People who don't have as much power as they would like often begin by attributing their difficulties to the environment - competitors, bosses, economic circumstances, and so forth. But in reality people are customarily their own biggest impediment to being as powerful as they would like.
Jeffrey PfefferTrust is about keeping commitments, but in many instances, circumstances change and organizations therefore shed commitments, things such as retiree medical benefits, pension obligations, and even employees without much remorse or maybe even hesitation.
Jeffrey PfefferTake care of your customers, and you will have a successful business. Don't, and you won't. The airlines need to figure this out - soon.
Jeffrey PfefferLying is common in social life, often done for benign purposes, seldom draws severe sanctions, and many of the most notable leaders, including the late Steve Jobs, were consummate prevaricators. Told with enough persistence and conviction, what was once untrue can become true, in a self-fulfilling prophecy sort of way.
Jeffrey PfefferI completely reject the idea that working adults need to be treated like infants or worse and not told the realities, harsh or not, about the world of work. Keeping people in the dark and filling them with stories that are either mostly fabricated, unusually rare, or both, doesn't do anyone any good. It is one of the reasons that workplaces and careers remain in such dire straits.
Jeffrey PfefferTypical pay increases are not enough to motivate employees, but they are enough to irritate them. โฆ Even when companies create seemingly significant pay differentiation between low and high performers, the actual cash increase is insufficient to sustain performance โ or it drives the wrong behaviors. โฆ Effective management is a system, not a pay plan. The mistake is that companies try to solve all their problems with pay.
Jeffrey PfefferThe single biggest barrier to effective leadership is, in my view, the leadership industry itself. Instead of telling people the skills and behaviors they need to be effective in getting things done, we tell them almost the opposite - blandishments about how we wish people would be, and how we wish workplaces were. That information is worse than useless as, to the extent people believe it, they often wind up losing their jobs.
Jeffrey Pfeffer