Quotes About Engagement

Here's why I will be a good person. Because I listen. I cannot speak, so I listen very well. I never interrupts, I never deflect the course of conversation with a comment of my own. People, if you pay attention to them, change the direction of one another's conversations constantly. It's like having a passenger in your car who suddenly grabs the steering wheel and turns you down a side street.

He says racing is doing. It is being a part of a moment and being aware of nothing else but that moment. Reflection must come at a later time.

Recent research has indicated that the average individual listens for only seventeen seconds before interrupting and interjecting his own ideas.

In order for an aging person to remain healthy and creative, the body and mind must continue to be active. You

No matter what happens, there is always the business of the world to attend to.

Common observation confirms that a mobile, exploring toddler learns faster and more efficiently than the child whose feet never leave the couch and whose eyes never leave the T.V. screen.

Good politicians need not be intellectuals, but they should have intellectual lives.

There is no winning or losing, but rather the value is in the experience of imagining yourself as a character in whatever genre you're involved in, whether it's a fantasy game, the Wild West, secret agenst or whatever else. You get to sort of vicariously experience those things.

Near the end of his tenure as co-CEO of SAP, Jim Hagemann Snabe discovered that the German software giant had amassed more than fifty thousand key performance indicators (KPIs), covering every job across the company. Snabe was horrified. "We were trying to run the company by remote control," he recalls. "We had all this amazing talent, but had asked them to put their brains on ice.

Unfortunately, the premise that employees are incapable of exercising judgment tends to be self-validating. First, jobs stripped of interesting cognitive work are unlikely to attract individuals looking to exercise their problem-solving skills. Second, overly scripted jobs give employees little opportunity to disprove the bureaucratic hypothesis that acumen correlates with rank. And third, after living for a few months in a reign of rules, most employees will quit or mentally check out.

There's no secret about what drives engagement. From Douglas McGregor's The Human Side of Enterprise to Dan Pink's Drive, the formula hasn't changed in sixty years: purpose, autonomy, collegiality, and the opportunity to grow.

The engagement deficit isn't about what people do at work, but how they're managed. In Gallup's research, 70 percent of the variation in engagement scores was explained by differences in the attitudes and behaviors of the employee's boss.

There's no secret about what drives engagement. From Douglas McGregor's The Human Side of Enterprise to Dan Pink's Drive, the formula hasn't changed in sixty years: purpose, autonomy, collegiality, and the opportunity to grow. Unfortunately, engagement levels haven't changed much either. It seems that every generation rediscovers the essential elements of human engagement and then does nothing.

The engagement deficit isn't about what people do at work, but how they're managed. In Gallup's research, 70 percent of the variation in engagement scores was explained by differences in the attitudes and behaviors of the employee's boss.11 For example, employees who felt they could approach their boss with any type of question were more engaged than those who couldn't.

How, exactly, do the archetypical features of bureaucracy—stratified decision rights, formalized unit boundaries, specialized roles, and standardized practices—undermine adaptability, innovation, and engagement?

When walking, walk. When eating, eat." Being fully "present" in each moment is a discipline that can save our sanity.

The people we live with and work with on a daily basis deserve our full attention. When we give people segmented attention, piecemeal time, switching back and forth, the switching cost is higher than just the time involved. We end up damaging relationships.

high multitaskers are suckers for irrelevancy.

Multitaskers were just lousy at everything." Multitasking is a lie.

multitasking slows us down and makes us slower witted.

Acknowledge that your life actually has multiple areas and that each requires a minimum of attention for you to feel that you "have a life." Drop any one and you will feel the effects. This requires constant awareness. You must never go too long or too far without counterbalancing them so that they are all active areas of your life. Your personal life requires it.

Why would we ever tolerate multitasking when we're doing our most important work?

The people we live with and work with on a daily basis deserve our full attention. When we give people segmented attention, piecemeal time, switching back and forth, the switching cost is higher than just the time involved. We end up damaging relationships." Every

success comes down to this: being appropriate in the moments of your life. If you can honestly say, "This is where I'm meant to be right now, doing exactly what I'm doing," then all the amazing possibilities for your life become possible.