices to create workplaces where people are more likely to experience optimal motivation, yields the results executives seek while helping people flourish.":1,"#Optimal motivation fuels employee work passion. Suboptimal motivation fuels disengagement.":1,"#Primary research conducted by The Ken Blanchard Companies found that people experiencing suboptimal motivational outlooks have significantly high negative correlations with the five intentions mentioned earlier: to stay, endorse the organization, use discretionary effort on behalf of the organization, use citizenship behaviors, and perform at above-expected standards.":1,"#Motivating people doesn't work because people already are motivated. People are always motivated, but not always in optimal ways. The question is not if a person is motivated, the question is why. When leaders focus on the quality of people's motivation and identify the type of motivation they have, they can help facilitate the person's shift to a more optimal motivational outlook. Leaders cannot motivate anyone, but through best practices, they can help people shift to an optimal motivational outlook.":1,"#Motivation is a skill. People can experience high-quality motivation anytime and anywhere they choose. After 15 years of applying the science of motivation globally, we have demonstrated that motivation is a skill that can be taught, learned, nurtured, and sustained. People can learn to identify their motivational outlook, shift to a more optimal motivational outlook, and reflect on their feelings that sustain the positive energy, vitality, and sense of well-being that comes from high-quality motivation.":1,"#Beating people with sticks and bribing them with carrots undermine the autonomy, relatedness, and competence needed for optimal motivation. Ironically, the often well-intentioned carrots become sticks when people feel pressured to perform for the carrot (\"I have to make my numbers so I can go on the sales reward trip\").":1,"#Even researchers who put intrinsic motivation on the map argue that self-identifying with an activity, deriving a deep sense of purpose, and satisfying three psychological needs for autonomy, relatedness, and competence, can result in the same benefits of pure intrinsic motivation. In fact, aligned or integrated motivational outlooks based on values and purpose often result in healthier and more sustainable experiences than pure, intrinsic enjoyment. Stop beating your people with carrots. The quality of energy unleashed when employees are optimally motivated through mindfulness, values, purpose, and joy is different from the energy generated through rewards, incentives, power, status, image, shame, guilt, or fear of disappointing others (or oneself).":1,"#There is a spectrum of motivation possibilities, not just two. Science reveals six motivational outlooks that people might experience at work every day. Three are optimal motivational outlooks—aligned, integrated, and inherent—resulting in the positive implications of intrinsic motivation and, in two cases, delivering potentially greater benefits. Three are suboptimal motivational outlooks—disinterested, external, and imposed—resulting in the negative implications of extrinsic motivation.":1,"#We need to encourage executives to go beyond simplistic explanations of complex science, recognize the rich and profound nature of human motivation, and invest the time to explore and develop best practices that promise realistic alternatives to traditional motivation.":1,"#Realistically, how often during the day are people intrinsically motivated at work? How frequently are they experiencing pure enjoyment for what they are doing? (Probably not often.) An intrinsically motivating job is an elusive reality and unfair expectation. It remains a philosophical ideal rather than an institutionalized best practice. Eventually executives discount the \"new stuff\" and revert to the devil they know—traditional motivation, rejecting the promises of a new paradigm.":1,"#This compelling research resonates with many HR professionals. Leaders gravitate to the idea of an intrinsically motivated workforce. But this seemingly simple concept proves to be impossible to put into daily practice.":1,"#Building on the wealth of evidence from motivation science, we can implement pragmatic training and development solutions—if HR and senior-level executives have the expertise, patience, and courage to take advantage of them. Don't get trapped in the intrinsic versus extrinsic motivation duality. Knowing about motivation science is different from applying it. As often happens, early attempts to explain science reduce it to easily digestible nuggets as a way to call attention to a new paradigm—for example, intrinsic versus extrinsic motivation.":1,"#Guidelines":1,"#People with optimal motivational outlooks are significantly more likely to have five intentions characteristic of employee work passion: to stay, endorse the organization, use discretionary effort on behalf of the organization, use citizenship behaviors, and perform at above-expected standards.":1,"#How it works":1,"#Without an understanding of the true nature of human motivation, organizations are wasting millions on employee engagement initiatives, reward and recognition schemes, retention programs, customer service programs, and performance management systems. Worse still, organizations are losing opportunities for generating creativity, innovation, and a thriving workplace. It doesn't have to be this way.":1,"#According to Merriam-Webster, motivation is \"the condition of being eager to act or work.