There are all kinds of studies that show the main reasons people leave their jobs. One of the top reasons in almost every study is for lack of career development. So as an employee, you might ask yourself, “Who is responsible for my career development?”Read More›
Doris was the type of employee you could set your watch to. She arrived at 7:50am each day and left no later than 5:10pm. Her day was spent doing administrative work—much of it routine, identical to the day before, and the day before that. The phone would ring from time to time and there would be the occasional office party. But for the most part, each day was remarkably indistinguishable from the day before.
Through the years everyone got used to her reaction to change. If her schedule was interrupted, you needed to give at least a 48 hour notice. Larger interruptions, such as painting the office or a software upgrade would require a series of one-to-one meetings, coddling, and accommodation. A request to increase her workload or take on a new challenge would typically be met with a one word response, “No.” That usually meant someone else would have to pick up the slack.Read More›
It’s a common perception that there is a big gap between “average people” and “successful people.” Some people are just able to get better results and make more money, yet they put in the same or even fewer hours. So what’s the difference? The answer lies in The Slight Edge, a concept from Jeff Olson’s book.
In major league baseball, a batter who gets two hits out of every ten times at bat is called a .200 hitter. This batter, within a very short period of time would likely be looking for a job outside of baseball or returned to the minor leagues. On the other hand, a hitter who gets just three hits out of every ten times at bat is a .300 hitter and is considered a great success, and if he continues to improve, he is destined for the Hall of Fame.Read More›
Ah, another new year is upon us…a time of re-newal, re-juvenation and oh yeah, re-solution. Why is it that people feel compelled to make life changing pronouncements at this juncture? Studies show that fewer than 10% of New Year’s resolutions are ever kept. What, then, can increase the percentage rate of success? Here are a few quick tips that may improve your chances of achieving your objective:Read More›
Supervisors play a key role in any organization, creating a link between organizational goals and front-line employees. They have a dramatic impact on employee performance and behavior…especially motivation. Supervisors are agents of their organizations and have corresponding power and accountability.
The job of a supervisor (as we would define it) is to get work done through other people. And in order to be effective, they must understand how to create an environment that motivates people to be successful. They must understand how their environment rewards or punishes employee behavior.
There are two main reasons people behave the way they do.
- They do things because there is something in the environment rewarding their actions.
- They do things to avoid something that they don’t like.
We’ve all felt it. The stress. The burnout. The feeling of being overworked. Sometimes in your job, you get to that point where you are exhausted and ready to pull your hair out. At Revela, this time of year is crazy. Fall is usually about the time companies and employees are back into their routines and have returned from summer vacation. It’s also when many organizations start their planning and budgets for the upcoming year. For us, this means emails, calls, schedule updates, and prepping for programs and events. Along with the regular day-to-day operations of the business. Our task lists sometimes go on and on…Read More›
When we ask people what motivates employees, many respond with a simple answer: Money. Sure, money might be a factor. But let’s be real. Is it the ONLY factor? It may also be true that in addition to money, there are a wide range of motivators that are more personal and individual to your employees. Few people would turn down a raise or bonus, but true satisfaction is more complex than that.
What motivates people?Read More›
I recently listened to an interview with Mario Andretti. When asked his best advice to business leaders, his response caught my attention. It was a way to increase productivity. He responded, “Slow down so you can speed up.”
Now you might be thinking that makes no sense. That doesn’t really apply to business.Read More›
All the time, we see themes become popular in management. They seem like fads…something that will gain hype and eventually die down again. And by the time you implement a process, your employees have already found something else that’s more important.
But one of those themes never went away: Employee Engagement. Whether you call it engagement or another term like accountability, ownership, empowerment, or commitment, it all revolves around creating an environment where employees act interdependently to drive your organization’s success. So, if you thought this was another fad, take out your notepad and write this down…It’s NOT.Read More›
Have you ever known one of those people that are just lucky? No matter what they do, luck follows them. Things always work out; when they find themselves in a bind, something magical happens to fix it. Then you sulk to yourself and think… Why can’t I be that lucky?
Have you ever considered, though, that there could be more to luck than meets the eye? A 1998 study once found that people “who take advantage of happenstance have competence, self-confidence, and the ability to take risks.” And Richard Wiseman, the author of The Luck Factor, says that really, it’s not about luck at all. It’s the individual who makes his own good fortune or bad fortune. So technically, doesn’t that mean that YOU can determine your own luck?Read More›