Tag Archives: balance

Clarity Goal Setting Work/Life Balance

Learning What Matters In Business

Self-Awareness, Expectations & Outcomes in Work and Life

Self-Awareness, Expectations &
Outcomes in Work and Life

Growth demands a temporary surrender of security. It may mean giving up familiar but limiting patterns, safe but unrewarding work, values no longer believed in, and relationships that have lost their meaning.
-John C. Maxwell

What we say and do in the workplace is often a reflection of how we grew up. Why is this worth noting? The values and behavior habits we developed growing up are often acted out in both our work and home environments.

The more we know about ourselves, what we value in life – and business, the more honest and open we are likely to be with ourselves about what is working, what is not, when we are ‘true’ to ourselves, and when we are not.

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Work/Life Balance

Emotional Intelligence & Keeping Your Balance in Business & Life

Drawn to the shadows
Can you focus on the light?

Learning What Matters In Business

Emotional Intelligence: Keeping Your Balance in Business & Life

“The emotional brain responds to an event more quickly than the thinking brain.” 
– Daniel Goleman

Our emotional intelligence (EQ) determines how aware we are about how we deal with frustration, misunderstandings, hurt, defensiveness, shame, and anger that may arise as we encounter different personalities and demands during a day in business and in life.

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Leadership

The Abrasive Boss: Business Impact, Cost, Survival and Intervention – Part II

The Abrasive Boss
Tangible and Intangible Costs

One of the primary clues that you have an abrasive boss in residence is a high turnover rate among employees, and long term employees are there because they can’t afford to quit, but are often into what I call the R3 mode – resist, resent and revenge.  Productivity is often below standard. (A side note: Abrasiveness can also be a characteristic of staff whose behavior is just not being handled by the boss. This situation can also result in unhappy employees, R3 mode, and increasing turnover.)The problems: the work keeps getting interrupted with resignations, hiring details, orientations for new employees, and sick days for illness or injuries on and off the job among the longer term employees.  Doesn’t matter where you are: high turnover = low morale.

The real problems begin to occur as gradually, the ‘soft’ expenses begin to rise and encroach on the profit margin. The cause: reduced teamwork; training time costs as in- house staff are pulled away from their regular duties to train new employees; close to a six month lag time in maximum output as new employees get up to speed; employee payouts as they leave and, increasing sick days and lost work days among those who stay, adding to the tally of decreasing output.  Doesn’t matter where you are: low morale = lowered output.

The slide to left side of the ledger is often insidious. Unless someone is paying close attention, it may not be noticed until it is a challenge to financially manage a turnaround.  Because the costs are ‘soft’ costs when a part time employee or short-term employee leaves, an organization may not actually cost out the actual expense. This is a mistake. The costs are real in real time.  More companies are now paying attention to those costs, but not always diagnosing the right problem.

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