Relationship

一员工提出辞职，老板问了他一个与离职无关的问题

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一员工工作三年，总感觉到吃苦受累，而且前途暗淡，迷茫中他决定请辞。

了解情况后，老板问他，“你知道毛毛虫是怎么过河的吗？”员工给出了三个答案：

员工说“从桥上过”，老总摇摇头说：“没有桥”。

员工说“从叶子上过”，老总说：“叶子被水冲走了”;

员工又接着说“被鸟吃到肚子里就过河了”，老总强调：“那样的话，毛毛虫就死掉了，也便失去了过河的意义。”

那么毛毛虫究竟是怎么过河的呢？

最后老总告诉员工说： 毛毛虫要想过河，只有一种方法，那就是变成蝴蝶。毛毛虫在变成蝴蝶之前要经历一个痛苦的阶段，它在一个茧里面，暗无天日、没吃没喝。这种痛苦要经历很长一段时间。

如果你也在想辞职，那么请先审视自身：是否已经有了蝴蝶飞翔的本事！

跳槽穷半年，改行穷三年。

献给每天喊辞职、想辞职的人或周期性喊辞职、想辞职的人！

1.不要轻易离开团队，否则你要从零做起。

2.不要老想着做不顺就放弃，哪个团队都有问题，哪个团队都有优点。

3.跟对领导很重要，愿意教你的，放手让你做的领导，绝对要珍惜。

4.团队的问题就是你脱颖而出的机会，抱怨和埋怨团队就是打自己耳光，说自己无能，更是在放弃机会！

5.心怀感恩之心，感谢系统给你平台，感谢伙伴给你配合。

6.创造利润是你存在的核心价值，创业不是做慈善。

7.遇到问题请先思考，只反映问题是初级水平，思考并解决问题才是高级水平。

谁能最后享受到胜利成果？

第一：能始终跟着团队一起成长的人。

第二：对团队的前景始终看好的人。

第三：在团队不断的探索中能找到自己位置的人。

第四：为了团队新的目标不断学习新东西的人。

第五：抗压能力强且有耐性的人。

第六：与团队同心同德、同舟共济、同甘共苦的人。

第七：不计较个人得失，顾全大局的人。

第八：雄心博大，德才兼备，有奉献的人！

学会说话，给人温暖，给人鼓励，给人赞美，

给人信心，给人方便，给人希望，给人智慧！

不管你在哪里上班，请记住这些字！

第一则：工作不养闲人，团队不养懒人。

第二则：入一行，先别惦记着能赚钱，先学着让自己值钱。

第三则：没有哪个行业的钱是好赚的。

第四则：干工作，没有哪个是顺利的，受点气是正常的。

第五则：赚不到钱，赚知识；赚不到知识，赚经历；赚不到经历，赚阅历；以上都赚到了就不可能赚不到钱。

第六则：只有先改变自己的态度，才能改变人生的高度。只有先改变自己的工作态度，才能有职业高度。

第七则：让人迷茫的原因只有一个——那就是本该拼搏的年纪，却想得太多，做得太少！

送您一个字：干！

 

创业企业运用利润分红方式吸纳人才是可取的,但是公司初创没利润，怎么分？这也是在做前期激励需要考虑的。建议是没钱时分希望，企业稳定后才开始分红利，这样才能达到永续发展的境界。

企业在不同的发展阶段该如何进行股权激励？欢迎参加WMA 的《股权激励与股权设计》课程， 为自己的企业量身定制一套有效调动员工积极性的共赢商业模式！把企业做强做大！欲知更多，请浏览股权激励与股权设计网站。

生活有目标，快乐永伴随

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你是否曾问过生活周遭的人：他们生活中想要什么？你会听到一面倒的答案──快乐。虽然我们都有广泛的特定答案，快乐却是我们最想要的，但它也是大部分人最不了解的。

