Do you have the right tool for the job? Well, we must first ask, what’s the job?
If you are tasked with tilling densely compacted soil, a handheld trowel is arguably not the best choice. The lightweight, curved scoop might accomplish the task, but the result would not be optimal. Nor would the soil preparation be done efficiently or add value. A broadfork, hoe, or pickaxe are all better choices and would accelerate the gardener’s ability to grow a successful garden.
Tools are designed for a specific purpose, so choosing the correct tool decreases the amount of effort required to get a job done without causing negative side effects.
This week one of the employees at Predictive Index (PI) Headquarters, David Silbert, wrote a poignant article about his feelings on racial injustice. It really hit home, especially as we consider ourselves an extension of the PI family. Therefore, we are sharing his wonderfully written article as well as our grief and condolences to the families of: Ahmaud Arbery, Breonna Taylor, Tony McDade and George Floyd.
One of the tenets that informs our every consultation at SHIFT is that people are complex. Every person is complex regardless of race, creed, religion or sexual orientation. The complexity is what brings the richness and nuance to our existence. We honor that complexity. We honor our differences and we honor our similarities.
“In spite of those differences, there’s always more in common than not.
According to talentoptimization.org, there are four primary forces that impact employee engagement: job, manager, team, and culture. Fifty-one percent of employees today are not engaged, while 16 percent are actively disengaged. But why does employee engagement matter anyway?
Disengagement is a widespread issue that causes organizations to lose billions of dollars to poor productivity, absenteeism, poor client service, safety issues, and toxic workplace cultures. Disengaged employees do just enough work to keep their job, while engaged employees are more likely to stay at your organization longer, become a top performer, and potentially recruit your next great hire.
This is part one of a four-part series on Predictive Index (PI) drives.
Patience is defined by Predictive Index as the drive to have consistency and stability in your environment. While consistency and stability bring success in some situations, I would argue that’s not always the case. Sometimes a sense of urgency, the ability to multi-task, and outside pressure are critical to achieving the desired outcome.
Each of us is unique and possesses varying levels of patience. Some express high levels of the patience drive while others have a low expression of the patience drive. There is no right or wrong expression, or amount of, patience. Everyone has some drive for consistency and stability. Those who have a low expression of the patience drive must self-regulate, or adapt, in situations that may benefit from patience.
I’ll bet no one has ever told you that effective leading is like making a good carbonara? You don’t believe me? Let’s step into the kitchen to learn more about leadership and managing people.
To create a silky carbonara sauce, you combine egg whites and pasta water in the correct proportion to egg yolks, pork fat and cheese. The egg yolks act as an emulsifier to bond the pork fat and cheese into the pasta water and egg white sauce. When done with the right timing, the proper heat, and quick whisking, you produce a creamy, flavorful sauce that perfectly coats the pasta and pancetta. If, however, you misstep on any one of these factors, you get pasta with scrambled eggs. Yuck.