Resilience is a crucial characteristic in this unpredictable world. Trees survive terrible storms if they can bend in the wind. Species who cannot adapt to new conditions die out. The natural world’s proclivity toward flexibility is also rewarded in humans. Thomas Edison once said, “I have not failed. I’ve just found 10,000 ways that won’t work.” Eventually, resilient individuals can achieve success, sometimes after hundreds of attempts at their dream. At its core, resilience is the spark of determination that empowers us to get up and try again, no matter what the circumstances. We have seen time and again that the most successful businesses are resilient enough to bounce back from any crisis. What’s less clear is how such successful firms encourage resilience in their ranks.
Archive for the ‘Engaged Employees’ Category
Techniques for Improving Organizational Resilience
Wednesday, November 11th, 2009Why Acting on Employee Suggestions Boosts Employee and Customer Engagement
Thursday, November 5th, 2009
In his timeless work How to Win Friends and Influence People (1936), Dale Carnegie traces all human motivation to one sensation: feeling important. Quoting American philosopher John Dewey, Carnegie emphasizes “that the deepest urge in human nature is ‘the desire to be important.’” Flash forward to 2009, when the most innovative business leaders are applying Carnegie’s dictum to the workplace through Employee Engagement Management. More than just an “HR buzzword,” Employee Engagement Management is a leadership approach that values each employee’s well being and input, with the understanding that passionate, engaged employees are more productive. This article will explain why gathering and implementing employee suggestions is an effective technique for improving both employee and customer engagement.
5 Tips, 3 Approaches for Encouraging Peer-To-Peer Recognition
Monday, October 19th, 2009In his book The Rise of the Creative Class, Richard L. Florida highlights the factors that motivate creative workers like programmers and scientists. One of his conclusions is that increasing numbers of modern workers are motivated, at least in part, by peer recognition. This is why, even in today’s rocky economic climate, many people are willing to work for free on projects that they feel will win the respect of their peers. Fortunately, progressive managers are beginning to recognize the power of peer-to-peer recognition.
A Manager’s Role in Customer Engagement
Thursday, October 15th, 2009
Customer service training guidebooks traditionally focus on molding the worker, not the manager. Similarly, many firms deliver customer engagement training only to new entry-level employees. Sales managers, it is often assumed, already have customer service skills, since they must have acquired them in order to be promoted. And yet managers impact customer engagement in unique ways. By understanding managers’ roles, executives can better train and equip them for delivering unparalleled service.
Five Effective Real-World Approaches to Employee Recognition
Wednesday, October 14th, 2009
Employee recognition has proven to be an influential factor in employee retention, engagement, and motivation. Organizations that successfully and consistently implement employee recognition enjoy long-term stability and higher profit margins. To better understand effective employee recognition, we’ve outlined five guidelines for this management strategy, along with real-world examples for each approach.