- Complacency. Those that are complacent don’t care about what happens to the organization. They believe their life is good and can’t see outside their own shells to notice that the organization is struggling. They don’t care to make a positive difference in the organization – they are content to keep the wheels turning just as they are and just for themselves.
- Self Interest. Like the complacent, those with self-interests will never speak up on behalf of the entire organization. These people only care about themselves. They will sit on the sidelines instead of speaking up, or they may even side with the bad leader if it serves their interest. Those that work for their self-interest are not individuals in whom one could place any trust for the benefit of the entire organization.
- Fear. Those afraid of “rocking the boat” are another problem in the organization. For whatever reason – perhaps it’s fear of change or fear of losing their jobs – those that fear speaking up may stand behind someone who will speak for them and they don’t particularly care where they’re standing. However, when it’s their turn to speak, they never will. These people grumble, but not when it matters or to whom it matters.
- Incompetence. Sadly, there are incompetent people in any organization (starting from the leader and downward). The incompetent will try to sound smart, but one can easily see through their veils. Sadly, a lot of people can be duped by an incompetent leader’s BS.
- Talker. The long-winded gas bags take up too much time, and even if they may say something useful in the end, because they talk so long, people lose interest in listening to them. Gasbags need to learn to get to a meaningful point quickly if they expect to be taken seriously.
- Inability to Walk the Talk. Those that spout off a myriad of things that need to be fixed in the organization but when it comes time to fulfill their promises and get things done, they do not follow-through. Eventually, others realize that these people are full of hot air and can’t be relied upon for any positive change in the organization.
Do you work with colleagues who typically react negatively to situations? You know the ones – those that see everything as bad in the world; they want to punish all perceived wrongdoers; they reject all solutions to problems; they believe that good people do not exist; and so on.
To evaluate negative thinking, a study in the Journal of Clinical Psychology looked at the impact of worry on performance. The study found that those who reported worrying at least 50 percent of the time or more were significantly less able to perform a simple exercise involving sorting of objects. The researchers discovered that this was a result of increased levels of negative thoughts.
When the brain is faced with complex tasks, negative thinking hurts your ability to process information and think clearly.
Think about a time when you were angry. Recall how your anger (negative emotion) impacted your ability to reason and be productive. In fact, thinking negatively about problems makes it harder to think of a helpful solution (if indeed any solution at all!).
Another impact of negative thinking is that it changes your brain chemistry. Prolonged negative experiences prevent us from distinguishing between real and perceived threats and cause us to over-react. Those suffering post-traumatic stress disorder may have this characteristic.
Negative thinking may also result in symptoms of stress such as rapid heartbeat, elevated blood pressure, and a heightened arousal (“fight or flight”). Imagine sitting quietly and then suddenly experiencing fear in the form of a panic attack. The body responds with an increased heart rate, increased breathing, perspiration, and elevated blood pressure. Negative thoughts affect our brain through this same stress response.
If you are a negative thinker, here are some things you can do to turn those negative thoughts into positives:
- Give yourself permission to have the negative thoughts. By giving yourself permission, you don’t beat yourself up and you are free to re-direct that energy into work that is worthwhile. Do you have a project that needs to be completed? Do you need to respond to emails? It’s like the devil versus angel on your shoulder – everyone is allowed to have negative thoughts once in a while, but if it becomes a daily constant practice, then give yourself permission to break the cycle.
- Turn your negative self-talk into questions rather than accusations. Instead of your inner critic maligning your thoughts, ask, “How can I make this a good situation?” or “Am I willing to do what it takes?” When you ask questions, you allow yourself to explore scenarios and your negative thoughts are turned into curiosities and observations instead of fear.
- Don’t strive for perfection right away. Focus on progress – the “baby steps” – that will take you from negative to positive thinking. Positive affirmations may help, but if you’re using them, you need to truly believe them; otherwise, they may backfire. For example, instead of saying, “I am the best thing on planet earth,” say, “I can be the best thing on planet earth if I . . . ” and then identify the steps you will take to meet your affirmation.
Also, consider the Law of Attraction to help you overcome your negative thoughts. The Law of Attraction says that by focusing on negative or positive thoughts, we bring into our life the negative or positive energy that we exude. Therefore, if you want more positive things to happen to you, then thinking positive thoughts is the way to go.
