If you feel like getting your business started, or improving your results, is too hard at the moment, you might find this story from CNN inspiring!
http://edition.cnn.com/2009/WORLD/africa/10/05/malawi.wind.boy/index.html
After you've read the story, think about how you can apply the same attitude to your current challenges. When you are feeling a little buffeted by the winds of change or the storms of economic misfortune, are you looking at ways to harness the energy and use it positively? Are you using all your available resources (perhaps including things or ideas that have been previously discarded) to best effect? Can you get more creative about solving some of the problems you are facing?
Use the power of a positive attitude to help you and your team survive and even thrive in stormy conditions. Your business will be stronger for it!
Tuesday, October 13, 2009
Sunday, August 30, 2009
In Praise of Praise
Having had numerous conversations in recent days about how to get people more motivated (perhaps driven by a sudden return of Winter to my wonderful home town, Melbourne! It gets harder to stay motivated when it is sleeting and blowing a gale!), I thought I'd post a few thoughts...
Sometimes, I hear managers say that their people don't like compliments, or don't respond to them. I wonder whether they have identified how the individual likes to receive them. Probably the only thing worse than not getting ANY recognition or praise, is getting it in a way that doesn't 'resonate' with you; doesn't feel right.
So, what should we avoid - false praise, overzealous praise and most importantly, acknowledgement delivered in an environment that the recipient feels uncomfortable about - it's all about customising your approach to suit the individual.
Options include in person, in private, in public, in writing, by phone, by email, etc - you get my drift. It's also worth considering what they value, in terms of feedback - is it just the regular "doing of their job" or do they see that as superfluous ("of course I am") or is it more important to them to be acknowledged for extra effort or better accuracy or more results or faster response than usual. The key is to make sure that you are delivering the kind of positive feedback that they value in a way that works for them. You may need to let them know that you are keen to be able to praise them, but are finding it hard to do so in a way that they appreciate.
If you already doing all of this, well done! Consider yourself praised!
Now, go out and find someone doing a good job, and tell them about it (in a way that suits THEM, remember!).
Sometimes, I hear managers say that their people don't like compliments, or don't respond to them. I wonder whether they have identified how the individual likes to receive them. Probably the only thing worse than not getting ANY recognition or praise, is getting it in a way that doesn't 'resonate' with you; doesn't feel right.
So, what should we avoid - false praise, overzealous praise and most importantly, acknowledgement delivered in an environment that the recipient feels uncomfortable about - it's all about customising your approach to suit the individual.
Options include in person, in private, in public, in writing, by phone, by email, etc - you get my drift. It's also worth considering what they value, in terms of feedback - is it just the regular "doing of their job" or do they see that as superfluous ("of course I am") or is it more important to them to be acknowledged for extra effort or better accuracy or more results or faster response than usual. The key is to make sure that you are delivering the kind of positive feedback that they value in a way that works for them. You may need to let them know that you are keen to be able to praise them, but are finding it hard to do so in a way that they appreciate.
If you already doing all of this, well done! Consider yourself praised!
Now, go out and find someone doing a good job, and tell them about it (in a way that suits THEM, remember!).
Tuesday, August 18, 2009
Boost the Juice in your Customers and Staff
Would you like to be able to create improvements in customer loyalty and staff retention, year after year? A newly released study indicates that Employee Engagement is the key.
Eight out of ten leading companies in the study attributed changes in profitability and/or revenue DIRECTLY to employee engagement initiatives. Even in these financially stressful times, keeping employees connected with business goals and outcomes is delivering positive business results. Read the study at http://www.aberdeen.com/link/sponsor.asp?cid=6050.
"Top companies are moving beyond employee satisfaction -- a one-way street which only measures if the employees needs are being met by the organization -- to employee engagement, which is all about aligning individual, organizational and customer needs," comments Mollie Lombardi, analyst at research firm The Aberdeen Group.
Employee engagement does not have to be an expensive project. Even small changes can make a big difference! What changes could you make today to increase the connection and communication with your team?
The good news is that it’s about implementing simple ideas to connect your employees with your business, not about spending a fortune. A simple way to start is to create is to conduct a survey of employee opinion and get input from your people. As a special offer for my blog readers, call me in August for a free survey of the Juice Levels (engagement, energy, alignment) at your place - either email me at helen@helenmac.com or call +614 199 30864.
Eight out of ten leading companies in the study attributed changes in profitability and/or revenue DIRECTLY to employee engagement initiatives. Even in these financially stressful times, keeping employees connected with business goals and outcomes is delivering positive business results. Read the study at http://www.aberdeen.com/link/sponsor.asp?cid=6050.
