One of the most compelling and significant characteristics that each leader or manager should have is the ability to motivate and inspire others. Whether you’re leading a team, aiming to be more effective, or merely trying to climb to the top of a career ladder, having proper leadership skills is a priority to succeed.
The Gallup Organization, known for its public opinion polls, has found that the most important variable in employee productivity and loyalty is not pay, incentives or benefits. It’s also not the workplace environment. Although these factors are quite essential, they’re not the prime concern. Can you guess what is?
It’s the quality of the relationship between employees and their direct supervisors, and how the personnel are led.
So, if you’re looking for a drive or new ideas to spur the determination and energy of both you, and your team to the roof, here are 21 famous quotes that could just be the missing piece to achieving your organizational goals.
1. “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” —Sam Walton
2. “Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.” —John C. Maxwell
3. “Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.” —Colin Powell
4. “People often say that motivation doesn’t last. Well, neither does bathing–that’s why we recommend it daily.” —Zig Ziglar
5. “One of the best paradoxes of leadership is a leader’s need to be both stubborn and open-minded. A leader must insist on sticking to the vision and stay on course to the destination. But he must be open-minded during the process.” —Simon Sinek
6. “The biggest risk is not taking any risk… In a world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” —Mark Zuckerberg
7. “You can’t connect the dots looking forward; you can only connect them looking backward. So you have to trust that the dots will somehow connect in your future. You have to trust in something–your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.” —Steve Jobs
8. “A good plan violently executed now is better than a perfect plan executed next week.” —George Patton
9. “I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.” —Herbert Swope
10. “Take up one idea. Make that one idea your life – think of it, dream of it, and live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success.” —Swami Vivekananda
11. “There is only one way to avoid criticism: Do nothing, say nothing, and be nothing.” —Aristotle
12. “Opportunity is always knocking. The problem is that most people have the self-doubt station in their heads turned up way too loud to hear it.” —Brian Vaszily
13. “You grow up the day you have your first real laugh – at yourself.” —Ethel Barrymore
14. “A man who wants to lead the orchestra must turn his back on the crowd.” —Max Lucado
15. “A successful man is one who can lay a firm foundation with the bricks others have thrown at him.” —David Brinkley
16. “Entrepreneurs average 3.8 failures before final success. What sets the successful ones apart is their amazing persistence.” —Lisa M. Amos
17. “Logic will get you from A to B. Imagination will take you everywhere.” —Albert Einstein
18. “If opportunity doesn’t knock, build a door.” —Milton Berle
19. “Great minds discuss ideas. Average minds discuss events. Small minds discuss people.” —Eleanor Roosevelt
20. “We live in a society obsessed with public opinion. But leadership has never been about popularity.” —Marco Rubio
21. “Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.” —Steve Jobs
By: Menna Mahdy
Photography: Mahmoud Mansi
EDITOR: Sarah Shalaby
Being a Certified L&D Manager – Middle Earth HR
Written By: Mahmoud Mansi
Learning and Development (L&D) as a function and a department, has become a leading role in the development, sustainability and product competitive advantage of any organization.
Learning and development is not the main purpose anymore, yet it has become more about “continuous learning and development”. The Certified Learning and Development Manager Certification Program (CLDM) offered by Middle Earth HR (MEHR) provides efficiency, vision, direction and sustainability to L&D Leaders by focusing on “competency mapping” which directly impacts corporate development, business sustainability and the product innovation.
The course focuses entirely on “competency mapping” and what follows for several reasons, and this is done through MEHR-CAMI CLDM Model. Based on the model, competency mapping is the heart of learning and development with four layers dependent on the core of the model which are simultaneously: competency assessment, developmental planning and design, developmental evaluation, and the management buy-in.
The 5 sequential areas of knowledge of the MEHR-CAMI CLDM Model empowers L&D leaders to focus on what matters, firstly by being able to review job descriptions, define the competencies of each job, creating a job element for each role with threshold and differentiating skills and knowledge.
