Knowledge Center: 02/10/19

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The People Here Are Listed In Josephson, Robber Barons Or In The Cited Source :-

01. John Jacob Astor (Real Estate, Fur) – New York

02. Andrew Carnegie (Steel) – Pittsburgh And New York

03. William A. Clark (Copper) – Butte, Montana

04. Jay Cooke (Finance) – Philadelphia

05. Charles Crocker (Railroads) – California

06. Daniel Drew (Finance) – New York

07. James Buchanan Duke (Tobacco, Electric Power) – Durham, North Carolina

08. James Dunsmuir (Coal, Lumber) - Victoria, BC Canada

09. Marshall Field (Retail) – Chicago

10. James Fisk (Finance) – New York

11. Henry Morrison Flagler (Standard Oil, Railroads) – New York And Florida

12. Henry Clay Frick (Steel) – Pittsburgh And New York

13. John Warne Gates (Barbed Wire, Oil) – Texas

14. Jay Gould (Railroads) – New York

15. Edward Henry Harriman (Railroads) – New York

16. James J. Hill (Fuel, Coal, Steamboats, Railroads) - St Paul, Minnesota

17. Charles T. Hinde (Railroads, Water Transport, Shipping, Hotels) – Illinois, Missouri, Kentucky, California

18. Mark Hopkins (Railroads) – California

19. Collis Potter Huntington (Railroads) – California

20. Andrew W. Mellon (Finance, Oil) – Pittsburgh

21. J. P. Morgan (Finance, Industrial Consolidation) – New York

22. John Cleveland Osgood (Coal Mining, Iron) – Colorado

23. Henry B. Plant (Railroads) – Florida

24. William Randolph Hearst (Media Mogul) - California

25. John D. Rockefeller (Standard Oil) – Cleveland, New York

26. Henry Huttleston Rogers (Standard Oil; Copper), New York.

27. Charles M. Schwab (Steel) – Pittsburgh And New York

28. Joseph Seligman (Banking) – New York

29. John D. Spreckels (Water Transport, Railroads, Sugar) – California

30. Leland Stanford (Railroads) – California

31. Cornelius Vanderbilt (Water Transport, Railroads) – New York

32. Charles Tyson Yerkes (Street Railroads) – Chicago

Miniseries shines a spotlight on the influential builders, dreamers and believers whose feats transformed the United States, a nation decaying from the inside after the Civil War, into the greatest economic and technological superpower the world had ever seen. The Men Who Built America is the story of a nation at the crossroads and of the people who catapulted it to prosperity.

John D. Rockefeller, Cornelius Vanderbilt, Andrew Carnegie, Henry Ford and J.P. Morgan rose from obscurity and in the process built modern America. Their names hang on street signs, are etched into buildings and are a part of the fabric of history. These men created the American Dream and were the engine of capitalism as they transformed everything they touched in building the oil, rail, steel, shipping, automobile and finance industries. Their paths crossed repeatedly as they elected presidents, set economic policies and influenced major events of the 50 most formative years this country has ever known. From the Civil War to the Great Depression and World War I, they led the way.

Reviews :-

Joe ... Fantastic for U.S. History Teachers ... December 31, 2017

A great resource for U.S. History teachers! As one myself, I feel that it's always a tough gig to get students excited about the Industrial Revolution of the late 19C and all the social and political issues that it spawned. This multi-part History Channel documentary brings it to life with a great deal of pizzaz. My high school students dig it. They were inspired to discuss the ideas and people involved. When the film ended, they wanted more. What more could a teacher ask for?

