EMPLOYEES & Invest in Them to Enhance Their Productivity

Manage Your Energy, Not Your Time

by Tony Schwartz and Catherine McCarthy, Harvard Business Review, 10/07.

…To effectively reenergize their workforces, organizations need to shift their emphasis from getting more out of people to investing more in them, so they are motivated—and able—to bring more of themselves to work every day. To recharge themselves, individuals need to recognize the costs of energy-depleting behaviors and then take responsibility for changing them, regardless of the circumstances they’re facing.

…People tap into the energy of the human spirit when their everyday work and activities are consistent with what they value most and with what gives them a sense of meaning and purpose. If the work they’re doing really matters to them, they typically feel more positive energy, focus better, and demonstrate greater perseverance. Regrettably, the high demands and fast pace of corporate life don’t leave much time to pay attention to these issues, and many people don’t even recognize meaning and purpose as potential sources of energy. Indeed, if we tried to begin our program by focusing on the human spirit, it would likely have minimal impact. Only when participants have experienced the value of the rituals they establish in the other dimensions do they start to see that being attentive to their own deeper needs dramatically influences their effectiveness and satisfaction at work.

… To access the energy of the human spirit, people need to clarify priorities and establish accompanying rituals in three categories: doing what they do best and enjoy most at work; consciously allocating time and energy to the areas of their lives—work, family, health, service to others—they deem most important; and living their core values in their daily behaviors.

To help program participants discover their areas of strength, we ask them to recall at least two work experiences in the past several months during which they found themselves in their “sweet spot”—feeling effective, effortlessly absorbed, inspired, and fulfilled. Then we have them deconstruct those experiences to understand precisely what energized them so positively and what specific talents they were drawing on. If leading strategy feels like a sweet spot, for example, is it being in charge that’s most invigorating or participating in a creative endeavor? Or is it using a skill that comes to you easily and so feels good to exercise? Finally, we have people establish a ritual that will encourage them to do more of exactly that kind of activity at work…

Read more at … https://hbr.org/2007/10/manage-your-energy-not-your-time

MANAGEMENT & The Three Eras of Leadership Management: A Brief History #HarvardBusinessReview

Commentary by Dr. Whitesel: “As my students know, leadership management has gone through three phases which McGrath calls 1) execution, 2) expertise and 3) empathy. Execution (c. 1650-1920) was the “scientific management” or “Theory X” of Adam Clarke and Frederick Taylor. It had little regard for the worker and only cared about the company. Many companies and churches still operate that way today. The second era of management (c. 1920-1955) is sometimes called “Theory Y,” where the expertise of the leader is valued. Leaders got their MBA degrees and this was supposed to equate to better leadership. But research by Finke and Starke (Churching of America, Rutgers Univ. press) has shown that with church leaders education does not usually lead to better leadership. This is because leaders often don’t apply what they are learning, as they learn it. This is why at Wesley Seminary all of our homework assignments are practical assignments that are applied that week in a ministry. The third era (c. 1955-present) according to McGrath is the era of empathy or what has been called servant or transformational leadership. This indicates sensitivity a) to the worker, b) to the market, c) as well as empathy for people around the world. Called “Theory Z” in keeping with previous nomenclature by Alexander Hill in his book Just Business, I prefer the more descriptive term Transformational Leadership – where leadership transforms for the better: a person, a market and the world. See my chapter on this in Foundations of Church Administration (BeaconHill Publishers, 2009). It is this last type of empathetic leadership that best models the type of leadership that Jesus exemplified.”

Read more at … http://blogs.hbr.org/2014/07/managements-three-eras-a-brief-history/