In the business world, where time management is always a priority, multitasking skills are expected, especially in younger workers reared in multiple media environments (i.e., computers, iPods, iPhones, TV, video games, online social sites, texting and instant messaging).

Beginning in 2005, however, studies began to show that distractions negatively affected productivity and efficiency. A study funded by Hewlett-Packard and conducted by the University of London’s Institute of Psychiatry found that “workers distracted by email and phone calls suffer a fall in IQ more than twice that found in marijuana smokers.”

A second study found that it took an average of 25 minutes for workers to recover from interruptions (phone calls, emails) and return to their original tasks.

On expert estimates that extreme multitasking and information overload cost the U.S. economy $650 billion a year in lost productivity.

The brain doesn’t handle more than one problem well. While we can certainly walk and chew gum at the same time, we cannot pay attention to multiple challenges. Instead, the brain must switch tasks, using up time and energy. And when task-switching is poorly executed, we waste time and make mistakes.

All the research in the world won’t discourage us from juggling more than one ball. So, if we’re going to multitask, how can we do it effectively?

This article gives 10 tips for getting more done.

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• The Art of Paying Attention
• Smart Multitasking
• 10 Tips for Getting More Done

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Debunking Multitasking Myths:
10 Tips for Getting More Done

The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated.

In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

Because of current economic realities, people may not be leaving their jobs. Instead, they join the growing ranks of the disengaged and “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend.

Based on a great deal of previous research, positive managers practice these three leadership behaviors:

1. Use a strengths-based approach
2. Provide frequent recognition and encouragement
3. Maintain a positive perspective when difficulties arise

Past studies have shown these practices have a direct effect on employee engagement, and each is an observable and testable behavior.

None of these characteristics are innate, but all can be learned. Very few executives intuitively know:

1. How to work with people’s strengths
2. How to automatically give frequent credit where due
3. How to respond with your best game face when the going gets rough

This article examines the bottom line results of a positive, strengths-based approach to improving performance.

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The complete 2,000 word article includes these important concepts:

• 3 Steps to Positive Leadership
• A Strengths-Based Approach
• Focus on What Works
• The Problem-Seeking Mindset
• The Brain Power of Negativity
• When Things Go Wrong
• Positive Results

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Positive Leadership: Real Results -

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Positive Leadership: Real Results, condensed version –

Our quality of life largely depends on two factors:

1. How we experience work
2. How we experience other people

This is the conclusion of numerous studies on human happiness and meaning. One’s self is largely defined by what happens in these two contexts.

If we have optimal work experiences, we’re more motivated to do good work, which also benefits the organization and our coworkers. Our satisfaction is energizing and self-perpetuating, and it carries over into our home life because we’re in a positive frame of mind.

To improve the quality of life through work, two complementary strategies are necessary:

1. Jobs should be redesigned so skills levels and challenges are high. This contributes to a more cheerful and active workforce, improved concentration, and greater creativity and satisfaction.
2. Workers must define and develop self-directing, intrinsic goals. When we learn to recognize opportunities for action, hone our skills, set reachable goals, and immerse our concentration and focus in the present, we become more engaged at work and experience a state of “flow.”

Without these strategies, it’s easy to multitask on autopilot and miss opportunities to excel.

People at all levels report a need for challenges that create flow at work, according to psychologist Mihaly Csikszentmihalyi, author of Flow: The Psychology of Optimal Experience. Challenges must stretch our capacity, without being overwhelming.

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• Creating Flow at Work
• How to Create Flow Experiences
• 4 Steps
• Taking Control of Flow

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If you’ve been working hard for any length of time, in any field, chances are you’ve experienced at least one humiliating career failure. Career “hiccups” can kill your spirit and make it difficult to regain your motivation and drive.

Some of the “bad” things that happen to hardworking, well-meaning, capable people each day include:

• Missing the big opportunity
• Getting passed over for a promotion
• Getting demoted
• Losing a lot of money
• Getting fired
• Going bankrupt

What happens to us when our worst career nightmares come true? Career-altering events can happen to anyone — and they do. But when they happen to us, they seem incomprehensible, largely because we’ve worked so hard to be nice, dedicated and well-meaning.

But even when we can partially blame the economy, there comes a time when we must take a hard look at what we could have done differently. Despite faltering companies, imperfect leaders, coworkers who don’t like us and other external variables, we must eventually engage in private, honest introspection.

It’s time to ask: What part did I play in the events leading up to the career crisis? And how do I get my “mojo” back?

Historically, the word “mojo” has been associated with witchcraft and voodoo — specifically, the ability to cast spells. Over the years, it has become urban slang for personal power, magnetism and charisma. In business, mojo refers to the moment we do something purposeful and powerful — an act lauded by others.

For some, it represents personal advancement: moving forward, making progress, achieving goals, clearing hurdles, passing the competition — and doing so with increasing ease. Star athletes call this being “in the zone.”