Here’s to positive thinking and to a productive future!
Is it just me or has anyone else noticed the overwhelming motivational posters, sayings, and related paraphernalia on various social media sites? Why on earth do so many of these things exist? And even more so, why does everyone feel that they need to share something motivational with the world all the time?
I confess, I was sucked into this wormhole a while back, but I’ve been away from social media because I’ve been focusing on getting a Master’s degree and now that I’m back into my various sites, I’m gob smacked with the amount of seemingly well-intentioned messages that have flooded the Internet.
Sure, some might say that I’m not a nice person if I dislike motivational sayings, but seriously, my question is why do we NEED to see these sayings all the time? What is it that drives those to post motivational sayings? Is it because they themselves have no motivation, so by posting, they feel that they’ve done the rest of the world a favour?
I imagine at this point, all those of you who understand the theory behind the motivational mumbo-jumbo are now eagerly writing posts to demonstrate how useful this is to man(woman)kind, but that brings me back to my question: Why do we need so much well-intentioned motivational “stuff” on social media? Are we so despondent and unaware of our own skills and abilities that we need to bombard the Internet with every silly saying under the sun?
If Ghandi were alive today, I doubt that he would be plugging up the Internet with his wise sayings. He’d be preaching it to those who are closest to him; those that care to listen.
My take on motivation is this: You don’t need to get your motivation from the Internet – in fact, do yourself a favour and stop using the Internet as a motivational device. You won’t find motivation there (if anything, all those motivational “can do” sayings can really drag a person down!).
Build your resilience by doing superb work in whatever you set out to accomplish. And don’t forget to help your work colleague or your family with a task in which they are immersed. That’s how you build motivation – by being there and proving yourself to be useful when you are needed, time and again.
Individuals and organizations alike still rely on electronic mail (e-mail) as a primary communication tool to conduct business. A 2003 study, still relevant by today’s standards, by associate professors Raymond Friedman and Steven Currall, caution about using e-mail to resolve conflicts. While they do not specifically mention it, using other media for the same purpose should also give one pause.
Based on their review of sociological literature, the authors suggest that escalation of disputes is more likely during electronic communication than during face-to-face conversation. They also recommend a number of ways to ameliorate the risk of escalation, concluding with a call for additional empirical research into e-mail’s impact on conflict management.
The authors define the following properties as present in face-to-face communication:
- Co-presence (parties are in the same surroundings)
- Visibility (parties see one another)
- Audibility (parties hear speech timing and intonation)
- Cotemporality (parties receive utterances as they are produced)
- Simultaneity (parties send and receive messages at once)
- Sequentiality (parties take turns)
It is easy to see how each property enables communicators to “ground” the interaction. In other words, they are able to achieve a shared understanding about the encounter and a shared sense of participation. They also allow participants to time and adjust their actions and reactions so as to move toward agreement. Grounding, timing, and adjusting are all critically important tools in successful conflict resolution.
In looking at e-mail communication, the authors state that e-mail exchanges take place in an antisocial context (participants are isolated at their computers), allow new tactics (such as lengthy messages or communications that bundle multiple arguments together) and are characterized by reviewability and revisability (communicators are able to re-read received messages and extensively shape their responses).
These properties, as well as the lack of those that are unique to face-to-face conversation, engender the following effects (which Friedman and Currall claim increase the risk of escalation during conflict processing):
- Low feedback. Electronic communication generates little feedback such as clues about how a recipient is reacting to one’s message. As a result, participants cannot fluidly adjust their comments to repair missteps or clarify misunderstandings. Inadvertent insults and loss of face become more likely, and misunderstandings accumulate. Also, recipients can often perceive communication tactics as “heavier” than intended. This causes social bonds to weaken and the involved parties find it more difficult to resolve conflicts.
- Reduced social cues. E-mail communication lacks the emotional expression found in face-to-face conversations; therefore, the parties rely more on the messages’ cognitive content to manage conflict. In addition, although e-mail participants often include greetings and other forms of “social lubrication” in their messages, the power of such rituals to remind people of social norms and rules declines significantly the longer the delay between message exchanges. When long delays exist, message recipients may respond in socially inappropriate ways – aggressively or not empathetically.
