Procrastination and the Fear of Failure

Hello & Welcome!

How to overcome procrastination in daily life – professionally and personally? There are a number of correct answers to this question, the most popular and widely accepted to be, “Well, you simply just do it.”

As anyone who has gone through this same issue (and still have their moments of unwavering productivity), they have actually found that it often has to do with a deeper issue…

The fear of failure

It’s very easy to procrastinate when finishing the project means putting yourself out there — whether that be to a teacher, a boss, a group of peers, or to the infinite universe of the Internet.

Finishing a project means standing by it, and letting it represent you.

You point at this thing and you say, “I made this. I did this.”

And the rest of the world looks at it and says, “They made this. They did this. That’s her/him.”

It’s easy to be motivated and excited in the beginning of a project because you know you’re “going through the learning phase.” Half the high comes from making mistakes and learning from them.

It’s the ending that forces you to come down, plant your feet back in reality, and say to yourself, “Ok, so how does this thing look compared to everything in the real world? And more importantly, does this thing really represent who I am?”

Usually, they’ll finish, and immediately upon looking at what they have made, think to their self, “I could make better.” That’s the endless process.

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And for many of us, the reason we keep our projects hidden from the world.

We wait for that thing that we will finish and it will stand to represent the best part of us, the very best part, the part that one day we can only hope to become. Instead, it doesn’t. It represents the best part of us that was yesterday, and our quest continues. Just stop procrastinating because you should realize that it was one’s ego trying to fool them, out of fear.

When you bring awareness to the process, you can actually hear that part of yourself (many writers, for example, refer to their inner critics as their parents, scolding them for writing something “wrong”), trying to keep you from moving forward.

It’s just plain and simple fear. Though, it is not ever plain and never simple. It’s a fear of rejection and being wrong and not being good enough. So, just stop thinking too much and go ahead to take that first step towards that seemingly mind-bending task/project and find out that the first step is the beginning to the finish line. Try it!

Speak Up and Be Heard

Speak Up and Be Heard

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Did you know that business owners and leaders often wish their employees would speak up more? Here are a few of the things bosses want their employees to talk about when experienced or noticed:

When You are not Being Challenged

If you are slogging through your days working on tasks you find mundane and uninspiring, it’s your job to speak up and say something. Bosses recognize that the majority of employees want to be growing and making their way up the corporate ladder, but remember: they cannot read your mind. They might not realize that you’re not being challenged or may think you have enough on your plate already, so be sure to set the record straight.

When You Notice Low Morale among Others

Most bosses can see or feel when there’s tension among the ranks, but not always. Depending on the company, bosses may be in or out for various things and not realize how the team is actually doing. Your boss will appreciate your read on the employee morale situation whether for good or bad. Companies depend on the health of the teams within them, so be willing to point out when you see an issue and fight for things that will bring the team closer together

When You Believe You have a Better Idea

Do not keep your innovative ideas to yourself! If you notice a way that policies, procedures, or processes could be better, speak up. Ideas, even “dumb” ones, spark other ideas that spark other ideas that lead to excellent ideas. So, in reality, there are no “dumb” ideas. Be willing to point out and share solutions on how you believe things could be done better – for the company and for the employees too.

Until next time!

The Simplest Interview Questions are Most Tricky

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No matter what kind of jobs you applied for, you should expect some common interview questions to pop up again and again. But just because you’ve answered these questions before doesn’t mean you should skip the prep work. In fact, some of these very common questions are the hardest ones to get right.

So, get your pen or phone out, and don’t even think about heading in for an interview until you’ve written out 

these important points for the questions below:

1. CAN YOU TELL ME ABOUT YOURSELF?

This question is often answered with a meandering narrative, instead of using the opportunity to present a clear, impactful story about yourself.

Such an open-ended question makes it easy to go on too long and fill in a lot of details about your education, previous jobs, like and dislikes, or interests.

But no one wants to hear a dissertation on your life. It makes you sound unfocused and aimless.

Instead, think of one clear message you want to deliver about yourself, and then pitch that idea in your answer. For example, you might say “I’m a person who has performed well in a series of communications roles,” or “If there’s one thing that defines me it’s my passion for leading people.” And make sure the one idea you’re putting forward about yourself fits with what the interviewer is looking for in a candidate.

2.      what interests you about this job?

