An Alternative Look At Last Week’s Employee Burnout Statistics

Bad times! What have I done!?Been feeling a little burnt out recently?

Turns out you’re not alone.

New research published last week by accountancy recruitment firm, Robert Half, suggests that three in ten UK HR Directors (that’s 30%) say employee burnout is an issue. This figure rises to 35% when you look just at London and the South East.

The research also concludes that:

  • Workload is the primary reason for burnout in 67% of situations. (This rises to 75% in large, and 73% in public sector organisations.)
  • More than half (56%) blame long working hours.
  • 37% talk about “unachievable expectations” and “economic pressures”, and
  • 27% cite worklife balance challenges.

8 in 10 HRDs say they’re concerned that their best people will leave because things have just become too pressurised.

Hardly surprising.

When asked what they’re doing about all of this, some say they’re launching initiatives to make working life more liveable. They include “promoting a teamwork-based environment (50%), reviewing/restructuring job functions and tasks (45%), encouraging team–building activities (34%), providing flexible working options (34%) and encouraging employees to take time off (31%).  One in five businesses (19%) plan to hire additional temporary / interim staff to help manage burnout.”

The point about hiring additional staff is good news for Robert Half, and job-seekers generally.

“Initiatives”

But I have to wonder whether these other “initiatives” aren’t actually a huge red herring.

Sure, they’re very logical. And if you look at your people as being another resource that you can control at will, they make a lot of sense.

But, when are more companies going to get beyond these big global solutions, and understand the real, individual, human nature of the people who work for them?

When are they going to be proactive in supporting their people’s well-being, rather than waiting till people burn out before acting?

When are they going to understand that if someone is showing signs of being beyond stressed, that they are are having a healthy response to an unhealthy situation?

Of course, the UK economy is struggling, companies are under more and more pressure first to survive and second to make a return on investment to their shareholders.

But people are  increasingly the thin edge of the wedge. Expected to do more with less, and to integrate work changes without proper training, much less the emotional support to withstand the upheaval.

And we’ve become a much more “on” society.

Laptops, tablets, mobile phones… Social media. We’re all under pressure to act 24/7.

Recent research even shows that 53% of us check our phones before we’ve even got out of bed.

No amount of traditional team building is going to fix that. It’s no wonder more people are burning out.

The answer for businesses?

Believe, really believe, in your people’s well being. That starts with a business’s leaders supporting their own well-being.

Modelling the ability not to work all hours and be successful and productive.

Not demanding things last minute and/or in a way that requires late working or weekends; respecting that to be at their best, people need down time; they need rest and other non-work interests to revitalise them.

Taking proper holiday themselves and not expecting their people to be available when they are on holiday.

And you? What if you’re caught in the burnout trap?

Well, first, stop buying into a system that is harming you.

Don’t wait for your company to give you permission to do something for yourself. It’s easy to get caught up in deliverables, and all the value judgements around whether you’re doing enough or not, and to think that you have no choice. But you do.

Create boundaries for yourself.

Walk out of the office at six – or whenever – and get to the gym, or go home to your family. It may be painful to leave colleagues sitting there or to see your boss do a watch-check as you leave. I’ve been there myself. I know. I’ve had bosses who should know better take me aside at such times and say “what is your problem?”

When bosses give you last minute things that compromise your personal life, push back. Say no.

And if you find yourself unable to free yourself from what feels like a crazy situation for you, get help. Find a counsellor.

Don’t rush to escape. The chances are you’ll recreate your situation elsewhere.

But, whatever you do, don’t just become another statistic.

So, what about you? Have you experienced burnout? Do you see it in your colleagues? What have you done to support yourself? I’d love to know!

 

 

5 Easy Steps To Living Your Life With Intention

Dinner is ServedLiving the way you want to live is one of the most difficult yet rewarding challenges. We all have moments when we realize our lives have somehow fallen out of whack, and other moments when it becomes clear exactly why we’re on this Earth.

But what do you do in between those realizations?

These five steps can help you to live your life with intention:

Step 1: Know Yourself

Living with intention begins with the process of understanding your own identity, needs and desires. No one else can tell you exactly who you are or what you want, and too often the daily business of survival takes our attention elsewhere.

Being mindful of these facts is the first step toward developing a more intentional lifestyle, and it is important to remember that figuring out who you are and how you want to live is an ongoing process.

