Hold One-on-One Meetings

Employees appreciate having one-on-one meetings because it makes them feel special. When they've done a good job, they'd get a pat on the shoulder and when they didn't, they'd get a chance to overcome their weaknesses.

Some other ways to show appreciation to your employees include:

  1. Making the environment lively and being involved in their work;
  2. Prioritizing their projects and help and guide them to their goals; and
  3. Hold them accountable for their performance and what they do.
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When we take care of our employees, meet their needs such as providing them incentives, bonuses, increments, and allowances, their morale goes sky-high. Employees with high morales end to be more productive and produce better quality work.

However, if we don't, it can lead the company to the verge of collapse because it shows that they are dissatisfied with their environment and will not produce the desired results we ask for.

Results-driven meetings help both the company and the employer in the long run.

It may seem like a shaky strategy from the get-go but having separated time slots to discuss every single detail of the project with your employees will result in better outputs, inclusivity of facts and opinions, and feedback is always open for discussion.

Companies that thrive are those who practice and value transparency, truth, and honesty. Employees respect their management and administration thus having a sense of comfort because there are justice and equality in the workplace.

In addition to this, businesses must merit the employees who deserve it rather than exhibiting favoritism - this practice runs businesses to fail.

Thomas A. Edison

“There’s a way to do it better – find it.”

Albert Szent-Györgyi

“Innovation is seeing what everybody has seen and thinking what nobody has thought.”

J.K. Rowling

“Anything’s possible if you’ve got enough nerve.”

Albert Einstein

“You can’t solve a problem on the same level that it was created. You have to rise above it to the next level.”

William Blake

“What is now proved was once only imagined.”

Arthur C. Clarke

“The only way to discover the limits of the possible is to go beyond them into the impossible.”

Charles Kettering

“If you have always done it that way, it is probably wrong.”

Peter F. Drucker

“If you want something new, you have to stop doing something old.”

Steve Jobs

“I want to put a ding in the universe.”

William Pollard

“Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.”

Innovators don't take more risk

Research has shown that innovators and entrepreneurs don't take more risk than the average person. However, they are more comfortable making decisions in uncertainty.

They have a set of skills that allows them to navigate in uncertainty. These skills can be learned and practised by anyone to improve their innovation skills.

  • P - assion: Successful innovators are passionate about the problem they are trying to solve and will share the passion with everyone.
  • E - xperience: Innovators have experience with the problem they are solving, yielding valuable insight and knowledge.
  • P - ersistence: Growing a business takes persistence. It takes someone willing to push uphill to make it happen.

Uncertainty and change can create opportunity and a need for innovation.

The pandemic has revealed many problems that are ripe for innovative solutions. Practices that were until recently on the fringe of acceptance are now accepted by mainstream society, such as telehealth, food delivery, e-sports, and online education.

  • Risk is when the factors that determine success or failure are out of your control, but the odds of success are known.
  • Uncertainty is when the factors that determine success or failure are not out of your control but are simply unknown. It is playing a game that you do not entirely know the rules of.

Risk analysis is a rational and calculation-driven process, while uncertainty triggers the fight-or-flight response. Innovators don't ignore risk. They are able to maintain their analytical capabilities in the face of uncertainty.

  • Delivery skills. Skills include quantitative analysis, planning, detail-oriented implementation, disciplined execution.
  • Discovery skills. Theses skills are more involved in developing ideas and managing uncertain situations. It includes the ability to draw connections between ideas, questioning assumptions and the status quo, understanding a problem before trying to solve it, systematic experimentation, the ability to network and broaden a set of relationships. For innovation, discovery must come before delivery.

These skills can be learned through a combination of guidance, practice, and experience.

Narcissism, it turns out, is not a one-dimensional personality and there are nuances in character and behaviour.

Humble narcissists, people who are egoistic but still able to admit mistakes, and leaders that are trainable, or are able to give other people credit, are a paradoxical but strong leadership package.

Counterbalancing the narcissistic traits with humility is something that can be taken up by managers who believe they may fall in this category.
This can be done by:

  1. Finding someone to praise everyday.
  2. Admitting your limitations and mistakes.
  3. Being ‘teachable’ and learn from others.
  4. Trying to act humble..
The Trait Of Narcissism
  • Narcissism is a personality trait that makes a person represent an excessive, almost exclusive focus on the self, putting the social structure out of balance and leading to toxic behaviour, especially at the workplace.
  • Narcissists can appear charismatic and leader-like, but eventually come across as needy, egoistic people craving for attention and validation.
  • Showcasing drive, self-confidence and a desire to lead brings productive results, but leads to negative outcomes if it is self-centered.
The Nobel Prize
  • The Nobel prize is described as the worlds’ most prestigious prize in the Oxford Dictionary of Contemporary History.
  • Sitting inside the Grand Hall at the Nobel Institute, the Norwegian Nobel Committee announces the nominations in October every year, something looked at with great interest from politicians and journalists.
  • The awards are presented on 10th December, a date coinciding with Alfred Nobel’s death anniversary.
  • As global warming and climate change came in the picture, something which was criticized by many committee members, as there was no such concept during the time of Alfred Nobel.
  • His ideology for the prize had the first criterion as ‘fraternity between nations’ which can be argued as fighting together to save the planet from whatever problem threatens it.
  • This is also an example of how the prize has stayed relevant over the years.
Esteemed Common Man

When Muhammad Yunus received the prize in 2006 for his micro-credit initiative to thousands of poor people which became Grameen Bank, many people thought the name of the prize winner was the name of the bank.

Humanitarian work by the common man was rewarded since the inception of the prize but is well-known now due to increased exposure and media coverage.

The nominations for the Peace Prize has gradually increased from the first year it was recorded in 1904, swelling from 22 to 376 in 2016.

Media coverage regarding the awards is also much bigger than before, resulting in an increased awareness of the prize.

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