martes, 30 de junio de 2015
viernes, 26 de junio de 2015
The Top Complaints from Employees About Their Leaders
If you’re the kind of boss who fails to make genuine connections with
your direct reports, take heed: 91% of employees say communication
issues can drag executives down, according to results from our new Interact/Harris Poll, which was conducted online with roughly 1,000 U.S. workers.
In the survey, employees called out the kind of management offenses that point to a striking lack of emotional intelligence among business leaders, including micromanaging, bullying, narcissism, indecisiveness, and more. In rank order, the following were the top communication issues people said were preventing business leaders from being effective:
The data shows that the vast majority of leaders are not engaging in crucial moments that could help employees see them as trustworthy. This is startling, considering how much money organizations spend conducting employee surveys and reorganizations, engaging consultants and implementing change initiatives.
Effective leaders know that healthy communication requires the energy of connection — with inclusion, recognition, clear directions, meaningful interaction and feedback as the nerve center of the company.
They know productivity is tied to communication. They are intentional
about building a sense of connectedness with their teams and
appreciation of their employees by saying and asking things such as:
What is all boils down to is that business is about people — it always has been, and always will be. Too often, businesses fall short not because leaders don’t understand the business, but because they don’t understand what the people who work for them need in order to bring their best effort to work.
Much of a team’s success lies in the pattern of connection a leader has with direct reports, and the way he or she empowers them to extend that pattern to his or her direct reports, and so on. In a business environment that is woefully lacking in employee commitment, leaders who aren’t actively connecting with people are themselves a liability.
In the survey, employees called out the kind of management offenses that point to a striking lack of emotional intelligence among business leaders, including micromanaging, bullying, narcissism, indecisiveness, and more. In rank order, the following were the top communication issues people said were preventing business leaders from being effective:
The data shows that the vast majority of leaders are not engaging in crucial moments that could help employees see them as trustworthy. This is startling, considering how much money organizations spend conducting employee surveys and reorganizations, engaging consultants and implementing change initiatives.
Effective leaders know that healthy communication requires the energy of connection — with inclusion, recognition, clear directions, meaningful interaction and feedback as the nerve center of the company.
You and Your Team
-
Leading Teams
Boost your group’s performance.
- Here’s what I appreciate about you and your contribution… A basic “atta-boy” or “atta-girl” doesn’t satisfy people who put their heart and soul into their work. Instead, say something specific to your employees like, “I appreciate the way you pull in people from other departments to reach your team goals — you’re a connector.” Leaders need to notice employees’ unique, specific contributions, and let them know that you notice.
- Thank you (personal and public). Daily interactions – from the elevator to the parking lot — represent opportunities for leaders to engage in dynamic interactions and show appreciation for their employees’ efforts. Public recognition at a staff meeting, or a thoughtful “thank you” in a newsletter or e-mail, are also meaningful. For example, Duke Energy CEO Lynn Good leaves “thank you” notes on yellow sticky notes in employees’ offices.
- What do you think? Employees will withhold their best ideas from leaders who always have the “right” answer, or take credit for others’ ideas. Leaders need to proactively ask their employees: “How do you think we could improve?” “What is keeping us stuck?” and “What do you love about the work that we’re doing here?” Establish a safe environment in which people have the opportunity to express themselves and be recognized for their ideas.
- Here’s what’s happening and what you can expect… Companies operate in a constant state of change and all too often, information is withheld from team members until the last minute. This is a huge distraction for employees, who need “real speak” about their futures to be present in their work. Leaders often underestimate employees’ ability to accept “why” if it is shared in an honest way. Leaders will gain deep respect when they share as much as they know as soon as they can share it. Real explanations are always better than no explanations.
- I have some feedback for you… Don’t wait for a performance review to tell people how they’re doing. A culture of continual feedback is healthy and nimble. In particular, Millennials want more coaching and feedback than previous generations.