This question is tricky because it’s easy to give an answer that has little to do with the job itself. For example, you may say you’ve applied for this job in retail because you’ve always wanted to be in fashion, or you are a designer and you want to be in advertising. Or perhaps you have a friend who told you about the job, so you’ve applied because your friend likes that company. Or you may be interested simply because you’re ready to move on from your current gig. These are all true answers, but they’re hardly inspiring.

Instead, use this answer to show you know what is expected, what the challenges of the job are, and why you believe your talents will allow you to achieve what is expected. Dig deep and explain why exactly you feel you can deliver in the role.

3.      WHAT IS YOUR GREATEST WEAKNESS?

It’s tantalizing to come up with a deeply honest answer. After all, you’ve been asked for one, and we all have weaknesses. But if you’re not prepared with a better answer, you might reply, “My weakness is that I don’t respond well to tight deadlines,” or “I don’t like situations where the team is not working well together.” These may in fact be true, but such an answer is risky.

Don’t lie, but instead prepare to answer with a “weakness” that’s actually a strength. Say, “I am a perfectionist who is always striving for excellence, even when it means I push myself too hard on a project.” Or “I’m driven to make my team the best, most successful sales team. This means the people working for me need to have aspirational goals as well.” These behaviors are ones that will be perceived as strengths, assuming they are what’s needed in the role you will be playing.

There’s enough stress in job interviews without making things more difficult by having to come up with answers to these common questions on the spot. So, before you go into your next job interview, master these answers.

The better prepared you are, the more success you’ll have.

Until next time!

Questions to ask before collaborating with another business

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In today’s fast-paced, tech-driven business world, collaboration is no longer a dirty word. Forming alliances & collaborating with another business–especially if you’re the smaller fish–can be great. Leveraging another company’s audience and gaining access to their resources and knowledge might just be what you need to grow. But how do you know if the opportunity will be worth spending time & resources?

Just ask yourself these important & decisive questions to know for sure:

WHAT IS YOUR BUSINESS’S CORE CHALLENGE?

The best collaborations are those that help you to overcome your core challenge. But how can you do this if you aren’t clear about what that challenge is? Perhaps you are looking to break into a new market and a partnership can help you reduce barriers to entry or give you proprietary insight into that new market. Entering into a partnership without knowing what problem you’re trying to solve, or what result you’re hoping to achieve, is not going to be as successful as if you enter into a partnership with a clearly defined set of goals.

WHAT ARE YOUR BRAND’S VALUES?

Before you seek out a partnership, have a clear understanding of what your brand is about and what you’re looking for. Being clear about your values allows you to align yourself with a business that shares similar goals. Don’t assume that you know what the other company’s values are. Take the time to articulate your common vision and make sure that you’re on the same page.

DO YOU HAVE ENOUGH TIME TO INVEST IN THIS COLLABORATION?

Getting involved with another business can feel a lot like having multiple hands in the same pot. It can result in high management costs, slow certain processes, and, in some cases, the loss of strategic power if the business you partner with wants to have decision-making power. A successful collaboration starts with having a good strategy. If you have a bad strategy, you’ll find it easier to succumb to the pressures of day-do-day operational firefighting and distractions. Be clear on your goals and how much time you are willing to invest.

IS THERE A PERFECT PARTNER IN YOUR OWN INDUSTRY?

Sometimes the perfect alliance exists right next door. For example, say a French restaurant has a connecting swinging door next to a pub and every time the door opens, it would allow in the boisterous cheer of the next-door pub. The door was opening because the kitchen of the French restaurant would be supplying the pub with its burgers and the fish & chips.

Though the restaurant and the pub could be considered competitors (since both are in the food industry), they each offered different experiences and target audiences, making for a perfect and convenient collaborative opportunity.

It is very important to remember that before jumping into a contract for collaboration, see if you can test the waters by working on a small event or project together. A test project will allow you to evaluate each other’s strengths, weaknesses, and working styles before getting into a more serious commitment.

To Successful Collaborations!

Steps toward Engaged Employees

Steps toward Engaged Employees

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Today more than ever, organizations rely on the energy, commitment and engagement of their workforce in order to survive and thrive in the twenty-first century. Only 15% of employees worldwide are engaged in their jobs – meaning that they are emotionally invested in committing their time, talent and energy in adding value to their team and advancing the organization’s initiatives.

Employee disengagement costs the United States upwards of $550 billion a year in lost productivity. So, one could see why this is both a serious problem that most leaders and managers face with today’s workforce and also an amazing opportunity for companies that learn to master the art of engagement.

