The Heart’s Desire

Artful tips for perpetuating the Golden Rule

Many of the important relationships in our lives require several components in order to survive and prosper. As author Jonathan D. Port notes in this month’s cover story, “Feeling Connected,” many of these requirements have been documented via various texts and lists through the years. The languages of love, habits of effective people and Deming’s 14 points are a few examples. Port zeroes in on one of these lists in his article; namely, the seven desires of every heart, the subject of a book by Mark and Debra Laaser, and relates it to what employees require to be successful and fulfilled in their roles and workplaces.

Anyone who manages employees can take away some excellent tips about how to treat people in the way they desire to be treated, which will lower turnover of good staff and maximize productivity and motivation. Even if you don’t manage others, you’ll find some useful information on what makes workplaces and teams tick. Share it with your boss; everyone could afford to do some work on these soft skills.

In another article focused on helping managers lead their staffs more effectively, the authors of “Take Charge,” explain how managers would be wise to understand control charts and variation in tasks and people in order to not to misinterpret data in complex quality systems. They explain how easy it is for little things to lead to deleterious consequences. Are you guilty of making any of the assumptions the authors describe?

On the subject of self-reflection, what better way to get feedback on your own performance than through 360-degree reviews, which invite those you work with—peers and customers—to tell you how you’re doing. In “Full View,” find out how you can incorporate the plan-do-check-act cycle into your 360-degree reviews to make the process more beneficial to yourself and your workplace. It isn’t always easy to elicit potentially critical feedback from others, yet often it is that feedback that causes us to realize our deficiencies so we can work on correcting them.

Where your career path leads depends on the patchwork makeup of your education and training, experience and how your personality meshes with those around you. Each aspect of what makes you who you are is worth the extra time and effort.

Seiche Sanders

Seiche Sanders

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