Richard J. Estep Top Contributor: Batman ... January 16, 2018

This is the kind of show that the History Channel does so well — part dramatic recreation, part historical commentary. Stepping away from their usual military fare, this production focuses on the titans of early American industry — Rockefeller, Vanderbilt, Carnegie, Ford, and J.P. Morgan. It follows them through various trials and tribulations as they at first establish and then enlarge their busines empires, chronicling the setbacks and misadventures that happened along the way, including those occasions on which they were brought into conflict with one another. Various talking heads, including Allan Greenspan, Steve Wynn, and Donald Trump, offer their insights on the entrepreneurial world. The show is fairly long but doesn’t outstay its welcome, and offers a journey alongside the men who built America that is by turns both entertaining and informative. Picture quality is a little grainy in places, particularly for a Blu-Ray, but not too bad overall. Extras include several mini featurettes that flesh out aspects of the main narrative. Recommended.

DW ... December 5, 2016

Fantastically written and produced. This is a perfect introduction for anyone wanting to learn about late 1800's Captains of Industry/Robber Barrons. It does a really good job of exploring the personal motivations and rivalries of the industrialists. The creators perfectly blend interviews with historians & modern business giants with actors portraying the industrialists during their rise to power. This style of documentary is sure to capture everyone's attention.

Morgane1692 ... August 22, 2013

I loved this series back when it was broadcast on the History Channel. I thought about getting the DVD for my 10year-old--nephew, to get him interested in history, then I decided, no, it's not a video game, it will sit and collect dust if I did that, so I'm keeping it for myself. Where I know it will be watched and appreciated. If you love great non-fiction drama, you will love these individual stories and how they're tied together to make our country's background.

Last fall, The History Channel aired The Men Who Built America, an 8-part documentary that focused on five titans of industry. Through archival footage, interviews with historians and current moguls, and dramatic re-enactments, the series showed how between the Civil War and World War I, men like John D. Rockefeller and Andrew Carnegie helped create modern day capitalism.

Producer Stephen David had always been fascinated with these famous men and since 1997, he's been trying to tell their stories. At the same time, the entrepreneur has been building his own business: Stephen David Entertainment. Based in New York City, his production company produces reality programs by doing everything in-house, from the writing to the props and post production. The Men Who Built America was David's biggest project to date and it earned him four Emmy nods, including for Outstanding Documentary or Nonfiction Series and Outstanding Writing for Nonfiction Programming.

I talked to David about the lessons he took away from his deep research into Rockefeller, Carnegie, Cornelius Vanderbilt, Henry Ford and J.P. Morgan.

"There are a lot of business cliches out there," says David. "But when we started making this we realized a lot of them are true." Here are David's five business lessons from The Men Who Build America.

1. The Bigger The Risk, The Bigger The Reward :- "Most of these guys failed many times before succeeding," says David. "Even after they were rich, they would leverage themselves to ridiculous degrees in order to make the next thing happen." It's a lesson David can relate to. Even when he had History on board for the show, he had a limited budget and big plans for the series. Plus he hoped to make some money from the project. "We didn't really make money on it but we will in the future." Thanks to the success of Men, David says he's getting many more opportunities.

2. There Are No Rules :- David says that when the titans of industry played by the rules they were stuck. But when they made their own rules, they moved forward very quickly. As an example, he cites Rockefeller's takeover of the oil industry. His ruthless monopolization of the industry was something new and the government eventually had to step in to level the playing field. It might not have been nice but it was a brilliant business move. David says History gave him the room to go against the rules with his documentary series. "They said, 'Do whatever you want, there are no rules,'" says David. "That was a pretty rare thing to have happen."

3. Get The Right People On The Bus :- This was a bit of advice from Jack Welch who was one of the many moguls David corralled to comment for the series. In this case, Welch meant that you need to find the right people to work with. David says a perfect example of why this is important is the partnership between Andrew Cargnegie and Henry Frick. "Carnegie knew the kind of guy Frick was but he needed him to get an edge," says David. "He brought him on and it was the rise and almost fall of his business."

4. Money Is A Good Way To Keep Score But It Doesn't Buy True Happiness :- Becoming the richest men of their age didn't mean happiness for any of the moguls David profiled. Rockefeller was a man who had been conned by his own father. He always felt like he didn't have enough. J.P. Morgan was always trying to live up to his father. Carnegie was trying to get respect. Ironically, respect came only when Carnegie gave away almost all of his money.

