Quotes About Engagement

One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be.

We are all paid to solve problems. Make sure to pick fun people to solve problems with.

Visionary leaders help people to see how their work fits into the big picture, lending people a clear sense not just that what they do matters, but also why.

But amid the din and distraction of work life, poor listening has become epidemic.

In any interaction the more high-power person tends to focus his or her gaze on the other person less than others, and is more likely to interrupt and to monopolize the conversation—all signifying a lack of attention.

no birthday, concert, hangout session, or party can be enjoyed without taking the time to distance yourself from what you are doing" to make sure that those in your digital world know instantly how much fun you are having.

Rapport demands joint attention—mutual focus. Our need to make an effort to have such human moments has never been greater, given the ocean of distractions we all navigate daily.

The inability to resist checking email or Facebook rather than focus on the person talking to us leads to what the sociologist Erving Goffman, a masterly observer of social interaction, called an "away," a gesture that tells another person "I'm not interested" in what's going on here and now.

In flow the emotions are not just contained and channeled, but positive, energized, and aligned with the task at hand.

Flow is a state devoid of emotional static, save for a compelling, highly motivating feeling of mild ecstasy.

Para acercar al trabajador desmotivado al estado de flujo es necesario intensificar la motivación y el entusiasmo, evocar una sensación de objetivo y agregar una pizca de presión.

Except for the financially desperate, people do not work for money alone. What also fuels their passion for work is a larger sense of purpose or passion. Given the opportunity, people gravitate to what gives them meaning, to what engages to the fullest their commitment, talent, energy, and skill.

las personas parecen concentrarse mejor cuando se les pide algo más que lo corriente, en cuyo caso son capaces de ir más allá de lo normal. Si la demanda es muy inferior a su capacidad, la persona se aburre y si, por el contrario, es excesiva, termina angustiándose.

Csikszentmihalyi told me, "People seem to concentrate best when the demands on them are a bit greater than usual, and they are able to give more than usual. If there is too little demand on them, people are bored. If there is too much for them to handle, they get anxious. Flow occurs in that delicate zone between boredom and anxiety.

liderazgo no es sinónimo de dominación, sino el arte de convencer a la gente de que colabore para alcanzar un objetivo común.

Good work involves the intertwining of three features: excellence, engagement, and ethics. Good work is technically excellent work—people know what they're doing. It's personally engaging and meaningful. They want to do it. They look forward to going to work. They don't dread it. And it's carried out in an ethical way.

La mente del lector suele divagar entre el 20 y 40% del tiempo que dedica a la lectura.

Research by Harvard's Howard Gardner, Stanford's William Damon, and Claremont's Mihaly Csikszentmihalyi zeroed in on what they call "good work," a potent mix of what people are excellent at, what engages them, and their ethics—what they believe matters.18 Those are more likely to be high-absorption callings: people love what they are doing. Full absorption in what we do feels good, and pleasure is the emotional marker for flow.

A mente absorta, sob a forma de mente divagante, poderá ser a maior fonte de desperdício da atenção no local de trabalho. O foco da nossa experiência no aqui e agora – como a tarefa em mãos, a conversa que estamos a ter, ou chegar a consenso numa reunião – exige que desliguemos a lógica do «tudo a meu respeito» de coisas mentais irrelevantes para aquilo que se passa no presente.

A reader's mind typically wanders anywhere from 20 to 40 percent of the time while perusing a text.

El liderazgo gira en torno a la necesidad de captar y dirigir eficazmente la atención colectiva.

good listeners are like trampolines: You can bounce ideas off of them, and rather than absorbing your ideas and energy, they amplify, energize, and clarify your thinking.

ilustran el modo en que, adueñándose de nuestra atención, la tecnología entorpece nuestras relaciones.

Research by Harvard's Howard Gardner, Stanford's William Damon, and Claremont's Mihaly Csikszentmihalyi zeroed in on what they call "good work," a potent mix of what people are excellent at, what engages them, and their ethics—what they believe matters.18