Thank you as a motivator

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I especially liked the last paragraph that demonstrates the problem in various languages pointing to its universality. Some of the managers will deliberately skip the thank you part because they are afraid that it’s committing them losing their flexibility to say the opposite next time they are not so happy with the employee. Other times the manager is afraid of being forced in a position to have to give monetary rewards. However, I fully agree with the article that a thank you for a well-done job is an inexpensive motivator very much expected by the modern workforce. Besides, managers should take notice that by not saying thank you is like ignoring their people and they won’t like it if their people in their turn come to ignore them. 

 

Culture Its value as engagement and strategy tool

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Caroline, I am glad that you wrote this post emphasizing the importance of culture. If you see employees fully engaged in their work, it suggests that the culture is right for the company’s people. However, this is not enough, and it’s the job of the leaders and managers to see that the culture also aligns with the chosen strategy. So for success, employees’ behavior should align with the company’s culture and the latter should align with the company’s strategy.

 

Employee engagement

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I like the statement that employee engagement is a direct reflection of how employees feel about their relationship with their boss. It would for a leader be challenging to create a meaningful one to one relationship with his/her people but no doubt very rewarding.

 

Mission statement Its value as a functional and strategic tool

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Edward an excellent article. The purpose of a mission statement is both functional and strategic. Its functional part helps to align the organization and engage the employees whereas its second part, the strategic, serves the company’s strategic planning and decision-making. Thus, a successful mission statement will at the same time serve both short term and long term goals; The former with its first part and the latter with its second. This ambidexterity is what the organization is after.

 

Employee engagement

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An essential engagement tool would be “Ownership” that is persuading employees that they must behave as if the company they work for, was their own.

 

Passion is necessary to gain mastery

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Mary, your argument is right. On the other hand, it must be said that it is much easier to develop mastery if you have a passion for what you are doing and much harder for things that you don’t like and don’t inspire your enthusiasm

 

 

Competitive advantage and Compassion

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Thanks for the update. I like the three words that serve as a framework for competitive advantage: Purpose, Talent and Compassion. Compassion makes the other two meaningful.

 

Cross-cultural communications

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Yael, I agree. When considering cross-cultural communications we pay too much attention to the forms while what comes out as necessary for all sides is the genuineness of the parties, the feelings they convey to each other by the unspoken word.

 

 

Leadership and ambidexterity

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Jim a valid and nicely expressed point. Duality can cover “ambidexterity” a leader’s ability to think short term and long term as well as “ambifocal capability” to see near and far all at the same time.

 

Leadership – What Leaders missed doing is more important

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Management Consulting – Business Solutions International

Leaders must be judged not only by what they do but also by what they missed doing, and often enough the latter is much more important than the former.

Customer experience

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You may have an excellent customer service but a bad customer experience. What counts is the Customer experience. Read to learn more in Ian Williams’ well-articulated interview.
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