Management, Motivation and Commitment

Each Friday, RPS will highlight five popular news stories from the world of training professionals. Visit our blog each week to see which stories were trending most amongst your industry peers.

Training Magazine: Making or Breaking Training: The Role of the Manager by Sharon Parker
While there are many training programs that offer sound intellectual property, the managers are the make-or-break element in achieving behavior change and measurable results. Their ability to participate, model the desired behavior, reinforce the learning, and switch as needed from a manager to a coaching role will determine the success of the investment. A process that addresses these critical needs generates confidence in both the employees and the managers and increases their appreciation for and commitment to training as a necessary component of building a culture of success.

Chief Learning Officer: Motivation Employees Crave by Joellyn Prouty McLaren
Good managers explain the context of organizational change and meaning for individuals. Yet, few have time to discuss employees’ work experiences or ambitions. In this article, McLaren argues that we need to develop managers’ ability to discover, make sense of and convey these important connections. We need to help those in our organizations see what’s in the experience for them and clearly communicate it. In doing so, managers will help individuals in their team feel valued.

Harvard Business Review: To Get a Commitment, Make a Commitment by Jim Dougherty
Dougherty explains that if you want to get an emotional commitment from the people who work for you — or with you, or with whom you have business relationships — you need to be willing to commit to them too, unsolicited and without direct hope of reward. You can think strategically about how to do this, so you’re ready when opportunity presents itself to take the kinds of actions that produce such a result. But you can’t force it, or fake it. If do something purely for the hoped-for economic gain, it will show and you will likely fail. Part of the secret to getting this balance right is liking the people you work with, and working with people you like. Then you never have to fake it.

The Wall Street Journal: At These Companies, Distraction Is a Health Hazard by Rachel Emma Silverman
Companies are trying to reduce digital distraction in order to help employees stay focused. Many of the efforts lift productivity; a research group estimated that information overload and resulting distraction led to $1 trillion in lost productivity in 2010. But efforts to reduce digital distraction may have another benefit: improving employee health and well-being.

Fast Company: 6 Achievable Business Goals Your Company Needs To Set Now For 2013 by Lydia Dishman
The year’s end is a natural time for leaders to clear off their desks and begin setting goals that will be key to their company’s growth and productivity in the coming months. But figuring out exactly what those objectives are and how best to implement them is no easy feat. In this article, Dishman offers some suggestions to help company leaders achieve their visions.

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