5 Wifty vraagjes aan Mifty Yvan (53)

5 Wifty vraagjes aan Mifty Yvan (53)

Ofwel ben je een kuddebeest, ofwel durf je apart zijn. Toen ik Yvan op het strand zag lopen in zijn opvallend roeipak begon ik spontaan te lachen. Mensen die zichzelf niet au sérieux nemen en humor in het dagelijks leven brengen? Heerlijk!

Ik ben op hem afgestapt om hem te complimenteren met zijn gevoel voor humor. En ook omdat ik nieuwsgierig was naar de man achter het skelet :-).

Yvan: “Toen ik op zoek was naar een nieuw roeipak zag ik dit exemplaar. Om je dood te lachen! En ik dacht onmiddellijk, dit ga ik aandoen! Ik ben echt niet bang om mezelf te zijn en ik lig er niet wakker van wat andere mensen van mij denken.“

Yvan (53) is getrouwd met Anne en vader van Maîté (21) en Harold (19). Hij is CEO (Chief ENGAGEMENT Officer) van Idea 4U, experts in the Art of Motivation. Zijn passies zijn sleutels geven aan mensen om meer succes te hebben, plezier maken, roeien, fietsen en koken. En onze 5 Wifty vraagjes beantwoorden!

Het leukste aan 50 worden?

Toen ik 50 werd dacht ik: “Ik ben in de helft. Joepie, ik heb nog 50 jaar te gaan!”

Het minst leuke aan 50 worden?

Ooooh nog 15 jaar werken! Al moet je dat met een korrel zout nemen. Ik ben een levensgenieter en ik heb van mijn hobby mijn beroep gemaakt. Ik begeleid bedrijven en teams naar hogere motivaties.

Wat zéker nog doen voor je 60?

Ik was jarenlang CEO van Unique en internationaal verantwoordelijke  voor een beursgenoteerd HR groep. En daar werd mijn ervaring met de jaren té financieel gericht, te weinig mens gericht. Ik wil de beste motivational speaker van België zijn en ik wil boeken schrijven om mezelf te positioneren. En ik heb een nieuwe formule ontdekt om meer energie uit te stralen en die wil ik delen!”

50 is het nieuwe 30?

Het is fantastisch om nu 50 te zijn. Ik kijk er heel erg naar uit om grootvader te worden, maar dat mag gerust nog 10 jaar duren. Tussen 50 en 60 kan je nog zoveel doen!

Wijze raad voor mensen die nog 50 moeten worden?

Geef jezelf de toelating om helemaal jezelf te zijn. Hoe vroeger hoe beter! En stel de juiste vragen aan elkaar. Vraag niet: “Hoe was je dag?” Dan krijg je meestal een klaagzang. Maar vraag: “Welke leuke dingen heb je vandaag meegemaakt?” Focus op de plezierige dingen des levens!

Are you a real king for your people?

“A king does not abide within his tent while his men bleed and die upon the field.  A king does not dine while his men go hungry, nor sleep when they stand at watch upon the wall.  A king does not command his men’s loyalty through fear nor purchase it with gold; he earns their love by the sweat of his own back and the pains he endures for their sake.  That which comprises the harshest burden, a king lifts first and sets down last.  A king does not require service of those he leads but provides it to them.  He serves them, not they him…  A king does not expend his substance to enslave men, but by his conduct and example makes them free.”

Steven Pressfield: Gates of Fire

Plezier op het werk, werkt !

Waaaaoeeh
20 super leuke mensen van Eurospar Mechelen hebben mij hun tip gegeven: Plezier op het werk, werkt.
Heb jij ook een tip?
Ik zie ze hier heeeel graag

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Faites vous confiance à Marc Wilmots ?

