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Top management, leadership and coaching tips!
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  1. ProducerDeb🐝 Lange

    Deb🐝 Lange

    10/01/2017
    Press pause and sense a moment in a conversation.
    Press pause and sense a moment in a conversation. This is an excerpt of a study I did some time ago, called, A Sense of Being". The original chapter was published in a Management textbook. This is a few moments in the life of a Management Team when pressing pause and being with our sensory...
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    Comments

    Laurent Boscherini
    16/01/2017 #12 Anonymous
    Thank you @Deb🐝 Lange for sharing your excellent and educational prism, full of useful tips.
    Deb🐝 Lange
    13/01/2017 #11 Deb🐝 Lange
    yes, @kevin baker - energy is everywhere - noticing what lights us up and what saps our energy is very enlightening.
    Kevin Baker
    12/01/2017 #10 Kevin Baker
    The energy is in the air
    Deb🐝 Lange
    11/01/2017 #9 Deb🐝 Lange
    #5 mindfulness and deep mind body connection - the shifts happen through our bodies
    Deb🐝 Lange
    11/01/2017 #8 Deb🐝 Lange
    #6 yes Mohammed when we breathe deeply and move we can release stress and laugh together
    Deb🐝 Lange
    11/01/2017 #7 Deb🐝 Lange
    The more time up front building relationships & trust - the less time down the track on conflict & misunderstandings - when people get that - it is a no brainer - it just makes wirk so much better #4
    Mohammed Sultan
    11/01/2017 #6 Mohammed Sultan
    @Deb Lange.One way to defuse conflict among your team members is to momentarily shift the conversation to a time when you can laugh together .When the group laugh together,they can take a cool breath with a common smell and can easily get their conversation into Yes.We have to learn to accept others point of view in order to get accepted.We need to surround ourselves with conversations that mean something ,add rewards and can better absorb our difficult times.We should not involve ourselves to a conversation because we have to say something,but when we have something to say.In this way,we can spread a spirit and smell of friendship and shift our judgement toward increased optimism among the group.
    Emily🐝 Bee
    11/01/2017 #5 Emily🐝 Bee
    One word: Mindfulness! :-)
    Michele Williams
    11/01/2017 #4 Michele Williams
    Great example @Deb🐝 Lange. Startup teams are under so much time pressure that taking pauses seems impossible. What do you recommend for them?
    Deb🐝 Lange
    10/01/2017 #3 Deb🐝 Lange
    #1 Hi Sara, yes there is follow up. And I had worked with the team before that day as well. The thing is when we have Ahha Haa's that are visceral and sensory, not celebral - mind only, they stick. There is a shift in our energy, a shift in our state of being. This is real transformation. It has happened to me personally and I can co-create the conditions for deep learning to happen with groups. Building deep trust is critical. Making a commitment is critical. Being able to be non-defensive with anything that arises is critical. Every moment is a learning moment. No matter what arises it is up to the group to choose to take the time to learn from that action or energy that arose.
    Sara Hodge
    10/01/2017 #1 Sara Hodge
    Love how you were able to help them turn it around! Do you follow up with the group later on, to see if they're carrying this new energy forward into their work together? I'd be curious as to how long it might take for old habits to set back in, and whether or not the team would recognize them and be able to deal effectively or not.
  2. George Touryliov
    You know that feeling when you're just dragging through the day? Nothing beats a good boost of caffeine from a good cup of coffee. But, which one is going to give you the biggest pop?
    George Touryliov
    Here's which type of coffee gives you the most energy
    www.businessinsider.com Coffee!...
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  3. ProducerMax🐝 J. Carter
    Turning the mirror inward on leadership
    Turning the mirror inward on leadershipYour sincerity cannot be faked if you want them to follow you. Your words must have conviction to inspire and motivate them to follow you. You do actually need to care, because even you know when your boss is just shining you on and it pisses you...
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    Comments

    Max🐝 J. Carter
    13/01/2017 #2 Max🐝 J. Carter
    #1 Thank you @Mohammed A. Jawad I think for me I see it as balancing the ego to include being more selfless as part our identity. Choosing to embrace a service attitude as a part of who we are. In my mind this is how we can best become the servant leaders that lead by serving the needs the sum.
    Mohammed A. Jawad
    13/01/2017 #1 Mohammed A. Jawad
    A great, insightful post that guides one to examine self and lead a responsible role. When we become ego-free and selfless, then much can be accomplished. Thanks @Max🐝 J. Carter for this inspiring post.
  4. ProducerAli Anani

    Ali Anani

    10/01/2017
    The Smell of Disengagement
    The Smell of DisengagementThe couple got engaged and then disengaged- what happened? The employee got so engaged in work and then got disengaged? What happened? The people got engaged in an environmental issue and then disengaged? What happened? The investors got...
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    Comments