- Length of messages. When a sender bundles multiple arguments in a lengthy e-mail message, the recipient may forget to respond to one or more arguments in the reply. Moreover, in crafting a response, the recipient may focus only on those arguments that he or she found most upsetting. When a sender believes that the recipient has ignored parts of the message, the sender may suspect a violation of interaction norms. Misunderstandings can accumulate, and inadvertent insults can become more likely.
- Excess attention. Thanks to the properties of reviewability and revisability, online communicators can ruminate at length about received messages. Research suggests that rumination increases both angry mood and perceptions of a problem’s magnitude. Reviewability and revisability also permit elaborate editing of messages, which increases composers’ commitment to their arguments. The parties become less willing to compromise, begin depersonalizing one another and view the conflict as unresolvable.
The conclusions? Use face-to-face conversations or phone calls to discuss disputes. If e-mail cannot be avoided, then consider that the perceived insult may have been unintentional. Finally, the authors suggest that e-mail users can and should manage risk to resolve conflicts more productively.
Productivity doesn’t just happen. It takes focus and sustained effort to accomplish work tasks. However, the amount of focus and effort varies, depending on the difficulty of the task.
The opposite is also true. That is, non-productivity does “just happen.” It is so easy to be non-productive – that’s why many of us can slide into a weekend of rest and relaxation without any effort!
But while at work, it is important to do our best to be as productive as possible. And in order to do that, it is equally important to respect our bodies and not use substances that can inhibit our work performance. Ever.
According to the National Council on Alcoholism and Drug Dependence, drug abuse costs employers $81 billion annually.
As well, workers who report having three or more jobs in the previous five years are about twice as likely to be current or past year users of illegal drugs as those who had two or fewer jobs.
And, an astounding 70% of the estimated 14.8 million Americans who use illegal drugs are employed.
The Canadian Centre on Substance Abuse in 2003 estimated that legal substances (tobacco and alcohol) account for 79.3% of the total cost of substance abuse, while illegal drugs account for 20.7% ($8.2 billion) of costs.
With the recent explosion of “medical marijuana” retailers, these numbers are estimated to increase. Employers now find themselves in a situation where they need to consider even more so the impacts of once-illicit drugs on their workforce. The impacts on work productivity are difficult to ignore.
I continue to be in awe and amazed at the silence of the medical community about the ill effects of cannabis (usually termed “marijuana”). In terms of the workplace, however, cannabis has an immediate and ongoing effect on productivity.
It has been documented that cannabis causes the following side effects (this is not a complete list):
Decreased memory and thinking capabilities
Decreased motivation – as such, this affects the employee’s ability to relate to their colleagues, clients and customers
Increased risk of developing dependence
Increased risk of respiratory illness
Increased risk of mental illness
Diminished relationships – think about how this impacts teamwork in the workplace with added pressure being placed on non-users including poor collaboration on projects (as an example)
Increased risk of injury of self or others (resulting in loss of time and potential workers’ compensation)
Decreased driving performance
Of note is that marijuana is the most commonly used illicit drug in Canada, with 10.6% of Canadians reporting past-year use in 2012. As well, Canadian youth have the highest rate of past-year marijuana use (28% in 2009-2010) compared to student in other developed countries.
While governments are starting to “give in” to the demand for legalizing marijuana, this legalization has put the onus on organizations to conduct their own workplace drug testing. In addition, organizations need to ensure adequate workforce training in identifying potential drug use.
Human resource departments are now even more critical to the organizations’ functions to ensure the business’s bottom line is not being impacted by drug use.
One of the ways in which HR can help is to build relationships with managers and employees. When you know someone, it’s much easier to identify changes in behaviour and productivity and to provide proper intervention.
In addition, implementing policies and procedures will help all workers be aware of the signs and symptoms of drug use. Much like personal issues or inter-staff and management issues, keeping substance use/abuse top-of-mind helps to identify the problem, so it can be addressed quickly.
Do you feel “stuck” in a job? Even before the workday is done, can you hardly wait to get out of the office? If so, you may be in the wrong job.
Feeling stuck may be a sign that you are not using your strengths on the job. If you aren’t using your strengths, resentment builds and frustration ensues. Not only that, you are not being productive on the job – think “deadwood” and you’ll get the idea! Let me explain.
