Saturday
How to Know an Adult Has Attention Deficit Disorder (ADD)
Racing thoughts that affect one's lifestyle, substance abuse and other addicitions, criminal activity and more, these are just some of the things that adults with Adult Attention Deficit Disorder face. If you or someone you know feel like certain behaviors are affecting your work performance, learn more and seek the assistance you need.
Dr. Edward Hallowell on adult Attention Deficit Disorder
Dr. Edward Hallowell on adult Attention Deficit Disorder
Friday
How to Avoid Worker Favoritism
It comes without notice that warm feeling inside when you see someone familiar. You enjoy conversations with your worker or co-worker, you love the fact that you have so much in common, but there is just one thing wrong, everyone else in the office knows you like your "favorite" worker too!
Leaders in organizations and companies must conduct themselves professional at all times. There must not be any inkling that you find someone attractive/sexy/handsome/smarter--far better than the rest--if you hope to build a successful organization.
Workers pay attention to their surroundings and even if they don't act envious, behave in unprofessional ways, or appear nonchalant about worker favoritism, doesn't mean they are not thinking--wondering what might come of the business or worse one's position.
A leader can avoid misrepresenting one's self as "playing favorites" if he or she keeps in mind the following:
1. Workers are not and should not be buddies, best of friends etc. There is a fine line between being friends and having an employee relationship. What happens when one is hurt over a criticism, chooses to promote someone who isn't a friend, or dismisses a best buddy from a project/office/job etc.?
2. Limit closed door meetings. How many times does your office door close when you meet with certain individuals to discuss personal plans/goals/thoughts? It is safe to assume that you just might have a favorite or two and it is also safe to assume that it is only a matter of time that good times won't last for long inside or outside your office door.
3. Think before you plan celebratory events. Will all employees get the same treatment or only those you like or have a personal connection? For instance, is the favored employee's baby shower more important than everyone else in the department who is having a baby? If you can't afford it, don't plan it!
4. Watch how you react to not-so favorite employee issues. Are you ears often open to a certain employee with concerns, but closed when it comes to others?
5. Doing way more than you should for a few? Are you doing things like: giving favorite workers rides home, buying expensive gifts, allowing them to take days off anytime they want while inconveniencing other staff, ignoring bad habits and mistakes, and doing other things that cause problems with operations and employee relationships?
These thoughts and more are worth considering. Be sure you are not playing favorites between employees because of the following: age, familiarity, appearance i.e.) body weight, skin tone, hue of eyes or texture of hair, personal opinion, family ties, fraternal associations, voice accent, his or her personal connections, or others' influence.
If you must share personal details of your life, meet away from the office. If you or someone you know has a personal agenda to hire, fire, promote, or demote select individuals, avoid doing things like: share this sort of information with favorites (who might not want to be favorites), lie or cover up the truth about those who you don't like, or rely on others (typically favorites) to do your dirty work.
Nicholl McGuire, author of Know Your Enemy: The Christian's Critic
How to Avoid Worker Favoritism
Leaders in organizations and companies must conduct themselves professional at all times. There must not be any inkling that you find someone attractive/sexy/handsome/smarter--far better than the rest--if you hope to build a successful organization.
Workers pay attention to their surroundings and even if they don't act envious, behave in unprofessional ways, or appear nonchalant about worker favoritism, doesn't mean they are not thinking--wondering what might come of the business or worse one's position.
A leader can avoid misrepresenting one's self as "playing favorites" if he or she keeps in mind the following:
1. Workers are not and should not be buddies, best of friends etc. There is a fine line between being friends and having an employee relationship. What happens when one is hurt over a criticism, chooses to promote someone who isn't a friend, or dismisses a best buddy from a project/office/job etc.?
2. Limit closed door meetings. How many times does your office door close when you meet with certain individuals to discuss personal plans/goals/thoughts? It is safe to assume that you just might have a favorite or two and it is also safe to assume that it is only a matter of time that good times won't last for long inside or outside your office door.
3. Think before you plan celebratory events. Will all employees get the same treatment or only those you like or have a personal connection? For instance, is the favored employee's baby shower more important than everyone else in the department who is having a baby? If you can't afford it, don't plan it!
4. Watch how you react to not-so favorite employee issues. Are you ears often open to a certain employee with concerns, but closed when it comes to others?
5. Doing way more than you should for a few? Are you doing things like: giving favorite workers rides home, buying expensive gifts, allowing them to take days off anytime they want while inconveniencing other staff, ignoring bad habits and mistakes, and doing other things that cause problems with operations and employee relationships?
These thoughts and more are worth considering. Be sure you are not playing favorites between employees because of the following: age, familiarity, appearance i.e.) body weight, skin tone, hue of eyes or texture of hair, personal opinion, family ties, fraternal associations, voice accent, his or her personal connections, or others' influence.
