One Thing You Can't Hide

Written by Gordon Goh

One ofrepparttar most important of all motivators at work is consideration. Employees report thatrepparttar 119422 best managers they ever had were people who cared about them as people and as friends. These managers tookrepparttar 119423 time to ask them questions about their lives, and to listen patiently while they talked aboutrepparttar 119424 dilemmas and problems and situations in their families. The more thatrepparttar 119425 employees felt thatrepparttar 119426 boss liked them and respected them,repparttar 119427 more empowered and motivated they felt.

Caring Is The Key

The flip side of this motivator isrepparttar 119428 de-motivating feeling thatrepparttar 119429 boss doesn’t care. This is almost invariably expressed in a lack of recognition, a lack of approval, a lack of appreciation and a general failure to pay attention torepparttar 119430 employee over time.

Spend Time Listening

Rememberrepparttar 119431 amount of time that you spend talking to and listening to an employee is a signal to that employee that he or she is important to you and torepparttar 119432 company. This is whyrepparttar 119433 very best bosses spend a lot of time walking around and chatting with their employees. They sit with them for lunch and coffee. They invite their comments and encourage open discussion and disagreements about work. They create an environment where people feel thatrepparttar 119434 work belongs to them as well as torepparttar 119435 company. In that environment, employees feel good about themselves and more fully committed to doingrepparttar 119436 job and doing it well.

In Leadership, Results Are Limitless

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119421 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 580

Summary: A key stumbling block to leadership success isrepparttar 119422 very mind-set ofrepparttar 119423 leaders. Those leaders who don't believe that results are limitless are selling their jobs and careers short. Here is a four-step process for manifesting a "results are limitless" mind-set.

In Leadership, Results Are Limitless by Brent Filson

Results are limitless. That's not a supposition. That's a fact. Leaders who don't believe that don't understandrepparttar 119424 power of leadership to achieve great results. Leaders who believe it and live by their belief have an unmatched advantage over those leaders who don't.

To begin to understand how and why results-are-results are limitless, consider these facts: * In 1878, Jean Bouillaud, member ofrepparttar 119425 French Academy of Sciences, said upon hearing a demonstration of Thomas Edison's phonograph, "It is quite impossible thatrepparttar 119426 noble organs of human speech could be replaced ignoble, senseless metal."

* In 1899, Charles H. Duell (Commissioner of U.S. Office of Patents.), urging President William McKinley to abolish his office, said,"Everything that can be invented has been invented."

* An 1909 article inrepparttar 119427 Scientific American stated, "The automobile has practically reachedrepparttar 119428 limit of its development is suggested byrepparttar 119429 fact that duringrepparttar 119430 past year no improvements of a radical nature have been introduced."

* Popular Mechanics stated in March 1949: "Where a calculator onrepparttar 119431 ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons, computers inrepparttar 119432 future may have only 1,000 vacuum tubes and perhaps only weight 11/2 tons."

The point isn't that experts are wrong. Experts, we know, have been wrong countless times. The point isn't that things change. That's obvious. The point is this: BECAUSE THINGS CHANGE, RESULTS ARE LIMITLESS. IN OTHER WORDS, WHATEVER RESULTS YOU ARE ACHIEVING, YOU CAN ALWAYS ACHIEVE MORE.

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