Fired up or burned out: how to reignite your team's passion, - download pdf or read online

By Michael L. Stallard, Carolyn Dewing-Hommes, Jason Pankau

ISBN-10: 0785223584

ISBN-13: 9780785223580

ISBN-10: 1595552812

ISBN-13: 9781595552815

Undeniable facts has printed the best possibility to America's economic climate. Is it off-shoring exertions? Unethical company practices? A turbulent marketplace that forces downsizing? No. A Gallup association survey of multiple million american citizens convey that just about seventy five percentage of all employees are disengaged. worker disengagement is a frequent illness in American firms, inflicting the lack of billions of greenbacks, hours of dissatisfaction, and paintings lives missing actual worth. In his e-book, Fired Up or Burned Out, Michael Stallard stocks the 3 key activities essential to rework even a torpid, disconnected association or workplace into an impassioned, leading edge, and thriving office.

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Left unmet, this deficit need produces the pain of hunger and the drive to seek food and eat. When people are shown respect in the workplace and their real talents and contributions are genuinely recognized, they become fired up. They put their hearts into their work. Being consistently disrespected or ignored damages their sense of selfworth and drives them to seek ways to restore their status. If they are unable to, they eventually become disengaged. Having established our need to be valued as a deficit need, Maslow commented on the effect of meeting esteem needs: Satisfaction of the self-esteem need leads to feelings of selfconfidence, worth, strength, capability and adequacy of being useful and necessary in the world.

2 Please understand that I do not oppose linking rewards to performance. I do believe, however, that it can be carried too far not only economically—an issue that the media regularly focuses on— but also and perhaps more important, politically and socially, especially in light of the value provided by core employees. Research by Thomas DeLong at Harvard Business School and Vineeta Vijayaraghavan of Katzenbach Partners sheds some light on categorizing employees. Their research has shown that “B players” (whom I prefer to call core employees) are just as critical, and often more so, to an organization’s success as its stars.

And the results he has helped produce have been stunning. When he became CEO, P&G was performing poorly and morale was low. 7 THE CONNECTION FORMULA A good way to remember the elements in a connection culture is to remember the following formula: Vision + Value + Voice = Connection. When these elements of a connection culture are in place, it’s a win-win for individuals and organizations. The following diagram maps the rationale that supports connection: the connection culture meets basic human psychological needs that help individuals and organizations thrive.

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Fired up or burned out: how to reignite your team's passion, creativity, and productivity by Michael L. Stallard, Carolyn Dewing-Hommes, Jason Pankau

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