Unleashing the full capacity of your people

Employee Engagement is Personal, So Personalize Your Approach

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness?

Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy.

The Case of the $500 Bonus

Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:

  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Further research brought us to a similar presentation, which takes another useful angle on how to vary employee engagement methods by the “lifecycle stages” of the employee.

Presentation on Using the Employee Lifecycle as Your Roadmap to Employee Engagement from Elizabeth Lupfer

Here are the lifecycle stages Lupfer uses:

  • Attraction
  • Recruitment
  • Onboarding
  • Development*
  • Retention*
  • Separation

Within each stage you must create a set of engagement activities that best support your goal in that stage. The Onboarding through Separation stages are largely within your control as a leader. Attraction is not, but can be abetted by how your employees talk about you/your organization with outsiders. Are they leaving the impression that this is a preferred place to work?

It is OK to ask your employees about this. They may not have considered it themselves, and might be enthusiastic promoters if given the green light (and some guidance as to how to do it professionally!)

Recruitment is also not quite under your control, but you could make the recruitment process a group effort by creatively involving employees in the process with engaging activities that flow directly and seamlessly into the onboarding process.

Clarity of communications during the recruitment process about your team and organizational culture, how you recognize and reward success (and support failure) all should be part of the recruitment pitch. It must mirror how you communicate on the job. (This also supports our Pursuit of Truth mindset about transformational leadership.)

Lupfer goes further, suggesting a consistent philosophy to use to underpin your employee engagement initiatives. Here is what she suggests as a mindset:

  • Adaptability
  • Relevance
  • Sustainability
  • Execution

It is a worthwhile exercise to step through their presentation to get a sense for how these four factors could be adapted (their word!) to address the specific needs of each lifestyle stage.

See how your organization lines up in each of these stages.

  • Do you still have some work to do in flexibly applying employee engagement tactics to each employee’s particular situation?
  • Where have you had successes, and where do you still need to focus some energy to improve?

You cannot shotgun engagement, which is why big, strategic engagement initiatives usually fail. You must rifle-shot it, and keep it relentlessly tactical, flexible and completely in the hands of the immediate supervisor to adapt and execute.

*Within both the Development and Retention stages you will also have a range of employee engagement programs and processes, tailored to each person by you, their boss.

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  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The ROI of Team Engagement – How to Measure?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Well Do You Grow Future Leaders?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Challenge Negative Mindsets When Pursuing New Ideas

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A Fresh Start on Performance Reviews: Alere Sets a Great Example

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Generation Xers are Today’s Leaders – Invest in Them

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Can Your Words Build or Break Trust With Co-Workers?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Lemonade of Employee Turnover

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement is a Two-Way Street

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

You Will Not Engage Every Employee – Nor Should You

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Make August Your Personal Rejuvenation Month

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Unbiased Opinion is a Myth. Discard It.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

When Motivating Employees, Do Words Get In the Way?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How to Sell Senior Executives on the Value of Talent Development

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Temporary Project Teams Need Scaffolding to Work Well

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

On Memorial Day – Remember and Acknowledge

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

To Manage or To Lead – That is the Question

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Break Conversational Habits to Break Out of Ruts

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Schedule that “Thirdly Review”!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Make Spring Fever a Productive Force at Work

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Change Happens Inside Out – Driven By Middle Managers

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Quickly Does Your Culture Sub-Optimize New Talent?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Do You Fix a Jerk at Work?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

More Grist for the “Why Are Employees Not Engaged” Chat Mill

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Tips for Kicking Off 2015

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement Must Address Professional and Personal Performance Factors

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Happy Holidays from Bovo-Tighe!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

2014 is Done – Time to Kick-Start January

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Happy Thanksgiving from Bovo-Tighe

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Defend Human Development Investments Strategically

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Be Great to Work With

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leaders Must Still Manage. You Don’t Get Off That Hook!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

It Takes Time to Change Employee Habits – And Lots of Support.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Recognition – Easy to Say, Hard (it seems) to Do

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Misguided Advice from Monster about Aspiring to a Leadership Role

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Master the Art of Questioning (and Listening) to Better Raise Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Kick-Start Your Team’s Productivity Push for Autumn

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leaders Master the Art of Questioning to Raise Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Asking Silly Questions Makes You Smarter

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leaders: Spend More Time Leading People and Less Time Doing Stuff

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Take Steps to Run Better Meetings – Walk While You Talk

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement is Really Simple – But Does Take Energy and Focus

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Great Leaders See Themselves as Others See Them – And Engage Better

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Sayonara June! Hola July! Time for Mid-Year Resolutions.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Reset Your Leadership Mindset for the Next Six Months

