Mind Valley : Creating World 's Greatest Workplace

Almost two decades ago, when I presented myself for employment, I was eager to make a difference. I believed that I’d joined an organization, in its embryonic stage, with individuals that were malleable and unanimous towards achieving its success. Since then, I have poured my heart and soul into every task that I have encountered; And, sometimes under the most vexing of circumstances.

Leaders believe people have an intrinsic value beyond tangible contributions as workers. As a result, genuine interest in the spiritual, professional and personal growth of all employees is demonstrated.

Whenever someone else makes an accomplishment, small or large, they deserve all respect and recognition for their hard work. I constantly work to build others up and ensure that their efforts do not go unnoticed. John C. Maxwell, author of The 21 Irrefutable Laws of Leadership, notes that “If you are a leader, you should never forget that everyone needs encouragement. And everyone who receives it - young or old, successful or less-than-successful, unknown or famous - is changed by it.” As humans we are driven by the recognition of others, and I recognize the value of encouragement. By building others up, I have the power to assist others in their development as

The messages presented by Greg Bell and Ricardo Semler were very unique and enjoyable. Both speakers did a fantastic job utilizing real world applications to build a stronger connection with their audience as well as their viewers. As Bell mentioned, each of us are miracles and to recognize this is extremely valuable both in the workplace and for our daily lives. As a reminder that we are each miracles Bell states we shall, “follow our hearts, clear our minds, and take care of our bodies.” We are the builders of our foundations. Every move we make and every step we take are the building blocks to making our hopes and dreams come true. It is important that we never lose sight of our hopes and dreams, and that we are patient, persistent,

The employer must first be a "good employer in order to make the workplace one where happiness and productivity thrive," In order to be a good employer

It’s very important to develop yourself everyday, to think outside the box. I like Einstein observation, that “the significant problems we face today cannot be solved at the same level of thinking we were at when we created them”. In order to solve them we need to experience a reframing. I learned this lesson from one big training for leaders in Austria and now I was surprised to hear about this again. So it is really easy, if I want to get something bigger – salary, fame, recognition, fun, time – I need to start to do something differently. During one class at the Miami Dade College I was trying to figure out current problem, that separates me from next level of development and I decided to create a paradigm shift and change my environment for more successful people with positive emotions, to break with my traditions of spending time and old ways of thinking and find friends in more successful reality and avoid people with defensive pessimism. For this step it is important to have a fresh perspective or different viewpoint. It is clearly that each of my friends, co-workers, members of my family is a reflection of myself, my choices and my believes. Something in me wants to keep things as they are. But for getting to my dreams of being successful and effective in my personal life, in my relationship and my career, making myself healthier, happier and more effective, I need to do something differently.

Lastly, I think that having a fun place to work creates motivated individuals who will have an increased job satisfaction. A “fun workplace” doesn’t have to be an oxymoron. Anyone can choose to create a fun workplace. Both qualitative and quantitative data exist to support our belief that a fun work environment can have a positive impact on productivity, quality,

Dr. Albert’s speech was by far my favorite speech at this event. The way she spoke with confidence and used rhetorical devices not only captivated me, but it also motivated me and I left the confident about applying the lessons I learned to my life. Dr. Albert closed out the conference by giving the audience what she calls the Eight Game Changing Pearls of Life. The Eight Pearls are to know your leadership style, to understand that excellence is the standard, to chart your own course in life, to understand that all leaders acknowledge the power of gratitude, to create career paths, to keep your sense of humor, to be an effective communicator, and to love in the notion to have an authentic lifestyle. I learned several things with each pearl

In regard to your development of a 75-minute module on Executive Leadership and Workplace issues, I have discovered important information that may be useful. I read both “Building the Civilized Workplace” by Robert Sutton and “The Smart-Talk Trap” by Jeffery Pfeffer and Robert Sutton. Each article was well written and clearly professional; I would recommend that you use both of these articles to include into your module. The two articles complement each other by having similar underlying themes, and they will help your students become strong leaders.

After watching, the three videos for this week there were a few aspects that appealed to the author. Each video made great points about leadership. The first video talked about authentic leaders and how they disappeared from the corporate world for a while. Instead, people preferred the charismatic leader. This caused people not trust in their managers and leaders. Authentic leaders put ethics and the beliefs of doing thigs right over being charismatic. People trust authentic leaders and truly appreciate working for an authentic leader they can trust.

By having a company that values you as an employee, in return, you will be an excellent employee (Morgan, 2015). Furthermore, if an employee has a safe place to

Undoubtedly, an inspirational approach which elucidates that people matters, not just in the professional, but also in the personal context. Furthermore, in considering the gardener perspective, a great leader will irrigate, fertilize, weed, and transplant its human resources capital to maintain the healthiest and happiest workforce possible; surely, MindTree management early realized that people as the main asset of MindTree, requires the attention that makes them feel important, appreciated, and with clear opportunities that allow them to increase its quality of life. Therefore, such a mentality from the top down seeks to continuously nurture a culture of "high care" which aims to accelerate high performance, the generation of innovative

Simon’s book, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t, written with the mission of helping people to wake up every work day inspired to go to their work place, work and finally return home every evening fulfilled by their labor. Beginning with the question ‘ 'why ' ', he offers an indispensable starting point illustrating the power of ‘ 'why ' ' people do what they do after following quite a good number of companies, nonprofit organization and the highest authority of the US military. Sinek aims at helping to create healthier and happier organizations that inspire people to work.

Great Place to Work Institute is an organization that has been around for over 25 years. During this time they have surveyed millions of employees and have studied thousands of businesses. Through their research they have established the definitive standard on what a great workplace is. The key factor in common the relationship between an employee and manager is trust. “There are nine practice areas where leaders and managers create an environment of trust. Those areas are inspiring, speaking, listening, thanking, developing, caring, hiring, celebrating, sharing”. (Greatplacetowork.com, n.d.)

Indications that the city is a great place to work is found in career longevity among employees and their sense of workplace pride. Certainly, all employees may not experience all satisfiers, but they are sufficient enough to promote the sense of loyalty found citywide.