MEHR instructors are originally consultants in the field who have lots of case studies, stories and examples to tell, in addition to excellent attention to each delegate and their sense of humor which makes the course engaging and fun.
Unlike most certifications in the industry, the final assessment is not based on exam, instead a comprehensive project about Learning & Development as the entire program consists of a 40-hour learning process with 16 hours of workshop and 24 hours of guided project. The project is a reflection on the delegate’s action plan in the organization he/she already works at. After the submission of the project and delegate receives a full feedback report on the project, the certification, and is ready to plug-in and apply in his/her organization.
Who is recommended to attend the CLDM Certification Program?
- Learning and Development or Training Manager
- HR Business Partner
- Human Capital Consultant
- HR Director
- Trainer / Learning Consultant
To know more details about the CLDM certification please visit the following link:
Building an Agile Culture: The only way Forward
Written By: Hanane Benkhallouk
The coronavirus has already rewritten the future of business. With the spread of the pandemic not slowing down any time soon, business leaders find themselves scrambling to find solutions to a host of problems, from bottlenecks in the supply chain to miscommunication between departments.
The outbreak of the coronavirus demands that business owners respond quickly to the growing number of challenges by using the latest technologies and out of the box strategies for sustainable business operations. Keeping that in mind, here are some useful tips for businesses that are building an agile culture to adapt to the new normal in business.
Design Data for Informational Hierarchy
Information is an important component of any business process. Since employees are no longer operating in-house, the chances of miscommunication are two-fold. To avoid that, business leaders need to design information based on informational hierarchy and the channels that are going to be used. This will result in better clarity and a higher level of transparency.
As a business leader, you need to be aware of the information that is being sent to various subgroups within an organization and how they will process that information. This is crucial when it comes to getting a solution that’s beneficial for all parties involved. Efficient business leaders are those who are able to deliver the right information by utilizing the right set of tools at the right time.
It is important to note as a business leader that you should never operate on assumptions or under the illusion that your decisions or intentions are clear to the management and the employees. This is why it is important that business leaders use a human-centric approach by considering how information is consumed and by avoiding ways that will foster misinformation in the ranks.
In the future, business owners will have to create an information hierarchy for the effective transmission of the desired information. Business leaders have to be careful when delivering information. The information needs to be clear and actionable and followed by the required details to avoid any panic or confusion.
Sending long-winded emails is the perfect example of what not to do and will only lead to further confusion or panic. During these stressful times, it is important for business leaders not to just focus on what your staff cannot do, but rather, empower them by informing them on what they can do during this pandemic.
Governments are showing how this can be done by sharing daily updates with its citizens as the pandemic evolves. By understanding how their audience would react to the information, governments have been careful not to spread panic. Similarly, businesses need to employ such transparency to build trust in their employees and stakeholders.
Rewards and Incentives
Rewards and incentives have been an effective way of building an agile culture in the workplace. But, the recent outbreak and the regulations that have come along with it makes it difficult for companies to adhere to their traditional methods of rewarding their employees. Measures such as social distancing mean that businesses are no longer operating with in-house employees, which makes rewarding deserving employees even harder.
The first challenge is that employees find it harder to feel the tangible rewards for their contributions. This may result in many employees thinking that their efforts do not make an impact, or their behavioral change of following social distancing has not made a difference. Since we as humans do not react well to delayed gratification, when someone who has stayed isolated in their homes and doesn’t see a change in the numbers of infected, that can significantly decrease their motivation.
It is up to companies to encourage their employees by building reward structures according to the new changes. In this way, a reward structure can be an effective tool that can be used to incentivize employees during this time of social isolation. The rewards that you use can be intrinsic or extrinsic, but in putting such a system in place, you can make a positive change in the dynamics of the ecosystems in which your employees operate.
