by Gary Brose
When I wrote my first book, I detailed the 8 Essential Elements of a Quality Bonus Program and how to construct it … in great detail. Later, I realized that as helpful as that was to managers who had to design some kind of reward program for the employees, it failed to address many of the key issues that I take for granted. The truth is, a good bonus program does not work if you are flailing in every other management category. Bonuses work great to keep people focused on the most important parts of their job but a good bonus system is only one of the seven steps to higher productivity. If you are underwater on the other six, you’ve got big problems.
So, I wrote “The Ultimate Motivated Employee!” and I borrowed from the wisdom of many who have gone before us (and some that are still with us) to focus the reader on understanding human nature better. I cite some well-stated business wisdom such as Jim Collins “Get the right people in the bus and in the right seat” and then I help the reader grasp how that plays out on their level.
This book is meant to be a chance for a beginning manager to start formulating how they will manage and to be a moment for a veteran manager to re-examine their style. We can all be better at what we do but it takes a little thought. I just help the process along a bit. And, to spice it up, I have added a score of stories about real life events that illustrate motivational techniques and help the reader understand more clearly. You will read about Jack Dorsey, the founder of Twitter, and how he got his start. You’ll get the story on how Fed Ex first hired Christos Cotsakos as a cargo handler who then went on to become a Corporate VP and the CEO at E*Trade. And you’ll find out what Hemingway, Napoleon, Khrushchev and Yogi Berra all had in common.
When it comes to understanding the science of motivation, I believe this book is the place for business people everywhere to start.
by Jay Rifenbary
In order to grow and develop as a leader, you need a solid base of strong and meaningful core values. In True to Your Core: Common Sense Values for Living Life to Its Fullest, Jay Rifenbary show you how to develop the character qualities to become a principled leader so you can align your company, your employees ,and yourself with key attributes that result in leadership and business excellence.
* ABOUT THE AUTHOR - Coming Soon!
by Bob Mason
“You don’t understand!”
“You just don’t get it!”
The clash of the generations! It’s an old conflict that today has taken on a new dimension as five generations influence and occupy the workplace.
Balancing the Generations examines each generation and dispels myths now accepted as fact, then helps leaders recognize and take advantage of each generation’s strengths to build more successful organizations.
Do you know:
What three significant events occurred between 1900 and 1945 and impacted every generation since?
Who really led the counter-culture of the 1960s and 1970s and what are they doing today?
Do all Xers shy away from teams? Can they be good leaders?
What broad influence has made a majority of Millennials significantly different than other generations? How?
Balancing the Generations will tell you things about the people around you that you probably didn’t know and will answer your questions about how to handle the different generations on your team!
This book will make you a more effective leader. If you were born between 1900 and 2010 and are in the 21st Century workplace, you need to read this book!
Bob Mason is a speaker and trainer who has over 30 years of leadership experience. He is dedicated to helping leaders excel using concepts and techniques he learned working with and for great leaders. He is also the author of Planning to Excel: Strategic Planning That Works.
* ABOUT THE AUTHOR
UNDERSTANDING OTHER PEOPLE
by Beverly Flaxington
Understanding Other People contains the tips and tools you need to understand what people are really saying when they talk to you, deal effectively with difficult people in your life, excel in your personal and business communications, come across confidently in interviews, lead high performing teams, work effectively with almost anyone, take charge of your own actions and reactions, and ultimately understand other people!
by Linda Oien
Do you have enough hours in a day to be successful? Is your team delivering the needed results? Are your team members actively engaged in achieving team success?
Lead your team to excellence!
“power10″ LEADERSHIP: How to Engage People and Get Results is designed with you, the busy manager and leader in mind. It is:
- A practical guide to help you quickly pinpoint priorities
- A handy reference to guide you through situations that arise
- A resource filled with downloadable tools and methods for engaging your people and getting results.
Follow “power10″ LEADERSHIP’s practical advice to get everyone in the boat rowing in the same direction. With your team rowing together, they can effectively compete and win the race!
by Sharon Armstrong
“It’s not supposed to be this way,” writes HR specialist Sharon Armstrong in the introduction to her new book, “The Essential Performance Review Handbook: A Quick and Handy Resource for Any Manager or HR Professional,” published in May 2010 by Career Press (www.theessentialperformancereviewhandbook.com).
