Category: Managing People
You can perform exceptionally well and still have plenty of time to do things you love other than work, like being with your family and friends; being great at work means performing in your job, infusing your work with passion and a strong sense of purpose, and living well, too, according to Morten Hansen in his book Great at Work: How Top Performers Work Less and Achieve More. The book offers conclusions on what it means to “work smart”, drawn from a study of 5,000 managers and employees.
While bullying says more about the bully than it does about you, you are the one who has to learn to stand up for yourself, according to Lynne Curry in her book Beating the Workplace Bully: A Tactical Guide to Taking Charge. Those who do not stand up to the bully’s initial attack signal they are easy prey and inadvertently encourage continued bullying. Even if what is happening is not your fault, you are the one who must fix it, because you cannot expect the bully to change.
A fundamental shift is indeed taking place all around us: more and more, today’s businesses find that, rather than asking or forcing individuals to step into line with the organization’s needs, they must adapt and transform themselves to attract the right people, keep them, and inspire them to do their best work, according to Rob Goffee and Gareth Jones in their book Why Should Anyone Work Here: What It Takes to Create an Authentic Organization.
Rooting out corrosive behaviours is not simple, since they are often mutant excesses of laudable aspects of organisational life and group behaviour. Slowly these sabotaging behaviours become part of the working culture, and spotting them, much less extricating them, is not easy, according to Robert Galford, Bob Frish and Cary Greene in their book Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace.
Unfortunately, the history of the human species suggests that all too often groups fail to live up to their potential. Many groups turn out to be foolish; they bet on products that are doomed to failure; they miss out on spectacular opportunities; they develop unsuccessful marketing strategies; their investments and strategies go awry, hurting millions of people in the process, according to Cass Sunstein and Reid Hastie in their book Wiser: Getting Beyond Groupthink to Make Groups Smarter.
At the most basic level, leadership succession and transition is a continuous process of organizational transformation: a people decision, an organizational decision, and a strategy decision all rolled into one, with not infrequently a crisis call thrown in for good measure, according to Noel Tichy in his book Succession: Mastering the Make-or-Break Process of Leadership Transition. Leadership succession and transition is simply the most politically and culturally charged, technically challenging, and critical leadership assignment of all the many judgments that business leaders are obliged to make in the course of doing their day jobs.
Some people know exactly how to be difficult; they’re the people who bring you down with their negativity, criticism or anger, they refuse to cooperate, they’re irritating, frustrating and often infuriating, and if you respond to someone else’s difficult behaviour with anger and blame, withdrawal or compliance, you may end up feeling guilty, stressed or depressed, according to Gill Hasson in her book How To Deal With Difficult People: Smart Tactics for Overcoming the Problem People in Your Life.
Engagement is powerful; it simply requires the right keys to unlock that power; the organization that gives its people the tools, encouragement, and freedom to become the best people they can be—to really, truly engage—will also find itself rising to unimagined heights of success, according to Tracy Maylett and Paul Warner in their book MAGIC: Five Keys to Unlock the Power of Employee Engagement.
With reduced staff, wasting time at work is unconscionable – that’s why we all feel so guilty when we find ourselves doing just that, unwillingly, unintentionally, but definitely doing it, according to Edward Brown in his book The Time Bandit Solution: Recovering Stolen Time You Never Knew You Had. The book outlines a number of actions which can significantly reduce the amount of time lost through interruptions or distractions.
Books about successful technology companies are usually written by the entrepreneurs who founded the companies. It is truly remarkable for a book about a company which has grown from nothing to one of the largest computer companies in the world, written by an employee with a HR background and another employee with a diversity background. However, that is what we find with The Lenovo Way: Managing a Diverse Global Company for Optimal Performance, by Gina Qiao and Yolanda Conyers, suggesting that the key features of the company are at least as much tied up in its attitude towards employees and diversity as they are in the actual products the company sells.