De--Complex !!

Are people complicated? Perhaps some are. This is true: people tend to make things complicated, that's for sure. It's almost as if those 'problems' that had to be figured out in school so the report card looked good made people more focused on making things hard.

No matter your position in life, it's time to simplify. No more adding complexity or difficulty. Whatever mind-bending self esteem-enhancing belief system drove people to add complexity, the time has come to simplify.

 

Take a long, thoughtful look at your work and personal life and ask yourself where simplicity would add results. Where would making things easier or less complex add value to your life or the lives of those you care about?

Keeping Good people to keep company wisdom

Most everyone enjoys accomplishing goals at work and being appreciated.
Trouble is mostly there is poor management and leadership so there is little or no goals or appreciation.

People need 3 things to thrive:
Empowerment
Significance
Challenge

Supporting Stats and Studies:

• 55 percent said they were motivated more by the dissatisfaction or desire to leave than by the attraction or availability of an outside opportunity.
• 12 percent said they were motivated more by the attraction or availability of an outside opportunity than by their dissatisfaction or desire to leave.
• 33 percent said they were equally motivated by the dissatisfaction or desire to leave and the attraction or availability of an outside opportunity.

Senior Leadership — the Number 1 Reason, But Why?
It may surprise some, and certainly runs counter to the conventional wisdom, that the most cited reason for leaving was "lack of trust in senior leaders." However, that finding confirms the conclusion in Re-Engage, the book I co-authored with Mark Hirschfeld in 2010, based on our analysis of 2.1 million engagement surveys from 10,000 employers, that caring, competent, and trustworthy senior leadership is the number-one driver of employee engagement. Because so many workers have been sensitized over the past decade by the spectacle of corporate CEOs betraying the trust of their constituents on a large scale, employees now view corporate leaders through different lenses and, interestingly, expect more from them, not less.

Pay is a Significant Push Factor for Some
Insufficient pay was the second-most-cited reason for leaving and continues to be a "dissatisfier" that causes many employees to move on. The issue of pay falls into an even larger category of "Feeling Valued." Actually, three of the 39 reasons on the survey are pay-related. The other two have more to do with how pay is determined (pay not based on performance and unfair pay practices), than the amount of pay, per se — an important distinction. Still, when these three pay-related factors are added together, they come in second only to senior leadership — a significant root cause for many.

Leaders and Managers Can Prevent the Push Factors.
Reason Number three, "unhealthy/undesirable culture," is influenced by the values, mindsets and standards of senior leaders, but also by managers who must be counted on to uphold the cultural values and people practices.

Seven Areas for Focus

• Not feeling valued
• Lack of career growth or opportunity
• Lack of trust and confidence in senior leaders
• Low job interest/challenge
• Stress, burnout and work-life imbalance
• Poor or insufficient manager coaching and feedback
• Unrealistic short-term expectations