Archive | November, 2011
The flowers in this photo were sent to me by a friend as a "thank you" for a favor. They were a wonderful, thoughtful gesture. Appreciation can take the form of spoken words, written notes, or the occasional special gift. Gratitude -- when it is genuine -- can have a real impact on employees. It's also an untapped resource in some organizations, largely due to bosses who have a miserly approach to saying "thanks." That's why I wrote a recent "What Great Bosses Know" column for Poynter.org, entitled "A Paycheck is Not a 'Thank You'" and I hope you take a look at it. It just might change your approach to recognizing your employees and not falling into the trap of thinking that a paycheck is thanks enough. Appreciation is one of the many forms of feedback I explore in "WORK HAPPY: WHAT GREAT BOSSES KNOW." It's the focus of the chapter on performance management and how great bosses tie feedback to motivation and performance. The book comes out June 5, 2012, but is already available for preorder on Amazon.com, BarnesandNoble.com and a host of other locations which are listed on the website of the publisher, Hachette Book Group.
Pretty exciting. This week the galley proof of 'WORK HAPPY: WHAT GREAT BOSSES KNOW" arrived on my desk. My task, of course, is to read through every page to make certain it is ready for publication. The release date is June 5, 2012. It's been a thrill to see it already posted for pre-order on both Amazon.com and Barnes and Noble's website as well. (If you see it elsewhere, please let me know!) I'll spend careful time going over each page, and I'm certain that like most writers, I'll keep thinking it could be better! My goal is to make this workshop-in-a-book the most practical guide for managers who truly want to help others do their best work. I've had terrific feedback on the cover art for the book from folks who've read my columns over the years. They think it captures the spirit of my teaching. So, a special thanks to the design minds at the Hachette Book Group.
Many, if not most, of the managers I work with today are dealing with downsized organizations. For that, I give them great credit, because the aftermath of downsizing, especially the immediate aftermath, makes everything they do that much more difficult. It takes additional skill to guide people through the negative environment created by layoffs and resource cuts. Too often, leaders at the top of organizations simply want people to "get over it" and go about their business as usual. Managers on the front lines know things don't fall into place that easily. What do front line managers need to know and do? I share information and advice in this column on Poynter.org: What Great Bosses Know about How to Manage Downsizing's Aftermath. The essential skills I talk about in the column are all part of the in-depth advice in my upcoming book, WORK HAPPY: WHAT GREAT BOSSES KNOW. It will be released in June of 2012. In the meantime, feel free to follow my columns on Poynter.org or my free podcasts on iTunes U. I also post links to useful stories, advice and research for managers on Twitter. @jillgeisler