Have you ever found yourself unable to fall asleep during a trying time at work? Or distracted in the middle of a conversation or meeting by thoughts about other stuff you still need to do?
If so, you may be a victim of the Zeigarnik Effect. Its exotic name comes from the Russian researcher who discovered it in the 1920’s while observing the behavior of waiters in a restaurant. Their ability to recall pending orders, but
Source:: How to Escape the Zeigarnik Effect
There are companies in which staff members are rightly embarrassed by the poor service offered to the public. But there are also badly-run organizations who operate without any sense of remorse: no apology ever offered, no-one willing to be responsible. Consider them to be gaslighting their customers.
The term isn’t normally applied to corporations, but to individuals. Perpetrators are often narcissists, abusers, dictators and religious leaders who say things which cause people to question their sanity.
Source:: Is your company gaslighting its customers to accept poor service?
Bob Marley famously jammed: “No bullet can stop us now, we’ll neither beg nor we won’t bow…” His aspiration called for bold and brave actions, in keeping with the highest standards. However, most corporate executives don’t believe their employees are Marleys, William-Gordons or Bogles.
Instead, they complain: “Is pure Bredda Anansi we have!”
As a result, these leaders scoff at Bob’s next line: “…Neither can be bought nor sold.” Long ago, they gave
Source:: Are you restoring lost motivation to your company’s culture?
Members of company boards are accountable for solving a dilemma: how should they intervene when problems inside the organization crop up? Do they always give managers the benefit of their advice? Should they become coaches, perhaps even taking up operational roles to help implement solutions? My surprising suggestion: resist the temptation to aid, abet and enable weak individual performance.
Many board members unconsciously cling to the notion that their job should be an easy one.
Source:: How Boards Innocently Get Themselves into Trouble
At some point in the future, you’ll face the challenge of upgrading your task management system. Check out this guide I put together: it’s meant to be complete, ultimate and should stand the test of time! Click here or on the graphic below.
Source:: Choosing Your Next Task Management App
Why do newly-promoted managers sometimes become obstacles to people with good ideas? Often, they don’t realize that their elevation to management puts them in a different world, with a new way of allocating time that interferes with the productivity of their best employees.
A few years ago, an investor by the name of Paul Graham wrote an article arguing that there are two different kinds of schedules professionals make. In his 2009 post entitled “Maker’s
Source:: Don’t put your creative makers on a manager’s schedule
Most leaders know how important it is to inspire employees. However, their favorite tool, a corporate vision statement, is fast becoming an artifact of a time when trite clichés used to work. Today, these statements all sound the same so everyone ignores them. Perhaps your company should supplement your own with a “backcasted” matrix developed during its next strategic planning retreat.
When vision statements became popular the intent of its proponents was pure. An organization needed
Source:: How to correct your company’s vague, cliché-ridden vision statement
How to solve nagging customer complaints that never go away
If your company has over 100 employees and faces difficult customer service problems, it’s likely that they have become intractable. They aren’t fixed easily because the solution does not reside in the hands of front-line personnel. Instead, they exist because your organization is too big for small-scale solutions.
Every company which grows above a certain size discovers a new class of stubborn problems which can’t
Source:: Using BPM to Solve Nagging Customer Complaints
Why a Great Strategy Retreat Starts by Confronting the Ugliest Truths
What’s the harm, in your next strategic planning retreat, of restricting the discussion to focus on the positives – the potential of the future? After all, everyone wants to walk away inspired by what can be accomplished, not bogged down by past losses and ugly failures. Should this sentiment be used to set the agenda to limit certain discussions while encouraging others?
Source:: Why great strategy retreats confront the ugliest truths
Perhaps you have observed what author, Dacher Keltner, calls “The Power Paradox”: a well-liked employee gets a promotion into management and shortly after, turns into a tyrant. If you are someone who aspires to lead others, how can you avoid a fall into this trap?
First, understand that this tendency to become a hard-nosed, selfish manager is universal, but also peculiar to our culture. It’s well documented in “Why Workers Won’t Work: The Case Study of
Source:: How New Managers Avoid Becoming Tyrants