Knowing Is Not Enough

Burnout Bundle_ Lesson 8 - Knowing is not enough

On some level, we all know what we need to do in order to succeed.  We’ve taken the courses, attended the lectures, listened to the podcasts…but somehow we tend to stay “stuck.”

Creating the necessary changes in our lives requires the decision to make those changes.  That means pushing down our fears and deciding that we will implement what we’ve learned — and learn from what we’ve implemented.

And therein lies the rub:  we know what we need to do…but we don’t always apply what we’ve learned.

Perhaps it is the fear of failure — or even the fear of success.

Perhaps it is that we have a high-level understanding of what to do — but lack the specific tactical steps to transform that knowledge into action.

Success in life comes down to the willingness to take action.

But today’s hyperactive, fast-paced, 24/7 world makes demands on our time and thwarts our best efforts to do what we know needs to be done.

So, we need to develop achievable plans with “wiggle room” embedded within them.  In this way, we avoid the snowball effect of too aggressive planning that leads to a cavalcade of missed deadlines.

We need to develop habits that can carry us through when our willpower might be lacking.

We need to get enough sleep and avoid burnout so that we can not only do what needs to be done, but also enjoy the fruits of our efforts.

And we need to care enough about ourselves to do not only what will make us happy, but also create success on our own terms.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

Wasting Time on the Urgent…But Forgetting the Important

“Busy-ness” occurs when we react to looming deadlines and crises around us.  The problem is that we often “forget” to take action on the things that are most important to us.  When we procrastinate, important tasks become urgent — leading to unmet goals and burnout.

This 12-minute video explores how procrastination takes us away from our priorities, then provides 4 ways to achieve goals with less stress by focusing on the important and minimizing the urgent.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

Why It’s Time to Put an End to “Busy-ness”

Pet Hamster Holding A Blank  Sign

Is your business life burning you out – or is it the constant “busy-ness” that’s exhausting you? Is there REALLY a difference?!

Simply stated, YES. There is a critical difference that is based on the priorities that you use to determine your daily activities.

While it is noble, worthwhile, and even essential to actively participate in the strategic planning and daily operations of your professional life, don’t let your attempts to meet the demands of your business fall prey to “busy-ness.”

“Busy-ness” is analogous to a hamster constantly running on a wheel – but ultimately not getting any farther ahead. Still stuck on the wheel in its cage, the hamster nonetheless continues to do the same thing regardless of the result.

While the hamster might be enjoying the run, a business professional rarely sees the lack of movement as a good thing. Put another way, busy-ness is frantically treading water just to stay afloat.  

No One Consciously Strives for a Life of Busy-ness 

People generally like to see progress, results, or achievement. If you’re collapsing from exhaustion at night (but feel like your progress or results don’t match your effort), then you are a candidate for energy sapping “busy-ness.”  But why?

A life of busy-ness often results from a lack of priorities or time management. Let me explain.

While we all have worthwhile goals that we generally want to achieve, it is far too common for days, weeks, months, or even years to pass by with little or no progress toward their attainment. Because our priorities determine our actions, our REAL priorities are found in what we spend the most time doing.

This is closely akin to time management – which requires prioritization as the foundation of how we structure our days and lives.

I know what you’re thinking:

“You don’t understand!
I have work responsibilities AND personal responsibilities.
People depend on me – and I’m only one person trying to do it all!” 

This is the definition of crisis management – and crisis management is a contributing factor to burnout. Think of it this way: if you’re burned out, how are you going to have the energy to help anybody else – not even yourself?

But most of us DO have these competing priorities. The challenge is how to manage them.

The Culprits of Busy-ness

We don’t intentionally over-schedule our lives — that is, leaving NO time out between our actions to take of all these competing demands.  But we do have to recognize the insidious culprits that create a life of busy-ness.

#1 – Meetings. While some might be necessary, the purpose of many is just showing up. Does anybody really know what the meeting’s purpose is? Or what the desired outcomes are? Or why we’ve even been invited to attend in the first place? But standing meetings and ad hoc meetings are often time wasters that drain time away from the more important duties and responsibilities. As a result, the busy-ness leads to constantly playing “catch up.”

#2 – The Rush of Activity. Being busy feels good – but only if we are also being productive. Doing “stuff” that is unimportant or mindless can be a respite from an over-scheduled life. But when we have nothing to show for our effort of constant motion and activity, it’s a short skip over to resentment. The unfocused activities inherent in busy-ness are NOT productive action.