    Ali Anani
    12/01/2017 #36 Ali Anani
    #34 I do appreciate your feedback @Zacharias Voulgaris
    Ali Anani
    12/01/2017 #35 Ali Anani
    #33 I am glad that I tagged you dear @Sara Jacobovici for you expanded wonderfully on the comment of dear @Amina Alami
    Zacharias Voulgaris 🐝
    12/01/2017 #34 Zacharias Voulgaris 🐝
    Very insightful and to the point! Thank you for sharing
    Sara Jacobovici
    12/01/2017 #33 Sara Jacobovici
    #31 Thank you to @Ali Anani for bringing your comment to my attention @Amina Alami. It is great to see the same words being viewed from a different perspective. I find our perspective of the value of newer or older employees, their degree of freshness in relation to their engagement very important. For me it brings up the complexity of the sense of smell experienced from the view of the "ventilation" system of the environment. If newer employees come in with a fresh smell only to be prevented from "blossoming" (referring to Dr. Ali's next buzz The Butterfly Effect of Passion) in a well ventilated environment, they may temporarily engage and will either leave their current environment or become older employees still engaged in spite of losing their fresh smell. They adapted to the environment producing the same low quality smell, rather than either leaving to preserve their freshness or contributing to the environment by breathing fresh air into it. Thank you Dr. Ali and Amina for the opportunity to engage in this dynamic discussion.
    Ali Anani
    11/01/2017 #32 Ali Anani
    #31 Thank you dear @Amina Alami for writing a profound comment. If you would read the comment of @Sara Jacobovici then she also offered her explanation of same paragraph. Fresh employees may disengage easily. This is a paradox of its own because freshness means to me they are still fragrant and yet they ae the first to disengage. You make me think deeper. Thank you
    Amina Alami
    11/01/2017 #31 Amina Alami
    This article is astounding Ali Anani! You so beautifully stated," this was a refreshing smell of disengagement. What a paradox!" In my humble opinion, the young and fresh employees may disengage easily, even if they smell right, when their company doesn't practice leadership development programs and mentoring to keep them fully engaged. On the other hand, the wrinkled employees, even if they may not smell so right, they could still be fully engaged if they finally found their fulfilling job.
    Harvey Lloyd
    11/01/2017 #30 Harvey Lloyd
    #21 Yes, the mentoring word is what we speak. Expectations are designed and built by many aspects of our life. We all need that feeling of confidence and in most cases with our next generation that confidence has set up expectations that are unrealistic. I can say this was the case for myself and the many i have discussed employment with at our firm.

    Could we make the statement, expectations developed on poor understanding will always produce poor engagement.

    @Jared 🐝 Wiese you have interpreted my comments and extended the discussion into new realms. My conspiracy theory might be that we are placing a large portion of our hiring expectation on education. Given this we now assume "soft skills" are present. We judge our newer generations with this in mind.

    I'm not a ridged fan but none the less a fan of Maslow's hierarchy. Soft skills allow us to self actualize through experience. We cant gain experience unless someone engages us and our expectations will never shift. The individual experiencing this will struggle through out their career and many other areas.

    Just a few minutes a day, or changing how we interface with others could increase another's opportunity for success. But in the end each individual has to choose their path. So as you say they need to be released.
    Ali Anani
    10/01/2017 #29 Ali Anani
    #23 You have a reason to ask dear@debasish majumder- but would the artist be happy with his work if soon it tumbles down or breaks into pieces?
    Ali Anani
    10/01/2017 #28 Ali Anani
    #22 What to say except that your comment is deep and spot on dear @Mohammed Sultan. In few words you explained a lot. Thank you
    Ali Anani
    10/01/2017 #27 Ali Anani
    #21 I hope @Harvey Lloyd would read your comment @Jared 🐝 Wiese. I love the idea of engagement vs expectation.
    Ali Anani
    10/01/2017 #26 Ali Anani
    #20 Upper management not adhering well- you really summarized the concept of the buzz remarkably well @Jared 🐝 Wiese
    Ali Anani
    10/01/2017 #25 Ali Anani
    #19 @Sara Jacobovici- you hit the nail on its head by writing "The glue has to permeate the surface while it is still wet before it will take hold; it needs time to make itself felt". Your comment is truly the synopsis of the buzz. Your comprehension is again very impressive.
    Ali Anani
    10/01/2017 #24 Ali Anani
    #18 Yes and you read my mind @Sara Jacobovici. I expected you to comment on this paradox being "The Queen of Paradoxes". I am still pondering on your explanations of it.
    debasish majumder
    10/01/2017 #23 debasish majumder
    lovely insight sir @Ali Anani! but, i am bit confused, how far an artist bothered about glue, when he is only focused on his creative inclination? will it be sensible to be bothered about glue, instead of being absorbed with his creative frame of mind? besides, i believe, quality lies with his creation, not with mere ostentation with its eye catching form. content is the soul of his creation, not the mere form only. it is equal to the metaphor, that we must judge from one tree to judge about the entire forest and its beauty and attractive quality is the only determining factor to gauge the potentialities of its distinctive dispensation, for which it eventually make sometimes epoch making presentation! however, intriguing post indeed sir. enjoyed read. thank you for the share.
    Mohammed Sultan
    10/01/2017 #22 Mohammed Sultan
    One of our main tasks is not to build a single charismatic leader with a smell of fragrance,but to build a whole organization around its own fragrance.
    The beauty of the organizations with enduring smell begins when they build internal and external organizational streams that will never dry,going up and down and in all directions causing no wrinkles.
    Jared 🐝 Wiese
    10/01/2017 #21 Jared 🐝 Wiese
    #12 Harvey, I think I see what you mean - even from a big business perspective ;)
    I have mentored and trained many college grads and new hires. Interesting ties to this discussion.