Let’s say that you’re a decision-maker by nature. But you find yourself in a job where you neither contribute nor make organization-wide decisions. As a result, you second-guess the organization’s decisions and you start resenting its decision-makers. On top of this, you start to dislike your boss and co-workers because you see them as part of the problem.
You might say that you can’t help it – you need to work somewhere. Fair enough – most of us end up in temporary jobs that are nothing more than a way to pay the bills. But for long-term career happiness and productivity, you need to understand your strengths.
In addition to identifying our strengths, we need to understand how we work best. And how we work best depends on our personality.
Our personality determines how we perform, no matter what it is that we do – from how we organize our breakfast in the morning to how we process our daily tasks to how we relate to people. Each of us has an inherent capability of how we manage our “to-do’s.”
But consider this fact: While our habits can be modified, few (if any) people can outright change either their strengths or habits. Instead, what we can do is identify our strengths and habits and then choose to improve both in a way that moves us further in our careers.
Here are five ways that you can improve your strengths and use them to catapult your career to the next level.
- Pay attention to feedback. What do others say about your strengths? What do they notice about you? Sometimes, we instinctively know what we’re good at, but for whatever reason, we become blind to our strengths. It may take several people to point out your strengths before you start to pay attention.
- Tune in to your performance. How do you produce your best work? Is it by working alone or in teams? Do you prefer to learn through reading, listening, or viewing? What time of day are you most productive and why at that time? By understanding “how” we work, we will be able to understand the unique characteristics of what comprises an ideal work day for us and when we are most productive.
- Notice what gives you energy. When working on a task, does it make you feel tired, bored, overwhelmed, interested, or is the work challenging? Does the task motivate you to work even harder to get the job done? Do you feel alive? If the work makes you feel so energized (even if you’re physically tired), then that’s the type of work you need to be doing.
- Do not comprise your values. The place where you work must reflect your own values. The organization’s policies should be in line with their practices. In other words, the organization should practice what it preaches. If your beliefs are in line with the organization’s culture, then you have a match made in heaven.
- Contribute like there’s no tomorrow. Based on your strengths, work on improving the organization’s systems, processes, methods, policies, and other practices. This will serve to not only make a positive difference to the organization, but also to help you feel a sense of accomplishment. If you can feel as if you have accomplished something, you know your strengths are serving you well.
Roman philosopher Lucius Annaeus Seneca said, “Luck is what happens when preparation meets opportunity.” Substitute “career” for the word “luck” and you can see how our strengths can be used to build happy and productive careers.
Does working from home improve productivity? A Stanford University study of a Chinese travel agency concluded that it does.
The study found that employees working from home:
Were 13% more productive (9% worked more hours, taking less breaks and fewer sick days and 4% had higher performance rates per minute – hypothesized to be due to quieter working conditions).
Had 50% less attrition.
Reported higher feelings of work satisfaction.
Total factor productivity increased between 20 and 30 percent (the increase was due from two sources – efficiency in calls per minute and capital input). In addition, the company estimated annual savings of $1,900 per employee.
The learning from the experiment included the following:
Working from home improves performance.
Allowing employees a choice generated a far greater effect than requiring employees to work from home.
A large sample of treatment and control employees allowed the firm to evaluate the impact on different types of employees.
Management was surprised by the dramatic drop in attrition.
In addition to benefits to employees and employers for working from home, society as a whole sees benefits. These benefits include people choosing where they wish to live (instead of close to the employer’s office), less pollution and traffic congestion from work commutes, and an overall better family and community life because of the flexible hours.
However, improving productivity and saving money by having employees work from home does not work (pardon the pun) for everyone. People need to be able to recognize in themselves whether they have the discipline to perform as well as, or better than, working in an office environment.
Also, some individuals need the socializing that comes with working in an office – these individuals cannot thrive in isolation. For others, a careful balance must be struck.
As John James Jacoby (proclaimed lover of naps) writes: “For me, home was always where cool stuff happened, and the office was where I spent time waiting to go home to make more cool stuff happen.”
Self-control and pride in one’s work is mandatory for working from home. An ability to complete tasks and communicate effectively with others is also a requirement. Trust is also a big element when working from home – employers need to trust that their employees are doing their best, but they also need to respect schedules and expectations.
