www.performancemastery.com Learn tricks from the masters Accrisoft Freedom v6.6 http://www.performancemastery.com/index.php?src=blog&srctype=detail&refno=6&category=General <p>Leaders:&nbsp; Want to create more trust in your work environment?&nbsp; Show some degree of vulnerability.&nbsp; </p> <p>Trying to&nbsp;appear invulnerable is a common mistake made by new leaders.&nbsp;Besides being inauthentic,&nbsp;giving the impression of invulnerability&nbsp;comes across as the leader being "not human,"&nbsp;inspiring zero connection and trust from others.&nbsp; </p> <p>Showing&nbsp;a degree of vulnerability doesn't mean you go to the extreme and share your bank account balance with your staff.&nbsp; Rather, you&nbsp;allow others to see your "humanness" (hopes and fears are a good start).&nbsp; This lays the foundation for deeper&nbsp;workplace relationships and stronger, more cohesive&nbsp;teams.&nbsp; </p> <p>Remember, no vulnerability = no trust.&nbsp; What&nbsp;will you do today to create more trust in your workplace?</p> <p>Leaders:&nbsp; Want to create more trust in your work environment?&nbsp; Show some degree of vulnerability.&nbsp; </p> <p>Trying to&nbsp;appear invulnerable is a common mistake made by new leaders.&nbsp;Besides being inauthentic,&nbsp;giving the impression of invulnerability&nbsp;comes across as the leader being "not human,"&nbsp;inspiring zero connection and trust from others.&nbsp; </p> <p>Showing&nbsp;a degree of vulnerability doesn't mean you go to the extreme and share your bank account balance with your staff.&nbsp; Rather, you&nbsp;allow others to see your "humanness" (hopes and fears are a good start).&nbsp; This lays the foundation for deeper&nbsp;workplace relationships and stronger, more cohesive&nbsp;teams.&nbsp; </p> <p>Remember, no vulnerability = no trust.&nbsp; What&nbsp;will you do today to create more trust in your workplace?</p> General Sat, 29 Jan 2011 10:44:19 +0000 http://www.performancemastery.com/index.php?src=blog&srctype=detail&refno=6&category=General http://www.performancemastery.com/index.php?src=blog&srctype=detail&refno=3&category=General <p>When there is a problem with workplace performance, look at the "before and after" -- what came before and after the performance.&nbsp; Often a performance gap can be attributed to one of these important factors.</p> <p>Before the&nbsp;workplace performance&nbsp;. . . .</p> <ul> <li>Was there a clear agreement on desired performance?</li> <li>Were incentives and reward systems aligned with the desired performance?</li> </ul> <p>After the&nbsp;workplace performance&nbsp;. . .</p> <ul> <li>Was there a consequence for the difficult behavior or undesired workplace performance?</li> <li>Was there ever positive reinforcement given to the employee&nbsp;for the desired performance?&nbsp;&nbsp;</li> </ul> <p>When there is a problem with workplace performance, look at the "before and after" -- what came before and after the performance.&nbsp; Often a performance gap can be attributed to one of these important factors.</p> <p>Before the&nbsp;workplace performance&nbsp;. . . .</p> <ul> <li>Was there a clear agreement on desired performance?</li> <li>Were incentives and reward systems aligned with the desired performance?</li> </ul> <p>After the&nbsp;workplace performance&nbsp;. . .</p> <ul> <li>Was there a consequence for the difficult behavior or undesired workplace performance?</li> <li>Was there ever positive reinforcement given to the employee&nbsp;for the desired performance?&nbsp;&nbsp;</li> </ul> General Fri, 03 Dec 2010 12:03:00 +0000 http://www.performancemastery.com/index.php?src=blog&srctype=detail&refno=3&category=General