"Top companies are moving beyond employee satisfaction -- a one-way street which only measures if the employees needs are being met by the organization -- to employee engagement, which is all about aligning individual, organizational and customer needs," comments Mollie Lombardi, analyst at research firm The Aberdeen Group.
Employee engagement does not have to be an expensive project. Even small changes can make a big difference! What changes could you make today to increase the connection and communication with your team?
The good news is that it’s about implementing simple ideas to connect your employees with your business, not about spending a fortune. A simple way to start is to create is to conduct a survey of employee opinion and get input from your people. As a special offer for my blog readers, call me in August for a free survey of the Juice Levels (engagement, energy, alignment) at your place - either email me at helen@helenmac.com or call +614 199 30864.
Friday, July 31, 2009
Disengagement is Costing Business Big Bucks
Disengaged workers in the UK have cost the economy between £59bn and £64bn in the past 12 months according to research carried out by the Gallup organization. The key question is what are your employees costing you?
I’m delighted to announce that a UK government-backed study into employee engagement has identified a critical link between involvement of staff and bottom-line success in business – more proof of the connection between attitude and profit. Commissioned by the Department for Business, Innovation and Skills (BIS), the report outlines the enormous benefit of accessing the potential of people at work and enabling them to be the best they can be. (These are two key aspects of the “Juiced Up Principles”.) You can read the report at http://tiny.cc/dy5PU
Whether we are in tough times like we are now, or when the economy recovers, engagement is a key to productivity and profitability, because amongst other things it increases creativity and a healthy sense of competitiveness.
The good news is that it’s about implementing simple ideas to connect your employees with your business, not about spending a fortune. A simple way to start is to create is to conduct a survey of employee opinion and get input from your people. As a special offer for my blog readers, call me in August for a free survey of the Juice Levels (engagement, energy, alignment) at your place - either email me at helen@helenmac,com or call +614 199 30864.
I’m delighted to announce that a UK government-backed study into employee engagement has identified a critical link between involvement of staff and bottom-line success in business – more proof of the connection between attitude and profit. Commissioned by the Department for Business, Innovation and Skills (BIS), the report outlines the enormous benefit of accessing the potential of people at work and enabling them to be the best they can be. (These are two key aspects of the “Juiced Up Principles”.) You can read the report at http://tiny.cc/dy5PU
Whether we are in tough times like we are now, or when the economy recovers, engagement is a key to productivity and profitability, because amongst other things it increases creativity and a healthy sense of competitiveness.
The good news is that it’s about implementing simple ideas to connect your employees with your business, not about spending a fortune. A simple way to start is to create is to conduct a survey of employee opinion and get input from your people. As a special offer for my blog readers, call me in August for a free survey of the Juice Levels (engagement, energy, alignment) at your place - either email me at helen@helenmac,com or call +614 199 30864.
Thursday, July 2, 2009
Beware of "Parachute Packing"
There are lots of businesses struggling at the moment – fighting to stay aloft in a storm of negativity; buffeted by gusts of media messages of doom and gloom; tossed about by the expectations set up by economic forecasters seemingly determined to predict us all into disaster.
The current business climate is a little like being on a plane approaching bad weather in mid-flight. Storm clouds are brewing; the wind is shifting in the wrong direction; turbulent times are ahead.
To come through the storm intact, the pilot and crew need to stay calm, put into place the systems planned to ensure survival and take careful steps to look after each other, the passengers and the craft.
If they are all panicking and putting on their parachutes, preparing to jump off, the survival of the aircraft and all the fellow travellers is distinctly under threat!
If you are a manager, or business owner, your calm and assertive position that the business will survive this storm will calm your team and allow them to focus on doing what they need to do. Then you can all get on with the most important job at hand - maintaining the profitability and sustainability of the business - no parachutes required!
The current business climate is a little like being on a plane approaching bad weather in mid-flight. Storm clouds are brewing; the wind is shifting in the wrong direction; turbulent times are ahead.
To come through the storm intact, the pilot and crew need to stay calm, put into place the systems planned to ensure survival and take careful steps to look after each other, the passengers and the craft.
If they are all panicking and putting on their parachutes, preparing to jump off, the survival of the aircraft and all the fellow travellers is distinctly under threat!
If you are a manager, or business owner, your calm and assertive position that the business will survive this storm will calm your team and allow them to focus on doing what they need to do. Then you can all get on with the most important job at hand - maintaining the profitability and sustainability of the business - no parachutes required!