5. If You Want To Get Rich, Come Up With Something The Whole World Needs :- Sounds easy enough. "These opportunities always exist," says David. "It's just a question of who's going to find them." In the time the documentary examines those things were oil and steel. Today they are Google GOOG -0.73% and Facebook FB -0.88%. The men who had serious money and power were able to create or control industries. This isn't a lesson that hits home for David. "I'm not even playing that game," he says. "In order to play that you'd have to own something like Netflix NFLX -0.63% and change the whole industry."

Tags :- John D. Rockefeller, Cornelius Vanderbilt, Andrew Carnegie, Henry Ford, J.P. Morgan, The Men Who Built America, A New War Begins, Oil Strike, A Rivalry Is Born, Blood Is Spilled, A New Rival Emerges, Owning It All, Taking The White House, The New Machine,

How To Deal With A Colleague’s Negative Attitude

Negative or toxic behavior at work can rear its ugly head in many different ways. Whether it's constant complaining about a boss or coworker, dissatisfaction with the work/role/organization, critical/aggressive remarks or hoarding information, the effects of negative behavior from colleagues can be taxing on your mental state.

Toxic colleagues can erode team culture, tarnish your personal brand and harm the dynamics between a team. So what can you do when faced with a negative colleague whose behaviors are bringing you down? Let's review some suggested courses of action!

Practice Emotional Intelligence

Emotional Intelligence is an important part of building relationships, creating trust and cultivating a workplace that feels more human. If you're noticing a constant stream of negative energy from one particular colleague, flexing your emotional intelligence in the following ways could be helpful in turning a sinking relationship into a more productive one:

Find out why: The saying "be kind, for everyone you meet is fighting a battle you know nothing about" is a great mantra when interacting with someone's negativity. If there's something going on in their personal life that is causing them to lash out at work, simply recognizing their struggles could be enough to help them show up more positively. Of course, you don't want to pry into their personal affairs, but should the opportunity to talk about it arise, having a better understanding of their personal realities outside of work might help you humanize their behavior and build a stronger sense of empathy for them.

Offer compassion: Rather than trying to combat fire with fire, offer this colleague some compassion and express your desire to help. Perhaps they are feeling insecure about certain workplace relationships/events, or perhaps they could be drowning in work. By offering them help and support, you will create a safer place for them to put their guard down.

Create Personal Boundaries

It's important to remember that negativity breeds more negativity, so if you're surrounding yourself with negative energy, it will likely affect you more deeply than a simple annoyance. To create personal boundaries at work, consider the following:

Align yourself with positive people: The phrase "Your vibe attracts your tribe" can be true in both your personal life, as well as your work life. It's important to align yourself with the people around you who see opportunity, excitement and reasons to be grateful at work, rather than get sucked into the energy of those who wish to see their glass as half empty.

Change your mindset: If someone on your team says something negative, or constantly creates a hostile environment, remind yourself that you're there to work, and once you clock out, their behaviors and attitudes no longer affect you. Keep work to just work, and avoid creating a social life that revolves around this person. Stay calm, and remember that their negativity is likely a symptom of their greater unhappiness, which has nothing to do with you, nor is it your problem.

Diffuse The Situation

There are times when you won't be able to (or won't want to!) avoid this negative colleague. In order to co-exist harmoniously, diffusing the negativity that emanates from them is a strategy you can practice. To do this, consider the following:

Redirect the conversation: If you notice the conversation with your colleague is heading into a dark place, redirect it by switching topics and avoiding subjects that you know will set off negative alarms. For example, if this colleague has a problem with your current boss and spends most of your watercooler conversation complaining about it, try your best bring up topics you both enjoy and don't engage in the boss-bashing.