In Mojo: How to Get It, How to Keep It, How to Get It Back If You Lose It, leadership expert Marshall Goldsmith introduces the term “nojo”—the opposite of mojo. Nojo sufferers approach their work negatively. They’re bored, frustrated, dispirited and confused, and they aren’t shy about sharing their dissatisfaction with others.

Goldsmith lists seven professional mistakes that contribute to nojo in otherwise competent, successful and smart people.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials.

You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• Defining Mojo
• Lost Mojo
• 7 Common Career Mistakes
• Over-committing
• Waiting for the Facts to Change
• Looking for Logic in All the Wrong Places
• Bashing the Boss
• Refusing to Change Because of “Sunk Costs”
• Confusing the Mode You’re in
• Maintaining Pointless Arguments
• Mojo Recuperation

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Four basic drives are common to all human beings, but which ones affect your daily life and behavior? How do they influence the choices you make?

At the start of the 20th century, psychoanalysis pioneer Sigmund Freud proposed that people are driven by sex and power—but there’s much more to it than that. By the 1950s, psychologist Abraham Maslow identified our “hierarchy” of basic needs, which include shelter, food, clothing, ego and belonging. After these needs were met, he said, we’re driven toward self-actualization—a state very few achieve.

In the 1960s, MIT management professor Douglas McGregor applied Maslow’s ideas to the business world. He asserted that once basic salary needs were met, workers had higher drives that weren’t contingent on rewards or punishments. If managers could tap into people’s inner motivations by granting more autonomy and respect, they would spur greater performance.

Harvard psychology professor David McClelland later identified three motivators in leaders: drives to achieve, attain power and affiliate with others.

Despite all of these studies, businesses continue to use monetary incentives instead of tapping into employees’ intrinsic motivations. Perhaps one can chalk this up to fuzzy, anachronistic notions about what motivates people.

A new theory suggests each of us has four basic drives that have existed since our cavemen days. These drives, which have allowed us to survive, are embedded in our DNA and actively chart the course for our daily behaviors.

We are driven by human nature to acquire, bond, learn and defend.

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The complete 1,000 word article includes these important concepts:

•    The Drive to Acquire
•    The Drive to Bond
•    The Drive to Learn
•    The Drive to Defend
•    The Balancing Act
•    The Dark Side of Drives

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Most business leaders have lost sight of what motivates people at work. In fact, some companies haven’t updated their management practices in years, which means they’re incapable of creating high-performance teams.

Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation. Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence.

The old “carrot-and-stick” mentality may actually inhibit employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems.

So, how can you successfully tap into workers’ inherent motivation and creative drive? How can you boost the number of actively engaged employees from the paltry 33 percent reported by the Gallup Organization? And how can you sustain employees’ enthusiasm after their first 30 days on the job?

In Drive: The Surprising Truth About What Motivates Us, former U.S. Department of Labor aide Daniel H. Pink says businesses are out of sync with what scientists have been telling us over the last 50 years.

The hackneyed carrot-and-stick approach, now dubbed “Motivation 2.0,” encourages poor leadership practices, including Pink’s “seven deadly flaws”:

1. Extinguishing motivation
2. Diminishing performance
3. Crushing creativity
4. Crowding out good behavior
5. Encouraging cheating, shortcuts and unethical behavior
6. Becoming addictive or obsessive
7. Fostering short-term thinking

In fact, Pink holds Motivation 2.0 partly responsible for the economic chaos of 2008. Mortgage brokers, for instance, were so hungry for commissions that they made questionable loans, which helped bring the nation’s banking system to its knees.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• Seven Deadly Flaws
• The Hawthorne Studies
• Scientific Management
• Freud, Skinner & Maslow
• The Third Drive
• Negative Impact of Rewards
• Open Source Innovations
• Unleashing Motivation
• Creating Flow
• Rethinking Management
• Rethinking Human Nature

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Almost everyone keeps a “to-do” list. We begin the New Year with resolutions to start new regimes to make us healthier, wealthier, and, hopefully, wiser.

What’s needed is a “to-stop” list of bad habits, when it comes to communicating and interacting with our peers, colleagues, direct reports and even family members.

The following list of bad habits is from Marshall Goldsmith’s book, What Got You Here Won’t Get You There. These bad habits can easily be turned into good ones. Which habits are you engaging in, and which would be hardest for you to stop?

Habits That Hold You Back

The most common bad leadership habits aren’t personality flaws. They’re challenges in interpersonal behavior — the egregious annoyances that make the workplace substantially more noxious than necessary. These faults do not occur in isolation; they involve one person interacting with another.

They are bad habits in communications. And as such, they can easily be stopped.

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The complete 1,000 word article includes these important concepts:

•    20 Habits
•    Information Compulsion
•    How to Break a Bad Habit
•    How to Change
•    Action Steps

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