This post is the seventh in a series devoted to creating an inspired workforce. I will share additional posts over the coming weeks to support leaders, managers, and supervisors in this effort. In summary, the first six steps are to 1.) discover the total job role, which consists of both
Q. Steve, in your latest blog post, you asked: “Do you have any employees who perform incomplete work or avoid undesirable work entirely? If so, consider ways to reframe the employee’s job assignments as contributions to a higher purpose.” Can you provide an example? A. Sure. Let’s say you manage
Yesterday, while channel surfing for a college football game, I stumbled upon the reality show Undercover Boss. The episode featured Popeyes Louisiana Kitchen’s Chief Talent Officer, Lynne Zappone, going undercover at several Popeyes locations. At one restaurant, viewers meet a Popeyes maintenance employee named Doug who’s responsible for the location’s
When it comes to serving customers, most companies are more concerned with posture than performance. Posture is based on what companies say they do—a stated claim or promise. Performance is based on what companies actually do—fulfillment or disregard of that claim or promise. Would you rather do business with a
When it comes to serving customers, most companies are concerned more with posture than performance. Posture is based on what companies say they do, their public image. Performance is based on what companies actually do, their results. Would you rather do business with a company that projects exceptional customer service
If you studied management anywhere along your journey, then you may recall the seminal Harvard Business Review article by Sterling Livingston titled Pygmalion in Management. Essentially, the article dealt with the self-fulfilling prophecy (or Pygmalion effect from Greek mythology) in management—a supervisor’s expectation of a subordinate’s performance that directly or
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