不论动机如何，我们在生活中所做的大部分事情，终极目的都是为了使自己快乐。然而，我们经常用错误的方式取得，快乐不是像我们想像的那样发生。

快乐在哪？该怎么让它发生？我在这里与大家分享一个小故事，了解当中的意义所在：

乞讨碗的故事

一天早上，国王走出皇宫，遇到一位乞丐，问他：“你要什么？”乞丐笑着说：“听你说话的方式，好像你能满足我的欲望！”国王不悅，答道：“我当然办得到。你要什么？”乞丐警告说：“在承诺任何事情之前，请三思。”

国王并没有听出当中意思仍坚持说：“我会满足你开口要求的任何东西，因为我是有权有势的国王，能够满足你任何欲望。”乞丐说：“欲望很简单。你能装满这只乞讨碗吗？”“当然能！”国王边说边指示大臣：

“用钱装满这个人的乞讨碗”。大臣照办，但是当钱装进碗里，却消失不见，於是他装进更多，但一进去，都不见。乞讨碗依然空空如也。

这件事传遍整个王国，引来一大群人围观。国王的威望和权势岌岌可危，於是告诉臣子：“就算失去王国，我也在所不惜，绝对不能被这名乞丐击败。”他继续将他的财富倒进碗里。钻石、珍珠、绿宝石，他的金库愈来愈空虚。

可是乞讨碗像是无底洞，倒进去的每一样东西立刻不见！最后，群众寂静无声，国王瘫软在乞丐脚边，承认失败。“你赢了，但是在你走之前，请满足我的好奇心。这只乞讨碗到底有什么秘密？”

乞丐谦卑地回答：“没什么秘密。它只是用人的欲望做成的。”

我们最大的挑战之一，是确保生活目的不会成为一只乞讨碗、一个欲望的无底洞，不断寻找使我们快乐的下一样东西，那是注定要失败的。

积攒财物的目的，应该是期望从它们带来愉悅。然而，取得金钱或我们想要的某种东西，并不会带来持久的快乐。

如果缺乏“大格局”的观点，就很容易掉进不断追寻成功的境地。因为一旦得到想要的，快乐迟早都会消退，我们很快就会习惯已经拥有的东西，甚至最后因此感到厌倦，於是又再想方设法取得新东西或做新事情。

更糟的是，我们甚至可能不会停下来或放慢脚步，享受已经得到的，因为我们会自动追寻其他东西。

快乐建立于实现目的上

曾经担任美国心理学会（American Psychological Association）理事长的马丁．赛利格曼（Martin Seligman）相信，有 5 个因素对我们的快乐有贡献：正面的情绪和愉悅感、成就、人际关系、融入和意义。

他相信，其中以融入和意义最为重要。更融入我们所做的事情当中，设法使我们的生活更具意义，是寻找持久快乐最稳当的方式。当我们每天的行动能够实现更大的目的，就会出现最强而有力和最为持久的快乐。

从见过大风大浪的企业家到中学学生，他们是如何建立财富？怎么定义财务富有的人？要成为财务富有的人，你必须有生活目的；少了目的，你永远不知道何时拥有够多的钱，而且永远无法在财务上富有。

你的目的何在？

  1. 发现你的大哉问

问问自己什么事情鞭策你，以发现你的目的。什么事情促使你早晨起床，并在你感到厌倦和懦弱无力时，督促你继续走下去？这是让我们对生活感到振奋的原因，也是你正在处理所做事情的原因。

当你自问：“我在生活中能做哪一件对我和世界最有意义的事，做了之后，其他每一件事就会变得比较容易，或者不必做？”就是你正在将“目的”带到生活的重要过程。

  1. 缺少答案时，选个方向

“目的”听起来可能相当沉重，但不必如此。只要想着你希望生活成为什么样子的“一件事”，而不是其他事情。设法写下你希望达成的事情，然后描述你将如何做。

选定一个方向，开始往那条路跨出步伐，看看自己喜不喜欢。时间会使你看得更清楚，如果你发现并不喜欢，随时可以改变心意，因为那是你的生活。

生活有目标是永久快乐的秘诀

目的是产生力量的最直路径，也是个人实力的终极来源，包括坚信的实力和不屈不挠的实力。要取得卓越成果，得先知道什么事情对你重要，并每天采取行动去做那些事情。

当你的人生有明确目标，情况就会更快变得清楚，使你更加坚信自己的方向，而当你拥有最好的选择，就有机会得到最好的体验。这就是为什么，一旦知道要往哪里去，便有助於迈向生活会带给你最好的可能结果和体验。

