No one moved their way to the top of their career without help, and no one will stay at the top without helping others.
Every employee will take a different path to advance in their industry, but workers who strive to help out their colleagues and others in their network stand to reap substantial professional benefits.
There are more benefits to helping others progress their careers than just feeling good about yourself--there are professional benefits as well. Here are three:
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The everyone-gets-a-trophy syndrome has officially gone too far. The millennial generation was raised on this incentive-killing practice because parents and educators determined it was “fair” that every kid be rewarded just for showing up. And now that attitude has made its way into corporate America in the form of bonuses for all, and it smells like something out of a locker room three days after a soccer game played in the mud.
According to a study by Towers Watson, nearly a quarter of employers surveyed admitted to paying bonuses even to employees who “fail to meet expectations.” To some, this is considered fair. Their argument might be that if you show up every day, you’re reliable, and therefore deserve to be rewarded. Truth is, not everyone can be a star, right? My question to all employers, executives and managers is, how long do you think it will take for the damage you’re causing by rewarding subpar performance to set in and destroy your business?
With the end of 2013 only a few weeks away, many business leaders are starting their annual compensation considerations and are working out the details about bonuses and raises. And many feel that they can’t give
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It’s common in today’s workforce for professionals to feel that they’re in the wrong job. With companies trying to make do with less people, employees are often put in situations where they are overqualified, under-qualified or even unqualified for their duties.
If you fall into any of these categories in your current job, it's probably time to have a conversation with your boss to find a more suitable position. But having this talk can be nerve wracking, so before you dive in and speak your mind, consider these seven ways to prepare:
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Frustrated by your employees? The problem may be you, not them.
Your employees are your business, and keeping them motivated has a direct result on your own bottom line. It's harder to do nowadays. More than 70 percent of employees recently surveyed claim to be disengaged at work.
But, as humans, we get fed up with the people working for us. We expect them to have the same drive and energy for our enterprise as we do, even though they don't own the business. And we may despair that we can't control them, “fix” them or at least mold them into something closer to what we want.
Don't despair. Often, it is the owner, not the worker, who is the biggest problem, and a few personal changes can go a long way toward improving staff morale and engagement – and keep you from getting so frustrated by the people you manage.
Consider the following four ideas.
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There’s one in every office: the annoying co-worker who is clearly the boss’s favorite but not because he or she is a the hardest worker in the office.
As annoying as these people can be, don’t be too quick to plot their demise. In fact, you can pick up some of their habits that will enhance your career and even propel you up the corporate ladder.
Lesson No. 1: Attitude is Everything. Even if your colleague’s attitude seems phony, offensive or downright annoying, he probably has a can-do approach and seems to take on every challenge and task with the attitude that nothing is too big to handle. Your attitude and how you approach your job responsibilities have a major impact on your career advancement.
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Whether you are a corporate executive with a major public-relations problem on your hands, an entrepreneur who made a wrong decision that is now affecting your reputation or a high-profile industry leader who has just been terminated by your employer, you are probably struggling to manage your crisis.
And you will be managing your crisis the wrong way if you don't first address yourself.
It's human nature to want to get at the heart of the work at hand, like managing your new message or fixing broken processes. But it is vital to do a bit of soul-searching to figure out how you got there and what’s necessary to change the way you manage and lead going forward.
Consider guiding yourself through the following three steps to allow you to avoid these kinds of crises in the future and be well prepared if one sneaks up again:
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