Although society often sells us on the narrative that we find ourselves when we’re young and then move on to working life, the truth is that our identities and goals evolve throughout our lives.

Step 2: Set Concrete Goals

OK, so finding yourself again and again is great, but how do you translate that hazy self-knowledge into real-world change?

There’s no overnight trick to creating the life you want, but setting achievable goals is a great starting place. Challenge yourself by setting an objective that is just beyond your comfort zone, then share it with supportive people you trust.

For instance, if you realized in step one that you need to work on your relationship with your body, your first concrete goal might be to adopt a workout routine.

Step 3: Create Plans

Getting into a workout routine sounds simple enough, but for someone who hasn’t been to the gym lately, it might actually involve several daunting steps.

For instance, there’s the question of what kind of workouts this routine will involve. Maybe stretching and doing calisthenics at home will provide the challenge you’re looking for; maybe you want to rediscover the rush running gave you in high school or sign up for martial arts lessons.

Phase one of your plan might be to spend a month trying out different things. Phase two might be committing to a workout and establishing a sustainable routine. Phase three might be sticking with what works for a defined period of weeks or months.

Step 4: Make Meaningful Decisions

We all live a lot of our lives on a kind of automatic pilot, not realising that we have choice in much of what we do.

Paying attention to some of our habits, and deciding whether or not they’re in our best interests, is another way to bring mindfulness into the way we live.

For instance, collapsing onto the couch and turning on the TV instead of tackling a difficult problem is easy. Why not turn it around by choosing to tackle the problem and then consciously reward yourself with an episode of your favorite drama?

Take time to think about the small choices you make, with particular attention to why you’re making those decisions and how they fit into the larger plans you outlined in step three.

Step 5: Evaluate Your Progress

Living with intention has a lot to do with how you want to spend the day today and where you want to get to tomorrow, but it’s just as important not to lose sight of where you’ve come from.

Reflecting on the progress you’ve made through your plans and towards your goals is an essential part of understanding yourself – and it helps you feel great too! Part of  making progress is recognizing when a goal may have to be adjusted, or when a plan may need some retooling, so be sure to tweak things accordingly.

Perhaps the most important step of these five is the first one, and it is a great place to return when the going gets tough. If you don’t follow through with your plan, or you encounter a setback on the way to a goal you’ve set, don’t beat yourself up about it; instead, reflect on yourself and on the fact that you are engaged in a process of change. Your commitment to that process is the most import thing of all.

Have you started living your life with intention? Share your stories with us!

GabyProfileAuthor: Gabriela D. Acosta is the community manager for theMSW@USC, which is one of the toponline MSW programs in the nation. She is also passionate about social justice, diversity workshops, and community development.

photo by: aussiegall

5 Things Sarah Robinson’s Fierce Loyalty Taught Me About Community

FierceLoyalty_FRONTcovSo, I was off social media for a few months.

More about that anon.

While I was gone, my friend Sarah Robinson published a book, Fierce Loyalty.

Apologies, Sarah, to be such a slow adopter, but I finally read it last week.

It’s a pithy, Godin-esque volume.

In it, she shares her wisdom on the qualities and dynamics of successful communities.

In a world where much is currently spoken and written about community, Sarah’s book stands out because it gets down to the building blocks and how-to’s.

Go read it for yourself. Meantime, here are my key takeaways:

The potential benefits of building community are immense

Sarah’s book gives examples of the benefits of community, particularly in a business setting. Take Harley-Davidson, the legendary motorcycle brand, whose owners unite in sharing core values of freedom and non-conformity.

They could have tried to control, contain, or put some spin on all the spontaneous tours and experiences Harley-Davidson bikers were arranging around the world.

Instead, they encouraged and enabled them. Embraced them as a core part of the brand.

So, sure, these bikers, who’ve developed friendships with other Harley-Davidson owners through “euphoric” tours, adventures and other experiences, are unlikely to opt for some other kind of machine when it’s time to buy another bike. In the meantime, they’ve also had a heck of a lot of fun.

So, there’s more to it than traditional ROI.

You can adopt a community approach to a wide range of scenarios

With all the hype around community at the moment, you could mistake it for being primarily about business building and marketing. But, again, there’s more.

For a start, businesses can use it inside their organisations to inform the way they manage their people. It has the capability to be the foundation for a whole new way of thinking about employee engagement.