If you must share personal details of your life, meet away from the office. If you or someone you know has a personal agenda to hire, fire, promote, or demote select individuals, avoid doing things like: share this sort of information with favorites (who might not want to be favorites), lie or cover up the truth about those who you don't like, or rely on others (typically favorites) to do your dirty work.
Nicholl McGuire, author of Know Your Enemy: The Christian's Critic
How to Avoid Worker Favoritism
Sunday
Prideful Leadership Won't Make Employees Do Any Better
Mr. Leader feels the need to remind his people who is in charge, to boast about what he can do for his employees, "If only they would..." He lists his past accomplishments and degrees as if they will help build his credibility with the team. Mr. Leader dresses well, walks with a strut, talks firmly, and doesn't hide who he favors and who he doesn't. He dangles the power of his pen like a carrot in front of a rabbit while hoping that his employees will march to the beat of his drum.
The observant ones, those that have been around for a long time--longer than Mr. Leader has held his position, don't budge. They have seen his type before. An immature leader with a chip on his shoulder. He demands respect he has yet to earn. The veteran employees sit in his meetings and listen most of the time. They say few words. Mr. Leader is frustrated with them for he knows that they are wise, but they give up no ideas, no trade secrets, and aren't interested in doing any more than what is asked.
Mr. Leader has failed to win friends. Secretly, he doesn't like people much, he simply tolerates them. They have been nothing more than bridges that have helped him accomplish dreams over the years.
If there is any lesson to learn from Mr. Leader's mistakes is his power presence, power status, and power whatever else he uses to make his employees act in the way that he wants, are the very things that will cause his demise sooner or later. The most powerful individuals are those who look and act like one of the employees while humbly using their power to get things done--power isn't for show. One should never use a position of power like a weapon, put it away, it isn't the tool you pull out to attack an enemy. What else do you have in your arsenal? When the time is right to use power, you will know when Mr. Challenge presents itself.
Mr. Leader and Mr. Challenge rarely get along, because they are both arrogant. Mr. Challenge likes to question, rock the boat, change things, and make some feel uncomfortable usually for attention sake. Maybe Mr. Challenge has too much time on his hands or maybe not, but whatever the case, he has watched Mr. Leader exercise his power in offensive ways with other employees. Mr. Challenge enjoys ruffling his leader's feathers a bit usually in front of others. He knows how far to go and isn't the least bit concerned about things like: write ups, termination, cut bonuses, etc. because he is well-connected--he knows people that Mr. Leader doesn't know well.
Mr. Leader might have tried ridding himself of his trouble, but to no avail, the Challenge remains. When a leader has used his power in ways that others don't agree, it can be difficult to rally up support to do away with those who might need to be fired.
Dangling one's power will not change things, it won't make employees work better, and it definitely won't make challenges go away, rather prideful individuals will only cause more headaches. One must do away with pride/ego and focus on the tasks at hand. When employees know that leadership sincerely cares about them, they can and they will do better.
Nicholl McGuire
The observant ones, those that have been around for a long time--longer than Mr. Leader has held his position, don't budge. They have seen his type before. An immature leader with a chip on his shoulder. He demands respect he has yet to earn. The veteran employees sit in his meetings and listen most of the time. They say few words. Mr. Leader is frustrated with them for he knows that they are wise, but they give up no ideas, no trade secrets, and aren't interested in doing any more than what is asked.
Mr. Leader has failed to win friends. Secretly, he doesn't like people much, he simply tolerates them. They have been nothing more than bridges that have helped him accomplish dreams over the years.
If there is any lesson to learn from Mr. Leader's mistakes is his power presence, power status, and power whatever else he uses to make his employees act in the way that he wants, are the very things that will cause his demise sooner or later. The most powerful individuals are those who look and act like one of the employees while humbly using their power to get things done--power isn't for show. One should never use a position of power like a weapon, put it away, it isn't the tool you pull out to attack an enemy. What else do you have in your arsenal? When the time is right to use power, you will know when Mr. Challenge presents itself.
Mr. Leader and Mr. Challenge rarely get along, because they are both arrogant. Mr. Challenge likes to question, rock the boat, change things, and make some feel uncomfortable usually for attention sake. Maybe Mr. Challenge has too much time on his hands or maybe not, but whatever the case, he has watched Mr. Leader exercise his power in offensive ways with other employees. Mr. Challenge enjoys ruffling his leader's feathers a bit usually in front of others. He knows how far to go and isn't the least bit concerned about things like: write ups, termination, cut bonuses, etc. because he is well-connected--he knows people that Mr. Leader doesn't know well.
Mr. Leader might have tried ridding himself of his trouble, but to no avail, the Challenge remains. When a leader has used his power in ways that others don't agree, it can be difficult to rally up support to do away with those who might need to be fired.
Dangling one's power will not change things, it won't make employees work better, and it definitely won't make challenges go away, rather prideful individuals will only cause more headaches. One must do away with pride/ego and focus on the tasks at hand. When employees know that leadership sincerely cares about them, they can and they will do better.
Nicholl McGuire
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