    Some are there for a paycheck (expectation) while others want to fit in and move up (engagement).
    Some you can tell something once and they not only do it but run with it and expand on it. Others, eventually don't "fit in" and are fired.

    This is why, when I interview people, I put more "glue" on the soft skills: expectations ("So, what's the pay and when do I get YOUR job?!") and attitude ("Ask not what your [company] can do for you";), hunger and thirst, ability and desire to learn and contribute to the team.
    Jared 🐝 Wiese
    10/01/2017 #20 Jared 🐝 Wiese
    This resonates so well: "Wrinkles form when the top layer dries faster than the bottom layer or when top layer is applied on a contaminated surface. The top layer in organization is the upper management. If the upper management interest in the organization dries up then the glue that bonds the organization together."
    Great metaphors! I've seen so many upper management come in and - let's say - not adhere well. They are soon gone like the wind, with those who are more engaged and dedicated feeling the breeze.
    Sara Jacobovici
    10/01/2017 #19 Sara Jacobovici
    Part 2/2 Thank you @Ali Anani for bringing my attention to @Harvey Lloyd's comment and thank you Harvey for the mention. I will take a couple of lines from Dr. Ali's buzz to reflect on expectations and engagement. Dr. Ali writes, "Not all glues are the same [and painting] the "organization wagon" with low quality paint will lead to all sorts of problems..." You both touched on the "fit" or shared vision. If the leader, who is the glue, is best suited for a certain type of surface or purpose and the team members or staff are made up of other "stuff", it will not lead to engagement. The glue has to permeate the surface while it is still wet before it will take hold; it needs time to make itself felt. And the quality of the paint, or the investment in the company, whether time and/or effort, will determine the quality of the environment. Unfortunately, some leaders are "blind" to the impact they have on their environment and its influence on the rest of the people involved. If their focus is away from the results of the poor quality of engagement, they will only experience the outcome when things begin to "fall apart". As always, gentlemen, thank you for the opportunity to engage at this level of quality!
    Sara Jacobovici
    10/01/2017 #18 Sara Jacobovici
    Part 1/2 Another expanding and provoking buzz @Ali Anani. I am sure you were waiting for me to comment on, "This was a refreshing smell of disengagement. What a paradox!" I do find this remarkable, a refreshing smell produced the behavior of not engaging. My gut reaction would be that there may have been mixed sensory messages; on one hand the refreshing smell but on the other hand the visual/tactile message of the plastic covers of the books that may have given the signal of "do not disturb".
    Ali Anani
    10/01/2017 #17 Ali Anani
    #16 You are a very wise man dear @Mohammed Sultan. Science is in agreement with your comment. People give the sense of smells different meaning. THis issue is a buzz on its own. The smell paradox is in action because giving different meaning to smells lead to different emotions and thoughts and actions accordingly. All your examples are in alignment with these research findings.
    I might write a dedicated buzz on this issue. Thank yo
  5. ProducerAlan Culler

    Alan Culler

    09/01/2017
    Boiling it down: or  The Leadership Art of Talking Simply
    Boiling it down: or The Leadership Art of Talking Simply“Conceptual reductionist intercourse facilitates adherent adhesion in on-going dynamism.”Or in other words: In times of change, a leader makes it easier for followers to follow by speaking simply - “boiling it down”.Many who write about change say...
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    Comments

