Working World

Issue 461

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February 1 - February 22, 2016 12 Working World l FEATURE ARTICLE by Ascanio Pignatelli K evin Wilson was a great leader, but his team was not producing the results he knew they were capable of. One day he arranged a meeting with Jim Hefner, a recently retired executive who had built and led a team that shattered every single company performance record. "Jim, how'd you build such an amazing team? They not only outperform the rest of us but they seem to have more energy, confidence and fun than anyone else." "Kevin, I'm a big fan and follower of (CSE). It's a branch of industrial- organizational psychology known as Core Self-Evaluations. That's what made us so successful. Ever heard of it?" Kevin shook his head, "No." Excitedly, Jim leaned in to explain: "Well, CSE is the personality trait responsible for our temperament, our wellbeing, and how we judge our circumstances. It also drives our behavior. Those with high CSE are far more positive and confident in their abilities, satisfied with their jobs and perform them far better than those with low CSE. As a manager, your job is to coach and raise each of your employees' CSE levels." Jim is correct; as a leader, your primary focus should be to personally coach the best out of your team members and raise their CSE levels. Doing so will ensure you are more satisfied with their work and perform it better. Fortunately, CSE can be easily assessed and increased by: SHIFTING THE "LOCUS OF CONTROL" The "Locus of Control" is determined by the extent to which a person believed they control their success or performance. Employees who believe that they control their future (Internals) have an internal locus of control and are generally happier, more empowered, and more productive than those who attribute their success or performance to fate or their surroundings (Externals). As a result, internals are more satisfied with their work and perform better than externals. You can find out whether an employee is an internal or external by simply asking "What's been responsible for your success/performance?" If the answer reveals an external locus of control shift power back to your employee by asking "How has believing that you aren't causing your success affected your career?" Let them explain so they can really experience how they've been limiting themselves, then ask: "If you knew that you were in complete control of your success, what would be possible? INCREASING EMOTIONAL INTELLIGENCE Employees with a tendency to easily experience unpleasant emotions like anxiety, depression and despair have lower emotional intelligence (EQ) and will react far more negatively to stress. Because their EQ levels are lower, their ability to connect, understand and influence others is severely impaired. For Kevin and others in leadership positions, the need for emotional stability is even more paramount, as they are the face of the organization and set the tone for employee morale. If you have an employee that's emotionally unstable consider asking: "What can you do to not get so stressed out next time you have a presentation/sales call)?" Or "What might be a more appropriate way to react to an upset client/colleague? INSTILLING SELF-EFFICACY Self-efficacy is the trait responsible for how likely we are to succeed with current goals and tasks, or take on a challenging assignment or "write it off" as impossible. (How likely we are to adhere to a diet or workout program is dictated by our self-efficacy.) Those with high self-efficacy are more determined and persistent when dealing 4 Ways to Boost Employee Performance and Job Satisfaction As a leader, your primary focus should be to personally coach the best out of your team members.

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