One way to do this is to look at the 12 driving forces that motivate people to work hard each day. They range in intensity from primary driving forces to indifferent forces that create a negative reaction in people. Here’s what you need to know about driving forces to better equip your new hires to do a great job.
Through Behavioral DNA, you can come up with an unbiased assessment that helps you make logical, informed hiring decisions. Not only will this meet EEOC and OFCCP requirements, but it will also dramatically improve the chances that you’ll make the right hire the first time. Here are the major elements of Behavioral DNA.
You may be busy, but you know what you’re doing. You’ve worked on certain tasks so many times, you can do them in your sleep. The problem is, one person can’t do it all, and over time, you’ll find that the more hours you spend on the mundane tasks associated with your job, the less time you have to work on business-building activities.
No two leaders will approach heading up a team the same way. Some see the role as more of a motivator, while others take a hands-on approach to managing. But whether you step into an existing role or you get to create one from scratch, the way you structure your team will have a direct impact on your company culture.
Everyone wants to be liked, but in the course of doing business, maintaining likability can be tough. You want to make sure your team works hard toward their goals, and sometimes that means being stern, especially if one or more team members are being insubordinate. But toxic supervisory behaviors result in low morale and increased turnover.
Success in a professional environment requires a delicate balance. Showing assertiveness and self-confidence is a plus, but if you push too far, you could alienate the people you work with every day. The key is to have the self-confidence necessary to navigate the business landscape while still working well with teammates and clients.