There was an article that was published today in Precision Nutrition that discussed why people struggle to attain the look they want.
Even though people are educated, eat well, and exercise, they are not always able to achieve their fitness goals.
Part of the problem is the fact that people are not accountable to anyone, and therefore, are not working hard enough to achieve them. Something happens to derail them, and these common setbacks make it harder for them to realize their ideal version of themselves.
Achieving the body you have always wanted is very hard; it requires commitment, determination, hard work, clean eating and adequate recovery. If you are finding it hard to achieve your goals, then it may be time to try to recruit others to your cause.
Find a workout buddy. Having to meet someone at the gym who has similar goals to your own can increase your chances of following through on a workout.
Hire a coach. There are plenty of options for this one: personal trainer/small groups/online or virtual coaching. The main thing is that someone else is overseeing your plan and checking in with you to check on your compliance.
Partner. The nutritional aspect of your plan is often the hardest, and it is harder when you are busy, have a family to worry about and struggle to make food. Talking to your partner about your goals and getting their support can be a huge weight off your shoulders. That person is there with you every day keeping you on track, and may even join you in your adoption of a healthy lifestyle.
Reaching your goals is possible, but it takes hard work and proper coaching. Working with others can help you get there, and stay there.
Tuesday, November 25, 2014
Wednesday, November 19, 2014
Respect
In an article in the Harvard Business Journal, the author notes that 50% of employees do not feel respected by their bosses. This directly translates into poorer employee engagement and performance.
The simple act of respecting those that you work with, and who work for you, will increase the productivity of the staff. The challenge is that some managers may not be aware that they are not respecting their staff.
It is important to respect those you work with and make the effort to treat them how they want to be treated. If you are not sure how your actions are perceived, ask a trusted colleague or mentor to keep an eye out for you. When you learn how your actions affect others, it can be easier to change.
Wednesday, November 12, 2014
Characteristics of High Performance Organizations
I just read a paper that attempted to determine the factors that create a high performance organization. They author's definition of high performance organization is 'an organization that achieves financial and non-financial results that are exceedingly better that those of its peer group over a period of time of five years or more, by focusing in a disciplined way on that what really matters to the organization'.
Based on the literature review of over 200 articles, the author categorized the factors that influenced success. Those organizations that were high performing had the following characteristics in common:
Autonomy
1. The organisation has a flat structure: there are few hierarchical layers.
2. In the organisation people of different organisational units can easily cooperate.
3. The management of the organisation allows experiments.
4. The organisation has an open culture.
5. In the organisation organisational members have the freedom to decide and act.
Continuous Improvement and Renewal
6. The organisation has adopted a strategy that clearly sets it apart from other organisations.
7. In the organisation processes are continuously improved.
8. In the organisation processes are continuously simplified.
9. In the organisation processes are continuously aligned.
10. In the organisation what matters to the organisation's performance is explicitly reported.
11. In the organisation both financial and non-financial information is reported to organisational members.
36. The organisation continuously innovates its core competencies.
37. The organisation continuously innovates its products, processes and services.
Openness and Action Orientation
12. Management of the organisation frequently engages in a dialogue with employees.
13. Organisational members spend much time on communication, knowledge exchange and learning.
14. Organisational members are involved in important processes. 26. Management of the organisation allows mistakes to be made.