When it comes to the type of reward or incentive that organizations can use while building an agile culture, businesses can use gamification or monetization, or use social rewards to incentivize their employees even during this time of working remotely. All of these types of rewards can be utilized as a response to the recent coronavirus outbreak to make employees feel a sense of appreciation even without any physical contact and while following social distancing requirements.
While working on problem-solving during the coronavirus outbreak can be difficult, it still remains an essential component of a business. Although social distancing has made it difficult for management and colleagues to stay connected while working remotely, staying connected is key for business success.
Staying connected, in this case, is having the tools to communicate efficiently with a workforce regardless of geographical constraints. While there are many companies that are privy to using various technologies to stay connected with their workforce on the ground, in a post coronavirus working environment, more companies will need to adapt to these changes.
It is important for business owners to use creativity and empathy when it comes to addressing the issues of staying connected during social distancing, mainly because the decisions that are made today can have long-term implications for the company. While it might not be easy to make some unpopular decisions, it is crucial for business leaders to use a human centric approach towards maintaining streamlined communication between their employees and all other stakeholders during these circumstances.
LA CULTURA DIGITALE AZIENDALE E I SUOI LEADER CORAGGIOSI. LA SOCIETA’ DI MARKETING DIGITALE ITALIANA “DERAWEB” COME ESEMPIO DI ECCELLENZA NELLA GESTIONE DELLE RISORSE UMANE
INTERVIEWER: Cinzia Nitti
HR Revolution: Ciao Fabio, grazie per aver accettato la nostra intervista e per quanto vorrai condividere con noi. Cominciamo: chi è Fabio De Lucia?
Fabio De Lucia: Ciao e grazie per questa intervista. Sono nato il 21 marzo del 1986 e il percorso accademico mi ha qualificato come perito commerciale con il massimo dei voti. Dopo la maturità e coerentemente con il mio approccio pratico alla vita, trovavo inefficace continuare a studiare per qualcosa di “non-tangibile”, quindi sono partito per Parigi e una volta rientrato, ho trovato impiego presso un’agenzia viaggi nel 2005. Ho iniziato a interessarmi a piani di sviluppo per implementare e migliorare i prodotti offerti. Credevo in quello che facevo ma, non trovando riscontro positivo da parte del mio titolare, ho rassegnato le dimissioni. All’epoca conoscevo già il mio caro amico e colui che sarebbe diventato il mio socio, Andrea (Dettole), il quale lavorava nel settore utilities nel nord Italia. Unendo le nostre conoscenze e competenze, nel 2008 abbiamo avviato Sundera, azienda di vendita servizi Business To Business (o B2B) e assistenza nel campo delle utilities: mi occupavo principalmente dei piani di sviluppo commerciale.
HR Revolution: Come nasce la web agency Deraweb e quale la sua mission?
Fabio De Lucia: Dall’esperienza positiva pregressa, nel 2016 abbiamo deciso di fondare con Andrea la società di marketing digitale Deraweb, brand partner della primogenita Sundera. L’impreparazione dei titolari di partita IVA in fatto di marketing e digitalizzazione dei prodotti aziendali – riscontrata a livello nazionale – è stato il fattore chiave che ha dato vita a Deraweb. La nostra azienda ha l’obiettivo di fornire strumenti efficaci per lo sviluppo aziendale in prospettiva di promozione digitale. In quattro anni il nostro pacchetto clienti è cresciuto in tutta Italia e su piano internazionale, acquisendo 600 clienti e con proiezione di raggiungere quota mille entro fine anno. La famiglia Deraweb conta oggi 15 dipendenti e 20 consulenti.
HR Revolution: Le Risorse Umane sono le componenti-chiave per il successo imprenditoriale. Il COVID-19 ha inevitabilmente imposto un cambiamento degli equilibri nella gestione aziendale. Come avete affrontato la sfida in fatto di nuovi assetti, ripianificazione e gestione del personale?