Also, it’s becoming a business model all of its own. Instead of traditional limited company structures, with employees, and command and control ways of working, some businesses are now adopting a much looser way of going about things.

One that strikes me as a great example from my own connections, quite beyond the book, is Interimity, the UK based HR interim management company created by Julia Briggs. It offers a really agile way of putting “the best HR talent in touch with the best clients”. There’s a “by invitation only ” membership organisation.  Also on- and off-line forums for members to get together and talk about the kind of HR things that are meaningful to them. The quality of people, and the level they’re able to work at shines through from their contributions. Meaning that trust and respect are generated in the group.

Which all makes for the kind of sticky community, that uses its enviable shared connections to open doors to potential clients, and crowdsources candidate shortlists.

In fact, Interimity is such a good example that I’m going to feature it in a separate post all of its own. Again, watch this space.

You need to be clear of your why

Sure, it’s an of-the-moment way about going about things. But if you’re trying to create a community for your business, you should really start by asking, why?

What do you want it to achieve? Is it the raving fans? Is it to help you shape your offering? Is it to give your brand some buzz? Or, if not, what is it for you?

Hint: if your real and only agenda is to make money, your community won’t be sustainable.

Community sounds easy, but does hard

Sarah is someone who really gets “community”. It’s her thing, her passion. She understands the whole organic, emergent process that community is.

That takes a particular type of person or team with a whole particular skill set. Among the qualities I see it needing are: vision, confidence, trust, patience, a real interest in whatever catalyses the community, and a genuine interest in people and connecting.

How many traditional businesses do you know who would get their head round that?

The time is now

Although it’s tough, community is a “now” thing. Our society is shifting. People are getting smarter and wanting more. Whether that’s as a consumer, an employee, or a stand-alone professional. We want to belong. We want to be connected to something that’s bigger than us, where we can experience our little contribution contribute and magnify.

And the whole internet, social media thing is providing ways to enable community to exist and congregate on- and off-line. So many of the enabling tools are there if we just choose to use them.

Ignore it and its message at your peril!

So, Fierce Loyalty has certainly given me lots of food for thought, and I’m sure will continue to do so.

Meantime, tell me how you imagine you could harness the power of community better. What would you wish that to achieve for you?

2 Surprising Reasons Your Career Has Stalled

Man Trapped Whilst Assembling Flat Pack FurnitureEver feel like you’re wading through porridge when it comes to work?

You know the score.

You’ve spent years grafting, and you’ve climbed the ladder.

The top – whatever that is for you – is in sight.

You can almost touch it.

But for some weird reason, that tap on the shoulder never comes.

You thought you’d have cracked it by now. Maybe you’ve even taken a sideways move with another firm – or two – in the hope you’d do so.

But it’s not working.

It seems the harder you try, the less likely you’ll succeed. And it’s killing you.

Especially as it’s not like you suck at what you do!

You get great feedback about things you achieve on behalf of your team, and people say that your company couldn’t operate without you.

At an earlier stage that would have been flattering, motivating even. Now it insults you. Especially when you see your less capable peers cleaning up on the promotions stakes.

What have they figured that you need to wise up to?

You’re trying too hard

Yeah, it’s counter-intuitive, but trying hard only gets you so far. I know, you learned from your parents that, if you want to get on in life, you have to sweat it. Me too.

But are you confusing trying, with doing the work that will actually make a difference to anything? Trying has an element of struggling, wanting to please others, maybe never quite succeeding. Working has none of that emotional stuff in it. Working is turning up to what you need to do and doing it.

Trying too hard might make you look like a bit of a door mat. You’ll get used. But promoted?

You’re giving too much of a shit

Hand in hand with trying hard, there’s often something about caring too much what people think of you. Again, we get taught this, and not without cause. It’s important at some level to understand that our teachers, bosses, clients, whomever judge us.

It stops being helpful, however, when we play more to what we think the audience wants than to being ourselves.

You know what I mean. Imagining ourselves through others’ eyes and then living out their picture of us.

But not only does that lead to all kind of head-crap for us that we can do without, it also actually sets us up for the opposite experience to the one we want.

If we imagine people want us to be nice and act that way, sure they may think we’re lovely. But, again, how many “lovely” people make it to the top of your career path?

In your bag of people smarts, along with warmth, you need courage and the ability to be challenging, direct and sometimes downright controversial. You get respect for that, because it makes people around you think. It makes them realise you’re being your own person, not just brown-nosing or playing at it.