\" Motivation is at the heart of everything employees do—or don't do, as the case may be—yet it is one of the most misunderstood concepts in leadership.":1,"#What it is":1,"#Even if, based on your experience, you think this is an overstatement, you still can probably agree that most leaders have not cracked the code for optimizing people's potential. Traditional motivation approaches are failing. It is time to put the science of motivation to work and embrace alternative approaches to workplace motivation.":1,"#Even if, based on your experience, you think this is an overstatement, you still can probably agree that most leaders have not cracked the code for optimizing people's potential. Traditional motivation approaches are failing. It is time to put the science of motivation to work and...":1,"#Managers are being held accountable for something they cannot do: motivate people. Despite elaborate attempts to engage, entice, cheer, praise, bribe, challenge, shame, pressure, or game people into sustained high-quality performance, organizations are still faced with an underused, underperforming, and disengaged workforce—and employees who might leave if they had a place to go.":1,"#Motivation Science Provides Alternatives to Outdated Approaches to Workplace Motivation":1,"#motivation-is-an-inside-job":1,"#Sharon Drew Morgen is a writer/author of one NYTimes Business Bestseller and two Amazon best sellers, 7 books on Buying Facilitation® and how buyers buy, and 1500 articles. She is a trainer, speaker, coach, thought leader, and content writer. Sharon Drew is also the visionary thinker behind What? -- her new book on how to avoid the gaps between what people say and what is heard. (www.didihearyou.com for free download and online assessment tools). Visit <a ljsid-1=\"\">www.sharondrewmorgen.com</a> Email sharondrew@sharondrewmorgen.com":1,"#By Sharon Drew Morgen":1,"#Begin the process of listening to yourself more closely and more often. PE":1,"#behaviors, of course. But the change will be permanent. And you can use the skill any time change is required.":1,"#It's more complicated than merely attempting to add some new":1,"#Add new behavioral choices that match the reweighted belief.":1,"#Shift/reweight beliefs to put the effective ones on top.":1,"#Notice the underlying beliefs that keep your current ineffective behavior in place and see if you have other beliefs that might be reweighted to take over for the ineffective ones (In my case, I move 'health' up on top of 'comfort' when it comes to the gym).":1,"#Listen to your Internal Dialogue when you hear yourself making excuses. Behind every resistance is a belief that is holding the ineffective behavior in place.":1,"#Let's motivate by teaching folks to listen to their own Internal Voices. Here are a few pointers":1,"#We can adapt this for our teams. Right now, we tell them 'how' and 'why' to succeed. We are hiring keynote speakers to 'Motivate' our sales forces and leaders, bringing in consultants to 'Motivate' more success. But all this is accomplishing is pushing new activities into the habitual status quo and merely getting some meager shifts that last a brief time. Then we blame the failure on our staff or the training.":1,"#Motivating Our Teams to Excellence":1,"#Indeed, by listening to my Internal Dialogue in many situations, I've trained myself to automatically counter non-motivating behavior with my higher-level beliefs that will then motivate me. [I have written a chapter on how to shift from behaviors to beliefs in my new book What? Did you really say what I think I heard? thats offered free at www.didihearyou.com.]":1,"#Here's how I do it. I deeply believe I'm a healthy person, and that the gym is a necessary evil to maintain my identity. Whenever I hear my inner voice making excuses [\"It's so cold outside. You really would be better off staying inside where it's warm.\"] I have a trigger that pings me to shift me over to my higher-level beliefs Self, Health, Excellence -- who I am. \"No, you idiot. You're a healthy person because you work out, so shut up and bundle up and get out the door.\"":1,"#I'm going to use myself as a case study, as I have had a continual issue motivating myself to get to the gym. Basically, I trigger my healthy beliefs whenever I hear my Internal Dialogue rationalizing why I don't need to go. Motivation is an inside job.":1,"#A Case Study in Motivation":1,"#To effectively motivate ourselves and others, we must facilitate an unconscious shift from the ineffective beliefs to successful ones, and then introduce new commensurate behaviors. While there are certainly helpful training and coaching approaches to accomplish this, one way to get there is by listening to our Internal Dialogue.":1,"#Trying to change a behavior, without changing the underlying beliefs first, causes pushback because our status quo is being disrupted and threatened. So new behaviors to respond to commit! achieve! will create resistance without the necessary buy-in from the foundational beliefs that caused the problem.":1,"#So, a belief change will trigger a new behavior to match the new belief.":1,"#Here's why: A behavior is the action -- the representation -- of a (largely unconscious) belief. Lasting behavior change occurs only when there is first a shift in the beliefs responsible for the behavior (Complex, due to the habitual and systemic nature of our belief behavior connection).":1,"#Everything I've read on resolving \"motivation\" issues focus on behaviors: Why, how, when. Courses, keynote speakers, books, attempts to pump up, stimulate, and otherwise inspire. All trying to cause the ineffective behaviors to change to effective ones. But change doesn't happen this way. Motivation involves both shifting beliefs, and creating new habitual behaviors, that our unconscious status-quo will accept and adopt over time.":1,"#Everything I've read on resolving \"motivation\" issues focus on behaviors: Why, how, when. Courses, keynote speakers, books, attempts to pump up, stimulate, and otherwise inspire. All trying to cause the ineffective behaviors to change to effective ones. But change doesn't happen this way. Motivation involves both shifting beliefs, and creating new...":1,"#Why Promoting Behavior Change Causes Resistance":1,"#Why do we do what we do? What causes us to succeed, fail, and procrastinate? Is it our environment? Our biology? Our New Year's resolutions? There's much debate why our motivation goals fail and how to resolve them. I believe we're addressing the wrong issues.":1,"#by Sharon Drew Morgen":1,"#Change beliefs to change behavior":1,"#Clicking this link will redirect to relevant products for the Author Sharon Drew Morgen.":1,"#motivation-needed-now-more-than-ever-four-steps-that-work":1,"#Motivating others requires action.":1,"#In continued studies of how relationships impact business results, the need to establish and cultivate business connections is greater than ever. Remember, people think on logic, they act on emotion.":1,"#Jeff remains resolute throughout, preaching, \"Times are tough, but we must be tougher and realize that our success will be the result of our conviction to seek solutions and be persistent.