Although performance reviews are actually less popular than a trip to the dentist for most supervisors (see that study below), the good news is that Sharon Armstrong — the woman who began her career in Human Resources in 1985 as a recruiter/trainer in a large Manhattan law firm and launched her own HR consulting business in the year 2000 — has found a way to take the pain out of the process.
Her new book offers 224 pages of advice on how to make the process productive, painless, and effective. The reason is simple. She’s been there.
“I know from firsthand experience that performance appraisals can be one of the most anxiety-provoking aspects of work life—for both supervisors and employees,” Armstrong says. “Appraisals are meant to clarify and reward, and to be interactive and fair. They take real time, real dialogue, and a real focus on the future, rather than just the previous few months. And they need to work successfully for all employees—not just the terrific ones.”
The reality: Why supervisors and employees fear performance review
Too often, Armstrong realizes, performance reviews don’t work.
“Supervisors often complain they are required to focus on tedious written forms, but don’t have enough training in how to use them,” she says. “They also worry about getting hit with complaints or lawsuits when there’s even a hint of discussion in the review about ‘improvement opportunities’. And there’s also the frustration of measuring intangibles.”
What’s more, employees often aren’t any happier about the performance review process.
“Anyone who is in the HR business knows that employees just plain dread appraisals, citing feelings of trepidation from one error that dragged on through 10 categories of the performance review, and frustration with perfunctory appraisals that neither acknowledge nor foster growth,” Armstrong adds. “As one employee told me, ‘The perception of the individual or relationship often dictates how critical or complimentary a supervisor can be.’ ”
Why does one of the most vital workplace responsibilities show a shabby face?
Armstrong cites statistics and surveys to explain the problem:
• A 2006 survey by the Council of Communications Management (https://www.ccmconnection.com) confirmed what almost every employee knows—that positive feedback related to their efforts, and recognition for a job well done, are the top motivators of employee performance.
Through formal evaluations and regular informal routes, performance appraisals yield excellent opportunities to motivate. Yet the process is frequently counterproductive, or viewed merely as perfunctory.
• According to the United Kingdom’s Institute of Personnel and Development (http://www.cipd.co.uk), one in eight managers would prefer to visit the dentist than carry out a performance appraisal.
It’s not supposed to be this way. Rather than a painful yearly event, performance evaluation can be viewed as a culmination of small meetings, formal and informal, held throughout the evaluation period.
The good news: The Essential Performance Review Handbook offers help
“Happily,” Armstrong says, “the elements involved — goal setting, effective observation, practical documentation, and ongoing communications — can all be learned.”
Inside The Essential Performance Review Handbook you’ll find:
- Sound guidelines
- Sample evaluation forms
- Helpful insights for use on both sides of the desk
- Do’s and don’ts
- Tips for “owning” the appraisal
- Ways to leverage the review
The book is divided into nine chapters:
Chapter 1: The Roots of Anxiety
Chapter 2: Forget Winging It!
Chapter 3: Appraisals That Don’t Bite
Chapter 4: Mission: Possible
Chapter 5: The Many Facets of Compensation
Chapter 6: Rating Error Traps
Chapter 7: When Appraisals Derail
Chapter 8: Keep It Legal
Chapter 9: Performance Reviews in a Changing World
by Sue Maciak
What Are People Skills, Anyway? These elusive traits are in high demand today but rarely understood. A newly released book, What Are People Skills, Anyway? tells you exactly which habits, attitudes and actions to use to become a real people person in the 21st century.
This book summarizes everything that makes people personable—and successful—at home, at work, at school and in the community. It’s a bible on how to build trust, a compass for compassion, and a helpful guide on creating cultures conducive to more productive businesses, better schools and strong families and friendships. From communications to customer service, from credibility to clarity, this book covers every important aspect of true people-ability.
by Steve Lyons
Great Job is a simple play on words with great meaning and impact. To a parent, relative or close friend it is recognition and encouragement for having accomplished some milestone in a young person’s life, such as graduating, coming of age or landing their first job. It can also be viewed as a reference to a certain job as a great job to have and worth doing well. A good work ethic is not something most people are born with; it is something they must learn, usually through some very tough experiences.