    Alan Culler
    11/01/2017 #10 Alan Culler
    #1 Thanks @Kevin Baker
    Alan Culler
    11/01/2017 #9 Alan Culler
    @Nick Miatchkov -Thanks for your comment
    I did not know Repin -having now googled him I see the similarities in lighting though Repin seems a little less fantastical in subject matter.
    Thanks for informing me about him =post and learn on bebee.
    Alan
    Alan Culler
    11/01/2017 #8 Alan Culler
    #4 @Ali Anani
    Thank you it means a great deal to me that such a master story teller would appreciate my simple story.
    CommunicateX10 -Love is greater than death.
    Thanks Ali.
    Alan Culler
    11/01/2017 #7 Alan Culler
    #5 @Mohammed Sultan
    Thanks so much for your intriguing case story -simplicity connects and that connection pays off.
    Thanks for commenting,
    Deb🐝 Lange
    10/01/2017 #6 Deb🐝 Lange
    Great painting of the storyteller - sorry to hear about the passing over of the painter.
    Mohammed Sultan
    10/01/2017 #5 Mohammed Sultan
    @Allan Culler.The overwhelming communication,media influence and the narrower span of people attention have made it impossible for a long message to stick in customers mind.Research has demonstrated that a shocking percentage of viewers remember your commercial ,but forget the name of your brand.Big long words mean little things and are difficult to recall.I,personally,understood the meaning of simplicity early in 1980's when I was working as a Research Manager at a Saudi company called "Saudi Vegetable Oils and Ghee Company".When we conducted awareness study two years after commencing the production of our flag brand AFIA,we were shocked by the high level of the spontaneous awareness of the brand AFIA which was exceeding 85% and the very low level of the company awareness (not exceeding 10%).What was more surprising and made name change a necessity,all too often consumers attributed our commercial commercials to our major competitor's brand MAZOLA.However to register the company name in customers mind and keep the value of the company's original name ,and to hit two birds with one stone,we changed the company name to SAVOLA .We played the change game and kept everything consistent at the level of 85% within 2 years.This's the value of research and the payoff of simplicity.We ,then ,learned the lesson which is -when communicating;big long words mean little things and all big things have little names.It was hard to do but they said what you mean.
    Ali Anani
    10/01/2017 #4 Ali Anani
    @Alan Culler- This is a buzz that I shared truly proudly. Simplicity to explain the complexity of change by using super examples.
    “Risk Down; Value Up - Systematically.” is a great example of making things easier to grasp, comprehend and leave much less room for assumptions.
    The great contribution of this buzz in my humble opinion is highlighting the need to communicate more during times of change. I add to emphasize the need to use simple words to extract the juicy slogans from communications that have already started. I believe the middle manager wouldn't have extracted the simple slogan of risk down and value up without having been engaged in repeated communications.
    They say a great story has a theme that may be extracted in few simple words. Romeo and Juliet is one example: love is greater than death. For the story of change to happen similar simplicity is the way.
    Nick Mlatchkov
    10/01/2017 #3 Anonymous
    Nick Mlatchkov
    Jan 10, 2017 12:12:14 AM

    This painting reminds me of the famous picture of I. Repin!
    Ilya Yefimovich Repin was a Russian-Ukrainian realist painter. He was the most renowned Russian artist of the 19th century, when his position in the world of art was comparable to that of Leo Tolstoy in literature.
    Kevin Baker
    09/01/2017 #1 Kevin Baker
    Great info for finding the common perception
  6. ProducerBill Stankiewicz, 🐝 Brand Ambassador
    GREAT LEADERS, Good Bosses and Bad Bosses by Bill Stankiewicz, Savannah Supply Chain Guy
    GREAT LEADERS, Good Bosses and Bad Bosses by Bill Stankiewicz, Savannah Supply Chain GuyThe word "Boss" is from Middle English bos, bose, boce, from Old French boce ‎(“lump, bulge, protuberance, knot”), from Old Frankish *bottja ("a shoot, sprout"; whence also Italian boccia, bocciolo ‎(“bud”); Italian bozzo ‎(“bump”); French bosse...
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    Comments

