Tag: Millennials workplace

Success Thrives in Conducive Surroundings

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The basic principle of success is constant growth and achievement of your next goal. It is done through dedication, commitment, perseverance, and hard work. What it also requires from you is a conducive environment where it can flourish.

Such an environment can be produced when you surround yourself with like-minded, successful individuals. These are people who share your vision for success, and who believe in your goals as much as you do. The quality of the people you surround yourself with will continue to have a major influence on the trajectory of your life. This is one of the most important lessons I have learned, and one that has signified to me the importance of good company. I learned through Jim Rohn, that we become the combined average of the five people we hang around the most. He would continue this thought by saying, “you can tell the quality of health, attitude, and income of this person by looking at the people around them.”

The individuals in our lives serve as a catalyst: they can either help us reach ever-higher heights in our lives or become blocks that prevent success. I have been lucky in being surrounded by individuals who shared my values and goals, from family to teachers and mentors. The roles they have played at critical junctures of my life have helped me determine who I am, and the direction my life has taken.

The book of Matthew states “Do not give dogs what is sacred, do not throw your pearls to pigs. If you do, they may trample them under their feet, and turn and tear you to pieces.” This is a simple lesson in surrounding yourself with people who understand and share your values and goals, rather than those who would trample them.

There are a great many examples to be found from all around us of the power of surrounding yourself with the right people. Henry Ford, from the moment of first acquiring his wealth, to exponentially expanding it, kept himself in the company of such individuals as Thomas Edison and John Burroughs, men who shared his ideals and compassion. He tried to associate himself with great men, who possessed the knowledge base, intelligence, and creative thoughts that ultimately helped him on his way to immense success.

PRACTICAL EXERCISES

This is an approach we all must adopt if we wish to be truly on the path of continuous success. You must become highly selective of the people you allow in your inner circle. Do not feel bad about the people that are excluded, so defined your inner circle of friends and mentors you can call on.  At the same time, make sure you are around people who are successful, who themselves are already where you want to be.

Now go one step further. Examine your inner circle and ensure these are the people who give you confidence. Make sure they enhance your creative and decision-making abilities and give you the strength and ability to face any challenges that come your way in the pursuit of your goal.

Dr. D

The Carolyle Destiny Group

https://linktr.ee/TheCarolyleDestinyGroup

How to Integrate Millennials into Your Business Environment

Millennials, the generation born between 1981 and 1997, have become the focus of many demographic studies. Because they range in age from 18-34, millennials are studied for their impact on spending habits, shopping experiences, and business and employment (Pew, 2015). They’re a huge part of the workforce but are also the generation most likely to eschew the traditional workplace in favor of starting their own businesses, investing in startups, and working from home rather than in a traditional office setting.

They’re also amazingly tech savvy and can help older companies and corporation integrate into society’s existing tech environment. Not like older generations such as the baby boomers, millennials never knew a time period without computers, cell phones or the internet, technology was always present in their lives, it’s in their DNA (Marston, 2007).

1. Integrate Flexibility
Most millennials view strict adherence to a 9-5, in-office work schedule as outdated. Just as they thrive in casual work environments, they often prefer work hours and work locations that are less rigid than in previous generations. Consider allowing millennial employees to telecommute, freelance, trade shifts, and shorten work weeks. The goal, after all, is to get the job done, and allowing these employees to exercise flexibility might produce surprisingly consistent productivity.

2. Integrate Coaching & Collaboration
Millennials typically prefer not to work in a setting where they’re micromanaged. When employers guide and direct, yet leave room for personal development and self-management, millennials respond more favorably. Like 9-5 corporations of past generations, today’s companies want to reap the greatest productivity from their employees. Encouraging creativity, input, and team building will reap mutually beneficial results and allow millennials to feel valued.