\" Again, it's a heck of a lot easier to lead with optimism when the times are in line with the message. But now is when real leaders are challenged, navigating unfamiliar territory they've never been.":1,"#In the situation with Jeff, he remains optimistic that things at the bank will not only stay afloat, but rebound for the better. In talking to those who work for him one bank employee said, \"There is not leader I'd rather follow than Jeff. He's been supportive of the uncertainty and worries of his employees.\"":1,"#Attitude and the behaviors that go with it are contagious. Leaders need to paint pictures that are reflective of the truth, but they must also speak about possibilities. It's easy to get swept up in the bad news, but the mettle of our character is how we get off the deck when we've been knocked down.":1,"#Leading in turbulent times can bring the sobering reality of negativity, anxiety and stress. It can not only turn careers upside down, but can take a toll on home lives as well. And while you want to hear the straight story with no strings attached, think about this: Would you rather follow someone who is constantly preaching failures and bad luck or someone who is persistent in finding opportunity?":1,"#Jeff is a long time client and CEO of what once was a thriving bank. Recently, however, his branch has taken repeated, devastating blows from the swing of the financial market. He is a positive guy, yet in a conversation with him a couple weeks back Jeff said, \"It's hard to smile when you keep getting kicked in the teeth.\"":1,"#4. Lead with (realistic) optimism:":1,"#Many people believe that they are good listeners, but employee surveys often indicate very few leaders are exceptional. Amid uncertainty, people want information, but they also want ownership, value and yes, even a little bit of therapy. Listen at a deeper level and you're likely to create more committed and confident performers.":1,"#Eliminate distractions: Many leaders attempt to multi-task which generally achieves little. It's important to show focus on those you're listening to by shutting the door, turning off your cell phone, turning away from your computer or forwarding your office phone. Let the person know that his/her message is valued and respected.":1,"#When others speak, clarify for certainty: You can accomplish this by repeating what people have said by rephrasing the their message. \"If I'm hearing you correctly, you're telling me that…\" or \"Let's see if I completely understand what you're saying.\" Paraphrasing shows respect for team members and client ideas and keeps miscommunication to a minimum.":1,"#Encourage others to talk: Get your staff and clients to talk about themselves by asking open-ended questions, i.e., \"How are things going? How you are doing?\" \"What suggestions would you give to improve our current working situation?\" or \"What concerns or questions do you have that I have not addressed?\"":1,"#3. Become an exceptional listener: Getting people to perform in tough times requires understanding. A checklist for this type of listening includes:":1,"#The very effort of proactive communication is not only crucial for competent alignment within organizations, but it can have significant impact on the retention of immensely talented contributors like Jill.":1,"#Jill inquired often and the executives, self-involved and ineffective in communication, never provided her a solid answer. When she finally gave her notice, you would have thought someone pulled the fire alarm as every big shot made desperate attempts to woo her back and keep her aboard. But it was all in vain.":1,"#A colleague named Jill is a brilliant business development manager. Recently, her firm was involved in a merger and she was instrumental to the success and seamlessness of the transition. Ironically, not a single partner on either side of the merger took time to meet with Jill and inform her what role she would play when the transaction was completed.":1,"#A great way to keep teams and individuals informed is to designate time on your calendar to share your knowledge. These updates should be initiated by you, the leader. They must involve honest disclosures of what you do know, what you don't, what you can share and what you cannot.":1,"#Many executives create stress and resentment with those they manage because knowledge of company status is not shared. In the absence of feedback, we will create our own and it's often negative. When people are uninformed, they work from a place that does little for building trust or morale.":1,"#2. Provide frequent updates:":1,"#The area where our thoughts and decisions filter through is typically emotional. True \"thought leaders\" are able to execute at a high level because they can demonstrate compassion and understanding, while maintaining clinical objectivity. A key action step is to be sure to get feedback on how cool you are when times are heated.":1,"#Client trust and employee loyalty are developed most effectively by those who can be relied upon to connect with others respectfully, timely and competently. How you connect with others when times are hot says a lot about how they'll respond to you when