“In the end, you have to choose whether or not to trust someone.” Sophie Kinsella
There are twelve practical ways to build trust at work, according to Hannah Price. She begins by distinguishing between two basic types of trust: practical (which is earned by being competent and reliable) and emotional (which is when people feel they can be themselves with others).
Price then provides a trust equation: T= (C+R+I)/SO, where:
T= Trust (the willingness or ability to rely on others)
C= Perception of Credibility (trusting what someone says)
R= Perception of Reliability (trusting what someone does)
I= Intimacy (trusting someone with something)
SO= Perception of Self Orientation (whether the person’s focus is on herself or others)
Each element is … Read the rest
“There is no decision that we can make that doesn’t come with some sort of balance or sacrifice.” Simon Sinek
We are faced with decisions, both large and small, every day. Some decisions are easy to make: “Should I hit the Snooze button?” “Will I have fruit pie or ice cream for dessert? Oh, I can have both! Just heat the pie, please.” Others are more difficult, because there are consequences: “Do I change my lifestyle to improve my health?” “Do I stay in my current job or do I take a different one?”
This is where decisional balance comes in handy. It takes decision making beyond simply weighing the pros and cons of the career move (a change). It … Read the rest
“Mistakes are a fact of life. It is the response to error that counts.” Nikki Giovanni
Various studies have found that 44% – 59% of employees say they want to find another job. According to Gallup, 75% of the reasons people quit come down to their managers. In his article, “8 Things Leaders Do That Make Employees Quit,” Jon Christiansen points out that losing an employee can adversely affect team morale, performance and productivity. It is also costly and time intensive.
The only good news is that, according to Christiansen, “only about a quarter of employees that leave do so within their first year. This means you have plenty of time to assess flight risks and address … Read the rest
“Human behavior flows from three main sources: desire, emotion, and knowledge.” Plato
If you’re interested in changing behaviors, you may want to explore the COM-B model. It emphasizes that, for a behavior to occur, people must have the capability, opportunity and motivation to perform it.
Capability is the knowledge, skills and abilities to engage in the behavior. There are two components to capability: psychological (knowledge or psychological strength, skill or stamina) and physical (physical strength, skill or stamina).
Opportunity is the outside factors which make the behavior possible. These opportunity factors may be physical (environmental-time, locations, resources) or social (societal-cultural norms, social cues).
Motivation is the brain processes that direct our decisions and behaviors. Motivational brain processes may be … Read the rest
“Success is not final, failure is not fatal: it is the courage to continue that counts.” Winston Churchill
Some failure can be fatal. The 2003 explosion of the Columbia space shuttle killed seven astronauts. The tragedy could have been avoided if the NASA managers had listened to the engineers. The engineers knew how serious it was to have a piece of foam break off the left side of the shuttle at launch. The NASA managers just didn’t want to acknowledge there was anything wrong.
When employees feel they can’t speak up about mistakes and failures for fear of being blamed, and when managers keep their heads in the sand rather than acknowledge something is wrong, bad things can happen.
According … Read the rest
“It’s about creating a process that systematically understands the current situation- the constraints (time, money, capabilities, and capacity) and attributes that already exist today- and applies that knowledge in new ways to create new solutions.” Brian S. Lassiter
In his article “Thinking Outside the Box: How Organizational Innovation Really Works,” Brian S. Lassiter writes that brainstorming has been an ineffective method for companies to achieve real innovation. He cites Drew Boyd and Jacob Goldenberg (in an article for the Wall Street Journal), who say that the problem is that the traditional view of innovation- of having an unstructured approach to brainstorming solutions to various problems- does little to actually find relevant solutions for products and services. They feel that “thinking … Read the rest