#3 – Perfectionism. Perfectionists are notorious for creating additional “must do’s” on their “to do” lists. Coupled with a belief that “if you want something done right, you have to do it yourself,” perfectionists tend to subvert their priorities due to the constant struggle to do it all. Perfectionists fundamentally don’t trust other people to do what they say they are going to do OR do it in a way that meets the perfectionist’s high standards. Perfectionists may feel a sense of omnipotence even though their overscheduled calendars prevent them from meeting their true goals due to busy-ness.

#4 – Avoidance and Procrastination. Be honest: do you really want to clean the garage? Or tackle that monstrous report? Or deal with the communication problems in your team? Probably not. But the pervasive Puritan work ethic compels us to do something because we can’t just do nothing! So, we do the easy stuff. The mindless stuff. The stuff that takes time…but isn’t really that important. Then, when we miss the deadline of the avoided behemoth, we can honestly assert that we simply didn’t have the time – we were “too busy” with the other stuff.

#5 – The Absence of Planning. I once saw a cartoon where an employee was sitting quietly at his desk. When his boss asked him what he was doing, he replied that he was thinking – to which the boss replied, “Well quit thinking and get back to work!” In the cultures of many modern workplaces, thinking and planning are the equivalent of day dreaming – but activity of any kind is considered to be working! Unfocused activity that is done simply for the sake of doing something is busy-ness – and investing time in the unimportant is the result of poor planning.

3 Tips to Replace Busy-ness with Focused Action 

Instead of succumbing to action for its own sake, take a moment to decide what is truly important to YOU. What are the things that you need to do in order to create the legacy that you want to leave?  Remember:  you will leave a legacy even if you aren’t intentionally trying to do so.

Next, take stock of your weekly responsibilities in both your professional and personal lives. Estimate the amount of time that you think you need to complete each project – then be sure to include some “wiggle room” for unanticipated glitches or interruptions!

Finally, decide which projects must be completed by only you versus which can be delegated to others.  When delegating, even if they might not be able to do it as “perfectly” as you would like, you need to determine whether this level of perfection is actually required in order to achieve the goal).

Being busy in activities that bring you joy and lead to your desired goals creates the path toward actualizing your legacy. Plus you’ll be more energized and self-actualizing.

In contrast, permitting yourself to be victimized by a life of busy-ness leads only to exhaustion, regret, and resentment.

You DO have the power to give up busy-ness and get back on the track to the business of your life. All it takes is the courage and commitment to live your life by your priorities.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

Acceptance Can Overcome Consequences

Burnout Bundle_ Lesson 3 - Acceptance of what has happened

Acceptance is the first step to letting go of the past…and moving forward into the future.

Many of us are resilient enough to accept our contributions to a negative outcome — in fact, we may berate ourselves for our missteps. Such “guilt trips” only keep us rooted in the past and prevent us from harnessing our creativity to try something new in order to create a more happy and fulfilling future.

But even more challenging than these self-imposed “guilt trips,”  I’ve found that it is much more difficult to accept consequences that have befallen upon us when they are the results of other people’s actions OR inaction.

Once again, we stay rooted in the past as we try to understand why they did what they did — we do this in order to identify what happened so that we can avoid it in the future.  The problem is that it can be impossible to truly understand what motivated someone else’s behavior:  there are often contributory factors of which we are and will always be unaware.

To accept what has happened in our lives requires that we accept — without bias, blame, or guilt — where we are RIGHT NOW.  Even if it’s not where we wanted to be.  Acceptance means viewing our present situation without blinders…without anger…without self-guilt.

Acceptance is the seed of hope.

By not accepting what has happened, we give away our power to choose how we will move forward and out of the consequences that we are currently experiencing.  Just like we always have the power to choose, so too do we also always have the power to accept.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

Developing Charisma: Why It’s a Skill That Can Be Learned

Charisma in front of crowd

What IS charisma?  Is it an innate personality trait – or is it a skill that can be learned?  Does charisma require you to be an extrovert – or can “shy” people be charismatic, too?  Finally, is it really important in business today?

Although charisma can be difficult to define, this definition takes charisma out of the realm of personality traits:

Charisma is the ability to inspire and motivate people
to do MORE than they would normally do
DESPITE obstacles and personal sacrifice. 