things go cold.":1,"#You may justify calculated decisions by saying, \"it's business,\" but if you need people for business, remember this: People don't care how much you know until they know how much you care.":1,"#It’s easy to lead when times are good and business is flowing like fine wine. However, when times are stressed, does your impersonal autopilot take over put the business process before the welfare of your people?":1,"#1. Practice emotional control:":1,"#The need for leaders to manage relationships with staff and clients is greater than ever, but what are the specific actions required? The following four steps, if implemented, can help tremendously.":1,"#On the contrary. The market will go up and down but obsessing over it forces good businesses to make bad decisions. A prudent investment is to focus on building human capital and it starts with influencing your people to perform at a higher level.":1,"#On the contrary. The market will go up and down but obsessing over it...":1,"#This may seem counterintuitive to task-driven managers who focus on the news headlines and the bottom number in their ledger. Granted, the economy is shaky and companies in almost every industry are either feeling the tremors or getting hit head on by the financial power outage. Things have changed dramatically and in a short period of time leaving countless organizations thinking, \"I have no control over this.\"":1,"#Answer: Encouragement, optimism and honest communication.":1,"#Question: How do you motivate people in an economy that is highly unstable and perpetuates fear?":1,"#by Joe Takash":1,"#Four Steps That Work":1,"#Clicking this link will redirect to relevant products for the Author Joe Takash.":1,"#Too many workers underachieve, and team leaders and executives spend too much time trying to motivate their employees to get results. Motivation is a push that can work in the short term, but you’ll achieve more effective, longer-term results with strategies that don’t require you to continually apply force to move your team forward. In The Motivation Trap, John Hittler suggests leaders embrace tools like purpose, inspiration, directives, habits, scenario building, and other positive methods that create and nurture a productive culture.":1,"#The Motivation Trap":1,"#Coaches encourage it, seminars teach it, books emphasize it, and podcasts examine it—yet for millions of people, motivation remains out of reach. The reason is that most motivational theories are inaccurate, incomplete, or unproven. Further, the techniques they prescribe are misunderstood and misapplied. In Master Your Motivation, Susan Fowler offers a new approach. She reveals three new scientifically proven truths that can help you understand your personal willpower and start making real progress toward your goals.":1,"#The article discusses the motivational focus of employees in reaching work-related goals. It differentiates the two types of personalities that will determine motivational focus which are the promotion-focused people and the prevention-focused people. It offers advise on creating the best motivational fit for both personalities which include choosing role models, framing goals, and seeking or giving feedback.":1,"#Heidi Grant, E. Tory Higgins":1,"#Motivational Focus":1,"#The article discusses alternatives to workplace motivation provided by motivation science. Topics covered include managers' accountability for employee motivation, intentions that are characteristic of employee work passion, and the implementation of pragmatic training and development solutions. Also mentioned are motivation outlooks such as aligned, integrated and inherent.":1,"#Motivation Done Right":1,"#372 Results found for <span ljsid-1=\"\">\"motivacion\"</span>":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Peter Fuda</a></strong> is an internationally respected authority on business and leadership transformation. As a researcher, consultant, business leader, speaker, and published author, his approaches to transformation have impacted multinational companies across the globe. He is a regular commentator across print, TV, and radio media.":1,"#So as a leader, if you want to bridge this gap between how you <em ljsid-1=\"\">intend </em>to motivate and encourage others to behave versus how you might <em ljsid-3=\"\">actually</em> motivate and encourage others to behave, the best advice I have for you is to spend the time up front. Spend the time up front to define what success looks like, to articulate the boundaries, to articulate what you will do and what your colleague will do, and that will allow you to play your best game together.":1,"#Well, if you think about it, that's very similar to leadership. If I work for you, unless I know, “What does success look like, what do you need from me? What role you're going to play? What are the consequences for success or failure? And where are the boundaries of this game?” I can't give you my discretionary effort.":1,"#And the analogy that I would often use here is a soccer field. Now most people understand soccer is played by men and women, boys and girls all around the world. Now when there's a professional game of soccer, and people don't go into a paddock and run around in circles. There's a stadium and everybody knows where the stadium is, and when you go into the stadium, you look up and there's a scoreboard. And the scoreboard tells the teams who's in front and who's behind. And then, if you look on the field, there are goal posts. And there's a really noble concept in soccer that for 90 minutes those goalposts do not move. And then, there are corner flags and lines drawn, and they think of those like the values of the organization. Once the ball goes out of those lines, the game stops. Not everybody can play center forward. Everybody has to play a different position. And if the coach doesn't like what's going on, he or she can't run on the field and grab the ball. All he or she can do is set the plays, pick the