The Power of Meeting Your Employees’ Needs

What we discovered is that people feel better and perform better and more sustainably when four basic needs are met: renewal (physical); value (emotional), focus (mental) and purpose (spiritual).

Is there any doubt that when we feel more energized, appreciated, focused and purposeful, we perform better? Think about it: The opportunity and encouragement to intermittently rest and renew our energy during the work day serves as an antidote to the increasing overload so many of us feel in a world of relentlessly rising demand. Feeling valued creates a deeper level of trust and security at work, which frees us to spend less energy seeking and defending our value, and more energy creating it. In a world in which our attention is increasingly under siege, better focus makes it possible get more work done, in less time, at a higher level of quality. And finally, a higher purpose – the sense that what we do matters and serves something larger than our immediate self-interest – is a uniquely powerful source of motivation.

What it does require is a willingness among leaders to test their longstanding assumption that that performance is best measured by the number of hours employees puts in – and the more continuous the better — rather than by the value they generate, however they choose to do their work.

http://blogs.hbr.org/2014/06/the-power-of-meeting-your-employees-needs/

Can Yucel'den...

Öyle sabah uyanır uyanmaz yataktan fırlama
Yarım saat erkene kurulsun saatin.
Kedi gibi gerin, ohh ne güzel yine uyandım diye sevin..
Pencereni aç, yağmur da olsa, fırtına da olsa nefes al derin derin...
Yüzüne su çarpma, adamakıllı yıka yüzünü serin serin...
Geceden hazır olsun, yarın ne giyeceğin.
Ona harcayacağın vakitte bir dilim ekmek kızart,
Çek kızarmış ekmek kokusunu içine,
Bak güzelim kahvaltının keyfine.
Ayakkabıların boyalı olsun, kokun mis,
Önce sana güzel gelsin aynadaki siluetin..
Çık evinden neşeyle, karşına ilk çıkana gülümse, aydınlık bir gün dile.
Sonra koş git işine, dünden, önceki günden,
Hatta daha da eskiden yarım ne kadar işin varsa hepsini tamamla,
Ohhh şöyle bir hafifle
Bir güzel kahve ısmarla kendine,
seni mutlu eden sesi duymak için "alo "de
Hiç işin olmasa da öğle üzeri dışarı çık
Yağmur varsa ıslan, güneş varsa ısın, hatta üşü hava soğuksa...
Yürü, yürürken sağa sola bak, öylesine değil, görerek bak
Çiçek görürsen kokla ,köpek görürsen okşa ,
Çocuk görürsen yanağından makas al.
Sonra,şöyle bir düşün, kimler sana yol açtı,
Sen çok dar da iken kimler seni ferahlattı,
Hani kapını kimsenin çalmadığı günlerde kimler kapını tıklattı?
Ne kadar uzun zamandır aramadın onları değil mi?
Hadi hemen uğrayabilirsen uğra, arayabilirsen ara
Hatırlarını sor, öyle laf olsun diye değil, kucaklar gibi sor..
Bu sadece onların değil, senin de yüreğini ısıtacak,
Yüzünde güller açtıracak.
Günün güzeldi değil mi? Akşamın da güzel olsun..
Yemeğin ne olursa olsun, masanda illaki kumaş örtü olsun..
Saklama tabakları, bardakları misafire
Sizden ala misafir mi var bu dünyada
Ailecek kurulun sofraya, öyle acele acele değil,
Vazife yapar gibi hiç değil,
Şöyle keyife keyif katar gibi, lezzete lezzet katar gibi,
Eksik bıraktıklarını tamamlar gibi tadına var akşamının..
Gece evinde, dostların olsun
Sohbetin yemeğin, kahkahan olsun..

Arkadaşım
hayat bu daha ne olsun?
Ama en önce ve illa ki sağlık olsun!
Can Yücel

Biraz film...United

All about; Manchester United...

• 1958 Munich Air Crash
• Robert "Bobby" Charlton
• Busby Babes

http://www.imdb.com/title/tt1777034/

About Bobby Charlton:
http://www.blazepictures.co.uk/2013/02/bobby-charlton-football-icon/

Restore Trust at Work with These 3 Words

We are allies. Three simple words. Yet when spoken by a manager to an employee, these may be three of the most powerful words possible.

Managers pretend that employees have a job for life. Employees pretend that they intend to work for their company for the rest of their careers. But deep down, both parties don’t believe their own words.

You can’t build a trusting relationship on a foundation of dishonesty and self-deception.

The answer is for managers and employees to treat each other as allies: Independent and autonomous players who voluntarily come together to work towards mutually agreed upon goals.

But, really, your journey as a manager will begin the next time you meet one-on-one with an employee and speak the three simple words that show that you’re committed to an open, honest approach: We are allies.

http://blogs.hbr.org/2014/07/restore-trust-at-work-with-these-3-words/

Why Good Managers Are So Rare

If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

• They motivate every single employee to take action and engage them with a compelling mission and vision.
• They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
• They create a culture of clear accountability.
• They build relationships that create trust, open dialogue, and full transparency.
• They make decisions that are based on productivity, not politics.

Gallup’s research reveals that about one in ten people possess all these necessary traits. While many people are endowed with some of them, few have the unique combination of talent needed to help a team achieve excellence in a way that significantly improves a company’s performance. These 10%, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity.
It’s important to note that another two in 10 exhibit some characteristics of basic managerial talent and can function at a high level if their company invests in coaching and developmental plans for them.

http://blogs.hbr.org/2014/03/why-good-managers-are-so-rare/

Biraz muzik...Selin Atasoy - Öğren Gel

5 Common Questions Leaders Should Never Ask

Questions can be great for engaging and motivating people , but they can just as easily be used to confront or blame, and can shift the mood from positive to negative. “We live in the world our questions create,” says David Cooperrider, a professor at Case Western Reserve University and a pioneer of “Appreciative Inquiry,” which holds that questions focusing on strengths and using positive language are far more useful to organizations than questions with a negative focus.

So what are some specific questions to avoid?

“What’s the problem?” if a company leader asks questions that are focused on problems and weaknesses, then the organization overall will tend to be fixated on that — rather than focusing on strengths and opportunities.

“Whose fault is it?” when leaders ask about fault, they’re often trying to shift blame away from themselves. A better approach would be to ask, How can we work together to shore up any weaknesses?

“Why don’t you do it this way?” it’s truly a leading question — a way of imposing your ways on others.

“Haven’t we tried this already?” Points out that this version of the question comes off as condescending and even defeatist.

In general, a leader should avoid questions “asked in a spirit of advocacy instead of inquiry,”

“Never ask a question if you don’t want an answer.”

http://blogs.hbr.org/2014/07/5-common-questions-leaders-should-never-ask/