CEOs who Engage for Impact:
- “High performers are more successful than their peers, yet they are less stressed.
- High performers love challenges and are more confident they will achieve their goals despite adversity.
- High performers are healthier than their peers.
- High performers are happy.
- High performers are admired.
- High performers get better grades and reach high positions of success.
- High performers work passionately regardless of traditional rewards.
- High performers are assertive (for the right reasons).
“Build skill in perceptive engagement, the capacity to take another person’s perspective and discern what would be helpful.
"The first way that gratitude makes us resilient is that it keeps us hopeful. Gratitude is a game of contrasts. Our circumstances look a certain way; then something happens to improve them. Gratitude happens when we take notice of the distance between the two. Suddenly, we have something to be thankful for. That process teaches us something critical about life. While our circumstances might be bad, they can also get better. And our stories prove it to us again and again. Gratitude keeps us positive, optimistic, and able to keep coming back for more when life throws obstacles in our way.
- "They are on time for meetings, for planes, for phone calls.
- They make individual commitments (who is taking what actions by when) clear in meetings.
- They follow up on agreed-upon actions religiously.
- They make lists (to do, to read, mistakes, people to keep in touch with, useful resources, etc.) - and put those lists into action.
- They are aware of their mood, words, and actions in their interactions with their teams - are their actions and words having the desired effect?
- Personalize recognition. Individuals, not groups, do work.
- Make recognition motivating, not embarrassing, for star performers. Make those recognized part of an elite group - don't focus on the solo star.
- Keep recognition a surprise, not routine. When employees become conditioned to expect rewards, they feel disappointed when they aren't acknowledged.
- Make it clear why the person deserves recognition. Praise the specific performance, skill, judgment, expertise, or accomplishment.
"If you don't love it, you'll never be great at it. If you don't love it, you won't work to overcome all the challenges to keep doing it. If you love what you do, you won't quit when the world says you should. You will continue to show up every day, do the work, and discover that success is not created by other people's opinions. It's not created by what the media and fearful news says. It's not created by any of the circumstances outside you.
"When you are a leader, most things that go wrong are not directly your fault, but they are always your responsibility. The art of apology can make the difference between lost trust and ruined reputations.
- "Grow leaders and difference-makers, not just followers
- Build and orchestrate synergistic, high performance teams more powerful than the sum of their parts.
- Focus your organization on strategic priorities and simplify operations to accelerate progress.
- Champion the people who purchase and use your products and services.
- Cultivate a performance-based culture of innovation that unleashes the innate desire in the people who lead to solve, create and contribute to winning.
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