I work from home most of the time and I cannot be happier about this arrangement. In fact, my most rewarding client work is done at home. This is likely because I am disciplined and have the necessary self-control about my work. It also helps that I love what I do.
Many people experience boredom, but did you know that there are different types of boredom? And that each of us usually experiences a specific “type” of boredom consistent with our personalities?
According to 2006 research published in the journal of Motivation and Emotion, there are five different types of boredom (a follow-up study in 2013 identified a fifth type – apathetic). Here is a summary of each type:
- Indifferent – These individuals appear to be calm and withdrawn. Sometimes, they can appear to be very relaxed. Jessica Leber of Co.Exist also uses the term “cheerful fatigue” to describe this type of boredom.
- Calibrating – These individuals have wandering thoughts. They are willing to engage in almost any activity that will get them out of the boredom inducing activity. Calibrating boredom usually stems from engaging in repetitive tasks.
- Searching – These individuals experience negative feelings and unpleasant restlessness. They actively search for a way out by focusing on alternate activities.
- Reactant – This boredom is the most mind-numbing. Individuals experiencing this boredom may be highly aroused and hold a lot of negative emotions. They may also be restless and aggressive. Their way of escaping this boredom is to blame others for their situation and escape from them by thinking of places and situations where they would rather be than in their current surroundings.
- Apathetic – This boredom is similar to helplessness and may be a contributor to depression (according to researcher Thomas Goetz and his colleagues). “At least 36 percent of high school students in the survey reported it.” People with this type of boredom generally show little arousal and a lot of aversion.”
Boredom does not have to be, well, so boring. It can be turned into a powerhouse of productivity with just a few little tweaks to our day. Here are seven things you can do right now to turn your humdrum into a welcome main attraction:
- Take a break. Get rid of your world-weariness by removing yourself from your current environment and do something engaging – something that makes you happy. Use a “Happy App” to help you get into a better headspace that will, in turn, help you defeat your feelings of boredom.
- Listen to music. Or tune into your favourite radio station while at work. When experiencing a monotonous task, listen to the radio for uplift before returning to your task.
- Schedule your day to work in 25 minute spurts. Those who work 25 minutes, then do something else for five-to-ten minutes are more productive than those who do not divert their attention from their work. For instance, during your five-to-ten minute shift away from work, e-mail a friend, surf the Internet, plan your weekend, or call your mother-in-law!
- Get more involved in your work. While the work might be boring, think of a new way to approach the task. Perhaps reviewing your past activities at work and researching how to improve your job overall might be a way to re-do your job completely. In the process, it may even result in a raise and high praise for a job well done.
- Make a change. Evaluate your work environment. Maybe you need a new chair? Does your desk need rearranging or decluttering? Make yourself aware of things around you that you can improve. And improve it/them!
- Learn something new. There is nothing more monotonous than doing the same old thing in the same old way for days/weeks/months/years. Defeat tedium by expanding your mind. Read a good book (educational or not), ask your co-worker to teach you their job, take a night class, or go finish your Master’s Degree.
- Don’t stew. If you feel you have tried it all, but you just can’t get rid of your boredom, talk to your boss. Together, you can figure out how to improve your job, so that you and your organization will experience maximum productivity from your efforts.
In the end, don’t let monotony control you and your day. It’s much better to have multiple tasks to juggle than it is to suffer in joyless work.
In short, if your situation is suffocating your happiness, then change your situation! We all have the power to change our own circumstance.
Let’s face it. There are clients and then there are clients. The great clients (or customers) are those that are ready, willing, and able to work with experts to achieve organizational efficiencies.
And then there are clients who fall short on anything from initial meeting to following through with an expert’s recommendations – these latter clients are wasting not only the expert’s time, but their own, as well.
As experts in our various fields of work, we have all run into a variety of clients. Here are some of the more common types – if you’re a client, maybe you see yourself in one or more of these descriptions:
Bargainers. These clients want everything you’re proposing, but they can’t pay for it. Or maybe they’re doing the project “under the table,” and don’t want to ask the “real boss” to pay for it. Solution: If the client does not have the money for the full project scope, downgrade the scope – phase the project into manageable chunks.