Charisma, therefore, is more than simply motivating someone to do something that they would have done without your influence.

Charisma brings others out of their shells and builds their self-confidence.

Charisma addresses the head and the heart of other people so that they will perceive regardless of the obstacles they may face or the personal sacrifices that may be demanded of them.

The 8 Characteristics of Charismatic Leaders

In the modern workplace of flattened organizational hierarchies, cross-functional leadership with or without a formal title has become an important criteria for an organization to survive.  While it cannot be denied that some people may have a more innate talent to be charismatic, charisma can be learned.

Surprised that something as ineffable as “charisma” can be a learned skill?  Once you understand the 8 characteristics that define charismatic leaders, you’ll be better able to inspire others to commit wholeheartedly to your vision.

  1. Appeal to BOTH the heart and the mind.  One reason why leaders are often not perceived as being charismatic occurs when they focus exclusively on charts, graphs, and metrics.  While important, such quantitative items do not inspire creativity in others.  Story-telling has become a popular tool to entwine the quantitative outcomes with more esoteric and heartfelt reasons to achieve those outcomes.
  2. Have passion for the work. A leader will never be charismatic if they are lackadaisical about what they do and why they are doing it.  Passion does not necessarily mean emotional fits or grand verbosity; passion can also be equated with focus and commitment to an outcome as well as its overall importance.
  3. Create an atmosphere of change. Charismatic leaders rarely maintain the status quo.  They are visionaries who can see opportunities (often before others) and then have the courage to take the necessary actions to move forward toward their achievement.  This requires being comfortable with change – but remember that change does NOT have to be chaos.
  4. Communicate in a clear, compelling way. Once again, charismatic leaders inspire others by appealing to both their hearts and minds.  This requires the ability to describe complex ideas or goals in a way that is simple but still addresses the curiosity and creativity of others.  There’s nothing worse than a leader who appeals to the hearts of followers through a powerful vision – but then leaves them without the means or strategy to attain it.
  5. Have abiding faith in the vision. Closely aligned with passion, charismatic leaders will go over, under, or through obstacles in order to achieve their goals.  Obstacles are viewed as bumps in the road rather than derailing road blocks.  This level of certainty and confidence inspires others to also move outside their comfort zones and take risks.
  6. May be unconventional. Although not necessary, charismatic leaders usually have some type of mannerism or communication style that separates them from others.  While not absolutely essential, being somewhat unconventional is often equated with creative, outside the box thinking.  It doesn’t require charisma to have others do what they’ve always been doing.
  7. Foster trust by a willingness to incur personal risk. Charismatic leaders walk the talk.  In other words, they would never expect more from their followers than what they demand of themselves.  By confidently taking such risks, it inspires others to be a little more daring, too.
  8. Influence from personal power (not position power). Being promoted to the C-suite will not automatically create charisma in a leader.  In fact, a reliance on position power (or power that is attached to the job rather than the individual) is one of the best ways to lose charisma.  Personal power arises from being present in interactions with others and from confidently expressing and brainstorming ideas.  It’s more than just being liked by others:  it’s being viewed by others as someone whom they can trust.

So, do you still think that charisma is an innate personality trait – or are you now a little more open to the idea that charisma can be learned?  Just remember:  although inherently neutral, charisma is best used for noble and positive reasons – NOT as a method to sway people down nefarious routes.  (Think of Hitler’s passionate and charismatic speeches.)

But don’t be afraid of your own charisma in influencing others!  And remember that charismatic leaders are never “cookie cutter” clones.  Be brave in bringing your own exuberant uniqueness to the job!

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

 

Workplace Compassion: What It Is, Why It’s Missing, and How It Contributes to Organizational Success

Compassion - Giving a hand up to another

Should we expect to find compassion in our workplaces – or should we check our emotions at the door in order to be more productive at work?   Is workplace compassion a “nice to have” bonus at work – or is it an organizational imperative for innovation and profitability?  According to recent research, compassion may be the key to innovation, learning, and adaptability in a constantly changing world.

Compassion:  What It Is (and Isn’t)

Compassion is defined as not only our caring response to another person’s suffering, but also to our attempts to help alleviate that suffering.  It is a hard-wired trait in humans – but one that many people feel is lacking in not only our personal relationships, but at work as well.

