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I'd like to believe that somewhere out there the British Lindsay Lohan is living this great happy life. Author of #1 bestselling book, Emotional Intelligence 2.0, and president of TalentSmart, world's leading provider of emotional intelligence.
In order to prevent brownout and to retain top talent, companies and managers must understand what they're doing that contributes to this slow fade.
The ability to make good decisions is a key to success in life, and in maintaining work-life balance, wouldn’t you agree?
Yet many of us, myself included, struggle at times in the decision making process, for fear that we’ll choose the wrong option. This is especially true when it comes to important decisions regarding our family, career, business, etc. Like whether to go back to school, quit your job, start that business you’ve always wanted, start a family, or work from home.
The following practices are the worst offenders, and they must be abolished if you're going to hang on to good employees. Companies need to have rules -- that's a given -- but they don't have to be shortsighted and lazy attempts at creating order. It's said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. It's easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated.
More than half the people who leave their jobs do so because of their relationship with their boss.
It may seem efficient to simply send employees assignments and move on, but leaving out the big picture is a deal breaker for star performers.

Google mandates that employees spend at least 20% of their time doing "what they believe will benefit Google most." While these passion projects make major contributions to marquis Google products, such as Gmail and AdSense, their biggest impact is in creating highly engaged Googlers. Please share your thoughts in the comments section below, as I learn just as much from you as you do from me. We may be compensated by companies mentioned through advertising, affiliate programs, and otherwise. When you do make mistakes, your best employees are the first to go, because they have the most options. A survey by CEB found that one-third of star employees are disengaged from their employer and are already looking for a new job. Michael Kibler, who has spent much of his career studying this phenomenon, refers to it as brownout. Whether it's an overzealous attendance policy or taking employees' frequent flier miles, even a couple of unnecessary rules can drive people crazy.
Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock. Smart companies make certain that their managers know how to balance being professional with being human (an emotional intelligence test is a good place to start). Star performers shoulder heavier loads because they genuinely care about their work, so their work must have a purpose. People don't give their all if they aren't having fun, and fun is a major protector against brownout. When good employees feel like big brother is watching, they'll find someplace else to work. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

These are the bosses who celebrate their employees' successes, empathize with those going through hard times, and challenge them, even when it hurts.
Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. The best companies to work for know the importance of letting employees loosen up a little.
This often happens when managers lack the emotional intelligence to address performance issues head on.
Managers need to communicate with their people to find out what makes them feel good (for some, it's a raise; for others, it's public recognition) and then to reward them for a job well done. These managers fear that productivity will decline if they let people expand their focus and pursue their passions.
Google, for example, does just about everything it can to make work fun--free meals, bowling allies, and fitness classes, to name a few. It's impossible to work for someone for eight-plus hours a day when they aren't personally involved and don't care about anything other than your output. The idea is simple: if work is fun, you'll not only perform better, but you'll stick around for longer hours and an even longer career. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

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Author: admin | 16.05.2015 | Category: Garden Shed Designs

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