- Let me tell you about something I learned the hard way… Smart, capable leaders who know their stuff are well respected, but employees like and trust leaders who are not only smart, but can occasionally lean back and laugh at their own mistakes, and who are generous with what life has taught them. Don’t be afraid to show that you’re human, too.
- Hello, Susan…Dale Carnegie said, “A person’s name is to that person the sweetest and most important sound in any language.” Get to know your employees by name. If the company is too big to know everyone’s name, start with the people in close proximity. There’s no excuse for saying “I’m not good with names.” The best among us work at it. Learn the art of association.
What is all boils down to is that business is about people — it always has been, and always will be. Too often, businesses fall short not because leaders don’t understand the business, but because they don’t understand what the people who work for them need in order to bring their best effort to work.
Much of a team’s success lies in the pattern of connection a leader has with direct reports, and the way he or she empowers them to extend that pattern to his or her direct reports, and so on. In a business environment that is woefully lacking in employee commitment, leaders who aren’t actively connecting with people are themselves a liability.
How to Overcome Burnout and Stay Motivated
Even
if you love your job, it’s common to feel burnt out from time to time.
Perhaps you just wrapped up a big project and are having trouble
mustering motivation for the next one. It could be that your home life
is taking up more of your energy than usual. Or maybe you’re just bored.
What’s the best way to recharge? Are some forms of rejuvenation better
than others? How do you know if what you’re feeling is ordinary burnout
or something else, like chronic dissatisfaction?
What the Experts Say
Burnout — the mental and physical exhaustion you experience when the demands of your work consistently exceed the amount of energy you have available — has been called the epidemic of the modern workplace. “There’s no question that we’re at greater risk of burnout today than we were 10 years ago,” says Ron Friedman, the founder of ignite80, the consulting firm, and the author of the book, The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace. “In large part, it’s because we’re surrounded by devices that are designed to grab our attention and make everything feel urgent.” Heidi Grant Halvorson, a social psychologist and the author of No One Understands You and What to Do About It, agrees. “There’s a lot of pressure in this 24/7 cycle,” she says. “It can lead you to feel lethargic, stressed, and depleted — literally spent.” So you need to find ways to “put gas back in your tank.” Here are some ideas for how to do that:
Take breaks during the workday
Burnout often stems from a “lack of understanding about what it takes to achieve peak workplace performance,” says Friedman. “We tend to assume that [it] requires trying harder or outworking others, [which] may get you short-term results but [is] physiologically unsustainable.” To perform at your best over the long term, you need regular “opportunities for restocking your mental energy,” says Friedman. Take a walk or go for a run. Have lunch away from your desk. “Stepping away from your computer gets you out of the weeds and prompts you to reexamine the big picture,” he advises. “It’s often in the intervals between thinking really hard about a problem and then stepping away that solutions becomes apparent.” But take your breaks at the right time, Halvorson says. When your energy is highest – often in the morning – you should focus on work and maximize your productivity. “Tackle your toughest challenges at those times,” she says. Then step away for a rest.
Put away your digital devices
Before the Blackberry era, leaving your work at the office was the default. “If you wanted to take work home with you, that required effort and planning,” says Friedman. That’s no longer the case. “Today we’re all carrying around an office in our pocket in the form of a smartphone,” so we’re both psychologically and physiologically still attached. The remedy, he says, is to actively limit your use of digital devices after hours. Place your smartphone in a basket or drawer when you arrive home so you’re not tempted to pick it up and check your email; or you might devise a rule for yourself about turning it off past 8pm. “Put away your phone,” says Halvorson. “Whatever it is, it can wait until tomorrow.”