3. Integrate Their Lifestyle
While devoted to their jobs and careers, Millennials hold a firm belief in a work-life balance. They thrive in companies that offer flexibility, paid time off, personal days, family leave, and emergency leave. Involvement in family activities and lifestyle and community events is important to them. They look for companies that allow employees to foster a well-rounded life and have time for friends, family and social events.

4. Integrate Growth Practices
Millennials appreciate opportunities to advance their careers – they may even look for opportunities to buy into the companies that employ them. They prefer careers with an upward trajectory to ones that remain stagnant with little to no possibility of growth or advancement. Instead, they have a greater interest in a company they can grow with or grow into.

5. Integrate Company Culture
The millennial generation isn’t always as matter-of-fact about accepting the existing climate of their workplace as previous generations. They look for clearly defined company cultures and principles. When those principles are clearly integrated into their work environment and into the products and services they offer, this generation will thrive. Rather than a faceless, personality-less corporation, this generation of employees prefers a business with a social conscience that has an impact on its community and on society.

Successfully incorporating millennials into your business means preparing them for today and for tomorrow. When they learn to lift as they climb, your company gets the best Generation Y (Millennials) have to offer, while simultaneously preparing Generation Z for the future. At the same time, they’re learning best practices from Baby Boomers and creating a generationally diverse workforce. That constitutes a win-win for everyone.

References:

How Companies Can Change Their Culture to Attract (and Retain) Millennials (Feb, 2018)
Retrieved from https://www.business.com/articles/how-are-companies-changing-their-culture-to-attract-and-retain-millennials/

Marston, Cam (2007) Motivating the “What’s in it for me?” Workforce: manage across the generational divide and increase profits. Hoboken, NJ: John Wiley &Son

Millennial Employee Engagement & Loyalty Statistics: The Ultimate Collection (Feb, 2018)
Retrieved from https://blog.accessperks.com/millennial-employee-engagement-loyalty-statistics-the-ultimate-collection

Millennials surpass Gen Xers as the largest generation in U.S. labor force (2015)
Retrieved from http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force/

We Can Work It Out: Integrating Millennials Into the Workplace
Retrieved from https://www.rims.org/Session%20Handouts/RIMS%2016/CAD005
/CAD005_Liberty%20Mutual_Millenials_Final%20Tues.pdf

5 ways to attract millennials to your company (Jan, 2018)
Retrieved from https://blog.aiesec.org/5-ways-attract-millennials-company/

http://thecarolyledestinygroup.one

NARCISSIM in the WORK PLACE

The Diagnostic and Statistical Manual of Mental Disorders, defines narcissism as:  A pervasive pattern of grandiosity (in fantasy or behavior), need for admiration, and lack of empathy, beginning in early adulthood and present in a variety of contexts, as indicated by five or more of the following:

 1. Has a grandiose sense of self-importance (e.g.), exaggerates achievements and talents, expects to be recognized as superior without commensurate achievements

2. Is preoccupied with fantasies of unlimited success, power, brilliance, beauty, or ideal love

 3. Believes that he or she is “special” and unique and can only be understood by, or should associate with, other special or high-status people or institutions

4. Requires excessive admiration

 5. Has a sense of entitlement, i.e., unreasonable expectations of especially favorable treatment or automatic compliance with his or her expectations

 6. Is interpersonally exploitive, i.e., takes advantage of others to achieve his or her own ends

 7. Lacks empathy: is unwilling to recognize or identify with the feelings and needs of others

8. Is often envious of others or believes that others are envious of him or her

9. Shows arrogant, haughty behaviors or attitudes (American Psychiatric Association, 2000, p. 661) 

10. President Trump

They often explain their point of view in loquacious detail while failing to recognize that other parties have anything to add to their perspectives.  Additionally, when other parties attempt to express their views, the narcissist will often become impatient with the conversation, and may be oblivious to the damage that their lack of concern causes in the other party.  Finally, when they do recognize the feelings of others, they tend to regard those feelings as a sign of the weakness of the person exhibiting them.  This weakness, to the narcissist, is something to exploited but never pitied, as pity is something that the narcissist does not feel for others (American Psychiatric Association, 2000).  