目的也会在事情不顺遂时帮助你。只要知道自己为什么正在做某件事情，可以鼓舞和激励你，流下更多必要的汗水，在处境每况愈下时持之以恒。

目的更是提供终极的黏著剂，帮助你坚持走在设定好的路径上。当你所做的事情符合目的，你自然会觉得生活有美好的律动，靠双脚走出的路似乎也回应著脑海和心里的声音。

总结：

我们都希望快乐，但是刻意去寻找，并非最好方式。取得持久快乐的最稳当路径，就是当你为某个更大的目的而活，以及你将意义和目的带到日常的行动上时。

本文转载：天下杂志

5 Pointers for Getting More from Your Team

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How to effectively communicate your expectations as a leader

Managers are taught that holding employees accountable is the key to getting results, yet they often fail to clearly communicate their expectations. Rather than getting frustrated, try these steps:

1. Know what you want first. We may assume others are being thoughtless or selfish when they don’t satisfy our needs, but we haven’t clarified in our own minds what we want. Get clear on this first.

2. Clearly communicate expectations and ensure understanding. Ask the person to summarize or re-explain. This helps make sure you’re on the same page.

3. Define your desired outcome. What do you want the end product or behavior to look like? Rather than telling an employee, “I need this ASAP,” say, “I need this by 10 a.m.”

4. Explain what you do want rather than what you don’t. Rather than saying, “Stop emailing me about urgent issues,” try, “When an issue is urgent, I would really appreciate it if you could call me or stop by my desk.”

5. Reward the positive and coach the negative. If your expectations are met, make sure to show appreciation. If not, before assuming the person intentionally disappointed you, clearly communicate what you wanted.

Resources: success.co

4 Ways to Be a More Collaborative Leader

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There are two types of leadership—“me” and “we.” Where do you fall? Do you like your office door closed, no distractions allowed? Or do you prefer your door open, interruptions welcome?

Beware that by tucking yourself away in the corner office, you are isolating yourself… and successful leadership requires collaboration, the opposite of isolation. So if you’re about to lock the door behind you, think instead about leaving it open, literally and figuratively—shift from that detrimental “me” space to the more effective “we” space.

Effectively connecting with your team is more than paying lip service or showing your face on your way in or out of the building. Working in a truly collaborative way means understanding why you need to be a part of your team, rather than being apart from it.

If you are used to operating from a place of “This is my idea, my project, outcome, my result and my credit,” it can be incredibly difficult to switch your mindset. But the business landscape has, and will, continue to change at a rapid rate—and you are only one person. You would need to be superhuman to be able to grasp every aspect of what is necessary to survive. Your team is absolutely essential to continuing success. As a team, you have the complete skillset to turn average work into expert work—to turn threats into opportunities.

Try taking these small steps to make the transition:

 

1. Fix the working environment.

Don’t set yourself up in a cushy corner office with closed walls. Studies have shown that working within a collaborative physical environment actually improves team engagement and drives results. Why? Because collaborative workspaces engender a sense of belonging and a feeling that nobody is excluded from the big decisions that will affect the whole team.

(This doesn’t mean that there isn’t a need for thoughtful “outspaces,” which allow for privacy and quiet and the chance to create and reflect.)

 

2. Be vulnerable.

Allowing yourself to show weakness in front of your team is not weak—it is strong. It can and will lead to reconnection.