Address the situation directly: If you're unable to move the conversation into a positive place, consider having a direct conversation with your colleague about the problem. While this might seem intimidating, it could be a good opportunity for you to help them with their professional brand and reputation within the office. There is a good chance that they might be unaware of how their negative attitude is impacting their relationships.

You could say something like "I wanted to have a discussion about the energy that we both bring to the team. I understand the ups and downs that come with work, but I was hoping we could discuss how to make things more positive as we continue working together."

Speak to the manager: Depending on the scope of the problem, you may need to reach out to your manager, given that someone's attitude at work should be included in their performance management.

Managing your attitude in the face of adversity is a huge part of your personal brand. Negativity is contagious, so do your best to rise above, even though commiserating can feel good. Remind yourself, and your team, that you've all chosen to work wherever it is you are. How you choose to show up each day is up to you!

Stacy Pollack is a Learning Specialist with an MA in Educational Technology. She is passionate about building leadership programs that engage and contribute to the success of her organization. She loves to share her perspective on workplace development, career building, and networking for success.

Thanks to Stacy Pollack / Glassdoor
https://www.glassdoor.com/blog/colleague-negative-attitude/?utm_source=newsletter&utm_medium=email&utm_content=122018_15comp&utm_campaign=dec18_us

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Friday, February 15, 2019

A Secret To Talent Acquisition: Great People Collect Great People

The holidays are always a great time to reflect on our lives. Such was the case this holiday season as several interrelated thoughts came crashing into my head from divergent sources. In the end, the revelation that kept coming back to me was that great people collect great people.

This idea abounded during the TV coverage surrounding the passing of former president George H.W. Bush. It was heartwarming and awe-inspiring to see the deep friendships and mutual respect the president had enjoyed with so many of his colleagues.

True and lasting friendships mean a great deal in the political sphere, but also in business and in our daily lives. Organizations and people that stand the test of time and succeed in their missions tend to earn the respect and loyalty of their colleagues, employees, and neighbors through an innate “trust factor.”

Companies that consistently win awards like “Best Places to Work” generally share some common traits, including long-tenured leadership, strong employee retention rates, consistent communication in good times and bad, and enviable financial performance.

Focus On The Backstory In Candidate Interviews

These observations form the foundation of today’s message: When looking to hire new talent for your organization, dig deep into a candidate’s backstory to learn how the person changed jobs throughout his or her years of employment. Typically, a pattern will emerge. I’d recommend running for the hills if it turns out a candidate has repeatedly left companies because he or she acted on enticing calls from recruiters.

Conversely, your interest should be piqued if you learn that a candidate has been routinely recruited by a former boss or colleague. Although some people simply like to surround themselves with familiar faces (that is, the buddy system), most supervisors try to hire the best available talent. So it’s noteworthy when a manager is so impressed by an employee at a previous company that he or she seeks to recruit that person to a new venture as well.

The next time you interview a candidate, don’t just rely on standard behavioral questions. Instead, focus on two simple inquiries:

Why did you leave company X?
How did you find your way to company Y?

What you learn from these questions may greatly impact your thinking about certain candidates. Taken at face value, a resume filled with several different companies can quickly earn someone the label of a job hopper. This generalization may be far from the truth, however, as some people have simply chosen to follow a former boss or mentor they admire.

Concepts such as stability, loyalty, trust, and civility translate into a common mantra of doing the right thing, the right way. The importance of these values cannot be overlooked if you seek to attract and retain great people to further your organization’s mission of achieving excellence.

What does this mean for job seekers? It’s simple. Reach out to former bosses and colleagues. Friends hire friends, especially if past mutual successes exist.

The moral of the story: Go out and start collecting great people/friends, but precede such an effort by being a good friend first. Such a strategy should yield dividends beyond your imagination.

About The Author :- Jay Meschke is president of CBIZ Talent and Compensation Solutions. He oversees a business unit that provides retained executive search, compensation consulting, HR consulting and career transition services. He is a sought-after subject matter expert on issues related to executive search and talent management.

