6 Bronne van Invloed: Hoe leiers mense moet motiveer

Minder as een in agt maatskappye se "programme vir verandering" is suksesvol. Minder as 10% van ons wat probeer gewig verloor, binne ons begroting bly of slegte gewoontes afksud, kry dit reg. Twee derdes van misdadigers wat vrygelaat word uit "korrektiewe dienste" eindig weer binne drie jaar daar op. Geen wonder ons vat maar die raad van David Sedaris wat gesê het: "Ek het nie 'n idee hoe om mense te verander nie, maar ek hou steeds rekord van 'n lang lys voornemende kandidate net vir ingeval ek dit ooit regkry."

In die boek Influencer - the new science of leading change deur Kerry Patterson en Joseph Granny word daar verduidelik dat invloed in drie stappe uitgeoefen word, naamlik:

1. Fokus en meet
2. Identifiseer sleutel gedrag
3. Aktiveer die 6 bronne van invloed

Leiers wat weet hoe om invloed uit te oefen is 100% seker oor wat hulle wil verander, wat hulle daardeur wil bereik en het 'n manier ingedagte oor hoe hulle dit kan meet. Dan kyk hulle na twee of drie sleutel gedragspatrone wat verander moet word om die uitkoms te kry wat hulle soek. Sodra hulle dit weet, kry hulle sisteme in plek om deurentyd dié 6 bronne van invloed te aktiveer:

5 Lesse vir meer geluk

Shawn Achor, 'n dosent aan die Harvard Universiteit en wenner van 'n reeks toekennings oor sy bevindings in die veld van sielkunde, het die boek "The happiness advantage" geskryf. In verskeie onderhoude wat met hom gevoer is beskryf hy waarom "positiewe denke" nie net eenvoudig 'n ongegronde, impulsiewe aanmaning van jou ouers is wat net moeg is vir jou negatiwiteit nie. Maar, dat werknemers se geluksvlak 'n wesenlike effek het op maatskappye se sukses, winste, verhoudings en kultuur. Hier is 'n opsomming vanuit onderskeie onderhoude met Achor:

6 Jim Rohn quotes that will change the way you do business

Jim Rohn, an American entrepreneur, speaker and business philosopher made 6 quotes that can truly change the intention with which we approach our work. Whether it is to teach your team some new insights and give them a lesson of the week, or if you are going through a tough time in your career, try these presuppositions on:

1. "Work harder on yourself than on your job."
2. "Success is something you attract by becoming an attractive person, not something you pursue."
3. "Beware of what the you become in pursuit of what you want."
4. "Don't wish it was easier, wish you we're better! Don't wish for less challenges, wish for more wisdom."
5. "You can't start something without finishing it first" [begin with the end in mind]
6. Profits are better than wages, wages make you a living, profits make you a fortune."

Solving problems faster

We all have moments where we try and figure out how we should increase sales without changing the price, deciding how we can build our personal wealth, struggling with a new business idea or simply trying to find a solution to a relationship problem. But how can you get to that new insight without having to sleep on it or go on a vacation?

What makes it more difficult is that 35% of people have their best creative moments in the early morning but when they go to work it drops to 8% and doesn’t go back up. According to David Rock, co-founder of the Neuro Leadership Institute, the open plan at work can further drop your productivity with 15%, which creates even more anxiety to complete your tasks and find solutions to problems you are constantly rolling around in your mind. With endless advise we all get on productivity, being more creative and finding solutions quicker, what is the key elements to consider when deciding how you spend your time when faced with difficult decisions or complex problems? Here’s a few:

Programming memories

Higher performing leaders have higher emotional intelligence than leaders who do not perform that well. Studies in the past few years have advocated the importance of developing emotional intelligence abilities such as self-awareness, social awareness, self management and relationship skills.

Finding new alternatives

When we encounter conflicting viewpoints with a colleague at work, a family member, a political party or even with other religions the automatic reaction for many of us is fight or flight. We either decide to go on the offence and try and prove our point no matter the result or we choose to ignore the viewpoint. Any conflicting viewpoint we throw into a mental box buried somewhere in our mind, gathering dust with all the other ‘undesirable’ viewpoints. We immediately go into a defense mode because we automatically view the other person’s viewpoint as wrong. We see conflict as transactional rather than transformational. We want to transact our way through an issue while the underlying problem is rather the relationship between ourselves and the other party.