136 Posts found for Source: Gallup Management Journal

Workplace partnerships succeed only when both people accept each other for exactly who they are.

Content: Article | Authors: Gale Muller, Rodd Wagner | Source: Gallup Management Journal | Subject: Organizational Behavior

In a tough economy, many factors affect employees’ engagement levels. Some factors, like a company’s financial performance, are obvious. Some are less apparent but particularly relevant to employees’ resilience amid stress. Among them: hope and communication in the workplace.

Content: Multimedia Content | Authors: Jennifer Robison, Steve Crabtree | Source: Gallup Management Journal | Subjects: Management, Organizational Behavior

Wrongly assuming you and your collaborator want the same goal will cripple your alliance

Content: Article | Authors: Gale Muller, Rodd Wagner | Source: Gallup Management Journal | Subject: Organizational Behavior

The five sure signs of an excellent team.

Content: Article | Author: Barry Conchie | Source: Gallup Management Journal | Subject: Organizational Behavior

The instincts about fairness that emerged on the playground also apply to your partnerships in the workplace.

Content: Article | Authors: Gale Muller, Rodd Wagner | Source: Gallup Management Journal | Subject: Organizational Behavior

Individuals don’t have to be well-rounded, but teams should be.

Content: Article | Authors: Barry Conchie, Tom Rath | Source: Gallup Management Journal | Subjects: Leadership, Management

One of the most startling conclusions of Gallup’s research is that there is no one strength that all good leaders possess. What’s more, the most effective leaders are not well-rounded at all, but instead are acutely aware of their talents and use them to their best advantage.

Content: Article | Source: Gallup Management Journal | Subject: Leadership

Without an awareness of your strengths, it’s almost impossible for you to lead effectively. We all lead in very different ways, based on our talents and our limitations. Serious problems occur when we think we need to be exactly like the leaders we admire. Doing so takes us out of our natural element and practically eliminates our chances of success.

Content: Article | Authors: Barry Conchie, Tom Rath | Source: Gallup Management Journal | Subjects: Leadership, Personal Development

Managers must distinguish what’s innate in their employees (talent) from what can be changed or acquired (knowledge and skills).

Content: Article | Authors: Jim Asplund, John Fleming | Source: Gallup Management Journal | Subjects: Human Resources, Organizational Behavior

A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths — and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.

Content: Quotation | Author: Donald O. Clifton, Ph.D. | Source: Gallup Management Journal | Subject: Leadership

Gallup’s World Poll reveals new findings on the “great global dream” and how it will affect the rise of the next economic empire.

Content: Article | Author: Jim Clifton | Source: Gallup Management Journal | Subjects: Economics, International, Miscellaneous, Trends / Analysis

This content is restricted to site members. Please log in or register

A Cornell psychologist explains why it’s almost impossible to judge your own competence — and how to overcome the blind spots.

Content: Article | Authors: David Dunning, Jennifer Robison | Source: Gallup Management Journal | Subjects: Organizational Behavior, Personal Development

In hiring and managing individual employees, it’s important to understand what is difficult to change (talent) and what is more easily changed or acquired (knowledge and skills). Once you hire someone, you are largely stuck with their talents, whereas you can still impart new skills and knowledge. Without a clear understanding of these two different aspects of ability, you will have an incomplete picture of … [ Read more ]

Content: Quotation | Authors: Jim Asplund, John Fleming | Source: Gallup Management Journal | Subjects: Human Resources, Knowledge, Management, Personal Development, Training & Development

One of the pet phrases I have is “The road to self-insight runs through other people.” Other people can often give us invaluable feedback that can really correct an illusion that we’re suffering from.

One of my favorite, but most chilling, findings is from a study that surveyed surgical residents. They were asked about their surgical skills, and then they were given the standardized board exam. … [ Read more ]

Content: Quotation | Author: David Dunning | Source: Gallup Management Journal | Subjects: Judgement, Knowledge, Learning, Personality / Behavior

Giving feedback is a tricky business, and nearly 40% of feedback programs actually demotivate people. There is a skill to be learned here, and there are two things we can do to give feedback that’s motivating, accurate, and tactful. The first thing is to give feedback that is concrete, as opposed to feedback that’s about the person’s character. You want to talk at the behavioral … [ Read more ]

Content: Quotation | Author: David Dunning | Source: Gallup Management Journal | Subjects: Communication, Human Resources, Management

“In the process of working with some of the best run companies in the world, we have learned a great deal about how the world’s finest organizations unleash the power of their human systems and how the worst fail to do so. Though the specific ways that the HumanSigma [management] model may be implemented in your company may vary, the underlying philosophy can be boiled … [ Read more ]

Content: Article | Authors: Jim Asplund, John Fleming | Source: Gallup Management Journal | Subjects: Customer Related, Human Resources, Management

A lot, says the author of Vital Friends: The People You Can’t Afford to Live Without. In fact, he says they’re so valuable that managers should actually be fostering close relationships in the office.

Content: Article | Author: Tom Rath | Source: Gallup Management Journal | Subject: Organizational Behavior

Remember the days of Cold War espionage and intrigue, popularized in Bond films and John Le Carré novels? Well, times have changed geopolitically, but businesses have come to embrace the merits of “tradecraft”: They want to gain market advantage through a better understanding of the competition. In the corporate world, tradecraft is called “competitive intelligence.” A former CIA agent-turned-management expert tells how to make it … [ Read more ]

Content: Article | Author: Bill Hoffman | Source: Gallup Management Journal | Subject: Competitive Intelligence

Most of us have become masters of multitasking, adept at responding to e-mail messages during meetings and making time for multiple distractions when we’re actually trying to get work done. But is it possible to be productive when we’re constantly interrupted? Workplace expert Gloria Mark tackled this question, and offers some counterintuitive findings, including this one: Interruptions can actually be quite beneficial.

Content: Article | Author: Gloria Mark | Source: Gallup Management Journal | Subject: Organizational Behavior