Naysayers. These clients just can’t believe the project will take six months to complete. Certainly they can do it in a fraction of the time. Solution: Explain why the project will take as long as it will (perhaps a timeline depicting steps is helpful here); if the client does not believe you, suggest a mix of internal and external resources to complete the project faster. Client is still a non-believer? Walk away.
Stealth Implementers. They insist that no one else from their organization needs to be involved in the project. Just do it. Solution: Stress (and demonstrate with examples) how involving others in the organization will greatly enhance the success of this project as well as change management when implementation occurs.
Self-Made Experts. These clients believe they can do exactly what you’re proposing without you, so why are you charging them so much? Why don’t you just tell them the steps that you would take and then leave them to it? Solution: Walk away.
Call 9-1-1. These clients think everything is an emergency. They need your proposal “yesterday” and the work is required within the next month. However, when you give them your proposal, you don’t hear from them for six weeks. Solution: Develop a project timetable and meet each deadline. Build in “slack” time for all steps involving client input.
Weekend Schmeekend. This is the client that sends you e-mail at all hours of the day and night. Weekends are for working. There is no such thing as work-life balance. Solution: Say no when appropriate. Just because the client works all hours does not mean everyone else needs to, as well!
Committee Monger. The client who believes everything needs to be decided by committee. The end result? Everything gets decided by committee, no one takes responsibility for decisions, and decisions take much longer. Solution: Ensure that there is one “point” person (typically a Project Champion) that will sign-off on all deliverables.
Wordsmithers. You know the ones that review your work and almost re-write the entire content? Solution: Set a time limit for review and stress that only key content requires review. Provide an example. Or hand out the report ahead of time and then convene as a group to review the feedback.
In the end, it’s up to the expert to determine whether they are able to work with the client. If the decision is to fire the client, provide them with the name of another expert – even if it is a competitor. You’ll be glad you did!
Today, about 70 percent of employees in the U.S. work in open offices. Despite this high number, you may be surprised to learn that the open office concept is not the be-all and end-all for everyone. Success depends on personal work styles and personalities and how well workers can adapt to the high level of distraction served up by open offices.
According to the International Management Facility Association, workers in open plan offices get sick more often (62 percent more sick days on average), they don’t like the noise (sound and temperature are the most important factors in the environment), older workers really don’t like the noise (those over 45 are more sensitive to noise and temperature), and open offices deplete productivity.
The biggest impact on productivity tends to be distractions such as overhearing conversations, ringing phones and noisy machines Tonya Smith-Jackson and Katherine Klein in the Journal of Environmental Psychology identified reduced motivation, decreased job satisfaction and lower perceived privacy as factors negatively affecting productivity.
Another finding in the Journal of Environment and Behaviour confirmed that workers in open offices are more stressed and less satisfied with their work environment. After returning to survey the same workers six months later, researchers learned that not only were workers still unhappy with their new office, but their team relations broke down even further.
Perhaps not surprisingly, the noise in open offices decreases cognitive performance. Psychologist Nick Perham states that office commotion impairs workers’ ability to recall information and even to do basic arithmetic. Listening to music to block out office intrusion does not help – even that impairs mental acuity.
While open offices seem to be better suited to younger workers, a study in 2012 by Heidi Rasila and Peggie Rothe found that certain types of noise such as conversations and laughter are equally distracting to Generation Y workers as they are to their older counterparts. However, younger workers enjoyed the camaraderie of open spaces, valuing their time spent socializing with coworkers. And while younger workers acknowledge the “problems” of open offices, they see them as fair trade-offs for a greater good.
But the trade-off is not as great as it might seem. Regardless of age, when we are exposed to too many inputs at once – a computer screen, conversation, music, telephones, email alerts – our senses become overloaded and more work is required of us to achieve a desired result. Those unable to screen out distractions in the office are frantic multitaskers.
According to Maria Konnikova (Open Office Trap), as a workplace norm, the multitasking millennial seems to be more open to distraction. However, their wholehearted embrace of open offices may be ingraining a cycle of underperformance in their generation: They enjoy, build, and proselytize for open offices, but may also suffer the most from them in the long run.
It seems that the tried and true traditional offices that include cubicles are still the best despite their drawbacks. Research leads us to believe that employees are far more productive (and happier) in these controlled and focus-driven environments than in the open office.