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The brain-friendly workplace : why talented people quit and how to get them to stay / by Fabritius, Friederike,author.; Kaufman, Scott Barry,1979-writer of foreword.;
Includes bibliographical references (pages 199-216) and index.The neurogap -- Your neurosignature -- Outcome culture -- Fun, fear, and focus -- Nurture your neurobalance -- Good stress -- Wired to be tribal -- The social neurogap -- What about the children? -- Group flow: the antidote to groupthink."A smart, science-based approach to retaining your talent and making the world of work a better place. Today's work isn't working. Stress and burnout are driving talented professionals out of the workforce while the corporate standard of extreme hours, sleep deprivation, and nonstop travel proves unsustainable. But innovative leaders are using this once-in-a-century opportunity to create a future of work that's better for everyone. The workplace of tomorrow is a hybrid ecosystem that thrives on flexibility and diversity of thought, enabling all employees to reach peak performance. Every person's brain is different and by taking an inclusive view towards neurosignature diversity, organizations can get a competitive advantage. In The Brain-Friendly Workplace, Friederike Fabritius offers a science-based and field-tested blueprint for tomorrow's workplace. Leaders capable of enacting change or individuals searching for ways to work smarter will discover that even small and inexpensive changes can lead to advantages like better employee performance, higher job satisfaction, and stronger talent retention. If you have been longing for a better way of working where you and your people are both happy and productive, The Brain-Friendly Workplace can make that vision a reality"--
Subjects: Employee motivation.; Employee retention.;
Available copies: 1 / Total copies: 1
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Leading with kindness : how good people consistently get superior results / by Baker, William F.,1942-; O'Malley, Michael,1954-;
What kind leaders do -- Who kind leaders are -- Expectations matter -- Truth matters -- Growth matters -- Preparing the next generation of leaders.Includes bibliographical references and index.
Subjects: Leadership.; Employee motivation.; Organizational effectiveness.; Kindness.;
© c2008., American Management Association,
Available copies: 1 / Total copies: 1
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212 [degrees] : the extra degree / by Parker, Samuel L.; Anderson, Mac;
212 degrees the extra degree is an inspiring book with a singular focus on the essential fundamental of effort-- the primary fundamental that feeds all others. Its purpose is to inspire the extra level of effort that produces exponential results.
Subjects: Employee motivation.; Management of employees.; Work groups.;
© 2005, Simple Truths; Walk the Talk Co. ;
Available copies: 1 / Total copies: 1
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The employee advantage : how putting workers first helps businesses thrive / by Meier, Stephan,1972-author.https://id.oclc.org/worldcat/entity/E39PCjwcjKPMchRjtQd8YmV4D3;
Includes bibliographical references and index.Introduction -- Part I: Employees are the new customers. The end of the status quo ; Not either-or but win-win ; Benefits of putting employees first ; Employees don't play ping-pong -- Part II: How to humanize work. More than money at work ; Shoot for the moon ; A matter of trust ; Just right tasks ; Working together works -- Part III: Workforce of one. Customize EX ; Epilogue: The employee-centric future,"In the wake of the Great Resignation, the COVID-19 pandemic, and worker strikes around the world, executives can no longer ignore the demands of their most overlooked stakeholder - their employees. For decades, business strategy has focused almost exclusively on the customer, and the effects of this one-sided approach are becoming more and more apparent. According to Stephan Meier, employees must be equally - if not more - valued than customers. In The Employee Advantage, Meier provides a comprehensive roadmap that any organization, large or small, can implement to benefit from putting their employees first. The good news? You don't need to start from scratch. The employee-centric revolution is more like an evolution, and the customer-centric tools that gave you a competitive advantage can be repurposed to focus on employees. Through case studies of Fortune 500 companies like Costco, DHL, Best Buy, and Quest Diagnostics, you'll learn: -Why employees care about more than money when it comes to their jobs, just as customers value more than the price; -What two mindsets shifts are essential to becoming an employee-centric workplace; -How improving employee experience benefits your business and your bottom line. In the coming years, the companies that will win in the marketplace will be the companies that win with the best employees. To get ahead and stay ahead, businesses must embrace the employee-centric revolution"--
Subjects: Employee retention.; Employee motivation.; Management; Personnel management.; Business planning.;
Available copies: 1 / Total copies: 1
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The best team wins : the new science of high performance / by Gostick, Adrian Robert.; Elton, Chester,author.;
Includes bibliographical references (pages 243-256).Introduction. Solving the modern problems of teamwork: what today's best managers are doing differently -- Part 1. The five disciplines of team leaders -- Understand generations: how to engage millennials, gen Xers, and boomers -- Manage to the one: give the man his guitar -- Speed productivity: help new people and teams work faster and smarter -- Challenge everything: inspire innovation through healthy discord -- Now, don't forget your customers: create alignment around serving them -- Conclusion. Who left the gate open? -- Part II. The leader's toolkit -- 101 ways to inspire your team.Explains the "five disciplines of team leaders," based on the study of more than 850,000 employee engagement questionnaires, that result in the most effective and successful workplace teams under contemporary circumstances.
