Tanveer Naseer

MARCH 11, 2014

Sometimes, the problem is a dysfunctional or even vicious group who spend all their energy going back and forth instead of moving forward. Hint: the things that cause the biggest reaction tend to be assumptions that are about the other person’s character or motives or about your character or capability.

Document 277

Document Human Capital Teamwork Productivity 277

Tanveer Naseer

AUGUST 18, 2015

Communicating is a learned skill, critical for leadership and motivation – the CEO’s primary task. It may feel easier and feel safer, but it fails to connect, inspire or motivate. Too many people lose all their natural and expressive energy when it counts most – when they are speaking to hundreds or thousands at once.

CEO 100

CEO Bottom-up PR Audience 100

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SEPTEMBER 23, 2014

This is why compassion is vital in today’s leadership because it’s the key to the internal driving force found within each us to understand what motivates our employees, what matters to them, and how we can connect the work they do to the shared purpose that defines why we do what we do.

Leadership 280

Leadership Wiseman Emotional Intelligence Learning-by-Doing 280

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MARCH 31, 2015

Granted, the formation of habits is our brain’s way of reserving our limited reserves of energy and focus for use in critical thinking and decision-making pathways. Unfortunately, as with many mechanisms in the brain, the inclusion of these self-directed motivations in our decision-making process happens sub-consciously.

Uncertainty 100

Uncertainty Motivation Learning-by-Doing Short-term 100

Tanveer Naseer

OCTOBER 16, 2012

The experience you see on paper is not enough Not only does a potential team member need to have the appropriate experience and background, he or she also must have the right motivation. What is driving the candidate to want a spot on your team? What are his or her professional goals and do they fit with your vision for the company?

Management 247

Management Edmondson Reputation Education 247

Tanveer Naseer

SEPTEMBER 20, 2011

By providing the various teams with a clearer picture of how their efforts are interconnected, leaders can help their employees shift their competitive energies away from one another and towards those their organization is in real competition with.

Team 257

Team Strategy Short-term Long-term 257

Tanveer Naseer

MAY 14, 2013

The problem is that it takes time and energy to really think through the implications of a set of goals and facilitate a thoughtful process to vet them. Do the goals feel motivating and inspiring? Instead they were created in a relative vacuum. I wish I could say this is the exception, but unfortunately it’s very common.

Goal 273

Goal Sharpe Teamwork Follow-up 273

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JUNE 23, 2015

But too often, leaders focus so much on external factors that they neglect (or completely ignore) their internal resources: their attitudes, perspectives, motivation, and beliefs that make up their true selves. Yes, these are important considerations, and leaders who ignore them won’t be leading for long. I get why this happens.

Development 100

Development Stress Belief Systems Learning-by-Doing 100

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NOVEMBER 3, 2015

It is a fundamental human motivation and is incredibly powerful. For example, perhaps a team has been working really hard, putting a lot of focused energy into a project, and for some reason the end result wasn’t what everyone was hoping for. Connect We are wired for interpersonal attachments. Traditionally you wouldn’t celebrate.

Succession 100

Succession Micromanagement Creativity Stress 100

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AUGUST 9, 2016

But for this piece, I’d like to take a more broader view, using the microcosm the Olympic Games provide to examine what drives or motivates us to push ourselves to succeed. Of course, the typical focus on lessons we can learn from the Olympics tend to be on teamwork, communication, building confidence and the like.

Leadership 100

Leadership Sports Learning-by-Doing Mission Statement 100

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JULY 21, 2015

Other Passengers exert a great deal of energy but they focus on tasks they want to do, not tasks you need them to do. We call that second piece “leadership capital.” The result of those comparisons is the Leadership Matrix (or “the box” for short). Some only work to get their paycheck. These are the behaviors of your “Stowaways.”

Leadership 100

Leadership McKinsey Cost Comparison 100

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APRIL 14, 2015

This mood makes for a great motivator, not only for us to tackle the chores of spring cleaning where we clear our homes of undesired clutter, but also as a driving force for us to find new ways to streamline and better manage the unending demands on our time, energy, and resources.

How To 100

How To Uncertainty Long-term Human Capital 100

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FEBRUARY 28, 2017

Taken together, these three characteristics illustrate what Christopher Vogler wrote in his book, “ The Writer’s Journey ”: “Mentors provide heroes with motivation, inspiration, guidance, training, and gifts for the journey. Every hero is guided by something, and a story without some acknowledgement of this energy is incomplete.”

Storytelling 100

Storytelling Mentor Film Learning-by-Doing 100

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JULY 19, 2016

To prevent sagging energy from occurring, you can spark passion by doing the following: Recognizing the accomplishments and hard work of your team members Having a flexible and engaging work environment where teamwork is valued Making sure that your company has a mission that you are working toward so that everyone has a sense of purpose 4.

Emotional Intelligence 100

Emotional Intelligence Team Goleman Self-aware 100

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SEPTEMBER 16, 2014

People who report that their managers have low credibility indicate that they are motivated primarily by money, may say good things about the organization publicly but criticize it privately, and feel unsupported and unappreciated.

Leadership 279

Leadership Commitment Loyalty Follow-up 279

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MAY 5, 2015

Often times, these discussions reveal both a wariness and a sense of uncertainty regarding the complexity and difficulties involved in trying to reignite the internal motivations of our employees to bring their full selves to the work they do.

Environment 100

Environment Long-term Short-term Succession 100

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MARCH 21, 2011

What Sutton discovered was that it didn’t matter what their role or function was within the organization as much as how they made others around them feel – that is, their ability to create this infectious, positive energy which they spread to those around them.

Drucker 275

Drucker Learning-by-Doing Tactics Open-book 275

Tanveer Naseer

JUNE 16, 2015

In DNDT, you get the opportunity to share your perceptions and motivations to build greater understanding. It’s Time To Get Past “A Failure To Communicate” A failure to communicate wastes your time, money and energy. In each case, the parties are in the same relationship but perceive it quite differently. That can be troublesome.

Leadership 100

Leadership Guidelines Open-book Quality 100

Tanveer Naseer

NOVEMBER 25, 2014

In terms of understanding what our employee’s native strengths are, this means that we’re looking beyond the surface of those tasks they perform well, to identifying those tasks that strengthen their internal motivation to push themselves to be better ; to become a stronger contributor to your organizational community and shared purpose.

Delegation 262

Delegation Organization How To Long-term 262