It is a common understanding of a vast majority of leaders that the employees are a company’s most important asset. But in reality, that is only true when the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or actively working against the organization.

The current business environment, and the world in general, is moving faster than it ever has before. 

Organizations across the globe are faced with more change than most can handle — in order to compete and dominate their segment they are required to grow faster often giving them less time to focus on managing all of their financial goals. They are forced to grow quickly with fewer resource - to do more with less. Leaders have to learn to excel in managing themselves, their teams and meeting organizational goals simultaneously.

The Leader’s Role in Engagement

Leaders improve engagement by defining and communicating a powerful vision for the organization. They hire and develop managers that are emotionally invested in the organization’s mission and vision and give them the resources to build great teams with the right people in the right roles. They empower.

Decisive steps to take for improving employee engagement & hone strategic action-takers in one’s organization:

Put everyone in the right role - Get the right people on the bus and make sure they are in the right roles. All talent acquisition and retention strategies have to be aligned with meeting company goals

Give Them the Training - No manager or leader can expect to build a culture of trust and accountability —and much less improve engagement — without setting the team up for success. Proper training removes future obstacles

Task Meaningful Work - Engaged employees are doing meaningful work and have a clear understanding of how they contribute to the company’s mission, purpose and strategic objectives. If you don’t sort those details out quickly, they will leave. Again, this is why they first have to be placed in the right role.

Check in Often - The days of simply relying on mid-year reviews for providing feedback are long gone. Today’s workforce craves regular feedback — which of course leads to faster course correction and reduces waste

Again, these principles are not complex, but must be prioritized. Companies that get this right will drive greater financial returns, surpass their competitors and easily climb to the top of “the best places to work” lists

Until next time - Visit us at 

https://www.theoneyearbreakthrough.com/ 

The Network Mantra

The Opposite of Networking is NOT Working

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Becoming adept at networking takes time and effort. It requires that you do your homework and step out of your comfort zone--and many of us, even experienced executives, still have a hard time doing it well. As a business coach, I often remind people of the importance of networking. It's definitely worth the time and effort. But what if you're out there doing your best and it's still not working well for you? You could be making one of these five common networking mistakes.

1. Calling it in.

At its best, networking is done face to face. In an age when technology allows us to do nearly everything online, we need to remember that there's no substitute for getting out there and introducing yourself to someone in person. When you meet people, you get a better read on who they really are. Even if you feel you won't be good at social networking events, challenge yourself to get out there. Even if you talk to only one or two people, try to find common ground. However awkward you feel at first, with practice you'll soon become much more at ease.

2. Treating networking as a one-way street.

People may be connecting with you because they're genuinely interested in your ideas, but they're also there because they want you to listen to what they have to say. So, do not hog the conversation. Networking is about building mutual relationships, and there's no room for one-sided domination. Meet someone, get to know them, and let them learn to trust you and like you. That's what networking is all about.  

3. Taking before you give.

It's tempting to think of networking as a chance to make a pitch: "I'll find five people in the room and tell them what I need, and then I'll get it." But networking is built on give-and-take, and give always comes first. Start by taking note of who you'd like to meet. Then do some research if necessary and think of ways you can support and help them. Work on developing a relationship. When you do, you position yourself among successful people whose influence can help you go far. Build a reputation for being helpful in your network, and people will be keen to help you in turn. Answer when people ask for help, then go further to discover what they need and provide it proactively.

4. Focusing on quantity over quality.

Too many people treat networking as a numbers game, collecting contact information without getting to know anyone. This is a mistake I see over and over again. People act as if there's a prize for the one who collects the most cards or connections. But the real prize goes to the person who's able to make the most genuine connection, engage in the most relevant conversations, and create a memorable impression.

5. Failing to follow up.

This is the biggest and most common mistake of all. You go to an event and make some great connections, but you let them fade away without acting on them. Following up is the key to networking; without it, attending events and fostering connections is a waste of time. Create a specific plan for following up and do your part to steer promising new relationships toward mutually beneficial territory. Failing to follow up means a missed opportunity to develop a potentially meaningful and profitable connection.

Done right, networking is about building relationships and connecting. It should always be about giving before you receive and learning before you speak

The More Eliminator

Productivity directly related to Precise Focus

The More Eliminator

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The key identifier of highly productive people is an absolute focus on activities that produce results, and then doing as many of those things (and only those things) as possible at any given time.