The truth about being successful

See, the thing is, you can play whatever game you want in life. You may make it to the top of whatever field you’ve chosen. But unless you do it on your terms, you will forever have the uneasy feeling that you’re career has stalled.

That gap you feel right now? It’s in you, not out there. Fix it first, and the world awaits you.

Where could you stop trying so hard? What might that look like? How could you give less of a shit? What results do you imagine you could achieve that way?

 

What Would You Do If Money Were No Object?

It’s a question I often ask clients.

Or even friends when they’re going round in circles, clearly unhappy about the work they’re doing right now, but so enmeshed in it – the targets, the deadlines, the people, the politics, the minor and not so minor injustices – that they can’t see the wood for the trees.

“What would you do with your life if money were no object?”

It’s amazing how that makes people sit back and think.

“I’d love to write a book,” they might say.

“I’d like to be a photo-journalist.”

“I want to do voluntary work. It’d be great to give something back.”

Not that what emerges is necessarily “the answer”. But I love the way it can open things up and take people beyond their current stuckness.

“Indulge me,” I might say. “I’d love to know what it’d be like to do (whatever).”

And they do.

I love to watch what happens at those points. Where their energy goes. What happens to their mood. How they sit. Their mood. What happens to the tone of their voice.

And to reflect that to them.

Then to invite them to think about how, instead of putting off their joy, they allow themselves some of it now.

Even while they’re still doing this job that’s troubling them.

Getting past logic

Why do this when people clearly need to be earning right now?

Well, I think it’s easy to stay in the realms of logic when we’re trying to solve a career type problem. We assume that we can analyse our way out of it, like it was a another business problem. Brainstorm solutions, evaluate and rank them and make a plan of action. Not that there’s no value in going that route. There’s loads.

And sometimes we need to trust that we’re more than logic. That other forces are at work too. Our own deep nature and knowing being one.

I’ve seen people who’ve allowed themselves to build a little of what they’d “love to do if money were not object” into their current lives. Even if they’re doing it in the evenings or weekends after busy jobs.

Sometimes it takes them to places in themselves they could never have imagined. Sometimes it just lets them put some of the people and things they thought were problems into perspective.

Too many people defer doing what they really want to do until some mythical future day when they’ve earned enough. Meantime they mortgage their lives and their happiness to jobs they think they should do.

Don’t be one of them.

Live your own life.

Have a look at the wonderful Alan Watts You Tube Video above. It’s old, but good.

And, then come back here and tell me:

What would you do if money were no object? How can bring even a tiny piece of that into your life immediately? 

What Will You Create Today?

New York City SkylineLast week’s New York trip ended too soon.

The hotel’s friendly doorman, with whom I’d been chatting all week, flagged us a yellow cab, threw our suitcases into the back, and wished us safe home.

I don’t much like these taxis, especially since they shortened them.

(Why did they do that?)

But this one was just a little bigger. It had just a bit more leg room, so my knees weren’t right up against the partition . Still, I felt blah as we pulled away from the kerb and joined the rest of the traffic edging through the ubiquitous Manhattan roadworks.

Ugh. The Friday afternoon crawl to JFK.

But then I became aware of music in the cab. There was a small TV screen right in front of us, and at first I thought that’s where the sound was coming from. But it turned out to be a Lionel Ritchie track.

Hmmm…

Steve and I looked at each other, shaking our heads. We like music. But Lionel Ritchie?

Please.

As it continued, we couldn’t fail to notice the cab had surround sound. And – I never thought I’d say this – Lionel started to sound okay.

Better than okay.

And as we continued sitting in traffic, one Lionel Ritchie track morphing into the next, the sound of jackhammers and reversing dumper trucks receded and calmness began to descend.

From having been imagining the journey as a chore, I began to relax into it. Even enjoy it.

To Steve’s horror, I started singing. And then laughing at myself. I was having fun.

I felt brighter. More able to be present to the good in what was going on rather than to my grumpiness about going home.

We drove over Queensboro Bridge and began to get a wonderful view of the New York skyline. No matter how many times I see it, it just takes my breath away. Just a little into Queens, we sat in traffic again, Lionel Ritchie running with the night, and Manhattan right there across the river.

“Isn’t that just the most amazing sight?” I said.

Steve nodded.