Subjects: Teams in the workplace.; Leadership.; Employee motivation;
Available copies: 1 / Total copies: 1
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Who kidnapped excellence? : what stops us from giving and being our best / by Paul, Harry,1950-; Britt, John,1962-; Jent, Ed.;
Includes bibliographical references and index.Machine generated contents note: 1. Introduction -- 2. Excellence Kidnapped -- 3. The Demand for the Return of Excellence -- 4. A Plan for Average -- 5. Below Average -- 6. Passion Meets N. Different -- 7. Competency Meets N. Ept -- 8. Flexibility Meets N. Flexibility -- 9. Communication Meets Miss Communication -- 10. Ownership Meets Poser -- 11. Leadership Meets with the Employees -- 12. What Every Leader, Manager, Supervisor and Employee Must Know About Excellence -- 13. Now ELEVATE Your Excellence -- 14. People and Companies Who 'Get It'."In the tradition of "Who Killed Change?," the book begins with a crime being committed: Excellence (personified) has been kidnapped and Leadership assembles Excellence's team (Passion, Flexibility, Communication, Competency and Ownership) and challenges them to work together to get their Excellence back. And who is the culprit? It is Average who has kidnapped Excellence, and replaced Excellence's team with his own: N. Different, N. Ept, N. Flexible, Miss Communication, and Poser. But then a mysterious ransom note sparks a struggle between Average and Excellence. Integrated into this story of organizational excellence is a personal story of Dave, a delivery man The abduction of Excellence forces Dave to contemplate the level of excellence in his personal life. Throughout the story, the paths of personal best and organizational excellence cross and intertwine. "Who Kidnapped Excellence?" is a parable that helps organizations or individuals to achieve their best and maintain excellence in every aspect of their lives"--"In this entertaining parable, bestselling authors Paul and Britt tell how to give and be your best in five critical work dimensions - passion, competency, flexibility, communication, and ownership - and foster excellence in your organization"--
Subjects: Organizational effectiveness.; Work ethic.; Employee motivation.; Success in business.; Success.;
Available copies: 1 / Total copies: 1
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The management mythbuster / by Axson, David A. J.;
Includes bibliographical references and index.Missions, visions, and other expensive pastimes -- Strategy and other confusing stuff -- Gurus, consultants, and other snake oil salesmen -- Forget success, focus on failure -- Budgeting : a modern vision of hell (well, purgatory at least) -- The futility of forecasting -- Total quality, Six Sigma, process re-engineering and other management fads -- New risks for a new world -- Pay for performance? Failure pays very well these days -- Lies, damn lies, and performance metrics -- Leveraging technology for competitive advantage -- Why accountants rule the world -- The synergies will be massive! -- Talent matters -- Ask the dumb questions -- The business of spin.
Subjects: Industrial management.; Strategic planning.; Employee motivation.; Success in business.;
© c2010., Wiley,
Available copies: 1 / Total copies: 1
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Love + work : how to find what you love, love what you do, and do it for the rest of your life / by Buckingham, Marcus,author.;
Signs of love -- Seven devils -- Make love + work come alive."We're in the middle of an epidemic of stress and anxiety. A global pandemic has wreaked havoc on our lives. Average life expectancy in the United States is down. At work, less than 16 percent of us are fully engaged. In many high-stress jobs, such as distribution centers, emergency room nursing, and teaching, incidences of PTSD are higher than for soldiers returning from war zones. We're getting something terribly wrong. We've designed the love out of our workplaces, and our schools too, so that they fail utterly to provide for or capitalize on one of our most basic human needs: our need for love. As Marcus Buckingham shows in this eye-opening, uplifting book, love is an energy, and like all forms of energy, it must flow. It demands expression-and that expression is "work." Whether in our professional accomplishments, our relationships, or our response to all the many slings and arrows of life, we know that none of this work will be our best unless it is made with love. There's no learning without love, no innovation, no service, no sustainable growth. Love and work are inextricable. Buckingham first starkly highlights the contours of our loveless work lives and explains how we got here. Next, he relates how we all develop best in response to other human beings. What does a great work relationship look like when the other person is cued to your loves? What does a great team look like when each member is primed to be a mirror, an amplifier, of the loves of another? Finally, he shows how you can weave love back into the world of work as a force for good, how you can use your daily life routines to pinpoint your specific loves, and how you can make this a discipline for the rest of your life. Today, too often, love comes last at work, and we are living the painful consequences of this. Love + Work powerfully shows why love must come first-and how we can make this happen"--Includes bibliographical references (pages 289-290) and index.
Subjects: Employee motivation.; Job satisfaction.; Love.; Work; Job Satisfaction; Love;
Available copies: 1 / Total copies: 1
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Impact players : how to take the lead, play bigger, and multiply your impact / by Wiseman, Liz,author.https://id.oclc.org/worldcat/entity/E39PBJpDHpH98rJt9F6yMk4rMP;
Includes bibliographical references (pages 291-302) and index.Introduction -- The impact players. The impact players ; Make yourself useful ; Step up, step back ; Finish stronger ; Ask and adjust ; Make work light -- Developing the impact player mindset. Increase your impact ; Build a high-impact team ; Play all in -- Appendix A: Building upward credibility -- Appendix B: Frequently asked questions (FAQs).In every organization there are Impact Players -- the indispensable colleagues who can be counted on in critical situations. While their impact is obvious, it's not always clear what makes these professionals different from their peers. Wiseman reveals what they're doing differently; how small differences in the way we think and act can make an enormous impact; and why -- with a little coaching -- this mindset is available to everyone who wants to perform at their peak. -- adapted from jacket
Subjects: Employee motivation.; Performance.; Value.; Organizational effectiveness.; Organizational behavior.; Performance technology.;
Available copies: 0 / Total copies: 1
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The infinite game / by Sinek, Simon.;
Includes bibliographical references (pages 229-241) and index.Why I wrote this -- Winning -- Finite and infinite games -- Just cause -- Cause, no cause -- Keeper of the cause -- The responsibility of business (revised) -- Will and resources -- Trusting teams -- Ethical fading -- Worthy rival -- Existential flexibility -- The courage to lead -- Afterword."In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. Any worthwhile undertaking starts with Why -- the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace. I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it"--
Subjects: Leadership.; Success in business.; Organizational behavior.; Communication in management.; Employee motivation.;
Available copies: 1 / Total copies: 1
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Results 1 to 10 of 45 |