Entrepreneurs and sales people only get paid when their efforts produce revenue, not how busy they are, how many meetings they attend, how many emails they read, etc. 

Every activity has to contribute to a client paying for the product or service, or support closing a deal in a direct way. For them, the day doesn’t begin or end at a specific time, it ends when they have all their goals achieved for the day. There’s always one more call to make, or something else to be done. 

That is why they get so frustrated when other people waste their time - in their head they could be making money instead of whatever is in front of them. Everything is weighed as an opportunity cost. Time literally is money.

To get a sense of this, imagine if your current job only paid you if the activity you’re working on produced a tangible, measurable result: Not partial work, lines of code or pages written, emails sent, or “progress”, but actual finished product that is purchased by a customer - without a limit on how much money you could make. The flip side is that if you don’t hit a minimum threshold you’re fired. (If you are an entrepreneur, it means closing your business.) Nothing focuses your attention like having that type of pressure hanging over your head day in and day out.

We all get the same 1,440 minutes in a day. Once that minute is up, it is gone forever. There are some things you can multitask, but in general if you spend time doing one thing, you can’t work on something else. This is known as an opportunity cost. To be highly productive, you have to focus on the tasks that offer largest return on your time.

The question that highly productive people need to constantly ask themselves is:

“Is this the best use of my time right now?”

The most valuable opportunities are typically the ones you choose to do proactively, rather than reactive firefighting. In sales and entrepreneurship you have to be out ahead of the opportunities, anticipating your customers’ needs, generating demand by educating your customer, and most importantly you have to always be ahead of your competitors.

This splits the workday into tasks that can only be completed during normal business hours (like meeting with people face to face), and tasks that can be completed during off hours (administrative tasks, prep work, research, reports, contracts, etc.,) 

From 9am to 6pm, the goal should be to be face to face with as many customers, partners, suppliers, investors, industry insiders, and employees as possible, focusing on tasks that generate revenue or support activities that will generate future revenue.

Of course, all sorts of unplanned requests and tasks turn up all day. 

These are usually distractions and productivity killers, and productive people learn to quickly triage these. In general, the evaluation process looks like this:

·         Does this need to be done at all ?: You will never run out of things to do (especially as an entrepreneur), so what you say no to is just as important as what you choose to work on.

·         Am I the only person who can do this task?: Entrepreneurs often have a hard time delegating and want to do everything themselves, which just makes things worse for them. If you can effectively delegate a task, automated it, or outsource it, then move it off your plate.

·         How important or urgent is the task?: This determines priorities. Some “urgent” items are not that important, and some important items are not urgent. Ask yourself: Do you need to do it now, or can you work on it later? How long does the task take? Does it take 1 minute to complete? Does it have to be done during your valuable business hours (meaning it involves collaborating with other people in your time zone)?

This process will seriously cut the time wasters out of your day, and push the less important but still necessary items to “off hours”. Plan ahead and achieve highly successful results for your business.

The Resilience Developer

Build Resilience to Gain Engaged Employees

The Resilience Developer

Hello & Welcome!

It’s no secret that workplaces are dealing with what Gallup calls a ‘worldwide employee engagement crisis,' with four of every six employees on the payroll just collecting a check or worse, actively sabotaging the organization. To combat this, the conventional wisdom was to create a company culture around employee satisfaction by offering perks and benefits like child care, gym memberships, robust retirement plans, health insurance and holiday bonuses.

It turns out, those things didn’t produce engaged employees. Worse, in some ways, they encouraged the disengaged to stay on the payroll by adding what some workplace experts refer to as golden handcuffs.

As a Business Breakthrough Coach, I have developed more than 100 systems to solve many frustrations that entrepreneurs may have. Over the years, I have learned coping mechanisms that enable me to not only develop inherent skills and tools to discover and build a vision for businesses but also be in command of my professional abilities and transform lives for them to thrive successfully. 

The next evolution of chasing employee satisfaction in the hopes of increasing the ranks of the engaged was to offer flex-time and telecommuting. This strategy served only to give more opportunity to the disengaged to slack off because it reduced oversight, created silos and hampered cross-collaboration. Instead, the only real way to increase engagement is to build a culture not around perks and happiness, but around resilience.

Handling what comes.

Resilience is the ability to take complete control of your thoughts, feelings, attitudes, and actions, especially under pressure. Resilience is the skill to handle anything your life, and your job, throws your way. Resilience operates from a foundation of love and abundance, not fear and scarcity. Resilience turns negative stress into rocket fuel. Having it is the difference between being detached from your work or being engaged.

