Laughter is healthy. Healthy people laugh. Do it at work. As much as you can get away with. And if you don't have the type of people who naturally laugh together while working, that doesn't necessarily mean something is seriously wrong (a pun there, sorry).
Use props to generate some smiles and laughter at the right moments. I like to use quotes from dysfunctional philosophers such as Douglas Adams (Hitchhiker's Guide to the Galaxy, Restaurant at the End of the Universe, So Long, And Thanks for All the Fish), Scott Adams (Dilbert), Larry Kersten (Despair, Inc.) or Jack Handey (Deep Thoughts, Deeper Thoughts, and Deepest Thoughts).
About Interviewing Skills: "When you go for a job interview, I think a good thing to ask is if they ever press charges." Jack Handey
About Facilitating Q&A Sessions: "If there are no stupid questions, then what kind of questions do stupid people ask? Do they get smart just in time to ask questions?" Scott Adams
About Openness and Problem-Solving: "Frankly, I'm suspicious of anyone who has a strong opinion on a complicated issue." Scott Adams
About Punctuality: "I love deadlines. I like the whooshing sound they make as they fly by." Douglas Adams
About Myopic Thinking: "It is a mistake to think you can solve any major problems just with potatoes." Douglas Adams
About Risk-Taking: "Nothing travels faster than the speed of light with the possible exception of bad news, which obeys its own special laws." Douglas Adams
Political Commentary: "Anyone who is capable of getting themselves made President should on no account be allowed to do the job." Douglas Adams
About Inclusion: "I hope if dogs ever take over the world, and they chooose a king, they don't just go by size, because I bet there are some Chihuahuas with some good ideas." Jack Handey
"Incompetence - When you earnestly believe you can compensate for a lack of skill by doubling your efforts, there's no end to what you can't do." Larry Kersten
"Procrastination: Hard work often pays off after time, but laziness pays off now." Larry Kersten
Enjoy.... And smile a little! Now.
Or now.
Wednesday, February 6, 2008
Friday, February 1, 2008
In Progress: Attract, Engage and Retain Top Talent
I am working on a book with Donna de St. Aubin entitled Attract, Engage and Retain Top Talent: 50 Plus One Strategies Used by the Best (Author House Books). The whole idea of the book is to provide reasonable, practical concepts and ideas for leaders in small or large organizations to enhance their ability to create a workforce of engaged people who stay and contribute to the organization's success, and are happy to do so.
Click here to BUY NOW
Below are two excerpts (draft form) from Chapter 25 - Act with Virtue.
Most of us try hard to follow the advice from our youth to play nice and get along with others. But many leaders might wonder whether there really is business value in investing time and resources to build a nice organization where good values are woven into the fabric of work life. The point of view of this chapter is that positive business outcomes occur when an organization lives by its values; when employees are proud of the inherent and visible goodness of their organization.
Virtues are the best of the human condition; the most ennobling behavior and outcomes, the highest aspirations of human beings. Plato and Aristotle described virtuousness as the desires and actions that produce personal and social good. (Pg. 48 of Positive Organizational Scholarship.) In the chapter on Virtues and Organizations from the book entitled Positive Organizational Scholarship (edited by Cameron, Dutton, and Quinn), Park and Peterson state that “organizational-level virtues are characteristics of organizations that contribute to the fulfillment of its members.”
...And later... To summarize all of this; demonstrations of virtue by organizational leaders serve as a source of identity and pride for employees. Virtuous actions create an upward spiral of positive emotions, having an amplifying effect and creating positive social capital. Positive emotions and social capital are the currency that creates great performance through collaboration, healthy colleague and customer relationships, and desire to contribute; even beyond what is expected. A solid foundation of virtuousness can buffer an organization from the negative impact of trauma from events such as downsizing or other high-impact organizational changes.
Click here to BUY NOW
Below are two excerpts (draft form) from Chapter 25 - Act with Virtue.
Most of us try hard to follow the advice from our youth to play nice and get along with others. But many leaders might wonder whether there really is business value in investing time and resources to build a nice organization where good values are woven into the fabric of work life. The point of view of this chapter is that positive business outcomes occur when an organization lives by its values; when employees are proud of the inherent and visible goodness of their organization.
Virtues are the best of the human condition; the most ennobling behavior and outcomes, the highest aspirations of human beings. Plato and Aristotle described virtuousness as the desires and actions that produce personal and social good. (Pg. 48 of Positive Organizational Scholarship.) In the chapter on Virtues and Organizations from the book entitled Positive Organizational Scholarship (edited by Cameron, Dutton, and Quinn), Park and Peterson state that “organizational-level virtues are characteristics of organizations that contribute to the fulfillment of its members.”
...And later... To summarize all of this; demonstrations of virtue by organizational leaders serve as a source of identity and pride for employees. Virtuous actions create an upward spiral of positive emotions, having an amplifying effect and creating positive social capital. Positive emotions and social capital are the currency that creates great performance through collaboration, healthy colleague and customer relationships, and desire to contribute; even beyond what is expected. A solid foundation of virtuousness can buffer an organization from the negative impact of trauma from events such as downsizing or other high-impact organizational changes.
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