This December, RainKraft turned four.
Four years of doing meaningful work, supporting individuals and companies alike with learning strategies, content, coaching and consulting... the heart is full. This year also marks the completion of two years since we started the RainKraft blog. We love digging deep into one idea, looking at it from different perspectives and keeping it simple for you.
Simply put, employee engagement is the precise opposite of “physically present, mentally absent.” It means that employees are happy with their role, productive, and present in the here and now, with all their faculties engaged and focused on work.
So, why does this feel like such a big ask most of the time?
“The Intern,” starring Robert De Niro and Anne Hathaway is one of the most telling movies about diversity in the workplace in our times. De Niro, a retired former executive, joins Hathaway’s furiously growing, millennial-powered eCommerce startup through a “senior internship program.”
What could go right?
We recently talked about the pain value of a bad hire, and what steps you can take to fix it.
Let’s talk about getting hiring right at an organisational level. Agreed, Human Resources is there for a reason, but when is it beneficial, or imperative, for the higher management to be involved in the hiring process?
It happens to the best of managers- we hire the person who seems best fit for a job, only to realise later just how wrong we really were. This is also a tricky problem to solve because no one sets out to hire the wrong candidate. So we are left with a range of emotions and a real mess.
If we told you that stress is subjective, you’d probably start calling us names. But come to think of it, stress and time aren’t as closely related as we think. Most resident doctors today work over eighty hours a week, and some entrepreneurs manage to top that number as well.
And yet, there are people who do it for years, decades even, and seem not to crack under the pressure. What, then, drives some people to be more unhappy with work than the others?
When we worked on our #FirstTimeManager series last year, there was something that we said we would come to as a series by itself. Over a year later and enriched with multiple conversations on challenges managers face, we look at performance anxiety and stress, which peak in managers, leaders and founders.
The more we talk about stress, the more stressful it gets!
For many of us on a typical morning, it is common to have mental chatter even before we’re fully awake. We think about our task list, plan for the entire day, and let the brain go on a trip even before the day has actually begun.
Let us start understanding the need for deep work with a mindfulness activity. Just for today, turn on the screen time tracker on your phone. Some smartphones allow you to also see how much time you have spend on each individual app.
If you have this feature, turn it on. The results will amaze you.
Like us, you’ve probably seen the Eisenhower matrix several times in your life and never used it. It is possible that you may have tried and given up after numerous failed attempts.
Managing time is the single most powerful source of stress in our life and yet, paradoxically, it is something that we seem to be rather miserable at as a species.
A few years ago, one of Facebook’s core employees put out a post that went viral- work, home, exercise, sleep, friends: if you could only have three of these things, which one would you choose?
Ask yourself now and see how easy or difficult it was to choose just three. And the temptation to ask, why can't I want all? Do you have the time? Maybe. Do you have the energy??
Whenever we need a mid-week pick-me-up, whenever we’re feeling drained, all we really need to do is look at people who were, and are, so relentlessly in pursuit of what they believe in. These are people who we read about with longing, and more often than not, these are also people heavily criticized by their contemporaries.
Today, several organizations, big and small, take about a shared vision and the need for a collective driving force. It is interesting to note, however, that the concept of shared vision as developed by Peter Senge was first studied, theorized, and implemented at schools.
It is quite paradoxical that schools, which are considered temples of learning, are also often plagued by the same organizational issues as their corporate counterparts. Senge came upon something universal.
We have a favorite saying - “Starting up is an inside job, but scaling up needs a village.” As simplistic as that sounds, there comes the point in every leader’s journey where they discover that they simply cannot go at it alone. How do they take the village along and show everyone the greatness that must emerge from the shadows?
When we hear the word ‘resilience,’ we often think of it as a response to something else. Resilience is a trait that is often characterized as ‘despite’ rather than as something that can be exhibited under all circumstances. Yes, elasticity only comes to the picture when one is stretched, but how do different people in similar situations exhibit different responses to the same level of stress?