To date, the practice of management has been to treat the symptoms of defeatism and disengagement by applying Band-Aids to bullet holes. Trying to make your employees happier isn’t going to move the engagement needle. Happiness is fleeting for most people. Instead, we should be treating the root causes of disengagement by providing our employees with the mental and emotional tools to control their thoughts, feelings, attitudes and emotions, AKA resilience. 

First, understand how your employees’ brains work.

In the last decade or so, through cognitive and behavioral neuroscience, we have learned that the brain takes in approximately 11 million bits of information per second about what you see, what you feel, what you hear, etc. However, only a tiny fraction of those bits (about 126) go to the conscious mind to influence action. The key question is, how do people pick the 126 bits that get sent to the conscious mind?

Studies show that what we think, what we feel, our opinions, and our attitudes become the filter that chooses the 126 bits. We discard 99.99 percent of the information our brain detects and pick only the information that confirms our feelings, opinions and attitudes.

For example, if you think today is going to be an awesome day, your brain will go to work and find the exact 126 bits of information per second that prove your genius self to be correct. However, if you think today is going to be an awful day, your brain will go to work and find the exact 126 bits of information that prove your genius self to be correct. In psychology, it’s called confirmation bias.

Therefore, science tells us that a person who believes they can do something can do it and the person who believes that it’s impossible cannot. This defeatism and disengagement become a downward spiral that can spread throughout your organization, if you let it.

Clarify work expectations.

Miscommunication is a leading contributor to disengagement. Gallup data reveals that only 13 percent of employees strongly agree that leadership communicates effectively. No wonder workers are disengaged!

Leaders must first clarify their own thoughts and expectations about a task or project before they can expect their employees to. Strive to be more direct when giving assignments because the odds here indicate that you too have a communications issue that’s contributing to disengagement.

Promote positive coworker relationships.

Take a top-down approach to facilitating better co-worker relationships. Starting with the CEO and executive level. A full 62 percent of executives and managers alike are disengaged. No wonder the rest of the employees are! Become a good model for what workplace engagement, clarity of thought, enthusiasm, thriving mindset and communication should look like in leadership. Then, retrain the other levels of your staff.

Each of us, employee, manager, executive and CEO alike, all bear responsibility for our own resilience and engagement. The magic happens when we fully engage with ourselves and then persuade, influence and guide everyone in the organization, regardless of position or pay grade, to recreate that within themselves.

The Daily Me Enhancer

The 6 High Performance Habits that Make People Extraordinary

The Daily Me Enhancer

Hello & Welcome!

When we look at highly successful people, we often fall into the trap of thinking that they possess superior talent, intelligence or resources that we don’t have access to.

After a decade of researching and interviewing high performers, it had been discovered that all successful people share six common, consistent habits regardless of their area of expertise.

As a Business Breakthrough Coach, I have developed more than 100 systems to solve many frustrations that entrepreneurs may have. Over the years, I have learned coping mechanisms that enable me to not only develop inherent skills and tools to discover and build a vision for businesses but also be in command of my professional abilities and transform lives for them to thrive successfully. 

The Daily Me Enhancer is just such a valuable tool. It is our actions and habits that help us move forward in our lives. Once we have the clarity about what is truly important in our lives, we can overcome impasses by implementing these six habits that other successful people have used to achieve their goals and remaining engaged in the success and continued growth of one’s business/company. It is these habits that ultimately differentiate them from others.

The following are the six best habits that all of us can emulate to help us reach the next stage of growth in our lives

v Seek clarity. We need to figure out who we want to be, how we want to interact with others, what we want and what will bring us the most meaning in our lives. Every time we begin a new project we should ask ourselves: What kind of person do I want to be while I’m doing this? How should I treat others? What are my intentions and objectives? What can I focus on that will bring me a sense of connection and fulfillment? High performers continue asking themselves these questions every day; they develop a consistent routine of self-monitoring to make sure that their goals are always clear to them.

v Generate energy. To perform at a higher-level day after day we need to take care of our mental stamina (through frequent and intentional breaks), physical energy (through diet and exercise) and positive emotions (through controlling our thoughts). High performers know that they need to consciously generate energy so that they can maintain focus, effort and well-being. They know that they need to take care of themselves to stay on their A game.

v Raise necessity. We need to find and access the reasons why we absolutely must perform well. This necessity should be based on a mix of our internal standards (i.e. our identities, beliefs, values and expectations for excellence) and external demands. (i.e. social obligations, competition, public commitments, deadlines). We need to know our why and nurture the drive to transform our goals into absolute necessities.

v Increase productivity. We need to focus on prolific quality output in the area where we want to have the most impact. To do this, high performers minimize distractions and say no to opportunities that don’t help their quality output in their specific area of expertise.

v Develop influence. Success is rarely achieved in isolation; we need to develop influence with those around us. It’s crucial to have others around us that believe in and support our ambitions. High performers intentionally develop positive support networks because they know their achievements would be limited without the help of others.