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Great Leaders Make Life Better for Their Followers

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Defend No Process – Defend the Mission Against Old Processes

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How to Maintain Workplace Productivity During the Summer Vacation Season

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A More Productive Mindset for Work in Six Steps

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Honor the Last Full Measure of Devotion on Memorial Day

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

As a leader, you will get angry – How you handle that anger is critical to team productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Middle Managers Can All Lead – If You Show Them How

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Never Assume: Pursuit of Truth Makes Decision-Making Better

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Last Mile of Employee Engagement is the Hardest to Travel

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

We Love the Energizing Month of May

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Transformational Leadership Skill Spring Shape-Up

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Toyota Agrees: Machines Don’t Innovate – People Do.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Development Gaps Expose a Lack of Strategic Commitment

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

“Overnight” Organizational Change Takes Great Long-Term Leadership

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Does Your Online Presence Promote You?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leaders Don’t Pick Winners: Develop All of Your Team Members

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

May the Wind be at Your Back this St. Patrick’s Day

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Lessons for the Ides of March

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Our Foundations of Excellence Refresher

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Great Conversations Build Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

i4cp Research Isolates Six Key Employee Engagement Factors

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Tap Untapped Talent You Have Already Hired

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Each Great Leader is Unique, But They All Engage

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Annual Performance Reviews Should be the Icing not the Cake

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Resources We Rely On for New Ideas about Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Machines Don’t Innovate: People Do.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Hide From Your Manager to Get More Done!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Quotes to Get Your Mind Set for February

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Development Does Not Have to Cost an Arm and a Leg

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Why Does Leadership Development Fail to Create Great Leaders?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

New Year Resolution: Make a Habit of Your Productive Mindset

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Lessons from Scrooge and the Grinch

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Merry Christmas from Bovo-Tighe

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A Culture of Agility Requires a Commitment to the Pursuit of Truth

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Lean Manufacturing Demands Fully Engaged Employees

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Happy Thanksgiving from Bovo-Tighe

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Rob Markey of Bain and Co.: Employee Engagement Rocks!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Flexible Job Schedules Can Win Employee Loyalty

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement a Strategic HR Imperative for 2014

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Maintaining Work-Life Balance During the Holidays

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Paradox of Employee Engagement: It Works Yet Few Companies Try

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Remember Veterans on Veterans Day with a Heartfelt Thank You

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Defuse the Gunpowder Barrel with Sustained Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Happy Halloween from Bovo-Tighe!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Pessimists Keep Optimists in the Black

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Gallup Employee Engagement Results Not Budging

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Stop Being Nice at Work? Not So Fast!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Three Leadership Tasks That Unleash Team Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

What Prevents Teamwork From Adding Value?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Can You Make a Vacation From Work Truly Stress-Free?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Have Employees Track Their Own Successes to Raise Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A Quick Cost/Benefit Analysis of Employee Training and Development

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Participates in 2013 CLO Forum

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Labor Day in the U.S.: A Connection to Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Great Employee Engagement Starts by Asking a Lot of Questions

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Inspiration for a Hot Day in August

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement Remains Elusive: You Are the Problem and the Solution

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

More Thoughts on the Great Value of Middle Management Leadership Training

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Working from Home Does Raise Employee Engagement, if Done the Right Way

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Define leadership more broadly. Anyone can lead, at any level.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Engaged Employees Accumulate Business Acumen

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Presents Dole Case Study at HR Star Conference

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Build a Corporate Culture that Embraces Change

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Happy Independence Day

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

CEOs Must Foster Culture Based on People – Not Process

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Gallup Confirms the American Worker Remains Unengaged

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Is it possible to be overworked and underutilized?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Create Great Leaders in Your Organization

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Retain Talent by Fostering Professional and Personal Growth

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Starts with Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Take the Time to Say Thank You to Those Who Died Defending Us

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

When Should You Micromanage Employees?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership in Public Management

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Time to Rehire Yourself?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Of Lollipops and Leadership

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Why We Love May at Bovo-Tighe

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Are Millennials Really Different About Job-Hopping?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe and Harvard Business School Are On the Same Page

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Lessons on Leadership from Britain’s Royal Navy

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Raise the Meaning Quotient for Employees to Raise Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employees Can Only Manage Their Time if the Organization Lets Them

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Goal Alignment Takes Work and Communication that Counts

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Our Philosophy about the Pursuit of Truth Includes Your Health

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Three Key Drivers of Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

March Madness is a Leadership Moment

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

May the road rise to meet you on this St. Patrick’s Day.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Tales from Top People – Courtesy of LinkedIn

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Marissa Mayer Should Focus on Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Accelerative Learning Article Now Posted on eZineArticles.com