Thanks to Jay Meschke / AMA / AMANET
https://playbook.amanet.org/training-articles-talent-acquisition-great-people-collect-great-people/

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Thursday, February 14, 2019

5 Mistakes That Can Stall Your Strategy Implementation

Remember the game of telephone? One person would think of a phrase and whisper it the person next to her. That person would whisper it to the next person, and so on down the line. By the time the last person in line revealed what he’d heard, the phrase often had morphed into something completely unrelated to the initial idea.

A similar thing can happen in companies when it comes to strategy implementation. At the executive level, the message may be crystal clear. But by the time it makes its way through the various branches and levels of the organization, the original intent and focus often are lost. This results in misalignments when strategic decisions need to be made downstream.

Maintaining strategic focus throughout the organization is one of the toughest challenges leaders face. In addition to the loss of clarity that occurs as directives and priorities make their way through the organization, intent can be clouded by shifts and changes in the marketplace. When a message reaches decision makers down the line, their best-informed tactical choices may very easily miss the mark—and stall out your strategy.

Missteps Of Strategy Implementation

Leaders make five common mistakes that can lead to a loss of integrity of strategic messages as they cascade through the organization:

Not involving lower-level leaders in strategic planning. Third- and fourth-level leaders often bring in-the-trenches perspectives to the table that aren’t obvious to top executives. Leveraging their input (a process some refer to as “policy deployment”) can help leaders make strategic decisions that are better suited to actual market and operational conditions.

Also, being involved in the strategic decision-making process ensures that mid-level leaders truly understand strategic intent. It empowers them to be what my firm calls “Alignment Leaders” within the organization.

Not matching metrics with behavior. Are your metrics and KPIs really driving strategy? If not, consider how you can leverage and realign your tactics and, if necessary, your reward systems to create a show-and-tell effect to help keep employees on track. This requires mid-level managers to both communicate clearly what is required and to effectively use metrics and behavioral indicators as motivational levers to guide behavior.

Communicating exclusively with data and logic. Of course, it’s important to use data and logic in communication, but don’t neglect the power of storytelling. Stories engage people’s attention and imaginations and allow them to vicariously experience the messages in a visceral way that facilitates learning and remembering.

Leaders can cite stories that illustrate what success looks like and how it is achieved. Stories don’t have to be epic or long. Even short descriptions or anecdotes of how change was successfully accomplished in the past, who was involved, and how their actions aligned with the vision can help communicate how you expect change to happen.

Maintaining strict organizational boundaries. Successful strategy implementation requires teamwork between an organization’s levels, functions, divisions, and departments. Breaking down barriers between these various parts creates checks and balances and facilitates the kind of interactive problem solving and innovation that’s often needed to stay aligned with strategy. It helps ensure that the parts of an organization don’t start working at odds with each other.

As leaders across levels and functions collaborate with each other, they also often come up with strategic solutions that can be used elsewhere in the organization. Cross sharing of this sort can give a company an extremely powerful edge in implementing strategy successfully.

Staying in the ivory tower. Lack of alignment doesn’t always flow from top to bottom. Sometimes, the strategy itself can be misaligned out of the box, when it doesn’t take into account the day-to-day reality of the organization and/or the market.

As a leader, it pays to spend some time getting to know how things really work at all levels of the organization. A strategy is only a hope until and unless it is embraced and implemented on the front lines. Having that connection to the daily life of all employees is invaluable both to creating viable strategies and to achieving buy-in from everyone in the organization.

In the game of telephone, players experience incremental errors that add up to a big miscommunication in the absence of guiding factors that keep the message on track. The same thing happens in organizations—but in business, it’s no laughing matter.

It is a leader’s responsibility to keep the lines clear so that you get the results you envision. To do this, you must proactively take the necessary steps to maintain the alignment of strategy and implementation.