Workplace compassion is found in the interactions between employees.  It’s displayed in our willingness to help one another.  To understand that there might be reasons for a sudden change in performance.  To recognize that employees are human beings with lives outside of work.

In other words, compassion – whether it is in our personal or professional lives – is the resulting emotion of being conscious of another’s suffering or distress AND being willing to help them alleviate it.

Compassion is, therefore, not just a feeling but also an action.

And, according to many researchers, compassion can be learned.

Why Compassion Is Missing in Most Workplaces

In general, there are three causes that deter compassion in the workplace:

  1. The belief that professional and personal lives should be kept separate.
  2. The fear of appearing vulnerable and weak.
  3. The confusion surrounding how to offer support.

There is a long-held belief that emotions should be “left at the door” when we enter the workplace.  Whatever is going on in our personal lives should be compartmentalized in order to be “dealt with” when we leave work.

That may have worked when most of us worked a standard 40-hour work week and were essentially unreachable outside the office or work site.  But all that changed with the onset of technology.

While technology has been a great boon to many businesses and its workers, it has come with a price:  the 24/7 eLeash.  Today we are constantly accessible at any time of the day or night by email, text messaging, or even the “old-fashioned” phone call.  Workers often are unable to resist the technological call even if they are on vacation or celebrating a holiday with their families; some workers will “check in” even if they are hospitalized (but still conscious).

Because compassion requires the conscious acknowledgement of another person’s pain or suffering, it requires an emotional vulnerability that many workers are afraid to display in professional situations.

But this lack of compassion has deleterious consequences.  The employee who is attempting to balance a heavy workload with a family health crisis might be afraid to ask for help due to fears of being labeled as someone who “can’t handle” the demands of the job.  The resulting high stress levels negatively affect not only their performance, but also their emotional well-being and physical health.

Similarly, the manager who has excelled throughout his career may fear being labeled as “weak” if he responds compassionately (rather than autocratically or “by the book”) to a coworker’s need for some scheduling flexibility due to child demands from a recent divorce.  After all, wouldn’t this “softness” be transmitted through the office grapevine – with the result that he will be “taken advantage of” in the future?

If employees fear asking for some organizational help (or a little “slack”) when they are experiencing major challenges or changes, then they are more likely to become disengaged, unproductive, and burned out.

While the lack of workplace compassion is most frequently viewed as occurring between managers and their subordinates, it is also lacking in the interactions between colleagues and peers.

If the workplace culture is characterized by an obsessive compulsion to “win” and an aversion to “loss,” then employees tend to view providing any kind of compassionate assistance to their coworkers as an action that could undermine their personal ability to succeed.  In such an environment, even authentic offers to help may be viewed with suspicion:  what do they really want in exchange for this help?

Regardless of their formal structure of the workplace relationship, many people are uncomfortable when they are faced with someone who is hurting, in pain, or in desperate need.  How to offer support becomes a tricky undertaking:  would my offer to help make them feel that they are somehow inferior or then feel “bad” about themselves?

How Workplace Compassion Contributes to Organizational Success   

Displaying compassion to our fellow workers, subordinates, and managers requires an acceptance of our innate humanity.  In other words, compassion brings the “human” back into the workplace.

But compassion is not just a “feel good” workplace characteristic.  According to Worline and Dutton (2017), “compassion matters for competitive advantage.”

In an age in which innovation, collaboration, client customization, and adaptability are critical to organizational sustainability, there is an urgent demand for “bigger, better, and faster” – regardless of the goals’ reasonableness or achievability.  As burnout runs rampant in many organizations and employees choose to leave their employers (rather than continuously strive toward the achievement of these unreasonable demands), organizations must rethink their attitudes toward urgency.

Urgency was first touted as a way to create an adrenaline rush in employees so that they could work tirelessly toward the completion of tasks that were critical to organizational success.  But urgency and adrenaline are only healthy and sustainable in short doses; prolonged periods of urgent action that are not balanced with periods of respite and reward create not only burnout, but also emotional and physical health problem.

In other words, if everything is urgent…then nothing really is.

By instead rethinking organizational policies and processes in terms of their level of compassion toward workers, companies can reap the benefits of an engaged, energized, and loyal workforce.