Fabio De Lucia: Il nostro metodo operativo prevede la maggior parte del lavoro da remoto. Gli strumenti digitali dunque, si sono confermati lo strumento indispensabile nel nostro lavoro; la pandemia è stata un elemento positivo in fatto di consolidamento di Deraweb. Si è trattato di un periodo di transizione per tutti. Nonostante uno stop forzato per alcuni e il crollo degli incassi nel mese di marzo, i nostri dipendenti si sono messi a completa disposizione dell’azienda, dei clienti, contribuendo in modo non indifferente alla buona riuscita degli intenti. Ci sono stati tutti vicini. Sono stati bravi e vanno tutti elogiati per questo.
HR Revolution: Cultura Digitale Aziendale: la risoluzione di problemi attraverso l’utilizzo di strumenti digitali si è rivelata un elemento vincente nella gestione del pacchetto-clienti durante la crisi pandemica?
Fabio De Lucia: Da titolari di azienda, nel supporto ai clienti e per una gestione ottimale dei servizi offerti, abbiamo deciso di operare in modo differente rispetto ai concorrenti. Abbiamo fornito gli strumenti necessari alla “sopravvivenza pandemica” con metodo studiato e mirato, soprattutto gratuito. In che modo? Creando manuali, guide strategiche “BUSINESS WORKOUT”, webinar e consulenze gratuite a disposizione dei clienti per evitare il fenomeno dell’inazione. Non a caso, il feedback è stato assolutamente positivo: abbiamo rafforzato il rapporto di reciprocità e fiducia con i nostri clienti, premiando inoltre coloro i quali hanno rispettato le scadenze in un periodo tanto complesso, fornendo un’estensione gratuita di un mese del servizio. Quest’approccio ci ha permesso di registrare risultati esponenzialmente più alti nel nostro ambito, a dispetto delle previsioni che la condizione economica generale avrebbe imposto.
HR Revolution: Spesso si pone l’accento sulla fidelizzazione del cliente, sottovalutando che la riuscita di un progetto o l’acquisizione di un contratto, derivi da un’ottima commistione di professionalità ed energie di un gruppo omogeneo e coeso. Dicci di più del tuo team. Sono importanti la Diversità e l’Inclusione in Deraweb e perché?
Fabio De Lucia: Assolutamente sì, per noi Diversità e Inclusione sono importanti. E rendono Deraweb un ambiente stimolante: il clima aziendale assume il giusto equilibrio tra competenze, rispetto delle qualità di ognuno e dimensione umana. Abbiamo messo in atto un modello di leadership che ispira gli altri e invoglia a migliorarsi. Dal consulente commerciale al servizio clienti, ai tecnici grafici, addetti marketing, comunicazione e social media, l’elemento della formazione continua inoltre, ha permesso di stabilire la gestione dei progetti in cui, senza più necessità di definizione esplicita, ogni membro del gruppo conosce esattamente il suo ruolo all’interno del processo.
C’è fiducia e stima reciproca, spirito di sacrificio e altrettanta collaborazione. Da parte nostra c’è attenzione alle proposte di ognuno. Il mio lavoro mi ha dato modo di visitare tante aziende e conoscere altre realtà, ma qui da noi c’è un clima diverso, un clima che piace e che permette di lavorare secondo un equilibrio che dimostra quanto i nostri ragazzi siano “allineati”: in Deraweb proprio non riesce ad arrivare qualcuno che non abbia i nostri stessi valori.
HR Revolution: La Parità di Genere è un obiettivo di rilievo in una realtà aziendale. Definiresti l’equilibrio di genere parte integrante del vostro successo?
Fabio De Lucia: Sì, le donne nella nostra azienda sono un valore aggiunto e particolarmente apprezzate. Hanno un approccio naturalmente diverso all’ascolto del cliente e alla gestione di una richiesta. Sempre attente ai dettagli, precise, sicuramente meno impulsive in fatto creativo rispetto agli uomini. È una scelta aziendale mirata, quella di impostare gruppi di lavoro misti: sono la sintesi perfetta che genera stabilità. In Italia si parla troppo poco di Parità di Genere sul posto di lavoro, noi invece siamo ben felici di dare possibilità di crescita e carriera alle nostre dipendenti, mamme incluse! Sono tutte ben accolte, troviamo che siano una risorsa irrinunciabile e grande indice di maturità nel nostro team. Da sempre puntiamo su piani di sviluppo aziendale assolutamente paritari; la famiglia Deraweb è un gruppo eterogeneo che ha fatto anche di questo equilibrio un punto di forza.