Do something interesting
Instead of concentrating on limiting or avoiding work in your off-hours, Friedman recommends scheduling “restorative experiences that you look forward to.” Making plans to play tennis with a friend or cook a meal with your spouse compels you to “focus on an approach goal — doing something pleasurable — instead of an avoidance goal — not checking email,” he says. “Research shows that approach goals are easier and more enjoyable to achieve.” Studies also indicate that doing an activity you find interesting — even if that activity is taxing — is better for you than simply relaxing. “What you do with your downtime matters,” says Halvorson. Sure, it’s appealing to laze on your couch with a tub of popcorn and a Netflix, but she recommends engaging in something more challenging — like a crossword or game of chess. “Even though it’s difficult, it will give you more energy.”
Take long weekends
Feeling mentally and physically exhausted may also be a sign that “you need to take some time off,” says Halvorson. The break need not be a two-week vacation; rather, she says, when it comes to stress-reduction, “you get a much greater benefit from regularly taking three- and four-day weekends.” While you’re away, though, don’t call the office or check your email. “You need to let go,” she says. “Each of us is a little less vital than we’d like to believe.”
Focus on meaning
If your job responsibilities preclude immediate time off, Halvorson suggests “focusing on why the work matters to you.” Connecting your current assignment to a larger personal goal — completing this project will help you score that next promotion, for instance — will “help you fight the temptation to slack off” and will provide a “jolt of energy that will give you what you need to barrel through that day or the next couple of days,” she says. Be aware, however, that this may provide only temporary relief. “If you’re burnt out from working too hard, you need to stop and take a real break.”
Make sure it’s really burnout
If none of these strategies work, you could be dealing with something more serious. If you’re listless and fatigued but still feel effective on the whole, then it’s probably just burnout. “But if you feel as though you’re not making progress and that the work you do doesn’t seem to matter,” it’s a different problem, Halvorson says. Is your manager giving you what you need to work at your best? If not, you may need a different position. Is the very nature of your work sapping your energy? If so, you may need to rethink your career.
Principles to Remember
Do
Don’t
As the co-founder, creative director, and CEO of Miss Jessie’s, the New York-based hair care line, Miko Branch has a busy and demanding job. The workday is a constant blur of team meetings and calls, appointments with clients, and product planning sessions. “When I am in town, people are in and out of my office all day long,” she says. “And when I’m travelling, I always check in by email at least every couple of hours.”
Her secret to avoiding burnout had always been daily nap breaks. “Naps are just what I need to get my bearings,” she explains. “Sometimes they last only 10 minutes; other times it’s 30 minutes. Sometimes I use the couch in my office; other times I just lie on the floor with a blanket or jacket over me.” But recently her naps weren’t doing the trick. Facing multiple product launches and a looming deadline for a book about the genesis of Miss Jessie’s, she was feeling extremely stressed. So she booked herself a three-day weekend in Miami to concentrate only on writing and editing. She was still working, of course, but she escaped the constant distractions of the office. And she inspired herself to keep at it by reminding herself why her business and this book meant so much to her both personally and professionally. “My sister and I created a business with no money,” she says. “We’re also female and we’re women of color. I wanted to tell our story to inspire others and contribute in that way.”
She completed the draft and she was back at work on Monday. “I felt refreshed,” she says.
Case study #2: Be prepared to change careers if your burnout symptoms linger
Nicole Skogg, an optical engineer, felt tired and burnt out by her job at a small lighting manufacturer near Los Angeles. “I was doing a lot of mundane tasks — putting together a bunch of research data in a spreadsheet and organizing training sessions,” she recalls. “The tasks felt repetitive and unchallenging.” Even worse, a proposal she’d be working on — a business plan for an LED technology project that could drive long-term value for her company — had been rejected.
After the setback, her motivation flagged. Nicole, who had always been a go-getter found herself hitting the snooze button when her alarm went off each morning. She realized that she missed the strategic thinking she’d been doing on the new business plan. “It got me excited to come into work every day,” she says. “I realized how you should always want to feel about your job.” She was back to just “punching the clock.”
A couple of months later, she left her job and struck out on her own. Today, she is the founder and CEO of SpyderLynk, a mobile marketing and technology company based in in Denver. In retrospect, her case of burnout was a turning point. “I am really excited about what I’m doing and I’m so thankful that all those years ago, that manager told me no,” she says.
