by Maura Thomas
Around 11 p.m. one night, you realize there’s a key step your team needs to take on a current project. So, you dash off an email to the team members while you’re thinking about it.
No time like the present, right?
Wrong. As a productivity trainer specializing in attention management, I’ve seen over the past decade how after-hours emails speed up corporate cultures — and that, in turn, chips away at creativity, innovation, and true productivity.
If this is a common behavior for you, you’re missing the opportunity to get some distance from work — distance that’s critical to the fresh perspective you need as the leader. And, when the boss is working, the team feels like they should be working.
Think about the message you’d like to send. Do you intend for your staff to reply to you immediately?
By Nicolas Cole
Being productive is all about preparation. If you know what you need to do ahead of time, you will know exactly where to dive in as soon as you get started. On the flip-side, if you do not take the time to prepare, you will find yourself flustered and uncertain because you now have to think through whatever it is you need to do.
Having a great week does not start on Monday. It starts Sunday night. It begins with what you set in your mind you are going to do, before you actually set out to do it.
Here are a few ways to "get your mind right" for the week ahead:
1. Reflect on what you've already finished.
Your to-do list is, and will always be, fluid. It moves as you move, and it stays put as you stay put. If you don't get things done, they remain on the list. And if you are always getting things done, then your list will be a growing and expanding reflection of that process (which is the goal).
However, in order to know what is "next," you need to take a moment to reflect on the status of where things currently are. Look through your to-do list from the week prior and see what you got done or didn't get done--and then ask yourself why certain things got accomplished and others didn't.
If something remains on your to-do list for weeks on end, you need to make a decision: Either remove it entirely (clearly it's not getting done) or push it all the way to the top and make it a priority to do that item before anything else.
Take the time to reflect, though. It is immensely valuable over the long term....read more..
by Suzie Doscher
There are wonderful books, classes, films, talks, workshops, DVDs, magazine articles, conversations, coaches, and therapists teaching the importance of being in the moment, staying in the now and going with the flow. But how do you really do this?
It seems odd that we do not just naturally live in the now. After all, almost everyone would agree that the present moment, the now, is all we have. The fact remains that most people do not live in the present moment and have to learn how to do so.
Reasons to master living in the moment:
Steps to practice being in the moment:
By Monica Torres
No good employer is going to outright say that they kill you, but new research finds that too many modern workplaces are grim reapers inflicting a fatal amount of stress on our bodies and minds.
Jeffrey Pfeffer, a professor of organizational behavior at Stanford, is ringing the alarm that job stress and poor management is killing us — accounting for up to 8% of annual health costs and leading to 120,000 excess deaths every year in the United States.
In his new book, “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance — and What We Can Do About It,” he explains how long hours, a lack of job autonomy through micromanagement, and unstable health insurance are making us sick to death.
He talked with Ladders about his research and what leads otherwise reasonable people to stay in toxic jobs:
Published by The Local
The number of sick days taken by Swiss people because of stress and other mental health issues has shot up by 35 percent in the last five years, new figures show.The data from health insurer Swica shows the number of days taken off by Swiss employees for health reasons has risen overall by 20 percent in the last half decade.
But a spokesperson for the company which provides pro-rata sickness indemnity to 30,000 Swiss firms said it was the skyrocketing number of sick days for mental health reasons that was particularly “alarming” given this is the health issue that companies can do most to combat.
“A lot of employees can no longer deal with rising work pressure,” Adrian Wüthrich of Swiss trade union TravailSuisse told the NZZ am Sonntag newspaper, adding that flexible working hours and unpaid overtime were making the situation worse.
by Suzie Doscher
Emotional Intelligence can be defined as having:
I believe your Personal Power is intact when you:
A Harvard psychologist offers a simple and effective method to reduce stress instantly.
BY JESSICA STILLMAN
Feel like your life just keeps getting more stressful? You're not alone. Study after study shows that Americans say finding any sort of satisfactory work-life balance is getting harder. These days, adulthood often just isn't much fun, according to research.
There are a ton of reasons for these trends, from economic hardship to technology, and you could debate the primary drivers' of Americans' rising stress levels all day. But there's a more urgent question to ask: is there anything you can practically do about it?
While resetting your boundaries when it comes to your devices or patching the holes in the family budget are big undertakings, it turns out there is one small but effective thing you can do to help you manage your stress levels right now. According to a Harvard psychologist, you just need to ask yourself a single, simple question.
What are two other options?
by Bill Gentry, Director, Leadership Insights & Analytics and Senior Research Scientist
A professional getting promoted into his or her first formal leadership position in an organization is one of the biggest and most difficult transitions for any leader.
Far too often, the leader and the organization take for granted just how difficult that transition is.
The numbers prove it: No wonder 50% of managers in organizations are ineffective.
Their ineffectiveness may be the result of not realizing what they are getting themselves into when it comes to leading others, not being supported in their new leadership role, and not being given the opportunity for training and development early enough in their careers as leaders.
Think of the time and money that has to be spent on replacing these ineffective leaders—not to mention dealing with the low morale and disengagement of employees working under these ineffective leaders.