And that’s when it struck me.

That skyline, the city and everything it comprises haven’t just appeared by chance. Millions of people over the years have created it. Everything from the skyscrapers – including Freedom Tower with its cranes now well higher than the Empire State Building – to the theatres, restaurants, and street vendors who pull their stalls into the city at early o’clock.

It was all created.

Things first imagined, or thought about, have been brought into being. People have dared to get behind their ideas and make them happen. The sheer scale of boldness and vulnerability was just, in that moment, awesome.

Awesome.

Next I realised that the experience I was having right then had been created too. I haven’t been in many (any?) other cabs anywhere in the world where I was treated to surround sound. The cabbie must have at some point decided he was going to do something a bit different. Hell, even if he’d done it just to make his own journeys easier, it was inspired.

I’d judged it as cheesy when I first realised it was Lionel. But I’d ended up enjoying it.

So, I arrived at JFK feeling thankful for my ability to have had the week I’d had in New York, and inspired to write about the experience. And as the driver got our bags out of the boot, I looked him in the eye and said “thanks for the music”.

His face lit up with joy.

Joy in having been appreciated for his creation.

And I wonder, what will you create today?

How Transformation Really Works

The ModelI’m in New York this week, and last night I had supper with Jilli*, a former client, now a friend.

As we texted during the afternoon to make arrangements, she sent me a note that made me laugh.

“6pm my ravishing self will be walking through these doors, darling love.”

Not that she’s not ravishing, but that this kind of ballsy self-confidence was nowhere to be seen when I first met her almost four years ago.

And it turns out she wasn’t overdoing it on the “ravishing” front either.

I hadn’t seen her since last August, and when she really did walk through these doors at six, I had to look twice. She was glowing.

“Oh my God, Jilli!” I said to her as we hugged. “How are you, my friend? You look amazing.”

“I feel amazing,” she said. “After some really hard times, I feel like I’ve finally arrived at a wonderful place. Things are terrific. It’s my time to be happy and enjoy life and I’m just relishing it.”

“Tell me everything,” I said. “I want to know.”

And so she began.

“Can you believe,” she said, ‘that it’s a year since I arrived here?”

I couldn’t. I’d remembered having supper with her in a pub off Marylebone High Street days before she left. Her nose was taped with sticking plaster following the removal of a suspicious mole, the second or third such surgery she’d had. And my heart was in my mouth at the thought of the experience she was about to put herself through.

Putting all she could carry about work and life in a suitcase and getting on a transatlantic plane; leaving behind her things that would not, and could not make the trip.

She had had a dream for some time of coming to America, and when she dared to talk it out loud to her firm, they supported her in finding an internal job and in making the transfer work.

Such a wow thing on the one hand. It’s a fast-paced, glamorous city where you can do just about anything you want. On the other hand, if you’ve spent fourteen successful career years London, it’s tough to uproot yourself and rebuild.

She’s a shit-hot investment banker. In London Jilli was known for her business nouse, can-do attitude and strong interpersonal skills, and would be asked for by name on deals.

Here, in the beginning, she was nobody and had no-one.

Tough first days

An immediate shock was that her job was far from guaranteed. She was going to have to go through a seven-hour exam to get US Securities qualified. When I’d seen her last year during a similar trip, she was just a couple of weeks away from sitting the exam and was spending every waking moment swotting up on facts and practicing past papers. A ton of new laws, regulations and calculations to get into her muscle.

No pass, no job. No job, no working visa and no right to stay in the US.

The pass bar was high and first time around she failed by like two points. Still, she picked herself up, tried again and this time aced it.

“That must have been such a relief,” I said to her.

“I cannot tell you,” she said. “It felt like everything began to fall into place after that. Things are going really well in the firm and they’re saying I’m now in line for a promotion. And of course, right after the exam, I had Peru.”

Ah, Peru.

The trip she’d swung with a journalist and photographer whose attention she’d captured with some pictures she’d taken from her “little pastime”. In Peru she swapped her pinstripe shift dress for a more boho wardrobe, and hung out with her camera for a couple of weeks. For the first time in ages, she let her hair down.

(Literally, as it turns out. Because from having worn it in a smart, short bob for years, she began to grow it and wear it longer, looser, wilder.)

Then, after Peru she tells me, she goes to some social event in New York, gets chatting to a South African bloke who’s also there, and has been dating him ever since.