teams, send them out, bring them back in, “re-jig” things, and send them out again.":1,"#So the most common things leaders will talk to me about is, on the one hand, I need to deliver for my shareholders, I need to manage risk, I need to manage reputation, and therefore, I feel like I need to maintain a pretty tight control. On the other hand, I want discretionary effort, I want speed of execution, I want entrepreneurialism. But I'm scared if I take my hands off the wheel, I'll get chaos. Now, obviously, this is a false choice. There is a third space, and that third space is really creating a context for others to be successful.":1,"#So, how we actually motivate and encourage others is typically, we motivate and encourage them to depend on us for all critical decision; to avoid responsibility, so as not to blame for a mistake; and to compete with their peers for our attention in spite of our noble intentions. And so, one of the underlying factors here that we see showing up time and time again is this tension that leaders feel, at least in their mind, between control on the one hand and chaos on the other.":1,"#We've now worked on four or five continents, men and women, CEOs and leaders, and what I can tell you is that plus or minus 5%, we all have almost exactly the same ideal way to motivate and encourage those who we work with. Ideally, what the research tells us is we would like to motivate and encourage others to set and achieve worthy goals, to bring their whole self to work and act in creative and innovative ways. We'd like them to develop themselves and to develop others. And we'd like them to build high-quality, healthy, collaborative, trusting relationships with their peers. That's how we would like to motivate and encourage others.":1,"#We've now worked on four or five continents, men and women, CEOs and leaders, and what I can tell you is that plus or minus 5%, we all have almost exactly the same ideal way to motivate and encourage those who we work with. Ideally, what the research tells us is we would like to motivate and encourage others to set and achieve worthy goals, to bring their...":1,"#So there's a very distinct gap between how leaders would <em ljsid-1=\"\">like</em> to motivate and encourage those who they work with versus how they <em ljsid-3=\"\">actually</em> motivate and encourage those who work with them.":1,"#Clicking this link will redirect to relevant products for the Speaker Peter Fuda.":1,"#master-your-motivation":1,"#New research on motivation reveals that thriving is rarely the result of promises, pressure, tensions, or fears. Surprisingly, it’s not often the result of willpower or discipline. Instead, thriving comes...":1,"#It’s human nature to want to thrive, excel, and find fulfillment. People want to be engaged in their work, feel challenged, and be encouraged to learn and grow. However, few theories of motivation take those desires into account. Instead of encouraging intrinsic forms of motivation, they encourage bribes, prodding, praise, or punishment to force others to make moves to achieve objectives.":1,"#Three Scientific Truths":1,"#Part One: The Truth about Motivation":1,"#Coaches encourage it, seminars teach it, books emphasize it, and podcasts examine it—yet for millions of people, motivation remains out of reach. The reason is that most motivational theories are inaccurate, incomplete, or unproven. Further, the techniques they prescribe are misunderstood and misapplied. In <strong ljsid-1=\"\">Master Your Motivation</strong>, Susan Fowler offers a new approach. She reveals three new scientifically proven truths that can help you understand your personal willpower and start making real progress toward your goals.":1,"#ISBN: 978-1-5230-9862-0":1,"#©2019 by Susan Fowler":1,"#by Susan Fowler":1,"#Three Scientific Truths for Achieving Your Goals":1,"#Master Your Motivation":1,"#Employee engagement has been sinking for decades, and businesses are spending billions of dollars trying to become more engaging. These efforts are likely to fail, according to Jacob Morgan in The Employee Experience Advantage, because organizations are focusing on the wrong things. The problem isn’t employee engagement—it’s the employee experience that causes a lack of engagement. Organizations that create a great employee experience attract and keep talented employees who are engaged and productive. Morgan provides insights into what organizations must do to become “Experiential” companies where people want to work, rather than places people have to work at because they need a paycheck.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jacob Morgan":1,"#The Employee Experience Advantage":1,"#For years, leaders have focused on designing, building, and influencing their organizational cultures. But too often, they find that the environment and ways in which people work can be difficult to change and shape. In HBR’s 10 Must Reads On Building a Great Culture, 20 of the world’s leading management thinkers share their research, ideas, and best practices for recognizing cultural inhibitors, inspiring change, and overcoming implementation challenges. Their collection of approaches can help leaders build better organizational cultures, improve collaboration, foster trust, and realize better outcomes.":1,"#HBR's 10 Must Reads On Building a Great Culture":1,"#In order to do their best work, employees need to feel like they belong. Garry Ridge offers simple steps you can take to help employees experience a sense of belonging in your organization.":1,"#Create a Strong Sense of Belonging":1,"#nota":1,"#Liderazgo ... (2)":1,"#Recently Viewed (34)":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Dorie Clark</strong></a> is the author of <em ljsid-2=\"\">Reinventing You</em> and <em ljsid-4=\"\">Stand Out</em>, which was named the number one Leadership Book of 2015 by <em ljsid-6=\"\">Inc</em>. magazine, one of the Top 10 Business Books of the Year by <em ljsid-8=\"\">Forbes</em>, and was a <em