SELF IMPROVEMENT AND MOTIVATION

Self-awareness has been cited as the most important capability for leaders to develop, according to the authors of  “How To Become a Better Leader,”  which was published in the  MIT Sloan Management Review . Successful leaders know where their natural inclinations lie and use this knowledge to boost those inclinations or compensate for them. A study also found that self-awareness impacts companies’ bottom line. In a study of the stock performance of 486 publicly traded companies,  Korn/Ferry International  found that companies with strong financial performance tend to have employees with higher levels of self-awareness than poorly performing companies.  Yet self-awareness seems to be in short supply among leaders. While women in executive-level management positions tend to exhibit more self-awareness than men in the same positions, the overall percentages suggest there is much opportunity for growth in this area. In a study of 17,000 individuals worldwide, the  Hay Group Research  foun

Generation Me. Generation We. The Net Generation. Echo Boomers. Global Generation. Generation Next. Millennials, who? Comprising of the largest workforces, millennials are the youngest generation at work who have brought in a spectrum of culture with their eccentric enthusiasm and a thirst for knowledge and have managed challenge the concrete foundation of Boom Generation (born between 1946 and 1964) and Generation X (born between 1954 and 1980). Often questioning the ‘how’, ‘why’, ‘where’, and ‘what’ of everything, millennials often appear as a set of individuals who are lethargic, entitled, narcissistic, fallible, immature and carefree. It is often concluded that they are to be entrusted with less responsibility and be excluded from important discussions or perhaps given lesser training. Conversely, the above actions lead to lower motivation and job satisfaction which is the bait for millennials. As much as they influence the world around them, millennials are in turn influenced by m