Giving Feedback: Positive or Negative

Listen to this postGiving feedback or confronting employees is one of the most difficult social task we face in our lives. Giving positive feedback is sometimes called motivation or encouragement, and many of us are sometimes doing it wrongly by generalizing the feedback by saying “you have done a good job”. A good feedback should be specific like saying “Your report has listed the major critical points that we did not notice before, thank you for reporting them to us.” We do similar or even worse mistakes when we give negative feedbacks. Sometimes our negative feedback has more destructive effect than the constructive change we hoped for. Reading the following pages will help you understand the types of feedbacks you may use at work or at home. Some valuable examples are given at the end for your reference.

Giving feedback or confronting employees is one of the most difficult social task we face in our lives.Giving positive feedback is sometimes called motivation or encouragement, and many of us are sometimes doing it wrongly by generalizing the feed back by saying “you have done a good job”. Agood feedback should be specific like saying “Your report has listed the major critical points that we did not notice before, thank you for reporting them to us.”We do similar or even worse mistakes when we give negative feedbacks. Sometimes our negative feedback has more destructive effect than the constructive change we hoped for. Reading the following pages will help you understand the types of feedbacks you may use at work or at home. Some valuable examples are given at the end for your reference. Read more …

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Ethical Management

Listen to this postGebler (2006) defines culture as an objective picture of the organization. The culture is also considered as the employees’ and managers’ sum of collective values and behaviors (Gebler, 2006). These values and behaviors will govern the organizational ethical practices. One of the leaders’ important tasks is to maintain these values and behaviors. The organization moves toward an ethical culture only if it understands the full range of values and behaviors needed to meet its ethical goals (Gebler, 2006). The leaders should demonstrate a sense of right versus wrong, and concern for others. These leaders are leading by example to help the organization to enforce the ethical behaviors (Angus-Leppan, Metcalf, & Benn, 2010). For example, Google top management are leading by example. They maintain high visibility and communicate their views and ideas with the workers while they are in the corridors of the buildings or in the cafeteria.
Ethical behavior and corporate social responsibility have become a must to maintain the organization’s permit to operate in a community (O’Donohue & Nelson, 2009). Resolve conflicts between the organizational expectations and employees preference to help in giving the employees the freedom to make the ethical decision (O’Donohue & Nelson, 2009).

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References:

Angus-Leppan, T., Metcalf, L., & Benn, S. (2010). Leadership styles and CSR practice: an examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics, 93(2), 189-213. doi: 10.1007/s10551-009-0221-y

Gebler, D. (2006). Creating an ethical culture. [Article]. Strategic Finance, 87(11), 28-34.

O’Donohue, W., & Nelson, L. (2009). The Role of Ethical Values in an Expanded Psychological Contract. Journal of Business Ethics, 90(2), 251-263. doi: 10.1007/s10551-009-0040-1

Forming And Growing A Team

I was asked to give a one hour presentation for non-profit society, but the suggested time for the presentation was conflicting with my schedule. So I went for the next best thing which was video recording the lecture and then presenting it for the audience at their convenience. The lecture language was Arabic as requested by the audience. The video give brief history of team formation as introduction then describe the “forming, storming, norming and performing” steps of the team life cycle. The video is 22 minutes long and I assure you that it will not be boring.  Enjoy!

Do I really want to go to work?

Listen to this postMost of us wake up every morning and go through the same daily routine to get ready for work. We fight our way in the crowded streets to reach the office (work place) just on time or few minutes late, or sometimes, few hours late! We dread the long working hours, complain about the extra work they dumped on us and sometimes we complain that we have nothing to do, just plain boring. We long for a vacation, long public holiday or occasional sick leave to relax for few days. If you just started working then you will be full of energy and would be looking forward to change the world. If you have worked for more that 10 years you would definitely know that you can change just small part of your daily routine. Some of us have worked for more than 20 years and asking them self “when will I be able to retire!” or why don’t I get that easy job in the corner office to just sign few papers every day to enjoy your especial cup of coffee. You would tell yourself that you deserve that easy job because you have earn it.

Occasionally, we get the thought of quitting, retiring or switching jobs but we forget or dismiss that thought after few minuets . However, few of us would seriously think about it and have difficult time deciding. The best way to know if you should quit, retire or switch jobs would be that morning routine. If you wake up in the morning but feel that you do not want to go to work, then it is time for you to make a decision about it. The decision would be based on not wanting to go to work because you do not want to go. This decision would not be applicable if you are physically tired, sleepy or sick. You would positively know that you just do not want to work at the same place because you hate working there. This is a gut feeling that you can not explain, but your body your brain and your legs would all tell you that they hate going to work at the same place. You should plan your future of either retiring, looking for another job, or shutting your mouth and stay at your current job until things get better. Never leave your job while you have financial commitments or family to feed with no other source of income to replace your monthly salary. Tomorrow when you wake up in the morning ask yourself “do I really want to go to work?