About The Author

Principal of AlignOrg Solutions, Reed Deshler specializes in developing strategic organization designs and helping companies bring them to fruition. As an organization consultant, he works with executive teams and HR teams to define winning strategies, align their organization and business models for success, and mobilize employees and stakeholders in the desired direction. He’s guided Fortune 500 companies—including 3M, Abbott, Hertz, Chevron, Cisco, and General Mills—as well as middle-market businesses and nonprofits through change successfully and helped them solve complex organizational challenges. Deshler is co-author of Mastering the Cube: Overcoming Stumbling Blocks and Building an Organization that Works, a guidebook that outlines AlignOrg Solutions’ organization alignment process. He regularly writes and speaks on issues related to organization transformation and ways to implement—and create buy-in—among stakeholders for new business designs.

Thanks to Reed Deshler / Playbook AMANET / AMA
https://playbook.amanet.org/training-articles-5-mistakes-can-stall-strategy-implementation/

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How To Give Employee Feedback So It’s Useful And Welcome

Research conducted by Jeanne Meister and Karie Willyerd, authors of The 2020 Workplace (HarperBusiness), revealed a contradiction concerning employee feedback:

Of eight managerial capabilities and strengths employees wanted most from their managers, "Will give me straight feedback" was ranked No. 1.
When HR professionals rated the managers in their organizations on the eight capabilities and strengths, the ability to give effective feedback was ranked last.

The fact is, most managers have a tremendous opportunity to improve in this important skill. For feedback to be useful, it must be understandable and actionable. It also needs to be welcoming. You achieve these goals by using words and a delivery style that communicate respect and a sincere desire to help your team members. Here are 11 questions to guide you in providing effective feedback.

Before The Feedback Conversation

The time, effort, and thought you put into preparation will make a huge difference in the success of the feedback conversation. When we take a "wing it" approach to feedback, we virtually ensure that we will say the wrong thing. This reduces the chances the feedback will be received well and potentially damages the relationship. Consider four questions:

Have you done your due diligence so that you are super clear about the facts, context, details, and backstory related to the feedback?
If you're upset, have you done the work needed to get into a constructive emotional and mental state before having the conversation?
Are you going into the conversation with a desire for a dialogue, not a monologue? Are you genuinely curious about the employee's perspective?
Are you willing to discover that your perception is not totally accurate, or even wrong?

During The Feedback Conversation

Starting out the conversation on the right foot has a disproportionate effect on how well it will go. It's much easier to keep a conversation positive if it starts off well than it is to resurrect a conversation that has started off in a negative way. This is also why doing your "homework" before you have the feedback conversation is so important. Ask these questions:

Regarding your word choice and tone of voice, do you use the least amount of intensity and force to get the point across?
Are you using descriptive, sensory-based language for both what you're not OK with and what you want instead—that is, your desired outcome?
Do you use language and a tone of voice that communicate "We're two adults here" versus "I'm the teacher scolding the student"?
Do you ask questions to better understand where employees are coming from, to help them explore the reasons for their actions, and to guide them in identifying how they can do something differently the next time?
Do you check in to get their thoughts about what you just said, versus going on and on and on…?
Do you invite people to share their perspective, using questions such as "So that's what I'm seeing; do you see it differently?"
Do you paraphrase employees' statements at times to acknowledge you understand what they're saying, especially if they seem to be getting upset or intense about trying to get you to understand their perspective?

Feedback done well is a true win/win. Employees win because they are hungry for feedback on their performance and how they can improve. Managers win because giving feedback effectively not only improves performance but also builds morale. It is well worth the effort to improve at this critical skill.

About The Author

David Lee is the founder and principal of HumanNature@Work and the creator of Stories That Change. He's an internationally recognized authority on organizational and managerial practices that optimize employee performance, morale, and engagement. He is also the author of Powerful Storytelling Techniques (ATD Press) and nearly 100 articles and book chapters, including one on using storytelling in onboarding in the third edition of The Talent Management Handbook (McGraw-Hill, 2017). You can contact him at david@humannatureatwork.com, or follow him on Twitter at @HumanNatureWork.