Thursday, June 25, 2009
Great Questions for Change Leaders
The only constant in life (and in business!) is CHANGE! So, especially these days, we ALL need to be change agents - taking personal responsibility for improving our own performance in whatever part of the business we operate.
To stay on top of some of the elements that we need to monitor, here are ten key questions for Change Agents, based on an idea from Harvard Business Magazine...
1. Do you see opportunities the competition doesn't see? Do you look for different ways to see the world and your customers?
2. Do you have new ideas about where to look for new ideas? Do you tap the brains of your team?
3. Are you the 'most' something (most efficient; most creative; most caring; etc)?
4. If your company went out of business tomorrow, who would miss you and why? Who are your raving fans?
5. Have you figured out how your organization's history can help to shape its future? Learn from the past to create a better result in the future!
6. Can your customers live without you? What would they do if your product or service was no longer available from you?
7. Do you treat different customers differently? If so, how? If not, why not?
8. Are you getting the best contributions from the most people? Are you accessing all of the potential of all of your people?
9. Are you consistent in your commitment to change? Do you recognise that change is a journey, not a destination?
10. Are you learning as fast as the world is changing? What are you doing to increase the speed of your learning?
Use these questions as an audit of your attitude to change and take action on any that are real gaps in your change strategy. Remember, a positive attitude is always the best place to start. Believing that there will be a good outcome of the change program is half the battle!
To stay on top of some of the elements that we need to monitor, here are ten key questions for Change Agents, based on an idea from Harvard Business Magazine...
1. Do you see opportunities the competition doesn't see? Do you look for different ways to see the world and your customers?
2. Do you have new ideas about where to look for new ideas? Do you tap the brains of your team?
3. Are you the 'most' something (most efficient; most creative; most caring; etc)?
4. If your company went out of business tomorrow, who would miss you and why? Who are your raving fans?
5. Have you figured out how your organization's history can help to shape its future? Learn from the past to create a better result in the future!
6. Can your customers live without you? What would they do if your product or service was no longer available from you?
7. Do you treat different customers differently? If so, how? If not, why not?
8. Are you getting the best contributions from the most people? Are you accessing all of the potential of all of your people?
9. Are you consistent in your commitment to change? Do you recognise that change is a journey, not a destination?
10. Are you learning as fast as the world is changing? What are you doing to increase the speed of your learning?
Use these questions as an audit of your attitude to change and take action on any that are real gaps in your change strategy. Remember, a positive attitude is always the best place to start. Believing that there will be a good outcome of the change program is half the battle!
Thursday, June 18, 2009
Are your attitudes contagious?
Listening to the media meltdown about the dreaded Swine Flu, and experiencing the impact of people's responses to it, has me thinking (again!) about the contagious nature of attitudes.
Coming from the Australian Swine Flu capital (Victoria), I'm distressed at the media stories suggesting that the whole state is infected (one story had one in every three people with the new flu - which, by the way, is less severe than the everyday variety!). Our tourism industry is being hammered; hotels and restaurants are feeling the pain. From a local's perspective, it feels like a very big 'beat-up'.
So, thinking about this pandemic, here are a couple of important questions for you. Is there a contagious "flu" of negativity at your workplace? And who are the carriers?
As a manager, you need to make sure your attitudes are strong, positive and healthy because you are more likely to be contagious - people will be looking to you for guidance on how to respond to all the storms that are racing through the business world at the moment - GEC, Swine Flu, etc, etc.
If you start 'sneezing' - sending out bad vibes - before you know it, everybody will catch a sniffle. If you notice symptoms in yourself, or others, take immediate action. Your prescription is to take two smiles (do something that makes you happy!) and call me in the morning!
And if you have the flu, of any type, I hope you feel better soon!
Coming from the Australian Swine Flu capital (Victoria), I'm distressed at the media stories suggesting that the whole state is infected (one story had one in every three people with the new flu - which, by the way, is less severe than the everyday variety!). Our tourism industry is being hammered; hotels and restaurants are feeling the pain. From a local's perspective, it feels like a very big 'beat-up'.
So, thinking about this pandemic, here are a couple of important questions for you. Is there a contagious "flu" of negativity at your workplace? And who are the carriers?
As a manager, you need to make sure your attitudes are strong, positive and healthy because you are more likely to be contagious - people will be looking to you for guidance on how to respond to all the storms that are racing through the business world at the moment - GEC, Swine Flu, etc, etc.
If you start 'sneezing' - sending out bad vibes - before you know it, everybody will catch a sniffle. If you notice symptoms in yourself, or others, take immediate action. Your prescription is to take two smiles (do something that makes you happy!) and call me in the morning!
And if you have the flu, of any type, I hope you feel better soon!
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