If you are able to admit when you have made a less-than-stellar decision or that you are having trouble reaching a successful solution to a problem and need assistance, you will create trust. Opening up gives your team an assumed “permission” to speak up and admit if they need assistance, too. It also opens the opportunity for them to showcase skills you might not have recognized or acknowledged in the past.

 

3. Give credit where it’s due.

Too often, it is easy for a leader to stand solo in the spotlight, leaving the team in the shadows. That attitude creates an internal disconnect—and therefore a lack of trust and an unwillingness to give 100 percent to future projects.

Make sure that you are adequately acknowledging when your team members are the ones responsible for a result, whether that is an idea or a product. When someone adds value, it is essential to acknowledge that contribution—and to do it publicly.

 

4. Be brave.

Be willing to take risks for the benefit of your team—even if they may not necessarily benefit you in the short-term. Your team will see not just a leader but someone who has their collective interests at heart.

This requires a degree of business bravery. Think about this: How does your team currently view you? As someone who stands up for their best interests, or as someone who pushes everyone out of the way for the lifeboats?

Take a leap—not for those lifeboats, but for your team.

Resources: success.net

The 5 Traits of Great Future Leaders

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Finding leaders isn’t about finding those with the loudest or even the most reasonable voice, or even finding the one with most impressive skills. How often have you seen someone with great skills be promoted to a leadership position, only to see him become a harried, crazed person making outrageous decisions that demoralize the team? It happens, but it doesn’t have to happen to your team, when you understand how to spot people with the potential to become leaders, people who will help achieve the vision you’re working toward.

There are five traits of potential leaders that make them easy to spot:

1. They like people.

This is non-negotiable for leaders. Those who are following want to be around and be a part of things led by someone who likes them and is helping them succeed. People don’t want to be around someone who is clearly impatient with them and considers them a nuisance. In other words, they won’t follow someone who doesn’t like them.

 

2. They are possibility thinkers.

Challenges don’t stymie them. Potential leaders aren’t Pollyannas; they are willing to admit that problems exist. But even if solutions aren’t readily apparent, they can find the workarounds that help the team move forward toward the goals.

 

3. They communicate.

Leaders must have a desire to interact with others. Excellent communication skills can be learned, but leaders innately want to express vision, goals and tasks to others. Those whose go-to coping method is to silo themselves away from the community are not yet suited for leadership.

 

4. They are willing to learn.

Leaders are usually finding ways to learn and grow, and they are motivated to share that information. There will always come a point in a leader’s life where the vision they are pursuing requires them to learn and become more: a better communicator, a dynamic re-director or a stronger motivator.

 

5. They can catch a vision.

Leaders may not come with their own vision at first, but they can be inspired to catch an existing vision. Their determination to be possibility thinkers and willingness to learn will aid them in learning from a mentor how to create their own visions.

 

While some people have a natural bent toward being a leader, good leadership skills can be learned by people who have these five traits. You’ll grow as a leader as you identify these people and help them develop into all that they can be. I’ve discovered that one of the most satisfying parts of my life, both professionally and personally, has this process of finding and growing successors.

Resources: Success.net

6 Things Effective Leaders Always Say

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Too often we forget our most basic goal in business—to create relationships with clients, customers, prospects, colleagues, shareholders and, at the center of it all, employees. Everyone at every level needs appreciation and meaningful feedback about their work. If you think that’s an obvious and practiced element of leadership, think again. Nowadays, leaders are prevented from being effective by not showing appreciation to employees.

 

Communication is the fundamental element of an organization, and the pattern is established by leaders. Healthy communication requires trust, inclusion, recognition, clear directions, meaningful interaction and feedback at the nerve center of the company.

The most effective leaders understand that clear communication helps a company’s bottom line and can increase productivity. They are diligent about building a sense of connectedness with their teams and appreciation of their employees by saying and asking:

 

1. “Here’s what I appreciate about you and your contribution.”

The basic “atta-boy” or “atta-girl” doesn’t satisfy people who put their heart and soul into their work. Instead, say something specific 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.

