imagery tagged posts

Are you using Power or Force? December 15, 2021 Affective Leadership, Emotional Intelligence One comment

Every picture we create in our minds has a magnetic power. These “Attractive Powers” have been measured and quantified through the use of behavioral kinesiology as described in books including Power Vs. Force by Dr. David Hawkins M.D., Ph.D. Power is universal and energizing, while the use of Force always creates its own resistance and is a negative drain on ourselves, our organizations and the world as a whole...

Engage through Imagery December 15, 2021 Affective Leadership, Astonishing Service, Emotional Intelligence, Peer Powered Performance, Positive Deviance, Spirit at Work

Simple ideas understood by all are both the salve and the anchors that keep a team’s “eye on the prize” in challenging times. Vineet Nayar in his book Employees First, Customers Second used the story of the “Big Windows” he discovered at a friend’s home in Amsterdam to focus his team on the value (and discomfort) of transparency. He shared this story with absolutely everyone so they all had a common language...

Use imagery to encourage transparency December 15, 2021 Emotional Intelligence

After the employee survey then what? December 15, 2021 Emotional Intelligence

This article is based on a question posted in the LinkedIn Employee Engagement group by Hugh Tonks.

After reading his profile I realize he probably has much better ideas about implementation than I do but since I already put the work into writing this I will share it anyway.

Assuming you have discovered some pockets of perfection here are some ideas for spreading peak performance to other “Less lustrous” layers.

Be prepared to be transparent in your own opinions and intensely interested in...

Insulted by Incivility January 28, 2013 Affective Leadership, Emotional Intelligence, Positive Deviance No comments

According to the 2012 U.S. Agency For International Development Federal Employee Viewpoint Survey Results more than 70% of federal employees feel that under-performers are not being managed effectively. When asked to respond to the statement “in my work unit, steps are taken to deal with a poor performer who cannot or will not improve” only 27.9% responded positively.

Underachievers in any system can be a challenge, and even more so in highly regulated and unionized environments...