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Drop Your Information Filters to Boost Engagement with Fellow Employees

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

More Thoughts on How to Engage Employees

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Quotes that make you think – Are you open to the truths you need to hear?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Passion at Work: Nurturing it Starts the First Day of Employment

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Summer Thoughts on the Pursuit of Truth

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Stop Hating Meetings: Fix Them Yourself!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

101 Steps Towards Better Leadership

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Transformational vs. Transactional Leadership: A Worthy Distinction

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Cure for Bad Meetings: Pay Attention and Contribute!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Caring for Your Employees Unlocks Great Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership Behavior Can Stifle Productivity – Even Unintentionally

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership: Its Trappings Lead Good People Astray

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Information Underload: Bad for Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Zen and the Pursuit of Truth at Work

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Client News: Shell Sets Record for Deepest Oil and Gas Well

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Kingsford Charcoal Taught DuPont a Thing or Two About Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Client Newsletter – November 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Dumb Things Bosses Do

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Dumb Things Bosses Do

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Client Newsletter October 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Steve Jobs: A Born Visionary Who Learned to be a Leader

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Power Breeds Overconfidence in Leaders

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Do You Know All the Facets of Employee Engagement?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Coaching for Senior Executives Must Come Up From Subordinates

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe’s September Client Newsletter – 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Client Newsletter – Summer 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Presenting at the National Property Management Association Annual Education Seminar

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe connects with the HR community at the HR Star Conference

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Book Review: How to be Happy, Dammit!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Client Newsletter June 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

One-Foot-Out-the-Door Disease is Bad for Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How best to make leadership training truly work? Never stop!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Leadership: It all starts with you

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe Newsletter May 2011

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe at the Offshore Technology Conference

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Irrational Decision-Making: Embrace the Human Factor!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Performance Management Needs to Recover its Mojo

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe’s March 2011 Client Newsletter

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The Bombardier Case Study: Successful Commitment to Employee Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Talent Management: All agree we need it. Few act on it.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Talent Management: A Strategic Imperative with little actual support

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Influence Competence: Effective Employee Engagement Skills Under a New Name

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Talent Management: How It Helps With Crisis Management

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement: Have you thought about ice cream?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Tasked with Corporate Training? Seek Outside Help

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe explores Kazakh Psychologies of Achievement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Corporate Cultures: Bottom-up change is best.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Are people truly your company’s best asset? Can you prove it?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Compensation Plans vs Employee Emotion

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Pay-For-Performance versus Full Engagement

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

On Leadership: Would you work for yourself?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Employee Engagement is simply the Foundation for Excellence

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Why doesn’t employee training work better?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Change Management: The entire organization needs to participate

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Fostering Innovation: HR Must Lead the Way

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

About that left brain-right brain split: It doesn’t happen.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

With Leadership Development: Are We Smarter that Fifth-Graders?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe’s January 2011 Client Newsletter

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Bovo-Tighe December Newsletter

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Change employee behavior by changing their bad habits.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Be the first on your block to re-engage your employees.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

What successful transformations share

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The psychology of change management

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

“engagement” and “fun”

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Performance Reviews done well require great communication.

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

No One Was Ever Motivated by a Meeting

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

No One Ever Improved by Having Their “Performance Reviewed Annually”

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Meetings That Rock!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Failed IT Investments – Consider People Aspects Before Purchase!

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Workers Are Lazy Ingrates, Say Evil Bosses

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

The irrational side of change management

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Corporate Mission Statements die on Plaques

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

Inhibit Intellectual Growth and Innovation in Your Company

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

How to incorrectly use ‘Management By Objectives’

How do you as a leader of people personalize your engagement approach for each employee to maximize her or his effectiveness? Earlier this week we wrote about the utility of Maslow’s Needs Hierarchy as a structure that can help guide your thinking on how to personalize your employee engagement efforts. The basic idea is that any particular engagement technique (bonus, unexpected day off, project with senior leaders, etc.) has a different impact on each employee based on where they fall in the hierarchy. The Case of the $500 Bonus Consider the varying impact of an unexpected “thank you” bonus of $500, which you may have the authority to give to an employee for a job well done:
  • If the employee is a frontline manager making $45,000 a year, and is clearly still seeking financial security (using Maslow – still in survival mode), that $500 means a lot, and be cherished.
  • If the employee has made it into middle management, and is pulling down over $100,000 annually, that same $500 loses some impact, and other recognitions (Friday off before a three-day weekend, commendation letter sent to senior management, meeting the employee and your boss to discuss the success in detail) may have greater impact on sustaining engagement.
  • How do you think a senior executive would react to a $500 “thank you” from the CEO? It isn’t nothing, but…

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