    Bill Stankiewicz, 🐝 Brand Ambassador
    09/01/2017 #34 Bill Stankiewicz, 🐝 Brand Ambassador
    Hola mi contraparte @Julio Ángel López López, gracias por tan conmovedora historia, me sentí un poco triste después de leer tu post, pero caída allí, practico PMA. PMA = actitud Mental positiva, mantenerse positivo, negocios sigue siendo una zona de relación para todas las empresas, no todos siempre tendrá que trabajar con robots. Aquí tienes la actitud correcta: "siempre trabajo frente al público, interactuando con la gente, viendo el sol y el aire en mi face", que por eso me encanta montar motocicletas en mi tiempo libre. Seguir siendo positivo, seguir sonriendo y permite seguir charlando mi amigo, saludos cordiales, Bill Stankiewicz, www.savannahsupplychain.com, teléfono 1.404.750.3200
    Bill Stankiewicz, 🐝 Brand Ambassador
    09/01/2017 #33 Bill Stankiewicz, 🐝 Brand Ambassador
    Hello @Julio Angel Lopez Lopez, thank you for such a touching story, I felt a little sad after reading your post here, but hang in there, I practice PMA. PMA= Positive Mental Attitude, keep positive , business is still a relationship area for all companies, not all of us will always have to work with robots. You have the right attitude here: " Always work facing the public, interacting with people, watching the sun and the air in my face" , that's why I love riding motorcycles in my spare time. Keep being positive, keep smiling, & lets keep chatting my friend, best regards, Bill Stankiewicz, www.savannahsupplychain.com, phone 1.404.750.3200
    debasish majumder
    09/01/2017 #32 debasish majumder
    #31 irrespective of any help, i felt your interaction is so warm that it trigger an insatiable willing to call you. perhaps this is the greatest quality of a leader, a true sense of humility, which majority lacks. thank you very much @Bill Stankiewicz, 🐝 Brand Ambassador View more
    #31 irrespective of any help, i felt your interaction is so warm that it trigger an insatiable willing to call you. perhaps this is the greatest quality of a leader, a true sense of humility, which majority lacks. thank you very much @Bill Stankiewicz, 🐝 Brand Ambassador for such warm response. i am privileged and honored. Close
    Bill Stankiewicz, 🐝 Brand Ambassador
    09/01/2017 #31 Bill Stankiewicz, 🐝 Brand Ambassador
    Thank you for your feedback here @debasish majumder#29 , I agree with you & it is very true that a bad boss can have some very negative impacts on organizations. Sometimes its because of how they were trained in prior jobs & only know how to be autocratic. We appreciate your kind words here Debasish Majumder & if I can ever help you in the future call me. Best regards & continued future success for 2017! Bill Stankiewicz
    Julio Angel Lopez Lopez
    09/01/2017 #30 Julio Angel Lopez Lopez
    I work in a company where the boss told me "I do not pay you to think"
    My job was with an ABB welding robot, I had to put the loose parts on the table and remove them once welded.
    The robot was exposed to temperatures, fed with cheap welding wire that plugged and damaged the nozzle.
    They needed a welder to go over the robot's work.
    Of course I passed my impressions to that programmer.
    It is the only work I have done in a factory, my positive conclusion of that era was:
    Always work facing the public, interacting with people, watching the sun and the air in my face. No factory closed.
    Lots of honey. @Bill Stankiewicz, 🐝 Brand Ambassador
    debasish majumder
    09/01/2017 #29 debasish majumder
    lovely insight @Bill Stankiewicz, 🐝 Brand Ambassador! enjoyed read. yes, bad boss usually make an adverse impact to an organization and hence make negative impact to productivity. but, on contrary, bad boss itself also a product of certain situation or conditions, which is directly proportionate to the conflict of interest with in an organization he is serving with. however, wonderful post. thank you for the share.
    Bill Stankiewicz, 🐝 Brand Ambassador
    09/01/2017 #28 Bill Stankiewicz, 🐝 Brand Ambassador
    Many thanks bees 🐝 for sharing my post! Regards, Bill Stankiewicz
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #27 Bill Stankiewicz, 🐝 Brand Ambassador
    #26 #26 many thanks @Gert Scholtz for your kind words. regards, Bill Stankiewicz
    Gert Scholtz
    08/01/2017 #26 Gert Scholtz
    @Bill Stankiewicz, 🐝 Brand Ambassador A very good post on the role a boss plays in the well-being of those that work for him. Thank you Bill.
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #19 Bill Stankiewicz, 🐝 Brand Ambassador
    #16 @Joseph Sprute, that is an interesting idea- (Global Actuary Investment Authority): Aon Hewitt provides a complete range of services of all sizes - all designed to influence better outcomes for investment strategies, all delivered to meet clients' specific goals and circumstances. He is a market leader in investment consulting and fiduciary management
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #17 Bill Stankiewicz, 🐝 Brand Ambassador
    #13 @Aurorasa Sima, you are very right with many folks that are in negative situations, some get trapped because of financial reasons and get stuck. Here to help all bees & friends, regards, Bill Stankiewicz
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #15 Bill Stankiewicz, 🐝 Brand Ambassador
    #14 Thank you @Todd Jones for sharing your feedback & I have seen the same outcome in several companies. There are also many folks that are still in the same boat looking to escape with people that may have left the company to work with them. Over the past 20 years I have helped to place hundreds of folks by my contacts by word of mouth. I have had several owners of large Executive Recruitment Companies call me wanting to hire me & get mad because I have said I don't want any money to help people get placed. Over the years I have worked as being a trusted adviser to business friends & family, trying to be kind and helpful. Best regards, Todd from Bill Stankiewicz, www.savannahsupplychain.com
    Todd Jones
    08/01/2017 #14 Todd Jones
    Been there @Bill Stankiewicz, 🐝 Brand Ambassador! I've lived through an egotistical, calculating, ladder climbing boss rise to the role using a discrimination lawsuit to leverage his way into a managerial position. While extremely competent in a technical sense, he had zero people skills. In exchange for dropping his lawsuit, the company agreed to promote him to a supervisor role. The ensuing two years were a nightmare. Morale crashed. 30% of the department either left or retired early.