Wie vertrouw jij en waarom? De 4 Pijlers van Vertrouwen

What motivates us at work? 7 fascinating studies that give insights

1. Seeing the fruits of our labor may make us more productive
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   The Study: In a study conducted at Harvard University, Ariely asked participants to build characters from Lego’s Bionicles series. In both conditions, participants were paid decreasing amounts for each subsequent Bionicle: $3 for the first one, $2.70 for the next one, and so on. But while one group’s creations were stored under the table, to be disassembled at the end of the experiment, the other group’s Bionicles were disassembled as soon as they’d been built. “This was an endless cycle of them building and we destroying in front of their eyes,” Ariely says.
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   The Results: The first group made 11 Bionicles, on average, while the second group made only seven before they quit.
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   The Upshot: Even though there wasn’t huge meaning at stake, and even though the first group knew their work would be destroyed at the end of the experiment, seeing the results of their labor for even a short time was enough to dramatically improve performance.
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2. The less appreciated we feel our work is, the more money we want to do it
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   The Study: Ariely gave study participants — students at MIT — a piece of paper filled with random letters, and asked them to find pairs of identical letters. Each round, they were offered less money than the previous round. People in the first group wrote their names on their sheets and handed them to the experimenter, who looked it over and said “Uh huh” before putting it in a pile. People in the second group didn’t write down their names, and the experimenter put their sheets in a pile without looking at them. People in the third group had their work shredded immediately upon completion.
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   The Results: People whose work was shredded needed twice as much money as those whose work was acknowledged in order to keep doing the task. People in the second group, whose work was saved but ignored, needed almost as much money as people whose work was shredded.
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   The Upshot: “Ignoring the performance of people is almost as bad as shredding their effort before their eyes,” Ariely says. “The good news is that adding motivation doesn’t seem to be so difficult. The bad news is that eliminating motivation seems to be incredibly easy, and if we don’t think about it carefully, we might overdo it.”
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3. The harder a project is, the prouder we feel of it
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   The Study: In another study, Ariely gave origami novices paper and instructions to build a (pretty ugly) form. Those who did the origami project, as well as bystanders, were asked at the end how much they’d pay for the product. In a second trial, Ariely hid the instructions from some participants, resulting in a harder process — and an uglier product.
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   The Results: In the first experiment, the builders paid five times as much as those who just evaluated the product. In the second experiment, the lack of instructions exaggerated this difference: builders valued the ugly-but-difficult products even more highly than the easier, prettier ones, while observers valued them even less.
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   The Upshot: Our valuation of our own work is directly tied to the effort we’ve expended. (Plus, we erroneously think that other people will ascribe the same value to our own work as we do.)
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4. Knowing that our work helps others may increase our unconscious motivation
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   The Study: As described in a recent New York Times Magazine profile, psychologist Adam Grant led a study at a University of Michigan fundraising call center in which  student who had benefited from the center’s scholarship fundraising efforts spoke to the callers for 10 minutes.
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   The Results: A month later, the callers were spending 142 percent more time on the phone than before, and revenues had increased by 171 percent, according to theTimes. But the callers denied the scholarship students’ visit had impacted them.
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   The Upshot: “It was almost as if the good feelings had bypassed the callers’ conscious cognitive processes and gone straight to a more subconscious source of motivation,” the Times reports. “They were more driven to succeed, even if they could not pinpoint the trigger for that drive.”
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5. The promise of helping others makes us more likely to follow rules
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   The Study: Grant ran another study (also described in the Times profile) in which he put up signs at a hospital’s hand-washing stations, reading either “Hand hygiene prevents you from catching diseases” or “Hand hygiene prevents patients from catching diseases.”
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   The Results: Doctors and nurses used 45 percent more soap or hand sanitizer in the stations with signs that mentioned patients.
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   The Upshot: Helping others through what’s called “prosocial behavior” motivates us.
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6. Positive reinforcement about our abilities may increase performance
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   The Study: Undergraduates at Harvard University gave speeches and did mock interviews with experimenters who were either nodding and smiling or shaking their heads, furrowing their eyebrows, and crossing their arms.
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   The Results: The participants in the first group later answered a series of numerical questions more accurately than those in the second group.
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   The Upshot: Stressful situations can be manageable—it all depends on how we feel. We find ourselves in a “challenge state” when we think we can handle the task (as the first group did); when we’re in a “threat state,” on the other hand, the difficulty of the task is overwhelming, and we become discouraged. We’re more motivated and perform better in a challenge state, when we have confidence in our abilities.
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7. Images that trigger positive emotions may actually help us focus
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   The Study: Researchers at Hiroshima University had university students perform a dexterity task before and after looking at pictures of either baby or adult animals.
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   The Results: Performance improved in both cases, but more so (10 percent improvement!) when participants looked at the cute pictures of puppies and kittens.
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   The Upshot: The researchers suggest that “the cuteness-triggered positive emotion” helps us narrow our focus, upping our performance on a task that requires close attention. Yes, this study may just validate your baby panda obsession.

What have you noticed makes you work harder – and better?

• More

How to create successful organizations? Do the K.I.S.S test- Know It's Supervision Seriously

For successful organisations you must also create successful people.

To have successful people they have to have ownership of their own success. 

Take their part and responsibility in their success away from them and success isn't theirs at all and thus you limit engagement

Therefore is doing the the K.I.S.S. test: 'Know that It's the Supervisor Silly.' essential, 

or K.I.S.S. - Know It's Supervision: Seriously. 

Consider impacting engagement and succes by providing all employees with only top performer supervisors who demonstrate engaging talents and competencies. 

• Top performer supervisors able to recognize success of their colleagues and team-members.
• Top performers supervisors give respect and get respect. ( Are you doing that? The Test Respect NL /  Respect test FR  give you a framework)

If we focus on continuously engaging supervisor/managers who are 'engaged to engage' 

are we not making major gains and well on our way to transformation and more succes?

Organizations where success of others is acknowledged, recognized will create successful people.

Direct feedback is the most efficient way for people to understand their impact on others in working relationships — but few of us realize that interpersonal feedback is as much a product of the surrounding culture as of the relationship itself. To cultivate a culture conducive to feedback:

• Start small. We miss opportunities to provide positive feedback every day because we think only big wins and successes merit recognition. When you see any behavior you want to encourage, acknowledge it and express appreciation.