Learn more about personaldevelopment with this collection
How to create a positive work environment
Conflict resolution strategies
Effective communication in the workplace
Top performers get things started
They don't wait to be asked; they get things started and involve others, even when they're not officially in charge. They lead or follow on-demand rather than by command.
They don't assume that other people are in charge who will tell them when they are needed and what to do. In leadership circles, this is often called "leadership from behind."
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Look for those obsessed with completion
... rather than workers who measure their contribution by hours worked. Too many average workers operate on an avoidance mindset, taking responsible action, but when things get tough, they stall out or escalate issues up the management chain rather than taking ownership.
Th...
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Top performers look beyond their assigned role
They look broadly to do the job that needs to be done. They build a reputation of being a flexible utility player, with the agility to adapt to changing needs.
One of the best ways to encourage this is to be a good communicator, both by letting people know what is h...
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Top performers see change as an opportunity to learn
Many employees interpret change as annoying, unfair, or threatening to their stability. Top performers interpret new targets and new rules as a need to recalibrate and refocus their efforts, as well as the business.
The result is a culture of innovation, keeping the organi...
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Top performers make heavy demands lighter
The best players provide a lift, not by taking on other people's work but by being easy to work with.
They bring a sense of equanimity that reduces drama, politics, and stress, and promotes a positive and collaborative work environment for everyone. They offer to h...
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Habits of People Who Build Extraordinary Relationships
- Take the hit. Few acts are more selfless than taking the undeserved hit and few acts better cement a relationship.
- Step in without being asked. They pay close attention so they can tell when others are struggling and then come up with specific ways in which they c...
Brandolini's law
"The amount of energy needed to refute bullsh*t is an order of magnitude bigger than to produce it."
Albert Brandolini's law acknowledges four truths:
- People don't like to admit when they don't understand something. When they are confronted with nonsense, they wi...
Remote decision making
I asked several top managers from various industries what are the pros and cons of the remote decision-making process. The fact that they identified several disadvantages and talked more about each can be a sign that the process is neither optimal nor qualitative.
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