I’m not kidding:  adding compassion as a criteria for policies and procedures has measurable benefits:

  • In a study by Jonathan Haidt of New York University, leaders who interacted with their subordinates in ways that were perceived as fair and self-sacrificing were rewarded with employees who were more loyal, committed, and collaborative in working to find solutions to problems.
  • Fowler and Christakis found that generous, compassionate, and kind actions created a chain reaction in workplaces – thus creating a cultural change toward compassion.
  • In a 2012 study published in BMC Public Health, compassionate acts built bonds between workers – which led to decreased stress levels and greater productivity.

Workplace compassion creates a culture of cooperation and trust.  Rather than a culture of competition, organizational cultures that exhibit and support compassion tend to have lower health care utilization rates, greater employee engagement, less turnover, and a culture of trust that supports learning and innovation.  (I told you I wasn’t kidding.)

5 Tips to Building Workplace Compassion

While I firmly believe that every employee desires to be treated compassionately at work, I also recognize that there are many hurdles to building a culture of compassion.

Based on my research, I have identified five simple ways that organizational leaders and individual employees can approach their work with a sense of compassion:

Tip #1:  Don’t respond based on implicit assumptions.  Bias is well-researched in the protected classes (e.g., gender, race, religion, etc.), but is infrequently acknowledged in the areas of human behavior.  While everyone has implicit biases through which we appraise the behaviors of others, it is important to step outside of these biases in order to see another’s perspective of the challenging situation.

Tip #2:  Be present and authentic.  Compassion should be given freely.  This is accomplished by becoming present in the moment – taking the time to see and listen to the people with whom you are engaged.  In other words, get out of your head and open your heart.

Tip #3:  Encourage employee conversations about non-work activities.  When employees are encouraged to socialize with one another, it provides greater insights into their motivations, fears, and aspirations.  When sharing such information, it can build trust and encourage a greater proclivity to help and support each other.  (NOTE:  Be patient with such sharing activities and NEVER force someone to share more than what they are comfortable with.)

Tip #4:  Create organizational initiatives that encourage employees helping each other.  Organizations that have a strong sense of community involvement may have an advantage in building a compassionate, collaborative culture – but don’t focus exclusively outside the organization.  Perhaps create an initiative that allows employees to provide assistance to other employees who might be in need.  For example, a fund which allows workers to donate their unused time off or make a financial donation to help a coworker.

Tip #5:  Recognize when employees act compassionately and help each other.  Formal recognition (e.g., awards, events) as well as informal “thank you’s” or even the offer to get an overworked colleague a much-needed cup of coffee are powerful ways to reinforce the importance that an organization places on compassionate activities in the workplace.

We humans are wired to empathize – which is an important aspect of compassion.  We’re wired to experience a visceral, emotional response to another’s suffering.  But compassion is more than empathy:  it is also the active response to help alleviate that suffering.

Additionally, compassionate action not only helps someone else who is in need but also makes us feel better and more hopeful.  Acting compassionately is a win-win.

So, even though pain may be an inevitable part of life, our feelings of suffering are not.  Compassion is what makes us human – and it’s a necessity in all of our lives.  Since we spend the majority of our time at work, we need compassion in our daily existence.  And it is through acts of compassion that companies can embrace the humanity of its workforce and harness the power of its only nondupulicatable competitive advantage:  its human resources.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com

 

 

10 Elements of a Strong Career Development Program (VIDEO & INFOGRAPHIC)

Career development programs are necessary if organizations want to build their employees’ competencies and commitment. In fact, these programs provide win-win outcomes for the company and its workforce.

Employers with active career development programs experience greater loyalty, productivity, and retention as well as decreased turnover.  Because company-sponsored career development activities increase employees’ awareness of promotional avenues within the organization, workers tend to have better morale arising from a feeling that their employer actually cares about the professional growth.  (Click here for my video on how a perceived lack of organizational caring for employees leads to burnout.)

But how do you get started?  What do you need to include in order to get the most “bang for the buck” in these programs?

In less than 5 minutes, this video will discuss the Top 10 important elements that are necessary to create a strong career development program that motivates and engages employees.

BONUS: Download the free infographic with all 10 elements at http://bit.ly/2Hwc6w2.  

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning and Coaching company focused on eradicating workplace burnout through the B-DOC Model.  An entrepreneur for over 25 years, keynote speaker, author, blogger, business coach, university professor, and researcher, you can see her “in action” by watching her TEDx Talk on YouTube.  To contact Dr. Puleo, please go to www.gapuleo.com