Our success in life and at work will not happen by accident; it takes focus, effort and resolve to reach any true measure of accomplishment. In addition to the areas of physical and emotional maturity, we cannot overlook the need to impart a general knowledge and understanding of the employee – employer relationship to our young adults. This knowledge is critical to the development of young people into mature and successful working adults, and is the key to their self-sufficiency. Studies have shown that the earlier we learn a subject the easier it is to grasp and with that in mind we can not start too soon exposing young adults to the success strategies that will carry them on into adulthood. This guide will not only teach these critical success strategies, but will also help ensure a fulfilling life of high self-esteem and self-worth that can have a lasting affect every aspect of their lives.
by Paul L. Marciano, Ph.D.
Despite 40 years of research on employee motivation, organizations continue to waste resources developing, administering, and executing traditional reward and recognition programs which not only fail to increase employee motivation – they actually reduce it. Organizational vitality depends on creating an engaged workforce of dedicated and loyal employees willing to exert high levels of discretionary effort to further the organization’s Mission and Vision.
“Carrots and Sticks Don’t Work: Build a Culture of Employee Engagement with the Principles of RESPECT™” (McGraw-Hill, 2010) details Dr. Marciano’s RESPECT Model that has been embraced by supervisors, managers, organizational leaders, and human resource professionals around the world. The Model is as simple as it is powerful – employee engagement depends on the extent to which employees respect their organization, respect the leadership of the organization, respect their fellow team members, respect the work that they do, and feel respected.
The book identifies 7 critical drivers that lead employees to experience respect in the workplace.
Recognition: Thanking employees and acknowledging their contributions on a daily basis
Empowerment: Providing employees with the tools, resources, training, and information they need to be successful
Supportive Feedback: Giving ongoing performance feedback – both positive and corrective
Partnering: Fostering a collaborative working environment
Expectation Setting: Establishing clear performance goals and holding employees accountable
Consideration: Demonstrating thoughtfulness, empathy, and kindness
Trust: Demonstrating faith and belief in their employees’ skills, abilities, and decisions
Specific turnkey strategies are provided to bring each of these drivers to life in an organization.
by Kevin Kruse
This book is a practical guide for engaging employees. Everything in here is actionable. No theories or long winded writing. The overall point is summed up in a quote in the book from the CEO of Campbell’s Soup: “To win in the marketplace . . . you must first win in the workplace.” If you don’t have an engaged workforce, your business just won’t grow.
Good step by step instructions for engaging employees, implementing a company survey that works, getting better at communications and retaining employees through engagement.
This book is full of strong how to advice. Because there is no fluff, you can read the book in a couple hours and have a lot of smart ideas to use in your workplace.
by Bob Burg
The Go-Giver tells the story of an ambitious young man named Joe who yearns for success. Joe is a true go-getter, though sometimes he feels as if the harder and faster he works, the further away his goals seem to be. And so one day, desperate to land a key sale at the end of a bad quarter, he seeks advice from the enigmatic Pindar, a legendary consultant referred to by his many devotees simply as the Chairman.
Over the next week, Pindar introduces Joe to a series of “go-givers:” a restaurateur, a CEO, a financial adviser, a real estate broker, and the “Connector,” who brought them all together. Pindar’s friends share with Joe the Five Laws of Stratospheric Success and teach him how to open himself up to the power of giving.
Joe learns that changing his focus from getting to giving—putting others’ interests first and continually adding value to their lives—ultimately leads to unexpected returns.
by Jack Stack
The Great Game of Business is both a book and a management philosophy that has become the most celebrated approach to Open-Book Management. The Great Game of Business is a unique and well-proven approach to running a company, based on a simple, yet powerful belief: “When employees think, act and feel like owners… everybody wins.”
In its simplest form, The Great Game of Business is a way of running a company that gets everyone focused on helping the business be successful. Employee goals and accountability’s are tied directly to the success of the company. It teaches all employees the Critical Numbers of the company and how they can make a difference – both individually and as part of a team.