    It took two years and untold thousands of dollars worth of upper level management and HR intervention before the company finally fired him two years ago. He has since filed another lawsuit against the company. As the saying goes, "Appeasers are those who feed an alligator, hoping it will eat him last." The appeasers who promoted this guy are now history too.
    Aurorasa Sima
    08/01/2017 #13 Aurorasa Sima
    #9 I feel the same about you, J&J and the other bees. You know .. it all comes down to fear and not thinking things through ´til the end.

    Many people feel trapped in a negative situation at the workplace. Once we think it through we will see that we would be able to make a change (quit). We then can decide that that´s what we are going to do or we can decide that our fear of financial insecurity is stronger. If we make the conscious decision that we WANT to stay in a suboptimal environment, it makes us less unhappy.

    Thanks for sharing your wisdom, Bill, it´s a thought-provoking post.
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #12 Bill Stankiewicz, 🐝 Brand Ambassador
    Many thanks @Joseph Sprute for your kind remarks, your a great contact!!! best regards, Bill Stankiewicz
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #9 Bill Stankiewicz, 🐝 Brand Ambassador
    #3 Many thanks again for your kind feedback here @Aurorasa Sima, being in logistics and having been part of acquisitions of companies I have seen some great ones & some challenging ones. And you are very right, a bad one does effect your productivity & sometimes your health. All the more reason to be helpful, listen & share kindness with folks, thats why I love the founders of beBee.com, Juan, Javier & all the bees here like you & others! Great folks!!!!
    Bill Stankiewicz, 🐝 Brand Ambassador
    08/01/2017 #4 Bill Stankiewicz, 🐝 Brand Ambassador
    Thanks for your feedback my friend, @Joseph Sprute, to answer your question, your a boss :~))
    Aurorasa Sima
    08/01/2017 #3 Aurorasa Sima
    Good message and I love the multi-medial presentation, Bill.

    I guess I was just very lucky. I only had two bad bosses. One adored me and the other one accelerated my career.

    Generally speaking, I am convinced that a "bad leader" influences your productivity. Thank you for sharing this post!
  7. Aurorasa Sima

    Aurorasa Sima

    08/01/2017
    Death and Resurrection of a Salesperson … #salesmanagement #salestraining
    Aurorasa Sima
    Death and Resurrection of a Salesperson
    www.linkedin.com Eddy was a salesperson. He was thrilled when he scored a job at a company that sells digital training for children. Just look at the size of his new market: Schools, private tutoring - Eddy...
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  8. Ricardo Tafas

    Ricardo Tafas

    06/01/2017
    Ricardo Tafas
    Cognitive Dissonance. A Problem or a Requirement? | Repositório do Ricardo
    rftafas.blog.br Do you often have to convince yourself that you are doing the right...
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    Comments

    Kevin Baker
    06/01/2017 #1 Kevin Baker
    Excellent article , so agree with doing nothing is the action of fuel on a fire.
  9. Manuel Ignacio Sánchez López
    Take it easy...
    Manuel Ignacio Sánchez López
    How to Get "Un-angry" in 10 Seconds
    www.linkedin.com Yesterday, my day was going great...for a while. Then, it was like the world's access shifted and my good day went to bad. Things started breaking, mistakes were made, curve balls were thrown. I...
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  10. Bert Purdy

    Bert Purdy

    03/01/2017
    Bert Purdy
    Do employees leave managers or companies?
    intentionalemployee.com It has been said that employees leave managers, not companies. Is that true? In most cases, it probably is true. However, it's not always the...
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  11. ProducerAli Anani

    Ali Anani

    02/01/2017
    Umbrellas for Forecasting Organizational Culture and Climate
    Umbrellas for Forecasting Organizational Culture and ClimateSome images are mind-provoking. The ideas of this buzz were inspired by two photos: the weather-forecasting umbrella and umbrella stands. The weather-forecasting umbrella is handy and smart. By connecting its handle to weather stations it can...
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    Comments