What the Experts Say
Burnout — the mental and physical exhaustion you experience when the demands of your work consistently exceed the amount of energy you have available — has been called the epidemic of the modern workplace. “There’s no question that we’re at greater risk of burnout today than we were 10 years ago,” says Ron Friedman, the founder of ignite80, the consulting firm, and the author of the book, The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace. “In large part, it’s because we’re surrounded by devices that are designed to grab our attention and make everything feel urgent.” Heidi Grant Halvorson, a social psychologist and the author of No One Understands You and What to Do About It, agrees. “There’s a lot of pressure in this 24/7 cycle,” she says. “It can lead you to feel lethargic, stressed, and depleted — literally spent.” So you need to find ways to “put gas back in your tank.” Here are some ideas for how to do that:
Take breaks during the workday
Burnout often stems from a “lack of understanding about what it takes to achieve peak workplace performance,” says Friedman. “We tend to assume that [it] requires trying harder or outworking others, [which] may get you short-term results but [is] physiologically unsustainable.” To perform at your best over the long term, you need regular “opportunities for restocking your mental energy,” says Friedman. Take a walk or go for a run. Have lunch away from your desk. “Stepping away from your computer gets you out of the weeds and prompts you to reexamine the big picture,” he advises. “It’s often in the intervals between thinking really hard about a problem and then stepping away that solutions becomes apparent.” But take your breaks at the right time, Halvorson says. When your energy is highest – often in the morning – you should focus on work and maximize your productivity. “Tackle your toughest challenges at those times,” she says. Then step away for a rest.
Put away your digital devices
Before the Blackberry era, leaving your work at the office was the default. “If you wanted to take work home with you, that required effort and planning,” says Friedman. That’s no longer the case. “Today we’re all carrying around an office in our pocket in the form of a smartphone,” so we’re both psychologically and physiologically still attached. The remedy, he says, is to actively limit your use of digital devices after hours. Place your smartphone in a basket or drawer when you arrive home so you’re not tempted to pick it up and check your email; or you might devise a rule for yourself about turning it off past 8pm. “Put away your phone,” says Halvorson. “Whatever it is, it can wait until tomorrow.”
Further Reading
Instead of concentrating on limiting or avoiding work in your off-hours, Friedman recommends scheduling “restorative experiences that you look forward to.” Making plans to play tennis with a friend or cook a meal with your spouse compels you to “focus on an approach goal — doing something pleasurable — instead of an avoidance goal — not checking email,” he says. “Research shows that approach goals are easier and more enjoyable to achieve.” Studies also indicate that doing an activity you find interesting — even if that activity is taxing — is better for you than simply relaxing. “What you do with your downtime matters,” says Halvorson. Sure, it’s appealing to laze on your couch with a tub of popcorn and a Netflix, but she recommends engaging in something more challenging — like a crossword or game of chess. “Even though it’s difficult, it will give you more energy.”
Take long weekends
Feeling mentally and physically exhausted may also be a sign that “you need to take some time off,” says Halvorson. The break need not be a two-week vacation; rather, she says, when it comes to stress-reduction, “you get a much greater benefit from regularly taking three- and four-day weekends.” While you’re away, though, don’t call the office or check your email. “You need to let go,” she says. “Each of us is a little less vital than we’d like to believe.”
Focus on meaning
If your job responsibilities preclude immediate time off, Halvorson suggests “focusing on why the work matters to you.” Connecting your current assignment to a larger personal goal — completing this project will help you score that next promotion, for instance — will “help you fight the temptation to slack off” and will provide a “jolt of energy that will give you what you need to barrel through that day or the next couple of days,” she says. Be aware, however, that this may provide only temporary relief. “If you’re burnt out from working too hard, you need to stop and take a real break.”