Demonstrate courage. We need to stand up for ourselves and others even when we are faced with fear, change, doubt and threat. 
High performers consistently express their ideas and act every day. Ultimately, courage is not one bold action; it is a trait that we can choose to develop and use daily

The Self Discovery

Ignite Your Inspiration and Make Work Exciting Again

Hello & Welcome!

They move slowly, shuffling feet, moaning, groaning, seeking to drain the life out of those around them.

Is that the dreaded Monday morning blues you notice after you walk into your office?

Or is that your teenager just getting up on Saturday morning?

Neither. That's just the 70 percent of employees who are disengaged (according to Gallup polls) & meandering around your workplace.

Here's the thing. You can't just build a wall to keep them out--they're already inside, and leaders everywhere need to bring them back to the land of living, enthusiastic & interested contributors to the company. Many companies realize the crisis and engage in several employee engagement tactics, but recent research helps illuminate why the efforts aren't working.

As a Business Breakthrough Coach, I have developed more than 100 systems to solve many frustrations that entrepreneurs may have. Over the years, I have learned coping mechanisms that enable me to not only develop inherent skills to discover and build a vision for businesses but also to be in command of my professional abilities and Thrive. 

These are basic tenets to developing and broaden one’s vision for a successful and growth-oriented business with The Self Discovery system aiding your vision to be fulfilled with employees being genuinely invested and passionately engaged in the success and continued growth of your business/company. 

In the case of revitalizing employee engagement, "good try" isn't good enough.

Here then are the pitfalls to be mindful about:

v Don't just issue a survey, tell managers to get better, and then forget about it until next year.

This is all too common. Surveys are issued with the best intent. But then one of six terrible things happen when the surveys are complete and the data collected. Survey results are never broadly shared (or worse yet are selectively shared to protect leaders’ self-interest), never explained, never acted on, ignored altogether, or simply thrown in the lap of leaders to "fix it" with no clear plan, guidance, or resources to do so. It is critical to put as much time into designing the tools and education for managers to act on the survey results as it is to design an insight-yielding survey to begin with.

v Be more selective about people put in management positions.

Most people become managers either because they were top individual performers or because they've been around the company a long time. Neither of those two things has ever shown a strong relationship to being a good manager. Companies choose candidates with the right talent for the job only 18 percent of the time.

It's critical to not just default to the "next in line" to fill a leadership position but to find the absolute best candidate for a role that has the attributes and characteristics required to yield an engaged organization (and peak performance along with it).

For example, engagement would be more likely to flourish if a leadership role were staffed with someone authentic, who truly cares about his/her organization, who prioritizes learning and growth opportunities, and is adept at planting seeds of growth in employees versus seeds of doubt (with insensitive or callous words and actions). These are all characteristics critical for creating a fully engaged organization. Stories abound of crucible roles that were filled with "organization killers"--and then the powers that be sit around and wonder why engagement levels are so astonishingly low. Fill that role very thoughtfully.

Quite simply, in most organizations still struggling with employee engagement, a "transfer of power" never took place.

Decision making still rests at the top of a slow moving, bureaucratic pyramid. Empowerment never takes place or does so artificially, at best. Employees are given no more trust and autonomy than before the engagement effort began.

This is poison.

Autonomy must become a mandatory for all leaders to grant, with performance evaluations looking at whether the leader's organization has been effectively decentralized. Engagement, and the energy & fulfillment that flows from it, has zero chance to blossom in a disempowering environment. Thus, accountability for autonomy is crucial.

So, if your company has been engaging in employee engagement efforts, you get partial credit.

Now, it is time to learn from mistakes and transform another dreadful & dreary Monday to a valued & fruitful work day and week too!

Looking forward to seeing you in our next blog.

Be Unique & Successful!  Please Visit: 

    www.TheOneYearBreakthrough.Com