According to dictionary.com, drive can be defined as an inner urge that stimulates activity or inhibition; a basic or instinctive need. Motivation is defined as a process that arouses, sustains, and regulates human behavior. In the search for organizational improvement, some very interesting observations are presented for consideration. As an executive coach, I see the same patterns repeated over and over. These patterns of behavior are consistent enough to warrant a more detailed examination. Many struggling managers are under considerable stress for organizational performance. Because I am not emotionally or politically involved as a coach, my objective view very quickly reveals a perspective the manager either cannot or chooses not to see.
Wikipedia describes voodoo as a set of religious practices which originated from the traditions of the African diaspora. It is a cultural form of the Afro-American religions which developed within the French, Spanish, and Creole speaking African American population of the U.S. state of Louisiana. The word voodoo comes from the word vudu, the Dahomean “spirit”, an invisible mysterious force that can intervene in human affairs. It is this human intervention that is the source of success for organizational talent. Many organizations are simply paralyzed when it comes to talent management. They keep mixing the same ingredients over and over and hope to make a new and different dish.
“Fiscal cliff” is the popular shorthand term used to describe the predicament that the U.S. government will face at the end of 2012. U.S. lawmakers have a choice to allow current policy go into effect at the beginning of 2013. This features a number of tax increases and spending cuts that are expected to weigh heavily on growth and possibly drive the economy back into a recession. Or, they can cancel some or all of the scheduled tax increases and spending cuts, which would add to the deficit and increase the odds that the United States could face a crisis similar to that which is occurring in Europe. Many organizations face the same fiscal cliff, when it comes to leadership development over the next few years.
When the security firm acquired the enormous and lucrative contract for the London Olympics, you can bet the champagne was flowing. However, once the euphoria of getting the contract subsided, the actual work was to take place and the firm was over its head. It could not handle the volume of work that needed to be done and the British military had to be called in to secure the athletes, visitors, and venues for the 2012 London Olympic Games. Many new supervisors are in the same predicament. They get the job and quickly find out they are incapable of performing as needed.
Too many of us get caught in the dreaded "victim" pattern. We listen to all the negative people in our lives and start to believe the message. Society doesn't help with an over growth in entitlement that makes people more likely to wait for help than go take the chance to be successful. Frankly, I am tired of hearing it!
Most of our lives are touched by the explosion we call Facebook. Hesitant at first, I am now a daily visitor to my news feed and I stay in touch with people that would have certainly been foggy, distant memories buried somewhere in my life fabric. This phenomenon is growing so fast and so many people are users, it makes me wonder if Facebook is sustainable. Could it be a permanent part of our lives? Or, is Facebook more like a tsunami that comes in, changes everything, and then slowly returns to the past leaving a permanent scar on the land that it touched?
While it might not be obvious to most. There is a compelling responsibility that most managers neglect.
I have yet to encounter an organization that is proud of how current performance reviews work. In fact, most executives are ashamed when confronted about this common corporate ritual. Why are they so dysfunctional? In a recent survey of 48,000 CEOs, managers and employees, Leadership IQ found only 13% of managers and 6% of CEOs thought year-end reviews were effective. The dysfunction has more to do with
As progress continues for my next book, research keeps revealing some interesting perspectives on both organizational and individual dynamics. Are we afraid of being other than ordinary? Is the preoccupation with mediocrity rooted in cowardice? Is differentiation something we are conditioned to fear both professionally and personally?
Many aspiring leaders do not realize that not making a decision is a decision. The decision not to act may seem like a passive action when in reality the opposite may be true. When we decide to postpone a decision, others are still affected by the indecision. From the complex to the very simple, we make decisions daily. We also decide to postpone decisions thinking we are pondering or considering how to act. Decisions are more like organizational spider webs that impact everyone on the team. Little decisions only bump the web while larger decisions shake it violently. It is only the perception of severity that tempts indecision. For example...
In the world of business, there are more clones than you might imagine. It is the rare organization that steps out of the herd to become remarkable. This illusion of safety creates apathy and mediocrity in most organizations while the leaders struggle to find excellence amidst the decay of the ordinary. As a student of organizational leadership, I analyze the similarities and special characteristics that differentiate one company from another. What makes one organization shine while others seem so content with remaining average? The most likely answer is fear. But the answer is, of course, much more complex. Fear of failure transcends the spectrum of our awareness. There is comfort and even safety in the mediocrity of our existence. Therefore, what it takes to leave the comfort of the pack becomes very rare.
I am confused about your frequent complaints regarding the availability of talented people for your organization. You complain that good workers are difficult to find. Help me to understand your position and perspective because I just cannot understand your logic. Currently, there are people on your team that do not perform, do not show up, and do not appreciate the job they are asked to complete. Yet, you cannot seem to find the desire or ability to remove them from your team. What gives?