Make sure it’s really burnout
If none of these strategies work, you could be dealing with something more serious. If you’re listless and fatigued but still feel effective on the whole, then it’s probably just burnout. “But if you feel as though you’re not making progress and that the work you do doesn’t seem to matter,” it’s a different problem, Halvorson says. Is your manager giving you what you need to work at your best? If not, you may need a different position. Is the very nature of your work sapping your energy? If so, you may need to rethink your career.
Principles to Remember
Do
- Set boundaries around your use of digital devices during off-hours
- Incorporate regular breaks into your workday
- Focus on why the work matters to you if professional obligations preclude a vacation
- Check your email when you’re taking a vacation or long weekend
- Spend all your downtime vegging; engage in activities that challenge and interest you
- Mistake constant fatigue and apathy for a temporary case of burnout; if you feel ineffective on a daily basis, it might be time to look for a new job
As the co-founder, creative director, and CEO of Miss Jessie’s, the New York-based hair care line, Miko Branch has a busy and demanding job. The workday is a constant blur of team meetings and calls, appointments with clients, and product planning sessions. “When I am in town, people are in and out of my office all day long,” she says. “And when I’m travelling, I always check in by email at least every couple of hours.”
Her secret to avoiding burnout had always been daily nap breaks. “Naps are just what I need to get my bearings,” she explains. “Sometimes they last only 10 minutes; other times it’s 30 minutes. Sometimes I use the couch in my office; other times I just lie on the floor with a blanket or jacket over me.” But recently her naps weren’t doing the trick. Facing multiple product launches and a looming deadline for a book about the genesis of Miss Jessie’s, she was feeling extremely stressed. So she booked herself a three-day weekend in Miami to concentrate only on writing and editing. She was still working, of course, but she escaped the constant distractions of the office. And she inspired herself to keep at it by reminding herself why her business and this book meant so much to her both personally and professionally. “My sister and I created a business with no money,” she says. “We’re also female and we’re women of color. I wanted to tell our story to inspire others and contribute in that way.”
She completed the draft and she was back at work on Monday. “I felt refreshed,” she says.
Case study #2: Be prepared to change careers if your burnout symptoms linger
Nicole Skogg, an optical engineer, felt tired and burnt out by her job at a small lighting manufacturer near Los Angeles. “I was doing a lot of mundane tasks — putting together a bunch of research data in a spreadsheet and organizing training sessions,” she recalls. “The tasks felt repetitive and unchallenging.” Even worse, a proposal she’d be working on — a business plan for an LED technology project that could drive long-term value for her company — had been rejected.
After the setback, her motivation flagged. Nicole, who had always been a go-getter found herself hitting the snooze button when her alarm went off each morning. She realized that she missed the strategic thinking she’d been doing on the new business plan. “It got me excited to come into work every day,” she says. “I realized how you should always want to feel about your job.” She was back to just “punching the clock.”
A couple of months later, she left her job and struck out on her own. Today, she is the founder and CEO of SpyderLynk, a mobile marketing and technology company based in in Denver. In retrospect, her case of burnout was a turning point. “I am really excited about what I’m doing and I’m so thankful that all those years ago, that manager told me no,” she says.
Rebecca Knight is
a freelance journalist in Boston and a lecturer at
Wesleyan University. Her work has been published in The New York Times,
USA Today, and The Financial Times.
HBR Tools: After-Action Review
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The "Before-Action Review" builds communication amongst stakeholders and
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miércoles, 24 de junio de 2015
ANTEPROYECTO LEY DE PROBIDAD PÚBLICA
ANTEPROYECTO
http://www.isd.org.sv/isd/index.php/ambito-electoral/147-isd/democracia/estudios-y-publicaciones/transparencia-y-anticorrupcion/legislacion/1595-anteproyecto-de-ley-de-probidad-publica
viernes, 19 de junio de 2015
Desde IFRSbox.com
|
Hello!
