Group items tagged

Author: Frank Kalman April 22, 2014 Shared by: Andee Weinfurter, MSLOC Student Even the worst of business problems come with hidden positivity, says author Kathy Cramer. The trick is developing a leadership mindset where being positive is your biggest asset.

By Marshall Moore February 18, 2014 Shared by Kelly Ross, MSLOC alumnae and MSLOC Coach in the Organizational and Leadership Coaching Certification program. "Good coaches get results, respect, and awards-just ask the three managers recently inducted into the Baseball Hall of Fame. But what makes a coach or mentor good? One school of thought says they should hold their mentees to specific performance benchmarks and help them reach those benchmarks by targeting their personal weaknesses. Popofatticus But new research suggests a different tack-namely, to nurture a mentee's strengths, aspirations for the future, and goals for personal growth. Indeed, studies suggest that this positive approach is more effective at helping people learn and change; for instance, it helps train business school students to be better managers, and it is more effective at getting patients to comply with doctors' orders."

What really sets the best managers above the rest? It's their power to build a cadre of employees who have great inner work lives-consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees' inner work lives. But it's forward momentum in meaningful work-progress-that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts-events that directly facilitate project work, such as clear goals and autonomy-and (2) nourishers-interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people's performance. Teresa Amabile is the Edsel Bryant Ford Professor of Business Administration and a Director of Research at Harvard Business School. Michelle Bavester, MSLOC student recommends this book. She says: "The Progress Principle by Teresa Amabile? Her book has a checklist of sorts for making work meaningful and igniting engagement in employees. There's a lot of real-life examples from her research that she uses to illustrate her points as well. It's a great read!"

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

Great 20 minute video on how simply changing posture changes brain chemistry--in particular how certain positions gives us power. Great for preparing for interviews, presentations, etc.