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How Do You Get Them to Buy-in To Your Idea?
“How can I get them to buy-in to this idea?” Anna, a bank manager, asked me. She had an idea for restructuring the department. She knew it would work, but only if everyone would agree to it. She talked about different department members: Bob, who...
If Boeing, Oracle, EDS And Other High Profile Companies Have Drawn Great Benefits from Mind Mapping, What's Stopping You?
Mind Mapping, if you are not aware, primarily uses non-linear
methods and leans heavily on association and links. These very
features of Mind Mapping lend the technique a great deal of
power and simplicity, and the resourcefulness of the...
The "Industry Standard" for Charging is Probably Wrong for You
If you are having difficulty knowing what to charge, then check out your competition and find out what they’re doing. Find out if they post prices or fees on their website or if they have "packages" or deals. Do they have payment options?
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"Marriage is an athenic weaving together of families, of two
souls with their individual fates and destinies, of time and
eternity--everyday life married to the timeless mysteries of the
soul"
This is how Thomas Moore describes the word...
Why Would a Manager Want to Learn Emotional Intelligence?
Because the best managers are emotionally intelligent!
1. Managers are called upon to make decisions. Primitive emotions, unmonitored, automatic, powerful and not always conscious can “hijack” us making us react thoughtlessly to people and...
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You're Effective, We're Effective
Every leader wants his or her organization to be effective.
Every leader realizes organizational effectiveness depends on
the effectiveness of individuals. Therefore, it is critical to
remember what is necessary to make an individual effective (not
only for the subordinates, but the leader him/herself).
We have learned (or should have learned) that the unrelenting
24/7 drive toward a goal becomes counter-productive at some
point. As early as 1908, the Yerkes-Dodson Curve demonstrated
the relationship between performance and stress. Initially,
increasing levels of stress increase performance (efficiency).
But, further increases in stress levels cause a plateauing of
effectiveness. And, if stress levels continue to increase,
performance begins to decline rapidly. Extreme and/or
consistently high levels of stress affect our performance and
efficiency, and eventually our health.
The National Institute for Occupational Safety and Health
(NIOSH) report some disturbing findings about workplace stress.
NIOSH found that "40% of all workers feel overworked, pressured,
and squeezed to the point of anxiety, depression, and disease"
(Harvard Business Review, November 2005, page 53). Obviously,
these workers are not going to be very effective.
So, what's a frustrated, stressed-out manager to do? First, the
manager must apply some basic effectiveness principles to
his/her own work habits.
A lot can be learned by a brief review of Dr. Herbert Benson's
work. Professor Benson, of the Harvard Medical School, has spent
35 years conducting research in the fields of neuroscience and
stress.
It was Benson's bestselling 1975 book, "The
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Relaxation
Response," that first described the benefits of using techniques
such as mediation to business managers. His descriptions of
stress and relaxation on the physiological level were quite
convincing.
Benson basically recommends a three-step process to maximize our
effectiveness. First, struggle mightily with the problem. This
step involves the hard work of data gathering and problem
analysis. Eventually your stress level will reach the point
where your effectiveness plateaus and begins to decline. Time
for step two!
Step two involves "walking away" from the problem. It's time to
do something completely different. It's time to relax in a
manner that works best for you (go to the art gallery, get a
massage, "sleep on it," listen to calming music, share a meal
with an old friend). You can do whatever you want to do. But,
here is what you cannot do:
* continue analyzing the problem
* continue controlling the situation
* continue your attachment to the problem
During step two you must disengage!
Step three is the "breakout" step. After you have relaxed and
rejuvenated, you return to the problem with renewed vigor,
creativity, and insight.
To learn more about this "breakout" level of effectiveness, I
recommend Benson's latest book, The Breakout Principle (2003,
with William Proctor), and Csikszentmihalyi's classic
bestseller, Flow: The Psychology of Optimal Experience (1990).
About the author:
Dr. Mike Beitler is the author of "Strategic Organizational
Change" and "Strategic Organizational Learning." Read free
chapters from the books at his website,
http://www.mikebeitler.com/
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