ljsid-10=\"\">Washington Post </em>bestseller. A former presidential campaign spokeswoman, Clark teaches at Duke University’s Fuqua School of Business. She is a frequent contributor to <em ljsid-12=\"\">Harvard Business Review</em> and is a consultant and speaker for clients such as Google, the Bill and Melinda Gates Foundation, and World Bank. She is also a producer of a multiple Grammy-winning jazz album. You can download her free <em ljsid-14=\"\">Entrepreneurial You</em> self-assessment and learn more at <a ljsid-16=\"\">www.dorieclark.com</a>.":1,"#While there are many ways to achieve financial success, the ultimate reward is the freedom that entrepreneurship brings. Your success can bring you the independence to live your life however you choose, the opportunity to work on topics that you’re passionate about, and the ability to allocate time to the projects that matter most to you. By monetizing your expertise, you can impact and influence others while engaging in truly meaningful work.":1,"#Live the Life You Want":1,"#<em ljsid-0=\"\">Venture partnerships</em>. Form relationships with other entrepreneurs to increase the revenue of both of your ventures. Partner with people who have common focus areas so you can gain access to new, niche groups of people who may be interested in your products.":1,"#<em ljsid-0=\"\">Affiliate relationships</em>. Encourage your audience to purchase products from affiliate vendors who give you a share of the revenue. You may consider using Amazon Associates or a similar program to boost your revenue.":1,"#Once you have developed a following, you can begin to generate revenue in two new ways:":1,"#Leverage Intellectual Property—Affiliate Marketing and Joint Ventures":1,"#<em ljsid-0=\"\">Online communities</em>. Online communities that are actively curated to be civil and informational can be highly valuable to your target audience. Your customer base may be willing to pay to connect with others, build relationships, and access useful content that’s targeted to their specific line of interest.":1,"#<em ljsid-0=\"\">Subscription services</em>. Subscription services that offer access to interviews, articles, or information that are specific to your niche audience can be a good source of revenue for your business. Hook your audience by offering a free sample of your services, and provide the option of membership to gain full access.":1,"#<em ljsid-0=\"\">Virtual summits</em>. Virtual summits that connect your audience with high-profile experts are an inexpensive way for your audience to access your expertise, network, and services. These summits can generate a good stream of revenue while also helping you boost your public profile and network.":1,"#<em ljsid-0=\"\">Electronic books</em>. Ebooks are an effective, inexpensive way to transmit information to your target audience. They’re simple to create, self-publish, and sell, and they can be an excellent source of revenue if you have taken the time to build trust with your audience.":1,"#You can extend your following by creating lower-priced alternatives to your high-level offerings. Some of your followers may not be able to afford your online courses or coaching services, but they may be interested in accessing your expertise through less expensive means, such as:":1,"#Create Digital Products and Online Communities":1,"#Creating an online course can help extend your reach and impact. Consider what your audience wants, test your assumptions, and seek feedback before moving forward. Make sure that you craft a compelling narrative that will resonate with your audience, and price your course in a manner that reflects the value, support, and results that your customers can expect.":1,"#Leverage Your Platform by Creating an Online Course":1,"#Part Three: Extend Your Reach and Impact Online":1,"#Once you have built a following through your speaking engagements, podcasts, blogs, or vlogs and have worked with individual clients through coaching or consulting, you will begin to find revenue-generating ways to bring your followers together. Conferences, workshops, and mastermind groups that foster camaraderie with other business professionals are highly lucrative ways to cultivate learning and connections. Think about who might be interested in attending, which pressing topics your audience members would pay to hear more about, and the ways in which you can make your event a standout success.":1,"#Bring Your Followers Together":1,"#<em ljsid-0=\"\">Start your own blog or vlog and focus on building an organic following</em>. Regularly add relevant, insightful content, and consider monetizing your materials through ads or corporate-sponsored posts.":1,"#<em ljsid-0=\"\">Blog relentlessly on a variety of sites</em>. As your reputation builds, you can begin to contribute your knowledge on well-known media outlets. This approach allows you to build <em ljsid-2=\"\">social proof</em>, which will further enhance your reputation and attract corporate sponsors.":1,"#Blogs and video blogs (<em ljsid-1=\"\">vlogs</em>) can also help you build a following. There are two specific ways in which you can monetize your expertise:":1,"#Develop Your Audience by Blogging and Vlogging":1,"#Frequency and longevity are essential for podcasting success. Release new episodes on a regular, predictable basis over a long period of time. As your listenership builds, you can begin earning advertising revenue. Most podcasters can earn $20 per one thousand downloads from advertising support, but top podcasts can earn as much as $100 per one thousand downloads, which can make podcasting quite lucrative for professionals who have a large base of listeners.":1,"#Use podcasting to further monetize your expertise. Competition in podcasting can be stiff, but there are opportunities to make your mark: Make your podcast different from other podcasts that are popular with your target audience, and be sure to focus on a narrow subject-matter niche instead of covering a broad topic like sports