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Leaders do not usually ask themselves, how we can create a self-esteem supporting culture in our organization. But the best of them do ask, what can we do simulate innovation and creativity? How can we make this the kind of place that will attract the best people? And when can we do to earn their continuing loyalty?
These questions are all different and yet the answers to them are largely the same or at least significant overlap. I would be impossible to have an origination that nurtured innovating and creatively and yet did not nurturers self-esteem in some important ways. It would be impossible to have an origination the nurtured self-esteem, rationally undertook and yet did not simulate innovation, creative, excitement and loyalty.
An example, some businesses are experimenting with tying pay raises the acquisition of new knowledge and skills, employees are paid to learn, paid to master new areas of expertise. The assumption is that the morel knowledgeable and skilled they are, the grater the contribution to the company they will be able to make. But will not a growth in competence very like to lead to an increase in the experience of self-efficacy?
From the point of view of the individual, it is obvious that work can be vehicle for raising self-esteem is strengthened, just s, when we avoid them, self-esteem is weakened.
When I am invited by companies t teach how self-esteem principles and technology can be utilized to stimulate higher performs, I often work with sentence competing technique, asking participants in the program to write six to ten endings every day, over a period of some weeks for sentence stems.