“It’s ironic” she says. “I’d tried dating websites since arriving here. It’s tough. There are so many more single women than men. I didn’t go to the party imagining I’d meet someone. And yet, there he was.”

“Is it love?” I ask her.

“It’s early days,” she says. “And yet…”

Her blue eyes sparkle as she tells me about how easy it has been to get to know this guy. How he’s been married before, yet how she has already been accepted by his children and ex. How natural it all feels. How comfortable.

“Life is indeed good,” I say. She nods.

Making work fit life

She goes on to explain how, in coming here, she’d decided that she must make the most of the city. Life in London had been a lot of work. Here she wanted more. In the past months, she has done bootcamp classes in the park, and Sunday cycle rides across the Brooklyn Bridge.

She has got fit and hard bodied like never before. And it hasn’t all been just for her own benefit. She raised over $3,000 for Bike MS, becoming one of the top 200 fundraisers.

And then when Hurricane Sandy hit, her heart went out to the folks whose homes were destroyed and she volunteered herself many times over as part of the clean up operation, being one of the people who help shovel pails full of sand out of people’s houses.

“You have such a big heart,” I tell her.

“You know what?” she says. “I am very happy with the woman I have become.”

Rounded, whole, complete are words I might add.

Our work

And this brings us full circle to how she and I got together in the first place. A bad romance with a dude that had broken her heart caused her to put her whole life under a microscope. I don’t exaggerate much when I say her life at that point had been pretty much the dude and work; work and the dude. Work was never of itself broken. Let’s be clear on that. But life was. Even her dreams were really the dude’s dreams. She woke up to the horrible realisation that she had not allowed herself to dream. Not allowed herself to own what she really needed and wanted.

Like some of the other gorgeous, capable, ambitious women I work with, her emotional intelligence in a work context was high. But in terms of her romantic relationships it was poor. She had to learn to allow that part of her to fully exist.

“I used to be quite two dimensional,” she says. “You helped me change that. You were there for me when I struggled to be there for myself. You could see the best in me even though I couldn’t see it. You never judged me, you always believed in me, even though you didn’t know me. You lit my dark journey so that I could see. You gave me faith that life could be better. In your presence, I grew.”

“Thank you,” I say. At a level, it’s true. But there’s a part that she missed and that I want to make sure she, and you, really understand.

How transformation really works

Transforming a life is possible. And I acknowledge that, with the right people, I can enable profound change.

But what made the difference with Jilli is that she cared about herself and her life. She didn’t just want things to be different. She was ready to make them different, no matter what it took.

Last night, we didn’t talk about the really, really dark places she went through on her journey. We didn’t have to and I’m not bringing them up now. But I do want to highlight the courage she had to face her monsters, embrace them, and let them strengthen rather than weaken her.

She went there when others will not.

And in her heart there was always love. Love for herself and love for others. When I met her it may have been burned out, or lying dormant.

I only blew air on the embers, Jilli. That was my job. The fire was always yours.

 

*Name has been changed to protect identity.

 

 

 

photo by: Thomas Leuthard

What Does It Really Mean To Be Wealthy?

pearlsIt’s a question I’ve been sitting with recently.

What does it really mean to be wealthy?

It’s been prompted by some coaching intake sessions I’ve done recently.

One after one, a series of people sat in front of me, telling me how they have everything and nothing at the same time.

They have the big job and corner office, large house with premium cars on the drive, holiday homes, partner, children at private school, expensive vacations, designer brand habits…

Nothing wrong in any of that per se. I like the good things in life myself, so let me not pretend otherwise.

But they are unhappy. Their outer success isn’t matched with a feeling of inner contentment. Things aren’t “congruent”, to use coaching speak.

When I ask them about it, they try to give words to their discomfort.

Often work consumes them. They love the essence of what they do. They have a healthy appetite for achieving. But there’s a part of it that drains them; leeches their soul.

It seems that, these days, big jobs can be boundary-less. As I listen to some clients, there appears to be no end of challenge.

The biggest challenge is one of time.

Folks spend all day, every day, in meetings, on conference calls, on email. And that’s before they get to the core of what they’re supposed to be delivering.

They often feel out of control and behind. And that’s tiring.

When I ask what they want instead, they say they want things to be “different”. But what “different” means is hard to articulate.

There’s the dream of quitting. Walking away from it all. Doing something entrepreneurial.

