Accountability. It’s a critical element in organizations that grow. Last Monday at about 2:15 AM one of the doctors took accountability for me, made a decision to send me to the ICU possibly saving my life, I didn’t want to go there, I liked being in the familiar. He looked at the larger picture. The trends he saw disturbed him. Continuing fever for two and half days. Hemoglobin being absorbed almost as fast as they could put it in me. Plus the disturbing rate my heart was pumping at, and the balance between the low and high number they give on blood pressure. (The bottom number is not good if it drops below 60.)
Strategic Discipline Blog
Did you realize when a customer says thanks, they make you happy, but they make themselves even happier. In her book The How of Happiness, Sonja Lyubomirsky, a professor at the University of California, Riverside, describes a dozen scientifically proven strategies to make yourself happier. The first? Expressing gratitude.
Each of us is different. We are not all motivated by the same thing. It’s a lesson that Aubrey Daniels consistently reinforces in Bringing Out the Best in People. It’s the reason managing people is so challenging. It requires thoughtful observation, persistent communication and enduring energy to discover and maintain relationships that support and encourage your people to be their best each day.
If you’ve not seen Dan Pink's video yet RSA Animate - Drive: The surprising truth about what motivates us, I urge you to view it. Pink presented his views on human behavior and motivation during the Phoenix Growth Summit. I’ll have more on his offerings in future blogs.
Dan and Chip Heath, the authors of Switch, How to Change When Change is Hard, and Made to Stick recently sent out a newsletter FIVE TIPS FOR (FINALLY) GETTING YOUR NEW YEAR'S RESOLUTION RIGHT that suggest ideas gleaned from their research that I’d like to suggest you peruse as you consider making your New Year’s resolutions.
Last blog Bad Performance is Your Responsibility we discussed how ultimately the results you are getting from your people is your accountability. The bottom line here is that in order to get the 40% discretionary effort from your people which leads to higher performance you need to identify the behaviors that are producing poor outcomes and arrange consequences that will stop them. Next identify the behaviors that will produce desirable outcomes and arrange consequences that will positively reinforce them.
Have you ever found that when you go on vacation you come up with great ideas for your business? Seemingly impossible challenges suddenly become simply resolvable when you are away from work? It’s not surprising. Michael Gelb, Author of “How to Think Like Leonardo da Vinci” wrote, “Where are you when you get your best ideas? Almost no one claims to get their best ideas at work.”
"Why do we have to do all this positive reinforcement stuff today?" If you're a manager asking this question remembering when you didn't have to, recognize that the world has changed.