 

2. “Thank you.” (personal and public)

From the elevator to the parking lot, daily interactions 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, are also meaningful.

 

3.“What do you think?”

Employees often withhold their best ideas from leaders who always have the “right” answer or take credit for others’ ideas. Ask questions such as, “What have you noticed?” “How do you think we could improve?” “What is keeping us stuck?” and “What do you love about it?” Establish a safe environment in which people have the opportunity to express themselves and be recognized for their ideas and they will take ownership of the results.

 

4. “Here’s what’s happening and what you can expect.”

Companies today often operate in a state of change, and all too often, information is withheld until the last minute. This is a huge distraction for employees who need “real speak” about their futures. 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. Explanations are better than no explanations.

 

5. “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.

 

6.“Let me share a time I got it wrong.”

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. The effective leader says, “Let me tell you about something I learned the hard way,” instead of dictating the course to take.

Resources: Success.net

Content marketing: How do you get value from it in email marketing?

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“Content marketing is a strategic marketing approach focused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly-defined audience — and, ultimately, to drive profitable customer action.”

It is all well and good developing programmes to drive sales and revenue, after all that’s what most brands are looking at as ROI from email. However, in this day and age where email is the most widely used form of communication with customers and prospects, is that enough? In my opinion it’s not.

What are you doing to differentiate yourself from everyone else in the inbox? What’s going to make you stand out?

There was a reason a subscriber took the time to sign up to your brand, why was that? They wanted something from you – were they interested in your proposition or product? Or was it all about your brand? Probably the first right?

So how do you get them interested and engaged in your brand? With content, that’s how.

There are different types of content you can use, so where do you start? Answering the question as to why the subscriber signed up and what they want is a great place.

What expectation does the sign up box/page on your website give?

  • Regular updates/tips
  • Member only information
  • Exclusive deals
  • Offers and discounts

If you’ve incentivised someone to signing up, or promised certain content, then you’d better follow through on that or you’ll find they’ll quickly be hitting that unsubscribe button.

In my mind subscribers sign up based on what you’ve offered, and that would be what they want from you. However, how can you be sure what you’re sending them is what they want? Lets not forget how fickle we humans can be and how often we change our minds. The best way I’d say you can qualify this is by simply asking them.

Very soon after someone new has subscribed to your email list, you’ll want to reach out to them to begin building your relationship. This is the perfect time to start with some valuable content, setting the expectation for what they’ll be receiving from your brand and collecting preference information through a well-designed Welcome Programme andPreference Centre.

Be mindful when collecting preferences – make sure you can actually deliver the different types of emails and content. The last thing you want are subscribers that have told you what they want and then don’t get it; a sure way to increase your unsubscribes.

Now that you know what your subscribers want from you, how are you going to deliver this? I have seen many brands use a hybrid approach and combine a newsletter with a sales email. Personally I believe these should be kept separate; once you combine these two types of email you are taking away from one CTA or the other. To me, it’s best to send a newsletter that contains news, with the main CTA being to drive traffic to the website and build a brand affinity – this is where your best valuable and relevant content should go.

Depending on your brand and industry, like travel or fashion for example, you may find that you have an abundance of content to share, and that’s great. There’s inspirational and informative content about where next to take your holiday or what’s trending right now with the latest A-lister wearing this winter’s coat.

For some though, this can be seen as challenging. What if you don’t have lot of engaging content? What if your product is more functional? For brands like this, user generated content (UGC) can be very useful. UGC can come in different forms – social posts, product reviews or customer forums for example. This content can be extremely valuable; who better than your customers and their peers to provide recommendations?

In summary, having a content strategy to go along with your sales and offer-led programmes can deliver great value to you. Receiving engaging and relevant content will keep your subscribers engaged with your emails, your brand in their minds and emails in their inboxes. Therefore, you have greater opportunity to get the right offer in front of them at the right time so they make the purchase.

Resources: marketingtechnews.com