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Self Development Programs are Like Ice Cream

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Robin Sharma and Me

Robin Sharma and Me

Yesterday I attended a nice full day workshop by the best-selling author Mr. Robin Sharma. His most popular book is “The Monk Who Sold His Ferrari“. I enjoyed the workshop but there is a variety of self-development books which I read before made this workshop look similar. Once you read few of these self-development books you will find them repeat the same principles. They are like choosing a flavor at Baskin-Robbins, the color and taste might be different but the basic ingredient is Ice Cream. I distilled the presentation to the following important points:

  • All human are equal and anybody can be an amazing leader.
  • We all have equal opportunities which we should take advantage of before it is too late.
  • We need to set long-term personal targets (10-50 years) and then dissect them into smaller tasks.
  • Work everyday on 1% of the task (or goal). You will accomplish the goal withing the target date without being overloaded.
  • Ice Cream

    Baskin Robins Ice Cream

    Keep on focusing on your goals all the time.

  • Fall in love or be passionate about what you do. Keep your focus on that ultimate goal and neglect other distractions.
  • Do not make yourself a victim. Do not blame other people or circumstances for your failures.
  • Learn from you failures, they are a good opportunity to learn.
  • Do not be afraid of risk. Change will always bring the best in you.

Mr. Robin Sharma has a good presentation style that captivate the audience and has a talent for telling passionate stories that makes the audience want to cry. On my scale I would give Mr. Sharma 7/10 when compared with other motivational speakers.

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Motivation and Leadership

Diagram of w:Maslow's hierarchy of needs.

Maslow's hierarchy of needs.

AudioMotivation is defined as the processes that provoke and direct human behavior towards winning the organizational goal (Kini & Hobson, 2003). Motivation is raised and directed by a set of characteristics that exist within the person. These characteristics are similar to Maslow’s needs in the Hierarchy of Needs Theory. At the top of the need’s pyramid sets Self-Actualization which is for the person to become everything that he or she is capable of becoming. In other words, self actualization is reached when the person realize his or her potentialities. However, at The base of the pyramid sets the basic needs for food and water to survive.

In the core of motivation resides self-esteem to guide the human behavior (Greenberg, 2008). The expectancy theory state that motivation is the product of expectancy, instrumentality and value of rewards (Kini & Hobson, 2003). The individual’s self-steam is strengthened by his/her expectation for rewards or appreciations. An organization should motivate its employees by fostering moral behavior and ethical practices to reach its goals, then reward these practices to strengthen such behaviors and decision-making practices.

Flower

Words can be beautiful and motivating

The right training and good leadership is a key success factor in motivating the followers. A study done by Ling et al. (2008) on CEO’s from 152 firms and their Top Management Team (TMT) confirmed the transformational leadership effect of these CEO’s on their TMT’s. The CEO’s shaped four significant characteristic in their TMT’s. The characteristics are behavior integration, decentralization of responsibilities, risk-taking propensity and long-term compensation (Ling et al, 2008, 557). The study also found that the CEO’s transformational leadership was able to enhance their direct followers’ motivation, morality and empowerment (Ling et al, 2008, 569).

Dvir et al, (2002) sampled 54 military leaders, their 90 direct followers and 724 indirect followers. Transformational leadership training was given to the military leaders and then they measured their leadership effect on followers. The study found positive impact on the direct followers and indirect followers performance. The same effect was not seen on the controlled group. A study by Waldman et al. (2001) found a significant correlation between charismatic leaders and their organization’s financial performance during difficult times. The mentioned studies demonstrated the leaders positive impact on their direct and indirect followers and their organizations’ financial performance.

References:

Dvir, T., Eden, D., Avolio, B., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: a field experiment. Academy of Management Journal, 45(4), 735-744.

Greenberg, J. (2008). Understanding the vital human quest for self-esteem. Perspectives on Psychological Science, 3(1), 48-55.

Kini, R., & Hobson, C. (2003). Making total quality initiatives successful in Thailand- the motivation theory effect. Journal of Transnational Management, 9(1), 21-37.

Ling, Y., Simsek, Z., Lubatkin, M., & Veiga, J. (2008). Transformational leadership’s role in promoting corporate entrepreneurship: examining the CEO-TMT interface. Academy of Management Journal, 51(3), 557-576.

Waldman, D., Ramirez, G., House, R., & Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44(1), 134-143.

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