Few risk it, because balanced with the dream is the fear of losing it all. Questioning their ability to make the same kind of money by themselves.

And, in any case, staying or going isn’t necessarily the real, real issue.

When it comes down to it, often what my clients yearn for is freedom.

When I put that to them, they tell me that it’s something they imagine they’ll have when they retire. Right now they’re focused on putting the right plans and finances in place to make that a reality.

Meantime they begin to notice that they’ve mortgaged today for a dream of tomorrow.

For a while that’s fine. But time goes by and small resentments build like a cancer, weighing them down. To all intents and purposes they look like they’re wholly alive. But inside they’re dying day by day.

So I ask some questions:

How do you bring tomorrow into today?

What is it you dream of that you’re not yet doing?

What’s waiting till the mortgages are paid off and the kids are through school?

Often it’s a creative thing. Writing, music, photography.

Sometimes it’s a charitable thing. Volunteering time. Offering support.

Other times it’s less tangible but nontheless important, like hanging out with friends, a loved one, or children.

“Begin it now,” I say. “Get selfish. Just start by creating one or two evenings in your week for something else. Don’t require your ‘thing’ to be perfect. Just schedule it and go do it. Like it was another meeting. Give it priority.

Make it a KPI – set a goal for it and make it happen.”

It’s amazing what happens when you do this. There’s a fantasy that spending less time at work means you achieve less. I find the opposite to be true. When you’re at work, resenting it less, you’re sharper. You deliver more in less time. You enjoy it more than ever.

Creating space and time for other things, if you crave them, if they’re important to you, increases your overall sense of well-being and resourcefulness.

Because for me that’s real wealth: honouring your need for freedom and creativity; giving space and time for all your values; allowing yourself to have a whole life.

And I wonder what true wealth means to you?

Becoming The Boss

leader and followersPlease welcome Sarah Fudin, from George Washington University, who today shares some lessons learned from a recent promotion to a people management role.

Upward mobility is an important part of any job. Very few people want to remain stagnant in their careers, working in the same position for years with no end in sight, becoming a member of the cult of the working dead.

People want to be acknowledged for a job well done, especially after pouring their energy and time into their work, and a promotion is the best way for senior management to convey appreciation to standout employees.

Promotions are incredibly appealing for obvious reasons (improved salary, better benefits), but they also have the potential to make your job awkward, stressful and difficult.

Simply put, it’s one thing to enter a completely new environment in a supervisory capacity with managerial experience under your belt; quite another to go from being a face in the crowd to a manager.

New duties

One of the major adjustments you have to contend with during your transition from standard employee to manager is the increased accountability that accompanies your new leadership position.

As a manager, your success in the office is no longer tied to the quality of your work; you are now responsible for the performance of your entire team. You need to adopt a new group-centric approach to work, as you must effectively motivate employees to ensure productivity.

Many new managers fall short in this aspect of managing; they place more of an emphasis on forming strong relationships with individual members and focusing on individual performance than creating an environment where the group is most likely to realize its potential.

Pay less attention to cultivating individual relationships to ensure success and pay more attention to defining and strengthening your team culture by outlining objectives, standards and any other issues of importance to the team.

Earning respect

Another challenge that many new managers face is making the power associated with their new position a reality.

Some new managers naively think that because they have a new title and formal authority over a team, they will automatically secure team members’ respect. In reality, new managers must show team members that they possess desirable leadership traits, and team members will, in turn, view the manager as a legitimate authority figure.

First and foremost, team members need to know that you’re on their side, so be sure to convey your intentions and desires as manager. By communicating honestly with team members, you’ll contribute to the development of an open team culture, which helps drive performance.

You have to demonstrate your ability to manage by striking the right balance between talking and doling out orders, and listening and giving team members space to work and explore.

You also must show that your title translates into something of note within the bigger organization. When team members see that you have some standing within the hierarchy, they’ll recognize you as an authority figure.

Greater responsibility

Lastly, new managers must recognize that with power comes responsibility. It’s a common assumption (and wish) that those in power have more control and are less beholden to the rules of the company than regular employees, especially if the previous manager at your company was well known for doing absolutely nothing.

In reality, your power means you get to peek behind the curtain, and now you’re responsible for more things than you could have possibly imagined. Not only do you have to deal with the demands facing your team; you have to address the demands coming from your boss, your peers and people outside the company.