    Ali Anani
    05/01/2017 #71 Ali Anani
    #67 Thanks for the lovely lins @Alan Culler. I should have been more patient in my last response because I posted before reading your second comment. Yes, achievement-oriented companies seemed the most successful one. COmmend and power driven companies lead to stress, polluted work climates and I am not surprised that they came last. I do appreciate your great contributions to the discussions.
    Ali Anani
    05/01/2017 #70 Ali Anani
    #66 Thank you @Alan Culler for your clarification. I understand the copyright restrictions. However; it is interesting what you wrote "...three motive needs. Brigadier was Power-driven, Balance was Affiliation-driven, and Blazer was Achievement-driven". I just wonder if balanced-oriented groups shall succeed in turbulent climates.
    Ali Anani
    05/01/2017 #69 Ali Anani
    #65 Great @Alan Culler and I am highlighting the name of @Harvey Lloyd to bring his attention to your wonderful comment
    Ali Anani
    05/01/2017 #68 Ali Anani
    #63 Thanks for the illuminating equation @Joseph Sprute
    Alan Culler
    05/01/2017 #67 Alan Culler
    #50 (Continued)
    Ran long Ali -here's the rest
    Over the course of several times running the exercise over many different clients -in 90 minutes, Blazer always wins, Balance is second and coming on very strong in the final minutes as soon as they've agreed their work rules and roles by consensus. Brigadier was always last. They had strikes, workers and leaders quit, sabotage and sometimes we had to do damage control for the participants who took the exercise much too seriously.
    The Harvard experiment, ran for 6 weeks using thrice weekly 60 minute class periods and 2 hour planning and innovation sessions. Our entire exercise took 4 or six hours. The four hour session included a 20 minute climate lecturette, which described the original experiment. Data was collected pre- during and post on a 20 question version of the OCS. (Alas tabulated by hand, -- it was the 80's -which the session and lecturette was proceeding. Then the exercise was debriefed. The six hour version allowed participants to create their own climate and work rules and compete for a 60 minute production session with debrief following. Usually participants created something like the Blazer or Balance Climate and results were always much closer.

    Thanks for your question and I apologize for takin you so far down memory lane.

    If you want the full description of the 1967 experiment see:
    https://www.amazon.com/Motivation-Organizational-Climate-George-Litwin/dp/087584071X/ref=sr_1_1?ie=UTF8&qid=1483585052&sr=8-1&keywords=Motivation+and+Organizational+Climate
    Alan Culler
    05/01/2017 #66 Alan Culler
    #50 Hello Ali
    Thanks for your comments and support.

    With regard to the Climate Lab - unfortunately it is not available to the public. I wrote the simulation as part of a training program for British Airways during the turnaround leading up to privatization. At the time I worked for HRI, George Litwin's company, which retained copyright.

    The exercise simulated three climates for the three companies, Brigadier, Balance, and Blazer. (We changed "British" the original company name from the 1967 Litwin -Stringer Harvard Experiment to Brigadier out of concern that British Airways leaders might be offended by the name.

    Each company "manufactured 3 complex products (Paper airplanes) for a 90 minute. The climates were set by six minutes of video by the "CEO" of each company. Like the original experiment the climates setting oration and work rules were set based upon Dr. David McClelland's three motive needs. Brigadier was Power-driven, Balance was Affiliation-driven, and Blazer was Achievement-driven. I wrote the scripts and supervised production of the video that was shot buy Georges son Ron Litwin.
    Alan Culler
    05/01/2017 #65 Alan Culler
    #53 Harvey Lloyd Makes sense to me that climate changes must fit with cultural values -organization success is often a matter of alignment to deliver value, but also knowing when to break set and change.
    Ali Anani
    04/01/2017 #62 Ali Anani
    Thank you @Mohammed Sultan for your verifications. It is an interesting idea the relationship that you explain by tying growth-culture development together. I invite both @Harvey Lloyd and @Joseph Sprute to add their comments. I enjoyed this comment and it deserves greater attention.
    Mohammed Sultan
    04/01/2017 #61 Mohammed Sultan
    #55 The two components of culture ,the philosophical and operational parts,result partly from the unique history of the org and partly from the org initiatives and structure.In well established org the founders often have their own prints on the org style.The philosophical part of the org culture is often passed on and expressed by the org vision.The value component of the culture to which the org adheres is usually a reflection of the org interaction,interpretation and work expectation.It's like a thread that runs across the org ,extends and interacts with the external communities and events.Culture also develops as the org grows from its embryonic as a single function from sales staff in sales- oriented units to customer-driven org,from a research lab to R&D large pharma and from money transactions bank to large risk-taking corporation..etc.When the org grow adopting new initiatives and strategies they often confirm the culture from which they originated.
    Ali Anani
    03/01/2017 #60 Ali Anani
    #59 Thank you Joseph. I am still overwhelmed by your comments trying to explore their depth
    Ali Anani
    03/01/2017 #58 Ali Anani
    #57 I too find your comment fascinating @Joseph Sprute not only because it is different than all previous comments, but mainly because of what you concluded it "since at this point, holding an umbrella is more likely than holding gold or silver". You hold the umbrella and it is made of gold. I thank you for sharing the buzz and for truly giving me a new perspective.
    Ali Anani
    03/01/2017 #56 Ali Anani
    #53 Yes, I agree @Harvey Lloyd. In fact, both climate and culture affect each other eventually.
    Ali Anani
    03/01/2017 #55 Ali Anani
    #52 Interesting point of vies thi is that culture is inspired. How does tis fit with opinions that culture is the resultant of individual interactions producing behavioral patterns over long times dear @Mohammed Sultan View more
    #52 Interesting point of vies thi is that culture is inspired. How does tis fit with opinions that culture is the resultant of individual interactions producing behavioral patterns over long times dear @Mohammed Sultan? Close
    Ali Anani
    03/01/2017 #54 Ali Anani
    #51 I tag @Alan Culler to your comment @Mohammed Sultan. You have a vivid imagination and your metaphor is the proof. I look forward to what Alan would comment with anticipation.
    Harvey Lloyd
    03/01/2017 #53 Harvey Lloyd
    #48 Would i be incorrect in stating that we may introduce climate change but it must align with our values/culture? If we introduce climate change that is against our values/culture that this would eventually impact the culture?

