What do the super-efficient people in your organisation have in common that allows them to power through their workload? I suspect it includes one, more or all of the following:
track all their 'To-dos'
stay focused on the next most important thing to do
focus on high-value tasks ahead of low-value tasks
balance their workload with less stress
get more done with more fun
With the overwhelming number of options available to fill our time, managing work priorities and coping ...
Employee recognition or motivation programs are a communication tool that reinforces and rewards staff for the outcomes you require for business success.
When your recognition is effective, you have successfully reinforced the actions and behaviours you most want people to repeat. The recognition system should be simple, immediate and a powerful reinforcer.
Recognition must be equally beneficial to the organisation and the employee and you must establish the criteria for what ...
If economic conditions improve, employers will have a battle on their hands to retain their staff as research indicates that two in five Australian workers were seriously considering leaving their employer. This number will rise if the economy strengthens.
If the future appears uncertain, employers will need to avoid knee-jerk reactions or risk losing people who will be integral to growth in the medium term.
Balance is essential between building the workforce ...
So, what is developing a rapport? Rapport is a term used to describe that two or more people feel in sync or on the same wavelength because they feel alike.
By establishing good rapport at the outset we can gain commitment from others, conscious or unconscious, to trust the process and to trust our abilities even when they do not fully understand how the process works and what the ultimate outcome will be. They are far more likely to be open with you and share information, increase ...
Kurt Lewin (1939) is the behavioural theorist who believed that leadership could be categorised based on a leader's decision-making behaviour. His early studies formed the basis for three major leadership styles:
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign (laissez faire)
Good leaders use all three styles, with one of them normally dominant. Bad leaders stick with one style for all situations and employee types.
The Authoritarian style is ...