Grazie Fabio per averci aperto le porte di Deraweb e condiviso con HR Revolution Middle East, l’esempio positivo di una realtà aziendale solida che ha fatto delle Risorse Umane il suo motivo di orgoglio!
Wellbeing @ Work Summit Middle East 2021 – where balance, resilience and authenticity break the Mental Health Stigma
Written by: Cinzia Nitti Globally, 2020 has been a year like no other. Coronavirus pandemic caused a massive business disruption;...
The Wellbeing @ Work virtual Summit Middle East returns for its 5th annual event on 22-24 February 2021
The summit provides an innovative and experiential virtual learning opportunity for our audience of CEOs, benefit and reward business leaders...
Interview with Keith F Watson -Online Tutor ICS Learn
“We feature our student success stories in our monthly Student Newsletter, as we know this inspires learners to keep going...
Gulf Sustainability Awards are open for entries
HR Revolution Middle East has been announced as an official media partner of the 2021 Gulf Sustainability Awards. Taking place...
Interview with Mohamed Faisal Al-Nizami, Country Manager at Mercer Egypt
“Nowadays, Reward in specific is one of the hottest topics that keeps execs busy, in a world that is shifting...
Interview with Dr. Sanjay Batheja, the Co-Founder and Director of Capital University College
“Capital University College believes in fostering young talent by giving students an international perspective and ideology to the industry. With...
Interview with Mr. Ishaq Ameen Alkooheji, Founder & Senior Consultant at IMA Consultancy
“The ROI methodology can be used for not only measuring the impact and ROI, but also for planning for better...
WELLBEING @ WORK SUMMIT 22-24 FEBRUARY 2021 MIDDLE EAST
Now is the time to make wellbeing & mental health at work a strategic priority The fifth annual Wellbeing @...
Interview with Mr. Vijay Gandhi, Regional Director of Korn Ferry Digital
“2021 is here and there has been never a tipping point like this before for governments and organizations to transform...
DECODING FUTURE HR: Global 24 hour virtual event | 19 and 20 January 2021
DECODING FUTURE HR: Today’s challenges are tomorrow’s trends and opportunities Global 24 hour virtual event | 19 and 20 January...
- Arbeit Tipps
- Business Poetry
- Careers in Alex
- Civil Work
- Criticize HR
- Employee Diary
- HR Feminism
- HR Fossils
- Job Opportunities
- Kritisieren HR
- Personal Branding
- Press Releases
- Work Tips
- حفريات موارد بشرية
- حقوق المرأة والموارد البشرية
- مقابلات شخصية
- نصائح عمل
- نقد الموارد البشرية
- نقد سينمائي
Interviews2 years ago
Q&A with Founder of Shaghalni; Omar Khalifa
Interviews8 months ago
Agile HR: Q&A with Fabiola Eyholzer | Co-Founder Just Leading Solutions LLC
Interviews5 years ago
حوار صحفي مع الكاتبة الشابة والمهندسة نوران السقيلي
Articles5 years ago
10 Reasons “The Intern” Is a To-Watch-and-Learn Movie
Articles4 years ago
Challenge Stressors Versus Hindrance Stressors, and Resources to Overcome Stressors
Articles1 year ago
6 Personality Traits that Tell if you are a “Considerate” Employee
Interviews3 months ago
Interview with Meiraj Hussain, Head of Corporate Support & Group HR at Al Masaood
Corporate2 months ago
Interview with Mr. Vijay Gandhi, Regional Director of Korn Ferry Digital