Preface: This continues the previous post, How to Reduce Stress at Work through Conscious Use of Self: Oprah Winfrey, Jennifer Hudson, and the Blizzard, Part 1, in which I described how Oprah Winfrey coped with an nerve-wracking incident at work. Superstar Jennifer Hudson was unexpectedly late for a scheduled taping of the Oprah Winfrey show, throwing off the entire day’s schedule. The unfolding events were shown in “Episode 116” of Season 25, the highly acclaimed reality show.
healthy organizations Archives
How to Reduce Stress at Work through Conscious Use of Self: Oprah Winfrey, Jennifer Hudson, and the Blizzard, Part 2
Employee motivation is a recurrent problem creating stress at work for managers, employees, and just about everyone who works with people. In this post, Professor Jeffrey Ford, an expert on personal leadership effectiveness, succinctly describes how to delegate a task to ensure clarity and increase motivation.
As an added bonus, readers of Reframing Change will recognize that these are a great set of questions for testing assumptions about expectations – whether you are the delegator of the task or the person to whom the task is assigned.
I am grateful to Professor Ford for giving me permission to reproduce this gem of a post.
When you see the phrase “motivators at work”, what do you think? Most people may think of things like pay or time off from work. These are external motivators. Others may think of personal characteristics such as work ethic or drive for success. These are internal motivators.
In previous posts, I described the lessons in integrity, self-regulation, and deferred gratification that Morgan, my seven-year-old granddaughter, is learning. She is developing these internal motivators through her participation in National Lemonade Day, a national event designed to teach children entrepreneurial skills and help them develop positive character traits.
Many people are confused about what term is appropriate to use when referring to different others. I provided examples of this in Part 1 of this series on bridging cultural differences. This topic is a hornet’s nest because a term that is appropriate in one context may be inappropriate in another. Choosing the right word can be a daunting task for who wish to avoid offending others and are horrified at thought of being judged.
Preface: Workplace Undercover will be a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. The scenario below was written by Eillen Bui, our research associate. Mary Harlan of Harlan Consulting is guest consultant for this scenario.
The scenario: Carina was recently promoted from Operator Technician to Engineer after working at TLC Co. for 15 years. To Carina, this promotion was bittersweet. She knew that she deserved this position, but felt it should have happened long ago. She was already doing everything the Engineer’s job description entailed years ago and was very experienced. The only thing was that she never earned a degree in engineering; everything she knew, she learned from working at the company.
Preface: Workplace Undercover is a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. This scenario was written by Carole Marmell. Jennifer Joyce, cofounder of LeadershipSmarts responds. This is the third of a three-part segment.
Part III – Support for Bank’s Feedback System
In Part I of this Workplace UnderCover scenario, Molly, a bank employee, received harsh criticism instead of the supportive feedback she had expected during her yearly performance appraisal. In Part II, Jennifer Joyce, a leadership development coach and consultant, described three steps that Molly might take. In this segment, Jennifer discusses the bank’s role in supporting Molly and her supervisor in giving and receiving more effective feedback.
Preface: Workplace Undercover is a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. This scenario was written by Carole Marmell. Jennifer Joyce, cofounder of LeadershipSmarts, responds. This is the second of a three-part segment.
In the previous post, Molly, a young bank employee, had expected supportive feedback from her manager during her yearly performance appraisal. Instead her manager strongly criticized her and accused her of acting arrogant and believing she is smarter than everyone else. What can Molly do?
Preface: Workplace Undercover is a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. The scenario below was written by Carole Marmell. Jennifer Joyce, cofounder of LeadershipSmarts responds. This is the first of a three-part segment.
Molly is a 30-year-old bank employee. The bank has a very structured environment, with formal performance appraisals after every project as well as every year. The appraisals go both ways, for supervisors as well as line staff. All appraisals are done by committees consisting of supervisors and line staff. In addition, the supervisors have procedures for providing coaching and feedback to all line staff to help them advance step by step.
In the last few months, I have gotten into friendly debates with others about whether it is appropriate for local school boards to ban candy and soda from their public schools in light of the alarming increase in childhood obesity.
A recent Rasmussen Reports public poll shows how controversial an issue this is. Results indicated that 52% of the public favors the ban and 40% oppose it. This is a case in leading consciously.