It’s hard not to resent Mondays. The day marks the end of the fun and freedom of the weekend—and that’s especially true during the summer, when ordinary Saturdays and Sundays have a carefree vacation vibe.
Even if you love your job, the angst of having to go back to the grind on Monday can leave you disorganized and spinning your wheels all day, explains Richard Citrin, Ph.D., MBA, an organizational and consulting psychologist and author of “The Resilience Advantage.” Then you have to spend the rest of the week playing catch up.
But while Monday is going to happen whether you like it or not, that lack of productivity doesn’t have to. The key is to adopt a few smart habits on Sunday so you set yourself up for a brighter, more efficient workweek without really cutting into your weekend R&R time. These tips will help you do just that.
You’ve entered a world of perpetually unfinished business. Meetings end without resolution; discussions start and then stop without clear next steps; work is plagued by mistakes; miscommunications need to be clarified; and issues weigh on your mind because they are always partially addressed, but never fully resolved. This pattern can convert even the most talented individual leader into a mediocre performer who stays busy, but not productive.
To address your manager’s dilemma: Hone in on your distinctive contribution and be selective with the projects and priorities you accept. How you approach this subtle challenge has a great impact on your performance. You cannot make progress on the priorities that matter by changing superficial behaviors — for instance, by keeping to-do lists or sorting your email differently.
All organizations, even those currently enjoying low turnover, cannot afford to rest on their laurels. Experts warn that despite rising slightly for the past decade to the current average of 4.6 years per person/per organization*, employee tenure will begin to wane in the future as the job market continues its recovery and more Millennials enter the workforce.
So, how can an organization increase employee retention and slow the “revolving door” of turnover? We explore this topic in great detail in our professional development course that examines employee engagement through the lens of Disney Culture. But, for the purposes of this blog, we offer this advice: Leaders should start by asking the question “Beyond a paycheck, what do my employees value?”
Going, going, gone! What's the average employee tenure at your organization? Does high turnover and low employee retention make it feel like a revolving door that's spinning out of control?
A global electronics manufacturer seemed to live in a perpetual state of reorganization. A new line of communication devices for the Asian market required reorienting its sales, marketing, and support functions. Migration to cloud-based business applications called for changes to the IT organization. Altogether, it had reorganized six times in 10 years.
Suddenly, however, the company found itself facing a different challenge. Given the new technologies that had entered its category, and a sea change in customer expectations, it needed a new strategy. The CEO decided to shift from a product-based business model to a customer-centric one. That meant yet another reorganization, but this one would be different. It had to go beyond shifting the lines and boxes in an org chart.
Pope Francis has approval ratings any leader could envy: 88 percent of American Catholics think he's doing a good job, and nearly three quarters of Americans in general view him with favor. What is he doing right?
To answer that question, business author Jeffrey A. Krames examined His Holiness's approach from a leadership perspective, and the result is Lead with Humility: 12 Leadership Lessons from Pope Francis. Though a non-Catholic, Krames was inspired to write about the pontiff because he is the child of Holocaust survivors, he explains. "When I saw Pope Francis, I thought he was the anti-Hitler."
Here are some practices that make Pope Francis so effective--and that any business leader could use:
It is clear that the Pope has been quite effective as a leader. He has excelled at managing change, at aligning the Catholic Church with it core purposes, at creating processes and procedures that have helped the Church work better, and at engaging Catholics more comprehensively in their Church.
Sales Leaders - Take note. Leading a 1.2 Billion size organization is no easy task. Take a moment to see how it can be replicated for any size organization.
Contents Introduction: The new organization | 1 Different by design Organizational design | 17 The rise of teams Leadership awakened | 27 Generations, teams, science Shape culture | 37 Drive strategy Engagement | 47 Always on Learning | 57 Employees take charge Design thinking | 67 Crafting the employee experience HR | 77 Growing momentum toward a new mandate People analytics | 87 Gaining speed Digital HR | 97 Revolution, not evolution The gig economy | 105 Distraction or disruption
Sweeping global forces are reshaping the workplace, the workforce, and work itself. To help organizations and their leaders understand these changes, Deloitte presents the 2016 Global Human Capital Trends report, based on more than 7,000 responses to our survey in over 130 countries around the world. T HE theme of this year’s report—“The new organization: Different by design”— reflects a major finding: After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization itself, with 92 percent of survey participants rating this as a critical priority. The “new organization,” as we call it, is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders.
Some business pundits today believe innovation ignites better in startups than in large, established corporations. They believe big companies are weighed down by their own success, too invested in the past to create and execute new ideas. They say, “You can’t teach an old dog new tricks.” I disagree.
In fact, a lot of big companies have proven they are better positioned than emergent firms to create and execute innovation, however on-fire a startup may be. Consider, for example, Hasbro’s evolution from a product company in the 1990s into the brand experience powerhouse it is today by leveraging its core brands (for example, spreading Transformers across multiple platforms including toys, movies, theme park rides, television shows, digital gaming systems, and comic books; the venerable New York Times, published since September 18, 1851, reinvented itself in the digital age as New York Times digital; General Motors, in partnership with Lyft, plans to test a fleet of self-driving Chevrolet Bolt electric taxis on public roads to lead the transformation of the auto industry; and at barely two decades old, Google is a comparative youngster but has leaped from the web to the street with tangible new products, such as its self-driving car and betting on new technologies such as artificial intelligence and robotics.
Getting organized is one of the most popular promises people make to themselves as they enter the New Year. But how can you keep your resolution instead of being part of the 92% of people who make them and fail?
Keep in mind that "a little better is a little better," says Fay Wolf, author of New Order: A Decluttering Handbook for Creative Folks (And Everyone Else). "Small steps are more likely to stick than trying to do over everything," she says.
Here are five things you can do to get organized and be more productive in 2016:
While many leaders rely on proven past methods (often learned in B-school), others are taking new approaches that help them transcend what they already know. These fresh methods help them handle the day-to-day, while becoming responsive to other things that matter.
One of these “new” methods is a coaching approach that has been used with individuals, now making its way into the C-suite.
“The ‘coach approach’ asks leaders to define who they want to be at this moment and in the future,” says Jennifer Antolak, president of Learning Journeys, a life coaching academy. “And it’s about helping others understand that we support their choices.”
It's easy to lead others. But when today's business climate includes untimely squalls and unpredictable tsunamis, it's difficult to know how to lead yourself.
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