    I wanted to ask the question both ways as i sense they may need a different answer. Thanks for your comments they separated some things under different definitions for me.
    Mohammed Sultan
    03/01/2017 #52 Mohammed Sultan
    #50 Cont..\d The org culture is always inspired,whereas the org climate is acted upon.Thanks @Alan Culler.
    Mohammed Sultan
    03/01/2017 #51 Mohammed Sultan
    #50 I previously mentioned what @ Alan Culler just said about "Climate as a slippery concept".I remember describing the org culture in one of my previous comments as a robe ,one of its end is fixed into the org history and identity and the other end is lose and can be can moved in different directions with many faces to reflect the org initiative and strategies(climate).In other words,the org culture is the philosophical view of the corporate mission and values,while the climate reflects two levels;the org long term intuition to deliver growth consistent with its KSF's, and the operating level which reflects how the org perceives its market opportunities and its product/market portfolio or business model.
    Ali Anani
    03/01/2017 #50 Ali Anani
    #48 Happy new year to you as well dear @Alan Culler. Your comment filled me with positive curiosity "With just 6 minutes of video - a speech by the leaders of three companies "British, Balance, and Blazer" we created three distinct climates with remarkably different performance". This is a remarkable result. I wonder if this video is available to the public! It must be a hit. If available, would you kindly provide a link?
    Yes, there is a lot of confusion about culture and climate. Many researches discussed climate when culture when they actually discussed climate.
    I am glad that you referred to Dr. Ed Schein. I love this model of artifacts, espoused values and shared tacit assumptions. I might be referring to it in my next buzz.
    Your writing is spot on "Leaders I have seen accomplish this by having contacts at all levels to act as a bellweather- "Management by walking around" in the words of Peters and Waterman:.
    Thak you Alan again for contributing such a great comment.
    Ali Anani
    03/01/2017 #49 Ali Anani
    #47 I shall call you dear @Harvey Lloyd "The Father of Eloquent Simplicity". You amaze me with your wisdom packed in simple, yet deep meaning. This is a quote from your comment to reflect on this ability of yours "A leader must also take all available resources and paint a futuristic picture to lead".
    Alan Culler
    03/01/2017 #48 Alan Culler
    Happy New Year, Ali. Thanks for posting this exploration of organizational climate and culture. I worked behind George Litwin for 10 years and attended George's 80th birthday in August. I continue with climate and culture work to this day.

    There is a lot of misunderstanding about climate and culture -they are not synonymous.

    Climate is relative short term in that it can be changed quickly through management practices. In 1986 I wrote a training exercise that recreated the 1967 Litwin Stringer experiment. With just 6 minutes of video - a speech by the leaders of three companies "British, Balance, and Blazer" we created three distinct climates with remarkably different performance. Cumulative climate may evolve into behavioral norms.

    Culture is defined By Dr. Ed Schein as Underlying values and assumptions, beliefs and behavioral norms, and individual behaviors and physical representations of norms. Ed Schein usually described this as a pyramid or an iceberg with the values on the bottom and the individual behaviors on top -the easiest to change.

    I love your premise of an instantaneous signal like the weather umbrella or stand for when it is working.

    Leaders I have seen accomplish this by having contacts at all levels to act as a bellweather- "Management by walking around" in the words of Peters and Waterman.

    This may be a good use for social media -internal to the company -or perhaps to include customers, suppliers and other stakeholders.

    As long as we remember that "the map is not the territory" -still needs human contact.

    A always, you jump-start my brain.
    Thank you!
    Alan
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    #1 I agree with you Mohammed. Sometimes we need to hear the things we already know to remind ourselves to actually implement them.

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    Happy New Year!!!!
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