What happens when the narcissist is a co-worker or a subordinate how to encounter the behavior in the workplace?  Here are some strategies in understanding the behavior.

What must then be asked is, how does one deal, in day-to-day work life, with those people who display strong narcissistic tendencies in the workplace?   How does one communicate with someone who is self-centered, degrades other people’s ideas, and fails to heed the warnings of others?  Even more intimidating: how does one take a person with those characteristics and attempt to integrate them into the team format?  Cavaiola and Lavender (2000) state that “one cannot expect the narcissist to behave in a rational, giving, or cooperative manner, and if you do, you will experience nothing but frustration in your interactions with them”

Maccoby (2003, 2004), said one discovers no real process for dealing with the narcissist personality at work other than to avoid the narcissist and thus not respond to him or her or to alter one’s perception of what would provide a fulfilling job.  While this might prove comforting to some, it would be difficult to believe that dealing with people with strong narcissistic tendencies would be as simple as saying, “Maybe I can just ignore it and it will go away.”    Still, this type of logic is suggested for implementation in most of the literature in which an author attempts to indicate how the narcissist should be dealt with.  Bacal (2000) indicates that while these people are very difficult to fire or to discipline or worst a boss, the best thing that a person might do is simply learn to deal with the narcissist by placating their behavior.

 Bacal goes on to state that if one is managing such a person, one needs to differentiate between the person and their behavior patterns, and should not blame the narcissist for the problem.  He suggests that one should internalize the situation and attempt to determine what one can change so that one can continue to cope with the narcissist behavior.  Lastly, Bacal advocates that one should avoid assumption of a “victimized” posture when confronting narcissistic behavior, and focus only on what implications the narcissistic behavior might have on the work environment

Here’s a tip, narcissist lacks self-composure and confidence, this is one of the main reasons they are so quick to turn on one action, which indirectly makes them look bad. Be consistent with your loyalty while standing on your right and in no time you will always be at their good side. But don’t feel too comfortable due to their unstable nature, remember unless the benefits of staying outweigh the downside over the long haul, you need to figure out when you can leave.

 References

American Psychiatric Association. (2000). Diagnostic and statistical manual of mental disorders, (4th ed., text revision). Washington, DC: American Psychiatric Association.

Bacal, R. (2000). The complete idiots guide to dealing with difficult employees. Madison,WI: CWI Publishing Enterprises.

Cavaiola, A. & Lavender, N. (2000). Toxic coworkers: how to deal with dysfunctionalPeople on the job. Oak lake: New Harbinger Publications, Inc.

Freud, S. (1991). On narcissism: An introduction. In J. Sandler, E.S. Person, & P. Fonagy

(Eds.) for the International Psychoanalytical Association, Freud’s “On

Narcissism: An Introduction “(pp. 3-32). New Haven & London: Yale University

Press. (Original work published 1914).

Lubit, R. (2004). Coping with toxic managers, subordinates, and other difficult people.

Upper Saddle River: Financial Times Prentice Hall.

Maccoby, M. (2003). The productive narcissist. New York: Broadway Books.

Maccoby, M. (2004). Narcissistic leaders: The incredible pros, the inevitable cons.

 Narcissistic Leaders. (2000, June). Harvard Management Communication Letter, 3(6),

 Author of “Cooperating in the Workplace” Revised Expanded 2nd edition ( Amazon Books https://www.amazon.com/dp/B07MYBQHHN/ref=nav_timeline_asin?_encoding=UTF8&psc=1)

© 2019  All Rights Reserved.

Article Source: https://EzineArticles.com/expert/Derrick Darden

Article Source: http://EzineArticles.com/10009718

Photo by Adi Goldstein on Unsplash

It’s here!!! The revised 2nd ed. ebook and Paperback is out on Amazon.

