As business owners, it’s easy to forget the impact we have on those we employ.Read More
Strategic Discipline Blog
A 14 hour travel day can get pretty boring even if you sprinkle in the occasional joke, predictable encounter with rude motorist, and share it with family members. This past week I traveled to Gettysburg, Pennsylvania to scratch off an item from my bucket list: Gettysburg Battlefield. On the way there I unleashed a practice on my two sons I’d learned in Dale Carnegie training many years back. It is absolutely guaranteed to raise the self-esteem of the people who participate.Read More
How can you make people feel important? What benefits do you receive by doing so?
When I last addressed positive reinforcement and superior human relationships in To Improve Your Relationships Improve This in early December I promised to provide four steps to help make others feel important. These are from my notes Brian Tracy’s “The Psychology of Achievement” taken many years ago.
On my laptop that I frequently take to client meetings is a picture of my family including my wife, Michelle. Occasionally I get compliments on how attractive she and my family is. I often relay this to her and I frequently tell her how attractive she is.
Topics: Employee Feedback, Employee Recognition, employee performance, People, positive reinforcement, best practices of growth companies, human behavior, How to Motivate Employees, human behavior performance
Let me ask you a question: Are you the problem?
Too often we get so involved in our business working to get ahead that we forget to celebrate moments of victory. We don’t take time to reflect on what we accomplish. We miss moments of renewal, celebration, and recognition. These are valuable reminders of our success. These raise morale, help us to pause and reflect on what it takes to achieve. These are moments to shine the spotlight on people who have gone beyond normal dedication and commitment to achieve remarkable performance.
In Bringing out the Best In People, Aubrey Daniels points out that the greatest issue with managers is not that they don’t understand the need for reinforcement and recognition, they simply don’t understand the amount of reinforcement required to create peak performance and a high performance organization.