or marketing.":1,"#Build a Following Through Podcasting":1,"#Over time, your reputation will build, and you will begin to generate a demand for your speaking services. This is when you should begin charging a fee for your services. As a new speaker, you may earn $500–$2,500 for a speaking engagement, and as you become more well-known, this number can rise. In fact, very well-known speakers may earn $20,000–$35,000 per talk, and those with celebrity status can earn as much as $300,000 per keynote.":1,"#Public speaking can be an excellent way to make your ideas known and secure new clients for your consulting or coaching business. However, when people are unfamiliar with you and your level of expertise, securing speaking engagements can seem impossible. Start small. Begin speaking for free wherever you can so you can build a following while honing your speaking skills and presentation style.":1,"#Build a Speaking Practice":1,"#<em ljsid-0=\"\">License your intellectual property</em>. License the coaching materials or methodologies that have proven to be successful to interested parties to access another stream of revenue.":1,"#<em ljsid-0=\"\">Generate revenue with a premium offering</em>. Identify high-ticket, premium services that you can offer your clients, and build a clear value proposition for those ideas.":1,"#<em ljsid-0=\"\">Systematize your approach</em>. Look for ways to standardize your approach so you can consult more efficiently and continue taking on new clients.":1,"#<em ljsid-0=\"\">Expand your practice</em>. Seek out referrals and find new ways to make connections. You may consider reaching out to satisfied customers to request referrals, or you might look at your existing customer base to find connections in adjoining departments or fields.":1,"#<em ljsid-0=\"\">Make a substantive contribution</em>. Learn what makes your offering unique, and strive to contribute valuable insights and perspectives that will justify the fees that you charge for your services.":1,"#<em ljsid-0=\"\">Grow your network</em>. Ask friends, family members, and other contacts to introduce you to people who could use your services, and consider giving free talks in forums that will help you to access more people in your target demographic.":1,"#<em ljsid-0=\"\">Develop your initial market</em>. Gain experience by offering your service to your existing network of contacts. These people know and trust you, and they will likely listen to your advice even without a track record in consulting.":1,"#Focus on the following tasks to maximize your earnings, reputation, and ability to succeed as a coach or consultant:":1,"#Coaching and consulting provide an excellent source of side-stream income: There are minimal costs to launching a coaching or consulting business, and you can begin earning money right away. Furthermore, you can use your coaching and consulting work to gain knowledge, build a base of passionate advocates, and test and refine your ideas before bringing them to a larger audience.":1,"#Become a Coach or a Consultant":1,"#When beginning your entrepreneurial journey, you may have underpriced your time or services to gain recognition and build momentum. Now, you must understand the value of your expertise and gain the courage to monetize your business. You may lose some of your early followers who balk at paying, or paying more, for content, but it’s an imperative step to establishing long-term security for your brand.":1,"#The Courage to Monetize":1,"#Part Two: Monetize Your Expertise":1,"#Earning trust is imperative to establishing and building your brand, but your ultimate goal is to convert your audience into paying customers. This shift is difficult for many entrepreneurs, but you must find ways to monetize your content so you can offer real value and formulate a successful, sustainable business.":1,"#To build a sustainable, lucrative portfolio career, you must first gain the trust of your audience and make them want to do business with you. Cultivate a trust-based relationship by creating valuable online content, writing a book that demonstrates your expertise, or building social proof of your capabilities. Regardless of the path that you choose, it’s important to foster the connections that you build. Keep in touch with your audience through email, blog posts, and social media, and work to deepen their trust in you.":1,"#First, Become a Trusted Source":1,"#Whether you’re traditionally employed or an aspiring entrepreneur, you can monetize your expertise and create sustainable streams of income by establishing a <em ljsid-1=\"\">portfolio career.</em> Diversify your career by piecing together freelance work with other side streams of income. Through this approach, you can boost your financial security, enhance your satisfaction in your work, and regain a sense of control over your career, finances, and life.":1,"#The Entrepreneurial Opportunity":1,"#Part One: Build Your Brand":1,"#<em ljsid-0=\"\">Extending your reach</em>. Build upon your success by reaching new audiences. Create online courses, digital products, or online communities to boost followership, and consider leveraging your intellectual properties to further increase your stream of revenue.":1,"#<em ljsid-0=\"\">Monetizing your expertise</em>. Offer valuable service to your target audience that can provide a consistent stream of revenue to your venture. Consider becoming a coach or consultant, building a speaking practice, developing a podcast or blog, or hosting content-rich conferences and workshops to begin monetizing your expertise.":1,"#<em ljsid-0=\"\">Building your brand</em>. Become a trusted source for information. Share useful content with your target audience and gain social proof of your capabilities to build and establish your brand.":1,"#You can gain independence in your professional life and make money doing what you love by:":1,"#Many aspiring entrepreneurs dream of independence and the ability to focus on passion projects, but the