When you need to translate your items denominated in foreign currency to your own functional currency, then there’s
one little problem:
Is
that item monetary or non-monetary?
If
you determine the nature of your item incorrectly, it can lead to totally wrong presentation in the financial statements.
It’s
not
so important when you consolidate and you need to translate some
foreign subsidiary to your own presentation currency, right?
Why?
Because, the rules in IAS 21 say that in such a case, you translate all your assets and liabilities by the closing rate. That’s clear.
But
when
it comes to translating individual items and transactions in your own
financial statements to the functional currency, then the rules are more
complex and you start to look at whether the item is monetary or
non-monetary.
In
my
newest post, I explain what makes a difference between monetary and
non-monetary items and you'll find a clear table with identifying the
character
of various items in your balance sheet.
If
you need some advice about the specific item, just leave a comment below the video.
Please
feel free to share this article or forward this e-mail to your friends who can get some benefit out of it.
Thank
you!
With
appreciation,
Silvia,
IFRSbox.com
|
martes, 9 de junio de 2015
INTELIGENCIA EMOCIONAL
Test: ¿Lideras con inteligencia emocional?
Harvard Business Review
Palabras clave: liderazgo, inteligencia emocional, Dan Goleman
Harvard Business Review
- Los grandes líderes nos mueven, nos inspiran, motivan y nos dan energía. Pero, ¿cómo lo hacen? Lo hacen a través de la inteligencia emocional (IE). Dan Goleman nos despertó cuando en 1995 publicó un libro pionero sobre el tema.
- Aquí te damos una herramienta para obtener una comprensión más profunda de tu propia inteligencia emocional: Responde a las preguntas de la manera más honesta posible y te diremos cómo calificaste en las cinco dimensiones críticas de la IE.
Palabras clave: liderazgo, inteligencia emocional, Dan Goleman
viernes, 5 de junio de 2015
anteproyecto de Ley de Probidad Pública El Salvador
Estimados señores:
El Equipo Gestor de la Ley de Probidad Pública, del cual forma parte FUSADES, se encuentra promoviendo un
nuevo marco normativo que sustituya a la actual Ley Sobre el
Enriquecimiento Ilícito de Funcionarios y Empleados Públicos, que data
de 1959.
El
propósito es que se apruebe una nueva Ley de Probidad Pública que reúna
los elementos jurídicos necesarios para procurar un control eficaz del
enriquecimiento ilícito y de los conflictos de interés de los servidores
públicos.
Convencidos
de que lo anterior redundará en pleno beneficio de la sociedad
salvadoreña, por este medio les compartimos el anteproyecto de Ley de Probidad Pública, el cual podrán descargar haciendo click aquí. En el mismo sitio, podrán conocer más sobre este importante esfuerzo de la sociedad civil.
Atentamente,
Departamento de Estudios Legales - FUSADES
AUDITORÍA INTERNA
El Instituto de Auditoría Interna de El Salvador
Le invita a participar al Desayuno Conferencia:
"El Auditor como Consultor Interno: ¿Cómo Influir en el Cambio?"
Fecha: Sábado 13 de Junio
Hora: De 8:00 am a 11:00 pm
Lugar: Hotel Hilton Princess
Inversión: Socios: $30.00 más IVA No socios: $35.00 más IVA
Contenido del Curso:
- Proveer una visión fresca, objetiva y directa sobre su valor como Consultor Interno.
- Desarrollar otras alternativas de operación, proporcionando soluciones nuevas y únicas a su
organización.
- Exceder expectativas, proporcionando nuevas recomendaciones que impulsen una
permanente transformación de la compañía hacia la excelencia y modernidad.
- Desarrollar otras alternativas de operación, proporcionando soluciones nuevas y únicas a su
organización.
- Exceder expectativas, proporcionando nuevas recomendaciones que impulsen una
permanente transformación de la compañía hacia la excelencia y modernidad.
Teléfono directo de capacitaciones: 2517-9777 // 2264-7918
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