Thanks to David Lee / Playbook AMANET / AMA
https://playbook.amanet.org/training-articles-employee-feedback-useful/?pcode=XA9T&utm_source=mkto&utm_medium=email&utm_campaign=NL1805-124537-May-LE&mkt_tok=eyJpIjoiTW1WbVlURXlZMkV6TnpkaSIsInQiOiI2SGdibjZuY2pDXC92VzU2Y2V1OUdwOFJVRDhNclRFYnp6YzBUUUlnenQ0VVlzVG5mcW9RUlpRVjhTY094R2ZaenBjeFdqMGZ5ajBFQmRpRmFzdmluVmJ2d01kWk5oNUVMN1pveGpSU3RWYUJNbjlSc0hnamdSdjhzZytRN1YwS3EifQ%3D%3D

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Wednesday, February 13, 2019

One Thing That Massively Improves The Employee Experience (EX)

We were asked to tackle this question during last month’s episode of EX Waves. It is a question that is posed to me frequently by companies wanting to quickly focus their efforts for maximum value and impact, and no doubt, it is an excellent question for us to consider.

What Is The One Thing You Can Do Right Now To Improve The Employee Experience At Your Organization?

There are a wide range of possible answers to this question and all of them depend entirely on an organization’s unique context, but without restriction or limitation, and in a more ideal scenario than is usual, there is one thing that springs to mind. What I am proposing, rather conveniently, will ensure that many things get done quickly across a company – a mindset shift to human centricity.

This, I have found, in any context, has an immediate and lasting impact across and beyond all functional areas within a business. It may be embodied in the appointment of new people-centred CEO or new approaches to develop people and the organization, but it makes a fundamental difference. It changes everything.

What Do I Mean By Everything?

Well, for starters it changes the focus of the company to people. This means that the conversations that matter evolve around the everyday life of people. This shift is transformative because we are now looking at things that stand-out as not being very human-centric and we start to fix them. These could be long-standing pain points or issues from the perspective of employees, but they may have been avoided, ignored, or put to one-side because other things have got in the way previously.

Why go after the things that cause frustration and pain for employees? Because leading and thinking in a human-centric way demands a high level of empathy. In relationships, in processes, in practices, in design, in leadership, and so on. As a first port of call during any project, program, team meeting, or 1:1, we are now considering the audience before us- their wants, needs, emotions, challenges, goals, and dreams. This is a powerful immediate improvement.

This may seem obvious, right? Yet if you have ever worked for a poor employer, one that regarded employees as numbers or replaceable robots, you will understand through your own experience the importance of what we are discussing here.

In the same way that any viable businesses have empathy for their customers, we are also more sensitive, aware, and bold in creating great experiences for employees that enable them to contribute strongly to the business and to their own life goals. It is these experiences that will determine the overall strength of a business.

By placing a high value on human-centricity, we can start to see clearly what needs to be done and how we need to do it. The outcome of this is a more positive, successful and sustainable future for everyone.

About Author :- Ben Whitter is Founder of the World Employee Experience Institute (WEEI) and is recognized as one of the World's leading figures within the field of employee experience.

Thanks to Ben Whitter / BenWhitter
https://www.benwhitter.com/post/one-thing-that-massively-improves-the-employee-experience-ex

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Knowledge Center

Saturday, February 16, 2019

The Men Who Built America (8 Parts Series)

How To Deal With A Colleague’s Negative Attitude

Friday, February 15, 2019

A Secret To Talent Acquisition: Great People Collect Great People

Thursday, February 14, 2019

5 Mistakes That Can Stall Your Strategy Implementation

How To Give Employee Feedback So It’s Useful And Welcome

Wednesday, February 13, 2019

One Thing That Massively Improves The Employee Experience (EX)

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