29. Management of the organisation welcomes change.
30. The organisation is performance driven.
Management Quality
15. Management of the organisation is trusted by organisational members.
16. Management of the organisation has integrity.
17. Management of the organisation is a role model for organisational members.
18. Management of the organisation applies fast decision making.
19. Management of the organisation applies fast action taking.
20. Management of the organisation coaches organisational members to achieve better results.
21. Management of the organisation focuses on achieving results.
22. Management of the organisation is very effective.
23. Management of the organisation applies strong leadership.
24. Management of the organisation is confident.
25. Management of the organisation is decisive with regard to non-performers.
31. The management of the organisation always holds organisational members responsible for their results.
Workforce Quality
27. The management of the organisation inspires organisational members to accomplish extraordinary results.
28. Organisational members are trained to be resilient and flexible.
31. The management of the organisation always holds organisational members responsible for their results.
34. The organisation has a diverse and complementary workforce.
41. The organisation grows through partnerships with suppliers and/or customers.
Long-Term Orientation
38. The organisation maintains good and long-term relationships with all stakeholders.
39. The organisation is aimed at servicing the customers as best as possible.
41. The organisation grows through partnerships with suppliers and/or customers.
42. Management of the organisation has been with the company for a long time.
43. New management is promoted from within the organisation.
44. The organisation is a secure workplace for organisational members.
By learning and implementing these characteristics into your own organization you can improve your processes, leadership, employee engagement and customer satisfaction and become high performing.
To read the complete article:
deWaal, A. (2012). Characteristics of high performance organizations. Journal of Management Research (4) 4, 39-71.
Based on the literature review of over 200 articles, the author categorized the factors that influenced success. Those organizations that were high performing had the following characteristics in common:
Autonomy
1. The organisation has a flat structure: there are few hierarchical layers.
2. In the organisation people of different organisational units can easily cooperate.
3. The management of the organisation allows experiments.
4. The organisation has an open culture.
5. In the organisation organisational members have the freedom to decide and act.
Continuous Improvement and Renewal
6. The organisation has adopted a strategy that clearly sets it apart from other organisations.
7. In the organisation processes are continuously improved.
8. In the organisation processes are continuously simplified.
9. In the organisation processes are continuously aligned.
10. In the organisation what matters to the organisation's performance is explicitly reported.
11. In the organisation both financial and non-financial information is reported to organisational members.
36. The organisation continuously innovates its core competencies.
37. The organisation continuously innovates its products, processes and services.
Openness and Action Orientation
12. Management of the organisation frequently engages in a dialogue with employees.
13. Organisational members spend much time on communication, knowledge exchange and learning.
14. Organisational members are involved in important processes. 26. Management of the organisation allows mistakes to be made.
29. Management of the organisation welcomes change.
30. The organisation is performance driven.
Management Quality
15. Management of the organisation is trusted by organisational members.
16. Management of the organisation has integrity.
17. Management of the organisation is a role model for organisational members.
18. Management of the organisation applies fast decision making.
19. Management of the organisation applies fast action taking.
20. Management of the organisation coaches organisational members to achieve better results.
21. Management of the organisation focuses on achieving results.
22. Management of the organisation is very effective.
23. Management of the organisation applies strong leadership.
24. Management of the organisation is confident.
25. Management of the organisation is decisive with regard to non-performers.
31. The management of the organisation always holds organisational members responsible for their results.
Workforce Quality
27. The management of the organisation inspires organisational members to accomplish extraordinary results.
28. Organisational members are trained to be resilient and flexible.
31. The management of the organisation always holds organisational members responsible for their results.
34. The organisation has a diverse and complementary workforce.
41. The organisation grows through partnerships with suppliers and/or customers.
Long-Term Orientation
38. The organisation maintains good and long-term relationships with all stakeholders.
39. The organisation is aimed at servicing the customers as best as possible.
41. The organisation grows through partnerships with suppliers and/or customers.
42. Management of the organisation has been with the company for a long time.
43. New management is promoted from within the organisation.
44. The organisation is a secure workplace for organisational members.
By learning and implementing these characteristics into your own organization you can improve your processes, leadership, employee engagement and customer satisfaction and become high performing.
To read the complete article:
deWaal, A. (2012). Characteristics of high performance organizations. Journal of Management Research (4) 4, 39-71.
Monday, November 10, 2014
Create positive impact
I just listened to a speaker who said that the purpose of life is to create positive impact. Wow! How profound when you stop and think about that, create positive impact.
When you adopt this philosophy your life takes on a different meaning. You approach life, relationships and work in a different manner. One in which you do your best to improve the world around you and leave it better than when you arrived.
I will personally take this as a challenge and I encourage everyone to do the same. Create a positive impact in whatever you do. Make decisions for the right reasons. Be great at whatever you do and strive every day to leave a good impression and improve your life and the lives of others.
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