It’s a lot of pressure, and it can be quite overwhelming. To be a great manager, you have to figure out the best way to navigate this terrain of endless, interconnected relationships, and you’ll be able to use these relationships to achieve your goals and elevate your team’s performance.

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Why Big Companies Don’t Change. And Why They Should

Where I mostly shop for my entertainment needsOn Tuesday, HMV announced it had gone into administration.

Putting at risk the employment of about 4,500 people.

Such a pity, but hardly a surprise.

I said as much to Steve, as I watched the reports come in online. Over the last few years, if we’ve ever ventured into our local store, we’ve often come away asking, “Just what is HMV these days?”

You didn’t have to be a business whizz to figure that the company had lost the plot. You just had to look at the strange mix of books, clothes, confectionery and other paraphernalia that nestled with the CDs, DVDs and games.

But what did we know?

“I have never heard such rubbish”

Still, it turns out that the company was given fair warning of the need for change as long ago as 2002. Philip Beeching, who ran their advertising for them till then, advised them that they were vulnerable in a number of ways. He tells his story thus:

Not long after HMV’s stock market listing, Beechwood, (the agency I founded and ran with my business partner, John Wood) was asked to re-pitch for the business as a new marketing director and managing director had come in to the company.

As I had worked on the account for so long and felt it was in my blood, I really wanted to give it my all, so we pulled out all the stops in this five-way pitch.

The day of the presentation came and we stood in the boardroom in front of the new MD, Steve Knott and his directors. For some time we had felt the tides of change coming for HMV and here was our perfect opportunity to unambiguously say what we felt.

The relevant chart went up and I said, “the three greatest threats to HMV are, online retailers, downloadable music and supermarkets discounting loss leader product”.

Suddenly, I realised the MD had stopped the meeting and was visibly angry. “I have never heard such rubbish”, he said. He accepted supermarkets were “a thorn in our side” but not for the serious music fan.

“As for the other two,” he continued, “I don’t ever see them being a real threat. Downloadable music is just a fad and people will always want the atmosphere and experience of a music store.”

Source: BBC News and Entertainment

You may find such denial shocking. Sadly it’s not as unusual as you may think.

I’m sure that over the next weeks there will be all kind of analysis about how the HMV offering was left behind by the likes of iTunes and LoveFilm. But at the end of the day, it’s not the products that have failed here, it’s the business’s leadership, who have for whatever reason, failed to keep their business innovative and relevant.

Why?

Why do senior execs behave this way? How can they run some of the biggest companies, and be in such denial about where things are heading?

Well, part of the answer lies in that allergy to change thing I was talking about on Monday. As people, we’re all pre-disposed to inertia. We want things in life to be comfortable. We don’t want to feel out of control.

Making radical change means getting uncomfortable and letting go of the reins. Few people leap out of the chair, unless there’s a fire underneath.

You know, we’ve all got a persona, an image of ourselves that we hold up to the world as who we are. In leadership – and life – these just sometimes get in the way. We so need the persona to be right that we screen out anything that says otherwise.

Leaders rarely want to look vulnerable in front of their boards, or their people, or the City.

Add to the mix that, no matter the long-term trends, they’ve managed the finances year on year so that they’re still taking big salaries and bonuses from the pot.

They just don’t want to rock the boat.

They tell themselves that tough times are temporary and that everything will come right.

That the junior people in their business who want to offer challenge are just immature upstarts.

They lose themselves in paralysis that’s disguised as action. They hire consultants and initiate huge change programmes that are never wholly implemented before the next change programme hits. They disagree with the radical recommendations that come forward and buy in to some watered-down version that can by its nature have far less impact.

So, they end up tinkering at the edges instead of making wholesale change.

I don’t know who it fools.

Why should big companies change?

Or, more accurately, why should the leaders of big companies change?

There are moral reasons, of course.

Do it for your employees. The people you for years said were the life blood of your business. Change to honour your role in nurturing that community.

Then do it for your customers. The people who, year after year, trusted that you had something of interest and value for them. Serve them.

There are economic reasons.

Do it to remain an ongoing, viable component of the global economy. Do it to keep offerings fresh and competition healthy.

And there are reasons of personal integrity.

Do it for yourself. Do it to stand up and be counted. To stand out as a leader who has some balls and is prepared to be different.

Do it for you.

 

photo by: Gene Hunt