“Cooperating in the Workplace” Revised Expanded Second Edition

Normally, when a person thinks about cooperation in the workplace, they think it simply means avoiding chaos on the job. However, in reality, it means much more than that it means working productively with others to achieve a common corporate goal. For those trying to maintain a fulfilling workplace experience and encourage others to the same end, certain steps can be taken to make cooperation an objective understood and shared by all.

But let’s face it: not everyone is taught how to succeed in the workplace while working with others. Ask yourself: 

• Are you productive each day on your job, and living up to your fullest potential?

• At work, do you feel you’re lost in a confusing maze and don’t know how to escape?

• Do you feel that you want to know how to work better with millennials, deal with sexual harassment, or work with veterans?

• Do you want to learn about teamwork because you just landed a position that requires you to lead a bunch of high-speed coworkers?

As our working environment becomes more diverse and global ,our knowledge and organizational skills and behavior must develop along with those changes. Improving workplace cooperation is forefront in the minds of many who understand the importance of communication and teamwork as skills needed to reach a common goal. 

The author not only let you know what is happening in the business world, but gives you what you need to be a winner in your workplace.

As a Gulf War Veteran and Senior Army Warrant Officer who worked in the fields of logistics and Federal Acquisition in the federal government and later as an entrepreneur, I’ve seen how organizational form and structure within the federal government and in my own business experience provided foundational keys and principles that guided me to success in both the public and private sectors. 

This 2nd edition is for new employees, supervisors in mid-level management would benefit. 

On Amazon at https://www.amazon.com/gp/aw/sitb/B07MYBQHHN?ref=sib_dp_aw_kd_udp

Blog: http:// dcdardentalks.com

Please leave a comment.

Communication: Mutual trust, respect and commitment

Author Northouse explains that “Effective leadership offers when the communication between leaders and subordinates is characterized by mutual trust, respect, and commitment.” Such communication and sincerity in our interactions is key to success. This behavior should be displayed by both top management and throughout the organization. It has long been my aim to instill such values in our organizational culture.

Information is key to business today. When it flows, there is innovation and excellence. When it is blocked, dropped, or misconstrued, our business suffers. Sometimes information doesn’t make its way thru the channels to all levels. Many times, valuable information is held by someone intentionally or unintentionally because one may feel that specific information should be on a need-to-know basis. This can create feelings of exclusion or mistrust in management and erodes trust and loyalty within the company.

To resolve this communication problem in my organization, we established a system of feedback that ensures that messages are communicated to and received at all levels. Two-way communication is always the best methodology to ensure that trust is developed, which leads to commitment in our employees.

Developing relationships is vital to building trust. For example, I use to think of going to the dentist an unpleasant experience, especially when it involved a tooth extraction or an annual in-depth cleaning appointment. However, my present experience is quite different. My dentist always communicates to me about the procedure which I am about to undergo, which establishes a rapport between the professional and the patient. The dentist details the procedures and gives me the option to continue the procedure or not. Importantly, my consent signifies my trust in their abilities and in the mutual concern about my well-being before digging into my mouth.

It is vital in our communications that we remove inaccurate mis-perceived ideas and clearly communicate our intentions. Fear of the unknown can be a debilitating factor, employees that do not know what to expect will fear the unknown and will act on their misconceived knowledge, which can be far from the truth.

Importantly, management must form positive relationships with their employees before implementing an action. Just as the dentist created trust in our interaction, managers and leaders must establish mutual respect in their relationships with employees. Promoting an atmosphere of collaboration creates trust and loyalty.

It’s a well-known fact that when employees become loyal to the company, they become dedicated and willing to work harder towards achieving priorities and fulfilling the company mission. They become eager to take on and complete those extra tasks and projects that are vital to success. I believe committed employees see themselves as stakeholders in the company’s overall success.
Derrick Darden, PhD

(Northouse, 2004)

http://cooperatingintheworkplace.net