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Posts from the ‘Culture’ Category

Positive Business DC Advocates Well-being in the Workplace

Positive Business DC is a group of like-minded professionals applying the science behind positive psychology, neuroscience, and neuroleadership to foster well-being in the workplace. We believe that how well one takes care of the people within an organization drives competitiveness and profitability, and that well-being can be taught. Learn how you can become part of our community.

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Bates Creative Group: To Ignition Point and Beyond

I knew that Bates Creative Group had established something marvelous the first time I walked through the door. The company's 'specialness' comes from a community-based culture that a lot of contemporary organizations talk about but a rare few achieve. Founder Debbie Bates-Schrott has deliberately formed and nurtured an authentic work environment in which:

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Brainstorming Gets a Bum Rap

Neuroscientific discovery shows that people share emotions. Even though we often view disagreement as a negative and do whatever we can to avoid confrontation, the ability to laugh at ourselves and have fun at work helps keep things on a positive track. You can creatively address uncomfortable situations without destroying relationships. Surprisingly, the direct approach often improves morale.

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Motivating through Fear of Loss

The latest evidence confirms that Herzberg's theory: Money does not motivate people, at least when it comes to jobs that require critical thinking skills. (Lack of adequate compensation, however, demotivates and demoralizes.) Over the course of the last several years, neuroscientists have learned a lot about how the reward systems embedded in American companies actually work against us.

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Open for Business

The subliminal signs we give in the workplace are sometimes more influential than the over ones. For example, If you've ever had a manager with an open door policy, you know what I mean. Either the door is truly open and you can have frank conversations, or the executive has a misguided perception of what having an 'open door' should mean to an organization.

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Core Values Underpin Effective Screening Processes

When you write a proposal, whom do you feature? If you talk more about yourself than the client and how to solve his or her problem, you're running down the wrong path. Here are 10 tips to get back on track.

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Behind the Mask: Scarlett O’Hara

As a fictional character, Scarlett O'Hara provides a prime example of what can happen when the wrong person wields power in uncertain times. Her behavior consistently crossed ethical boundaries. Scarlett's manipulative and authoritarian styles (amplified by desperation to survive, or even thrive) forced others to cross those boundaries with her. People had a choice (but didn’t see it) because taking a stand would have challenged the social conventions they held so dear. People felt more comfortable gossiping about Scarlett’s outrageous behavior than addressing issues directly. That was their critical mistake.

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Authentic Interviewing Focuses on the Person

The media tells us that the US has a talent gap, meaning that companies cannot find qualified people to fill more than 3 million open jobs. I believe the problem has not been wholly defined. The US has a pool of talented people that can provide the value companies can seek but those jobs go unfilled (in part) due to a recruitment gap. Read what happened in Steve Blank's case...

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The Relationship between Brand and Performance

Building a company with raving fans takes more than just hard work. You have to put the customer's perspective at the core of product development and company processes. Customer-centricity and market-driven philosophies produce vastly different levels of success. A technology- or production-based approach typically leads to extinction. Here's why...

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Why Playing Nice Doesn’t Work

The phrase, "I can work with anyone," raises a big red flag and may indicate that your people spend more time dodging political landmines than doing their work. See what happened in "Suzie's" case...

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