journey to success can be difficult, and few entrepreneurs reap the benefits and freedom that they desire. In <strong ljsid-1=\"\">Entrepreneurial You</strong>, Dorie Clark presents her secrets to entrepreneurial success. Based on her own experiences and insight gained from 50 small-business entrepreneurs who profit from doing work that they love, Clark has developed a blueprint to help you monetize your expertise, bring in a steady flow of clients, and build a thriving and sustainable business that will help you achieve your entrepreneurial goals.":1,"#©2017 by Dorie Clark":1,"#Monetize Your Expertise, Create Multiple Income Streams, and Thrive":1,"#It’s important to leverage your people’s entrepreneurial mindset in order to create long-term value for your team and your organization. Michael Caito reveals the 3 characteristics you should look for in your managers to ensure they have an entrepreneurial mindset.":1,"#Leverage an Entrepreneurial Mindset to Create Long-Term Value":1,"#Professionals who contribute more to their companies receive more in return. Dr. Eddie Obeng provides tips that will help you make the transition from having an employee mindset to having entrepreneurial mindset.":1,"#How to Think More Entrepreneurially":1,"#Many aspiring entrepreneurs dream of independence and the ability to focus on passion projects, but the journey to success can be difficult, and few entrepreneurs reap the benefits and freedom that they desire. In Entrepreneurial You, Dorie Clark presents her secrets to entrepreneurial success. Based on her own experiences and insight gained from 50 small-business entrepreneurs who profit from doing work that they love, Clark has developed a blueprint to help you monetize your expertise, bring in a steady flow of clients, and build a thriving and sustainable business that will help you achieve your entrepreneurial goals.":1,"#380 Results found for <span ljsid-1=\"\">\"Entreprenurial\"</span>":1,"#The Affluent Entrepreneur":1,"#Entrepreneurial You":1,"#Innovation and Entrepreneurship":1,"#The Entrepreneur's Solution":1,"#Disruptive Entrepreneurship":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Dr. Betty Uribe</a></strong> transforms business, culture, and people through values based leadership. She is the Executive Vice President of California Bank & Trust and a sought-after dynamic bilingual, bi-cultural, international speaker, consultant, coach, and author. A recognized authority on the psychology of leadership, organizational turnarounds, and peak performance, she has been honored consistently for her strategic intellect. With a drive for business and a heart for making a difference, Uribe shares her passion for values on a global scale.":1,"#So how do you know what your values are? It's very simple. Take your calendar and take a look at everything that is in your calendar for a 4-week period, and then, chunk it into 15-minute increments. Then, aside from that, take a look at what is most important to you and make a list of the top things that are most important to you. Go back to your calendar for 1 month and make tick marks of every time you did one of those things that are most important to you. That will tell you exactly what is most important to you, because it's your actions that are going to tell you. Those things that you placed most importance on, those things that you schedule with a priority, those are the things that are most important to you.":1,"#Rokeach did a values survey where he talks about <em ljsid-1=\"\">instrumental values</em> and <em ljsid-3=\"\">terminal values</em>. Instrumental values are those values that you take with you throughout your career and throughout your life. Your terminal values are the ones that you're going to be toasting to at your 80th birthday toast or your 90th birthday toast, if you're lucky. And so, if you think about what is most important to you, those are the things that are your values. Now the key is not just discovering your values, the key is living according to those values.":1,"#Rokeach did a values survey where he talks about <em ljsid-1=\"\">instrumental values</em> and <em ljsid-3=\"\">terminal values</em>. Instrumental values are those values that you take with you throughout your career and throughout your life. Your terminal values...":1,"#So, many times I've been asked, “How is it that you discover your values?” Think about your 80th birthday toast. Have you ever thought about what you're going to be toasting to at the end of your life? If you think about where you're going to be at the end of your life, those are the things that are going to be most important to you.":1,"#Clicking this link will redirect to relevant products for the Speaker Betty Uribe.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kelly Mackin":1,"#Leaders are more effective when they lead with their strengths. Joanna Barsh provides an exercise you can employ to uncover your strengths and become a more authentic leader.":1,"#How to Uncover Your Strengths":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">427</span>":1,"#No Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#244 Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#The article discusses the significance of building culture of accountability in business enterprises. According to the authors, performance management and achieving excellence regularlyu at all the levels of the organization depends on the fact that everyone understands that they are required to meet key performance indicators.":1,"#Extracting Performance and Accountability From Your People":1,"#The article discusses how entrepreneurs got to manage a company while a personal crisis or problem happened at the same time. It reflects on the personal experience of entrepreneur Chris Carter when he tried to tend his startup company Approyo and his daughter who had an epilepsy. Carter shares how a family crisis can be manageable as long a leader is willing to make the right changes.":1},"version":205345}]